Investment Fund - Feasibility and Development Funding Application Form 1 List of approved Investment Fund schemes To view the individual application’s please click on the scheme name in the table below. 1. JSP Mitigations Outline Business Cases 2. Southern Orbital 3. Mass Transit Options - Phase 1 and Phase 2 4. East of Bath Link 5. Freezing Hill / A420 Junction 6. Bristol Temple Meads Masterplan 7. A37 to A362 Improvements - Somver Valley Enterprise Zone 8. Cribbs Patchway Cycle Links 9. Wraxall Road Roundabout Improvements and Signalisation 10. Unlocking Lockleaze Development 11. Great Stoke Roundabout Capacity Improvements 12. Hicks Gate Roundabout 13. Hengrove 14. Hospitality and Catering Education Centre 15. Digital and Creative Innovation Centre 16. STEAM Centre SGS Wise 17. Housing Infrastructure Fund - Phase 1 and Phase 2 18. Talent Institutes 19. High Street Investment Fund - Bath & North East Somerset Pilot 20. Bedminster High Street Improvement 21. Love Our High Streets - Kingswood Pilots 22. Greater Bristol Area Rail Services
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Investment Fund - Feasibility and Development Funding Application Form
1
List of approved Investment Fund schemes
To view the individual application’s please click on the scheme name in the table below.
1. JSP Mitigations Outline Business Cases
2. Southern Orbital
3. Mass Transit Options - Phase 1 and Phase 2
4. East of Bath Link
5. Freezing Hill / A420 Junction
6. Bristol Temple Meads Masterplan
7. A37 to A362 Improvements - Somver Valley Enterprise Zone
8. Cribbs Patchway Cycle Links
9. Wraxall Road Roundabout Improvements and Signalisation
10. Unlocking Lockleaze Development
11. Great Stoke Roundabout Capacity Improvements
12. Hicks Gate Roundabout
13. Hengrove
14. Hospitality and Catering Education Centre
15. Digital and Creative Innovation Centre
16. STEAM Centre SGS Wise
17. Housing Infrastructure Fund - Phase 1 and Phase 2
18. Talent Institutes
19. High Street Investment Fund - Bath & North East Somerset Pilot
20. Bedminster High Street Improvement
21. Love Our High Streets - Kingswood Pilots
22. Greater Bristol Area Rail Services
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Feasibility and Development Funding Application Form
23. Regional Tourism
24. Visitor Economy
25. Bath Transport Study
26. Bypasses: Winterbourne, Yate Road
27. Charfield Station
28. Bristol Temple Meads Eastern Entrance
Investment Fund - Feasibility and Development Funding Application Form
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SCHEME: Development of WECA JSP Mitigations Outline Business Cases
Feasibility and Development Funding Application Form
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5. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details: This is the first scheme to be considered for the Early Investment Programme. As a critical
piece of developing the strategic transport interventions to deliver the Joint Spatial Plan, it is
expected that there will be a relationship between this investment and some future investments of
the wider Investment Fund Programme
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6. Total Funding required (£)
17/18 18/19 19/20 Total
Investment Fund £800k
£400k
£1.2m
Match Funding
- please state source(s)
7. Please describe the scheme to be developed and the proposed activity to be undertaken
through this investment
Details:
Introduction:
The Joint Transport Study (JTS) is an evidence-based programme of investment to deliver the integrated public transport, walking, cycling and highway infrastructure, to tackle congestion, improve air quality, promote more sustainable travel choices, and deliver housing and employment growth up to 2036, notably the delivery of an additional 40,000 homes to the region. It has been worked up by the 4 West of England Unitary Authorities since 2015 and in conjunction with the West of England Combined Authority since its founding in February 2017. The JTS will also inform the emerging strategic transport material of the West of England Combined Authority, such as the identification of the Key Route Network (KRN) and the development of a Joint Local Transport Plan.
The 4 Unitary Authorities, working with the WECA office, are also preparing the final submission of the Joint Spatial Plan by 31 March 2018. This Plan is the critical strategic plan for the region to deliver development to meet our housing and employment targets in a strategically planned and sustainable process, minimising the threats to the region from unplanned and speculative development. The JSP will be subjected to Examination in Public at which point the West of England will need to be able to demonstrate deliverability confidence for the Inspector.
The West of England Authorities now need to progress the strategic transport schemes contained
in the JTS, which are the JSP strategic transport mitigations to:
a) Enable the progression of the schemes through to funding prioritisation and
b) Ensure adequate progress being made ahead of, and subsequent to, the JSP EiP; and to
enable Local Plan designation.
This is an application form for WECA Investment Funding to;
• Develop the JSP strategic transport mitigations for the WECA Unitary Authorities to Outline
Business Case
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• Provide an Investment Fund contribution to the client role for EiP and additional modelling
for the JSP
• Provide UA and WECA officer support (4 officers) to manage and support these two tasks.
Scope and deliverables:
The overall objective is to build on the JTS and subsequent Strategic Transport Assessment, to
enable the preparation of outline business cases for the strategic transport schemes, to enable
the progression through West of England prioritisation (for three authorities) and early DfT
business case development for North Somerset. Although not part of this commission, the
rationale is to eventually enable full business case development and then crucially scheme
delivery.
The objective is also to ensure the West of England Authorities are well prepared for the JSP EiP
in relation to the strategic transport schemes. It is envisaged that a lead consultant will provide an
overall client role, be responsible for ensuring consistent, timely delivery of the scope of this brief
to a client group, and represent the Authorities at the JSP EiP. At the end of the commission, it is
expected that confidence around scheme delivery will be sufficient for Local Plan designation (to
help secure delivery).
The scope is, to enable business case preparation of the strategic transport schemes via the
deliverables set out below:
• Options Assessment Reports for each of the major schemes listed in the table
below, to a level of detail that provides evidence of technical, environmental, and
funding soundness for JSP EiP; and enables the preparation of,
• An outline business case for each scheme to include forecasting of benefits,
estimation of Benefit to Cost Ratio and confirmation of the Strategic, Economic and
Delivery Case for each scheme (a template, for the 3 Authorities, will be provided).
• Preparation of Preferred Option statements (following a period of public
consultation), setting out preferred alignments and recommended sites statement.
These statements should then enable Local Plan safeguarding and ensure
readiness for the next stages of scheme development.
Options Assessment reports are expected to include:
• Review of potential options to address the identified challenges and objectives for each
scheme (set out in the Strategic Transport Assessment, Phase 1), in accordance with the
principles of WebTAG. Including sequential testing for park and ride locations. Taking
schemes to a readiness of options that can be publically consulted upon ahead of
preferred alignments being agreed.
• Preliminary design work to demonstrate engineering feasibility, to include horizontal
alignment and vertical alignment, and review / refine estimated costs.
Preferred Options Statements are expected to be relatively short summaries of the evidence set
out in the options assessment reports and the findings of public consultation to confirm preferred
schemes.
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Summary of Activity and Cost Estimates:
Activity Cost
Assessment of WECA UA packages third
party costs
£900k
Client role, attendance at EiP, additional
modelling etc. (excluding NSC contribution)
£100k
Internal officer support (as agreed at Board)
1 Officer per UA + 1 WECA Officer managing
and supporting the tasks above
4 officers @ £50k = £200k
Total £1.2m
8. Please set out how the activities will be managed and resourced. If use of consultants or
other third parties is proposed please describe how these have been, or will be procured
Details:
Proposals from consultants are invited for one or more of the WECA UA work packages set out in
the table below:
Work Packages Schemes
1. South East Bristol and Whitchurch package
A4-A37 orbital route (including Hicks Gate
roundabout improvements)
A37-Bristol Link
A4 Metrobus (Bristol to Keynsham MetroBus) and
Callington Road Link
Orbital Metrobus
Park & Ride provision
2. A4 Bristol – east
Keynsham arterial
corridor
Avon Mill Lane to A4 link
Keynsham rail station improvements
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3. Yate Strategic
corridor (A4174 to
Yate/CS)
A432 MetroBus and strategic cycle route.
A432 Park and Ride
Yate station enhancements
Winterbourne Frampton Cottrell by pass
4. A38 (J16,
Almondsbury to
Falfield)
MetroBus and strategic cycle route to Thornbury
(and Buckover), including A38 Park and ride
Charfield rail station
M5 J14 improvements
5. Ring of Park and rides
around Bristol
M32 Park & Ride
A4018 Park & Ride
A38(S) Park & Ride
(Other Park & Rides covered elsewhere)
6. Bristol Urban Living
Package
Walking and Cycling Package including strategic
cycling routes
Greater Bristol Bus Network 2
City Centre Movement Strategy
Total £900k
*Costs are estimates and include preparation of options assessment reports, outline
business case, and preferred options statements. See below for timescales.
Consultants should also provide a day rate and experience for attending the JSP EiP, should that
be required.
Client role and representation at EiP:
It is expected that one lead consultant will provide a client role to the Authorities bringing together
the commissions set out above in readiness for JSP EiP; ensuring consistent and timely delivery.
This role is expected to include:
• Attending regular meetings of the client group and liaison with a project manager and HoT,
as required.
• Ensuring consistent and timely delivery of the commissions set out above.
• Bringing together the technical evidence at EiP (including preparation of supporting
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documents, review of evidence from others, and attendance at EiP)
Other overview tasks may also be required including:
• Undertaking another model run of the JSP development strategy to provide up to date
evidence for EiP
• Ensure an up to date understanding of a limited number of key challenger locations (up to
4). This should include initial high-level modelling, using G-BATS4, of an agreed quantum
of growth, identification of potential impacts, and identification of potential transport
mitigation requirements.
The estimated cost of providing the client role, representation at EiP and undertaking the overview
tasks is expected to be @ £100k (excluding NSC contribution).
Governance and reporting of outputs:
Timescales for commissioning:
• Submission of proposal(s) by mid-day on 29th September 2017.
• Proposals to be reviewed by 6th October.
• Consultants to be informed by 10th October 2017
• Inception meetings to be held week commencing 16th October 2017.
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Assessment of proposals:
The consultant will submit proposals to the project manager (to be confirmed) by email by mid-day
on 29th September 2017. Proposals will be assessed on the basis of 60% quality, 40% price by the
Client Project Team.
9. What output will be produced? (mark with an X)
Feasibility Study Report
Option Development Reports
Option Appraisal Reports
Outline Business Cases
Other (please state)
10. When do you plan to start and complete your project and what are the main project
milestones?
Milestone Date (mmm/yy)
Procurement of Consultants Sept 2017
Prepare and finalise options assessments reports Oct – Mar 2018
Mar18
Prepare Outline Business Cases Oct – Mar 2018
Public consultation on transport options May – July 2018
Analysis Aug 2018
Preferred Options Statements Sept – Oct 2018
JSP Examination in Public tbc
Date approved by WECA Committee: 15 September 2017
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SCHEME: Southern Orbital
11. Lead Organisation
Bristol City Council
12. Partner organisations
Bath and Northeast Somerset Council, North Somerset Council
15. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details: The section of the Southern Orbital from the A4 to the A37 is part of a feasibility study that
is currently out to tender to complete an options assessment report for a larger SE Bristol package
of mitigation works for the delivery of Strategic Development Locations as outlined in the Joint
Spatial Plan at Whitchurch, Brislington (Hicks Gate) and North Keynsham. Besides the A4-A37 link
as part of the Southern Orbital to which this form refers, the other elements of the SE Bristol
package consist of:
1. A4 Metrobus (Bristol to Keynsham) and Callington Road Link, including gating options of the
A4;
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2. Orbital Metrobus serving the ring road and new link road and connecting to a ring of parking and ride sites around the city;
3. A4 Hicks Gate Park & Ride including relocating to further to the east to unlock development land and expanding the site;
4. A37 Whitchurch Park & Ride to serve new housing developments in Whitchurch as part of the JSP.
It is important to note the key links and dependencies between this proposed A4 – A37 orbital link
and the proposed Callington Road link within Bristol. Both routes will provide for orbital movements
where existing options are very limited. Currently many orbital movements are made via the A4 in
Brislington and West Town Lane (A4174). The impacts of the A4 / A37 link and the Callington
Road link are therefore collectively expected to reduce delays on the A4.
The remaining section of the Southern Orbital that connects up to the A38 towards Bristol Airport is
at a stage prior to the above, where a feasibility study is required. The outcomes of this feasibility
study and the A4-A37 report will determine the geographical extent of the Southern Orbital for
further investigation.
16. Total Funding required for this phase of works (£)
17/18 18/19 19/20 Total
Investment Fund
£50k (initially
to investigate
the link up to
the A38, not
including the
A4-A37 link,
of which the
feasibility
study is
currently out
to tender
£200k (for
further
investigation
of the extent
of the
Southern
Orbital once
the A4-A37
study and the
separate A38
link study
have both
been
completed)
£250k
Match Funding
- please state source(s) 0 0 0 0
17. Please describe the scheme to be developed (including its objectives and expected impacts)
and the proposed activity to be undertaken through this investment.
Details of the scheme to be delivered:
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Whitchurch is located on the southern edge of the Bristol urban area. Growth at this Strategic Development Location (SDL) is focused on the A37 radial corridor into Bristol and will have impacts on the road network across south east Bristol. Currently, due to poor road connectivity in the area, orbital movements between these corridors use congested roads through Bristol and rural lanes between Whitchurch and the Hicks Gate area. Additional highway capacity and improved public transport provision will be needed to address underlying congestion issues, provide access to new development and release space for public transport improvements. To address traffic impacts on these routes, improved road connectivity is required around south east Bristol, with improved links from Whitchurch to Hicks Gate roundabout. Improving orbital connectivity in south Bristol will present the opportunity to reallocate road space for walking, cycling and public transport on the A4 and A37 corridors. The proposed orbital transport corridor will include provision for dedicated MetroBus lanes and a footway / cycleway and link to a new Park and Ride site at Whitchurch. In addition, a connection will be provided west of the A37 to link to the existing road network and Whitchurch Lane. This will help cater for demand for the orbital movement of traffic and mitigate the impact of increased flows on A37 through Whitchurch village. The connection to the A38 towards Bristol Airport then completes another section of the outer ring road, providing a connection from the north and east of the sub-region to the south and particularly Bristol Airport, without the need to travel through the congested city centre. It is also important to note that this project will look to improve existing routes such as the South Bristol Link as well as provide the new routes as set out above.
Details of the activities to be undertaken through this feasibility or development phase: A
procurement process will be followed to identify a consultant to carry out the feasibility study of
the link to the A38, as the feasibility work for the A4-A37 link is currently out to tender. Once both
feasibility studies have been completed further investigation of the extent of the Southern Orbital
will be established, moving the study on to generating a full business case.
18. Please set out how the activities will be managed and resourced. If use of consultants or
other third parties is proposed please describe how these have been, or will be procured
Details: Consultants will carry out the feasibility study, client managed by 1 officer in Bristol City
Council. To date, the procurement of consultants for the A4-A37 link feasibility study is currently
being carried out through the West of England’s NEPRO system. It is proposed that either the
same method is used for the A38 link feasibility study, or framework consultants used. Advice on
this will be sought from WECA.
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19. What output will be produced and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report A4-A37 link due
March 2018, A38 link
proposed to fall in line
with this.
Option Development Report
Option Appraisal Report A4-A37 link due
March 2018, A38 link
proposed to fall in line
with this.
Outline Business Case July 2018
Full Business Case November 2018
Other (please state)
20. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to
be undertaken through this application and the milestones for the subsequent
implementation phase through to completion.
Milestone Date (mmm/yy)
Commission A4-A37 feasibility study Oct 2017
Write brief for A38 link Nov 2017
Commission A38 link feasibility study Dec 2017
Feasibility studies completed March 2018
Outline Business Case completed July 2018
Full Business Case completed November 2018
Funding identified through WECA Early 2019
Handed over to delivery teams and construction commissioned Spring 2019
Completion of build (more detailed milestones unknown until
feasibility studies completed) 2028-2029
Date approved by WECA Committee: 30 October 2017
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SCHEME: Rapid Transit Options / Mass Transit Phase 1
1. Lead Organisation
Bristol City Council
2. Partner organisations
WECA, Bath and North East Somerset Council, South Gloucestershire Council, North Somerset
5. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details:
A report is being taken to WECA committee on 1st February 2019. This details the proposals for
Mass Transit and the need to progress the project through the development of a Strategic Outline
Business Case.
Mass Transit underpins the aspirations of the Joint Spatial Plan and Joint Local Transport Plan.
The proposals are therefore integral to a range of other transport schemes funded through both the
investment fund and Transforming Cities Fund.
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There are multiple major scheme development work strands that need to align with Mass Transit work and are in progress and identified across the WECA area and in North Somerset. To summarise, there are studies underway or being considered:
• The completion of the West of England Mass Transit Early Phase Options Report.
• Greater Bristol Area Feasibility Study, (at the sub national / regional level): WECA/DfT;
• BSWEL (Bristol South West Economic Link): North Somerset Council;
• Bath Trams: BANES;
• Bath Transport Feasibility Study: WECA/BANES (not yet commissioned); and
• Metro-West.
• Metrobus future phases
• Greater Bristol Bus Network 2
In addition, the Mass Transit SOBC development will also align with and inform the proposed Bath Transport Study (detailed as a separate feasibility and development funding application)
The draft JLTP highlights 4 key Mass Transit corridors with the following descriptions:
• Mass transit Bristol to Airport - Connecting the city centre, South Bristol, and the Airport.
• Mass transit Bristol to North Fringe - Connecting the city centre, North Bristol, Southmead Hospital, Cribbs Causeway.
• Mass transit Bristol to East Fringe - Connecting the city centre, East Fringe and East Bristol.
• Mass transit Bristol to Bath - Initial priority for metrobus corridor to Bath, with longer-term ambition for a high-frequency mass transit solution between Bristol and Bath.
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6. Total Funding required for this phase of works
A. Spending Profile (£)
18/19 19/20 20/21 Total
Investment Fund 50K 950k 500k 1.5m
Match Funding
Discussions are underway
with both Bristol Airport and
NSC and estimated
contribution is shown
N/A 250k 250k 500k
B. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
In house staff costs 200k 50k
Third Party Support 1,300k 450k
Other (please specify)
Other (please specify)
Total 1.5m 500k
7. Please describe the scheme to be developed (including its objectives and expected impacts)
and the proposed activity to be undertaken through this investment.
A. Details of the scheme to be delivered:
To complete a fully green book compliant Strategic Outline Business case for the West of England Mass Transit Study taking into account all the forecast growth across WECA including that identified in the JSP plus the growth of the airport. In response to the original JTS work and to support the developing draft JLTP strategy, a West of England Mass Transit Early Phase Options Report was initiated in February 2018, funded by WECA and project managed by BCC on WECA’s behalf. This project has been running concurrently with the development of the JLTP.
The Mass Transit Early Phase Options Report is now nearing completion and the draft outcomes will be shared through a members working group in March 2019. As part of the review of this work and in light of the Mass Transit commitments contained in the draft JLTP, consideration is now being given to the future phases of this work and the need to continue to move the study work forward in line with the aspirations within the draft JLTP.
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Further work needs to be undertaken on scope development, however initial expectations are that
both projects would run concurrently over an 18 month to 2-year period, with the overall scale and
scope of the commissions potentially in the region of £2.0m - £2.5m. It is anticipated that some
contributions would be received from both North Somerset Council and Bristol Airport supporting
the Mass Transit work.
B. Details of the activities to be undertaken through this feasibility or development phase:
The SOBC will need to:
• Define the scope of the project/programme and its outputs and benefits;
• Make the case for change;
• Confirm the strategic fit with the Departmental business plan and wider Government objectives;
• Outline options, and innovation, to tackle the problem and carry out initial sift of options;
• Confirm a robust governance structure is in place and that the project is affordable;
• Outline the sequence in which the project and benefits will be delivered;
• Identify and analyse its stakeholders;
Specific elements related to the Mass Transit project will also need to be considered for the SOBC:
• The planning process and supporting work streams (TWA / DCO/ other);
• The land acquisition process (assume dependent on the planning process);
• The procurement process including potential for PF2;
• The management and governance process;
• The financing opportunities;
• Options selection; and
• The work necessary to produce a DfT compliant SOBC
Integral to the proposals will be the development of a demand model for the wider project. This will provide support for the economic and strategic case of the SOBC and provide a clearer understanding of investment risk. This will need to provide detail on the assumed level of capacity being sought by Mass Transit; the associated level of frequency for the network; and the interface with and associated impacts on other existing modes.
8. Please set out how the activities to be undertaken through this Feasibility and Development
Funding Application will be managed and resourced. If use of consultants or other third
parties is proposed please describe how these have been, or will be procured.
Details:
Given the nature and scope of the Mass Transit work it is anticipated that WECA will need to procure support from consultants for development of the SOBC based on the production of a project scope against which consultants can provide recommendations to progress the work and anticipated costs.
The production of the SOBC preparation scope is delegated to WECA Director of Infrastructure in consultation with the relevant Directors of the constituent authorities. This scope will then be taken
Feasibility and Development Funding Application Form
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to market through the usual OJEU process.
Proposals received from tenderers will inform the internal resource required to manage the SOBC development. As a minimum a senior project manager will be required within WECA for the term of the SOBC in order to manage the day to day work of the project and consultants.
An initial draw down of £150k has been requested of Committee in order to resource the initial stages of the project and employ a senior project manager of the scheme. Once tender prices are received from the market a further report will be taken to WECA Committee in order to specify the funding required for completion of the SOBC.
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9. What output will be produced using the funds awarded as part of this Feasibility and
Development Fund Application, and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report
Option Development Report
Option Appraisal Report
Outline Business Case
Full Business Case/
Second Stage Skills Capital
Application
Other (please state)
Strategic Outline Business
Case
X March 2020
10. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to
be undertaken through this application and the milestones for the subsequent
implementation phase through to completion.
A. Milestones for the activities through this Feasibility and Development Funding
Milestone Date (mmm/yy)
Scope development April 2019
Assignment of Project manager April 2019
Tender May 2019
Tender assessment June 2019
Committee report and award July 2019
SOBC draft Jan 2020
SOBC complete Mar 2020
B. Planned milestones for scheme development or delivery beyond this initial phase.
Milestone Date (mmm/yy)
SOBC 2019 & 2020
Feasibility and Development Funding Application Form
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OBC 2020, 21 & 22
FBC 2023 onwards
Date approved by WECA Committee: Meeting of 1st & 15th February 2019
Feasibility and Development Funding Application Form
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SCHEME: East of Bath Link
1. Lead Organisation
Bath and North East Somerset Council
2. Partner organisations
Wiltshire Council, Dorset County Council, and Highways England
5. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details: This scheme will complement the CPNN (Cribbs/Patchway New Neighbourhood) cycling
package also identified within this Early Investment Programme, through incorporating enhanced
pedestrian and cyclist crossing facilities where possible.
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6. Total Funding required for this phase of works (£)
17/18 18/19 19/20 Total
Investment Fund 100,000 250,000 200,000 550,000
Match Funding
- please state source(s) - - - -
7. Please describe the scheme to be developed (including its objectives and expected impacts)
and the proposed activity to be undertaken through this investment.
Details of the scheme to be delivered:
This scheme will increase capacity at the Great Stoke roundabout. Traffic modelling indicates that it will operate significantly over-capacity in both peak periods by 2036, with particular problems on the Winterbourne Road approaches. Given its location, this junction is therefore expected to considerably restrict traffic movements from a key transport interchange at Bristol Parkway and the access to the economic centre of South Gloucestershire within the Bristol North Fringe. Harry Stoke and the Cribbs/Patchway New Neighbourhood are two critical strategic housing sites for South Gloucestershire. Between them they will release circa 8,000 homes, such that effective strategic transport links are a priority for sustainable travel. The proposed scheme is complementary to other roundabout capacity schemes successfully delivered in the North Fringe, such as Aztec West roundabout, as part of a package of investments to support the Filton Enterprise Area and the sustainable growth of housing. The scheme will re-develop the problematic roundabout to assist the existing North Fringe to Hengrove MetroBus route (to be launched in Spring 2018) and to improve general traffic flow through the junction. This is expected to have a significant impact, reducing congestion and connecting to a comprehensive sustainable transport package for the Filton Enterprise Area and Cribbs/Patchway New Neighbourhood (CPNN).
The resultant reconfigured roundabout is likely to be a three lane circulatory system, including a
segregated left turn slip from Winterbourne Road east and three-lane entry from Winterbourne
Road west. It is expected to cost approximately £4.7m, including development & construction
costs. This scheme will include enhanced pedestrian and cyclist crossing facilities. It is
anticipated that the improvements can be accommodated on highway land.
This is the next stage of a broader package of transport interventions to support traffic movements in and around the Filton Enterprise Area. The case was made in ‘Unlocking Our Potential: The Economic Benefits of Transport Investment in the West of England’ (a study to assess the potential of transport schemes to unlock the GVA and job potential of priority growth locations in the West of England) that without transport interventions only 1,200 of the forecasted 12,000 jobs in the Filton Enterprise Area could be delivered.
The increased capacity of critical pinch points is essential to the development of the region’s
infrastructure, to meet the housing and economic growth ambitions. This increased capacity
scheme will serve a critical access route for both the Filton Enterprise Area and the
Cribbs/Patchway New Neighbourhood, which between them represent both the predominant
economic hub for South Gloucestershire and the largest strategic development site in the Core
Feasibility and Development Funding Application Form
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Strategy.
The key objective is to mitigate forecast traffic congestion at Great Stoke Roundabout.
Expected impacts (compared to the ‘do nothing’ option) include:
• Reduced levels of traffic congestion;
• Improved journey time reliability;
• Reduced vehicular emissions;
• Improvements for pedestrians and cyclists
Details of the activities to be undertaken through this feasibility or development phase:
• Phase 1
o Refinement and update of traffic modelling;
o Topographic, GI and Utility surveys;
o preliminary design;
o internal consultation (scrutiny)
o preparation of Outline Business Case:
o internal stage gate:
• Phase 2
o public consultation;
o detailed design;
o environmental assessment;
o planning application and other consents (if required);
o Full Business Case.
o stage gate
8. Please set out how the activities will be managed and resourced. If use of consultants or
other third parties is proposed please describe how these have been, or will be procured
Details:
In-house project management, design and implementation with selective use of extant supply
chain consultants/contractors as required.
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9. What output will be produced and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report
Option Development Report
Option Appraisal Report
Outline Business Case June 2018
Full Business Case Spring 2020
Other (please state)
10. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to
be undertaken through this application and the milestones for the subsequent
implementation phase through to completion.
Milestone Date (mmm/yy)
Start phase 1 (surveys, prelim design) Nov 2017
Outline Business Case produced June 2018
Start phase 2 (consultation, detailed design & consents) Aug 2018
Full Business Case submission Feb 2020
Start of phase 3 (construction)* Spring 2020*
Project completion** Winter 2021/22**
* Subject to the ability to occupy the network, depending on other programmed works (e.g. CPME, Gipsy Patch Lane bridge), which will
be considered as part of the development phases.
** Subject to the construction start date, detailed design and construction methodology, which will be determined through the
development phases and set out in the full business case.
Date approved by WECA Committee: 30 October 2017
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SCHEME: Hicks Gate Roundabout
1. Lead Organisation
Bath and North East Somerset Council
2. Partner organisations
South Gloucestershire Council and Bristol City Council
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6. Total Funding required for this phase of works (£)
17/18 18/19 19/20 Total
Investment Fund £400,000 £400,000 0 £800,000
Match Funding
- HCA Housing zone Capacity
Funding (£224k)
- Bristol City Council Capital
programme (£776k)
£500,000 £500,000 0 £1m
7. Please describe the scheme to be developed (including its objectives and expected impacts)
and the proposed activity to be undertaken through this investment.
Details of the scheme to be delivered:
As a significant land owner within Hengrove, the Council wishes to use its land assets to drive the
delivery of high quality mixed tenure housing. A clear vision and delivery framework has been
established, a dedicated programme board and project team has been assigned to this priority
area.
Historically, there has been a lack of market led residential development in this area. Hengrove
Park, the largest of the development sites has a number of constraints which need to be unlocked
before housing development is deliverable.
To accelerate the delivery, infrastructure funding is sought to allow the Council to act as master
developer and install the social and physical infrastructure upfront and dispose of serviced land
parcels to developer partners on land owned by the Council at Hengrove Park and Hartcliffe
Campus, with conditions to comply with the requirements of the design codes.
This will stimulate a market shift and create a buoyant local housing market which meets local housing need. The infrastructure required includes:
- Onsite highway infrastructure including new access and junctions from Hengrove Way and Bamfield, plus north-south and east west links.
- Improvements to William Jessop Way - Strategic utilities to service the development parcels (including gas, electicity, water
supply, waste water, telecoms, storm water attenuation, - Ground contamination – remediation, demolition - Public realm – delivery of a new park - Education – provision of additional primary school places - District Heating - Land clearance – relocation of existing rugby club and provision of off-site facilities.
Details of the activities to be undertaken through this feasibility or development phase:
- Activities to be undertaken at this phase include design, surveys, planning, TRO,
consultation and Project Management costs.
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8. Please set out how the activities will be managed and resourced. If use of consultants or
other third parties is proposed please describe how these have been, or will be procured
Bristol City Council has established a dedicated programme board to oversee delivery and
appointed a dedicated Senior Project Manager to lead the delivery of housing led development in
this area.
The Housing Delivery Board reports to Bristol City Council Homes Board, chaired by Cllr Paul
Smith, which is a partnership that brings together different areas of the housing sector to tackle
housing issues in the city.
A dedicated multi skilled housing team is being established to drive the delivery of housing across
the City. The Council has a wealth of experience of leading and delivering residential led
development in Bristol having recently directly delivered and enabled partners to develop new
homes.
A full multi disciplinary team is in place to secure planning consents for housing and infrastructure
at Hengrove Park and Hartcliffe Campus. If this application is successful the Council will consider
procuring the same team through OJEU compliant Scape Framework to continue with the detailed
infrastructure design and develop the business case to secure infrastructure funding.
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9. What output will be produced and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report
Option Development Report
Option Appraisal Report
Outline Business Case
Full Business Case Autumn ‘18
Outline planning consent for
c2000 new homes
Autumn ‘18
10. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to
be undertaken through this application and the milestones for the subsequent
implementation phase through to completion.
Milestone Date (mmm/yy)
Submit outline planning application for Hartcliffe Campus 12/2/18
Submit outline planning application for Henrgove Park 1/4/18
5. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details: No
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6. Total Funding required for this phase of works
A. Spending Profile (£)
17/18 18/19 19/20 Total
Investment Fund £95,000 £100,200 £195,200
Match Funding
- please state source(s) £30,000 £35,295 £45,749 £111,044
B. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
In house staff costs £0 £71,044
Third Party Support £195,200 £40,000
Other (please specify) - -
Other (please specify) - -
Total £195,200 £111,044
7. Please describe the scheme to be developed (including its objectives and expected impacts)
and the proposed activity to be undertaken through this investment.
A. Details of the scheme to be delivered:
We will create a state-of-the-art hospitality & catering education and training hub in the centre of Bath that serves a key B&NES employment sector (Tourism, Leisure, Arts & Culture) and develops a skills platform that will improve productivity, wage rates and employment opportunities in Bath and the surrounding area. Bath College has developed a masterplan for its Estate that is inextricably linked its strategic curriculum development and growth objectives. This hospitality and catering project will see the College’s city centre campus become a central feature of the visitor economy in the region and will act as an enabling project to unlock further potential development. This further potential lies in one of the South West’s most important sectors, visitor economy. The project will deliver:
• Industry standard, specialist training facilities that will keep pace with the demand from a growing hospitality and catering sector in B&NES, Bath City in particular. This will include an extended training and commercial kitchen facility, a public restaurant, general learning and training facilities, conference spaces and drop-in facilities.
• Training to meet a growing demand for related skills such as customer service, team leading, hospitality team working, front of house and housekeeping via an employer-led
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curriculum.
• Learning spaces that will allow the College to help the local authority work towards other education targets such as basic skills development, developing with work the College already does with Job Centre Plus.
• Flexible meeting and conference facilities that will develop the College’s provision but also provide some much-needed commercial space for rent within the City boundaries.
• Benefits for training in related markets e.g. leisure and tourism e.g. casino.
• Developments on what is already a strong relationship with local employers and an ‘exceptional’ focus on employability (as highlighted in the College’s Ofsted report Jan 2018).
Impacts:
By developing this Centre, the College will assist in the achievement of the following:
• Directly linking with B&NES to provide a central education and training facility that will help businesses one of the area’s key sectors to maintain and develop sustainable workforces in the face of economic change.
• Raising productivity in the area via quality, specialist training that allows the local visitor economy’s main players to focus on high value markets and prioritise staying visitors – a current objective for the City in particular.
• Less extensive economic and social impacts of the UK’s imminent withdrawal from the EU and therefore limitations on labour supply, with the hospitality, catering and tourism sector rely heavily on EU workers.
Local and regional evidence
The visitor economy is a skills priority for the West of England Combined Authority and accounts
for 61,055 jobs across the West of England area. An increase of almost 11% is expected by
2024.
The core provision offered by the Centre directly relates to 72% of the employment areas in the visitor economy and would provide a regional base for education and training for:
• Kitchen and Catering Assistants
• Waitresses and Waiters
• Chefs
• Restaurant and Catering Managers
• Cooks
As the third largest industry employing migrant workers in the UK, it is vital for the region to
prepare for exits from the EU by ensuring that it has the capacity to maintain the aforementioned
growth which will not only meet the skills demand from the visitor economy employers but will
assist WECA with meeting apprenticeship goals.
Meeting WECA’s Skills Priorities
1. Improve Careers Education Information Advice and Guidance (CEIAG)
• Increase the opportunities for people to try new experiences of working in the visitor economy sector. Via the College’s Work Placement process, this enhanced engagement with local and regional sector specialists will give people greater opportunity to ‘try out’ the visitor sector and its wide range of employment opportunities.
• Look to larger businesses already offering opportunities and encourage sharing of best practice
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• Ensure that smaller businesses can engage with simplified models of best practice.
• Support and encourage employers to engage with the Pathways to Professions programme to ensure careers advice is current and routes into the sector are clear and help individuals to access pre-employment training that addresses the challenges affecting the sector.
• Provide up-to-date labour market information to local schools (from primary level), colleges and universities to include the range of opportunities, where they exist and employer’s offers.
• Support the objectives of the Careers Enterprise Company in the West of England and encourage employers from within.
Via the College’s development plans for Careers Education Information Advice and
Guidance, including satisfying the Gatsby Benchmarks, the Futures (careers,
employability, IAG) Team will be building on already strong relationships with local and
regional employers to feed into our employability and work placement offers. In
conjunction with small and large employers, we will identify and publish clear pathways
through which learners can progress leading to a role in the local/regional visitor
economy.
2. Improve the quality and local responsiveness of education and training
• Encourage business to work with education and skills providers to become involved with the co-design of training provision that is relevant to industry needs and addresses the challenges affecting the sector.
• Ensure that labour market intelligence is fed back continuously to education to ensure
actions remain focused.
Employer engagement in the design of the centre and the curriculum offer will ensure that
both hard and soft labour market intelligence is at the core of the project’s development.
The College’s Hotel School already benefits directly from employer input and with a wider
curriculum design contribution around specialist, ancillary and management aspects of
education and training in the catering and hospitality sector, there is an opportunity for
small and large employers to have a direct and positive impact on the supply of future
employees.
3. Increase apprenticeship starts and availability of higher apprenticeships
• Ensure that businesses have a clear understanding of the apprenticeship reforms, the Levy and that opportunities are communicated and accessible.
• Promote apprenticeships not only as an entry route into the sector but as a pathway for career progression to existing employees and a viable alternative to university.
• Focus should be given to the customer service and leadership and management subjects but also pathways to the existing workforce via up-skilling.
• Employers and educators must work together to develop a range of apprenticeships at all levels to enable career progression and contribute towards a sustainable workforce.
Part of the Centre’s design will be an ‘employer hub’ where the College and employers will
be able to take advantage of two-way benefits of rare meeting spaces and vital input on
Levy use, upskilling, education and training pathways and career progression. As
pathways will be designed by the College in partnership with employers and will include
higher education, the impact will be an increase in the number of apprenticeship starts in
the sector including advanced and higher.
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4. Engage SMEs to boost productivity and build capacity for growth
• Work with partners and employers to collate intelligence and inform the industry of available provision, current skills demands and emerging skills needs, along with the importance of investing in skills to aid business growth.
• Raise awareness of the leadership and management, digital and customer service training opportunities, particularly the use of apprenticeships to up-skill existing workforce.
• Encourage businesses to engage in staff development with a view to improve retention
and cost saving.
The hospitality and catering focus of the Centre will not detract from the fact that the
College already offers and wide range of education and training courses at all but post-
graduate level and SMEs will be able to take advantage of their local provider’s advice on
CPD, upskilling, routes to work and helping to shape our provision to suit SMEs as well as
the larger businesses. There is a significant proportion of SMEs locally and regionally and
therefore this element of the project will have a direct and positive impact on the ability of
SMEs to close their skills gaps.
5. Enhance equality and diversity through multiple career pathways
• Encourage recruitment and promote the sector via sustainable but flexible labour pools, such as older workers and women returners, who may already have general business skills and increase competency of the workforce and retention.
• Encourage more businesses to take advantage of the benefits behind apprenticeships at all levels in order to future-proof their workforce.
Via the College’s general and Adult & Community Learning provision, there is an opportunity to increase the local and regional labour pool in this sector by engaging with specific groups of learners. People who are returners to work, progressing towards work, in work with low pay and those who are in the upper age categories will have a wide range of opportunities in this diverse sector ranging from basic customer service to high level management. Via the Employer Hub, encouraging businesses to be proactive in building their future labour poor via early engagement and curriculum design, the local and regional labour supply in the sector will become larger and with more transferrable skills, helping to facilitate the anticipated growth.
Meeting B&NES Priorities
The Centre also fits with B&NES priorities, and closely aligns itself with the Strategic Economic Review: Action Plan 2014 – 2020 (B&NES). In summary, there is strong evidence to demonstrate that there is:
- Unmet current and potential demand from employers and learners in the area – job market data
- Unmet current and potential demand for commercial office and meeting spaces in the city in particular – B&NES economic objectives
- The region mirrors the national picture in terms of sector priorities, demographic change and socio-economic pressures, aligning this project with targets for both regional and national economic growth.
• B&NES Placemaking Plan8 (adopted in 2017) highlights Bath College as one of the key players in the potential for the Bath Quays delivery. The city centre campus sits in an Enterprise Zone and with the help of B&NES will be able to deliver on strategic growth objectives as well as assist the council in their Bath Quays vision.
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B. Details of the activities to be undertaken through this feasibility or development phase:
Please see attached Gantt chart and spreadsheet for timings and costings
Activities: 1. Appointment of consultants
(i) Consultant briefing
2. Construction Design (ii) Prepare tender drawings (iii) Cost checks (iv) Detailed Cost plan (v) College approvals
5. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details: No
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6. Total Funding required for this phase of works
C. Spending Profile (£)
17/18 18/19 19/20 Total
Investment Fund £0 £150,000 £251,000 £401,000
Match Funding
- please state source(s) £20,000 £15,976 £35,975 £71,951
D. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
In house staff costs £0 £71,951
Third Party Support £401,000
£0
Other (please specify) - -
Other (please specify) - -
Total £401,000
£71,951
7. Please describe the scheme to be developed (including its objectives and expected impacts)
and the proposed activity to be undertaken through this investment.
Details of the scheme to be delivered:
We will create a key opportunity for local growth within the Bath City Enterprise Zone through a
Digital and Creative Innovation Centre (the Centre) for learning and innovation that will:
• Increase regional productivity
• Align with and help deliver B&NES economic strategy and Skills Agenda for economic growth, SW LEP priorities and the UK government’s Post-16 Skills Plan and Industrial Strategy.
• Improve employment and progression prospects for existing and potential learners in the area.
• Assist in closing skills gaps in key growth areas such as cyber security, big data, software development, CAD, virtual and augmented reality, artificial Intelligence and automation.
• Address market failure in the provision of flexible pre-incubation space
• Help supply unmet demand for pre-incubation facilities and scale up office space for up and coming digital tech businesses.
• Integrate quality office and learning space with an FE/HE provision that will foster business development, increase the average wage rate via upskilling of the current workforce and help retain talent within B&NES
• Raise the profile of Bath and the wider Enterprise Zone as an attractive inward investment
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prospect.
Employer engagement will focus on business employer demands via an employer-led curriculum
that provides clear routes to employment, supporting the regional economy, in particular the high
proportion of SMEs in the Bath/B&NES area.
Regional evidence
Objectives: 1. Improve Careers Education Information Advice and Guidance (CEIAG)
• Provide up-to-date labour market information to local schools (from primary level), colleges and universities to include the range of opportunities including apprenticeships, where they exist and employer’s offers. • Support industry led CPD programmes for careers advisers/lecturers (formal and informal) and innovative work experience/work placement opportunities for students and teachers. • Industry to work with education providers, sector skills councils and related organisations to map and provide access to careers pathways information, creative and digital related initiatives and resources. • Develop a recruitment strategy both in education and industry that aligns with high tech and engages with the diversity agenda and ‘women in games’ initiatives as a priority. Diversity of the workforce is crucial to ensure a continued world class competitive industry. • Support industry to become part of the West of England LEP Network of enterprise advisers to work closely with leadership teams in schools and colleges to promote a better understanding of the local business market, widen students’ careers options and assist in making personal career path plans for young people. • Encourage the sector to take part in careers fairs, panels and talks including Pathways to Professions. The Centre will provide local employers and businesses with up-to-date careers advice that is led by partner employers and aligns with local and regional priorities. By liaising with feeder schools and reaching learners at a young age, the Centre will positively contribute to the diversity agenda and encourage learners to seek out direct pathways to the careers identified as requiring additional skills. This will provide a long-term pipeline for the industry and more locally, allow B&NES to achieve its economic and social objectives.
2. Improve the quality and local responsiveness of education and training Constant and relevant dialogue required between local training providers and industry to ensure provision is agile, up-to-date, relevant, accessible and cost effective. • Of the creative and digital business respondents to the 2016 West of England Skills Survey 66% stated that at least one of their employees was involved in workforce development. The types of training that these businesses have been providing is management and supervisory (15%), basic and advanced (25%), health and safety (20%), job-specific and training in new technology (40%). • Closer partnerships between industry, higher and further education; joined up working and input into curriculum development. 21% of the creative businesses stated that addressing current skills needs compared to 3 years ago is easier, whilst 11% have found it harder. • Industry bodies, sector skills councils and industry need to work closer together to identify adequate skills related funding and partnerships. • Increase partnerships with further and higher education and awarding bodies to drive and develop advanced training skills packages to support existing employees. The key to a successful Digital Innovation Centre will be the College’s relationships with employers, schools, universities and specialist organisations. Due to the wide curriculum offered by the College, local and regional employers will be able to engage in workforce development in specialist but also more transferrable business skills such as management, supervisory, customer service, business administration and leadership. Employer boards linked to the Centre and the College in general will have a regular
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dialogue with the College and each other to ensure that skills priorities on both a local and regional basis are met and will include universities and key school representatives.
3. Increase apprenticeship starts and availability of higher apprenticeships • Provide clear, accessible apprenticeship advice and guidance to individuals and employers with clear pathways and entry points. • Ongoing employer engagement to ensure development of relevant quality creative and digital related apprenticeships. • Focus needs to remain on SMEs and only a very small percentage of businesses will be required to pay the Apprenticeship Levy, the reforms are more significant for this sector. Of the 200 creative and digital businesses that responded to the West of England LEP Employer Skills Survey (2016) only 1% has a wage bill over £3 million therefore qualifying for the levy. • Further partnerships with industry, further and higher education, training providers and sector skills councils, to develop and provide higher level apprenticeships for the sector. • Promote apprenticeships as a valid recruitment pathway and be clear on entry points, as a development of the Creative Employment Programme. • Explore different forms of apprenticeship delivery with sector such as shared apprenticeship schemes. The employer boards linked to the Centre will allow local businesses to enjoy a regular dialogue with the College and its university partners around the benefit of apprenticeships and take advantage of clear pathways for employees that may include higher or degree apprenticeships.
4. Engage SMEs to boost productivity and build capacity for growth Work in partnership to provide flexible and cost-effective training for SMEs to develop staff into roles; to develop leadership, management and IP skills. • Align to the other skills strategies of (inter-dependent) priority sectors such as high tech/robotics and neighbouring high tech cluster Swindon LEP. • Sustain an impartial model (such as Creative Skills Hub) to support SMEs to engage with schools, colleges and universities to promote careers and offer entry level roles in industry to nurture future talent (e.g. regular graduate placement schemes). • Engage with ‘women in tech and games’ programmes as a priority and consider recruitment practice, potential workforce and flexible working models. Local and regional SMEs will be represented on the College’s employer boards, enjoying the benefits of working with the College and its partners to improve diversity and seek future pipelines via entry level roles.
5. Enhance equality and diversity through multiple career pathways To champion the creation of entry level roles within the sector through targeted liaison with skills providers and creative employers. • Supporting an apprenticeship ambassador network will enable all schools access to ambassadors to encourage young people from diverse backgrounds, to enter the sector. • Utilise existing networks to develop a ‘bank’ of industry mentors to provide role models to young people and offer ongoing support to sustain a career. • Grow and support existing partnerships to develop pathways, workshops and training (linking to national programmes and funding) for diverse audiences and identify funding to support development and bursaries for training e.g. Junior Digital Producers, DigiMakers, Women into Code, Women Tech Hub and Girl Geeks. • Support workshops across a diverse range of communities in the West of England LEP area that are gender focused in content and low in cost to ensure accessibility.
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• Develop a recruitment strategy both in education and industry that aligns with high tech and engages with the diversity agenda and ‘women in games’ programmes as a priority. • Support diverse recruitment/training programmes and challenge the ‘unconscious bias’ of employers. Via the central skills Centre, the College will be able to bring together key players in the digital and creative skills market to work together to forward more general and more specific role developments, for example, working with University of Bath on its Coding Academy will build on its current relationship. Supporting schools to develop creative and digital awareness in their curriculum and careers advice will be an important aspect of the careers and development board within the Centre and allows key partners to work on specialist goals, such as ‘women in games’ and more generic objectives such as careers pathways into high tech roles.
A. Details of the activities to be undertaken through this feasibility or development phase:
Please see attached breakdown of activities and costing
[Note: If the planned output is other than an Outline or Full Business Case or Second Stage Skills
Capital Application please describe the scope and content of the report which will mark the
completion of this phase]
8. Please set out how the activities to be undertaken through this Feasibility and Development
Funding Application will be managed and resourced. If use of consultants or other third
parties is proposed, please describe how these have been or will be procured.
Details:
The feasibility and development phase of the project will be managed by a project manager who
will be resourced via the Feasibility and Development funding. The nature and scale of the project
requires specialist planning and development.
Third party/specialist consultants have been identified in the cost breakdown and will be procured
via the Official Journal of the European Union tendering process. This process will be managed
and resourced via the Director of Finance and Corporate Services and approved by the Principal &
Chief Executive Officer.
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9. What output will be produced using the funds awarded as part of this Feasibility and
Development Fund Application, and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report
Option Development Report October 2018
Option Appraisal Report December 2018
Outline Business Case March 2019
Full Business Case/ July 2019
Second Stage Skills Capital Application TBC
Other (please state)
10. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.
C. Milestones for the activities through this Feasibility and Development Funding
Milestone Date (mmm/yy)
Options Development Report October 2018
Options Appraisal Report December 2018
Outline Business Case March 2019
Full Business Case June 2019
Second Stage Skills Capital Application TBC
D. Planned milestones for scheme development or delivery beyond this initial phase.
5. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details:
• A Housing Infrastructure Fund (HIF) bid will be submitted on 1st March 2019 requesting circa £250m for Bristol Temple Meads to Keynsham Strategic Growth Corridor A4/ A37 improvements. Our proposed combination of schemes, delivering a landmark intervention for the region. The request for up to a further £500k is to enable the team to work at risk post bid submission to progress all schemes to ensure we meet the 2023 HIF completion deadline.
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6. Total Funding required for this phase of works
A. Spending Profile (£)
18/19 19/20 20/21 Total
Investment Fund £500k
Match Funding
- please state source(s) £0
B. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
In house staff costs 100k
Third Party Support 200k
Other (please specify) Consultant
(Planning/Engineering) 150k
Other (please specify) Consultant (Legal) £50k
Total 500k £0
7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.
A. Details of the scheme to be delivered:
WECA will be submitting a Housing Infrastructure Fund (HIF) bid as planned on 1 match 2019.
The bid will be in the regions of £250m. Homes England have indicated that bids will take a
minimum of 12 weeks to consider, with an assumed worst case of 26 weeks. Should the bid be
successful, all bid money (circa £250m) must be spent by 2023. The is an ambitious timeframe
given the scale of the schemes included and the size of the bid overall. This bid includes 20
different schemes to unlock the A4/A37 corridor. All projects have programmes showing the
critical path activities. We know that the programmes show works in late 2023 and we therefore
cannot afford to lose 12 weeks (or more) as these projects will slip into 2024. One of the main
critical path activities is the Compulsory Purchase Order (CPO) process which takes a year and a
half to implement assuming a usual timeframe. Therefore, it is essential that work continues
immediately on submission of the bid during the bid consideration period.
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B. Details of the activities to be undertaken through this feasibility or development phase:
This £500k will fund officer time within WECA, BCC and BaNES as well as any required
consultant work between the submission of the bid and the announcement. Outputs from the work
during this 12 -26 weeks will include: commissioning of all required CPO processes, continuing of
design requirements for those schemes that have programme requirements in late 2023, land
negotiations to ensure that the CPO processes do not extend further than is necessary, setting up
required procurement processes to ensure that all schemes can be delivered in the HIF
timeframe.
8. Please set out how the activities to be undertaken through this Feasibility and Development
Funding Application will be managed and resourced. If use of consultants or other third
parties is proposed please describe how these have been, or will be procured.
Details: Existing resources within WECA, BCC and BaNES will continue to be made available to
progress this work. We have some existing commissions with consultants that can be extended to
allow for some further work to be carried out. We have dedicated resources within WECA to
manage the budget and all resources as required.
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9. What output will be produced using the funds awarded as part of this Feasibility and
Development Fund Application, and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report
Option Development Report
Option Appraisal Report
Outline Business Case
Full Business Case/
Second Stage Skills Capital
Application
Other (please state) Commissioning legal
support for the CPO
process
Apr/19
Completion of all
outline designs of
preferred options for
all schemes
Sept/19
Commencement of
land negotiation with
all landowners
May/19
Agreement of the
Delivery method and
setting up resourcing
June/19
10. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent
implementation phase through to completion.
A. Milestones for the activities through this Feasibility and Development Funding
Milestone Date (mmm/yy)
Commissioning legal support for the CPO process Apr/19
Completion of all outline designs of preferred options for all
schemes Sept/19
Commencement of land negotiation with all landowners May/19
Agreement of the Delivery method and setting up resourcing June/19
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B. Planned milestones for scheme development or delivery beyond this initial phase.
Milestone Date (mmm/yy)
N/A – Once the HIF bid is confirmed no further requirement from IF.
Date approved by WECA Committee:
15 February 2019
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SCHEME: Talent Institutes
1. Lead Organisation
West of England Combined Authority (WECA)
2. Partner organisations
Bath & North East Somerset, Bristol and South Gloucestershire Councils
15. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details: N/A
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16. Total Funding required for this phase of works
G. Spending Profile (£)
18/19 19/20 20/21 Total
Investment Fund £15,000 £265,000 N/A £280,000
Match Funding
- please state source(s)
See note below
While there is no specific match funding, this pilot can be linked to existing projects at the feasibility
stage, linked funding is as follows:
Midsomer Norton:
• Town Centre Streetscape and Wayfinding Improvements: £201,500 for 2018-2020 (B&NES and
Midsomer Norton Town Council) & Town Park Phase 1 £250,000 (Midsomer Norton Town
Council) for 2018-2020. Town Park Phase 2 £50,000 for 2020-21 (B&NES CIL).
Bath City Centre:
• Additional funding will complement the Bath Streetscape Programme, which is in development.
Future CIL match funding will also be sought.
Local Centres:
• No current B&NES funding allocation.
• Bath City FC Supporters Society & Greenacre Capital is leading a multi-million pound regeneration project located on Twerton High Street (planning not yet secured).
H. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
In house staff costs £80,000*
Third Party Support £100,000*
Other (please specify) £100,000*
Other (please specify)
Total £280,000
* The proposal is for Feasibility work to support linked High Street pilot projects in three areas. A
combination of in-house staff costs (the teams involved are 100% re-charged against projects) and
consultant support will be utilised for each aspect – approx. split above. Full details of this cost
breakdown for the Feasibility work will be confirmed at project inception stage. Of the ‘other’ it is
proposed that approx. £50,000 is earmarked for investment in supporting market pilots and meanwhile
use projects in Midsomer Norton Town Centre and £50,000 for the development of a High Streets
strategy and prospectus building on the award winning Bath WaterSpace study
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17. Please describe the scheme to be developed (including its objectives and expected impacts)
and the proposed activity to be undertaken through this investment.
G. Details of the scheme to be delivered:
Please find project summary attached.
[Note: please include details of the intervention expected to ultimately be delivered including the
strategic fit, how the scheme is planned to be delivered and the cost. Programme information
should be included in section 10b]
H. Details of the activities to be undertaken through this feasibility or development phase:
Project outputs from this stage are completion of Feasibility Study and costed project plan to inform
funding bids to the national Future High Street programme and Full Business Case for WECA.
£50,000 is earmarked to pilot market and meanwhile use projects in Midsomer Norton Town
Centre to inform the Feasibility work.
£50,000 is earmarked for the development of a High Streets strategy and prospectus building on
the award winning Bath WaterSpace study
[Note: If the planned output is other than an Outline or Full Business Case or Second Stage Skills
Capital Application please describe the scope and content of the report which will mark the
completion of this phase]
18. Please set out how the activities to be undertaken through this Feasibility and Development
Funding Application will be managed and resourced. If use of consultants or other third
parties is proposed please describe how these have been, or will be procured.
Details:
A combination of in-house staff resource led by the Environment & Design Projects team (with
additional support from other Council teams e.g. Business Growth, Highways, Regeneration etc.)
and external consultants will be utilised.
All procurement will follow B&NES and WECA procurement guidelines.
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19. What output will be produced using the funds awarded as part of this Feasibility and
Development Fund Application, and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report x 31 March 2020
Various outputs reports summarised in part 10A.
Option Development Report
Option Appraisal Report
Outline Business Case
Full Business Case/
Second Stage Skills Capital Application
Other (please state)
x
£50,000 is earmarked to pilot market and meanwhile use projects in Midsomer Norton Town Centre to inform the Feasibility work
£50,000 is earmarked for the development of a High Streets strategy and prospectus building on the award winning Bath WaterSpace study.
20. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to
be undertaken through this application and the milestones for the subsequent
implementation phase through to completion.
G. Milestones for the activities through this Feasibility and Development Funding
Milestone Date (mmm/yy)
Project set up and resource planning/procurement Jan 2019
Project commencement March 2019
Expressions of Interest – National Future High Street & Heritage High Street Bids (Deadlines unknown by EOI anticipated spring 2019).
Spring 2019
Midsomer Norton – Complete Feasibility Report including detailed
design for the Town Square and costed Project Plan March 2020
Midsomer Norton – Complete Pilot market events/pop-up activities and meanwhile uses report
March 2020
Bath Complete Feasibility Report including concept designs for target locations.
March 2020
Bath – Completed High Street Strategy and Prospectus March 2020
Complete Local Centre Vitality Health Check March 2020
Complete Feasibility Report/Concept designs for local centre - Twerton High Street
March 2020
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H. Planned milestones for scheme development or delivery beyond this initial phase.
Milestone Date (mmm/yy)
TBC
Date approved by WECA Committee: 30 November 2018
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SCHEME : Bedminster High Street Improvement
21. Lead Organisation
Bristol City Council
22. Partner organisations
Potential partners include Bedminster Town Team/Business Improvement District, Action Greater
Bedminster community organisation, property owners/landlords/developers, Princes Trust, Young
Enterprise, Business in the Community, business support organisations.
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26. Total Funding required for this phase of works
I. Spending Profile (£)
18/19 19/20 20/21 Total
Investment Fund 25,000 TBC TBC
Match Funding
- please state source(s)
J. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
In house staff costs 5,000
Third Party Support 20,000
Other (please specify)
Other (please specify)
Total
27. Please describe the scheme to be developed (including its objectives and expected impacts)
and the proposed activity to be undertaken through this investment.
I. Details of the scheme to be delivered:
If successful the project will safeguard and enhance the High Street environment, increase the
number of businesses and jobs in the area with a focus on providing opportunities for residents in
adjacent communities, provide new homes, generate additional Business Rates or Council Tax
income.
The project will support the development of currently underutilised or vacant spaces located in
and around Bedminster High Street. Our focus will be on bringing new types of uses into the area,
strengthening and diversifying the current High Street offer. Attracting businesses within the
creative and digital sectors will be a priority.
The project will provide grants and support to property owners and business/community based
occupiers. Support will include helping to identify other sources of funding or complementary
support, potential developers and occupiers.
We understand at this stage that the funding that could be made available to us to be £200,000
(excluding feasibility and development funding). We would seek to obtain optimum benefits to the
High Street and ensure that our delivery costs including grants, technical support, staffing
resource and evaluation (to include installing footfall technology to enable quantitative impact
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assessment) could be contained within this envelope.
Strategic Fit
The project fits with national, regional and local priorities.
National
As part of the 2018 budget a number of measures were announced aimed at supporting High
Streets. Bristol has been at the forefront of helping to inform the Government’s policy for High
Streets. In September Bristol was one of four areas chosen by MHCLG and the Institute Place
Management to host a workshop looking at the future of the High Street. One of the key themes
that came up as part of the workshop was a need for more diversity and a greater mix of uses
within our High Streets.
Regional
The project will help to safeguard and enhance the High Street environment, deliver new or
improvement employment spaces to meet business needs (start-up and growth businesses) and
new homes.
Local
Bedminster provides an important destination for the surrounding population of South Bristol although uses in all parts of the centre face strong competition from nearby food stores and retail warehouse parks, as well as the proximity of Bristol City Centre. Bedminster is accessible and serves many of the most deprived parts of South Bristol. Traditionally East Street has been the most commercially attractive part of the centre including a number of national multiple retailers plus the large Asda food store. Some of the national stores have recently closed e.g. Argos and Bon Marche. This project will help deliver against priorities set out in the Corporate Strategy and the emerging One City Plan. Bedminster is one of Bristol’s key areas for growth and regeneration. The City Council is working with four principal landowners to agree a master planning framework which will support the provision of around 1,500 new homes within a high quality environment, transport improvements and sustainable energy. This project will add value to the East Street Mews project, which is currently regenerating a derelict Council owned building on Bedminster Parade for reuse as homes for homeless young people and commercial space, see www.eaststreetmews.co.uk/about
The regeneration of Bedminster is a priority for the Bedminster Business Improvement District
(BID), which represents around 350 businesses and organisations in the area. The BIDs
business plan (2018-2023) includes an objective to redevelop key properties and attract new, high
quality businesses to the area to enhance footfall.
J. Details of the activities to be undertaken through this feasibility or development phase:
Resources are required to undertake a development study on the availability of spaces (both
vacant and underutilised), suitability of these spaces for reuse and assess the interventions
required to bring spaces back into use for business or residential use (including digital
infrastructure, transport connectivity and public realm). The resource will also be required to draft
and finalise the Full Business Case. We currently estimate this to be in the region of £25,000 as
outlined in section a.
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28. Please set out how the activities to be undertaken through this Feasibility and Development
Funding Application will be managed and resourced. If use of consultants or other third
parties is proposed please describe how these have been, or will be procured.
Details:
The development work will be overseen by an Economic Development Project/Programme
Coordinator at Bristol City Council. The main resource will need to be procured following the
Council’s procurement processes and/or other requirements set by WECA to ensure delivery
and social value.
29. What output will be produced using the funds awarded as part of this Feasibility and
Development Fund Application, and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report
Option Development Report Feb 19
Option Appraisal Report
Outline Business Case
Full Business Case Mar 19
Second Stage Skills Capital
Application
Other (please state)
30. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to
be undertaken through this application and the milestones for the subsequent
implementation phase through to completion.
I. Milestones for the activities through this Feasibility and Development Funding
Milestone Date (mmm/yy)
Engage resources Jan 19
Development report completed Feb 19
Draft Full Business Case Feb 19
Full Business Case submitted Mar 19
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J. Planned milestones for scheme development or delivery beyond this initial phase.
Milestone Date (mmm/yy)
WECA confirm funding May 19
Finalise grant criteria and support package Jun 19
Launch grant scheme and support package Jul 19
Run pilot for 9 months Mar 20
Evaluation report for pilot May 20
Date approved by WECA Committee: 30 November 2018
Investment Fund - Feasibility and Development Funding Application Form
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SCHEME : Love Our High Streets – Kingswood Pilots
1. Lead Organisation
South Gloucestershire Council
2. Partner organisations
Friends of Kingswood Park
(A number of other partners in this project are also being engaged at this stage but are not directly
involved in the funding sought from this phase of feasibility and development).
5. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details:
A report is being taken to WECA committee on 1st February 2019. This details the proposals for
the development of a Bath Transport Study.
The Bath transport study and its alignment with Mass Transit work underpins the aspirations of the
Joint Spatial Plan and Joint Local Transport Plan. The proposals are therefore integral to a range
of other transport schemes funded through both the investment fund and Transforming Cities
Fund.
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There are multiple major scheme development work strands that need to align with the Bath Transport Study work and are in progress and identified across the WECA area and in North Somerset. To summarise, there are studies underway or being considered:
• The completion of the West of England Mass Transit Early Phase Options Report.
• Greater Bristol Area Feasibility Study, (at the sub national / regional level): WECA/DfT;
• BSWEL (Bristol South West Economic Link): North Somerset Council;
• Bath Trams: BANES;
• Mass Transit SOBC development: WECA (not yet commissioned);
• Metro-West.
• Metrobus future phases
• Greater Bristol Bus Network 2
There have been many previous studies and documents produced over the past 10-15 years which relate to transport (and related topic areas) in Bath. Hence understanding how current and previous work fits with the JLTP and aspirations for Mass transit is key to beginning to address the challenges in Bath.
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6. Total Funding required for this phase of works
A. Spending Profile (£)
18/19 19/20 20/21 Total
Investment Fund 10K 240k 200k 450k
Match Funding
Discussions are underway
with B&NES regarding
potential contributions
N/A TBC TBC TBC
B. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
In house staff costs 25k TBC
Third Party Support 425k TBC
Other (please specify)
Other (please specify)
Total 450k TBC
7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.
A. Details of the scheme to be delivered:
WECA officers will work with B&NES officers to produce a new Transport Study for Bath to address transport challenges and ensure alignment with the wider Mass Transit work. This will be used to inform and update the Getting Around Bath Transport Strategy
There have been many previous studies and documents produced over the past 10-15 years which relate to transport (and related topic areas) in Bath. Hence understanding how current and previous work fits with the JLTP and aspirations for Mass transit is key to beginning to address the challenges in Bath.
The study will also need to establish the root cause of the many issues which culminate in transport-related problems, whether this may relate to areas such as planning, health, education, regeneration and tourism, as well as transport.
The problem identification and objective setting are key building blocks upon which the future generation and assessment of potential solutions can be judged. The study will need to review the Getting Around Bath Transport Strategy in order provide a firm evidence base upon which the
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transport-related problems in Bath can be fully understood and refresh objectives such that any future transport interventions can be assessed within a clear and logical framework.
B. Details of the activities to be undertaken through this feasibility or development
phase:
The project will inevitably be incremental, informed by analysis of the issues within Bath as well as the developing Mass Transit SOBC. Fundamentally the project is expected to run in parallel to the Mass Transit approach and similarly develop a SOBC (or range of smaller SOBC’s) to support a range of transport interventions.
It is anticipated that the delivered strategy and range of developing transport interventions would form part of an outline delivery plan that could be considered against the objectives and schemes highlighted within the JLTP. Costing and prioritisation assessments would be developed consistent with the level of development at SOBC, with the potential for these schemes to be developed further subject to future committee consideration.
8. Please set out how the activities to be undertaken through this Feasibility and Development
Funding Application will be managed and resourced. If use of consultants or other third
parties is proposed please describe how these have been, or will be procured.
Details:
Given the nature and scope of the Bath Transport Study work it is anticipated that WECA will need to procure support from consultants for development of the study and any associated SOBC’s based on the production of a project scope against which consultants can provide recommendations to progress the work and anticipated costs.
The production of the scope is delegated to WECA Director of Infrastructure in consultation with the relevant Directors of the constituent authorities. This scope will then be taken to market through the usual OJEU process.
Proposals received from tenderers will inform the internal resource required to manage the study development. As a minimum support will be needed from a senior project manager assigned to the Mass Transit SOBC work.
An initial draw down of £50k has been requested of Committee in order to resource the initial stages of the project. Once tender prices are received from the market a further report will be taken to WECA Committee in order to specify the funding required for completion of the study.
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9. What output will be produced using the funds awarded as part of this Feasibility and
Development Fund Application, and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report
Option Development Report
Option Appraisal Report
Outline Business Case
Full Business Case/
Second Stage Skills Capital
Application
Other (please state)
Transport study and SOBC’s
relating to identified
interventions
X March 2020
10. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to
be undertaken through this application and the milestones for the subsequent implementation phase through to completion.
A. Milestones for the activities through this Feasibility and Development Funding
Milestone Date (mmm/yy)
Scope development April 2019
Assignment of Project Manager April 2019
Tender May 2019
Tender assessment June 2019
Committee report and award July 2019
Study report draft Jan 2020
Study complete Mar 2020
B. Planned milestones for scheme development or delivery beyond this initial phase.
Milestone Date (mmm/yy)
Implementation plan development and scheme delivery 2021 onwards
Date approved by WECA Committee: Meeting of 1st & 15th February 2019
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SCHEME : Winterbourne, Frampton Cotterell Bypass and Coalpit Heath Westerleigh Bypass Feasibility and Development towards Outline Business Case
Lead Organisation
South Gloucestershire Council
Partner organisations
In delivering this package of schemes, South Gloucestershire Council will not be working in partnership with other organisations.
Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.
Details: The potential need for a Winterbourne Frampton Cotterell Bypass and a link from Yate to Emersons Green was proposed within the Joint Transport Study in 2017. Further analysis of these concepts as transport mitigation schemes was undertaken as evidence in support of the Joint Spatial Plan in 2018 with an Options Assessment Report (OAR) produced for A432 Corridor
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scheme development. The OAR develops concepts to a sufficient level to determine deliverability, environmental impacts and costs. As part of the OAR process a number of potential opportunities were identified to optimise the impact of the shortlisted schemes, in particular to further investigate and understand:
if one or both proposed bypasses are required; and the impact on the existing highway network, especially the impact on roads in and around
Yate.
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Total Funding required for this phase of works
A. Spending Profile (£)
18/19 19/20 20/21 Total
Investment Fund £20,000 £180,000 £200,000
Match Funding
- please state source(s)
B. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
In house staff costs £42,500
Third Party Support £157,500
Other (please specify)
Other (please specify)
Total £200,000
Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.
Details of the scheme to be delivered:
This funding application seeks to undertake feasibility work to progress the delivery of an Outline Business Case (OBC) for a road bypass scheme or schemes to support JSP growth in Yate and Coalpit Heath building on work undertaken to date as part of an Option Assessment Report (OAR) for A432 corridor.
This feasibility and options development process will further investigate proposed alignments in a revalidated strategic highway model as a priority and progress the identification of impacts and mitigation on the highway network.
Strategic Fit
Significant growth in housing and employment is proposed for Yate and Coalpit Heath as part of the JSP which identifies Strategic Development Locations to accommodate a combined total of 3,800 new residential dwellings and 34.7Ha of employment by 2036.
The JSP also seeks to optimise opportunities for development within urban areas, identifying the potential for a further 16,200 new homes to be delivered in built up areas across the West of
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England. This type of development is termed ‘Urban Living’ with options for change of use of non-residential brown field land to residential use and increasing the density of development on allocated sites. Allocated housing numbers per settlement area are still to be determined but Yate has been identified for ‘Urban Living’ particularly around Yate Station on the Stover Road Trading Estate and Station Road.
In addition to this, 3,000 new homes in North Yate were identified in South Gloucestershire’s Local Plan Core Strategy 2006 -2027. Many of these are still to be delivered.
Housing and employment growth will generate greater demand for travel which will need to be mitigated through transport improvements. A number of transport mitigation schemes have been identified two of which are proposed new road schemes:
Winterbourne/Frampton Cotterell bypass; and
Coalpit Heath Westerleigh Bypass.
Background
An Options Assessment Report (OAR) for the strategic transport corridors linking Yate and Chipping Sodbury to Bristol city centre and the North and East Fringes has recently been completed. The OAR covers the following areas:
The transport problems (existing and forecast) and case for change;
Strategic objectives for transport improvements on the corridor;
A broad range of options to address the study objectives;
An Early Appraisal Sifting Table (EAST) process;
A short-list of options based on assessment against the criteria set out in the Department for Transport’s (DfT)’s 5 case model;
Initial high-level concept designs for the short-listed schemes - sufficient to determine a deliverable scheme and identify an indication of the outline costs and benefits;
Initial appraisal of the scheme impacts in accordance with the 5 cases; and
A recommendation that there is a Strategic Outline Business Case for the schemes.
Transport schemes were primarily focussed on sustainable transport solutions to encourage people to walk, cycle and use public transport as the primary modes, but two off-line highway schemes were identified: Winterbourne, Frampton Cotterell Bypass; and Coalpit Heath, Westerleigh Bypass.
The OAR concluded that there is a Strategic Outline Business case for the road schemes which were identified to reduce congestion on key public transport corridors, particularly the A432 and reduce the potential for additional traffic through the settlements of Coalpit Heath, Winterbourne and Westerleigh. The OAR recommended that further option development is required to build on the existing work to:
Consider if one or both road schemes are required;
Understand how traffic rerouting might impact and integrate with the wider highway network, particularly in Yate; and
Determine a preferred alignment and associated mitigation for new and existing roads. For example, a range of potential route alignments into Yate will be considered, including with
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and without a new Junction 18A and the role (if any) of the ‘Road to Nowhere’.
In conjunction with Junction 18A, a Coalpit Heath and Westerleigh Bypass is a potentially transformational scheme for Yate, and would improve its attractiveness as a place to live, work and visit.
Further development is required to take these schemes to Outline Business Case. This stage will therefore carry out further technical work and involve a stakeholder consultation to develop and assess options.
Objectives
The objectives of this feasibility work are to:
Refine thinking on road scheme(s) alignment through testing in a revalidated strategic transport model to develop scheme options that mitigate the impact of growth related transport and consider rerouting on the existing highway network (particularly in Yate);
Carry our further engineering and impact analysis work to inform a preferred route alignment(s) and mitigation; and
Develop evidence to the level required to support submission of a future Outline Business Case to justify the case for intervention.
The objective of the final scheme(s) is to mitigate the impact of growth and increased demand for travel generated from development.
Details of the activities to be undertaken through this feasibility or development phase:
Stage 1 : The subject of this application
The work required to take forward this project to Outline Business Cost is estimated at £412.5k. At this stage the ask from WECA is an allocation of the first £200k to enable this work to progress. This is on the basis that the allocation of the remainder of the funds will be considered when an Appraisal Specification Report is completed which will identify the evaluation approach and the level of strategic transport modelling required.
Proposed Activity
The following work is considered necessary to develop and refine options:
Appraisal Specification Report (ASR) – As a first stage, an ASR will be developed to set out the proposed appraisal process for the scheme concepts. This ASR will be submitted for agreement by the project board and funding body. The process will follow that set out in Section 2.12.2 of the DfT’s Transport Appraisal Guidance (TAG).
The following stages are proposed but will be subject to the agreement of the recommendations set out in the ASR and informed by it considering what can be delivered with the available budget. Prior to the ASR confirming the approach the following activities are considered a priority:
Localised revalidation of the Strategic Highway Model - To determine the effectiveness and economic impacts of the shortlisted transport mitigation in the OARs, some localised revalidation of the West of England’s Strategic Transport model (G-BATS) is envisaged to more accurately reflect the existing local network and assess the schemes’ impact in mitigating traffic growth. Revalidation will require additional classified traffic counts, queue surveys, journey time surveys etc. at key locations in the area, some of which may be available through mobile phone data.
Review and where necessary revise high-level corridors - Following the revalidation of
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the model a further optioneering process will refine thinking on a preferred road corridor envelope for both the Winterbourne & Frampton Cotterell Bypass and the Coalpit Heath & Westerleigh Bypass and understand the impacts on the surrounding roads. This review will consider the role of the “Road to Nowhere”, traffic routing impacts through and around Yate, and relationship with a future Junction 18a (if taken forward).
Local impacts considered in the 2014 Yate VISSIM model. To consider the potential impacts on Yate roads the outputs generated from G-BATS will be used to test scenarios in the Yate VISSIM model. Given the close proximity of the proposed bypasses, particularly Coalpit Heath & Westerleigh, it is important to understand the impact on the existing town network. As an example, it is important to understand the impact of proposed road alignments on the A432 Station Road which has high traffic flows in the peak periods and where metrobus is proposed. There is limited highway width to accommodate bus priority so traffic reduction or bus priority on the approaches may be required.
Scenario testing in Highway Model - Subject to the review above, the short listed scenarios will be tested in the revalidated G-BATs model to appraise the impact of the schemes on the network to determine if one or both are required and calculate the estimated value of benefits.
At this stage it is not envisaged that the £200k will be sufficient to deliver all of the above but if budget remains the following activities will be progressed to a level achievable within the available budget:
Further Engineering and Environmental Appraisal - Building on the engineering appraisal and environmental impacts detailed in the OARs, further investigation on the preferred route corridor envelopes will be undertaken to identify engineering and environmental impacts and mitigation. This will involve input from third parties such as Highways England, Network Rail, environmental groups and utility companies to further understand site constraints and mitigation.
A report will be produced to summarise the work undertaken to date and detail the recommended next steps to identify a preferred option. This will inform the steps required to complete the Outline Business Case.
Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.
Details: The work will be project managed in-house in South Gloucestershire costed at 1 days per week. Consultants will be appointed to deliver the ASR, modelling and feasibility work. Internal input will be provided from specialist disciplines within South Gloucestershire Council such as Legal, Property and Communications. The cost of Internal audit and finance support are also included in the estimated costs. The procurement process for consultants is still to be determined with an option of utilising the extant West of England framework.
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What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report Nov 2019
Option Development Report
Option Appraisal Report
Outline Business Case Mar 2020 (subject to securing further funding)
Full Business Case/
Second Stage Skills Capital Application
Other (please state)
When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent implementation phase through to completion.
A. Milestones for the activities through this Feasibility and Development Funding
Milestone Date (mmm/yy)
Appraisal Specification Report March 2019
Procure and appoint consultant April 2019
Agreement through Governance structure as to the proposed approach
May 2019
Traffic surveys and model revalidation (subject to ASR findings and budget)
Jun 2019
Review and where necessary revise high-level corridors (subject to ASR findings and budget)
Jul 2019
Scenario testing in Highway Model (subject to ASR findings and budget)
Aug 2019
Further Engineering and Environmental Appraisal (including consultation with key parties affected) based on available budget.
Oct 2019
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Report of findings and further steps required to complete Outline Business Case.
Nov 2019
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B. Planned milestones for scheme development or delivery beyond this initial phase.
Milestone Date (mmm/yy)
Outline Business Case Mar 2020
Land assembly Dec 2021
Full Business Case Mar 2022
Funding assembly Dec 2022
Design and procurement Dec 2024
Construction Dec 2027
Date approved by WECA Committee: 15 February 2019
Investment Fund - Feasibility and Development Funding Application Form
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SCHEME : Charfield Rail Station- to Preliminary Business Case- costs an estimate awaiting NR input
5. Is this investment linked to any others within the early investment or wider Investment Fund programme? If so please set out the relationship and linkages.
Details: The delivery of a new rail station for Charfield forms part of a package of major transport schemes to help facilitate the development of new homes and employment opportunities outlined in the West of England Joint Spatial Plan (JSP). In tandem with the JSP, a Joint Transport Study (JTS) was prepared, which identifies strategic transport proposals for delivery up to 2036 to address current challenges on the network and provide additional capacity to support JSP growth.
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For the South Gloucestershire Council area, the following major transport schemes have been identified to help deliver growth, to mitigate the impact of JSP development on our transport network, and to offer better travel choices for residents:
Charfield rail station (new station)* Yate rail station improvements A432 metrobus service (Bristol to Yate/Chipping Sodbury) A432 Park & Ride (West of Yate) A38 metrobus (Bristol to Thornbury/Buckover) A38 Park & Ride (South of Thornbury) Winterbourne /Frampton Cotterell bypass Coalpit Heath / Winterbourne bypass Ring of Park & Rides around Bristol (some in SGC area)
*The rail station and car park will be delivered in parallel, but through separate mechanisms, as is common with most new station proposals. This application for development funding applies to the station only. In addition to the above major transport schemes, local mitigation measures will also be identified and brought forward through the Local Plan and through negotiations with developers.
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6. Total Funding required for this phase of works
A. Spending Profile (£)
18/19 19/20 20/21 Total
Investment Fund £20,000 £280,000 £300,000
Match Funding
- please state source(s) - - -
B. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
South Gloucestershire Council (including Transport Policy, legal, finance and audit)
47,000
Network Rail 228,000
Jacobs (demand forecasting) 25,000
Total 300,000
7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.
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A. Details of the scheme to be delivered:
[Note: please include details of the intervention expected to ultimately be delivered including the strategic fit, how the scheme is planned to be delivered and the cost. Programme information should be included in section 10b]
This project focuses on the delivery of a new rail station serving Charfield and the surrounding towns and villages. The station would be a small, modern, unstaffed station comprising two platforms, an accessible pedestrian footbridge and a small waiting area comprising shelters and seating on each platform. As referenced above in section 5, proposals to deliver an associated station car park will be brought forward in parallel, but separate, to the station proposals.
The station would serve existing and future residents of Charfield and surrounding towns and villages. Rail offers an attractive alternative to private car use to key destinations such as Bristol North Fringe, Bristol City Centre, Bath, Yate and Gloucester/Cheltenham. In most cases, journey times would be significantly shorter and overall journey experience improved, when compared to undertaking the same journey by car in the peak periods.
The addition of rail services at Charfield would have a significant positive effect on capacity, operation and resilience of both the strategic and local highway networks, as trips are transferred from road to rail. This is a currently a relevant issue, but becomes more pertinent when considering the potential impact of the JSP development. The JSP/JTS identifies Charfield rail station as key transport mitigation required to help facilitate and deliver 1,200 new homes and 5ha of employment land in Charfield through the JSP.
Rail services for Charfield would also realise many positive social benefits - enabling residents without access to a private car to undertake trips for a range of purposes; including accessing the wider choice of employment, higher education, retail and leisure opportunities available across the West of England region.
The above benefits of a new rail station will have positive economic implications for the region, as access to employment is made easier, more activity is undertaken and journey times are reduced. The delivery of a new station for Charfield is likely to make the village more attractive to prospective residents and for employers potentially relocating to the area.
MetroWest is being developed to improve local rail transport within the West of England. Phase 2 of the scheme will include new services to Yate which are proposed to be extended to Gloucester. This will provide the opportunity to allow trains to be stopped at Charfield.
The cost of the station is forecasted as £13.7m including industry risk fund and contingency. Note this doesn’t include SGC development costs or business case development costs.
The works would be delivered through Network Rail with support for the Business case from WoE framework consultants.
B. Details of the activities to be undertaken through this feasibility or development phase:
Survey Works and Feasibility Report
Network Rail will be commissioned to undertake the feasibility work, the first of three stages to be delivered by them. This will align to the Governance for Rail Investment Projects (GRIP) Stage 2: Feasibility. The aim of GRIP 2 is to define the scope of the investment, identify constraints and confirm that the outputs can be economically delivered and are aligned with network strategy.
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Survey work will be carried out to identify the site constraints such as utilities, hazards and environmental impacts. This will help to define the preferred option and inform future design work and will be summarised in a feasibility report.
Rail Passenger Demand Forecasting
Forecast passenger demand using the Passenger Demand Forecast Handbook based on the growth proposed and the proposed rail services at the new station.
[Note: If the planned output is other than an Outline or Full Business Case or Second Stage Skills Capital Application please describe the scope and content of the report which will mark the completion of this phase]
8. Please set out how the activities to be undertaken through this Feasibility and Development Funding Application will be managed and resourced. If use of consultants or other third parties is proposed please describe how these have been, or will be procured.
Stage 1 Survey Works and Feasibility Report Spring 2019 to Summer/Autumn 2019
Stage 2 Single option development and scheme case. Outline Business Case.
Summer 2019 to Spring 2020
Stage 3 Planning powers and procurement. Full business Case.
Spring 2020 to Summer 2020
Stage 4 Construction and commissioning Summer 2020 to Autumn 2021
Stage 1 : The subject of this application
The work required to take forward this project to construction design level is costed at £1.1m. At this stage the ask from WECA is an allocation of the first £300k of this to enable this work to progress. This is on the basis that the allocation of the remainder of the £1.1m be considered at the WECA meeting in May as, in order to facilitate a more expedient timetable, realise cost savings and reduce risk, SGC may have to enter into the larger commission at its own risk.
The outputs from this stage of the work will be on site surveys and a comprehensive Feasibility Report brought together in a Business Case together with a refresh of the RailSys modelling timetable work completed for the MetroWest2 (MW2). It is considered that this will support the
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selection of a single option for the station location. Network Rail will be engaged to provide these outputs in line with their role as system operators and owners to allow integration with the strategy for the route. Support will also be engaged from the West of England framework consultants to develop the Business case for the station in line with best practice advice. The work will be managed by SGC Project Management Team with regular reporting to WECA and quarterly claims as required.
9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Report X August 2019
Option Development Report complete
Option Appraisal Report
Outline Business Case
Full Business Case/
Second Stage Skills Capital Application
Other (please state)
10. When do you plan to start and complete your project and what are the main project milestones? Please include the milestones related to the feasibility or development work to
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be undertaken through this application and the milestones for the subsequent implementation phase through to completion.
A. Milestones for the activities through this Feasibility and Development Funding
Milestone Date (mmm/yy)
Project commencement on receipt of award February 2019
Commissioning of Framework consultants support Feb/March 2019
Commissioning of Network Rail Feb/March 2019
On site surveys complete May 2019
Feasibility report Complete August 2019
B. Planned milestones for scheme development or delivery beyond this initial phase.
Milestone Date (mmm/yy)
Preliminary Business Case August 2019
Outline Business Case Spring 2020
Full Business Case Summer 2020
Construction and commissioning Autumn 2021
Date approved by WECA Committee:
15 February 2019
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Investment Fund - Feasibility and Development Funding Application Form
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SCHEME : Bristol Temple Meads Eastern Entrance
1. Lead Organisation
West of England Combined Authority
2. Partner organisations
Bristol City Council, Network Rail
3. Scheme contact details
Name: Naomi Gornall
Email: naomi.gornall@WestOfEngland-
CA.gov.uk
Telephone: 07976 169872
4. Scheme Type – mark with an X
Transport
Non-Transport Housing Enabling
Business Support
Skills
Other (please specify)
5. Is this investment linked to any others within the early investment or wider Investment Fund
programme? If so please set out the relationship and linkages.
Details:
A Housing Infrastructure Forward Funding bid has been submitted to MHCLG in March 2019 for
investment in the A4 strategic growth corridor to unlock sites for delivery of a significant number of
new homes. The bid demonstrates how additional match funding beyond the grant will be utilised
within the wider investment, and this includes money from the Investment Fund, of which this
project forms part. This project requires early investment to ensure that it can be delivered within
the critical window of the planned track closures in Summer 2021. The project is also linked to
other strategic investments in Bristol Temple Meads station as part of the wider capacity
improvements for the station, including a new northern entrance.
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6. Total Funding required for this phase of works
A. Spending Profile (£)
18/19 19/20 20/21 21/22 22/23 Total
Investment Fund £2,000,000 500,000
£2,500,000
Match Funding
- please state
source(s)
Costs required up to FBC.
18/19 19/20 20/21 21/22 22/23 Total
Investment Fund - £6,682,000 £8,909,000 £8,909,000
£24,500,000
Match Funding
- please state
source(s)
Predicted scheme delivery costs.
B. Cost Breakdown (£)
Investment Fund (£) Match Funding (£)
In house staff costs 75,000
Third Party Support £23,579,500
Other (please specify) Project
Management & Consultant Costs
£3,345,500
Other (please specify)
Total £27,000,000
7. Please describe the scheme to be developed (including its objectives and expected impacts) and the proposed activity to be undertaken through this investment.
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A. Details of the scheme to be delivered:
[Note: please include details of the intervention expected to ultimately be delivered including the
strategic fit, how the scheme is planned to be delivered and the cost. Programme information
should be included in section 10b]
Work is underway to plan the redevelopment and regeneration of Temple Quarter as a new mixed
used area. The strategic partners, include Bristol City Council, WECA, Network Rail and Homes
England.
To ensure the successful regeneration of this area, strategic public investment will be required to
deliver the required infrastructure to enable this area of the city to be redeveloped, and to act as a
catalyst for investment, and increase market confidence. The redevelopment of Bristol Temple
Meads is at the heart of this regeneration opportunity, with investment required to create high
quality entrances to the station, public realm, and transport facilities to accommodate existing and
future demand.
This scheme is a new eastern entrance to the station and into Temple Quarter. This is a critical
element of the public investment required to enable this regeneration to come forward, and for the
wider economic and social benefits to be realised across this area, the city as a whole, and the
wider West of England region.
The entrance will extend the existing passenger subway, used to access platforms, directly
through to the development site on Cattle Market Road, where the University of Bristol intends to
locate its new Temple Quarter Enterprise Campus. The new entrance will include gatelines as a
form of revenue protection to the station (it will not form part of a public unpaid route through the
station), as well as required facilities for passengers to buy tickets, access information regarding
trains, and potential retail facilities. The entrance will comply with Network Rail requirements
regarding accessibility, security and safety, and design guidance for stations. The entrance will
provide sufficient capacity to accommodate existing and future demand from the east of the
station, which is expected to increase significantly as the University’s development is built out and
the Temple Quarter area is regenerated. Suitable public realm and potentially canopy cover and
cycle parking will also be delivered along side the new entrance.
The structural works required to deliver the entrance will require closure of platforms 13 and 15
for a number of weeks during construction, which currently service trains into London. Due to the
level of disruption and cost associated with these track closures, it is necessary to utilise the
existing planned closures that Network Rail has agreed to carry out their network critical re-
signalling works to Bristol East Junction.
The expected costs for delivering the eastern entrance are £27m, including all design work,
construction, management costs, risk and inflation.
Due to the criticality of utilising the planned track closures to carry out necessary structural works,
it is necessary to expedite the delivery timeframe of this project. The track closure is planned for
Summer 2021; design work, procurement and enabling works associated with the new entrance
must be complete by this time to allow structural works to be carried out during the Summer 2021
track closure. Any non-structural works to fit out and commission the entrance can be carried out
after this period, but must be coordinated with the University of Bristol’s development and
construction timescales.
Due to the level of interface and coordination with the Bristol East Junction signalling works and
the compressed timescales for design work, Network Rail will take responsibility for delivery of
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this scheme, utilising in-house resource and expertise to progress the project through their GRIP
governance process and ensure the Summer 2021 milestone can be met.
B. Details of the activities to be undertaken through this feasibility or development phase:
[Note: If the planned output is other than an Outline or Full Business Case or Second Stage Skills
Capital Application please describe the scope and content of the report which will mark the
completion of this phase]
During the feasibility and development stage a preferred option and construction methodology will
be selected and progressed through the Network Rail GRIP governance process up to GRIP
stage 4. The next phase following this will include procuring a main contractor for detailed design
and construction of the scheme. The GRIP stage gates are as follows:
GRIP 1 – Output definition
GRIP 2 – Feasibility
GRIP 3 – Option selection
GRIP 4 – Single option development
GRIP 5 – Detailed design
GRIP 6 – Construction, test and commission
GRIP 7 – Scheme handback
GRIP 8 – Project close out
As part of the feasibility and development stage, it will be necessary to coordinate and manage
the interface with linked projects, including the Bristol East junction signalling works, to ensure
that construction activity and track possessions can be managed effectively. This will also include
close management of the interface with the University of Bristol’s development site.
8. Please set out how the activities to be undertaken through this Feasibility and Development
Funding Application will be managed and resourced. If use of consultants or other third
parties is proposed please describe how these have been, or will be procured.
Details:
The feasibility and development stages of this project will be managed directly by Network Rail,
utilising in-house project management, design, and construction resources and expertise. This will
ensure that the interface with the Bristol East Junction signalling works and planned track closures
can be managed effectively, and that the Network Rail GRIP governance process can be
navigated efficiently.
The project team will report into the Regional Delivery Board as well as providing updates through
the masterplanning and wider work within the Temple Quarter. Members of this governance
structure include representatives from Bristol City Council, WECA, Homes England, Network Rail,
Historic England, University of Bristol, and others.
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9. What output will be produced using the funds awarded as part of this Feasibility and Development Fund Application, and when will this be completed?
Mark with an X Date (mmm/yy)
Feasibility Study Report
Option Development Report
Option Appraisal Report
Outline Business Case
Full Business Case April 20
Second Stage Skills Capital
Application
Other (please state)
10. When do you plan to start and complete your project and what are the main project
milestones? Please include the milestones related to the feasibility or development work to be undertaken through this application and the milestones for the subsequent
implementation phase through to completion.
A. Milestones for the activities through this Feasibility and Development Funding
Milestone Date (mmm/yy)
GRIP stage 2 Jun 19
GRIP stage 4 Dec 19
Procurement for GRIP stage 5-6 Feb 20
Business case approval with conditions April 20
Consents obtained Sept 20
B. Planned milestones for scheme development or delivery beyond this initial phase.