TRANSPORT DELIVERY COMMITTEE

Transcription

1 TRANSPORT DELIVERY COMMITTEE Date: Monday 6 March 2017 Time: 1.00pm Public Meeting: Yes Location: Room 116, West Midlands Combined Authority, 16 Summer Lane, Birmingham, B19 3SD Member Briefing: 10.00am in Room 116 West Midlands Rail Hub Group Meetings: Conservative 11.30am in Room 114 Labour 11.30am in Room 109 Membership Councillor Richard Worrall (Chair) Councillor Pervez Akhtar Councillor Robert Alden Councillor Adrian Andrew Councillor Paul Brothwood Councillor Philip Davis (Vice-Chair) Councillor Susan Eaves Councillor Mohammed Fazal Councillor Kath Hartley Councillor Diana Holl-Allen Councillor Roger Horton Councillor Timothy Huxtable Councillor Chaman Lal Councillor Keith Linnecor Councillor Ted Richards Councillor Judith Rowley Councillor David Stanley Councillor Daniel Warren Councillor David Welsh Walsall Metropolitan Borough Council Coventry City Council Birmingham City Council Walsall Metropolitan Borough Council Dudley Metropolitan Borough Council Birmingham City Council Sandwell Metropolitan Borough Council Birmingham City Council Birmingham City Council Solihull Metropolitan Borough Council Sandwell Metropolitan Borough Council Birmingham City Council Birmingham City Council Birmingham City Council Solihull Metropolitan Borough Council City of Wolverhampton Council Dudley Metropolitan Borough Council City of Wolverhampton Council Coventry City Council The quorum for this meeting is seven members. Information for the Public If you have any queries about this meeting, please contact the Governance Services team: Contact Tel/ Address Wendy Slater (0121) wendyslater@centro.org.uk West Midlands Combined Authority, 16 Summer Lane, Birmingham, B19 3SD

2 Agenda No. Item Presenting Papers Public Business 1. Apologies for Absence Chair none 2. Declarations of Interest Chair none 3. Chair s Remarks Chair none 4. Minutes of the meeting held on 6 February 2017 Chair attached 5. Matters Arising Chair none 6. Correspondence/Petitions Chair none 7. Financial Monitoring Report Linda Horne attached /2017 TfWM Capital Programme Delivery Monitoring Report Sandeep Shingadia attached 9. Metro Operations Business Report Shashi Patel attached 10. Christmas Period Public Transport Services Steve Hayes attached 11. Virgin Trains Partnership Agreement Update Pete Bond/Babs to follow Coombes /2018 Annual Transport Plan Linda Horne attached 13. Smart Network/Smarter Choices 2016/17 Update Alison Pickett attached 14. Report on Out of Sight, Out of Mind Conference Cllrs Rowley & Holl-Allen 15. Report on Bus Summit Steve Hayes /Cllrs Hartley, Eves & Stanley 16. WMCA Update Transport Reports For Information Only (a) Network Resilience Pete Bond (b) HS2 Connectivity Package Sandeep 17. Notices of Motion - to consider any notices of motion lodged by the deadline of 12 noon on 2 March Questions - to consider any questions submitted by the deadline of 12 noon on 2 March 2017 for written questions and 12 noon on 3 March 2017 for oral questions. Shingadia Chair Chair attached attached attached

3 19. Forward Plan Chair attached 20. Any Other Business 21. Date of Next Meeting - Monday 3 April 2017, 1.00pm.

4 Agenda Item No. 4 Meeting: Subject: Date: Transport Delivery Committee Minutes Monday 6 February 2017 at 1.00pm Present: Councillor Richard Worrall (Chair) (Walsall Metropolitan Borough Council) Councillor Philip Davis (Vice-Chair) (Birmingham City Council) Councillor Pervez Akhtar (Coventry City Council) Councillor Roberts Alden (Birmingham City Council) Councillor Mohammed Fazal (Birmingham City Council) Councillor Kath Hartley (Birmingham City Council) Councillor Roger Horton (Sandwell Metropolitan Borough Council) Councillor Timothy Huxtable (Birmingham City Council) Councillor Chaman Lal (Birmingham City Council) Councillor Keith Linnecor (Birmingham City Council) Councillor Ted Richards (Solihull Metropolitan Borough Council) Councillor Judith Rowley (City of Wolverhampton Council) Councillor David Stanley (Dudley Metropolitan Borough Council) Councillor Daniel Warren (City of Wolverhampton Council) Councillor David Welsh (Coventry City Council) Apologies for absence were received from Councillors Andrew, Eaves and Holl- Allen. In attendance: James Aspinall (Corporate Services Director) Pete Bond (Director of Transport Services) Steve Hayes (Network Development and Delivery Manager). Laura Shoaf (Managing Director) Andy Thrupp (Operations Manager Customer Facilities) Michael Wevill (Swift Development Manager) 74/16 Chair s Remarks The Chair reported that a meeting of the Sprint Lead Member Reference Group would be held at 3.00pm today. 75/16 Minutes The minutes of the meeting held on 9 January 2017 were agreed, and signed by the Chair, as a correct record. 55

5 76/16 Matters Arising (a) (b) Lead Member Reference Group Report (minute no.62/16) In relation to Councillor Stanley s enquiry regarding the outcome of the meeting with Network Rail to discuss the signage at New Street Station, the Director of Transport Services reported that he was scheduled to meet Network Rail next week. Forthcoming Events (a) Conference- Out of Sight, Out of Mind Public (minute no. 71/16) Councillor Rowley reported that she would submit a report to the next meeting on the Out of Sight, Out of Mind conference she had attended recently. (c) Forthcoming Events (b) Bus Summit (minute no. 71/16) The Chair asked that a joint report be submitted to the next meeting from the three members attending the bus summit on 9 February. 77/16 Bus Alliance Review The committee considered a report of the Director of Transport Services that outlined the progress of the West Midlands Bus Alliance in 2016 and sought approval for the report to be presented to the West Midlands Combined Authority (WMCA) Board on 17 February The Network Development and Delivery Manager outlined the report and advised the committee that specific deliverables would be developed over the coming months for the Bus Alliance Board to deliver over the next few years. The committee welcomed and supported the work of the Bus Alliance but referred to some areas that required attention. Councillor Lal reported that evening bus services were not always reliable and referred to missing services that left passengers having to wait for buses for up to 40 minutes. The Network Development and Delivery Manager acknowledged Councillor Lal s comments and advised him to refer any cases such as these to the Member Enquiries address so that the Customer Relations Team could take forward issues of unreliability/ tardiness with bus operators. In relation to comments from Councillor Welsh regarding congestion data and how the information was being used to encourage more people use to buses, the Network Development and Delivery Manager reported that the Bus Alliance Board has agreed to establish a congestion working group that would look at targeting quick wins. Councillor Huxtable reported that he was pleased to hear quick wins would be delivered noting the need to do more to tackle congestion, punctuality and 56

6 reliability. He added that Birmingham City Council was looking at introducing bus priority type measures on the Hagley Road without impacting on other road users and pedestrians and that he would like to discuss this with the Director of Transport Services. The Director of Transport Services advised that he was happy to meet with Councillor Huxtable to discuss the quick wins in Birmingham. In relation to an enquiry from Councillor Horton as to whether the work of the Bus Alliance Board was being communicated by bus operators to bus drivers, the Network Development and Delivery Manager reported that the Bus Alliance has a communications plan and it also produces a newsletter that bus operators are encouraged to share with their staff. He added that he would add this item to the agenda for the forthcoming Bus Operators Panel meeting. Councillor Alden reported that he was looking forward to seeing the reductions in emissions however, he noted that data presented in the report with regards to progress on emissions targets was very misleading and could be misinterpreted. The Chair asked that the Network Development and Delivery Manager work with Councillor Alden to ensure that the information presented in the report on emissions accurately reflects the true position. In relation to an enquiry from Councillor Horton regarding the correlation between patronage increases in rail and Metro and the fall in bus patronage (with the exception of Coventry), the Network Development and Delivery Manager reported that specific data with regards to Metro and bus patronage for Birmingham City Centre was not available although he could look to see whether the data could be captured. The Director of Transport Services reported that work was being undertaken with regards to journey trips, journey patterns and other factors as this was complex area and undertook to report back to this committee in due course. Resolved that the report be approved for submission to the WMCA Board on 17 February 2017 subject to the report being updated to reflect the comments made by the Transport Delivery Committee. 78/17 Solihull Statutory Quality Bus Partnership The committee considered a report of the Director of Transport Services that sought approval for the start of the formal consultation on the Solihull Centre Statutory Quality Bus Partnership (SQPS). The Lead Member for Putting Passengers First, Councillor Hartley reported that she was pleased to see the proposed Solihull scheme which follows the creation of the SQPS for Birmingham City Centre in July

7 The Network Development and Delivery Manager reported that the proposed SQPS scheme for Solihull would be similar to the Birmingham scheme which would provide improved bus facilities and shelters, set standards for bus operators, introduce a slot booking system and set bus engine emissions standards. Councillor Richards reported that he was very pleased to support the report s recommendation and that introduction of the scheme follows the improvements made as part of Solihull Gateway and Lode Lane schemes. Councillor Linnecor reported that he concurred with Councillor Richards although he considered that the consultation on the Solihull SQPS could be undertaken later in the year due the work being undertaken in Lode Lane. Resolved that approval be given for the start of the formal consultation on the Solihull Town Centre Statutory Quality Bus Partnership. 79/16 TfWM Infrastructure Report The committee considered a report of the Director of Transport Services that provided an update with regards to the operation and enhancement of TfWM Customer Infrastructure which included bus stations, interchanges, travel centres, safety and security, real time information, Swift collectors, shelters, stops and park and ride enhancements. With regards to real time information, Councillor Lal reported there were instances of the real time information displays being switched off at bus stations and not working properly (erratic displays) at bus stops in Perry Barr noting the need for information to be provided to the travelling public. The Transport Operations Manager (Customer Facilities) advised that TfWM was always reviewing information and was keen to improve the reliability of real time information and that he could look into the matter if details were provided. In relation to an enquiry from Councillor Warren with regards to the current position for coaches using the St. Georges Metro stop in Wolverhampton, the Director of Transport Services explained that whilst this was not TfWM s scheme, TfWM was in dialogue with the city council regarding coach movements in the city centre and how this facility could be utilised given the constraints of the single vehicle access into and out of the location. In relation to an enquiry from Councillor Stanley regarding whether the Metro extension at Merry Hill would go into the bus station, the Network Development and Delivery Manager reported that a working group has been established and the Metro Alliance was giving consideration to the integration of Metro including modelling how the Metro would fit into the bus station scheme. With regards to an enquiry from Councillor Huxtable as to whether Merry Hill would be future proofed for the Metro/tram-train route to Stourbridge in the short, medium or long-term delivery plans for Metro, the Managing Director 58

8 advised that the route was not included in the short-term Metro delivery programme but was part of the Metro Alliance s long-term future plans and would be future proofed. Resolved that the contents of the report be noted. 80/16 Swift Programme Update The committee considered a report of the Managing Director that provided an update on the progress of Swift. The report provided an update on Swift journeys, sales and modes, how the scheme compared to smart ticketing schemes within the other large urban regions and the next phases for Swift which included child ticketing and rail ticketing. The Swift Development Manager reported that Swift journeys are continuing to increase and almost 100 million journeys were processed by Swift systems if concessionary smart journeys are included. It was noted that compared to smart ticketing schemes in other large urban areas, Swift has the greatest range of functionality and more than twice as many journeys as the next largest scheme. Councillor Welsh considered that Swift was a brilliant scheme and enquired whether the scheme could be utilised for West Midlands job seekers. The Swift Development Manager reported that Swift technology has the capability to allow for a single use product that would enable job seekers to travel for an interview and could also be valid for set periods of time such as mornings. The Managing Director added that work was also being undertaken with local authorities to look at utilising Swift to purchase car hire, bicycle hire and car parking so that Swift was more than a single product. Councillor Stanley considered that TfWM should be selling Swift cards at council buildings and promoting Swift with local authority staff to encourage use in the districts. He also noted instances of some readers on buses not recognising swift cards. The Swift Development Manager in reply reported that TfWM was working with district colleagues to promote Swift but accepted more could be done. With regards to readers on buses not accepting smartcards, the Swift Development Manager advised that smart card technology was very new when Swift was first introduced but technology has since vastly improved and this led National Express to transfer its direct debit customers from paper tickets to Swift cards. Resolved that the report be noted. 59

9 81/16 WMCA Update Transport Reports The committee considered three transport reports that had been approved by the West Midlands Combined Authority (WMCA) Board at its meeting on 20 January. The Corporate Services Director reminded members that WMCA Board reports were submitted to this committee for information only although any comments could be fed back to report authors. Councillors Huxtable, Richards and Welsh questioned the value of receiving WMCA Board reports after the WMCA Board had already considered them. The Managing Director explained that the current process works for some reports highlighting the Bus Alliance Board report that was today considered by this committee in advance of the WMCA Board on 17 February. The Managing Director also advised that draft WMCA Board reports are circulated to the Chair, Vice-Chair and Opposition Group Leader to provide them with the opportunity to comment on the reports in advance of the WMCA Board meeting. The Vice-Chair explained that the Levy report was an example of a report that needed to be agreed by Leaders and could not be shared in advance with TDC members but he considered the timing of these meetings should be examined. Councillor Huxtable proposed that Transport Delivery Committee meetings could be held one week later than the current schedule which would allow the committee to consider WMCA Board reports that have been published and before the WMCA Board has met. In relation to the Chair s enquiry as to whether Transport Delivery Committee meetings could be re-scheduled so that the committee considers published reports in advance of the WMCA Board meetings, the Corporate Services Director reported that committee meetings could not be re-scheduled this year but he could look at this for the new municipal year. The Managing Director outlined the first report, Contactless Ticketing and Fare Capping that set out the work being undertaken with PA Consulting to develop contactless payment and best value capping across all modes in the West Midlands. In relation to an enquiry from Councillor Horton regarding the security of contactless payments following a recent television programme that focused on the issue, the Swift Development Manager reported that security would be examined as part of the contactless work but considered the risk should fall on the bank or operator and acknowledged that security was an important part of people s acceptance of the contactless payment method. In relation to the second report, Strategic Cycle Network, the Managing Director reported that the report was submitted to the WMCA Board as this was a key component of the Authority s Strategic Transport Plan. 60

10 With regards to the third report, Transport Levy, the Corporate Services Director reported that the WMCA Board had agreed the report recommendations that were consistent with the previously agreed 3 year settlement and explained how the levy recommendations would impact on Birmingham s finances following an enquiry from Councillor Alden on the matter. Resolved that the transport reports submitted to the WMCA Board on 20 January 2017 be noted. 82/16 Forward Plan The committee considered a report of agenda items to be submitted to future meetings. With regards to reports on the forward plan relating to Metro, the Managing Director advised that the issue of future proofing would be included in the reports. Resolved that the report be noted 83/16 Any Other Business (a) Department for Transport Access Fund Outcome The committee considered a briefing note from the Lead Member for Safe and Sustainable Travel on the outcome of the September 2017 submission by the West Midlands Combined Authority to the Department for Transport s Access Fund. Councillor Rowley, Lead Member for Safe and Sustainable Travel, reported that she was very disappointed to learn that the WMCA s bid had not been successful and had not been awarded funding. It was noted that initial feedback from the DfT indicated that whilst the bid was of high quality with a strong strategic case, demonstrated high value for money and included a well worked up project plan, the Access Fund was highly competitive and oversubscribed with less than half of the applicants receiving funding from a limited pot of money. Councillor Rowley added that this was a very sad day for sustainable travel that had implications for TfWM s plan and work streams which included business, education, employment, cycling and WorkWise and the staff working in these areas. 61

11 Councillor Hartley highlighted that WorkWise, a 14 year old scheme, was under threat and there was need to find a way of funding this successful and acclaimed scheme. The Managing Director reported that a wholescale review was being undertaken with regards to the work undertaken on all modes and how young people are supported. In relation to WorkWise, the Managing Director added that TfWM would be meeting with operators and partners on how they could take forward the scheme in the future. It was noted that a detailed report would be submit to the March meeting of this committee outlining the transition plans for the Smart Network, Smarter Choices Programme. Resolved that the outcome of the WMCA s bid to the Department for Transport s Access Fund be noted and a further report be submitted in March CHAIRMAN 62

12 Agenda Item No.7 Transport Delivery Committee Date 6 March 2017 Report title Financial Monitoring Report Month Ending 31 January 2017 Accountable Director Accountable employee(s) Report to be/has been considered by James Aspinall, Corporate Services Director Tel jamesaspinall@centro.org.uk Linda Horne, Head of Finance Tel lindahorne@centro.org.uk Cllr Davis (Lead Member- Finance and Performance Monitoring) Recommendation(s) for action or decision: The Transport Delivery Committee is recommended to: 1. Note the favourable year to date variance against the revenue budget of 0.516m and the favourable movement of 0.155m in the full year position. 2. Note the favourable year to date variance against the capital budget of 6.529m and the favourable full year position of 4.499m. Page 1 of 11

13 1.0 Purpose 1.1 This report sets out the financial position as at 31st January The content relates to the financial position of the Combined Authority s Transport Delivery Revenue and Capital Budgets. The report consists of the following Sections: Section A Section B Section C Summary Revenue Budget Summary Capital Budget Treasury Management Indicators SECTION A 2. Summary Revenue Position 2.1 As at the end of 31st January 2017 there is a net favourable variance against budget of 0.516m. This consists of savings of 1.115m against the Concessions budget as a result of a more favourable agreement being reached with operators and lower patronage. There is also a backdated rates refund in relation to various bus stations 0.147m. Furthermore there are savings against Loan Interest within financing costs of 0.241m as a result of no borrowing taking place to date and there has been additional income received from the DFT in relation to Bromsgrove rail station 0.189m. There is an also a favourable variance within the Policy and Strategy department largely due to vacant posts 0.269m, offsetting this is an adverse variance on external advice budget due to additional strategy work relating to transport planning and e- network resilience. Offsetting this is an adverse variance relating to one-off costs of the Combined Authority restructure of its Transport arm totalling ( 0.489m). Additionally within bus stations and infrastructure there is an adverse variance of ( 0.689m) this is largely due to a new contract resulting in a reduction in advertising income of ( 0.525m) and increases in contractual prices and other upward pressures have led to adverse variances in the infrastructure budget (cleaning, waste management, maintenance and CCTV) of ( 0.155m). 2.2 There has been a favourable movement of 0.155m in the full year forecast position which shows a deficit of ( 0.782m), representing a saving of 0.157m in comparison with the original budget of ( 0.939m). Key forecast movements include further savings against concessions of 0.404m due to a reduction in patronage reduction and favourable rates with operators. Additionally bus services has an adverse movement of 0.298m, this is largely due to a further reduction in expected advertising income of 0.059m, and increases in infrastructure costs across a number of budgets totalling c 0.250m. Other minor movements make up the balance. Key full year variances from budget include savings against the Child 1.439m and ENCTS Concessions 0.280m budgets as a result of a more favourable agreement with operators. Additionally there is a favourable variance of 0.227m in relation to Bromsgrove rail station due to receiving greater income from the DFT than initially budgeted for and there are expected savings against the policy and strategy budget largely due to vacant posts 0.162m. Offsetting this is an adverse variance of ( 1.154m) against the bus stations and infrastructure budgets largely due to a reduction in advertising income and also upward pressures on the Page 2 of 11

14 Infrastructure budget (cleaning, waste management, maintenance and CCTV) where there has been an increase in contractual costs. Also there is an adverse variance of ( 0.176m) within Business Support costs which has largely occurred due to lower capitalisation of costs to projects compared to budget and increased recruitment costs. Passenger information also has an adverse variance of ( 0.176m) due to additional staff being required within the Customer Service s Team reflecting increased demand. Additionally an adverse variance has occurred in financing costs ( 0.220m) due to additional costs ( 0.489m) relating to the Combined Authority Transport restructure, offset by savings of 0.241m as a result of no borrowing taking place to date. 2.3 Revenue Support Grant (RSG) funding for Nation Bus Concessions In response to a question at a recent TDC member briefing session regarding how much RSG is provided for the ENTCS bus scheme. The methodology which identified a figure for redistributive calculations ceased being maintained by the Government several years ago and there have also been major cuts in government funding since then. Hence it is no longer possible to identify how much RSG is provided for any local government function, including national bus concessions. Page 3 of 11

15 OVERALL REVENUE BUDGET STATUS GREEN Actual '000 January 2017 Year to Date Full Year 2016/17 Budget '000 Variance '000 Forecast '000 Budget '000 Variance '000 INCOME Transport Levy 104, , , ,830 Total Income 104, , , ,830 EXPENDITURE Concessions National Bus Concession 44,580 44, ,352 53, Metro / Rail 3,511 3,511 4,213 4,213 () Child Concession 8,559 9, ,986 11,425 1,439 Passes and Permits (15) ,775 57,890 1,115 67,716 69,442 1,726 Bus Services Bus Stations / Infrastructure 3,077 2,388 (689) 4,085 2,931 (1,154) Subsidised Network 6,337 6,315 (22) 7,624 7,558 (66) Tendering / Monitoring Accessible Transport 6,304 6, ,567 7, ,449 15,832 (617) 20,221 19,043 (1,178) Rail Services Metro (108) 1, (129) Rail Enhancements Car Park and Ride (53) 1,152 1,059 (94) West Midlands Rail (38) (8) Bromsgrove Rail Station ,473 2,463 (9) 3,028 3,024 (4) Integration Safety and Security ,072 1,073 1 Passenger Information 4,412 4,365 (47) 5,386 5,209 (177) Sustainable Travel (57) (54) 3 (67) (65) 2 5,249 5,213 (35) 6,391 6,218 (174) Business Support Costs 2,684 2, ,449 3,273 (176) Policy and Strategy and Elected Member Services 1,368 1, ,813 1, Finance Charges Finance Costs 13,531 13,292 (238) 16,141 15,922 (220) Deregulation Pension Costs 5,706 5, ,853 6, Transport Development 19,237 19,020 (217) 22,994 22,794 (200) Total Expenditure 104, , , , Net (208) (724) 516 (782) (939) 157 Page 4 of 11

16 Smart Network Smarter Choices Programme 3.3 Costs have been incurred year to date on the two 2015/16 programmes of 0.193m and 0.585m for Birmingham & Solihull and Black Country respectively in relation to commitments and continuing activity from the 2015/16 programme. This fully utilises the remaining funding from these two programmes. 3.4 Project spend to utilise the remaining contingency funding from the 2012/15 LSTF programme has been approved by Member Board for 10 projects (both TfWM and local Authority delivered). The total approved funding is 2.135m. 3.5 Activity on this programme commenced in June 2016 following the recent restructure and appointments process in the TfWM Sustainability team. This programme is under spent compared with the original budget by 0.794m for January year to date. The main reason for this underspend is the need to re-evaluate the programme of activity in 2016/17 in the light of the unsuccessful bid to DfT for 2016/17 transition funding and DfT s revised objectives for the Access Fund bid going forward (focus on job creation and cycling and walking measures specifically together with the requirement to demonstrate direct linkages to Local Growth Fund capital investment plans). 3.6 DfT announced the result of the Access Fund competition in early January and the TfWM bid was unsuccessful. Therefore the remaining underspend on contingency funding will now be used for closure and transition of LSTF activities during the remainder of 2016/17 and first half of 2017/ In respect of the Youth Employment Initiative, funding has now been confirmed by DWP for the overall programme and Centro s contract as a delivery partner has been approved. The confirmed funding for 2016/17 is 0.435m and activity commenced in June January YTD costs are 0.192m under budget due to delays in launching the ticketing offer pending approval of delivery partner processes and the current low level of referrals from YEI providers. Midlands Connect 3.8 The Midlands Connect Programme is a self-contained fully funded programme and therefore reported separately to the WMCA revenue budget in section 3. The Midlands Connect financial summary for the month ending January 2017 is as follows: Page 5 of 11

17 3.9 The year to date spend totals against a budget of 3.095m resulting in an over spend of 0.355m. The variance is mainly attributable to additional increase to Smart Connectivity activity totalling 0.257m, due to unbudgeted programme management costs and the additional support required in submitting the strategic outline business case, which is entirely met from additional grant from Smart Cities Partnership. The remaining variances relate to the Midlands Connect Hubs and Corridors work-stream ( 0.073m) due to the unbudgeted East West Connectivity works and strategy development ( 0.058m) due to the unbudgeted Luti modelling works which are both funded from the Midlands Connect Programme The latest full year forecast spend position for 2016/17 Midlands Connect Programme totals 4.308m against budget of 4.668m resulting in an underspend of 0.360m. The variance is mainly due to contingency allowances deferred to 2017/18 offset by unbudgeted Programme Management and Technical works associated with the delivery of Smart Connectivity which is fully funded by the 0.300m Smart Cities Partnership Grant The third forecast changes were made during January which has resulted in a revised favourable movement of 0.360m against budget, a favourable movement of 0.800m from previous forecast review. This is primarily due to the carry forward of grant allocations to 2017/18, 0.650m DfT Grant and 0.150m SCP Grant to provide continuation of the Midlands Connect Programme. SECTION B 4 Summary Position Capital Budget 4.1 The Strategic Economic Plan (SEP) programme contains schemes which feature in Local Enterprise Partnership SEPs and are, in most cases, funded either fully or partly through use of Local Growth Funding. Page 6 of 11

18 4.2 SEP Scheme Capital Expenditure at the end of November totalled 15.9m which reflects a variance against budget of 6.3m mostly due to revised delivery profile for Edgbaston and Wolverhampton Metro Extensions. The forecast for the year suggests an under-spend against budget of 4.6m mostly due to a deferral of activity and costs against the Edgbaston and Wolverhampton Metro schemes. 4.3 Within the Other Major Scheme programme, spend to the end of November totalled 8.6m against a year to date budget of 7.8m giving a variance of 0.8m, predominantly due to Birmingham City Centre Metro extension. The annual forecast shows an increase against budget of 2.3m. 4.4 The Minor Works Programme spend to the end of November totals 4.0m which is an underspend against budget of 1.0m with the full year forecast showing a decrease against budget of 0.6m. Page 7 of 11

19 Minor Schemes Programme JANUARY YEAR TO DATE FULL YEAR 2015 / 2016 TBT PROGRAMME ACTUAL 000 BUDGET 000 VARIANCE 000 FORECAST 000 BUDGET 000 VARIANCE 000 Shelter Appeals (20) 0 (20) (21) 0 (21) TBT Infrastructure (784) (951) 167 (865) (1,164) 299 TBT RTI (161) (167) 6 (165) (226) 61 I54 Stafford Road Corridor (20) 0 (20) Smart Ticketing (121) (179) 58 (202) (202) 0 Solihull Traffic Signal Technology (10) 10 TBT PROGRAMME TOTAL (1,106) (1,297) 191 (1,253) (1,602) 349 Cycle Facilities Provision (36) (112) 76 (62) (139) 77 Smart Ticketing (41) (41) 0 (41) (41) 0 Accessability / Interchange Improvements at Stations (63) 0 (63) (63) 0 (63) Park and Ride Expansions (3) 0 (3) (9) 0 (9) Park and Ride Improvements (116) (180) 64 (276) (200) (76) TRT PROGRAMME TOTAL (259) (333) 74 (451) (380) (71) Dorridge and Solihull CCTV (11) (9) (2) (11) (9) (2) CCTV PROGRAMME TOTAL (11) (9) (2) (11) (9) (2) Way Finding Infrastructure (51) (70) 19 (78) (100) 22 INFORMATION & MAPPING PROGRAMME TOTAL (51) (70) 19 (78) (100) 22 Asset Management System (43) (113) 70 (57) (148) 91 ICT Rolling Programme (52) (90) 38 (66) (90) 24 Replacement of Life Expired ICT (16) (35) 19 (17) (40) 23 SYSTEMS ARCHITECURE PROGRAMME TOTAL (111) (238) 127 (140) (278) 138 Asset Management (2) 0 (2) Walsall Cutting (621) (474) (147) (748) (533) (215) RTI Asset Replacement Life Expired Asset Replacement - Bus Shelters (2) (99) 97 (32) (148) 116 Life Expired Asset Replacement - Bus Stations (330) (368) 38 (416) (378) (38) Life Expired Asset Replacement - CCTV & RTI (250) (180) (70) (254) (282) 28 Life Expired Asset Replacement - Park & Ride (445) (622) 177 (559) (626) 67 ASSET MANAGEMENT PROGRAMME TOTAL (1,650) (1,743) 93 (2,009) (1,967) (42) Other Project Development (475) (562) 87 (569) (583) 14 Interchange / Bus Station Development (75) (166) 91 (73) (211) 138 Park And Ride Development (155) (231) 76 (178) (381) 203 PROJECT DEVELOPMENT PROGRAMME TOTAL (705) (959) 254 (820) (1,175) 355 Metro Op - Line 1 Enhancements (44) (250) 206 (176) (250) 74 Tram Communication Enhancements (36) (100) 64 (100) (100) 0 Metro 2030 (71) 0 (71) (159) 0 (159) METRO PROGRAMME TOTAL (151) (350) 199 (435) (350) (85) MINOR WORKS (4,044) (4,999) 955 (5,197) (5,861) The Minor Scheme Programme shows a variance of 0.955m year to date to the end of January which is mostly attributable to underspends against: TBT Infrastructure ( 0.167m) mostly due to slower than expected progression of the shelter improvement and the digital advertising panel roll-out programme due to initial issues encountered with ground conditions. Walsall Cutting ( 0.147m) mostly due to due to the receipt of compensation events for increases in scope relating to land clearance and additional drainage requirements. Life Expired Asset Replacement Park & Ride ( 0.177m) mostly due to the deferred delivery profile of re-surfacing work resulting in some sites being scheduled for works in 2017/18. Metro Operations Line One Enhancements ( 0.206m) mostly due to a contribution payable to National Express being re-profiled based on the latest estimated milestone projections. Page 8 of 11

20 4.6 The full year forecast variance against budget of 0.664m is mainly due to: TBT Infrastructure ( 0.299m) mostly due to slower than expected progression of the shelter improvement and the digital advertising panel roll-out programme due to initial issues encountered with ground conditions. Walsall Cutting ( 0.215m) due to the receipt of compensation events for increases in scope relating to land clearance and additional drainage requirements. Life Expired Asset Replacement Bus Shelters ( 0.116m) mostly due to the aligning of this programme with the TBT Infrastructure programme detailed above. Interchange / Bus Station Development ( 0.138m) mostly due to the development of Dudley Bus Station progressing slower than expected whilst land acquisition options are being evaluated. Park and Ride Development ( 0.203m) mostly due to the Park and Ride Development programme currently being on hold pending work on network resilience, which is expected to provide a prioritised list of sites to develop. As such 0.120m has been deferred into 2017/18. Metro 2030 ( 0.159m) due to future routes feasibility work. SEP Major Schemes Programme 4.7 Overall project expenditure on the SEP Major Scheme Programme to date is 15.9m which is 6.3m less than the budget to the end of January. The variance is mainly attributable to an under-spend of 3.2m against Metro Edgbaston Extension resulting from a deferral in the commencement of utility works whilst permissions are obtained from Birmingham City Council. In addition, Wolverhampton City Centre Metro extension is under-spent by 0.78m mostly due to deferred land acquisitions and Metro Centenary Square is under-spent by 0.652m also due to an extended period of time being required to conclude land and associated legal matters. 4.8 The district delivered Managing Short Trips programme is also behind schedule by 0.729m due to a revised implementation of Wolverhampton City Centre public realm Page 9 of 11

21 scheme and Highway works on the I54 -Bentley Bridge / Science Park Cycle Route being rescheduled from Quarter 2 to Quarter 3 and 4 in both cases. 4.9 The Longbridge Connectivity Package which is predominantly the delivery of a decked park and ride near the rail station is also behind schedule as WMCA work with partners to clarify the scope of the project and reduce the funding gap for the wider project The full year forecast against the SEP programme totals m which is 4.6m lower than budget and is due mostly to a deferral of activity and cost into 2017/18 against the three Metro schemes detailed above. Other Major Works 4.12 Spend against the Other Major Works Programme to the end of January totalled 8.6m resulting in a variance of 0.76m mostly relating to the BCCE Metro Extension due to additional post completion safety related works and the Balfour Civils contract. The full year variance of 0.684m reflects the estimated cost to completion of the BCCE scheme which is still being finalised with the contractor. Administered Scheme Programme 4.13 The individual elements within the Administered Scheme Programme, reflecting LTP Technical Development and Road Safety Partnership spend are in line with the year to date budget and annual budget as detailed above. Page 10 of 11

22 SECTION C 5.0 Summary Treasury Indicators Summary Treasury Indicators to ensure overall borrowings and investments are within the expected ranges are included below. There are no specific items of concern although worthy of note are the reduced finance charges due to no borrowing being undertaken in 2016/17 and an increase in the net revenue stream due to a full year of gain-share grant being received in August 2016 versus the expected pro-rata amount. Summary Prudential Indicators Measure Affordability Ratio of financing costs to net revenue stream: 2016/17 Treasury Management Strategy 2016/17 Forecast 000's (a) financing costs 14,814 14,183 (b) net revenue stream 152, ,330 Percentage 9.72% 8.79% Estimates of Capital Investment on Income (%) (1.20%) 1.71% Prudence Gross borrowing and the capital financing requirement: Gross Borrowing (excludes inhereted debt) 175, ,654 Capital Financing Requirement (Gross borrowing in year 2017/18 must not exceed year CFR in 2019/20) 196, ,154 Capital Expenditure, External Debt and Treasury Management Capital Expenditure 173, ,458 Operational boundary for external debt Operational boundary for borrowing 253, ,374 Authorised limit for external debt Authorised limit for borrowing 258, ,374 Interest rate exposures Upper limit on fixed rate exposures 100% 100% Upper limit on variable rate exposures 30% 0% Investments longer than 364 days Upper limit 8,000 0 Page 11 of 11

23 ] Agenda Item No. 8 Transport Delivery Committee Date 6 March 2017 Report title Accountable Chief Executive Accountable Employee Report has been considered by 2016/2017 TfWM Capital Programme Delivery Monitoring Report Laura Shoaf, Managing Director, TfWM laurashoaf@wmita.org.uk Sandeep Shingadia, Head of Programme Development, TfWM sandeepshingadia@centro.org.uk Councillor Phil Davis Recommendation(s) for action or decision: Transport Delivery Committee is requested to: 1. To note the achievements since 16 May 2016 meeting of the Finance, Delivery & Performance Monitoring Committee. 2. To note the progress of deliverables under the 2016/2017 Capital Programme, with respect to the baseline programme previously endorsed. 3. To note, where indicated, any slippages from the baseline programme and the proposed mitigation / action being undertaken. 4. To endorse the 2017/18 Capital Programme as set out in Section 5.

24 [PUBLIC] 1.0 Purpose 1.1 To provide this committee with a progress monitoring update on the approved TfWM led 2016 / 2017 programmes and projects. 1.2 The financial aspects of the TfWM Capital Programme are reported separately under the Financial Monitoring Reports to this committee. 2.0 Background 2.1 As part of the 2016/17 Business Planning Process, a capital investment programme was developed by ensuring a focus in the most effective areas. The main focus of the 2016/17 capital programme has been on business critical activity, with a focus in the area of Asset Management. 3.0 Progress of Deliverables 3.1 The report submitted to, and endorsed by, the March 2016 meeting of the Finance, Delivery and Performance Committee established the baseline of those deliverables to be achieved during the course of 2016/2017 against which progress will be reported. 3.2 Attached to this report (Appendix 1) is the detailed monitoring report for the 2016/2017 TfWM Capital Programme outlining these deliverables, indicating the baseline date (endorsed through the March report) with an indication of the current forecast date with a RAG indicator. 3.3 On an exception basis any variations to this baseline programme are explained below. 4.0 Variations to Programme 4.1 Listed below are explanatory notes with respect to any deliverable annotated with either an amber or red RAG status, this indicating movement from the baseline date for the deliverable. Those highlighted blue in the table have previously been reported to the Finance, Delivery & Performance Monitoring Committee and hence for clarity are not included within this summary: (4) Network Wide CCTV Infrastructure Upgrade & Help Points 2 year rolling programme of works. During 2016/17 scheme Sponsor left organisation and project stalled. Procurement exercise completed in Feb 2017 enabling delivery to commence in 2017/18. Contractor s programme indicated delivery by July 2017, therefore, completing within overall project duration. (5) Shelter Infrastructure This project was amalgamated with the digital panel rollout and the wider shelter configuration review bringing the benefits of the three projects under one programme in September 2016 Bus Shelter Modernisation Programme. As a result the scope of this project was redefined, 30 sites will be completed in 2016/17. (8) Walsall Cutting The Infilling works have been delayed due to weather during 2016 and Contractor s issues sourcing appropriate material.

25 [PUBLIC] (9) Dorridge and Solihull CCTV Feeds - Delays have been outside of TfWMs control due to identification of responsible Officer(s) within Chiltern and arranging of required site visits with them and their contractor. (10) New Street Totems departure of Project Manager led to delay in delivery timeframe. Close liaison with Network Rail (NR) has enabled scheme to progress into NR Landlord s Consent process. Expecting approval February 2017, contractor s delivery programme identifies installation by April BCC have been briefed of the delay to delivery. (11) Walsall Cutting and Stourbridge Junction Bridge Structural Improvements Walsall Cutting Structural works are linked to the infilling works and as such will commence June/July Delivery expected by March (12) Dudley Bus Station Development now known as Dudley Interchange Project. In year scope revisited by Sponsor. Project at feasibility stage March (16) Park & Ride Development - Tipton car park expansion project s planning permission expected March Whitlocks End car park expansion project requires further key stakeholder consultation and will be progressed in 2017/18. (17) Hagley Road Sprint - The final business case was submitted to GBSLEP in September The decision on business case approval from GBSLEP has been delayed and is currently pending. Land Acquisition is dependent on Final Business Case approval. However, Heads of Terrms have now been agreed with 2 of the 4 properties where land is required for Sprint. (18) A45 Sprint - Delayed due to additional modelling works as required by DfT guidance. (19, 22, 23 & 24) Metro Update - following the formation of the Alliance, the Metro projects schedules have been reviewed and re-baselined incorporating comments. An overall high level Programme schedule (MMA.IMS.REV4.2) based on the projects schedules has been developed, reviewed and signed-off by the Alliance Leadership Team (ALT). The MMA.IMS.REV4.2 schedule becomes the baseline and forms the benchmark against which the Programme (all projects ) performance will be measured. (21) Longbridge Connectivity Shelter Upgrades and Wayfinding signage was delayed due to Service Level Agreement requiring to be put in place with BCC. Delivery now expected in Summer (21) Longbridge Connectivity - Park & Ride expansion, scope was revisited by Sponsor and a headline decision to develop a larger capacity car park made. Funding opportunities are being explored. Fully defined scope to be confirmed Spring (26) ICT Rolling Programme IT Service Management. The current service desk software is out of date and no longer fit for purpose. This is hindering the ICT team making improvements with their processes. This project widens the scope from software replacement to a full review of the ICT service offered to our customers. This includes enhanced self-service/self-help, process workflows and automation of requests and problems that are logged.

26 [PUBLIC] This will deliver cost savings, increase customer satisfaction and smart working for employees and partners, whilst helping to deliver ISO accreditations for cyber security (27) TBT Birmingham City Centre Shelter Design Optimisation Glazed roof stabilisation - a variety of sizes of retaining bars are required to be fitted to the City Centre shelters. Works have begun in fitting them and are due to complete by March (30) Wolverhampton City Centre Shelters due to WCC proposed forthcoming changes in Wolverhampton City Centre sites where the shelters were proposed are most likely impacted by pedestrianisation. TfWM have negotiated new sites with WCC and they have committed to fund the highway aspect during 2017/18. (33) Park and Ride Delivery the prioritisation study has yet to conclude with a scheme(s) that is(are) ready to deliver /18 Capital Programme 5.1 The Integrated Transport Block (ITB) funding allocation for TfWM through the devolved transport grant is set out below: ITB Funding Allocations 2017/ s Integrated Transport Block 17,618 Joint Initiatives Top Slice 90 Local Authorities Allocation (75%) 13,146 TfWM Allocation (25%) 4, The annual TfWM ITB allocation for Minor works has decreased from in 2013/14 to 4.382m in 2017/18 following both reductions in the national allocation and the way in which local allocations are made. Given the significant constraints which remain on the ITB, the main focus of the 2017/18 business planning process has been on business critical activity, with a focus in the area of non-discretionary Asset Management. 5.3 The ITB allocation for 2017/18 is fully utilised on continuing current (2016/17) committed schemes and in attempting to manage the existing asset base with respect to replacement and or renewal of life expired/obsolete equipment, in order to endeavour to maintain a steady state of asset condition across the estate. 5.4 Given these financial restrictions and the existing scheme commitments, the ability to progress new or greenfield projects from the ITB allocation is severely constrained. As such, a number of new initiatives which were recently submitted into the Gateway process in the form of concept statements were not able to be allocated funding at this stage. These potential projects were assessed, scored and ranked using an internally developed model which reflects the DfT criteria on strategic, economic and management cases. 5.5 The Capital Programme in 2017/18 will be a one year transition period by bringing existing schemes to a conclusion and will allow TfWM to re-focus subsequent programmes towards supporting Asset Management, Network Resilience and Capacity Enhancement projects from April 2018, or sooner should funding become available.

27 [PUBLIC] 5.6 The 2017/18 programme summary is shown below with a detailed version contained within Appendix 2: TfWM Capital Programme Elements 2017/ s Asset Management 1,751 Mapping & Information 40 Metro 1,827 Strategic Economic Plan Schemes 350 Project Development 657 Systems Architecture 247 Transforming Bus Travel (TBT) 816 Transforming Rail Travel (TRT) 402 TOTAL 6,090 Brought Forward 199 New Funding 4,382 TOTAL GRANT 4,581 Over Programming 1, The above programme contains an allocation for Project Development of 0.657m which represents 15% of the TfWM ITB allocation in line with the commitment given to make an annual ring-fence towards developing 10 Year Delivery Plan schemes. 5.8 As in previous years, the proposed investment exceeds the available funding by around 33% to enable the consequences of programme slippage to be off-set by the element of over-programming assumed in the budget. The value of over-programming will be met from future year ITB allocations which have been confirmed by DfT. 5.9 The 2017/18 Capital Programme will be presented to WMCA Board as part of the wider Transport Plan for approval on 17th March Financial implications 6.1 The financial aspects of the TfWM 2016/17 Capital Programme are reported separately under the Financial Monitoring Report to this Committee. 6.2 In relation to the TfWM 2017/18 Capital Programme, there is no proposal to adjust the percentage allocations upon which the Integrated Transport Block is distributed across Local Authorities. Highway Maintenance block will be distributed in line with DfT instructions, Bus Subsidy Operators Grant will continue to remain with WMCA. 7.0 Legal implications 7.1 There are no direct legal implications arising from the recommendations set out in this report. However, legal will support as necessary any deliverables that may arise moving forward into 2017/ Equalities implications 8.1 There are no equality implications arising from the recommendations set out in this report. However, Anna Sirmoglou will support as project requires any deliverables within the 2016/17 capital programme.

28 [PUBLIC] 9.0 Schedule of background papers /2017 Centro Capital Programme Delivery Monitoring Report read at Finance, Delivery & Performance Monitoring Committee 16 May 2016 from Interim Head of Programme Management Glossary of Terms BCC = Birmingham City Council BCCI = Birmingham City Centre Interchange CA = Combined Authority CC = City Council CCTV = Closed Circuit Television DfT = Department for Transport HIL = Highway Improvement Line HOPS = Host Operator or Processing System HoT = Heads of Terms HS2 =High Speed 2 ICT = Information and Communications Technology IT = Information Technology ITB = Integrated Transport Block LED = Light Emitting Diode NR = Network Rail OBC = Outline Business Case OJEU =Official Journal of the European Union P & R = Park and Ride RTI = Real Time Information RAG = Red, Amber Green indicator TBT = Transforming Bus Travel TWA = Transport and Works Act WMBC = Walsall Metropolitan Borough Council WMCA = West Midlands Combined Authority 10.0 Appendices APPENDIX 1 Progress of Deliverables Against 2016/2017 Baseline Programme APPENDIX /18 Capital Programme

29 [PUBLIC] APPENDIX 1 PROGRESS OF DELIVERABLES AGAINST 2016/2017 BASELINE PROGRAMME Key to RAG Status Indicates slippage previously reported Indicate slippage contained with Capital Programme Year Indicates slippage where deliverable delayed beyond Capital Programme Year. Project Completed Ref Finance Project/Programme Key Deliverable(s) in 2016/17 No Code Asset Management Network Wide Park and Ride Resurfacing Programme Network Wide Bus Station Refurbishment Phase 1 Resurfacing at Stourbridge Junction (Brook Road), Whitlocks End (small car park) and Kings Norton. Change Control additional car parks at Berkswell, Blake Street and Coseley (Gough Road) included. Change Control to revise the delivery date for resurfacing works at Shirley car park, as a result of Network Rail s works impacting upon site availability. Replacement of component items at Bus Station as per a defined list; - Internal improvements to management area in Bilston - Carriageway improvements at Wolverhampton, Dudley, Stourbridge, Halesowen, Wednesbury & West Bromwich - Software upgrades to staff smartphones to improve customer information - Refurbishment to driver toilets at Dudley Baseline Date March 2017 Forecast Date Feb 2017 Completed June 2017 June 2017 March 2017 March 2017

30 [PUBLIC] Ref No Finance Code Project/Programme Key Deliverable(s) in 2016/17 Network Wide Park and Ride Upgrades (Cycle Facilities Height Restrictions) Network Wide CCTV Infrastructure Upgrade & Help Points Shelter Infrastructure (Replacement of Time Expired Stock) Network Wide Rail RTI Life Expired Replacements Coventry and Walsall Bus Station Safety Measures Replacement of component items at Bus Station as per a defined list, deferred to 2017/18; - Lighting Upgrades at Coventry Pool Meadow - Public Toilet Refurbishment in Wolverhampton Replacement life expired of components within the park and rides such as fencing, signage, cycle facilities, height barriers and bollards at: Yardley Wood, Tile Hill, Canley, Four Oaks, Blake Street, Sutton Coldfield, Northfield, Stourbridge, Lye, Rowley Regis, Smethwick Galton Bridge, The Hawthorns, Tame Bridge, Bescot, Dudley Port. Additional sites include Dorridge, Hampton, Marston Green, Selly Oak, Berkswell and Kings Norton car parks. The programme continues and is expected to complete on plan this financial year. Renewal of life expired and at risk CCTV infrastructure and associated cabling to renew cameras and help points across all sites. Delivery of approx. 50% of the overall programme Change of project scope Sept 2016, Bus Modernisation Programme, upgrade of 30 shelters Contribution to London Midland to replace life expired Centro funded RTI screens at railway stations within the West Midlands. Installation of automatic doors at Coventry and Walsall bus stations Baseline Date Forecast Date March 2017 March 2018 March 2017 March 2017 March 2017 March 2018 March 2017 March 2017 May 2016 Sept 2016 May 2016 Completed Oct 2016 Completed

31 [PUBLIC] Ref No Finance Code Walsall Cutting Project/Programme Key Deliverable(s) in 2016/17 Dorridge and Solihull CCTV Feeds New Street Station Totems Project Development Walsall Cutting and Stourbridge Junction Bridge Structural Improvements Dudley Bus Station Development (Dudley Interchange) Walsall Town Centre Interchange Feasibility Study SPRINT Development Schemes Baseline Date Contribution from WMBC to Drainage and Infill works Winter 2016 Forecast Date Summer 2016 Completed Infilling works followed by landscaping March 2017 May 2017 Connect CCTV at Dorridge and Solihull Stations into WMCA s Security Centre. Installation of a West Midlands Interconnect Transport and Wayfinding Information System in conjunction with Marketing Birmingham for New Street Gateway, Concourse Level (Phase 1) Pointing and general maintenance works to bridge structures at Stourbridge Junction. Works to Walsall Cutting bridge structures will be completed post completion of 6046 North Walsall Cutting infill project (Appendix item No 8). Feasibility study complete Development of scheme in liaison with Walsall Council and identification of Land acquisition. Dec 2016 Feb 2017 Oct 2016 April 2017 March 2016 March 2016 Completed March 2017 March 2018 March 2017 March 2017 March 2017 Autumn 2016 Project scope to be defined in liaison with Walsall Council March 2017 March 2017 Complete Outline Studies on all HS2 Sprint routes. Complete, and revised HS2 connectivity package approved by WMCA in Feb August 16 December 2016 Completed

32 [PUBLIC] Ref No Finance Code Project/Programme Key Deliverable(s) in 2016/17 Baseline Date Forecast Date Park and Ride Expansion Strategic Economic Plan Schemes Complete implementation plan for HS2 Sprint route development. Implementation plan (tranches) set out in Key Networks Board paper in February Development of a prioritised list of park and ride schemes (Whitlocks End and Tipton) up to planning approval stage October 16 March 2017 Sept 2016 March Hagley Road Sprint A45 Sprint Metro Wolverhampton City Centre Extension Birmingham City Centre One Station Receive Final Business Case approval. Pending sign off from GBSLEP. Pursuing Outline Business Case approval from WMCA for CA contributions. Complete land acquisition. Calthorpes (landowner) support scheme and use of Highway Improvement Line for Sprint. Currently pursuing HoTs with their leaseholders. Complete Outline Business Case for A45 (Birmingham to Airport) Sprint scheme TWA Order granted Contribution towards BCC Scheme to improve pedestrian links between New Street Station and Moor Street Aug 2016 July 2017 Oct 2016 July 2017 Nov 2016 July 2017 Summer 2016 Finalisation of general arrangement Dec 2015 Initial pedestrian modelling for future state Jan 2016 Appointment of contractor Late Feb 2016 August Completed April 2016 Completed Jan 2016 Completed TBC

33 [PUBLIC] Ref No Finance Code Project/Programme Key Deliverable(s) in 2016/ Longbridge Connectivity Metro Centenary Square Extension Metro Birmingham Eastside Extension Metro Edgbaston Extension Baseline Date Forecast Date Shelter upgrades and Way finding signage. March 2016 Summer-17 Park and Ride Expansion, scope to be confirmed Spring 2017 Spring 2017 Completion of Detailed Design Procurement of Main Contractor through OJEU to deliver in Alliance format Formation of Alliance to deliver Metro extensions. Summer 2015 Autumn 2015/16 Winter 2015/16 TWA Order granted Summer 16 March 2017 Completed June 2016 Completed June 2016 May 2016 Completed Utilities work Summer 16 June 2017 Full Business Case Environmental Statement TWA Order March 2016 May 2019 Sept 2016 Oct 2016 Completed Sept 2016 Completed Oct 2016 Submission of Business Case Sept 2016 March 2017 Commence Utility Diversions July 2016 Completed Jan 2017 Commence Detailed Design Sept 2016 Feb 2018 Acquire Land Required Aug-16 March 2017

34 [PUBLIC] Ref Finance Project/Programme Key Deliverable(s) in 2016/17 No Code Systems Architecture Baseline Date Forecast Date ICT Rolling Programme WMCA Asset Management System IT Infrastructure and System Upgrade Dec 2016 March 2017 Resource Booking System Completed IT Infrastructure and System Upgrade IT Service Management March 2017 March 2018 Implementation of a comprehensive Asset Management (AM) software system, integrated with existing WMCA IT infrastructure. Portfolio Inventory completed Mar-17 Jan 2017 Transforming Bus Travel TBT Birmingham City Centre Shelter Design Optimisation TBT Platinum Route RTI Equipment Upgrades TBT Highway Scheme 29 Development (Bus Reliability and Punctuality) Wolverhampton City Centre Shelters Transforming Rail Travel Installation of four new shelters on Moor Street to further improvements to the customer experience for users of BCCI by optimising the design solution of the shelter infrastructure to meet customer needs. Real time information developments to support enhanced information provision on Platinum routes. Upgrade of bus shelters and timetable cases on Platinum routes X51, 997, 934, 935 and 936. Contribution under the Bus Alliance to assist in the development of highway schemes to improve reliability of bus services and journey speeds. Upgraded shelter facilities in City Centre. Impacted by WCC pedestrianisation plans. Sept-16 March 2017 Sept-15 Spring-16 Completed March 2017 March 2017 March 2016 March 2018

35 [PUBLIC] Ref No Finance Code Project/Programme Key Deliverable(s) in 2016/17 Network Wide Park and Ride Lighting Enhancements Network Wide Rail Smart Ticketing 33 Park and Ride Delivery Bescot Stadium Park and Ride Improvements Replacement of life expired lanterns at remaining P&R sites to LED lighting as per defined programme list (2yr rolling programme) 19/25 site completed Remaining sites Baseline Date Mar-17 Forecast Date Mar 2017 Mar 2018 HOPS Interface from RSP to March 17 Sept-17 Sept-17 Allocation for the construction for the delivery of a park and ride site upon completion of the prioritisation process. Completion of safety and other minor improvements at Bescot Park and Ride Installation of RTI following planning permission Mar-17 Mar-16 Aug-16 Mar-18 Mar-16 Completed Aug-16 Completed

36 APPENDIX 2 TfWM ITB CAPITAL PROGRAMME 2017/18 Project Reference 2017/18 Capital Programme Network Wide P and R Resurfacing Programme 283,909 Network Wide Bus Station Refurbishment Phase 1 602,928 Network Wide Park and Ride Upgrades 143,447 North Walsall Cutting and Stourbridge Junction Structural Improvements 50,029 Network Wide CCTV Refresh and Installation (inc APNR) 607,422 Shelter Infrastructure (Replacement of Time Expired Stock) 36,000 Network Wide Rail RTI - Life Expired Replacements 26,856 ASSET MANAGEMENT TOTAL 1,750,591 Interconnect development 40,000 INFORMATION & MAPPING TOTAL 40,000 Metro Line One Upgrade 74,000 Bradley Lane Park and Ride 1,752,799 METRO MINOR WORKS TOTAL 1,826,799 Dudley Bus Station Development 122,369 Strategy Board Controlled Project Development 78,450 Network Wide Park and Ride Expansion Developments -Phase 2 220,000 10Yr Delivery Plan Development 236,256 PROJECT DEVELOPMENT TOTAL 657,075 Birmingham City Centre One Station 250,000 Metro Wolverhampton City Centre Extension 100,000 STRATEGIC ECONOMIC PLAN TOTAL 350,000 ICT Rolling Programme 100,000 WMCA Asset Management System 147,315 SYSTEMS ARCHITECTURE TOTAL 247,315 TBT Wolverhampton City Centre Shelters 41,838 TBT RTI Equipment Upgrades 507,215 TBT Highway Scheme Development (Bus reliability and punctuality) 60,000 Bus Shelter Modernisation Programme 107,413 Traffic Signal Technology, Solihull Contribution 50,000 Merry Hill RTI 50,000 TRANSFORMING BUS TRAVEL TOTAL 816,466 Network Wide P and R Lighting Enhancement 102,606 Park and Ride Delivery 299,282 TRANSFORMING RAIL TRAVEL TOTAL 401,888 ITB PROGRAMME TOTAL 6,090,134 1 Page 14 of 14

37 Agenda Item No. 9 Transport Delivery Committee Date 6 th March 2016 Report title Accountable Director Accountable Employee Report to be/has been considered by Metro Operations Business Report Phil Hewitt, Metro Programme Director philhewitt@centro.org.uk Tel Sophie Allison, Metro Operations Manager sophieallison@centro.org.uk Tel Councillor Roger Horton Lead Member Rail and Metro Recommendation(s) for action or decision: The Transport Delivery Committee is recommended to note the report: 1.0 Purpose 1.1 To report matters relating to the performance, operation and delivery of Metro services in the West Midlands. Page 1 of 8

38 [PUBLIC] This report includes: Section A 2.0 Section B 3.0 Section C 4.0 Section D 5.0 Section E 6.0 Section F 7.0 Section G 8.0 Operational Performance 2.1 Patronage 2.2 Weekend Patronage Growth 2.3 Punctuality 2.4 Reliability 2.5 Customer Service Representative Coverage Partnership Update 3.1 Bradley Lane Park and Ride update 3.2 Midland Metro and the Frankfurt Christmas Market 3.3 Midland Metro continues to support local events Tram Passenger Survey - Satisfaction Results 4.1 Passenger Tram Survey Operational Matters and Passengers Impacts 5.1 January 2017 Timetable Enhancements 5.2 Renaming of Snow Hill Tram Stop Operator Business Updates 6.1 January 2017 Fare Changes Future Planning and Delivery Implications 7.1 Bilston Road Rail Replacement Appendices n/a Page 2 of 8

39 Patronage [PUBLIC] 7 Section A Operational Performance. 2.1 Metro Patronage 2.1A Patronage on Midland Metro continues to grow since the opening of Grand Central tram stop on the 30th May Chart 1 shows the monthly patronage for Feb 2016 to January The average growth year to year is 28%. January 2017 saw a 23% increase in patronage compared to January This is extremely positive, considering that Metro was operating to Bull St in January 2016 and therefore some of the benefits from Birmingham City Centre extension had already been realised. Patronage growth remains in line with forecast by opening BCCE. Chart 1 700, , , , , , ,000 - Monthly Patronage February 2016 to January 2017 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan This Year Adjusted 470, 503, 522, 528, 582, 577, 558, 601, 633, 655, 599, 584, Last Year 321, 358, 366, 364, 377, 393, 373, 414, 427, 395, 402, 388, This Year 405, 434, 450, 455, 502, 497, 481, 518, 545, 565, 517, 503, 2.2 Weekend Patronage Growth 2.2A Chart 2 shows patronage on Midland Metro at weekends. Notably since opening to Grand Central in June, on average there has been a 41% increase in patronage on Saturdays and 30% on Sundays compared to the year prior. This is a clear indication that more passengers are now travelling on Midland Metro for leisure. Page 3 of 8

40 Patronage [PUBLIC] Chart 2 Weekend Patronage movement This Year (TY) vs Last Year (LY) 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 - May June Jul Aug Sep Oct Nov Dec Jan Sat LY 54,531 40,339 41,141 55,274 46,982 55,820 40,781 42,816 54,512 Sat TY 50,255 58,910 71,847 54,032 56,775 75,880 64,596 75,308 56,796 Sun LY 26,283 19,532 19,029 26,112 21,901 21,235 21,913 23,167 21,889 Sun TY 32,024 25,516 32,737 25,547 28,451 34,693 27,734 24,652 27,776 Sat LY Sat TY Sun LY Sun TY 2.3 Punctuality 2.3A This measure details how many journeys have been operated in accordance with the published timetable at the departure and termination points. Chart 3 shows monthly punctuality performance from February 2016 to January Please note that incidents which affected service and are outside of the operator s control have not been removed from the figures presented, thus the figures demonstrate the real passenger experience. 2.3B Both punctuality and kilometres covered against schedule (ref charts 3 and 4) were both impacted upon in January due to high levels of sickness of 11%, with 10 drivers reporting sick on a single day. This equated to a third of the drivers required to meet the timetable for that day. A lorry incursion on the grassed track area at Snow Hill estate also impacted service in January. Page 4 of 8

41 Percentage Percentaage [PUBLIC] Chart 3 Punctuality Performance February 2016 to January % 95.0% 90.0% 85.0% 80.0% 75.0% Feb-16 Mar-16 Apr-16 May- Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan Achieved 89.3% 91.9% 95.7% 94.9% 92.0% 90.0% 93.0% 93.0% 91.0% 85.0% 84.0% 87.0% Target 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 2.4 Reliability 2.4A This measure shows the percentage of kilometres operated against that expected according to the timetable. Chart 4 shows performance over the last 12 months. As per 2.3B performance in January was impacted by staff sickness and a lorry incursion at Snow Hill estate in January. Chart 4 Performance based on KM Travelled February 2016 to January % 95.0% 90.0% 85.0% 80.0% Feb-16 Mar- Apr-16 May- Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov- Dec-16 Jan Achieved 99.8% 99.7% 99.8% 99.7% 98.5% 96.3% 99.0% 98.9% 98.6% 98.2% 98.2% 96.5% Target 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% 98% Page 5 of 8

42 Percentage [PUBLIC] 2.5 CSR Coverage 2.5A National Express Midland Metro recently enhanced their recruitment process, adding psychometric and ability testing to ensure they are employing the most suitable recruits. Chart 5 shows the positive effect the changes have had on CSR coverage in December and January when many of these new staff members joined the roster. 2.5B Additional staff members are to join National Express Midland Metro in late February and Mid-April 2017, bolstering operational resilience. Chart 5 100% 98% CSR Coverage February 2016 to January % 94% 92% 90% Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16 Jan-17 Achieved 98% 99% 99% 99% 96% 97% 96% 96% 98% 98% 100% 100% Target 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Page 6 of 8

43 [PUBLIC] 3.0 Section B Metro Partnership Update 3.1 Bradley Lane Park and Ride 3.1A Following planning approval in November for a park and ride at Bradley Lane tram stop, detailed design work is underway. Preliminary works have already commenced with site clearance which started 7th February It is anticipated that a principle civils contractor will be appointed by August Mine stabilisation treatment works will be undertaken first, followed by the physical construction of the Park & Ride due to commence February Midland Metro and the Frankfurt Christmas Market 3.2A Midland Metro has always been well served by passengers wishing to enjoy Birmingham s Frankfurt Christmas Market. However, the 2016 festive season was the first time that tram services ran into the heart of the city whilst the market was in operation. 3.2B Public safety was a priority and Transport for West Midlands and National Express Midland Metro worked with organisers to ensure that tram services and the festive celebrations could both proceed without issue. 3.3 Midland Metro continues to support local events 3.3A Following great success in 2016, Midland Metro has again been chosen as Official Transport partner for the Colmore Food Festival, Jewellery Quarter Festival and Birmingham Weekender arts festival, giving customers a safe and sustainable transport route to these great city events. 4.0 Section C Passenger Tram Survey 4.1A The tram passenger survey (TPS) for Autumn 2016 is currently underway. Results will be available in Spring Section D - Operational Matters and Passenger Impacts 5.1 January 2017 Timetable Enhancements 5.1A On the 2 nd January 2017 enhancements were added to the Mon-Friday tram timetable. These enhancements were well received by Midland Metro customers. 5.2 Renaming of Snow Hill Tram Stop 5.2A On the 1 st January Snow Hill tram stop was renamed St Chads. The name Snow Hill was misleading passengers who anticipated that access from Snow Hill metro stop to the rail station was perhaps more seamless. Bull St tram stop which provides level access to Snow Hill and has an aesthetically attractive walking route, is now the primary metro stop promoted Page 7 of 8

44 [PUBLIC] as the interchange for Snow Hill. The renamed St Chads remains an alternative interchange with local signage. The change has been well received by passengers. 6.0 Section E - Operator Business Update, National Express Midland Metro 6.1 Fare Changes A On the 3 rd January 2017, Midland Metro introduced new fares. Some of the most popular fares, including 1 City Hop, group / family tickets and all off-peak fares remain frozen at 2016 prices. This was welcomed by customers. 7.0 Section F - Future Planning and Delivery Implications 7.1 Bilston Road Rail Replacement 7.1A Design work is underway for Bilston Road Rail replacement phase 2. This will see the replacement of street running track between The Royal and Priestfield trams stops. This is currently planned to commence Summer Page 8 of 8

45 This report is PUBLIC Agenda Item No. 10 Transport Delivery Committee Date 6 th March 2017 Report title Lead Member Accountable Director Accountable Employee Report to be/has been considered by Christmas period public transport services Councillor Kath Hartley Pete Bond Director of Transport Services petebond@centro.org.uk Guy Craddock, Alliance Delivery Specialist guycraddock@centro.org.uk Transport for West Midlands Board Recommendation(s) for action or decision: The Transport Delivery Board is recommended to: Approve the contents of the report and the suggested actions for Christmas 2017/8 1.0 Purpose 1.1 To inform Members of what happened with public transport provision over the Christmas 2016 period with a particular emphasis on Boxing Day. 2.0 Background 2.1 It is an aspiration of TfWM to work with the public transport operators to deliver a comprehensive and legible public transport network over the Christmas and New Year period. This is particularly so on Boxing Day which traditionally sees very limited rail provision and therefore provides an opportunity for bus and metro services to support peoples travel demands. Page 1 of 7

46 [PUBLIC] 2.2 Boxing Day is an increasingly busy shopping day so buses are important for shoppers and employees to move around the region In order to make the network legible and consistent we have worked closely with the commercial operators (predominately National Express) to provide a Sunday network across the region. Up to 2016 we have seen year on year growth on the number of people traveling on Boxing Day. 3.0 Christmas and New Year Public Transport 2016/7 3.1 Christmas Day fell on a Sunday which meant that Tuesday 27 th December as well as the 26 th December were public holidays. The additional bank holiday influenced travel demand over the holiday period and indications are that passengers spread their travel over more days. For the first time, due to the extra public holiday, we saw a decrease in bus usage on the 26 th December when compared with other years. 3.2 The remainder of the report considers the three key public transport modes in more detail. 4.0 Midland Metro Services 4.1 With the start of the annual Birmingham city centre Frankfurt Christmas Market (FCM) Midland Metro introduced an enhanced Sunday service giving a 12 minute daytime and 15 minute evening frequency. For the Christmas period this enhanced timetable was operated on Boxing Day, New Year s Day as well as the Bank Holidays on 27th December and 2nd January. 4.2 Significantly this was the first year Midland Metro had operated on street via Corporation Street to Birmingham New Street station over a Christmas period. Each year over the Christmas period there are a significant number of extra visitors to Birmingham city centre and the Frankfurt Christmas Market (FCM). To ensure the safe operation of the tram during this period pedestrian management was introduced at the Stephenson Place / Stephenson Street junction in Birmingham city centre. This was funded in a partnership between WMCA the metro operator, the Christmas market operator together with Birmingham City Council. 4.3 The use of the marshals at Stephenson Place / Stephenson Street junction proved to have a positive effect on city centre tram operation with the lowest number of reported passenger/pedestrian incidents since the tram services started operating in this area. 4.4 The Birmingham City Centre Extension that became operational to Grand Central on 30th May 2016 has seen an increase to patronage figures for weekdays 28%, Saturdays 42% & Sundays 30%. There has also been an introduction in 2016 of a short hop fare of 1 that covers Grand Central to Jewellery Quarter, which has been proving popular, as well as the use of contactless payment. 4.5 Also during the Christmas period the Snow Hill tram stop was renamed to St Chads from Sunday 1st January 2017, with all the signage, timetables and branding was amended to reflect the change over the Christmas period. 5.0 Bus Services 5.1 The bus operators introduced revised timetables during the Christmas period. However in the run up to the festive period WMCA conducted a survey amongst key West Midland employers Page 2 of 7

47 [PUBLIC] to gauge their plans for when their business would be operating over the Christmas period. We then worked with the bus operators to set their service levels to match potential demand. This survey work appears to have been successful as we avoided the significant complaints about revised bus frequencies over the festive period we had in the previous year. 5.2 On Boxing Day National Express operated an extensive network of commercial bus services on the main corridors to Sunday daytime timetables with evening services on key main road services until Whilst the majority of services operated without any West Midlands Combined Authority (WMCA) subsidy, WMCA did provide financial support for a number of routes operating on Boxing Day that were run by Diamond Bus, Arriva and National Express. 5.3 As well as National Express West Midlands providing an extensive network of commercial bus services, for the first time Diamond Bus provided the 002 from Weoley Castle to Merry Hill Shopping Centre and Johnson s Buses provided their X20 service between Birmingham and Stratford upon Avon. Linked to network of Boxing Day bus services in Worcester First once again provided their 144 service between Worcester and Birmingham. The latter three routes were operated without any subsidy from WMCA. It was well over 30 years since the X20 had operated on Boxing Day and working with Warwickshire County Council and the operator we managed to get some local media coverage that did result in better than expected usage of the route on this day. 5.4 For the remainder of the Christmas period a Sunday service was operated on Tuesday 27th December and the 2nd January as these were Bank Holidays. In the days between a Saturday level of bus services were provided. A number of Monday to Friday only services operated their normal timetables to ensure the communities served were not left without a bus service over the Christmas period. 5.5 On New Year s Day bus services operated largely to similar levels as Boxing Day. Within the wider west midlands area in the neighbouring shire counties it has become custom and practise that no bus services at all operate on New Year s in these areas. From a WMCA prospective New Year s Day has always by far the poorest bus usage of any of the bank holidays. 5.6 The levels of bus service provision over the Christmas period in Coventry were once again not as good as some other areas. To avoid this potentially happening again this year TfWM intend working with Coventry Council and the bus operators to find solutions. 6.0 Rail Services 6.1 As has become the norm once again there were no train services on either Christmas Day or Boxing Day in this area. It is recognised nationally that railway infrastructure has to be maintained to ensure that trains run reliably and safely. Network Rail and train operators prefer these works to be carried out over Christmas and Boxing Bay as it inconveniences fewer passengers. The good news over the remainder of the Christmas period on the West Midland local rail services there was no engineering work which is the first time for many years. However this was not the case in other such as in the Cardiff and Manchester areas where there were major infrastructure works that affect their local rail services as well as longer distance services including ones from the West Midlands Page 3 of 7

48 [PUBLIC] 6.2 On the remainder of the week between Christmas and New Year local rail services operated largely a modified weekday service with latter start times though special reduce frequency timetables operated on some London Midland services including the Cross City Line that serve Birmingham New Street. On some longer distance services including both Virgin and Chiltern Railways routes to London were affected by engineering works. 6.3 Unlike Boxing Day the rail services operated largely a Sunday level of service on New Year s Day. On Bank Holiday Monday 3rd January most local rail services operated special bank holiday timetables. 6.4 London Midland s Rail Franchise agreement allows them to seek derogation from the Department for Transport to specifically reduce service frequency and last train times over the Christmas period and London Midland have sought and achieved approval for these changes for last three years. Table 1 shows the derogated service that was operated over Christmas and New Year 2016/17 for reference. 6.5 TfWM expressed concerns regarding the proposal to provide a reduced but even level of services throughout the day until 1900 on Christmas Eve. As Christmas Eve fell on a Saturday and based on the evidence of the counts undertaken last year, we agreed to support this approach. Additionally London Midland wished to make some reductions in service from Boxing Day to New Year s Eve which TfWM broadly supported but sought greater assurance of London Midland s plans to strengthen the reduced service levels to six carriages. 6.6 London Midland have yet to provide us with actual passenger loadings, however their initial feedback indicates that there were no overcrowding problems experienced on routes with reduced services. However on the Birmingham to Hereford line where frequencies were not reduced there were high than expected loadings. Performance on all the West Midlands routes in December/January 2016/17, as shown in Table 2 and were generally better than the previous year. 6.7 London Midland have involved TfWM in the review of the 2016/17 Christmas and New Year timetable changes and will include TfWM in discussions for 2017/18 timetable changes in a timely fashion. However the 2017/18 timetable change occurs after the end of the current London Midland rail franchise and already major engineering works are planned in this region for Christmas 2017 period. 6.8 It would therefore appear that the rail services operated over Christmas 2016/17 met passenger demand in both a timely and reliable fashion. Page 4 of 7

49 [PUBLIC] Table 1: Christmas 2016 arrangements for the West Midlands travel to work area Wolverhampton Birmingham Rugeley Walsall Birmingham Birmingham Liverpool Cross City Shrewsbury Birmingham Saturday 24 December Special timetable (hourly service) with early closedown after 2200 Special timetable hourly Rugeley Walsall Birmingham plus hourly Walsall Birmingham with early close-down after 2200 Special timetable (hourly service) with early closedown after 2200 Special timetable (3 trains per hour) with early closedown after 2200 Normal Saturday service with early closedown (last train in either direction does not run) Tuesday 27 December (Bank Holiday) Normal weekday service but with a later start-up Special timetable hourly Rugeley Walsall Birmingham plus 2 trains per hour Walsall Birmingham with later start-up Special timetable (hourly service) Special timetable (3 trains per hour) Special timetable (hourly service) 28 to 30 December Normal weekday service Special timetable hourly Rugeley Walsall Birmingham plus 2 trains per hour Walsall Birmingham Special timetable (hourly service) Special timetable (3 trains per hour) Special timetable (hourly service) Saturday 31 December Normal Saturday service Special timetable (hourly Rugeley Walsall Birmingham plus 2 trains per hour Walsall Birmingham Special timetable (hourly service) Special timetable (3 trains per hour) Normal Saturday service Sunday 1 January Normal Sunday service Normal Sunday service Normal Sunday service Normal Sunday service No service Monday 2 January (Bank Holiday) Normal weekday service Special timetable hourly Rugeley Walsall Birmingham plus 2 trains per hour Walsall Birmingham Special timetable (hourly service) Special timetable (3 trains per hour) Special timetable (hourly service) Page 5 of 7

50 [PUBLIC] Birmingham Worcester Hereford Snow Hill Lines Stourbridge Town Branch Saturday 24 December Normal Saturday service with early closedown after 2200 Normal Saturday service with early closedown after 2200 Normal Saturday service with last 3 round trips cancelled off Tuesday 27 December (Bank Holiday) Special timetable (hourly service) Normal weekday service with later startup Normal weekday service 28 to 30 December Special timetable (hourly service) Normal weekday service Normal weekday service Saturday 31 December Normal Saturday service Normal Saturday service Normal Saturday service Sunday 1 January Normal Sunday service Normal Sunday service Normal Sunday service with extra early and late trains Monday 2 January (Bank Holiday) Special timetable (hourly service) Normal weekday service Normal weekday service Table 2 : West Midlands rail line punctuality figures for December/January 2015/16 compared with December/January 2016/17 Line of Route All Day Punctuality December/January 2015/16 December/January 2016/17 Cross City line 85.1% 85.0% Birmingham - Wolverhampton 89.5% 92.0% Birmingham Walsall - Rugeley 90.6% 93.9% Hereford - Birmingham 86.8% 88.2% Birmingham - Shrewsbury 88.2% 94.4% Snow Hill Lines 89.1% 91.9% Stourbridge Branch 99.8% 99.6% Coventry - Nuneaton 97.9% 97.9% 7.0 Challenges for Christmas period Public Transport services this year. 7.1 With rail and metro services these are provided under either a franchised or concession basis so levels of service are likely to be similar to that was provided over the last Christmas period. The new minimum service levels for the West Midlands Rail Franchise this autumn do not require any service on Boxing Day. 7.2 With the bus services these are largely provided by commercial bus operators and so the commercial market very much set, the service levels over the Christmas period with some input from WMCA. 7.3 When comparing usage for Boxing Day 2016 we saw a 9% decline in usage when compared with the previous year. Some of this reduction can be attributed to the day of the week Boxing Day fell and the fact that the following day the 27 th December was also a Bank Holiday giving users more choice of when to travel rather than concentrating their travel on the 26th. Page 6 of 7

51 [PUBLIC] 7.4 For the 2017 Christmas period we will retain the aspiration to deliver as comprehensive and legible network as possible. For Boxing Day we will be looking to again deliver as close as possible a Sunday service across the region. Negotiations with operators will commence early in the 2017 / 2018 Financial Year to ensure that we get the best network possible from the available level of subsidy and commercial investment. 8.0 Publicising the Christmas Period Services 8.1 As in previous years WMCA produced a booklet on Christmas public transport across all modes. This was available in travel shops and other information outlets. As usual getting all of the information for the booklet proved time consuming though the information was available much earlier in December than previous years. All of the information on Christmas services was available of specific web pages and social media and is seen as a cost effective way of informing users. 9.0 Planned action for As always getting agreement on bus service levels over the Christmas period proves difficult when dealing with many bus operators. With the pressures on the budget available for Boxing Day bus services this year the intention is to start the process of agreeing service levels much earlier with bus operators which will if necessary give more opportunity to communicate any significant changes in provision Legal Comments 10.1 There are no legal issues directly arising from the contents of this report Financial Comments 11.1 There are no direct financial implications arising from the recommendations within this report. Page 7 of 7

52 Agenda Item No. 12 Transport Delivery Committee Date 6 March 2017 Report title Cabinet Member Portfolio Lead Accountable Chief Executive Accountable Employee Report to be/has been considered by 2017/18 Transport Annual Plan Councillor Roger Lawrence, Transport Portfolio Lead Keith Ireland, Managing Director, City of Wolverhampton Council keith.ireland@wolverhampton.gov.uk Tel: Laura Shoaf Managing Director, Transport for West Midlands laurashoaf@wmita.org.uk Tel: James Aspinall Corporate Services Director, West Midlands Combined Authority jamesaspinall@centro.org.uk Tel: TDC Chair, TDC Vice-Chair and Lead Members Recommendation(s) for action or decision: The Transport Delivery Committee is recommended to: 1. Comment on and endorse the draft 2017/18 Transport Annual Plan for onward approval by the Combined Authority on 17 March. 2. Approve delegation of any minor amendments of this plan to Tfwm Managing Director onroute to the Combined Authority Board as the statutory approval body. Page 1 of 2

53 [PUBLIC] 1.0 Purpose 1.1 To review and endorse the draft 2017/18 Transport Annual Plan which sets out the delivery of those objectives contained within the West Midlands Strategic Transport Plan. 2.0 Background 2.1 The draft 2017/18 Transport Annual Plan for Transport for the West Midlands as part of the Combined Authority is attached as an appendix to this report and outlines the importance of the day-to-day delivery of the strategic objectives contained within the Combined Authority s Strategic Transport Plan. 2.2 The plan outlines our transport objectives that enable people to meet their daily employment, leisure, education and shopping needs details the day-to-day responsibilities across the bus, rail and Metro networks for the delivery of these objectives. 2.3 This Committee is asked to comment on the draft outline plan ahead of its formal approval by the WMCA Main Board on 17 March The final approved document will be launched at the start of April as the Authority s Transport plan for delivery during the 2017/18 financial year. 2.5 The plan and the Authority s objectives will be monitored throughout the year and be adaptable to the changing environment and flexible to changing and developing priorities. 3.0 Financial implications 3.1 The Integrated Transport Plan includes the final approved annual Transport budgets for the Combined Authority within which the plan objectives have been developed. 4.0 Legal implications 4.1 There are no direct legal implications 5.0 Equalities implications 5.1 There are no direct implications 6.0 Appendices Draft Annual Plan. 1 Page 2 of 2

54 TRANSPORT PLAN 2017/18 1

55 Foreword The establishment of the West Midlands Combined Authority (WMCA) in June 2016 saw the organisation responsible for the delivery of services - particularly transport - and the political framework of the region change dramatically. The WMCA consists of the seven existing Metropolitan councils, as well as six adjoining local authorities and three Local Enterprise Partnerships (LEPs) working together to move powers from Whitehall to the West Midlands. As the WMCA, individual councils still provide services as usual, although by joining together we have a united voice and the resources to work together to influence the major decisionmakers on important issues affecting our region. The drive for devolution and self-determination is key to the future of the West Midlands, informing our strategic direction, especially with the powers and financial responsibilities due to be conferred on the new Metropolitan Mayor in 2017 and unlocking the game-changing capacity benefits and employment opportunities that High Speed 2 will bring. Integrated transport is crucial to addressing congestion and creating a dynamic, prosperous and connected region. In 2017/18, Transport for West Midlands (TfWM), the transport arm of the WMCA, will capitalise on the great strides and successes it has already made in a short space of time, and deliver future developments saw the extension of the Midland Metro in Birmingham City Centre, the opening of Grand Central, part of the iconic New Street Station redevelopment and the construction of three new rail stations in Bromsgrove, Coventry and Nuneaton. The innovative West Midlands Bus Alliance was also created. The first of its kind in the UK, it brings together bus operators, councils, and other partners to work together to drive up standards in vehicles, performance and pollution levels, with all partners committed to improving facilities for passengers. Passenger satisfaction rates reached unprecedented levels, helping make using public transport in the West Midlands safer than ever with crime down 70% in the last eight years. Harnessing the latest ticketing technology saw the Swift smartcard rolled out across the bus, rail and Metro network. This forward-thinking approach has also seen TfWM recognised nationally and internationally through a series of high-level awards conferred by industry peers, including being named City-Region Transport Authority of the Year, showing that we are definitely moving in the right direction. It is imperative that we continue this excellent start and deliver a 21st Century solution to very real and pressing issues such as congestion, air quality and capacity. Our strategic aims and objectives going forward are set out in this plan as we strive to deliver a public transport network that the West Midlands deserves. Councillor Roger Lawrence Portfolio Lead for Transport 2

56 Strategic Transport in the West Midlands The West Midlands is an ambitious region, strategically located in the heart of the UK and one that deserves a Best in Class transport network. There is a collective desire from all partners and stakeholders to deliver a vision for transport that will bring economic rewards through the Midlands Engine for Growth and social benefits, including a better quality of life allied to improved health and cleaner air. These are ambitious, yet ultimately achievable goals from a transport system working towards an economically dynamic and environmentally sustainable conurbation. The WMCA and TfWM adopted the West Midlands Strategic Transport Plan Movement for Growth when it was formed in June In line with this, the WMCA has an agreed Devolution Deal with the Government. This is strongly based on making the most of the opportunities High Speed Rail Two (HS2) provides for the West Midlands. There are ambitious targets for new jobs and wealth creation (GVA) which are set out in the approved Strategic Economic Plan. Equipping people with skills and then getting a skilled workforce to jobs across the West Midlands are important challenges for our transport system. In May 2017, a Metropolitan Mayor will be elected for the first three-year term of office as Head of the Combined Authority. The joint West-East Midlands inter-regional Midlands Connect transport strategy will also be published, and in October, a new rail franchise begins. This franchise, which runs up to 2026, has been positively shaped by West Midlands Rail : working with Government on the requirements of the franchise to meet the needs of the region. These are all important pieces of the jigsaw in the West Midlands, creating a transport system befitting the largest urban area outside London, in the world s sixth largest economy. Our transport system needs to serve existing demands better and handle further demand generated by growth and regeneration. Improvements across the system must be planned in such a way that network resilience is ensured whilst improvements are delivered. 3

57 Our overall strategy for this is increased public transport use, cycling and walking and using innovation to support these ambitions so that a smaller percentage of journeys in the West Midlands are made by car, especially single occupancy car trips at congested times. This is how economically thriving cities across the world flourish and prosper. Our transport strategy supports new jobs and homes being built and helps efforts to ensure cleaner air, lower carbon and a healthier, more active West Midlands. Our transport strategy supports new jobs and homes being built and helps efforts to ensure cleaner air, lower carbon and a healthier, more active West Midlands. In line with Movement for Growth, Transport for West Midlands (TfWM) is now working on a 10-year transport delivery plan with local authority partners, which will set out priority projects for delivery and development. This work will include plans and measures to ensure the resilience and operational stability of the transport network during a period of large scale infrastructure investment. TfWM is also developing a series of more detailed policies and strategies, for example, focusing on supporting freight. Areas for policy and strategy development include air quality and work to identify measures to support the young, socially excluded and vulnerable individuals. 4

58 Developing Schemes and Being HS2 Ready HS2 Connectivity Package The Midlands will be home to the first phase of the HS2 line and will benefit from an Interchange Station by Airport/NEC in Solihull and a terminus station at Curzon in Birmingham City Centre. These stations will be catalysts for growth both in their immediate localities and across the wider geography. The HS2 Growth Strategy sets out how the positive effect of HS2 will be felt across the region. The approach we are taking will ensure that HS2 creates an outstanding legacy in terms of regeneration, jobs, skills, economic development and connectivity for the Midlands. A key component of the 4.4bn HS2 Growth Strategy is the Connectivity Package. The Connectivity Package supports the Growth Strategy s vision to harness the unrivalled connectivity and investment of HS2 to unlock significant new sustainable growth and radically improve local connectivity for the whole region. This improved access will accelerate growth, improve access to jobs and promote the competitiveness of the region. The Connectivity Package has focused on four key strands: Connectivity to HS2 Stations: Providing excellent local and sub-regional connectivity from across the Midlands to HS2 stations in the area thus improving access to businesses and job opportunities An Integrated HS2: Ensuring the delivery of a fully integrated network between HS2 and the local and national transport networks to ensure that businesses in the wider area have excellent access to the HS2 network Midlands Connect: Maximising the capacity released by HS2 on the conventional rail network and optimising the Midlands local rail and road networks in preparation for, and post, HS2 International Connectivity: Aspiration to provide direct international services from the West Midlands to Paris, Brussels and beyond via a direct rail link between HS2 and the existing HS1 line to the Channel Tunnel and wider European High Speed Rail Network Enhancing Connectivity The two world class stations have had comprehensive master plans produced which demonstrate that by integrating two landmark stations into the fabric of the region we can unlock economic growth and development. Effectively connecting the two stations and their associated development zones to other transport hubs, local communities and the wider region will provide momentum for further transformation and radically improve access across the Midlands. Investing in local connectivity improvements to these stations will facilitate access to the HS2 hubs for workers, residents and businesses whilst also improving access to job opportunities by improving access to the right set of skills. 5

59 6

60 The provision of connectivity to both Curzon and Interchange stations is a fundamental part of realising the full economic benefits of HS2, ensuring that those needing to access the two stations, and the opportunities on offer by their associated developments, can do so within an acceptable journey time. There has been a substantial amount of technical work undertaken, ensuring that a robust and evidence based approach has been followed aimed at maximising the local benefits of HS2 to the West Midlands. With this in mind, the Connectivity Package aims to: Improve access for appropriately qualified labour to the stations and associated development zones Improve access to HS2 for key business sectors Improve access to opportunity for key regeneration areas such as East Birmingham, North Solihull and parts of the Black Country These interventions will ensure that the whole of the Midlands is connected to HS2 through local rail and rapid transit links, faster high capacity rail and road improvements. The Centenary Square, Edgbaston and Wolverhampton Interchange schemes are also a major part of the HS2 Connectivity Package and works in Wolverhampton have already begun. A detailed implementation plan was submitted to Government in the summer which sets out key milestones for developing the above schemes. It is noted that the schemes within the HS2 Connectivity Package are at different stages of development with some at very early stages of development and further feasibility and outline design is being undertaken to support business cases. Transport for West Midlands will continue to work with Local Authorities, Network Rail, HS2 Ltd and wider stakeholders on developing the Connectivity Package as part of the wider WMCA Devolution Deal investment programme. The following key milestones which have been established for 2017: Metro Birmingham Eastside Extension - outline design, construction planning and liaison with HS2 construction programme, statutory process for Transport & Works Act Order Metro Wednesbury to Brierley Hill - complete outline business case study Pre-construction site clearance and survey works on Brierley Hill line Metro East Birmingham North Solihull - continue work on outline design Sprint - detailed feasibility studies completed and draft outline business cases produced Rail - Commissioning of feasibility studies equivalent to GRIP 2 for local enhancements and develop scope of work for Midlands Rail Hub to inform GRIP 1-2 studies Network Rail commissioned by Midlands Connect The provision of connectivity to both Curzon and Interchange stations is a fundamental part of realising the full economic benefits of HS2 7

61 592 km The West Midlands Key Route Network is a 592km network of key highways across the West Midlands region Key Route Network The West Midlands Key Route Network is a 592km network of key highways across the West Midlands region, defined in consultation with the seven West Midlands Metropolitan Authorities and neighbouring highways authorities. This represents approximately 7% of the non-trunk road network in the West Midlands. It carries half of all general traffic, HGVs and bus passenger flows. As part of developing the Key Route Network, baseline studies are required for the whole of the network by the end of financial year 2016/17. These surveys will provide all partners with clear evidence regarding the issues, challenges and opportunities relating to how the KRN is currently operating. This information (covering all modes of transport) will provide an evidence base to guide future investment decisions on priorities, in addition to informing the day-to-day management of the network and adding value to future funding bids for further investment on the network. In order to produce the baseline studies, the KRN will be divided into 23 routes based on the current movements along the existing road network and the primary destinations served. The focus will then be on gathering the evidence from across a wide range of themes from multiple stakeholders, in order to understand the issues, challenges and opportunities that currently exists across the KRN and its associated roads. These main themes will include: Customer perceptions Safety and interactions Environment, speeds, flows and junction capacity Asset condition Key regional considerations and opportunities The evidence gathered will be used to inform the baseline surveys evidence reports. There will be one evidence report for each of the 23 routes on the KRN with final reports available in mid

62 2017/18: Supporting Economic Growth Through Addressing Congestion The following are important aspects of WMCA s policy and strategy direction in 2017/18. These are in line with Movement for Growth and its key transport priorities: The commencement of the new West Midlands Rail franchise Publication of the Midlands Connect interregional transport strategy Establishment of a West Midlands Freight and Logistics Forum Increases in suburban rail rolling stock capacity, as part of the new West Midlands Rail franchise operation Construction of the Wolverhampton Interchange Project and associated extensions of the Metro. Scheme development of other planned Metro extension; Scheme design of the Cross-City SPRINT scheme Hagley Road Coventry Road and development of other core SPRINT schemes Construction of Key Route Network Junction improvements at XXXXX; Construction of LGF3 funded links in the Strategic Cycle Network Construction of core bus route pinchpoint improvements for better reliability and speed at XXXXX Further roll out and use of Swiftcard Further trials of autonomous vehicles. Midlands Connect TfWM is a key partner in Midlands Connect. Midlands Connect is an ambitious initiative to identify transport connectivity improvements to maximise long-term economic growth across the Midlands. This will provide a platform for engagement with Government, High Speed 2 Limited, Network Rail and Highways England, to influence long-term investment in the strategic transport networks across the Midlands. Midlands Connect is a partnership between LEPs and Local Authorities from the Welsh Border to the Lincolnshire Coast. We are working with these partners, as well as Network Rail and Highways England, to develop the strongest possible case for strategic transport investment in the Midlands. The focus is on connecting economic hubs, both to each other and to key areas and gateways outside the Midlands, to realise the region s full economic growth potential. Following the initial award of 5m to develop the strategy to be published in March 2017, the DfT has awarded Midlands Connect a further 12m for ongoing support till 2020, and 5m which is ring fenced to develop the Midlands Rail Hub. Key schemes already in development include: The Midlands Rail Hub development of a number of interventions which will facilitate an additional 10 trains an hour out of Birmingham The Midlands Road Hub A study commissioned to look at future plans for the most congested parts of our motorway network. In the early part of the year the strategy will be finalised for publication in March The work programme beyond March 2017 is currently being agreed with the partners and DfT. West Midlands Rail West Midlands Rail (WMR) is a partnership of 14 Metropolitan District, Shire and Unitary local transport authorities, together with the West Midlands Combined Authority, seeking to gain greater local influence over the region s rail services. WMR is a limited company, but does not seek to make a profit, and is democratically accountable through the Board of Directors who are all senior local politicians. Most passenger rail services in the UK are operated as franchises let by central government. Private train operators periodically bid to operate the various franchises in a process overseen by the Department for Transport (DfT). The DfT specify the franchise outputs, and scrutinise the successful operator s delivery of its commitments. 9

63 Most local rail services in the West Midlands are currently operated by the London Midland franchise, which is to be replaced in October WMR is working collaboratively with the DfT to specify and procure the new West Midlands franchise, and once it has started, will be overseeing the operator s delivery and performance. Through gaining greater influence and control over the local rail network, WMR will be able to deliver a better rail service for the people and economy of the region: In the longer-term, WMR are seeking further control through the devolution of rail franchising for local services. This will pass control for the specification, management, and the procurement of West Midlands local rail services to WMR. This model has been successfully used in Scotland, Wales, on Merseyside and in London and WMR is working to create a devolved local rail network for the West Midlands. The link between rail and economic growth is clear and by being in control of local rail services we will be able to maximise economic benefits for the region. From the new West Midlands franchise, which provides local rail services is due to be renewed in 2017, WMR is seeking an operator that delivers: Better services Catering for growth Better stations and access Ease of use A high-quality network 10

64 Bus and Bus Alliance In a UK first, the award-winning, innovative Bus Alliance was developed and implemented to encourage further investment in the network, increase standards and improve bus links. It brings together bus operators, councils and private sector partners to ensure that services are attractive and meet the needs of local communities. Key to this is the involvement of highways authorities regarding day-to-day traffic management and transportation planning, with representatives on the Alliance Board. Key deliverables between include: Reduction of delay minutes Bus Network Development Plans to supports growth All buses to be Euro V or better to improve air quality Fare-capping and payment by contactless bank card across the network Open-data approach for all non-commercially sensitive data. Operators will continue to support partnership, for example, through the further roll-out of National Express West Midlands (NXWM) new Platinum high-specification buses with increased leg room, leather seats, wifi and unprecedented levels of passenger satisfaction recorded in will see even greater investment in the Britishbuilt vehicles, which are lighter and more fuel efficient than conventional vehicles, with their Euro 6 engines among the cleanest in the world. NXWM is expanding its 34 million fleet of 58 vehicles and a further 100 buses will be in operation in We will fulfil and manage the bus service network and associated customer infrastructure through delivery and provision of accessible transport solutions, subsidised bus services, Network Development Plans and effective asset maintenance and management arrangements. Identify greater ongoing integration opportunities between accessible and mainstream transport providers. A new agreement was signed by partners in the Bus Alliance, setting out ambitious plans for delivery and investment in vehicles and infrastructure during 2017/19. 11

65 12 Freight Strategy and Logistics Through the devolution deal we have been given more powers to shape our own economic plan. The West Midlands excellent transport links nationally and internationally are key to our prosperity and future growth. A robust Freight Strategy influences a wide range of areas, including economic growth and economic inclusion, population growth and housing development, the environment public health and social well-being. The freight strategy provides us with the tools to work together with businesses, and a programme to deliver a West Midlands that shines as a beacon for best practice in urban logistics management. In 2017/18 and looking further ahead, our ambitions are to: Improve access to the West Midlands by road and rail Find new ways of managing deliveries which provide businesses and residents with highquality access to goods and services Examine a range of techniques to reduce emissions, noise, and congestion caused by goods vehicles Support for the introduction of very low emissions or zero emissions delivery systems Carry out planned investments in Smart Motorways and address localised capacity constraints Maximise volumes of through freight diverted onto the M6 Toll Ensure adequate capacity and electrification is provided on rail routes to and through the region, particularly to the main deep sea ports and the Channel Tunnel Freight to be provided with an adequate share of capacity released on main routes when HS2 is opened Take into account freight needs when planning passenger rail services Continue development of Strategic Freight Interchanges (SRFI) and support for SRFI proposals in and near to the West Midlands Address gaps in the provision of Intermodal Rail Freight Interchanges (IRFI) to be addressed, particularly in the Black Country with adequate capacity on routes serving IRFI West Midlands Logistics Forum The establishment of the West Midlands Logistics Forum brings together the main stakeholders with an interest in freight issues across the West Midlands to focus the direction of the Freight Strategy. It will serve as the primary body to oversee the delivery of the freight strategy and the supporting Implementation Plan, through partnership working. The key tasks of the Forum will be to: Provide a group specifically focused on freight issues within the West Midlands Provide a platform to engage with stakeholders by enabling them to raise freight-related issues and work in partnership with the appropriate organisations to find solutions Assist in the development of responses to the challenge of network resilience during the construction of HS2 and the Highways England investment programme. Network Resilience There has been growing awareness of the scale and timing of a series of major infrastructure works which particularly impact the Strategic Road Network (SRN) and Key Route Network (KRN) across the West Midlands. This includes: HS2 Phase 1: with significant rail, local road and motorway interfaces and diversion works The delivery of the Government s Road Investment Strategy periods 1 & 2 (RIS1/2, running to 2021 and 2026 respectively) being delivered by Highways England Network Rail s investment in a number of capacity upgrades on the network around Birmingham WMCA s own investment in HS2 Connectivity, Metro and local transport; Investment in major maintenance and utilities works Major development in Birmingham City Centre and other locations such as Cannock.

66 The infrastructure investment will bring many significant direct benefits and unlock further regeneration and growth opportunities. However, during the delivery period there is a risk that un-coordinated delivery undertaken by different agencies working in silos could generate significant short-term adverse construction disruption impacts. If poorly handled, as well as impacting the ability for the labour market to move freely around the area, it has the potential to affect the manufacturing and logistics operations that underpin the regional economy (many of which use Just in Time operating models). This potential was recognised by TfWM and the HS2 Growth Strategy Board, who asked TfWM to undertake some scoping work. This work was commissioned and has been undertaken with the full cooperation and engagement of HS2 Ltd, Highways England, Network Rail and many of the Local Authorities. Additionally, the issue has been raised as part of the Devolution Deal 2 discussions with DfT and the Treasury. This has been with a view to securing Central Government support for the strategic response, recognising that the scale and importance of the issue has impacts which are beyond the West Midlands. This is a function of a West Midlands network which contains the movement of a diverse and significant mixture of local, national and international people and goods. The main locations of the strategic works currently proposed are in and around the main M6/M5/ M40/M42 motorway box. Work by the consultant highlights that the peak period of challenge will be between mid-2018 and 2020, but with the likelihood of 10 or more years of significant works. However, it is recognised that the issues extend beyond this, with construction impacts and an area of search for management solutions needing to extend to the A46, M69 corridor, along the A38 and along the M42 into Staffordshire; as well as and impacting on the A5 corridor. Re-routing strategies for long distance traffic during the construction will also be likely to require consideration of the M1 corridor. Further work will be required to capture a truly comprehensive picture of the scope of the challenge and field of operation. In addition to managing the impact of planned works there will be an increased need to improve consolidate incident recovery. During the construction period the network can generally be expected to be under greater stress and less able to cope with delays from accidents and other incidents. Greater streamlining and coordination between highways authorities, transport operators and emergency services will provide benefits if linked by a common set of intelligence and response protocols. Work on this has started and will continue to be progressed. There is significant further work to be done to understand the full implications and options for the detail of the mitigation activity required, but it is clear that there is no single silver bullet. A broad based suite of measures will be needed, including physical temporary measures and a significant amount of revenue intensive stakeholder and business engagement; alongside community/ traveller information and behaviour change support. Complementary to the more detailed investigation, there are number of areas of activity in which work can now start, such as the establishment of a Regional Integrated Command Centre. This will be central to enabling other measures to work most effectively. The RICC would reflect the information contained in operational centres (local UTC desks, major construction compounds, CCTV centres etc) into a single centre of command containing the right staff from all agencies (Highways England, local highway authorities, the emergency services, TfWM, transport operators, HS2 Ltd and major contractors). Together, these resources would allow a single coordinated view of immediate and medium-term strategy to be formed and communicated, with a rich source of open operational data generated and published for all to access. There are various potential models for the RICC, which need to be explored through further feasibility and business case work. Funding of 250,000 to do this is being sought from Government. It is not intended that the RICC would replace local operational UTC 13

67 centres, which would remain responsible for the implementation of intelligence-based strategies formed in the RICC. Public communications will be highly sensitive and critical for all partners, who will need to handle them clearly and consistently. A very robust and a well-resourced communications strategy needs to be developed and put in place as soon as possible, central to which will need to be a message of the West Midlands remaining open for business and at the centre of planned for game-changing and growth-enabling investment. The main locations of the strategic works currently proposed are in and around the main M6/M5/M40/M42 motorway box. A fully-comprehensive strategic partnership is being established across the region, ensuring that the whole transport network is resilient during the next 10 years and the construction of major infrastructure projects. We will continue to work with colleagues across the organisations and external stakeholders including HS2, Highways England, districts and all public transport operators to develop a proposal for managing network resilience across the region between 2017 and

68 Metro Midland Metro is crucial to public transport in the West Midlands going forward. In 2017 we will progress plans for expansion of the network, following the successful extension of the tram into the heart of Birmingham City Centre, connecting two of the region s major rail hubs. In a UK-first, the Midland Metro Alliance was created last year, paving the way for TfWM and partners including designers, contractors and key stakeholders to find new ways to deliver the aspiration for an expanded tram network by 2026, whilst cutting costs, reducing delivery times and lessening the impacts of construction. This year will see the completion of advanced utilities works and the commencement of main construction for the Centenary Square extension in Birmingham. Construction will continue into 2018, followed by testing and commissioning of vehicles and the line becoming operational in 2019 Following the granting of a Transport and Works Act Order in 2016, advance works and utilities on the Wolverhampton City Centre extension will be completed this year, with testing and commissioning taking place next year and the extension to the rail station opening in 2019 The business case for Edgbaston (Five Ways) will be completed and submitted to Government in spring 2017, with utility and enabling works starting in the latter part of the year to optimise concurrent working with the Centenary Square scheme, with a view to opening to passengers in 2021 The two devolution deal schemes will continue to be developed. The refresh of the Wednesbury, Dudley and Brierley Hill line business case will be completed and submitted to Government in the spring whilst the Midland Metro Alliance will progress essential land clearance and environmental / structural surveys to support opening of the line in, or before The Initial outline business case for the East Birmingham scheme linking the Eastside route with East Birmingham, North Solihull and the airport, HS2 Interchange and UK Central will be progressed to achieve a Transport and Works Act application in 2020 In a first for the UK, Metro will introduce trams capable of running using overhead lines or batteries. The first modified tram will be delivered to Metro s depot at Wednesbury and the modification of the remaining 20 trams will take place at Wednesbury depot in 2018 in time for the modified vehicles to go into service on the catenary free Wolverhampton and Centenary Square extensions in 2019 Invitation to Tender Notice for the contract will be issued. Co-ordinated with the Wolverhampton extension works and Wolverhampton City Council s resurfacing plans for the A41, from summer 2017 we will be undertaking the second phase of an extensive programme of track replacement and upgrade work on Bilston Road in Wolverhampton to ensure that the track is ready for the modified Catenary Free trams to start running up to Wolverhampton in

69 16

70 This year will see the completion of advanced utilities works and the commencement of main construction for the Centenary Square extension in Birmingham. 17

71 18 Birmingham rock star Ozzy Osbourne at the opening of the tram extension from Bull Street to New Street station.

72 Park and Ride A key driver of a world class transportation system is the provision of - and ability to access - infrastructure and facilities. In order to encourage modal shift and to lessen the impact of pollution on the environment, it is imperative that passengers using heavy and light rail and who travel to stations and stops from distance, are provided with adequate safe and secure parking. More than 8,000 car parking spaces are already provided by the WMCA across the network, greatly contributing to rail growth and reducing carbon dioxide emissions by over 6,000 tonnes, through taking more than three million journeys off the region s roads each year. We will continue to review our Car Park Strategy and consider options for generating revenue to provide additional investment for car parking expansion, particularly to support network resilience and broader public transport strategies. As part of our strategic Park and Ride strategy, we have earmarked several sites to be developed. Projects to be delivered in 2017: Bradley Lane Tipton extension Whitlocks End extension In parnership with the districts, West Midlands Rail and Network Rail, we will identify and develop future sites for the expansion of our Park and Ride facilities, for example at Sandwell and Dudley, Tile Hill and For Oaks rail stations. Working closely with the districts, we will also identify suitable bus, Sprint and Metro Park and Ride locations. We will also be pursuing the viability and deliverability of bus-based Park and Ride sites, facilitated through the introduction and development of our Bus Rapid Transit Network Sprint. Opportunities will be considered in conjunction with the delivery of the first Sprint Routes within the HS2 connectivity package, including; A456 A45 A34 19

73 Sustainable Transport TfWM will continue to deliver a range of online and self-help Smarter Choices guidance, tools and resources to local businesses and education sites to facilitate sustainable access to employment, education and skills and grow the economy through inward investment. With our help, businesses and education sites can grow the numbers of people accessing their sites by using public transport, cycling, walking or even car sharing, significantly cutting down the amount of single occupancy car journeys. In 2017, we will continue to deliver the awardwinning Workwise programme, which gets unemployed people back into work and offers assistance with travel options to get to their new found employment. This includes the launch of a new enhanced ticketing offer for unemployed people later in the year. 7,500 apprentices receive ticketing support 2,300 SME businesses supported 127 km new high quality segregated cycle paths promoted We will also continue to coordinate the delivery of the West Midlands Cycling Charter Action Plan. 20

74 Innovation and Technology Swift A comprehensive West Midlands-wide enhanced contactless and token-based Oyster style ticketing and payments scheme will be delivered and we shall also deliver and grow the successful nbus, ntrain and nnetwork schemes, continuing to support the transition to Swift Smart ticketing. The Swift Managed Service will continue, enabling the provision of an enhanced solution that will support the movement towards contactless payment. MAAS A Mobility as a Service pilot project will be introduced in the region in 2017, only the second in the world, allowing customers to have all their comprehensive transport services available through an App. We will enable the delivery of a range of innovative initiatives which offer technological solutions to transport problems in the West Midlands. In particular, we will continue to grow the transport incubator at icentrum and build TfWM s reputation as a transport innovator, paying particular attention to new payment technologies, Smart Cities, HS2 digital strategy and connected and autonomous vehicles. The development and implementation of strategic partnerships, particularly with TfL and the wider region will continue, especially in the areas of information and innovation. We will ensure that TfWM is represented on bodies such as ITS (UK), RTIG, TravelSpirit and UTG. The management of all stages of information acquisition, production and distribution of digital, real-time and printed information will continue this year, ensuring that Real Time Information and interactive app information for customers is accurate and up-to-date. We will progress plans and strategies to keep customers informed when planned and unplanned events and disruptions occur, so that passengers can make informed choices about their travel. Connected and Autonomous Vehicles The Intelligent application of autonomous and connected vehicle (CAV) technology is capable of benefiting all tiers of the transport system improving vehicle routing, infrastructure optimisation and reducing operating costs to the extent overall network efficiencies, interchange and accessibility can be increased for travellers and businesses. There are also specific synergies arising from CAV technology which can support traveller information, behaviour change and payment systems 3,500,000 3,000,000 2,500,000 The graph on the right shows the significant growth in the number of Swift journeys during The reduced number in January follows typical trends as up to 2 weeks of the month are none work days. 2,000,000 1,500,000 1,000, ,000 0 Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Swift Journeys in

75 improvements such as those being targeted through WMCA s work on Mobility as a Service solutions. Significantly there are direct economic benefits to the whole WMCA area from projects which seek to introduce CAV technology into the transport system. The West Midlands has a nationally significant critical mass of automotive R&D activity and highest location quotient for automotive manufacturing in the UK. Across the globe all areas of the automotive sector are investing heavily in CAV. Many normal vehicles contain autonomous features as standard now: Adaptive Cruise Control, Emergency Braking, collision avoidance, parking assist and by 2020 most new vehicles will be supplied with the ability to be connected (to a central service and/or each other) and approximately 40% of a vehicle s cost will be in the electronics not the hard engineering. A simple illustration is today a typical vehicle contains some 2bn lines of programme code. With the right environment in the transport system in place there is significant scope to stimulate inward investment in automotive R&D activity to the West Midlands, as well as exploit the emerging technology to improve the performance of the system. Consequently TfWM will continue to work with its Local Authority partners to build on existing projects which include those below, and to develop new projects in and between the main urban centres across the conurbation. Two of the West Midlands most significant projects have their own websites where further information can be found: UK Autodrive: ukautodrive.com UK CITE: ukcite.co.uk Other projects which will be either delivered or continue development are all partnership projects which are grant funded from Government, InnovateUK or Europe and include: Intelligent parking solutions in Coventry Traffic signal technology enhancements in Coventry, Birmingham and Solihull Piloting and/or developing technology for advanced traveller guidance systems in Coventry & Birmingham Data mining systems to provide intelligence which can optimise the transport network and travel advice Development of business cases and piloting of autonomous pod vehicles in Wolverhampton, Birmingham and Coventry Growth and development of real world test environments in which the automotive industry can trial new technology in Coventry, Birmingham and Solihull; Development of freight focused CAV solutions which can directly benefit a holistic supply chain solution across the Black Country, GBS and Coventry & Warwickshire LEP areas. Sprint Sprint is a bus-based rapid transit mode which is part of the vision for the future network of a world class public transport in the West Midlands. Supporting the objectives of Movement for Growth, Sprint will deliver improved public transport journey times, greater reliability, a higher-quality and greener public transport environment and easier access to transport for our communities. In 2017 we will continue to develop the Sprint network, progressing LGF-funded schemes and taking forward new projects within the HS2 connectivity package that will form part of the Sprint Sprint, a busbased rapid transit mode will deliver: improved public transport journey times greater reliability a higher-quality and greener public transport environment easier access to transport for our communities In 2017 we will continue to develop the Sprint network, progressing LGF-funded schemes and taking forward new projects within the HS2 connectivity package that will form part of the Sprint Network. 22

76 300 new digital panels at 300 bus shelters, the income from which helps support the costs of keeping facilities safe and clean. 81 Network. The expectation is that the initial routes - A456 Birmingham to Quinton and Birmingham to Airport and Solihull - will open in 2021/22, allowing for the construction of the Metro extension to Edgbaston. Work to deliver cross-city operation of these first Sprint schemes will continue, providing added benefits to our passengers through reduced journey times to Birmingham and Solihull Centres, HS2 stations, and the airport. Feasibility work in 2016/17 on the initial HS2 connectivity package schemes has identified a rationalised Sprint network for the future, prioritising investment on those schemes that support our strategic goals, regional development and inclusive economic growth. Within this package, and as a priority, we will be pursuing a Hagley Road Phase 2 enabling us to target Sprint standards and aspirations for further peak period journey time priority and reliability on the Hagley Road, with the view to improving overall capacity on the corridor. In addition, we will be progressing detailed feasibility work on an extension of the A456 scheme from Quinton to Halesowen. Work towards the Strategic Outline Case and detailed feasibility for all of the revised HS2 connectivity Sprint schemes will also commence in As part of a rapid transit network, Sprint is ideally placed to serve strategic bus-based Park and Ride sites. As we develop the Sprint network, we will be pursuing the suitability and opportunity for busbased Park and Ride to keep our region moving, improving accessibility and connectivity across our conurbation and addressing the challenges of air quality within our region. Operations The customer is at the heart of what we do as an organisation. Customer service is vitally important to TfWM and our award-winning, professional frontline staff are committed to ensuring that public transport passengers receive the right travel advice, purchase the best tickets and passes to suit their journey needs and provide a crucial link between us The customer is at the heart of what we do as an organisation. 23

77 and the local communities in the West Midlands. With the introduction of the Mental Health Commission, customer service staff are also a vital point of contact for passengers with special travel requirements. We will continue to maintain and develop the region s high-quality bus stations, stops and shelters. This includes a contract for the provision of new digital advertising panels at 300 bus shelters, the income from which helps support the costs of keeping facilities safe and clean. Even more Real Time Information will be provided at facilities, letting customers know exactly when their bus is due. The innovative Bus Alliance will continue to develop and implement further investment in the network, increase standards and improve bus links, while Bus Network Development Plans will be prepared for the whole region to ensure bus services support growth and improved accessibility. Bus operators are committed to continue investing in the region s bus fleet, with vehicles such as National Express s Platinum brand truly transforming bus travel. There will be even more investment in theses British-built vehicles, which have exceptional levels of comfort, are lighter and more fuel efficient than conventional vehicles and have some of the cleanest diesel engines in the world. Exciting projects to bring electric buses and hydrogen-powered buses to the region are also being progressed. We will also continue to provide subsidy to fund unprofitable routes and supporting the region s Ring and Ride service. Assets The implementation of Building Information Modelling (BIM) will further enhance the assets role by providing the basis for gathering information to improve decision-making and ultimately better lifecycle management of new-built assets. This will enable a number of key benefits to be realised, including: Better information Data exchange across a project timeline Improved communications Greater efficiency Carbon reduction Health and safety These elements will drive the continuous improvement process, learning from issues to improve processes or practices for future projects and to inform policy and decision- making for future years. We will ensure that customer facilities including bus stations, Midland Metro stops, Park and Rides, bus shelters and stops are maintained and operated in order to deliver an excellent experience for customers A series of action plans will be developed which help to deliver improved savings for WMCA and TfWM, including improving the sustainability of bus stop infrastructure, bus stations, car parks, CCTV services and other land owned through the WMCA. Implementation of BIM will enable a number of key benefits to be realised: Better information Data exchange across a project timeline Improved communications Greater efficiency Carbon reduction Health and safety 24

78 Safety and Security Travelling on public transport in the West Midlands is now safer than ever after figures last year showed crime had fallen by 70% in the last eight years. On the bus network the total number of recorded crimes fell 6% compared to the previous year, while on the rail network it decreased by 6.2%. The Safer Travel Partnership, operated jointly by TFWM, public transport operators, West Midlands Police and British Transport Police, will continue to work towards the objectives of the Local Transport Policing Plan through a series of initiatives. 2017/18 will see enhanced regional coordination of the Partnership and even more officers deployed on the public transport network, thanks to a new three-year contract signed by TfWM and partners. 70% crime on public transport down in the last eight years in the West Midlands 6,2% crime on train down compared to the previous year in the West Midlands This will lead to further use of CCTV and advances in technology to improve passenger engagement across the network and help deliver the objectives of the West Midlands Safer Travel Plan, supporting the Police and Crime Commissioner. Restorative Justice Initiative ASBOs 6% crime on bus down compared to the previous year in the West Midlands 2017/18 will see enhanced regional co-ordination of the Partnership and even more officers deployed on the public transport network 25

79 Revenue Budget REVENUE AND CAPITAL BUDGETS In January 2017 the West Midlands Combined Authority set a levy of m for the 2017/18 year, reflecting a 2.63% reduction from 2016/17. The detailed Revenue Budget is set out below: Levy The levy is allocated to each district based upon the published population figures. For 2017/18 the West Midlands Combined Authority agreed a levy on each district as follows: Resident 2016/17 % Split Resident 2017/18 % Split Population Levy Population Levy mid mid Birmingham 1,101,360 48, % 1,111,300 47, % Coventry 337,428 14, % 345,400 14, % Dudley 315,799 14, % 316,500 13, % Sandwell 316,719 14, % 319,500 13, % Solihull 209,890 9, % 210,400 9, % Walsall 274,173 12, % 276,100 11, % Wolverhampton 252,987 11, % 245,400 10, % West Midlands 2,808, , % 2,833, , % National Bus Concessions 52.7m CONCESSIONS 66.7M Reimbursement for English National Bus Concession (ENCTS) is regulated by the Secretary of State with guidance provided by the DfT. Bus operators have announced their prices for 2017/18 and these, along with the latest patronage figures, have been taken into account in forecasting the ENCTS requirement. The current scheme extends entitlement from 11.30pm to the last bus which will continue for 2017/18. Rail and Metro Concessions 4.4m In the West Midlands the free national bus scheme has been extended to residents to include local Rail and Metro services within the region, enabling cardholders to travel after 9.30am up to midnight on weekdays and all day at weekends and bank holidays. Child Concessions 9.6m 26 The provision of approximately half fare travel concession is offered to children aged five to 15 and young adults aged in full-time education and resident in the West Midlands. This concession is available on weekdays before 9.30am and between and during term time.

80 BUS SERVICES 20.4M Bus stations and Infrastructure 4.1m These costs cover the operation of bus stations and all management and maintenance associated with bus stations, as well as over 12,200 stops and shelters. Tendered Services 8.9m Where standards for access to the network are not met commercially, services are categorised into an order of priority giving a focus on journeys to work and access to shopping and health facilities. In residential areas, the maximum desirable walking distance to bus services in continuously built-up areas is 400 metres during the hours of to on Monday to Saturday and 700 metres at other times. The current access standards state that where passenger boarding exceeds eight and the cost per head is less than 1.60, then a service will be provided. Accessible Transport 7.4m This expenditure funds services for over 17,500 registered users, making just under 0.9m journeys per annum at a cost of 7.3m for 2017/18. In addition to the Ring and Ride service, a Walsall and Birmingham shopper s service is provided for older people who are primarily based in sheltered housing and a prison visitors service provides assistance for families, especially mothers with young children, to visit family members in prison. Metro 1.2m RAIL AND METRO SERVICES 2.8M The Metro costs relate to annual commitments made under operating the concession deed pertaining to insurance and maintenance. Park and Ride 0.7m Rail and Metro car parks are provided free of charge within the Metropolitan area. This policy provides in excess of 9,000 parking spaces. West Midland Rail 0.6m This cost relates to the invitation to tender and subsequent analysis of bids for the new West Midlands Rail Franchise. This budget is partly funded (55%) by DfT and WMR partners (Unitary and Shire councils). Bromsgrove Rail Station 0.3m This expenditure is the net cost of financing and operating Bromsgrove Rail station after income receipts from access charges. Worcestershire County Council also make a contribution. 27

81 Safety and Security 1.1m INTEGRATION 12.8M Safety and security expenditure relates to the Safer Travel Police Team and the CCTV centre based in 16 Summer Lane. During 2017/18 the CCTV centre should continue to be expanded as part of the drive to utilise this facility across the districts. Passenger Information 6.0m Passenger information expenditure relates to providing real time information across the network; customer information at bus stops, bus stations, on line, and includes the customer services teams and telephone support. This is provided in conjunction with the operators as part of the network commitments, which also includes a number of promotional campaigns throughout the year. Business Support 3.4m This covers 16 Summer Lane and the provision of ICT, Legal, Procurement, Health and Safety, Equalities, Programme Management, Finance, Human Resources, Business Management and general business infrastructure and support. TfWM Policy & Strategy & Elected Members 2.3m This represents the cost of the Policy and Strategy team and elected members. FINANCE CHARGES 18.8M Included within finance charges are borrowing and capital financing costs, pension and transport development costs. The deregulated pension costs relate to the pension commitments arising from deregulation in 1986, when a significant number of employees transferred from the Transport Authority to Travel West Midlands, but their pension rights accrued to that date remained an obligation of the Passenger Transport Executive. The capital financing costs relate to loan interest and Minimum Revenue Provision requirements. 28

82 The proposed 2017/18 WMCA Transport Revenue Budget was approved by the Combined Authority on 20th January 2017, and the final Annual Budget is summarised on the next page. 2017/18 Transport Revenue Budget Expenditure Summary 000 % National Policy English National Concessions Travel Scheme 52, % Finance related Debt Interest Repayments Capital Debt Charge (MRP) Bromsgrove Rail Station Deregulation Pensions Deficit Transport Development 10,555 4, ,856 1, % 4.05% 0.25% 1.53% 1.23% 15.74% TFWM Policies Child Concessions Subsidised Services Accessible Transport Passenger Information Rail and Metro Concession Bus Services Rail Services & Metro Safety and Security Sustainable Travel 9,609 8,858 7,369 6,010 4,409 4,121 1,916 1, % 7.29% 6.06% 4.94% 3.63% 3.39% 1.58% 0.92% 0.02% 35.74% Other Corporate Services TfWM Policy & Strategy Elected Members West Midlands Rail 3,446 2, % 1.65% 0.25% 0.47% 5.20% Total 121, % 2017/18 Transport Levy 121, % 29

83 TfWM/WMCA CAPITAL PROGRAMME 2017/2018 Scheme Details 000 TfWM Delivered Investment Programme Schemes Metro Wednesbury to Brierley Hill Extension 2,000 Metro Centenary Square Extension 15,680 Metro Birmingham, Eastside Extension 3,521 Metro Wolverhampton City Centre Extension and Track Works 22,316 Metro East Birmingham to Solihull Extension 1,500 Metro Edgbaston Extension 12,745 Sprint A45 Airport and Solihull 1,400 Sprint Hagley Road 1,950 Sprint Longbridge to Birmingham 100 Sprint A34 Walsall to Birmingham 100 Sprint Hagley Road Extension to Halesowen 300 Sprint Hagley Road Phase 2 1,000 Sprint Dudley to Birmingham 100 Sprint Sutton Coldfield to Birmingham via Langley 200 Investment Programme Schemes Total 62,912 TfWM Minor Works Programme Network Wide P and R Resurfacing Programme 284 Network Wide Bus Station Refurbishment Phase Network Wide Park and Ride Upgrades 143 North Walsall Cutting / Stourbridge Junction Structural Improvements 50 Network Wide CCTV Refresh and Installation (inc APNR) 607 Shelter Infrastructure (Replacement of Time Expired Stock) 36 Network Wide Rail RTI- Life Expired Replacements 27 Asset Replacment Total 1,750 Interconnect development 40 Information and Mapping Total 40 Metro Line One Upgrade 74 Metro Wolverhampton City Centre Extension 100 Bradley Lane Park and Ride 1,753 Minor Metro Works Total 1,927 Dudley Bus Station Development 122 Strategy Board Controlled Project Development 78 Network Wide Park and Ride Expansion - Phase Yr Delivery Plan Development 236 Project Development Total 656 Birmingham City Centre One Station 250 Longbridge Connectivity Package 408 Strategic Economic Plan Total 658 ICT Rolling Programme 100 WMCA Asset Management System 147 Systems Architecture Total 247 TBT Wolverhampton City Centre Shelters 42 TBT RTI Equipment Upgrades 507 TBT Highway Scheme Development (Bus reliability and punctuality) 60 Bus Shelter Modernisation Programme 325 Traffic Signal Technology, Solihull Contribution 50 Merry Hill RTI 50 Transforming Bus Travel Total 1,034 Network Wide P and R Lighting Enhancement 103 Park and Ride Delivery 299 Transforming Rail Travel Total 402 TfWM Minor Works Total 6,714 30

84 31

85 This report is PUBLIC [NOT PROTECTIVELY MARKED] Agenda Item No. 13 Transport Delivery Committee Date 6 March 2017 Report title West Midlands Smart Network, Smarter Choices 16/17 Programme Update Accountable Chief Executive Accountable Employee Report has been considered by Laura Shoaf, Managing Director, TfWM laurashoaf@wmita.org.uk Alison Pickett, Head of Sustainable Travel alisonpickett@centro.org.uk Councillor Judith Rowley, Lead Member Safe and Sustainable Transport Recommendation(s) for action or decision: Transport Delivery Committee is recommended to: 1. Note the outcome of the September 2016 submission by the West Midlands Combined Authority to the Department for Transport s Access Fund and transition / legacy plans for TfWM sustainable travel activities beyond March Note the progress to date of the 2016/17 Local Sustainable Transport Fund (LSTF) funded Smart Network, Smarter Choices (SNSC) programme. 1.0 Purpose 1.1 To update the Committee on the transition / legacy plans for sustainable travel activities beyond March 2017, following the outcome of West Midlands Combined Authority s submission to the DfT s Access Fund. Page 1 of 19

86 [PUBLIC] 1.2 To report matters relating to the performance, operation and delivery of the West Midlands 2016/17 Local Sustainable Transport Fund (LSTF) funded Smart Network Smarter Choices (SNSC) programme. 2.0 Local Sustainable Transport Fund (LSTF) Background 2.1 The 2016/17 LSTF funded SNSC programme builds on the success of the 2012/15 and 2015/16 programmes to provide improved safe and active travel options to key local employment and education sites, improve health and wellbeing and reduce unemployment through improved accessibility. 2.2 This is being supported by the (Managing Short Trips (MST) capital improvement schemes in the Black Country through the Local Growth Fund and local contributions. 2.3 Please see Sections 5 to 9 for a detailed update on progress to date regarding the delivery of the 2016/17 LSTF Programme, and Section 10 for a summary of Monitoring and Evaluation data of the impact of the LSTF programme by workstream. 3.0 Access Fund update 3.1 In September 2016, the 7.480million West Midlands Combined Authority bid On the Move, was submitted to the Department for Transport (DfT). The Access Fund is a 60million revenue fund over a three year period (2017 to 2020). Its aim is to deliver sustainable transport projects that seek to grow the economy by boosting levels of cycling and walking, and by improving access to jobs, skills, training and education. 3.2 We have now received feedback from the Department for Transport. Unfortunately WMCA has not been successful in the bid process and we have not been awarded the funding. We have received initial feedback from the DfT that our bid was of a high quality with a strong strategic case, demonstrated high value for money and included a well worked up project plan. However the Access Fund was highly competitive and oversubscribed, with less than half of the applicants receiving funding from a limited pot of money. Please see Appendix One for a detailed breakdown of which bids were successful and which were not awarded funding. 3.3 We are seeking further feedback from the Department for Transport to ensure that we feed any Lessons Learnt back in to our future Sustainable Travel programmes and funding applications. 4.0 Sustainable Travel Transition and Legacy Plans 2017/ We are now working towards closure of the current Local Sustainable Transport Fund (LSTF) funded Smart Network, Smarter Choices programme by the end of March 2017, including implementing transition and legacy plans for the TfWM delivered Education, Employment, Cycling and WorkWise workstreams. This would have been required regardless of the outcome of the Access Fund, which had a very different focus, objectives and deliverables from the current LSTF programme. Page 2 of 19

87 [PUBLIC] These transition plans include an accelerated move towards online self-help tools, resources and communication methods to continue supporting businesses and education sites to encourage their staff and students to travel sustainably. Our approach moving forward will be to research and map out existing programmes of support being delivered by the local authorities and the third sector, and signpost sites and individuals to available support e.g. Public Health Workplace Wellbeing Charter initiatives, Sustrans and British Cycling community cycling programmes. This will also enable us to identify and target gaps in existing support, to inform future funding. Where possible, we are working to commercialise the range of offers previously available through SNSC for example, through enhanced bus operator discounts for WorkWise customers, and by promoting and encouraging companies with large HGV fleets to provide Vulnerable Road User training to drivers. 4.2 Support for young people and Education sites engaged through the LSTF programme Intensive face-to-face support will stop for those sites (and young people) currently engaged, with support moving to a suite of online self-help tools and resources via the Network West Midlands website. Final travel surveys are currently being sent out to students and staff at the sites. Once returned, these will be analysed and final Travel Action Plans will then be shared with sites and uploaded to the national online Modeshift travel plan portal. This will enable local Secondary Schools, Colleges and Universities to continue promoting sustainable travel to their staff and students and provide online support to implement their own travel plans. Activities that will cease after March 2017 include: Face-to-face delivery of: o Letzgogreen transition workshops for Year 6 children moving from Primary to Secondary School o Curriculum based Life skills/transition workshops for Secondary school pupils o Journey planning support at Open Days, Fresher s fairs and themed events Intensive Travel Academy support for schools Intensive Travel Action Plan support for the SNSC engaged education sites, including support for staff and student travel surveys. 4.2 Support for Businesses & Employers engaged through the LSTF programme Intensive face-to-face support will stop for those sites currently engaged, with support moving to a suite of online self-help tools and resources via the Network West Midlands website. Final travel surveys are currently being sent out to staff at the sites. Once returned, these will be analysed and final Travel Action Plans will then be shared with sites so that they can continue to implement their Staff Travel Plans. This will enable local Employers to continue promoting sustainable travel to their staff and provide online support to implement their own travel plans. Activities that will cease after March 2017 include: Face-to-face delivery of journey planning support for staff Staff ticketing offers including One-month free Direct Debit offer and trial Swift passes Intensive Travel Action Plan support for the SNSC engaged businesses, including support for staff student travel surveys. Page 3 of 19

88 [PUBLIC] 4.3 LSTF Cycling support Free access for individuals, Education & Business sites for the range of cycle training support available will end on , as will intensive support for those sites who are Top Cycling and Walking locations. However we will be updating our online information to signpost individuals and sites to other cycle training support available (e.g. through initiatives such as British Cycling, Big Birmingham Bikes or local Public Health funded initiatives). We will also provide online self-help resources and tools for those Education and Employer sites who want to improve their cycling and walking access, based on the criteria we have developed for the SNSC Top Cycling and Walking Location accreditation. We will also provide online advice to individuals around areas such as buying a bike and bike security, including links to local bike shops across the region. 4.4 LSTF WorkWise support Given the positive impact the award winning WorkWise service has had on supporting unemployed people to find, start and stay in new jobs, we are currently exploring opportunities to continue this vital travel support for jobseekers beyond March 17. We have travel support funding for young people in Birmingham & Solihull until July 2018 through the ESF funded Youth Employment Initiative, and are exploring similar opportunities with the Black Country. On 8 February 2017, we submitted a proposal to the Bus Operators Group requesting an enhanced discount for jobseekers starting employment over a three month period, with the customer funding the remaining travel costs. The outcome of the proposal was that bus operators approved an enhanced travel discount for the first three months of an eligible unemployed person starting a new job (at 50% discount per month, with customer paying the remainder). This is a significant improvement on the current 50% discount for the first month only provided by operators, and will enable up to 5,000 unemployed people to access WorkWise support during 2017/ /18 priorities The resourcing of this transition will require a significantly reduced Sustainable Travel Team (which is currently undergoing a reorganisation) to reflect the changing requirements of the team s focus under constrained budgets. As part of this transition, we have secured some limited resources to continue the Youth Forum work and also to undertake engagement with Businesses and Education sites impacted by the forthcoming construction disruption associated with Highways England, Sprint, Metro and HS2 Connectivity programmes. This will help to build transport resilience and provide targeted Smarter Choices support to staff and students to make sustainable travel choices in areas impacted by the disruption. We have also secured a small Levy resource to continue the co-ordination and implementation of the Cycling Charter. This will include a resource to identify and secure future funding opportunities to continue the delivery of the Charter Action Plan. We will continue to seek resources to improve and promote cycle parking facilities at transport interchanges across the Network, to develop emerging cycle hire proposals, and to improve the quality of cycling routes across the network. Page 4 of 19

89 [PUBLIC] However the reduction in free cycle training and tailored support for Businesses and Education sites will impact on achievement of the ambitious target to deliver an increase in cycling to 5% of all trip (an objective of the West Midlands Movement for Growth strategic transport plan). The reduced intensity of support for Education and Employer sites implementing Travel Plans will also have an impact on delivery of one of Movement for Growth s Local Tier key priorities of implementing Smarter Choices Initiatives, which outlines the following approach. Making best use of transport capacity also requires a supporting comprehensive set of smarter choice measures. Extensive workplace travel plan coverage in the metropolitan area is a cornerstone of this approach, based on the evidence of modal shift from car to public transport, cycling and walking, as part of the successful Smart Network, Smarter Choices programme. Other smarter choice measures we will deploy include school travel plans, engagement with other educational establishments and healthcare sites, personalised travel planning, travel awareness campaigns, public transport marketing, a coordinated West Midlands approach to car clubs and car sharing schemes (Movement for Growth, sections 4.91 and 4.92). We will continue the current offer for eligible WorkWise customers (of one month s free travel) until the new enhanced three month offer is launched (expected in late Spring/early Summer 2017). We will also be exploring other opportunities to mainstream the WorkWise travel support and provide additional support for more vulnerable groups, including opportunities through the Job Centre Plus s Flexible Support Fund, the Public Service Reform programme and the longer term development of ticketing offers for young people and also for apprentices. 4.6 We would like to formally note our appreciation for the continued support of Members throughout the LSTF programme. 5.0 Progress to date TfWM co-ordinated initiatives 5.1 Business and Employers Throughout 2016/17 the SNSC business team has continued to offer support to the 90 businesses engaged on the programme to reduce single occupancy car use at their sites by implementation of site-specific travel plans, encouraging the use of public transport, cycling, walking, and car sharing. Support to businesses up to Jan 2017 has included the following: Support for businesses with their ongoing implementation of their travel plans, staff survey monitoring and travel plan updates. Regular communications regarding programme offers through events and campaigns. Delivery of 41 events engaging with 1746 people, providing them personalised support and information to help them make informed decisions about travel behaviour. Promoting the Smarter Direct Debit ticket offer which gives them their first month free, and promotion of the TfWM Corporate ticket scheme and discounts on bulk-buy of one day tickets for business travel. Support to 14 new businesses, including Goodyear and Ikea, who have relocated or expanded across the West Midlands area with their sustainable travel requirements Page 5 of 19

90 [PUBLIC] including taster tickets, active travel and public transport information and support though journey planning events and travel information packs. The team is currently developing a suite of on-line resources to provide all the information that a business Travel Plan coordinator needs to encourage sustainable travel and produce and implement a working travel plan document for their organisation. Smarter Choices officers are attending regular Oldbury viaduct working group meetings to input into mitigation measures to tackle traffic congestion that will arise from the project and support sustainable travel choices for businesses and commuters impacted by the work. We are now monitoring travel mode shift in these business through end of year staff travel surveys across the 90 businesses, which include Brindley Place, Deutsche Bank, Royal Orthopaedic Hospital, Birmingham Business Park, Resort World, Jaguar Land Rover i54 and Russell Hall Hospital. 5.2 Education Throughout 2016/17 the Smarter Choices education team has offered support to over 60 existing SNSC secondary schools, colleges and universities. Support up to January 2017 has included: Support for Education establishments with their ongoing implementation of their travel plans, student and staff survey monitoring and travel plan updates (utilising the DfT supported national online Modeshift STARS system). Delivery of 34 curriculum workshops and journey planning events, directly engaging with 6,372 young people. Attending open days and fresher s fairs. Issue of 63 Class Pass tickets, which enables classes of students to take class trips across the network. Sites currently engaged include Aston University, University of Birmingham, Dame Elisabeth Cadbury, Henley College, Warwick University, the Phoenix Collegiate, Wolverhampton College and Walsall College. All sites have been provided with regular communications regarding programme offers through events and campaigns, including a small staff ticketing campaign offering taster tickets to encourage them to try public transport. The team has also delivered Travel Academy in 3 schools: Perry Beeches, Hamstead Hall Academy and Smithswood. Sessions have been tailored to each individual school and the pupils are tasked with leading on a small project with a sustainable travel theme which is then presented to their classmates. Upon completion, the school is awarded 500 to continue to with their project internally. Work has continued in close partnership with the Safer Travel Police team and the team have delivered a number of public transport workshops at Pupil Referral Units, including in Walsall. We continue to grow the TfWM Youth Forum, which now has over 20 members. We are currently working with Bus Users England to increase their membership of young people, attend regular Your Public Transport Matters events and hold quarterly updates meetings with the group. Page 6 of 19

91 [PUBLIC] The team also supported Joseph Chamberlain College by working with their business students. Presentations and activities were delivered by Smarter Choices education officers, JMP, TfWM Policy team and Laura Shoaf. The sessions were delivered to 6 classes with 20 students in each class. 5.3 WorkWise The WorkWise programme provides jobseekers to find, start and stay in new employment with support in the form of free rail, Metro or bus tickets (as appropriate) for job interviews and a free one month ticket when they have found a minimum of 16 hours per week employment. As of April 2016, a new on-line self-service referral system successfully went live, streamlining the process and allowing individuals to access WorkWise support on-line via the Network West Midlands website, rather than via their JobCentre. From April 2016 to January 2017, WorkWise had supported 3,961 people into employment against an annual target of 4,989 by the end of March Individuals receiving a monthly ticket also receive a link to the Network West Midlands journey planner so that they can effectively plan their journey. The Workwise team continue their Job Centre and employer event outreach activity to boost awareness of the ticket offer. Their work is now focused around those geographical areas with the most potential to generate referrals. 5.4 Cycling Support As part of the SNSC programme, delivery of a range of cycling support forms a key element of the 2016/17 programme across the education and employer workstreams to enable more people to cycle. The support includes the following activities: National Standards Cycle Training up to Level 3 Maintenance Route planning Led rides Bike instructor training Lorry and bus driver cyclist awareness training From April 2016 to January 2017, 3,070 participants had benefitted from free SNSC cycling provision including cycle training, maintenance training, route planning, and journey accompaniment. Support is available to people who live, work or study in the West Midlands, and since the start of the SNSC programme in 2012, over 24,000 participants have received support. Cumulative total of participants (April January 2017) Total by Black Birmingham Big Coventry Country and Solihull Birmingham Bikes Target by Page 7 of 19

92 [PUBLIC] Top Locations are organisations that have proven their ongoing commitment to cycling and walking. As part of the SNSC Travel Support Package, TfWM carry out assessments against a range of criteria and award either bronze, silver or gold Top Location status. In 2016 a further tier was introduced, awarding those organisations who have shown an exceptional commitment towards both cycling and walking with a Platinum Award. Across the West Midlands 83 organisations (shown in the table below) currently hold Top Location including Wolverhampton Council who were awarded the first Platinum Active Travel Location in October Area Birmingham 12 Coventry 12 Dudley 14 Sandwell 10 Solihull 17 Walsall 3 Wolverhampton 15 Total 83 Total Number of Top Locations A total of 40 award winning Love your Bike sessions have taken place at locations across the network since April These sessions in partnership with the Safer Travel team, British Transport Police and Dudley MBC, enable commuters to benefit from a free bike safety check, the opportunity to buy a discounted D-lock (cycle lock) to help reduce cycle crime, and advice on free cycle training and cycle maintenance sessions in their local area. Bikes are also security marked for free by British Transport Police using BikeRegister the National Cycle Database which is used by every Police Force in the UK to search for stolen and recovered bikes Safe Urban Driving Courses: Our streetscape is evolving to encourage more walking and cycling, making it vital that we share our roads safely and respect the vulnerability of all road users. Our Safe Urban Driving courses focus on vulnerable road users with a particular focus on cyclists. The practical on-road cycle training element of the course gives bus and HGV drivers a real life experience as to a cyclist s perspective of riding on our roads, as well as in traffic. The training also counts towards the 35 hours Driver Certificate of Professional Competence (DCPC) that professional drivers need to complete. We have delivered 10 of 12 Safe Urban Driving courses planned for 16/17 to support the reduction of killed or seriously injured on our roads in 2016/17. Drivers from companies such as National Express, AS Haulage, Lafarge, Tarmac, Hanson Cement, M&A Chokkarr Ltd and Rail Safety Solutions (Metro contractors) have utilised the training, with interest received from other large construction companies. Funding these courses through the LSTF programme has generated sufficient interest to allow BikeRight! to offer these courses on a commercial basis in the West Midlands for the very first time without any assistance from SNSC. We now simply sign post companies towards them Cycle Marketing and Promotion: To improve local cycling awareness, work is being done to develop the Network West Midlands (NWM) website into a central portal of information for cycling in the West Midlands. The content is currently being refreshed to increase web traffic to the website. Monthly e-newsletters are circulated on a regular basis to our database of Page 8 of 19

93 [PUBLIC] over 2,700 subscribers. These contain information on local bike shops, cycle training, national cycling campaigns and activities along with updates on cycle route improvement projects in the region. Open rates for these s are higher than industry standards. TfWM is actively promoting initiatives delivered by Birmingham Cycle Revolution and Cycling UK by signposting towards led rides, road safety campaigns and active travel initiatives within the City through our NWM cycling portal and Active Travel e-newsletter. We have shared campaigns at promotional events, with local businesses and with universities through online and printed materials. 6.0 Progress to date Birmingham delivered LSTF funded initiatives 6.1 Birmingham Cycling: LSTF funding has continued to support delivery of the Birmingham Connected Transport Strategy, including the Birmingham Cycle Revolution, 20mph speed limits and the early development of Green Travel Districts (GTDs) which will act as a catalyst to encourage more active modes of travel such as cycling, walking and mode shift to public transport. This support has included engagement with primary and secondary schools, workplaces and community cycle hubs (see below for more details) and a programme of promotional activity to encourage cycle use of the canal cycleway improvements across the city for all journeys. 6.2 Birmingham Connected is piloting Green Travel Districts (GTD) and is part funded by LSTF which is supporting the existing Selly Oak GTD and the development of new GTD areas, namely: Kings Heath, Soho Road, City Centre and Castle Vale. The aim of GTDs is to achieve a reduction in the use of the private car, which will realise economic, social and health benefits across the city. The Selly Oak GTD now has an action plan in place and held a summit in November 2016 to promote the concept. The team are working on funding bids and lobbying to deliver the action plan. The other pilot GTDs are developing governance structures and have held transport workshops/ sessions with key stakeholders to establish support for the initiative and identify opportunities to reduce use of the private car. 6.3 Birmingham Education: the team is working in both primary and secondary schools. The objective of the initiative is to work with the whole school community to embed travel behaviour change towards sustainable travel modes, with a particular focus on cycling and promotion of the Birmingham Cycle Revolution. We are encouraging schools to register for Modeshift STARS, a DfT supported online national schools awards scheme which recognises schools who demonstrate excellence supporting and encouraging cycling, walking and other forms of sustainable travel. Currently 12,000 schools in England are signed up. In addition, we are offering schools a light touch support and free activities and resources, such as activity guides, Bike to School promotional material, competitions and challenges to support Modeshift STARS accreditation. By the end of March 2017 we are aiming to have 100 schools signed up and working towards either bronze, silver or gold accreditation. 7.0 Progress to date Solihull delivered LSTF funded initiatives Page 9 of 19

94 [PUBLIC] 7.1 GCSE PE Road Cycling: The following schools have taken part in GCSE PE MTB Assessments since April 2016: Alderbrook, St Peters, Tudor Grange, Grace Academy, CTC Kingshurst, Light Hall School, thus demonstrating a demand for support with GCSE PE outcomes. More assessments are due to take place up to the end of the project in March In excess of 100 students have successfully achieved a grade above 7. In March 2017 a new programme of GCSE PE Road Cycling will commence with up to 20 students taking part. 7.2 Duke of Edinburgh Mountain Bike Expedition (DofE): Six students at John Henry Newman, took part in their DofE Bronze Award, completing two elements of the programme (Skills and Physical) supported by SMBC, together with training for their 2 day expedition by bike in 2-3 October 2016, and on the weekend of October completed their qualifying expedition from Stratford to North Solihull, covering 70km over the two days. Selection for 2017 expedition season is underway and support will be offered. 7.3 Frame Academy this offer enables students from Year 7 upwards to acquire basic skills in servicing bikes, utilising donated old bikes that the students refurbish and then can keep upon completion of the course. Frame Academy sessions have continued at Grace Academy and CTC Kingshurst, with new cohorts taking bikes home before Xmas BTEC Level 2 Engineering sessions at both schools has continued with support from SMBC. In addition, a programme of work has been developed at: CTC Kingshurst Uniformed Services with regular Bikeability L3 with Year 11 groups, bike orienteering in February 2017 with Year 13 group, leading to a land based expedition in spring 2017 Tudor Grange Academy a Year 11 BTEC Group to take part in Bikeability Level 3, Mountain Biking (Cambridge Exam Board), Bike Orienteering. Heart of England School looking to run Bikeability for Year 7 s and GCSE Cycling for Year 9, 10, 11. DofE Support to be offered for 2017 cohort. Arden School are piloting After School Road Safety and maintenance sessions, supporting school to address anti-social behaviour around school by some cyclists. Youth Services a series of led rides and regular bike maintenance sessions with students that are experiencing difficulty in returning to education. Solihull Primary Schools Initiatives 7.4 Modeshift STARS: STARS has been promoted to all schools in the borough. At present 33 schools (more than half the primary schools in Solihull), have signed up to STARS which has exceeded the target number of 12 schools. Fifteen Solihull schools have received their Bronze Award, 5 schools have reached Silver Award and two schools have done exceptionally well to achieve the Gold Award. Modeshift STARS has been very well received by schools, who see it as a way of pulling all their initiatives together to set clear goals and objectives enabling them to promote sustainable transport amongst the whole school community. 7.5 On the Move! The On the Move! transition delivery to secondary school has been successfully delivered during the summer terms of 2015 and During the 2016 summer term, all Year 6 children attending Solihull primary schools were given a free booklet and their parents a free leaflet encouraging the children to consider travelling sustainably to their new Page 10 of 19

95 [PUBLIC] secondary school. 72 sustainable classroom sessions were also delivered to promote and encourage walking, cycling, road safety and the importance of good route planning. 7.6 Solihull Community Cycling The two hubs based at Tudor Grange and Meriden Adventure Playground are in full working order with a range of individuals and groups accessing the site. Weekly sessions have been available for a range of ages and abilities. Project officers have linked in with Wheels for All sessions at Tudor Grange and after school sessions are delivered on a weekly basis for the local community. They have also delivered a series of maintenance sessions at a local Community Centre in North Solihull. Engagement has taken place with 14 local schools who have received an intensive delivery of initiatives such as Ditch the Stabilisers, Learn to Ride, Balanceability and Scootability as well as bike maintenance lessons and a number of classroom based sessions delivering cycle related lessons in maths and science. Output Target No.s achieved Number of hubs operational 2 2 Number of people receiving adult cycle training Number of people receiving cycle maintenance training Number of people taking part in a led ride Number of nearby schools receiving targeted engagement Number of children taking part in Ditch the Stabilisers/Learn to Ride Number of children taking part in cycle/scooter skills sessions Number of Bike Checks/ Dr Bike Sessions Solihull Business Initiatives: The Switch Solihull programme has been promoted to businesses around Solihull. 11 businesses are currently engaged with the programme, with a number of new businesses joining in early The Workplace Officer also continues to lead on the delivery of the Smart Network Smarter Choices programme at 3 businesses, whilst also supporting delivery of the programme at 15 other sites. Ride Leaders have been trained at 2 businesses (Tarmac and Arup), enabling businesses to arrange their own cycling activities. Maintenance and bike security events have taken place at several sites in partnership with BikeRight, enabling more people to make safe cycle journeys in and around Solihull. Bikes are now available from the Brompton Dock at Birmingham International station, while Solihull MBC are also offering a free loan bike service. These loan bikes are currently available for short term loans and have been used by commuters wishing to try out cycling to work in Solihull. Page 11 of 19

96 [PUBLIC] 8.0 Progress to date Coventry LSTF funded initiatives 8.1 The Cycle Coventry team provides support to organisations and individuals to encourage more cycling, building on the Coventry Legacy Project. The team has also provided support for employers and education sites already engaged with as part of the SNSC programmes (including progression through the Top Cycling Locations accreditation system) and the 2015/16 Coventry Legacy Project. 8.2 Workplace, education and community walking and cycling promotional events and activities have included: Regular workplace events in Coventry City Centre and employment sites including Jaguar Land Rover, Halfords and University Hospital Coventry and Warwickshire Cycling Festival 19 June 2016 Godiva Festival 2-3 July 2016 Sky Ride Local Guided Rides May to October 2016 Sky Ride Coventry 7 August 2016 Sport Week Events August 2016 Cycle to Work Day 14 September 2016 Wheels for All for inclusive cycling sessions for people with disabilities and Learn to Ride weekend and holiday cycling sessions at leisure centres for children. At events individuals are encouraged to cycle to work and education using the cycle network, get free training and have had the opportunity to have their bikes checked and security marked at Dr Bike sessions. 8.3 A bike recycling workshop has been established with Langley House Trust, allowing bikes to be recycled and redistributed in the community. The project provides training for new bike mechanics and improves access to employment and education sites and interchanges by providing affordable bikes. 8.4 Achievements in 16/17 in Coventry so far have included: >11,000 people participated in cycling events >300 people participated in adult cycle training and maintenance classes >200 bikes recycled, safety checked or security marked. 9.0 Managing Short Trips Infrastructure improvements 9.1 The Managing Short Trips (MST) is a 6.4m programme of infrastructure schemes that is delivering 36km of cycleway improvements to canal towpaths in the Black Country together with associated physical highway improvements, such as footway widening, improved crossing facilities and tactile paving. These improvements are all designed to create cycle friendly corridors between existing cycle routes, residential areas and local centres. 9.2 MST is on schedule to complete the improvements by end March 2017, with the following completed to date: The Birmingham new mainline canal between Galton Bridge and Bridge Street in Sandwell and Aldersley Junction and Dixon Street in Wolverhampton; The Walsall canal between Bridgeman Street and Bentley Mill Way; Page 12 of 19

97 [PUBLIC] The Stourbridge canals from the Bonded Warehouse, though Wordsley Junction, Glass House Bridge and Leys Junction to Brockmoor Junction Bridge and from Leys Junction to Seven Dwelling Bridge, Brierley Hill on National Cycle Network route 54. Princess St / Market St / Garrick St cycle contraflow lane in Wolverhampton Monitoring and Evaluation 10.1 WorkWise We capture our customer s feedback at the point that they are provided with WorkWise support and six months after they have been provided with WorkWise assistance. Please find below summary of findings: Upon receiving WorkWise support - 96% of WorkWise customers said they would always use their bus pass 89% plan on using the bus 5 or more days a week compared to 33% when they were unemployed 17% plan on using the train 5 or more days a week compared to 5% when they were unemployed 10% plan on using the Metro 5 or more days a week compared to 5% when they were unemployed. Six months after receiving WorkWise support 72% of customers remain in employment 68% of our customers said they still use the bus to get to work 12% of our customers said they still use the train to get to work 78% of our customers who use the bus, use it 4 or more times a week. If unemployed this figure would be 9%. 18% of our customers who use the train, use it 4 or more times a week. If unemployed this figure would be 1%. 3% of our customers who use the Metro, use it 4 or more times a week. If unemployed this figure would be 1%. From the above statistics it is clear that whilst being unemployed, a customer travels less on public transport. Therefore, by supporting a customer to remain in work we are effectively embedding longer term behaviour which increases public transport patronage Education and Employer Travel Plans The teams are undertaking site-specific Travel Habit surveys as part of the development and implementation of Education and Workplace Travel Plans. The initial surveys provided a baseline of current staff and student travel habits within each site, and also give feedback on how people would like to travel (and barriers preventing them from doing so) which then inform the actions within each site-specific Travel Plan. The follow-up annual surveys have been continuing over the last 12 months, and will provide a progress report on any change between travel modes, and also help to inform the updated Travel Plan measures Feedback on Cycle Support Activities Based on the draft TfWM Cycling Engagement Outcomes Report, feedback on the training has been very positive; 89% of people who participated in in cycle training activities rating them as very good, with 92% of participants feeling that they had gained confidence. Change in behaviour data has also shown to be positive with 19% and 54% of respondents Page 13 of 19

98 [PUBLIC] in follow up surveys reporting that they now cycle more frequently for work or study, as a result of participating on one of the activities. The chart below (taken from the report) plots the other positive changes in behaviour. Comments from participants included: I thought the training given was first class and helped with safety awareness and confidence I would like to attend more classes because I would like to cycle to work, and cycle more. Trainers were very informative, highly recommended 10.4 A draft Outcomes report for the SNSC programme was submitted to DfT on 4 th November 2016 for review. Highlights from this include: The measures implemented through the SNSC programme have helped to deliver new cultures in workplaces, education establishments and communities across all corridors. Personalised travel planning (PTP) projects carried out as part of the Community and Residential workstream during 2012 to 2015 successfully engaged with over 20,000 households along 6 of the SNSC corridors. Across all corridors there have been shifts towards more sustainable modes of travel. The project has been most successful in making people think about the way they travel and providing them with the choice and knowledge to change if they choose to. Employer support has led to a 4% reduction in car travel, 4% increase in public transport use and 1% increase in active travel use amongst those surveyed. Positively, 98% of organisations surveyed post implementation wanted to continue with the SNSC support they received over the programme. Support for Education sites and student engagement has led to a 2.9% reduction in car travel and 4.2% increase in walking amongst staff and students. WorkWise has also played a significant role in helping more people access employment Finance Implications Page 14 of 19

99 [PUBLIC] 11.1 The table below provides a summary of LSTF bids and funding awarded to the West Midlands. WMCA - summary of LSTF funding bids and awards for the West Midlands Scheme year(s) Scheme name Period Bid amount DfT funding award Revenue Capital Total Explanation 2012/15 (West Midlands) LSTF 2½ years 33,218,000 18,732,500 14,485,500 33,218, /16 (Birmingham & Solihull) LSTF 1 year 2,959,000 2,959,000 n/a 2,959, /16 (Black Country) LSTF 1 year 3,057,000 3,057,000 n/a 3,057,000 Remaining contingency of 2,312,618 used to fund extended LSTF interventions for 2016/17 - approved by DfT and LSTF Member Board Revenue only bids for 2015/16 Underspend of 193,055 in 2015/16 used to fund extended LSTF interventions in 2016/17 (per DfT guidance) Revenue only bids for 2015/16 Underspend of 585,319 in 2015/16 used to fund extended LSTF interventions in 2016/17 (per DfT guidance) 2015/16 (Coventry & Warwickshire) LSTF 1 year 1,886,000 Unsuccessful n/a Unsuccessful Revenue only bids for 2015/16 - C&W bid unsuccessful given lack of complimentary capital schemes included in SEP 2016/17 (West Midlands) Sustainable Travel Transition Year 1 year 2,380,000 Unsuccessful n/a Unsuccessful Revenue competition only - 20m available for England (excluding London) 2017/20 (West Midlands & Warwickshire) Access Fund 3 years 7,480,000 Unsuccessful n/a Unsuccessful Revenue competition only - 60m available for England (excluding London). 500m capital funding allocated via LEPs/LGF The 2016/17 Transition Year bid was unsuccessful and continuation of LSTF activities was made possible by utilising the remaining 2012/15 contingency and underspends from the 2015/16 programmes as indicated in the table Given the outcome of the Access Fund bid, a closure/transition programme has now being prepared. This activity is expected to take place during the first 6 months of 2017/18. It is anticipated that closure and transition costs during this period can also be covered by the remaining 2012/15 contingency and 2015/16 underspends, given that the 2016/17 programme is running favourable to budget and many of the outputs targets are already delivered Legal Implications There are no direct legal implications arising from the recommendations set out in this report. However, legal will support as necessary any deliverables that may arise moving forward into 2017/ Equalities implications LSTF activities and projects have had a positive impact on a number of groups, including young people and people who are unemployed and on low incomes. A reduction of activities will inevitably have an impact on these groups so every effort needs to be made to continue services to some degree with the option of expanding should funding become available in 18/19. Page 15 of 19

100 [PUBLIC] Appendix One Funding decisions for the Access Fund 2017 to 2020 revenue competition. Successful bidders Lead Local Authority East Sussex County Council Participating authorities for joint bids Region DfT Funding Contribution ( m) None South East Isle of Wight Council None South East Herefordshire Council None West Midlands Sheffield City Region Lancashire County Council - Joint Barnsley Metropolitan Borough Council, Doncaster Metropolitan BC, Rotherham Metropolitan BC, Sheffield City Council, South Yorkshire Passenger Transport Executive Blackburn with Darwen Council Yorkshire and Humber Noth West Norfolk County Council None East of England North Yorks None Yorkshire and Humber Plymouth City Council None South West Southend-on -Sea Lincolnshire County Council Blackpool Borough Council Essex CC and South East Thurrock Council None East Midlands Buckinghamshire CC, Hertfordshire CC, North East CA, Stoke on Trent CC, West Sussex CC, Hampshire CC, Leicester CC, North Lincolnshire, Surrey CC North West Devon County Council None South West Brighton & Hove None South East Bristol City Council (West of England) Bath & North East Somerset Council; North Somerset Council; South Gloucestershire Council South West Slough Borough Council None South East Tees Valley Combined Authority Darlington Borough Council, Hartlepool Borough Council, Middlesbrough Council, Redcar & Cleveland Borough North East Page 16 of 19

101 [PUBLIC] Lead Local Authority Participating authorities for joint bids Council, Stockton-on- Tees Borough Council Region DfT Funding Contribution ( m) York, City of None Yorkshire and Humber Kent County Council None South East East Riding Council None Yorkshire and Humber North East Lincolnshire None Yorkshire and Humber Nottingham City Council Leicester City Council Nottinghamshire County Council Derby City Council; Nottinghamshire County East Midlands Leicestershire County East Midlands Council None East Midlands Southampton City Council Luton Borough Council Unfunded schemes Hampshire County Council Bedford Borough Council; Central Bedfordshire Council South East East of England Lead Local Authority Project Name Region Bournemouth Borough Council West Yorkshire Combined Authority Gloucestershire County Council Wiltshire Council Supporting Growth Through Sustainable Travel Delivering Good Growth through an Active Economy Thinktravel (2017/ /20) Connecting Wiltshire Sustainable Access to Employment, Education and Training Made Simple' South West Yorkshire and Humber South West South West Wokingham Council Active Access Berkshire South East Cheshire East Hampshire County Council Suffolk County Council Telford & Wrekin Council West Midland Combined Authority Bedford Borough Council North Lincolnshire Council ACCESS TO EMPLOYMENT & SKILLS THROUGH SUSTAINABLE TRAVEL Connecting Rural Communities with Economic Opportunities in Hampshire Local Links Anglia Enterprise Telford Deliver Growth through Sustainable Travel On the Move West Midland Travel Bedford TravelBest: Smarter Travel for Everyone North West South East East of England West Midlands West Midlands East of England Yorkshire and Humber Oxfordshire - Single Active and Sustainable Travel to Oxford Employment South East Page 17 of 19

102 [PUBLIC] Lead Local Authority Project Name Region Staffordshire & Stokeon-Trent Access to Growth Deal Urban Centres West Midlands Oxfordshire - Joint Better Ways to Work South East Hampshire County Council - Joint Hertfordshire County Council West Sussex County Council North East Combined authority Rutland County Council Peterborough City Council Somerset County Council Portsmouth City Council Swindon Borough Council Liverpool City Region Derbyshire County Council Connecting people to economic opportunities in the Sci:Tech Corridor and Blackwater Valley Stevenage Cycleway Renaissance Walking and Cycling: From Leisure to Everyday Journeys Go Smarter Travel4Rutland+ Travelchoice Focus Travel Somerset: Delivering behaviour change that supports economic growth and healthy lives A Sustainable and Connected City (Phase 3) Walking and Cycling towards a Prosperous and Healthy City Swindon Travel Choices 2020 Productivity, People, Place: Liverpool City Region Access Fund Bid Reaching Our Peak South East East of England South East North East East Midlands East of England South West South East South West North West East Midlands Cornwall Council Improving Access in Cornwall s Growth Deal Towns South West Essex County Council Smarter Travel Essex Toolkit - engaging businesses and communities to promote active travel in Essex East of England Surrey County Council Travel SMART - Delivering growth in East Surrey South East Greater Manchester Combined Authority Connecting Greater Manchester through Travel Choices and Active Travel North West Milton Keynes Council Get Smarter Travel in Milton Keynes East of England Worcestershire County Council Cumbria County Council Choose Worcestershire Go Cumbria and the Lake District West Midlands North West Cambridgeshire County Council Getting Cambridgeshire to Work embedding sustainable travel as part of Cambridgeshire s economic success story East of England Torbay Council Torbay Access Fund Bid South West Medway Council Sustainable Medway South East Worcester City Council City ebike Electric Bike Hire Pilot in Worcester and the West Midlands West Midlands Page 18 of 19

103 [PUBLIC] Glossary Word / Acronym BBB BCC BCR BikeRight! CCTV DCPC DEFRA DfT DoE GTD ITA LEP LGF LSTF 20MPH MST NWM SNSC Sustrans Swift TfWM WMCA YEI Explanation Big Birmingham Bikes Birmingham City Council Birmingham Cycle Revolution Supplier delivering programme Cycling support Closed Circuit TV Driver Certificate of Professional Competence Department for Environment, Food and Rural Affairs Department for Transport Duke of Edinburgh Green Travel District Integrated Transport Authority Local Enterprise Partnership Local Growth Fund Local Sustainable Transport Fund 20 Miles Per Hour speed limit for safer roads especially around schools, residential areas etc. Managing Short Trips programme of cycle infrastructure improvements in the Black Country Network West Midlands Smart Network, Smarter Choices A national cycling charity enabling people to choose healthier, cleaner and cheaper journeys West Midlands transport smart card Transport for West Midlands West Midlands Combined Authority Youth Employment Initiative Page 19 of 19

104 Agenda Item No. 14 BRIEFING NOTE TRANSPORT DELIVERY COMMITTEE Date: 6 March 2017 From: Councillor Judith Rowley Lead Member for Safe & Sustainable Travel & Councillor Diana Holl-Allen Subject: Out of Sight, Out of Mind Understanding Transport & Mobility Issues for People with Hidden Disabilities Hidden disability is a very broad agenda and it is worth reminding ourselves that the UK Equality Act 2010 treats disability as both physical & mental impairment, 1 in 4 people in the UK will at some time in their lives suffer from mental health issues and 1 in 10 live with long term mental illness. So passengers on Network West Midlands may be seen to be disabled e.g. wheelchair users or may not appear to be disabled but may have a hidden issue that is less apparent to staff or to fellow passengers. This might be dyslexia, dementia, autism or a mental health issue. Making a journey on public transport requires skills. These include being able to comprehend signage, communicate with others and just have the confidence to go from A to B and get back again. Disabled and vulnerable people need staff to be apparent on the network to assist them. It is crucial that all staff that present themselves to the travelling public are aware of the needs of the diverse nature of all passengers. It is very important that staff attitudes are positive and helpful to guide people to a successful journey experience. If we ask ourselves why the London Olympics and Paralympics were so successful in general and specifically were heralded such a great success for vulnerable people. The answer is that there were a plentiful supply of knowledgeable people to guide and advise. Staffing is about a human presence, it s human nature. There are many people out there that for one reason or another cannot cope with ticket machines or doing it online. The Transport Industry needs to be mindful of this and not just provide infrastructure and never loose sight of who it s for. The conference dealt with the following issues: The importance of staffing & appropriate training of staff. Also staff attitudes to passengers. Intervention policies to help vulnerable people e.g. travel training, providing familiarisation experiences e.g. station toilets. Eligibility issues for concessionary travel, special needs transport.

105 Providing dedicated training guides for specific needs e.g. autistic people. Keeping passenger well informed if there is a problem / breakdown of service. Reassurances is so crucial particularly for vulnerable travellers. Transport for the West Midlands We would like to record our thanks and appreciation to Anna Sirmoglou for her excellent presentation to conference. A local authority perspective on identifying hidden disability issues. Anna outlined many examples of best practise that we have implemented in West Midlands to assist those with disabilities in conjunction with partners. Many very positive comments were made from delegates from far and wide about what we had achieved in our region. The conference offered much food for thought and we will continue to work hard as resources permit to offer as positive a journey experience to vulnerable people together with our partners as we are able to. Making things better for disabled people makes things better for everyone out on the network. We must always remember nobody loses by doing it well. Cllr Judith Rowley & Cllr Diana Holl-Allen

106 Agenda Item No.15 Transport Delivery Committee Date: 6 th March 2017 Report Title: UK Bus Summit 2017 Accountable Director: Accountable employee(s): Report Considered by: Pete Bond Steve Hayes Cllr Hartley, Cllr Eaves, Cllr Stanley: Conference Attendees Purpose 1. To receive a report back from the UK Bus Summit conference held in London on 9 February Recommendation 2. That the report be noted. Attendance 3. Councillors Hartley, Eaves and Stanley attended the conference, accompanied by Jon Hayes (Head of Network Delivery) and Steve Hayes (Network Development & Delivery Manager). Laura Shoaf (Managing Director) presented on behalf of TfWM in the afternoon. Local Context 4. The Bus Summit confirmed to the West Midlands representatives that the issues we are grappling with locally are similar to those being felt nationally. Congestion continues to increase across the country, partly due to increased economic activity, the relatively low costs of motoring and also due to the continued unregulated the growth in delivery vehicles and Uber. The impact of this congestion not only increases operational costs but also leads to reduced patronage as a result of increased journey times. The work the Bus Alliance is undertaking to develop bus punctuality schemes is therefore vital. Conference Summary 5. The Transport Minister, Andrew Jones MP confirmed the Government s commitment to the Bus Services Bill, devolving local powers to local areas to make Page 1 of 4

107 [NOT PROTECTIVELY MARKED] their own decisions about how bus services should be operated most effectively, whether that be through the existing deregulated market, enhanced partnership or franchising. Another theme of the Bill is open data and ensuring that operators make data freely available for authorities and app developers to ensure high quality information is available for passengers, along with the requirement for operators to co-operate with smart card ticketing schemes. 6. The Minister also advised that additional subsidy for bus services from Government e.g. increases in Bus Services Operators Grant will not be forthcoming. Services need to be attractive and profitable, which may require delivering them in different more innovative ways. 7. Val Shawcross, Deputy Mayor of London explained how essential buses are to accommodate growth in London and keep the city moving. In recent years there has been a close correlation between journey speed reductions and passenger decline, which we have also witnessed here in the West Midlands. 8. Martin Griffiths, Stagecoach Chief Executive, asserted that congestion is killing the industry and that each year the situation was worsening. Stagecoach are trialling new initiatives such as a demand responsive minibus network in parts of Kent. Neil Birch of the consultancy Systra highlighted the opportunities for better integration between health and social care transport, home to school transport and subsidised bus networks, which potentially could yield significant efficiencies. This is certainly an area that warrants further dialogue with Accessible Transport Group (ATG) in the West Midlands. 9. There has been some positive patronage growth in the country, for example in Bristol, Reading and Milton Keynes. In Reading this has been due to a strong focus on the consumer product whereas in Bristol and Milton Keynes there have been shifts in parking policies that have made driving less attractive, which it was recognised could be politically contentious. 10. Claire Haigh, Chief Executive of Greener Journeys and industry expert and commentator Professor David Begg spoke passionately about the value of bus to society. Claire and Professor David Begg visited the West Midlands Bus Alliance Board along with the Transport Minister in September 2016 and at the Summit described it as an extremely positive and forward think approach to improving bus services. 11. Professor Begg explained how the impact of congestion on buses is more significant than on other vehicles because they operate to fixed routes so are unable to divert to avoid congestion. Congestion has helped rail service flourish because journey times are reliable, whereas it has had the opposite effect on buses. Professor Begg also suggested that whether or not bus networks were regulated (as in London) or deregulated was largely irrelevant. London has long been lauded as a model for the wider UK but recent patronage decline in the city that benefits from high density, high growth, congestion charging and smart ticketing as a result of increased congestion largely a result of private hire cabs (Uber) and delivery vehicles, shows that re-regulating bus markets is not a panacea if authorities cannot adequately regulate taxis and delivery vehicles. Page 2 of 4

108 [NOT PROTECTIVELY MARKED] 12. Leon Daniels, Managing Director Surface Transport at TfL reinforced this message, noting the particular difficulties TfL had had regulating rickshaws on the city streets. Clear vision and strong political leadership had helped in London, but he questioned how any town or city could claim to be pro-public transport whilst have plentiful free or very cheap parking, which would undermine any attempts to boost bus patronage. Manfred Rudhart, CEO of Arriva noted non-bus users were often very negative about buses and bus passengers and there was a huge discrepancy between the public perception of buses and their importance to society, which the industry needs to work together to address. 13. A session on the positive environmental impacts of bus travel identified the role of buses in reducing poor air quality as an opportunity for the industry, however more needs to be done to emphasis the message that modern buses are incredibly clean, with Euro VI bus engines cleaner than many diesel cars. Clean Air Zones in many cities, including in Birmingham and potentially other areas of the West Midlands may provide an opportunity for modal shift. 14. Various low or zero emissions technologies were discussed, including electric, Hydrogen and gas. There are proposals for both electric and hydrogen buses in the West Midlands over the next three years, funded by successful bids to the Office for Low Emission Vehicles in A number of low emission bus were on display outside of the conference venue, including the gas bus pictured below. 15. Transport for West Midlands took centre stage at the conclusion of the Summit, with presentations from both Laura Shoaf and Peter Coates (National Express West Midlands) on our partnership work through the West Midlands Bus Alliance. Laura emphasised the role of the bus in supporting connectivity and growth within the region, Peter explained how growing congestion was a challenge. 16. John Henkel (Transport for the North) explained how the new tools available within the Bus Services Bill would make it easier for Local Authorities to plan and deliver integrated bus networks, whether that be through enhanced partnership working as being clearly demonstrated in the West Midlands or through franchising. David Page 3 of 4

109 [NOT PROTECTIVELY MARKED] Brown, CEO of Go-Ahead lamented the absence in the Bus Services Bill of any levers to support Local Authorities in tackling congestion. 17. Professor David Begg rounded off the Summit by concluding that without decisive action to reduce traffic then bus travel would continue to decline. The biggest success in reducing traffic and increasing bus use had been the London congestion charge but outside of the capital any proposals had been politically unpalatable, however Professor Begg felt that this was the only realistic way that people could be encouraged to drive less. The challenge he left Summit attendees with was to devise a form of road user charging that encouraged people to drive less but that was politically and publically acceptable. 18. The Summit once again provided attendees with a very useful overview of the challenges facing the industry, and while those challenges remain significant it is comforting to learn that other areas of the country are faced with similar problems to us here in the West Midlands. By exploring the issues together and sharing best practice, such as the West midlands Bus Alliance, we have a better chance of succeeding, making services better, growing patronage and ensuring the bus continues to play an essential role in supporting connectivity and economic growth. Pete Bond Director of Transport Services Contact Officer: Listing Officer: Steve Swingler, Media Manager telephone: (0121) steveswingler@centro.org.uk Steve Hayes, Network Development & Delivery Manager telephone: (0121) stevenhayes@centro.org.uk 1 Page 4 of 4

110 This report is PUBLIC [NOT PROTECTIVELY MARKED] Agenda Item No. 16(a) Board Meeting Date 17 February 2017 Report title Cabinet Member Portfolio Lead Accountable Chief Executive Accountable Employee Report has been considered by Network Resilience Preliminary Report Councillor Roger Lawrence Transport Keith Ireland, Managing Director - Wolverhampton keith.ireland@wolverhampton.gov.uk Tel: Laura Shoaf, Managing Director - TfWM laurashoaf@wmita.org.uk Tel: STOG and WMCA Programme Board The Combined Authority Board is recommended to approve: 1. The progression of a number of immediate priorities for managing network resilience during the next 5-10 years of major transport works across the WMCA area: i. Form a formal and fully empowered multi-agency partnership with robust governance to work together to tackle the issues; ii. iii. iv. Define and agree clear objectives for the partnership, to be based around ensuring the economic activity is able to continue to operate and grow, whilst existing transport system capacity issues are addressed and new growth sites are unlocked; Undertake a more detailed evidence analysis and develop firm mitigation strategies and schemes, including detailed feasibility and costs for these; and Secure funding for and undertake enabling and preparatory actions to consider the principles and benefits to partners in sharing data, and managing the network in an integrated and co-ordinated way. This includes exploring options around a West Midlands Regional Integrated Command Centre to bring together all stakeholders with all the relevant information to direct both the strategic and operational activity, for delivery by all partners.

111 This report is PUBLIC [NOT PROTECTIVELY MARKED] 2. The immediate implementation of a multi-agency Network Resilience Partnership and Governance Structure led by TfWM, the principles of which are set out in Section 6. This is to be refined and developed in collaboration with partners concurrently with establishing and mobilisation it. 3. The formation of a coordinated joint communications and public relations plan encompassing all WMCA partners, HS2 Limited, Highways England and Network Rail, to be agreed by the Heads of Communication of the WMCA and the Constituent Authorities. The Combined Authority Board is recommended to note: 1. The discussion between Sandwell MBC and Highways England regarding the M5 Oldbury Viaduct major maintenance works and the concerns regarding the need for both physical mitigation works on the local highway network and a robust public communications plan. Sandwell MBC is seeking to agree proposals with Highways England, along with a commitment to implement a contingency relief plan in the event of excessive disruption.

112 This report is PUBLIC [NOT PROTECTIVELY MARKED] 1.0 Purpose 1.1 This report sets out the work undertaken to understand the scale of the challenge of managing and securing a resilient and robust transport network during a period of major infrastructure work across the West Midlands. The report also highlights a number of actions which are recommended in order to mitigate potential adverse impacts of any resulting poor network resilience (the ability of the system to cope with planned change and incidents). 2.0 Background 2.1 There has been growing awareness of the scale and timing of a series of major infrastructure works which particularly impact the Strategic Road Network (SRN) and Key Route Network (KRN) across the West Midlands. This includes: HS2 Phase 1: with significant rail, local road and motorway interfaces and diversion works; The delivery of the Government s Road Investment Strategy periods 1 & 2 (RIS1/2, running to 2021 and 2026 respectively) being delivered by Highways England; Network Rail s investment in a number of capacity upgrades on the network around Birmingham; WMCA s own investment in HS2 Connectivity, Metro and local transport; Investment in major maintenance and utilities works; and Major development in Birmingham city centre and other locations such as Cannock. 2.2 The infrastructure investment will bring many significant direct benefits and unlock further regeneration and growth opportunities. However, during the delivery period there is a risk that un-coordinated delivery undertaken by different agencies working in siloes could generate significant short-term adverse construction disruption impacts, as well as negatively impacting upon air quality. If poorly handled, as well as impacting the ability for labour market to move freely around the area, it has the potential to impact on manufacturing and logistics operations that underpin the regional economy (many of which use Just in Time operating models). 2.3 This potential was recognised by TfWM and the HS2 Growth Strategy Board, who asked TfWM to undertake some scoping work. This work was commissioned and has been undertaken with the full cooperation and engagement of HS2 Ltd, Highways England, Network Rail and many of the Local Authorities. 2.4 Additionally the issue has been raised as part of the Devolution Deal 2 discussions with DfT and HMT and with the National Infrastructure Commission. This has been with a view to securing Central Government support for the strategic response, recognising that the scale and importance of the issue has impacts which are beyond the West Midlands. This is a function of a West Midlands network carrying a diverse and significant mixture of local, national and international people and goods movements. 3.0 Impact on the Delivery of the Strategic Transport Plan 3.1 Poor network resilience will adversely impact all tiers of the transport network identified in the Movement for Growth strategy, and in a worst case prevent many of the outcomes that are targeted being achieved. However, with the right investment in strategic mitigation measures during the construction period it is anticipated that longer term positive behavioural change can be achieved towards increased use of sustainable and active travel

113 This report is PUBLIC [NOT PROTECTIVELY MARKED] modes. This stickiness to change has been observed at a smaller scale in Birmingham following the extensive programme of activity around the city centre A38 tunnel works, where Birmingham City Council have reported travellers retaining some level of changed travel behaviour such as rail use or car sharing that they initially adopted during the works. 4.0 Wider WMCA Implications 4.1 The implications of managing network resilience are significantly broader than just the TfWM area which is at the centre of the main area of disruptive works. In liaison with Highways England two broad zones of impact have been identified, with a core zone containing the wider double motorway box (M5, M6, M42, M40, A46) and wider zone extending up the M42 to A5; over to the M1 and along the A46 down to the M5. The strategic routes (road and rail) in the wider zone will be impacted both directly and by diversionary movements. Development coming forward in these areas which is dependent on the strategic network will need to be cognisant of network resilience management strategies. 5.0 Progress, options, discussion, etc. 5.1 The full consultant s report has been produced using information provided under a Non- Disclosure Agreement and therefore is not provided in full. However, Appendix 1 highlights the main locations of the strategic works currently proposed in and around the main M6/M5/M40/M42 motorway box. Work by the consultant highlights that the peak period of challenge will be between mid-2018 and 2020, but with the likelihood of 10 or more years of significant works. 5.2 For expediency the consultant s work was focused on the main motorway box. However, it is recognised that the issues extend beyond this, with construction impacts and an area of search for management solutions needing to extend to the A46, M69 corridor, along the A38 and along the M42 into Staffordshire; as well as and impacting the A5 corridor. Rerouting strategies for long distance traffic during the construction will also be likely to require consideration of the M1 corridor. Further work will be required to capture a truly comprehensive picture of the scope of the challenge and field of operation. 5.3 The headline preliminary findings identify the probable loss of 1 or 2 lanes (approximately 12.5 to 25%) capacity from the SRN at multiple locations during the same period, with potential for 20 mins plus delays for each vehicle for extended periods across significant elements of the network. The loss of SRN capacity is likely to occur at the same time as the local KRN is subject to disruption due to Metro, Sprint and HS2 connectivity package works. There will be some (limited) scope for transfer of trips to rail, but limitations in Park & Ride capacity and existing rail capacity limitations will ultimately constrain what can be achieved with conventional rail. 5.4 The issues of the impact of planned works are illustrated by the imminent work on the M5 Oldbury Viaduct, which now needs extensive major maintenance works to address structural issues. These works will result in significant disruption to both long distance through traffic and the local traffic which currently uses the M5 (but which will inevitably seek alternative routes). The impact on the local network will be exacerbated by some rerouting of traffic away from the motorway to avoid congestion. Sandwell MBC have been working with Highways England to identify and seek agreement on a programme of mitigation works on the local highway supported by a robust communications plan for local residents and businesses, including local junction upgrades. It is proposed to monitor the

114 This report is PUBLIC [NOT PROTECTIVELY MARKED] impact of the works in order to assess the effectiveness of the mitigation and in order to inform planning for other major schemes around the area. 5.5 In addition to managing the impact of planned works there will be an increased need to improve incident recovery. This was highlighted by the Police and Crime Commissioners inquest. During the construction period the network can generally be expected to be under greater stress and less able to cope with delays from accidents and other incidents. Greater streamlining and coordination between Highways Authorities, transport operators and emergency services will provide benefits if linked by a common set of intelligence and response protocols. Work on this has started and will continue to be progressed. 5.6 Sustainable travel options and conventional bus based Park & Ride all have useful roles to play, but experience from the London 2012 Olympics suggests that long term sustained change in travel mode choice is more difficult. Based on TfL s experience there is some suggestion that a 5% shift to sustainable travel might be realistic, although challenging. 5.7 Based on the consultants findings and a workshop with stakeholders from across the area (including HS2, Highways England, M6 Toll, Network Rail and DfT), the most impactful mitigation options are likely to focus on (but should not be limited to): Making use of empty seat capacity in cars: There is a high proportion of single occupancy car trip making over the local and strategic highway network, with significant level of short distance motorway travel (often referred to as junction hoping); Shifting the time of travel and mode choice: Through a mixture of technology enabled incentives (easy payment systems and public transport pricing; traveller information; and Mobility as a Service solutions) and intelligent management of parking supply and pricing. These would be most effectively implemented through targeted engagement with main traffic generating areas and organisations, and at pinch point hot spots; Traffic management - physical and enforcement measures: Introduction of temporary measures such as High Occupancy Vehicle Lanes; Clearways (or Red Routes) and making best use of underutilised highway capacity such as the M6 Toll; and rigorous traffic enforcement (including moving traffic offences); and Communications, data, technology and intelligence: The use of optimised Urban Traffic Control systems and systems performance monitoring within an environment of open data shared between agencies and published openly. This would be used to optimise construction planning and scheduling; as well as to drive joined up public information through multiple communications channels. 5.8 A number of immediate priorities for further action have been identified and are proposed to be put in place as soon as possible. Highways England have highlighted that the peak impact of construction impacts will not occur until into 2018, however, there will be tangible impacts from circa April 2017, starting with works on the M5. The immediate priorities identified are: Form a formal and fully empowered multi-agency partnership with robust governance to work together to tackle the issues;

115 This report is PUBLIC [NOT PROTECTIVELY MARKED] Define and agree clear objectives for the partnership, to be based around ensuring the economic activity is able to continue to operate and grow whilst existing transport system capacity issues are addressed and new growth sites are unlocked; Form a robust and universally adopted communications strategy which can provide a single voice and emphasise the overall benefits of the investment. This would include messaging around meeting the daily travel demands of businesses and residents; Undertake a more detailed evidence analysis and develop firm mitigation strategies and schemes, including detailed feasibility and costs for these, covering a wider geography than just the main motorway box; Secure funding for and undertake enabling and preparatory actions. This would include the setting up of a West Midlands Regional Integrated Command Centre to bring together all stakeholders with all the relevant information to direct both the strategic and operational activity for delivery by all partners; Ensuring that all traffic signal junctions, variable message signs and traffic cameras across the West Midlands constituent authority area are operational and connected via a Urban Traffic Control Centre to the existing West Midlands common database system. 5.9 In parallel to the initial scoping work and on-going discussions with stakeholders TfWM have been negotiating with DfT and HMT over support required for network resilience measures. These discussions are on-going but include: Additional powers to provide flexibility over the rapid introduction and removal of temporary bus services, park and ride provision and moving traffic offences; Formal Government support and engagement in a Transport Resilience Partnership; Feasibility and business case development funding of 250,000; and Protocols and mechanisms for better West Midlands engagement in the operation of the M6 Toll. 6.0 Governance 6.1 A robust governance structure will be essential in order to address the issues highlighted above. The principles of this were discussed at a wider stakeholder meeting in late September 2016, at which HS2 Ltd, Highways England, Network Rail and many of the Local Authorities across the WMCA area were represented. It was agreed that the governance should be implemented and refined over time as required. 6.2 Subsequently a governance structure has been developed with the support of HS2 Ltd and Highways England as outlined in Figure 1. At the head of this proposed structure is a Leadership Board with Ministerial, Leader, Mayoral and Police & Crime Commissioner level membership, supported by Chief Executive level representation from Highways England and HS2 Ltd. Preliminary discussion with Andrew Jones MP and with Highways England s Chief Executive have suggested support for this approach. 6.3 The work of the partners through the Governance structure will need to be supported by agreed clear and consistent messaging and communications to the public, employers and investors. This is highly likely to require specialist support and will need to be resourced accordingly. Proposals for this are being scoped. 6.4 The geographic scope of the governance is proposed as set out in Figure 2. This has a core area of focus within which direct mitigation measures and coordination of works will be

116 This report is PUBLIC [NOT PROTECTIVELY MARKED] targeted, but with full consideration of the impacts and opportunities across a wider area of interest. 6.5 All aspects of the above governance will need supporting by clear Terms of Reference, which are being developed in partnership with Highways England and others.

117 Figure 1: Proposed Governance This report is PUBLIC [NOT PROTECTIVELY MARKED]

118 This report is PUBLIC [NOT PROTECTIVELY MARKED] Figure 2: Area of focus for West Midlands Transport Resilience & Response Partnership 7.0 Conclusions & Summary 7.1 The overall impact of all the works and merit of all the individual schemes is significantly positive. The works are required in order to unlock the strategic growth objectives adopted in the West Midlands Strategic Economic Plan. However, the potential magnitude of cost in the short term, if the network resilience issues are not well managed, has potential to be significant. 7.2 The bulk of the impacts are arising from major strategic works that are being undertaken as part of national programmes such as HS2 and motorway upgrades, albeit these will ultimately provide significant local benefits. 7.3 Short of not undertaking the major elements of the capacity improvement and maintenance works some level of adverse impact cannot be avoided. Not undertaking these works is not considered a viable approach as it would result in long overdue strategic investment in the

119 This report is PUBLIC [NOT PROTECTIVELY MARKED] transport capacity of the West Midlands (which is necessary for growth) being deferred further, or being put at risk of not happening at all. 7.4 The worst of the short term adverse impact can be limited and managed through the introduction of a comprehensive range of solutions, which must be delivered in a fully coordinated partnership operating under a robust mandate which is embraced by all partners. Highways England, Network Rail and HS2 Ltd are understood to support TfWM providing leadership. 7.5 The impacts will start to be felt soon and will rapidly increase in magnitude, requiring an immediate concerted and well-funded effort by all partners. 7.6 There is significant further work to be done to understand the full implications and options for the detail of the mitigation activity required, but it is clear that there is no single silver bullet. A broad based suite of measures will be needed, including physical temporary measures and a significant amount of revenue intensive stakeholder and business engagement; alongside community/traveller information and behaviour change support. 7.7 In addition to the more detailed investigation there are number of areas of activity in which work can now start, such as the feasibility of the establishment of a Regional Integrated Command Centre. This could be central to enabling other measures to work most effectively. The RICC would reflect the information contained in operational centres (local UTC desks, major construction compounds, CCTV centres etc) into a single centre of command containing the right staff from all agencies (Highways England, Local Highway Authorities, blue light services, TfWM, transport operators, HS2 Ltd and major contractors). Together these resources would allow a single coordinated view of immediate and medium term strategy to be formed and communicated, with a rich source of open operational data generated and published for all to access. There are various potential models for the RICC, which need to be explored through further feasibility and business case work. Funding of 250,000 to do this is being sought from Government. It is not intended that the RICC would replace local operational UTC centres, which would remain responsible for the implementation of intelligence based strategies formed in the RICC. 7.8 Public communications will be highly sensitive and critical for all partners to handle them clearly and consistently. A very robust and a well-resourced communications strategy needs to be developed and put in place as soon as possible, central to which will need to be a message of the West Midlands remaining open for business and at the centre of planned for game changing and growth enabling investment. 8.0 Financial implications 8.1 There are no immediate financial implications arising from the implementation of the recommendations of this report and the immediate priority actions will be put in place within existing budgets. However, in order to bring forward proposals 250,000 of feasibility and business case funding is sought from Government and no other funding source has been identified. Failure to secure this funding would result in a direct delay to the development of critical elements of the proposed mitigation strategy, and a consequent restricted ability to address network resilience issues. 8.2 In order to develop a coherent and robust overall response to transport resilience further significant funding will need to be identified, and no existing budgets for this have been identified.

120 This report is PUBLIC [NOT PROTECTIVELY MARKED] 9.0 Legal implications 9.1 There are no direct legal implications arising from this report, although in the future it is anticipated that it will be necessary to enter into a number of partnership and legal agreements Equalities implications 10.1 The impact of individual schemes are likely to have a positive equality impact on a number of protected characteristics. However, the interim disruptions are likely to have a negative impact on people with disabilities especially and older age groups. Individual schemes will need to be equality impact assessed and a plan needs to be put in place to ensure minimum disruption to customers during the construction period and effective and diverse communication to the public including disabled and older age groups Other implications 11.1 Environmental impacts of poor network resilience could be significant, especially air quality and health as further work is undertaken these potential impacts will be assessed and identified Schedule of background papers 12.1 No papers Appendices 13.1 APPENDIX 1: Plan of main works identified around the Birmingham motorway box (N.B. Print and view at A3 colour)

121 APPENDIX 1: All Identified Major Works Birmingham Box

122 This report is PUBLIC [NOT PROTECTIVELY MARKED] Agenda Item No.16(b) Board Meeting Date 17 February 2017 Report title Cabinet Member Portfolio Lead Accountable Chief Executive Accountable Employee Report has been considered by HS2 Connectivity Package Councillor Roger Lawrence Transport Councillor Bob Sleigh WMCA Chair Keith Ireland, Managing Director Wolverhampton Tel: Sandeep Shingadia, Head of Programme Development TfWM Tel: STOG, HS2 Growth Delivery Board & WMCA Programme Board The Combined Authority Board is recommended to: 1. Note the principles for reallocating HS2 Connectivity Package funding as set out in Section Note the criteria that has been used to assess the HS2 Connectivity Package in Section Agree the revised HS2 Connectivity Package as set out in Section Agree that Government is lobbied to ensure that dependent national programmes are delivered by Network Rail.