Inmotion! altogether better travel

Transcription

Inmotion!
altogether
better
travel
Local Sustainable
Transport Fund
2015/2016
Revenue Application
[email protected]
inmotion.co.uk
PREface
We are very pleased that Government shares our ambition
to continue to invest in sustainable transport through the
Local Sustainable Transport Fund (LSTF). Our bid is the
logical next step for delivering sustainable travel projects
that address the local challenges faced by those trying to
enter employment and for business looking to locate and
grow in the Sheffield City Region (SCR). The bid is closely
linked to our Strategic Economic Plan (SEP) and is targeted
on widening labour markets, helping to increase business
productivity and supporting sustainable businesses.
We are making excellent progress on our journey to
revolutionise the way people get to work and their
attitudes towards how they travel, which we evidence
with case studies at the top of each page of our bid. It
makes good sense that we continue this journey so that
we maintain the benefits of our investment so far and to
ensure we maximise the benefits of the significant capital
investment we plan to make, as part of our SEP.
James Newman
LEP Chairman
As part of our current programme we have developed a
strong brand for promoting sustainable travel, a brand
that allows us to provide a clear and consistent message
to our existing and potential customers - Inmotion!
Altogether better travel. This brand provides the name of
our bid as we have found that the more we bring together
our planning and delivery under one umbrella, the more
effective our investment in sustainable travel is.
We will manage our delivery centrally to ensure it is
cost effective and while doing this, we are flexible in
application. This means local people get the solutions
that work for their communities and local businesses get
interventions that meet their needs. In doing so we reflect
the differing economic drivers, social conditions and
geography of our city, towns and surrounding areas. This
diversity of need is woven through our bid. We have set
out clearly our capacity and ability to deliver our projects
with a significant collection of letters of support from our
partners appended to our bid.
This bid is part of the shared ambition of SCR Local
Enterprise Partnership (LEP) and South Yorkshire
Integrated Transport Authority (SYITA) to ensure our
transport investments maximise economic returns,
support employment growth and reduce carbon
emissions. The bid is submitted by the SYITA, on behalf of
a partnership that includes all South Yorkshire Districts,
South Yorkshire Passenger Transport Executive (SYPTE)
and many cross-sector partners in South Yorkshire. Whilst
this bid is a South Yorkshire document, the outputs will
assist in increasing the economic growth of the SCR. This
proposal is fully aligned with SCR’s Transport Strategy
and the LEP’s Strategic Economic Plan. It is critical to our
success and we commend it to Government.
Cllr Mick Jameson
ITA Chairman
Cllr Sir Stephen Houghton, CBE
Shadow Combined Authority Chairman
Applicant information
Local transport authority name(S):
South Yorkshire Integrated Transport Authority
(Lead Authority)
South Yorkshire Passenger Transport Executive
Barnsley Metropolitan Borough Council
Doncaster Metropolitan Borough Council
Rotherham Metropolitan Borough Council
Sheffield City Council
Bid Manager (name & POSITION):
David Young,
Deputy Interim Director General and Director of Customer
Experience at South Yorkshire Passenger Transport
Executive
Contact telephone number:
0114 221 1329
Email address:
[email protected]
Postal address:
South Yorkshire Passenger Transport Executive,
11 Broad Street West,
Sheffield S1 2BQ
Website for published bid:
http://www.inmotion.co.uk/lstfbid
Local Sustainable Transport Fund 15/16 Revenue
Application Form Checklist
Lead authority: South Yorkshire Integrated Transport
Authority
B5 - B9: Management Case Assessment
Item
Page
Has a Project Plan been provided?
19
Project Name: Inmotion! Altogether Better Travel
Has a letter relating to land acquisition
been appended to your bid (if required)? Not applicable
SECTION A
Assessment of Statutory Powers and
Consents (if required)
Item
Page
A3. Have you appended a map?
12
A6. Have you enclosed a letter confirming the commitment of
external sources to contribute to
the cost of a specific package
element(s)?
App A
A8. App A
Have you included supporting evidence of partnership bodies’
willingness to participate in
delivering the bid proposals?
A9. Have you appended a letter from the relevant LEP(s) supporting the
proposed scheme?
SECTION B
Not applicable
Has an organogram been appended to your bid?
19
Has a Risk Management Strategy been provided?
20
Assessment of Stakeholder Management 20-21
B10: Commercial Case Assessment
App A
Item
Page
Have you attached a joint letter from the App A
local authority’s Section 151 Officer and
Head of Procurement confirming that a
procurement strategy is in place that is
legally compliant and is likely to achieve
the best value for money outcome?
Have you provided evidence that you are 18
able to begin delivery at the start of the
funding period?
B3: Economic Case Assessment
Item
Page
Assessment of Economic impacts 13-17
Assessment of Environmental impacts
13-17
Assessment of the Social and Distributional Impacts
13-17
Have you provided a completed Scheme App C
Impacts Pro Forma?
SECTION D
Item
Page
D1. Has the SRO declaration been signed?
23
D2. Has the Section 151 Officer declaration been signed?
23
SECTION A
Executive Summary
ve Summary
Project description and
funding profile
Our plan
The scale of the economic challenge in
set out how the SCR LEP
How will we achieve this transformation?
the SCR can be summarised as the
urally transform our city
At the core of our plan we simply need a
City Region being required to generate:
Summary
my – to deliver growth andExecutive
stronger,
larger private sector. This is the
doing drive up UK exports,
golden thread throughout our plan. There
productivity.
are only three ways to create private
sector growth: (1) more start-ups, (2) help
bitious, but it is also
grow indigenous firms, (3) attract new
nitiatives are about building
firms. In consultation with our existing
ccesses and scaling them
businesses we have developed an
king transformational ideas
integrated set of plans that will accelerate
or and applying them to
70,000 jobs to close the gap with other
all three areas and this is the heart of our
k of Government to help
parts of the country
growth plan.
n is carefully targeted to Our plan
ter
growth
through
the
At
the
centre
of
our
plans
is
the
hishow
transformation?
the
be summarised
as the
ut
the SCR LEP
HowSCR
will can
we achieve
this transformation?
ocal
We are not
Growth Hub – a concept already testedthe SCR can be summarised as the
ntransform
we expertise.
simply
need
City
Region
being
required
to generate:
our
city a
At the
core of
our plan
we simply
need a
City Region being required to generate:
ity
or
devolution
of
funds
elsewhere,
but
now
ready
for full
edeliver
sector.growth
This isand
the
stronger, larger private sector. This is the
incing
rationale.
implementation as part of a rounded Core
hout
our
plan.
There
drive up UK exports,
golden thread throughout our plan. There
Cities proposition. Our Growth Hub will
o
create private
ctivity.
three ways to create private
bitious because it has are only
be the city region heart of our activity – a
re start-ups, (2) help
growth: (1) more start-ups, (2) help
eart our economy is still sectorcollective
endeavour to deliver all that
s, but
it is also
(3) attract
new
grow
indigenous
firms, (3) attract new
m decades of industrial
businesses need. Radically, this hub
es
areour
about
building
with
existing
firms. In consultation with our existing
hough our economy
will focus on the ‘Top 1,000’ – working
s and scaling
developed
an them
we have developed an
m the mid-1990s until businesses
with those firms that will deliver high
ideas
sansformational
that will accelerate
set of plans that will accelerate
r city regions, somewhatintegrated
growth
exports,
which
will
provide
additional
businesses
are
70,000
jobs
toand
close
the
gap
with
other
themoftoour
sapplying
is the heart
70,000An
jobs
to close6,000
the gap
with other
all
three
areas
and
this
is the
heart
of
rivate sector did not grow
scaleof
ofthe
the
economic
in our
the
greatest
impactchallenge
on economic
growth.
required
to reduce the enterprise deficit
country
overnment to help Theparts
parts of
the country
growth
plan.
iod
–
as
industrial
sector
transformation?
be businesses
summarised
as the
These
must
represent
refully targeted to the SCR can
rowth
in
service
elans
simply
need
a andCity Region
being
required
to generate:
bestofthat
SCR
isthrough
the
owth
the
At thethe
centre
ourthe
plans
is has
the to offer,
Ouralready
plan is
will
finally lay
ctor.
This
the
irrespective
of their already
size andtested
which is as
ept
xpertise.
Wetested
are not
Growth
Hub – a concept
est
using
our industrial
our–plan.
There
applicable
to
companies
in urban areas as
eady
for
full
devolution of funds
elsewhere, but now ready for full
wof
ways,
and restructuring
eate
private
those in rural.
rt
a rounded
Core
rationale.
implementation
as part of a rounded Core
and
business
base
(2)
help
rtart-ups,
Growth
Hub
will to fully
Cities proposition. Our Growth Hub will
UK
plc.
We
have
set
targets
Our plan takes advantage of our unique
)
attract
new
srtbecause
it has – a
of our activity
be the city region heart of our activity – a
economic
gap
over the next position as a key business to business
ho our
existing
ur
economy
is
still
deliver
all
that
collective endeavour to deliver all that
gh
the
creation
data driven supply chain, designer
eloped
an
ades
ofthis
industrial
ically,
hub of 70,000businesses
need. Radically, this hub
obs,
increase
GVA by 10%
and manufacturer – while we have
at
willeconomy
accelerate
our
1,000’
– working
will focus on the ‘Top 1,000’ – working
70,000
jobs
to close
the gap(especially
with other
create
6,000
additional
sector
specialisms
in digital
the
heart
of
our
mid-1990s
will deliver until
high
Approximately 30,000 highly skilled
with
those
firms
will deliver high
parts of the
countrythatadvanced
yond
our
baseline
technologies,
manufacturing,
egions,
somewhat
which
will
provide growth
occupations
create a more
growth
and exports,
will provide
An
additional
6,000 which
businesses
are
An additional
6,000tobusinesses
are
efits
this
will
bring
will
be
engineering
and
materials),
we
have
sector
did
not
grow
n economic growth.
prosperous economy
the greatest
impact the
on economic
to reduce
enterprisegrowth.
deficit
is the higher levels of required
hrough
the flexibility for these to support many required to reduce the enterprise deficit
s industrial
st
representsector
These businesses must represent
already tested
novation
and
traditional sectors, from energy to motor
in
service
andexports in the best
has
to offer,
that the SCR has to offer,
ychfor
full
aswill
digital
technologies,
vehicles, construction to retail. Our plan
plan
finally
ze and
which
islay
as
irrespective of their size and which is as
f a rounded Core
manufacturing
and
low
will
accelerate this trend, building on
using
our industrial
es in urban
areas as
to companies in urban areas as
owth Hub
will come in applicable
nefits
also
our strengths, and hence restructure
ys,
andwill
restructuring
those in rural.
feduced
our activity
–
a
the economy towards such high value,
usiness cost
baseof
tothe
fullySCR on
allour
that
seliver
by addressing
the area’sOur plan
knowledge
and dataof
led,
age
of
unique
We
have
set
targets
takes advantage
ourbusiness
unique
ly, this
mployment.
activities.
ness
tohub
business
mic
gap
over the next position
as a key business to business
00’
–designer
working
ain,
creation of 70,000
data driven supply chain, designer
deliver
high
while
we
have
ncrease
GVA
by 10%
and manufacturer – while we have
h will provide
An additional
6,000 businesses
aredigital
specially
in digital
6,000 additional
sector specialisms
(especially
Approximately
30,000
highlyinskilled
conomic
growth.
Approximately 30,000 highly skilled
required
to reduce
the enterprise
deficit
ed
ourmanufacturing,
baseline growth
technologies,
advanced
occupations
to
create amanufacturing,
more
occupations to create a more
epresent
rials),
we
have
his will bring will be
engineering economy
and materials), we have
prosperous
An increase
in GVA in excess of
prosperous
economy
to support
offer, many
esh to
higher levels
of
the flexibility for these to support many
£3billion to close the productivity gap
nd
which
is
as
m energy
to motor
on
and exports
in
traditional sectors, from energy to motor
ntourban
areas
as
retail.
Our plan
digital
technologies,
vehicles, construction to retail. Our plan
nd, building
on
cturing
and low
will accelerate this trend, building on
nce
restructure
will
alsounique
come in
our strengths, and hence restructure
of our
such
high
value,
d
cost
of
the
SCR
on
the economy towards such high value,
s to business
ed,
business
dressing
the
area’s
knowledge and data led, business
, designer
ment.
activities.
e we have
ummary
cially in digital
manufacturing,
s), we have
support many
energy to motor
retail. Our plan
building on
restructure
ch high value,
business
A1 Project Name
More jobs
Inmotion! All together better travel
A2 Headline Description
businesses
The economy of SCR is undergoingMore
a major
transformation.
The creation ofMore
a stronger,
More jobs
jobs larger private
sector is central to this transformation, shaped by our SEP.
To achieve this private sector growth, access to jobs is
vital. Our SEP is very ambitious and reflects the scale of our
challenges:
More
businesses
More
jobs
More businesses
More highly skilled
occupations
More highly skilled
occupations
Higher productivity
highly skilled
MoreMore
businesses
occupations
MoreHigher
highlyproductivity
skilled
occupations
Higher productivity
This bid represents the next logical step in addressing
the local challenges faced by those trying to enter
employment and for businesses looking to locate and
Approximately
30,000
highly
skilled to DfT’s Door to Door1 and
grow
in SCR.
It is
aligned
occupations to create a more
2
prosperous Ambition
economy
Cycling
Strategies and will protect SCR’s highquality
natural
reducing
and other
An increase
in GVAenvironment,
in excess of
An increasecarbon
in GVA in excess
of
harmful
emissions,
whilst
facilitating
economic
growth.
Higher productivity
This bid will enhance sustainable connectivity, supporting
the capital infrastructure of our SEP.
The schemes will be delivered under the umbrella of
Inmotion! which provides a clear message of the range of
An increase
in GVA into
excess
travel
choices
theofpeople that we plan to engage with.
Visit our website to see our exciting brand for yourself:
www.inmotion.co.uk
1 Inmotion! altogether better travel
A3 Geographical Area
The SCR is a functional economic geography, defined by
the linkages between the nine Districts that are included
within our “travel to work area”. In addition to the four South
Yorkshire, the five Districts in the East Midlands capture
90% of the travel to work trips in the area3. The SCR has a
population of over 1.8million4. In 2010, SCR contained close
to 44,700 businesses and generated a GVA of over £28
billion per annum.
This bid is submitted by the SYITA, on behalf of a
partnership that includes all South Yorkshire Districts,
South Yorkshire Passenger Transport Executive (SYPTE) and
many cross-sector partners in South Yorkshire. Whilst this
bid is a South Yorkshire document, the outputs will assist
in increasing the economic growth of the SCR. In South
Yorkshire we have worked in partnership to deliver the
Local Transport Plan for many years and this will be further
strengthened when our Combined Authority is established
in April 2014. The schemes presented in our bid will benefit
people, businesses and communities across SCR and we
will work jointly with the SCR Counties and Districts outside
South Yorkshire, to deliver sustainable economic growth in
a coordinated manner.
Our strengths
SCR is undergoing an economic and environmental
transformation which our bid will accelerate and enhance.
For centuries, the region has been at the very forefront of
the British industrial and entrepreneurial development, with
a tradition of specialist steel production and manufacturing.
SCR is situated at the heart of England’s road and rail
networks and with England’s fourth largest city it has an
array of commercial facilities to offer.
The decline of traditional manufacturing industries caused
economic, environmental and social impacts which are still
apparent (see section B2). As part of the on-going economic
transformation, SCR does not have a single dominant sector;
instead it has a diverse economic base. What differentiates
the SCR’s sector performance, is the business to business
linkages that comprise our supply chain. These data driven
supply chain linkages and opportunities are important to
all sectors within our economy, particularly our specialism
in Creative and Digital Industries (CDI)5 and advanced
manufacturing.
“Inmotion! made my commute to work easier and less stressful”
Melissa Tonner, HR Services, Royal Mail
SCR has developed a unique offer in advanced
manufacturing and engineering, alongside a diversified
industrial base6. Business hubs such as the Advanced
Manufacturing Park in Rotherham, where innovative
manufacturing technologies are developed for Rolls Royce,
Boeing, Airbus, Renault Formula One and others, coupled
with the growth of sectors such as digital media, logistics,
distribution and healthcare; shows this diversification and
how SCR is poised to make a substantial contribution to the
UK economic recovery.
Our challenges
Despite its impressive economic transformation, during
the last growth cycle (1998 – 2008), SCR experienced a net
decrease in employment in the private sector, primarily as
a result of the 45,000 jobs that were lost in manufacturing.
This reduction occurred following the adoption of
new technologies and cheaper labour costs abroad7
creating remote communities, with low skills and high
unemployment. Over 270,000 working age residents of SCR
are currently economically inactive, highlighting the need to
increase efforts to link local residents to new employment
opportunities and this is where much of our bid focusses.
This is particularly important in areas such as Doncaster,
where employment has increased considerably, yet local
unemployment remains high8.
The SEP identifies that SCR has a significant shortfall in
the number of highly skilled occupations, relative to the
size of the employment base and the proportion of the
workforce in more highly qualified roles is lower than the
national average9. To compound this skills issue, there is
a mismatch between the geography of the supply and
demand of labour. Analysis of job vacancies demonstrates
that the demand for low-skilled and semi-skilled employees
tends to concentrate in business parks, distribution centres
and manufacturing plants, most of which are out of town.
As many of these isolated communities (particularly in
rural areas), have low levels of car ownership and tend to
be served by limited public transport focussed upon the
nearest town centre, access to work, training and other
opportunities can be limited.
In SCR we cannot separate our economic and environmental
challenges. The growth we are beginning to experience
increases the demand on our infrastructure e.g. new homes
will be required to accommodate the expansion. Hand in
hand with this goes an increasing political commitment to
improve the environment, cut carbon and reduce harmful
emissions. Sheffield for example, has a NOx emissions
reduction target of 30%, by 2015 and has identified that
investment in walking and cycling infrastructure and
personalised travel planning can help achieve this10. This
emphasis on developing the environment within SCR, will
benefit existing residents and also help to attract inward
investment.
The following map shows the districts that make up the
Sheffield City Region and South Yorkshire. A more detailed
map of the intervention areas is provided in B2.
Figure 1 The Sheffield City Region and South Yorkshire
0
10
20
Kilometers
Doncaster
Barnsley
Rotherham
Sheffield
Bassetlaw
Bolsover
Chesterfield
Derbyshire
Dales
N.E.
Derbyshire
Inmotion! altogether better travel 2
A4. Total package cost (£m)
A7. Partnership bodies
The table below presents the bodies that have partnered
for the delivery of the packages and schemes in this
proposal. We have strong buy-in from a wide range of
partners, drawn from the commercial and voluntary
sectors wherever possible, as well as including statutory
bodies.
A key role that is common to all partners is assisting in the
careful targeting of our interventions and identifying the
individuals, businesses and places that would benefit most
from this programme.
£6.325
A5. Total DfT funding
contribution sought (£m)
£4.811
A6. Local contribution (£m)
£1.479
Figure 3: Roles and responsibilities in our LSTF partnership
Figure 2: Organisations providing a local contribution
Scheme
Name
Local
Contribution
(£k)
Source
Letter
provided
SYITS
56,700
Each of the South Yorkshire
partners
√
Cycle boost
568,148
Cycle training providers,
Olympic legacy project
University of Sheffield
√
Travel Choices
184,000
Bus operators, Travel Master
Panel, Sheffield City Council
√
Wheels 2
Work
96,616
Scheme participants
Jobconnector
145,000
Bus Operator
√
Electric
Vehicles
£21,500
Local SME contribution,
Npower
√
Safe and
sustainable
travel
215,000
South Yorkshire Safer Roads
Partnership budget plus
staff time from businesses,
colleges, schools and ADI’s.
√
Eco Academy
81,000
Private Public Transport
Operators, SYPTE, Franchise
Fee, Public Health, EU
√
Inmotion and
promotions
10,978
SYPTE resource
√
√
A5. Equality Analysis
Has any Equality Analysis been undertaken in line with the
Equality Duty?
Yes ☐
No ☐
Our Equality Analysis is available alongside this bid
document: http://www.inmotion.co.uk/lstfbid
Role/Responsibility
Organisation supporting or
contributing
Helping people into work or training
- Organisations that will deliver
interventions to help people enter work
or training
Doncaster Rovers Football Club
Foundation Trust, TCC, Raleigh UK,
Sheffield Community Transport,
Sheffield Futures, DWDT, NDDT,
The University of Sheffield
Representing business needs - Ensuring
we make the most of our LSTF investment
by putting business needs at the heart of
our activity
Sheffield City Region Local
Enterprise Partnership (LEP), South
Yorkshire Chambers of Commerce.
Bringing in local knowledge Organisations that will ensure our LSTF
work is focused where the need is,
contributing cross-sector knowledge into
design and delivery
South Yorkshire Police, South
Yorkshire Safer Roads Partnership,
North Doncaster Development
Trust, West Doncaster
Development Trust, Seven Hills
School, Sheffield Health and Well
Being Board.
Delivery Partners - Organisations that will
deliver elements of our LSTF schemes
or are committed to the promotion of
sustainable travel in South
Yorkshire
First Group, Stagecoach, Sustrans,
Sheffield Community Transport,
Network Rail, Northern Rail,
Npower, IAM Sheffield and
Rotherham Advanced Motorcycle
Groups, Approved Driving
Instructors, Active Barnsley,
Sheffield Health & Wellbeing
Board, British Cycling
Enthusiastic Participants - Organisations
that want to be involved in the
implementation of the solutions and
benefit from investment in sustainable
transport modes
Sheffield United Community
Outreach, Colleges across
South Yorkshire, Primary
schools, Secondary schools,
Doncaster Culture and Leisure
Trust, Rotherham United,
Raleigh UK, local bike shops
and cycle campaign groups,
Johnstone Press, Mercure Hotels,
Independent Forgings & Alloys.
Delivery coordinators - Organisations that
will steer and lead the full programme or
elements of it
South Yorkshire ITA, South
Yorkshire Local Transport
Plan Partnership, Barnsley
Metropolitan Borough Council,
Doncaster Metropolitan Borough
Council, Rotherham Metropolitan
Borough Council, Sheffield
City Council, South Yorkshire
Passenger Transport Executive,
South Yorkshire Safer Roads
Partnership.
A8. Local Enterprise Partnership
The SCR Local Enterprise Partnership (LEP) is fully
supportive of this bid, as demonstrated through the
commitment set out in our SEP, for on-going investment
in sustainable transport projects. The SEP is focused
on building a stronger and bigger private sector in SCR;
a critical part of that is ensuring business has access to
workers, and workers to jobs and training. The measures in
this LSTF revenue bid are therefore core to making the SEP
work11.
The complexity of the challenges identified in the SEP
makes it clear that there are a range of factors that will
need to be addressed. As also described in section B2
of this document, the SEP identifies that the slow pace
of structural reform of the employment and skills base,
has left a gap between the demands of employers for
skilled employees and the labour force that can access
employment. The decline of traditional manufacturing and
mineral extraction has also left a geographical challenge,
where long-term unemployment and worklessness
is a significant challenge. Only by delivering a holistic
approach, including providing sustainable access to
employment, will we achieve our objectives.
Our LSTF bid is directly linked to the SEP and the enabling
infrastructure that we have set out in Chapter 11 of
the plan. SCR has a strong commitment to delivering
sustainable transport infrastructure and in the SEP we set
out an ‘ask’ to the Local Growth Fund for £11million of
capital investment, which we want to deliver alongside
our own Local Transport Plan investment in 2015/16.
Through delivering our existing LSTF programme, we have
learnt that combining investment in sustainable transport
infrastructure, with travel behaviour change activities
and targeted sustainable transport incentives, yields the
greatest benefits.
For 2015/16 we have defined in the SEP a programme
of investment that will unblock some of our constraints
and promote an attractive business environment. The
following sets out the capital schemes that we propose to
deliver alongside this revenue investment in 2015/16, as
part of our sustainable transport programme.
Illustration of importance of this LSTF to the LEP and
private sector is that LEP will take on role of senior user on
our project board (see section B7). This will help to ensure
the benefits from the project are delivered and that the
interests of the businesses are represented in decision
making for the project.
The SCR LEP recognises the importance of working
with our neighbouring LEP areas to achieve our shared
ambitions. We are fully supportive of the schemes that are
being taken forward by Leeds City Region and SYPTE is
taking a joint approach with WYPTE for the development
of smartcard technology. Although our investment in
smartcard technology sits outside of our bid, the Busboost
project contained within our bid will be delivered using a
smartcard product.
In Derbyshire and North Nottinghamshire we have
identified the opportunities to take forward investment
in LSTF activity in the areas that overlap with SCR. The
respective County Councils are developing their own bids
so our bid does not duplicate their investment. Through
the maturing of the respective LEP’s, development of the
SEP and the building of relationships, we are keen to see
LSTF investment in these parts of the SCR that are not
directly covered by our bid.
The SEP makes a clear commitment to future investment
in sustainable transport with a formal ‘ask’ to Government
to negotiate a longer-term commitment to LSTF activity,
both revenue and capital. We seek to secure investment in
sustainable transport on the same terms as the devolved
major scheme transport funding, so that we can plan and
deliver the transformational and enabling infrastructure
side-by-side. Our part of this deal will be to direct our
own funding to support this activity and to draw in
contributions from others, e.g. Health and Wellbeing
Boards and the Technology Strategy Board.
“Inmotion! improved the way our staff travel to work”
Chris Broadhead, Capita
Figure 4: The capital investment set out in the SEP
Package Name
Allocation
What it includes
Why this is the right thing for us
Integrated Networks
£5.6m
We will focus on linking together our existing active travel routes,
including the National Cycle Network, to create a first-class
walking and cycling network. For example we have identified
links from West and East Rotherham into the town centre, links
in the Lower Don Valley and improvement to the Trans-Pennine
Trail in the Dearne Valley for early delivery.
We will benefit from the Tour de France Legacy when the Tour
visits Yorkshire in 2014. We already have a good understand of
where we need immediate investment, but we are also planning
for the longer-term.
We will extend the provision of Rail and Tram Park & Ride where
there is strong demand and where it will reduce congestion on
key routes. For example at Meadowhall Transport Interchange.
The Park & Ride at Meadowhall is extremely popular and is full
on workdays from around 7.30am. The additional capacity will
accommodate approximately 100 additional vehicles resulting
in less commuting traffic on already congested corridors and
additional patronage on bus, tram and train.
Jobconnectors
£0.07m
The link to our capital investment is through the extension of
our successful Wheels 2 Work programme. To further extend this
activity we seek capital investment to purchase the scooters.
The South Yorkshire Wheels 2 Work scheme is now well
established and is widely regarded as one of the most successful
in the UK. In the last year over 250 people have benefited from
the scheme. Very often the clients are taking their first steps
on the employment ladder and a reliable, affordable means of
transport is often key to their success.
Targeted Corridor
Enhancements
£3.3m
We want to support our revenue bid with targeted improvements
on our key routes and localised hotspots. Examples include
investment linking the transformation schemes in Doncaster,
connected to the DN7 development and the A633 Rotherham
to Dearne Corridor, linking the Lower Don Valley to the Dearne
Valley.
Congestion impacts on people getting to work and business
activities. We can ease this with small scale investment to
improve the management and resilience of key routes.
For job seekers, overall journey time is a key factor in
determining the geographic extent of the job search. This
scheme will therefore help to extend travel horizons by reducing
journey times and improving journey reliability.
Access to Regeneration
£2.1
Critical to the economic growth of SCR is investment in
sustainable access for new and existing sites. For example
maintaining access for an employment site at Royston, Barnsley
and the potential for redevelopment of the Rotherham
Interchange. We also want to support our transformation
investment by reclaiming surplus highway for Public Realm
improvements as part of a ‘Grey to Green’ project in Sheffield City
Centre and regeneration of Attercliffe.
In the SEP we set out our transformational investment that
will drive economic growth. There are also numerous smaller
scale schemes that we have identified to support commercial
redevelopment in SCR. This smaller scale schemes will unlock
commercial schemes and maintain access for employment sites
where there is a risk to future operation as a result of loss of
access.
SECTION B
The Business Case
B1. The Scheme – Summary
Our bid is the next logical step in empowering our
communities to make smart and sustainable travel choices
as outlined in the DFT’s Door to Door Strategy. By linking
revenue investment in this bid with capital investment
identified in the SEP, our core focus is to help people in
SCR access employment and training, while also reducing
emissions. Building upon our previous success, we will
continue to work closely with the business community to
increase productivity, improve efficiency and save money.
The delivery of the schemes within our bid supports the
objectives set out in our SEP and SCR Transport Strategy,
facilitating the economic transformation required by SCR.
Our bid focuses on three objectives: widening access
to labour markets, helping businesses become more
sustainable and increasing business productivity. Each
of our objectives is promoted through our Inmotion! brand.
The following is an overview of all schemes included in this
proposal. Figure 6 in the Strategic Case provides a detailed
description of all schemes, the problems they address,
where they will be implemented, who they will affect and
their impact.
Widening access to labour markets This package will
create sustainable transport links in places which have poor
connectivity. It has strong links to our capital investment in
Integrated Networks as set out in our SEP. Together this
investment will deliver first-class walking and cycling and
public transport networks that will connect people to where
they want to go by better integrating different parts of a
journey. The package will include the following schemes:
Cycle boost hubs – A one-stop-centre offering free bike
hire, discounted bikes and equipment, cycle maintenance
and repair services and infrastructure, aimed at
employers, residents, schools and colleges
Jobconnector – Pump-priming of the X20 Express Bus
which will operate between Doncaster and Barnsley
Wheels2Work – Short term loan of scooters to enable
people to access work, training or education across South
Yorkshire, where there is no suitable public transport.
Travel Choices – Direct engagement with employers
employees and people looking to access labour markets
to promote the most appropriate travel alternative to the
car and to help communities to access jobs.
Travel Training – Travel ‘buddying’ services for people
with special educational needs and disabilities who
are attending school/college and addressing transport
barriers for people who are not in employment, education
or training (NEET).
Safe and Sustainable Travel –Promotion of the safe
and sustainable travel campaigns, powered two wheeler
safety and eco-safe driver training for young people and
those who are driving for work
Helping businesses become more sustainable This
package helps drive a culture shift for business operations
to establish long-term sustainable habits.
ECO Stars – Advice for fleet operators to reduce fuel
consumption and emissions, through fuel efficient driving
and effective route planning.
Transport Academy – Customer service training to
improve the passenger journey experience, making
public transport a more attractive offer.
Electric vehicles – Grants to South Yorkshire Small
and Medium Enterprises (SMEs) to provide access to
battery electric vehicles, dedicated vehicle charging
and additional public access charging, to help reduce
transport fuel costs.
Increasing business productivity. This package will help
make SCR more productive and attractive to businesses by
reducing congestion, improving travel time reliability and
unlocking sustainable growth locations. This package has
strong links to our capital investment in Targeted Corridor
Enhancements as set out in our SEP. This will reduce fuel
consumption, maximise reliability and improve network
management. There are also strong links to our Access to
Regeneration schemes that unlock sustainable sites, deliver
speculative development or improve the public realm. The
package includes the following scheme:
SYITS – Improvements and enhancements to Intelligent
Transport Systems, Urban Traffic Control and Traffic
Signals will be used, to smooth traffic flows and avoid
stop-start driving
Umbrella Promotional Activity. This package supports
all of the objectives through the application of the
Inmotion! brand.
Inmotion! and promotion. Promotion of the schemes
within the project through the Inmotion! brand, to
increase participation in travel behavior change activities.
B2. The Strategic Case
For our LSTF programme in 2015/16, we propose to
continue to focus on the four corridors in our current
programme which are core economic growth areas of city
region, indeed national, significance. In addition, as we
see growth in the SEP locations, we will support this by
making sure that sustainable travel choices are available
as new jobs are created. This approach is in line with DfT
guidance which states that habit presents a key barrier
to ‘choice’12. By targeting new employees and residents
before their travel habits are established, we can help
them form sustainable travel habits. In Figure 5 we also
show the capital investments that are identified in the
SEP. We will deliver our capital and revenue investment
alongside each other so that we can maximise the benefit
of the overall programme of sustainable transport.
This section outlines the challenges in more detail, linking
them explicitly to the objectives presented in Section B1
and how these will be met by our bid.
We have undertaken analysis that has drawn out the
key areas in SCR where labour markets are restricted,
deprivation levels are high (i.e. low skills and high
worklessness) and/or connectivity is poor. This led to the
identification of our priority corridors for our existing
LSTF programme. Following that, the SEP has separately
identified priority locations for economic growth
underpinned by data from the Independent Economic
Review. Unsurprisingly there is a strong relationship
between the LSTF and SEP priority locations, which we
presented in Figure X. The key difference is that the LSTF
corridors identify places where there are both challenges
and opportunities, whereas the SEP locations focus only
on the future opportunities for economic growth.
The following sets out the challenges we have identified
which are important to our specific locations. We briefly
summarise the key problems that we need to overcome
to see growth in sustainable travel and deliver each of our
objectives. These problems are referenced in the Figure 6,
which links the problems we face to the schemes we have
identified.
Figure 5: Priority locations and capital schemes in the SEP
"
!
(
Moorends
Thorne
"
!
(
Royston
"
"
!
( Darton
!
(
"
"
Athersley
(
!
(!
"
!
(
!
(
"
Brierley
!
(
Grimethorpe
!
(
Penistone
!
(
!
(
"
Darfield
Stainforth
!
(
!
(
!
(Adwick
"
"
"
Thurnscoe
"
!
(
Bentley
!
(
"
!
(
!
(
!
(
!
(
!
( Goldthorpe
Hatfield
Kirk Sandall
!
(
Edenthorpe
!
(
!
( (
!
(!
(!
(!
!
(
(!
(
Bolton Upon Dearne
(!
!
!
(!
(
!
(!
(!
!
(
Sprotbrough(
!
(
!
(
(
!
(!
!
(
(
!
(!
!
(
!
(
!
!
(
(
(!
!
(
!
Bessacarr
(
!
( Wath
!
(!
(!
!
(
!
(
!
((
!
(
!
(
Mexborough
!
(!
(
Conisbrough
!
(
!
(
(
!
(
!
( !
!
(
"
!
(
Armthorpe
"
"
!
(
"
!
(
"
"
!
(
"
!
(
!
(
"
!
( Silkstone
!
(
!
(
Cudworth
Monk Bretton
(
!
(!
!
(
!
( !
(
(!
(
!
(!
!
(!
(
(
!
( !
Dodworth !
!
(
(
!
(
!
(
!
( Wombwell
!
(
"
"
"
!
(
!
( Hoyland
"
"
"
"
!
(
"
!
(
"
Swinton
Stocksbridge
"
Finningley
Rossington
!
(!
(
(!
Key
Barnsley Accessibility Investment
Dearne Valley Enterprise
Don Valley Enterprise
Doncaster Regeneration
!
( Employment (250+)
Employment Allocations
SCR_GrowthAreas
Enterprise Zone
Not in Employment
Over 10%
Residents with no car
<15%
15 - 30%
30%>
Railway
!
( Rail Station
Motorway
A Road
Urban Area
"
"
"
Chapeltown
Thorpe Hesley
!
(
!
(
"
!
(
"
"
Low Bradfield
Grenoside
"
!
(
Ecclesfield
!
(
!
(
!
(
!
(
!
(!
!
!
(
(
!
(
!
!
((
(
!
(
!
(
!
(
Meadowhall
!
(
!
(
!
(
!
(!
(
!
(!
!
((
!
(!
!
(
(!
Hillsborough
!
( Brinsworth
(
!
(
(
! !
!
(
(!
((
!
(!
!
(
!
(!
(!
!
!
( !
(!
(
(
(
Catcliffe
!
(
!
(
Burngreave
!
(!
(
(!
(!
!
(
(
(!
!
(!
(
!
(!
(
Darnall !
!
( !
!
( !
(
(
!
(
(
!
(!
(!
(
!
(
!
(!
(
!
!
(!
(
!
( !
(!
!
(
!
(
!
!
(
(
!
(
!
!
(
(
(
!
(
!
(
!
!
(
(
!
(
!
(
( !
!
(!
(!
Aughton
(
!
(
!
(
!
(
!
(
!
Fulwood
(
( !
!
(!
(!
!
(( Edge
!
!
(
(
Woodhouse
!
( !
( Nether
!
(
"
Tickhill
!
(
Parson Cross
!
(
"
Maltby
(
!
( !
!
(
"
!
(
"
"
"
"
"
Thurcroft
"
"
!
(
"
"
Dinnington
Sustainable Transport Investment
"
Integrated Networks
"
"
!
(
!
(
"
Woodseats
!
(
Meadowhead
"
!
(
Crystal Peaks !
(
!
(
"
!
(
!
(
Kiveton Park
!
(
!
(
South Anston
Targeted Corridor Enhancement
"
"
Access to Regeneration
Halfway
(
Mosborough !
"
"
0
0
3.5
3.5
7 Miles
7 Kilometres
W
This map is based upon Ordnance Survey material with the permission of Ordnance Survey on behalf of the Controller of Her Majesty's Stationery Office © Crown copyright. Unauthorised reproduction infringes Crown copyright and may lead to prosecution or civil proceedings. SYPTE 100030252 2014
R:\Pro\LTP3\Transport Strategy\LSTF2\LSTF2_Mar14
“It’s great to cycle, it helps me to clear my mind and feel
refreshed”
Kerri Churton, Sheffield Hallam University student
Contribution to the local economy
Impact on Transport
In developing the SEP, we commissioned an Independent
Economic Review to critically evaluate the scale of the
challenge and the opportunities for SCR to achieve
economic growth. While significant inward investment
is required to improve SCR’s economic performance,
the review identified a number of areas that need to be
developed to strengthen the business base and safeguard
access to employment.
Limited labour markets
The review identifies that investment in transport
(including public transport), is needed to ensure residents
can access new employment13 and to achieve the scale
of growth in jobs required14. The scale of employment
growth and the type of occupations will have implications
for the residential and commercial property market
too. The inward investment sought by our SEP aims to
create 70,000 jobs of which 20,000 will be created as a
direct result of inward investment and Foreign Direct
Investment15. With these projected levels of investment,
the successful delivery of our projects is critical to enabling
the growth of our economy.
Our bid targets communities in South Yorkshire where
lack of access to work or training is still a significant issue.
Sustainable connectivity through public transport, cycling,
walking and powered two wheelers, supported by a clearly
positioned promotional and educational programme, will
build on our track record of promoting sustainable growth.
It can be seen from Figure 5 that a significant percentage
of the people living in our priority areas do not have
access to a car, so access to sustainable transport options is
essential for them to gain and retain employment.
Our bid also targets investment in making best use of
the assets we have and training people to drive more
efficiently so that we can squeeze more from our existing
networks with less adverse impact. A recent trade survey
compiled by the British Chambers of Commerce provided
insight into trends and issues within South Yorkshire. Over
20% of businesses identified the cost of local transport
connections as a barrier to their business16. In recognition
of this we are seeking to invest in intelligent transport
systems, driver training, and the provision of electric
vehicles so that business will benefit from lowers costs and
higher productivity.
Managing the impact of our economic growth is
important, the next section summarises how this
economic challenge translates into an impact on transport.
SCR is characterised by a spatial mismatch between
the area’s key employment sites and it’s relatively
dispersed population17, which is something this bid aims
to address. This geographical mismatch (detailed in
Section A3) poses difficulties, not only to those looking
to start a job or training but also to employers. They
have to select their employees from a smaller pool of
workers, as the recruitment is limited to a relatively
narrow catchment area. Our targeted research18 and our
work with community based employment agencies gave
clear evidence of people unable to accept employment,
because public transport timetables or routes do not
match the working patterns or location.
Transport can be a major barrier to work for people
claiming unemployment benefits. Of the 63,000 people
that Ingeus19 has supported through seven Work
Programme contracts, 80% do not have access to their
own transportation. This is often higher for people
claiming Employment Support Allowance and in some
regions is as high as 88%. Travel to work barriers include
affordability, particularly for those who secure entry level
or part-time jobs and accessibility, where people live or
work in rural or isolated areas and have limited access to
public transport. Encouraging people to travel further
afield to find work in areas of higher employment is
another common challenge, which is often compounded
by the cost and time of using public transport. Developing
more flexible and targeted public transport initiatives
that improve access and affordability, could significantly
improve a person’s chances of both securing and
sustaining work in the long term.
Unsustainable commuting
Growth in employment and population will place
increased stress on SCR’s transport network, leading to
a worsening of journey time reliability and congestion.
Forecasts undertaken for our third Local Transport Plan
indicate that by 2026, nearly 500,000 additional trips will
be added to the network every day (a 13% increase over
current demand). This will result in a rising number of
severe congestion hotspots20. Congestion is a particular
issue in Sheffield where average journey times by
road, currently stand above the national average21. Our
investment through the existing LSTF programme and
other sustainable transport investment will already be
addressing this issue, but the challenge requires long-term
intervention.
Without intervention the rising levels of congestion and
unreliability of the road network will have direct and
indirect impacts, including reduced viability of public
transport as a travel option to work, a decline in bus use, a
consequential decline in bus supply and further dispersal
of land uses. The increasingly spread pattern of workplaces
across SCR also reduces the perceived feasibility and
safety of walking and cycling options. This creates a car
dependent culture for those who have cars (in 2012, 81%
of SCR households had access to at least one car22), while
denying good connectivity to those without access to a
car.
Furthermore, our forecasts for LTP3 suggest that carbon
emissions from transport will rise by c.17% by 2026 due to
the increase in the number of car trips and greater average
car trip lengths23. These high levels of forecast emissions
have also been confirmed by analysis we have undertaken
using the DfT’s Carbon Tool. Encouraging a switch to
low carbon, alternative fuels, (particularly in the areas of
highest congestion), is a significant challenge.
A negative impact on productivity
The rising levels of congestion and unreliability on the
road network reduce business efficiency and hence
productivity. The impact is particularly high on logistics
and distribution, a critical sector of SCR’s economy. There
is clear evidence from our work to develop our LTP3, that
SCR’s business community needs more capacity to be
squeezed from the existing network24. Rising fuel prices
will increase business sensitivity to this issue, since fuel
costs increase as a proportion of business cost. In real
terms the rise is stark, with oil prices (which were under
$30 a barrel throughout the 1990’s) now reaching over
$150 a barrel.
Furthermore, limited opportunities to increase road
capacity means achieving modal shift will be important to
avoid congestion25. It is therefore a clear challenge to help
business find ways to use less fuel and in doing so, also
avoid contributing to the rising congestion. Equally, there
is a challenge to help all road users find alternative, lowercarbon ways to meet their mobility needs.
The challenge of cultural change
South Yorkshire has a strong track record of encouraging
its citizens to embrace changes. This includes, for example,
initiatives to tackle obesity26 and targeted campaigns that
have helped reduce the levels of road traffic collisions27.
However, there is yet much to be done. Through our
business engagement work, we know that businesses take
an interest in how their employees travel to work and that
68% of businesses surveyed were involved in promoting
sustainable travel options28.
While rail and tram patronage have dramatically increased
in the last decade29, bus patronage has fallen by around
15 million journeys per annum since 2000. This trend
has been reversed in Sheffield during the last year, as the
number of adult fare paying passengers has increased
in response to the Sheffield Bus Partnership. The factors
affecting public transport patronage are complex but it
is clear that our interventions need to address the key
challenges of:
1 - Helping people understand how travel by public
transport can meet their needs.
2 - Encouraging people to give public transport a try.
3 - Improving the public transport offer in terms of
punctuality, reliability, quality and customer service.
In addition, the limited role of active travel in the parts of
SCR with high levels of unemployment and deprivation
also leads to common health problems, such as high
obesity rates. Some of these areas have a life expectancy
significantly lower than the national average. These
health statistics for our priority areas for investment were
presented as part of our “LSTF Key Component” bid. We
therefore face the key challenge of encouraging travel by
public transport, walking and cycling, which interlink with
other priorities in our Transport Strategy, and can help
address health problems and other issues faced by local
communities.
Our schemes in detail
The challenges highlighted in the paragraphs above are
those that this bid will address. Clearly, these challenges
are strongly interrelated and we recognise that no one
activity will deal with all of the complexities associated
with Sustainable Transport30. Our proposed solutions
are split into packages dealing with separate challenges,
which when combined will tackle the issues we face. We
present each scheme under the objective it should meet
primarily, but our interventions will act as a combined
programme which we deliver in order to tackle the
different challenges jointly. In Figure 6 that follows we
have linked specific problems that we need to address to
the schemes, where they will be implemented, who they
will affect and their impact. We describe the extent to
which this bid meets the objectives of the fund and our
local objectives in the next section.
Figure 6: Intervention Logic for our Inmotion! project
Scheme and
Cost
What it Includes
What problem are we
tackling (see section B2)
Where it will be
implemented
Who will be
affected
Impact of Delivery
The Cycle hubs will be
located in town centres
and in our priority areas
and will be available
to all residents and
employees.
Services will be
available to all
residents and
employees in
priority areas in
South Yorkshire.
The activities of each
hub will be directly
influenced by the
employment and
travel needs of local
businesses and local
people.
Will be
implemented
with local
employers,
schools and
colleges.
Since 2010, in Sheffield alone,
over 1200 people have taken
up 1 months free bike hire.
Commercial demand is also
increasing with three specialist
cycle shops opening since
2011.
In 2012, 55% of participants
said they would have
otherwise driven to work and
of these, 75% said they would
continue to use their bike.
In 2013, trials of free electric
and pedal cycle hire attracted
(on average), 28 trips to work,
3 days a week, totalling a
projected 58,000kms from car
to bike.
Widening access to labour markets
Cycle Boost
Hubs
Total:
£2,196,205
LSTF:
£1,593,597
Local
contribution:
£568,148
Wheels 2
Work
Total:
£324,258
LSTF:
£227,642
Local
contribution:
£96,616
Jobconnector
Total:
£595,000
LSTF:
£450,000
Local
contribution:
£145,000
Travel Choices
Total:
£529,524
LSTF:
£451,524
Local
contribution:
£78,000
Independent
Travel
Training (ITT)
Total:
£362,019
LSTF:
£256,019
Local
contribution:
106,000
Up to 9 Cycle Hubs in town centres
and LSTF priority areas, (including
mobile hubs), providing a range of
activities and services to encourage
cycling including; free bike hire, retail
of discounted bikes and equipment,
cycle maintenance and repair service,
secure storage, changing facilities
and a ‘get me home’ service.
Building on the momentum of
our current LSTF projects, we aim
to generate a level of demand
to encourage the expansion of
existing cycling businesses and
possible creation of new commercial
enterprises.
Wheels 2 Work provides a simple
transport solution for people
wanting to take up work or training
opportunities where public transport
is not a viable option. Scooters are
provided on a short term loan basis
to meet their transport needs. Riders
are provided with training and safety
equipment.
The 2011 census data shows
that 71% of the working
population of South
Yorkshire (391,395people)
drive to work.
It is estimated that 40% of
South Yorkshire cycling
accidents can be attributed
to ‘bad cycling’.
We will focus delivery in
locations where cycling
to work is a realistic
alternative.
A significant number of
young people are turning
down training or further
education opportunities,
because they cannot make
the journey by public
transport. This is due to
the dispersed geography
of employment, poor rural
connectivity and changing
shift patterns.
Due to the nature of
this project this will
be delivered across
South Yorkshire
wherever individuals
cannot make a
reasonable public
transport journey,
to a guaranteed
employment or
training place by public
transport.
The scheme
is open to any
individual with
an offer of
employment or
training that
they cannot
access by a
reasonable
public transport
journey.
33% of LSTF respondents
were claiming unemployment
benefit before using the
scheme.
All of these were in work after
participation, equating to a
reduction of 92 benefit claims
(a net reduction in the tax
burden of £1,483,408).
A new hourly express bus service
between Barnsley and Doncaster
connecting communities in the
southern Dearne Valley. Investment
through LSTF in 2015/16 will secure
the service for the following two
years.
Provides a relatively fast
service in lieu of a direct
heavy rail link between
Barnsley and Doncaster and
the communities along the
corridor.
The X20 will operate
between Doncaster
and Barnsley, via
Conisbrough,
Mexborough, Wath
upon Dearne and
Barnsley.
All residents
(30% do not
have access
to a car) and
employees
based along the
route
Patronage on the X19 has
increased by 63%.
Market research in 2009
established that 25% of
passengers were commuters,
7% of which would drive
without the service.
Direct engagement with employers
and employees to promote
sustainable travel choices as an
alternative to the car. Including
giving 3,600 existing car drivers with
a public transport trial. We will work
in partnership with our colleagues
at Sheffield Hallam University on the
“Move More ” project, to encourage
participants to improve their health,
through increased physical activity.
Evidence shows that a range
of techniques is needed to
encourage travel behaviour
change and that information
and incentives in addition to
fit for purpose infrastructure
will be more successful in
achieving modal shift.
Delivery will be focused
in our priority areas
where some of the
largest employers in
South Yorkshire are
located, with potential
to offer South Yorkshire
wide services.
Car drivers,
employers and
residents, post16 and young
adults, Not in
Employment,
Education and
Training (NEET)
categories and
adult learners,
covering all
ability levels.
So far LSTF Busboost has
provided a month’s free bus
travel to 5,700 car commuters
across the county.
1,700 of the participants
indicated they would continue
to use the bus after the trial
period.
LSTF Busboost reduced carbon
emissions by 1579t.
The health benefits of this
scheme are described by our
project partners: http://www.
movemoresheffield.com
This project has two strands:
The first will deliver independent
travel training and travel ‘buddying’
services to 80 young people with
special educational needs and
disabilities attending school/college
or vulnerable adults and older
people attending social, educational
or employment activities.
The second strand will deliver
independent travel training to 1,250
people who are NEET and have
transport related barriers, preventing
them from accessing employment
or training. We also train the trainers
who work in this field, to be able to
address these issues.
Limited independence
is currently experienced
by some individuals with
special needs or disabilities,
due to reliance on taxis or
minibuses. These demand
responsive services are
provided by Local Authorities
who incur significant costs as
a result.
In some communities
travel horizons are low
and perceptions of travel
problems can be high,
particularly in some of the
more isolated deprived
communities that have a
high proportion of people
who are NEET.
This training is aimed at
addressing the needs
of a specific group
of people, training
is provided with
individuals in schools,
colleges and the wider
community across
South Yorkshire.
Individuals
with special
educational
needs and
disabilities.
Furthermore
increased
independence
will impact on
their families,
friends and
carers.
Individuals who
are NEET and
partners in the
education, job
support and the
third sector.
Following the delivery of ITT
through our current bid, we
found that successful trainees
will not revert to council
supported transport.
In addition to a reduced
demand for supported
transport, the impact on a
number of individuals has
been profound. The training
empowered individuals to be
more confident in other areas
such as further education,
employment and semiindependent living.
Through our bid we aim to provide
the service to a further 150
participants.
This is aimed at a
specific group of
people, however, due
to the deprived nature
of our priority areas
and high numbers
of people who are
NEET, delivery will
concentrate in these
communities.
55.9% of W2W beneficiaries
were located in the 20% most
deprived neighbourhoods.
The cost savings made by the
scheme have been calculated
on the basis of £19 per day –
totalling £3610 per school year.
Scheme and
Cost
What it Includes
What problem are we
tackling (see section B2)
Where it will be
implemented
Who will be
affected
Impact of Delivery
Safe and
Sustainable
Travel
To promote safer roads as part of a
sustainable approach, we will offer
powered two wheeler safety advice
and training, eco safe driver training
for young people and those driving
for work. We will also run targeted
road safety campaigns to challenge
attitudes and change behaviors.
We will train 275 powered two
wheeler riders, run at least 4 safety
campaigns and engage with 50
businesses to offer practical driving
tuition for 2,000 drivers. 6,000
young people will attend a ‘Drive
for Life’ event and almost 5,000
young people will gain further driver
awareness training, through an
apprenticeship or job seeker scheme.
Based on casualty data
for South Yorkshire,
young drivers, powered
two wheeler riders and
people driving for work are
identified as priority road
user groups for the SRP, as set
out in our Education, Training
and Publicity Action Plan. In
the 5 year period 2008-2012
there were 5085 young
drivers and 1,606 P2W riders
injured on South Yorkshire
roads. These figures are
disproportionate compared
to the percentage of such
road users in the general
population.
Focused delivery in
secondary schools,
colleges and training
organisations across
South Yorkshire, within
our priority areas.
People who
drive for work,
young drivers,
powered two
wheeler riders
with a range
of skills and
experience and
participating
businesses.
275 riders will receive
training to enhance their
riding skills, improving safety
and introducing eco-riding
techniques.
Total:
£664,400
LSTF:
£449,400
Local
contribution:
£215,000
Reduce fuel costs of
participating businesses by up
to 30%.
31% per year reduction in
young driver casualties.
30.1m kg reduction of CO2
emissions from petrol cars.
Helping businesses become more sustainable
ECO Stars
Total:
£195,000
LSTF:
£160,000
Local
contribution:
£35,000
Transport
Academy
Total:
£160,500
LSTF:
£114,500
Local
contribution:
£46,000
Electric
Vehicles
Total:
£117,500
LSTF:
£96,000
Local
contribution:
£21,500
The ECO Stars Fleet Recognition
Scheme provides advice and
tailor-made support including
driver training, telematics and fuel
efficiency measures, to HDV fleet,
bus and coach operators on how
to improve efficiency, reduce fuel
consumption/costs and reduce
emissions.
We will recruit 15 new members per
annum, help 300 vehicles achieve a
star rating of 1– 5 per annum, Deliver
the ECO Stars Taxi Scheme in 4
authorities. 5 members to sign up to
the enhanced road map.
Each South Yorkshire District
has declared an AQMA for
NO2., with the entirety of
the urban area of Sheffield
declared an AQMA.
We will work alongside the public
transport operators in South
Yorkshire to supplement their own
driver training to enhance the
passenger journey experience. The
evidence from our existing delivery
is that this scheme will make public
transport a more attractive offer.
Provision of access to electric
vehicles for SME’s for a trial period
at a discounted rate. The scheme
provides access to a range of vans
and cars to meet the diverse needs
of SME’s.
Through our bid we will work with a
further 30 businesses.
This will be focused
on fleets in our
priority areas, with the
potential to offer South
Yorkshire wide, as fleets
in non-priority areas are
as likely to travel to or
through the former and
also the AQMA’s.
Fleet operators,
operators
of goods
vehicles, buses
and coaches,
businesses,
public health.
Since January 2009, 81
organisations, operating
7,000+ vehicles have now
joined the joined ECO Stars.
Also 11 authorities across the
UK are also delivering ECO
Stars.
Projected emissions savings of
up to a 75% for PM10 and 50%
for NOx have been achieved
with some operators.
Bus patronage has fallen
in all districts, apart from
Sheffield in the last year.
70.4% of passengers
interviewed in 2011for SCR,
cited driver behaviour as
an important factor when
considering bus use.
Training will be aimed
at all bus drivers in
South Yorkshire to
ensure a consistently
high standard of
customer service
and hence customer
satisfaction is achieved.
Also bus
drivers and bus
passengers
(especially
those with
a disability,
dementia).
LSTF Transport Academy
delivery has reported a
25% decrease in customer
complaints, alongside a
5% increase in customer
satisfaction.
Each South Yorkshire District
has declared an AQMA for
NO2, with the entirety of
the urban area of Sheffield
declared an AQMA.
Fuel prices continue to
rise, placing increasing
importance on businesses
efficiency and the considered
use of resources.
Focused in our priority
areas, with potential to
offer South Yorkshire
wide with the rationale
that mileage is unlikely
to be confined to the
immediate area around
the SME and will impact
on the priority areas.
Local
businesses will
be exposed to
the EV market,
which will
encourage
growth in the
future.
The vehicles reduce carbon
emissions by 0.11 grams CO2
per km with a 100% reduction
in all tailpipe emissions.
Local businesses engaged in
the existing scheme will save
in the region of £1200 per
vehicle based on 12,000 miles
p.a. in petrol/diesel costs.
All road users
including public
transport from
more reliable
journey times
and reduced
congestion.
Reduced
emissions
will benefit
residents and
businesses
along the route
More reliable and improved
journey times of up to 5%
for all road users. The system
gives the flexibility to manage
the network to benefit specific
road users including public
transport, pedestrians and
cyclists.
South Yorkshire
and SCR
businesses and
individuals and
delivery of the
component
LSTF schemes.
Supported delivery of
behavioural change activities,
increased awareness of the
brand and the benefits of
sustainable travel.
Fuel prices continue to
rise, placing increasing
importance on businesses
efficiency and the considered
use of resources.
Increasing business productivity
SYITS
Total:
£386,700
LSTF:
£330,000
Local
contribution:
£56,700
Improvements and enhancements
to Intelligent Transport Systems
(ITS), Urban Traffic Control and Traffic
Signals.
20 key junctions on up to 6 main
commuting routes into the main
urban centres in addition to other
junctions across the UTC system.
Improved messages on 10 VMS’s
and 40 Bluetooth detectors installed
to monitor 47 key sections of the
network. A new hosted common
database to enable the move from
fixed line, to wireless communication.
Accidents and incidents
can cause major delays with
associated adverse effects on
businesses and individuals.
Rather than increasing
capacity by building
additional road space, ITS
enables us to maximise the
efficient use of the existing
asset and manage traffic
data, to enable road users
to make informed decisions
about their journey.
The further implementation of
Inmotion! campaigns aimed to
promote and support the LSTF
schemes to achieve travel behaviour
change.
This will include further development
of the website and social media
channels; continued development
of a South Yorkshire CRM system;
consistent cross scheme promotional
plan and tactical and strategic
marketing plans; promotional
materials and case studies.
Prior to Inmotion!, there was
no single brand to encourage
the formation of sustainable
travel behaviours, across our
priority areas.
Focused on key
commuting routes
where congestion and
journey time reliability
is already an issue. This
is particularly acute
on routes into the four
urban centres.
Delay savings at incidents
could save up to 5,000 personhours p.a. and the impact on
traffic flow of re-routing in
response to VMS messages.
Umbrella promotion activity
Inmotion and
Promotion
Total:
£351,708
LSTF:
£340,730
Local
contribution:
£10,978
The brand was developed
to provide a coordinated,
cohesive marketing
and communications
approach for LSTF and
future behavioural change
activities.
South Yorkshire wide
for an overarching
behavioural change
campaign and targeted
at the priority areas
and groups of people
as appropriate.
The activity is also
delivered online via a
dedicated website and
through social media
campaigns.
“The Inmotion! project was a great opportunity to
show people that healthier is not harder and we
support them all the way!”
Catherine Beatty, Aizlewood’s Mill
Meeting the objectives of the fund
Our bid supports the range of initiatives contained within
our SEP, it is strongly aligned to our Transport Strategy and
will contribute as SEP an enabler to long term economic
growth and as a means of reducing emissions.
SCR recognise that aligning the Local Growth Fund
commitments for delivering economic growth, with
sustainable travel proposals is critical to managing
congestion and reducing carbon emissions. Better
integration of sustainable transport, cycling and walking
to give people the choice to make healthier and greener
transport options will empower our communities to make
smart travel choices, helping them access employment
and training.
Our bid will support development and sustainable
economic growth by building upon the success of our
existing programme, which is delivering sustainable travel
projects including travel advice, marketing, promotion
and cycle schemes, as well as introducing new initiatives.
Figure 8 shows the degree to which each of the schemes
that we have carefully selected fits with the objectives
of the LSTF and our more specific local objectives. We
demonstrate a very strong strategic policy fit for the
schemes we include in this bid.Our capital investment in
sustainable transport will further strengthen this policy fit,
particularly for our local objectives.
Our strategic case set out in sections B1 and B2 is strong.
In the next section we support this with an equally strong
Economic Case, which provides an overall BCR of 8.
Figure 7: The link between our LTP, LSTF delivery and this LSTF
bid
4. This LSTFproject continues
to support the bredth of
our LTP3. It is focussed
on economic growth and
reducing emissions and
has strong links to social
inclusion and safety.
This LSTF project
Current LSTF package
Key LSTF component
1. The pyramid is taken from our
LTP3 and presents our four
goals. Our primary goal is to
support economic growth,
followed by the goal of reducing
carbon and other emissions.
3. Our 3 current LSTF programmes links
our economic and environmental
goals to the broad issue of
employment. There are secondary
links to our social and safety goals
To support
economic growth
2. Our LTP3 also defines four crosscutting principles that guide all
our transport interventions.
To reduce
emissions
Squeezing more from existing assets.
To maximise
safety
To enhance
social inclusion and health
Ensuring our growth
is sustainable.
Encouraging a
culture change.
Giving people choice.
Figure 8: Policy fit of each scheme to the LSTF and Local
Objectives.
DfTs LSTF Objectives
Scheme
Our LSTF2 Objectives
Economy
Carbon and air
quality
Wider Social
and Economic
Safety
Physical
activity/health
Helping
businesses
become more
sustainable
Widening
access to
labour markets
increasing
business
productivity
Cycle Boost Hubs
√√
√√√
√√√
√√
√√√
√√
√√√
√
Wheels 2 Work
√√√
√√
√√√
√
√
-
√√√
-
Jobconnector
√√√
√√√
√√√
-
√
√
√√√
√
Travel Choices
√√√
√√√
√√√
√√
√√√
√√
√√√
√√
Travel Training
√√
√√
√√√
√√√
√√√
-
√√√
-
Safe and
Sustainable Travel
√√
√√
√√√
√√√
√√√
√
√√√
√√
SYITS
√√√
√√√
√
√√√
√
√
√√
√√√
ECO Academy
√√
√√√
√
√√
√
√√√
√√
√√√
Electric Vehicles
√√√
√√√
√
√
√
√√√
-
√√
Inmotion and
Promotion
√√
√√
√√
√√
√√
√√
√√
√√
“Since the driver training I’m more aware and of the possible
dangers, I feel safer on the road, knowing that I am in better
control of my vehicle”
Jamie Frith, Amey
B3. The Economic Case – Value for
Money
Our Economic Case is strong and builds on the evidence of
success from our existing LSTF programme (LSTF1). Each
workpackage in the programme of LSTF2 (for 2015/16)
has been appraised separately, with costs and benefits
aggregated to produce a very high a BCR of 8. This is
inline with the original appraisal results for LSTF1. The
range of benefits that we have monetised for this bid are
summarised in Figure 9.
Figure 9 Benefits from the project
These have been estimated in a consistent manner across
the elements of the programme and represent the various
impacts across the targeted users of both public and
private transport.
Overall approach to assessment
An analysis of the “business case” for each scheme has
been carried out as follows:
1. Questioning LSTF1 workpackage managers to
understand ongoing work and to quantify and forecast
emerging impacts using feedback, market research and
other available evidence;
2. Monetising the key impacts, where feasible, using
webTAG and local parameters;
3. Constructing a spreadsheet appraisal model of each
LSTF1 workpackage;
4. Understanding and collating the LSTF2 documentation
provided by workpackage managers;
5. Extrapolating the benefits, where calculated and
relevant, from LSTF1 to LSTF2;
6. Constructing a spreadsheet appraisal model of each
LSTF2 workpackage;
7. Transfering results for LSTF2 workpackages from the
spreadsheets into an AMCB table (see table 10 below).
Risk and Uncertainty
As we have not been able to monetise all of the benefits
for each scheme (for instance noise and air quality) we are
likely to have underestimated the range of benefits. On
the other hand, the “persistence” of behavioural change
with regard to mode choice, without continued revenue
investment remains unknown over the longer term and
whilst we have applied what we consider a cautious
approach (using a 25% decay factor annually, based on
participants responses) we await data over a longer period
than 1-2 years to give more certainty on this. The likelihood
that other funding sources will be used for future years –
especially where an operational or maintenance function is
required - will make it difficult to draw ex-post conclusions
as to the persistence of behavioural change in response to
a single year of intervention.
About 8% of the proposed expenditure is for “Safe and
Sustainable Travel”. This workpackage includes continued
training for motorcylists from LSTF1 and young drivers.
Their casualty rates are many times higher than those for
mature car drivers. We have not established targets and
benchmarks elsewhere are not suitable. If the differentials
can be halved, this would give the substantial quantified
benefits (27% of the total) calculated here. A narrowing of
only 25% would reduce this to 15%.
The BCR for our proposed Jobconnector workpackage is
less than 2, but has been appraised over the same time
scale as the other workpackages, i.e. 7 years. If the target
patronage levels are achieved and continue for another 3
years at this level, the BCR would rise to 3.2 (over 10 years)
A large amount of uncertainty arises in the case of our ITS
proposals. Detailed junction modelling in LSTF1 indicates
good potential for improving journey time and highway
reliability by optimising signal timings. However, until
we have operational experience of the new systems we
cannot be sure as to the magnitude of these benefits at a
network level. From studies in London of similar systems
in action, a 5% reduction in the peak is possible, and more
than this in the event of incidents (which we have very
conservatively estimated). We will monitor and evaluate
the effects of the ongoing and proposed work to ensure
that this level of benefit, or more, is achieved in practice.
Table 10 sets out the appraisal scope, assumptions and
results for each workpackage and in aggregate.
A scheme impact pro-forma has been completed for those
workpackages likely to have an impact on traffic levels.
These are provided in Appendix B.
Wheels 2
Work
Cycleboost
Net Present Value (NPV)
7.89
0.06
-179,412
Present Value of Costs (PVC)
Benefit to Cost Ratio (BCR)
Benefit (incl Wider finances) to Cost Ratio (BCR2)
11,354
190,766
Present Value of Benefits (PVB)
1,493,125
0
Wider Public Finances (JSA impact)
0
Economic Efficiency: Business Users and Providers
7,726
0
1a,b
2
C Wheels 2
y Work
c
l
e
3,627
Economic Efficiency: Consumer Users (Other)
Economic Efficiency: Consumer Users (Commuting)
Accidents
Greenhouse Gases
Elem ent
3.90
5,207,207
1,795,234
-54,062
7,002,440
Wider Public Finances (Indirect tax revenue)
24,395
-50,092
474,504
77
6,507,952
45,605
1
Cycleboos
t
Accidents
Physical Activity
Greenhouse Gases
Elem ent
Analysis of Monetised Costs and Benefits 2015-2021
(£ 2010 prices and values)
Widening access to labour markets
Quantified/Monetised evidence
Appraisal of LSTF2
The appraisal of the proposed 2015 expenditure indicates little positive impact in transport cost terms but
substantial benefit in reducing Jobseeker allowance payments by shortening unemployment for 59 people by a
month. This saving is included in the Wider finances PVB.
Evaluation of LSTF1
This scheme is currently part of the highly successful “Access to Opportunities” scheme to provide motor
scooters over a 3-6 month period to enable people who have been offered or are already in a new job or training
opportunity, but are without motorised or public transport, to access their place of work, training or education. An
Impact Evaluation concluded that the 2008-2013 scheme represented “good value for SYPTE, the funders and the
public purse. The provision of Wheels to Work represents excellent value for money when compared to suitable
benchmarks.”
Customers are loaned a scooter for 6 months and encouraged to save to enable them to fund a transport option
later. From records kept, the majority of customers use their scooter to access employment; 17% to access
education or training. Journeys are typically 13km, and travel time about 18 minutes.
Appraisal of LSTF2
It is proposed to continue with these successful hire schemes in 2015/16 with the installation of 2-3 cycle hubs in
each district) to provide support services to cyclists, including some or all of: sales, hire, storage, café, showers,
training, insurance, repairs and information. These will share resources to support cycling beyond the free hire
period, although continued revenue funding in future will probably be needed to maintain participation at original
levels. In addition, to capitalise on the Tour de France, a mass participation event is planned for Sheffield attracting
10,000 cyclists leading to almost 500,000 car kms saved in the first year. Other events such as guided bike rides
(“Sky Rides”) and grants and safety training in schools (“Bike-It”) will also be provided. It is expected that over 800
commuters will start cycling to work, and 180 children and teachers to school, as a result of these initiatives. A BCR
of 3.9 is calculated, based on a total 558,000 car-kms saved in the first year.
Evaluation of LSTF1
Since 2010 over 1,200 people have participated in the free bike hire element of Sheffield’s LSTF1 Cycleboost
scheme. During the trial month, average distance travelled per cyclist was 7km per one-way trip and from reported
activity of participants, frequency averaged 2 days per week. In 2012, 55% of participants said they would have
otherwise driven to work and of these, 75% said they would continue to use their bike, with half of them purchasing
it at the end of the trial. Trials of free to hire electric and pedal cycles was carried out in Rotherham in 2013, which on
average attracted 28 trips to work on average 3 days a week and a total estimated 58,000 kms to be switched from
car, in the first year. A BCR of 7.2 was calculated on these assumptions. GIS mapping of home addresses onto the
IMD map shows that the scheme has greater penetration and therefore benefit at the extremes of the scale than in
the middle, indicating its potential for both improving sustainable access to work and actively encouraging mode
shift.
Figure 10: Monitised benefit, approach and supporting qualitative evidence
Wheels 2 Work can deliver a lifeline to
those who would not ordinarily have
access to regular transport, enabling access
to employment and key local services33.
Feedback from providers shows that young
people are turning down training or further
education opportunities because of transport
problems; young people in rural areas, and
those with learning difficulties and disabilities
are more likely to cite costs of transport as a
constraint in pursuing adult learning34.
In our Segmentation Analysis, 33.3%
of respondents agreed that cycling is
a mainstream form of transport, which
suggests there is propensity to switch from
car that can be exploited. Furthermore, 36%
considered that they are the “type of person
who would ride a bicycle32” if conditions
were right. This is indicative of suppressed
demand.
Studies show a range of benefits of between
£380-£640 p.a. per cyclist, taking into
consideration reduced congestion, health
benefits, reduced pollution and more.
Qualitative / supporting Evidence
Independent
Travel
Training
Travel
Choices
Jobconnector
566,010
407,227
8.83
0.05
-290,329
Benefit (incl Wider finances) to Cost Ratio (BCR2)
14,008
304,337
2,674,340
Wider Public Finances (other Departmental budgets)
1,722
0
5,610
5,962
5
Independent
travel
training
713
6.32
Physical Activity
Greenhouse Gases
Elem ent
2,165,324
2,572,551
259,541
-426,936
514,781
1,192,933
558,912
46,384
4
Travel
Choices
Accidents
Greenhouse Gases
Elem ent
1.86
655,208
1,221,218
-77,388
-1,324,291
0
2,421,988
168
123,353
3
Jobconne
ctor
Accidents
Greenhouse Gases
Elem ent
Appraisal of LSTF2
Savings been calculated on the basis of the amount of money that would have been spent on Council provided
transport services for 21 persons p.a. Health benefits were calculated using the HEAT tool. ITT will be extended to
young people with a target for 2015/16 of 1,250 people. The first month in work is particularly difficult financially
for these groups, so a reasonable estimate is that the scheme is saving worth at least a month of JSA allowance per
participant. A BCR for these schemes together is calculated to be 8.83.
Evaluation of LSTF1
Provision of one-to-one training, travel plans and free bus tickets has reduced the demand for Council supported
taxis or minibuses, whilst achieving positive educational, employment and health outcomes for individuals with
special needs or disabilities. It is likely that successful trainees will not revert to council supported transport. The
user feedback is very positive. These individuals do not have access to private cars, so without this or council
services, they would only be able to access workplaces within a small radius, or not at all. The LSTF1 programme has
not been evaluated.
Appraisal of LSTF2
The targets for LSTF2 are 3,900 participants and, based on LSTF1 assumptions, 4m car km saved in the first year. This
produces a BCR of 6.32
Evaluation of LSTF1
A month of free bus travel was provided to 5,700 car commuters across the county, for a cost of £0.44m in PVC
terms. On average they travelled 11km from their place of residence to work, saving the local economy £0.6m in
PVB terms for that period of time. Our travel advisers provided support, advice and monitoring, through their close
contacts with over 100 participating employers in a range of sectors across the county. 1,700 of the participants
indicated they would continue to use the bus after the trial period, for a range of reasons including time, cost and
reliability. Time savings are not calculated, but distances have been calculated using GIS, and car occupancy factors
from participants’ responses. The scheme is on course to achieve a BCR of 8.4. Mapping the home location of
participants indicates that the scheme is attractive to users from across the income deprivation scale.
Appraisal of LSTF2
It is now proposed to improve the frequency and journey time for bus services between Barnsley, Doncaster
and Manvers, along the parallel A638/A630 corridor to the south. The proposed X20 will reduce journey times to
destinations by 20 minutes compared to existing bus services in the corridor. With more employment destinations
here, this is expected to attract a higher proportion of ex car-driving commuters than is the case for the X19. A 10%
patronage growth factor is assumed, from year 4 onward. This result is sensitive to the mode shift achieved. A low
proportion of ex-car drivers (7%) as indicated in research conducted on the X19 hourly service has been used in the
calculations. It is likely that this proportion will increase on the X20, with a 30 min service, and increase the benefits
correspondingly.
Evaluation of LSTF1
The X19 service operating on the A635 between Barnsley and Doncaster/ Robin Hood Airport has been doubled
in frequency (from hourly to half-hourly) at a cost over three years of £487,000. This (net) cost is paid to the bus
operator (Stagecoach) to cover the costs of providing an additional 3 buses, less projected revenue. Patronage
has subsequently increased from 289,913 prior to the scheme, to 472,645 p.a., close to the targeted 500,000. 25%
of passengers are commuters and 7% would drive their car (13% being potential car or taxi passengers) without
the service. Increased frequency was the most required improvement, although most of the users stated that they
would have to use slower buses in the absence of the service. The service is now operating without subsidy. The
BCR for this scheme is calculated to be 3.37
Reduced reliance on welfare benefits due
to long term increase in independence and
accessibility to employment opportunities.
As part of the ‘Altogether Better Programme’,
240 Community Champions have been
recruited and trained in Sheffield. They carry
out 100 hours of activity in a 6 month period
which is worth £50,40536.
Increased patronage helps support/
secure less profitable services for the wider
community.
Use of public transport is a basic life skill that
can greatly help people for work, leisure and
independence
Broadened travel horizons may encourage
travelling further to jobs, with greater
opportunities for skill development and
remuneration.
Encourage modal shift away from the
private car, reducing carbon emissions and
contributing to improved air quality levels.
In our Social and Distributional Impacts
(SDI) Analysis undertaken for our current
LSTF programme35, it was identified that the
corridor contains a significant proportion
of households that are restricted to lowpaid employment opportunities or are
unemployed. Furthermore, many of these
households do not have access to a car and
therefore, they are restricted to existing
public transport services to access work and
leisure opportunities. The delivery of more
frequent Jobconnector services will open
up journeys that might not previously have
been feasible and will broaden horizons for
households in the more isolated communities
of the Dearne Valley.
Transport
Academy
ECO Stars
Safe and
Sustainable
Travel
368,718
77.23
10,178,016
133,517
10,311,534
0
-74,947
10,386,480
Journey Quality
7b
Transport
Academ y
Elem ent
3.77
133,101
501,819
397,563
-393,139
104,256
7a
Eco-Stars
32.24
14,202,074
454,550
14,656,624
Greenhouse Gases
Elem ent
2,336,665
-2,768,269
11,767,984
551,975
6
Safe and
Sustainable
Travel
Accidents
Greenhouse Gases
Elem ent
LSTF2 will train bus drivers in the role of public transport in the economy and in the environment and how good
service to customers including those with disabilities such as dementia, contributes to its delivery. This will improve
the journey experience for a group of people who frequently cite poor experience poor access as a major barrier to
securing opportunities for learning, development and employment. WebTAG indicates the benefit of trained drivers
is 2.46 mins per bus passenger (£0.25 at current values of non-working time). Based on our research good “Driving
standards”, covered by the LSTF1 is taken as 57% of this value, whilst “helpfulness” (the essence of LSFT2) accounts
for 43%. This improvement in journey quality gives a BCR of 77. Clearly this outside the normal range but evidence
for the importance of this initiative is clear from the research carried out as well as feedback and operator actions.
Anecdotally, bus drivers are friendlier to customers than they used to be and the codron counts are idicating an
upturn in bus patronage in Sheffield and Barnsley after many years of continuous decline.
Appraisal of LSTF2
The fact that operators are prepared to invest working time in training and the results of IPSOS Mori42 research
demonstrate the importance of a high standard of bus driving. In the Mori research 10.8% of respondents’ budgets
were allocated to the standard of driving and helpfulness of drivers. LSTF1 has trained almost all drivers in SY in
maintaining a high standard of driving.
Evaluation of LSTF1
Only fuel efficiency and carbon benefits have been calculated. Assuming that only half the targeted new
membership is achieved in 2015, with an average SY mix of HGV types and a first year 5% fuel saving, declining to
zero by 2019, a BCR of 3.77 is calculated. If the target is fully achieved, the BCR would be 7.76 and assuming no decay
of benefits gives a BCR of 20.2. If savings are only 2%, with only half of target achieved, and benefit decay of 25%
p.a. the BCR would still be 1.86
Appraisal of LSTF2
The Efficient and Cleaner Operations (ECO) Stars Fleet Recognition scheme was launched in 2009, as part of a
regional Air Quality Initiative. Commercial vehicles now make a significant contribution to local emissions in
terms of pollutants, and greenhouse gas emissions, and there are a number of AQMAs within South Yorkshire. The
ECOSTARS Fleet Recognition project provides public recognition for operators of commercial vehicles who are
improving local air quality. The scheme is open to operators of all types of commercial vehicle. The South Yorkshire
ECO Stars scheme was supported by the E.C. as part of the ECOSTARS Europe project and results are now being
formally evaluated by them. A local survey carried out in December 2013 indicated that 79% of participants “had
increased their knowledge of the tools and approaches to fuel efficiency” and had saved in the range of 1-11% in
fuel usage as a result of applying ECO Stars advice. A preliminary assessment of the scheme is now available39.
Evaluation of LSTF1
Appraisal of LSTF2
Following on from LSTF1, 2,000 business car drivers will be targeted via workplaces in 2015. These will be taught
to reduce aggressive acceleration and braking, correct tyre pressures and reduce use of air-conditioning and
overloading. In addition 14,700 young (17-25) drivers will be trained through colleges to encourage safer driving. It
is assumed that the average distance driven for work purposes per day will be (as now) 161km per driver, and fuel
saving will be 13% (i.e. current levels, according to questionnaire feedback). The young non-business based drivers
(8% of the population of such drivers) may also reduce fuel consumption, but the appraisal is focused on their
casualty rate reduction, realistically targetted midway between that of the 16-25 age band
Evaluation of LSTF1
About 2,275 motorcycle riders (8% of registered SY motorcyclists in 2012) are offered training at a variety of levels to
improve their skills and help to make them safer on the roads, employing behaviour change techniques to promote
positive attitudes to safety. An annual schedule of awareness-raising travel campaigns promotes road safety and
the use of alcohol and drugs to pedestrians, cyclists and powered two wheeler riders. Campaigns utilise a range
of media and advertising options to target the different road users groups. Additionally, 20 schools and colleges
across South Yorkshire will put on a production which conveys key sustainable travel and road safety messages.
The Energy Saving Trust estimates that driver
training can reduce fuel consumption by
around 15% 43.
Furthermore, research from an earlier scheme
in South Yorkshire revealed that users valued
the effects of driver training, with 33%
noticing the improvement44.
A typical HGV operator can expect to reduce
fuel consumption by a minimum of 5% in
the first year. This is equivalent to £2,300
in per vehicle fuel costs40. The scheme now
covers 19 member organisations, operating
approximately 5,050 vehicles in the area,
which represents a saving of approximately
￡1.7million in the local economy. Other
ongoing awareness programmes include
Carbon Quids and Care4Air.
The Energy Saving Trust estimates that driver
training can reduce fuel consumption by
around 15% 41.
For each litre of petrol saved there is a
reduction of 2.331 kg of CO2 and for each
litre of diesel saved the reduction is 2.451 Kg
of CO238.
In terms of young drivers - on average there
has been a 31% reduction in casualties per
year since we started these interventions37.
SYITS
Electric
Vehicles
93,425
7,135,715
5,607,052
Reliability
601,618
7.99
39,167,445
5,607,052
44,774,497
349,075
1,533,648
625,250
Broad Transport Budget (excl Indirect tax change)
Wider Public Finances
Economic Ef f iciency: Business Users and Providers
Economic Ef f iciency: Consumer Users (Other)
12,435,286
Economic Ef f iciency: Consumer Users (Commuting)
6,513,914
12,327,141
Accidents
Physical Activity
952,777
10,386,480
Journey Quality
Greenhouse Gases
Elem ent
All
1,173,947
7.08
1,173,947
8,309,662
Broad Transport Budget (excl Indirect tax change)
8,309,662
9
SYITS
Elem ent
2.17
79,861
173,286
-98,595
86,075
22,862
-12,513
76,863
8
Electric
Vehicles
Greenhouse Gases
Elem ent
Increasing business productivity
Scheme managers are maintaining databases recording participation and feedback which will inform the future
evaluation of each workpackage. The budget for evaluation in and beyond 2015 is included in the total PVC.
These efforts will continue to support the achievement of all targets within LSTF2 and hence are a cost (£0.26m in
p.v. terms) against all elements. Without an apportionment of time and materials among the elements of LSTF2 the
cost has been added to the total programme PVC as shown.
The Marketing component of LSTF1 has delivered: A single e-brand (Inmotion!) to be used across all schemes,
Marketing and promotional materials, a central website and four social media channels, a centrally managed CRM
system, private sector buy-in, a consistent, cross-scheme promotional plan, public transport mode behaviour
change initiatives, delivery of bi-weekly media release programme of activity.
Total Programme including promotional activity and evaluation
The expenditure proposed in LSTF2 amounts to only about £0.3m across the county, or 10% of the capital
expenditure on design and planning over the past three years. Further revenue expenditure beyond 2015 is
included in the appraisal, as required. We estimate journey time and reliability savings based on experience in
London (5% time savings) and using the Netherlands model of reliability on urban roads (as presented in webTAG).
The intervention corridors have been defined and the change in traffic levels were calculated from the journey time
savings and an assumed journey time elasticity of -0.2.
Carbon, operating cost and health benefits are expected, but have not been calculated. Impacts on public transport
and freight have also not been calculated, but these are also expected to benefit from optimised signal systems and
work to integrate real time bus information systems with UTMC systems will allow a greater degree of priority to be
given to buses. Excluded from the PVC is the cost of LSTF1, which is crucial to achieveing benefit, but is effectively a
sunk cost. Including these costs would produce a BCR of 4.6.
Appraisal of LSTF2
Within LSTF1 considerable progress has been made towards implementing a greater degree of bus priority and
“adaptive” traffic signal timings to “optimise” the balance of costs and benefits among users. These systems are
already largely in place, or funded separately, but require considerable analysis and testing to before optimal
strategies can be activated in real time. The basis for this has now been laid, but ongoing revenue expenditure is
required to implement it.
Evaluation of LSTF1
LSTF2 will enable the project to work with a further 30 in 2015/16. Assuming 1 vehicle per SME leased annually with
the private sector bearing any non-supported costs when the LSTF2 money runs out and thereafter full utilisation
of the vehicles (for 16,000 km p.a.) until 2021, a BCR of 2.17 is indicated.
Appraisal of LSTF2
This scheme provides a pool of electric cars and vans from which (currently) 50 SME’s are hiring vehicles for a trial
period at a discounted rate plus installing a network of rapid chargers across the region.
Evaluation of LSTF1
Evidence from targeted public transport
campaigns estimated that a £300k campaign
boosted revenue by £1.6million48. In York,
evidence suggests that up to 12% of drivers
have cut their car usage due to the Travel
Wise Campaign 49.
UK evidence of ITS schemes indicates that
the schemes can reduce delays for buses by
up to 68% 46 and increasing bus patronage 47.
Bus priority through SYITS would generate
benefits from the improvement of the bus
offer and modal shift.
For job seekers, overall journey time is a key
factor in determining the geographic extent
of the job search. Therefore, this measure will
help to extend travel horizons.
Reduction in the carbon footprint of
participating SMEs.
The RAC Foundation estimates that each
electric vehicle saves emissions of 0.11 CO2
per km45.
According to the Office of Low Emission
Vehicles (2011), electric cars powered from
today’s grid could emit between 15%
and 40% less CO2 over its lifetime than a
comparably sized petrol car. This will improve
as the UK electricity generating sector moves
to low-carbon energy sources.
“Through the Eco-Business Driving, we’ve improved our
Health & Safety policies, benefited from fuel cost savings
and our employees have seen a difference by adopting the
driving techniques.”
Tom Proctor, Prospect Training
B4. The Financial Case – Project Costs
Before preparing this proposal for submission, we have
ensured we understand and have communicated the
financial implications of developing the schemes. This
includes considering the implications for future spend,
on-going maintenance and operating costs. We have
confirmation from each of our Section 151 officers to
secure and underwrite any contribution. The funding
profile is set out below. Funding beyond 2015/16 is
indicative at this stage, as we seek to negotiate through
the SEP for future LSTF funding, both revenue and capital.
Table 11: Funding profile (Nominal terms)
£000s
201516
16-17
17-18
18 - 19
19 - 20
20 - 21
Total
DfT funding
sought
4,811
4,811
Local
Authority
contribution
776
776
Third Party
contribution
including
LGF
11,703
11,000
11,000
11,000
11,000
11,000
66,703
TOTAL
17,290
11,000
11,000
11,000
11,000
11,000
72,290
B5. Management Case - Delivery
Our planning and management has a strong focus on
delivery. We have successful experience in the operation of
the majority of the schemes in this bid and are confident
that this experience will ensure successful delivery of the
new initiatives. Our recent track record shows that we
can meet the challenge of delivering this project and our
experience demonstrates we are very effective. We have
used this understanding to provide evidence to support
our bid and to demonstrate that our bid forms the next
logical step for our LSTF programme. This evidence is
contained in the table in section B2 and in our economic
case.
Our ability to deliver is also evidenced through the
Sheffield Bus Partnership where we have designed and
implemented an innovative partnership arrangement
between the bus operators, local authority and SYPTE.
Our customers are now experiencing a significantly more
attractive and effective service, which is demonstrated
through the increase in patronage in Sheffield, compared
to the trend of decline outside of the Bus Partnership
area. Our ability to deliver is further supported by the SCR
Independent Economic Review, which identifies that SCR
has a strong track record of securing and investing public
monies50.
Our proposals have a clear plan including start and
end dates, to ensure the LSTF team is focused on the
delivery of the outputs. The project will be managed in
line with the Office of Government Commerce’s PRINCE2
methodology.
The starting point for developing this bid was the lessons
learnt from our existing programme, Better Bus Area
Fund and similar projects. After appointing the key
team members, an Outline Business Case was prepared
and from this flowed more detailed versions of the cost
plan, programme and benefits review plan. Resource
requirements, roles and responsibilities have been agreed.
This bid is based on these inputs.
A high level delivery plan (including key milestones) is
presented as a Gantt chart in Figure 12, broken down by
scheme. Our programme is simple with few dependencies,
setting out a clear path from award to implementation.
As we are taking many of the schemes we are already
delivering to the next logical stage of development, we
can move quickly to the delivery phase. For each scheme,
we have developed a substantial body of supporting
information, including a detailed delivery profile, cost plan,
risk profile and clear specification of outputs. This detailed
information is available upon request.
The project plan will be refined between bid submission
and commencement of work in 2015/16. The design,
procurement, etc. funded by partners will take place in
2014/15, to allow delivery of outputs in 2015/16. This will
be done at our own risk and as the LSTF team have been
involved in the existing schemes, they are confident about
delivering this proposal.
No Statutory procedures are required to deliver the
schemes included in the bid.
B6. Management Case – Statutory
Powers and Consents
None, therefore no risks in these areas of our bid.
Figure 12: High-level programme
2014/15
JulySept
OctDec
2015/16
JanMar
April
May
2016/17
June
July
Aug
Sep
Oct
Nov
Dec
Jan
Feb
Mar
AprJune
JulySep
OctDec
JanMar
AprMar
Cycle Hubs
Wheels 2 Work
Job connector
Travel Choices
Independent
Travel Training
Safe &
Sustainable
Travel
ECO Stars
Transport
Academy
Electric Vehicles
SYITS
Inmotion! &
Promotion
Planning
Procurement
Implementation
Evaluation
B7. Management Case – Governance
The strength of our delivery and governance plan lies in
the use of our existing governance structure, which has
already proved successful.
We have established a culture of working as a strong
partnership, across sectors and official boundaries; that
has led to many successes over the period from 2006 to
2014, including the recent strengthening of our political
governance through the creation of the Combined
Authority. The additional investment we hope to make
with the help of LSTF, will provide an opportunity to use
this momentum and build on our strong delivery record,
giving our economy and our area’s sustainable legacy, a
further boost.
The LSTF project is part of South Yorkshire’s wider
programme of transport investments. Building on
our existing LSTF project, it is clear that management,
reporting and evaluation is most effective if they follow
the standards and practices we already have in place for
this wider programme. We therefore agreed that wherever
possible, roles within the LSTF project should be taken by
the individuals who take these roles already in the wider
programme.
The governance of LSTF requires management at three
levels: corporate management; LSTF project management;
and work package management. The hierarchy for
governance arrangements for programme and project
levels are shown in Figure 13. These arrangements are in
accordance with PRINCE2 standards.
Figure 13 LSTF delivery organogram
Corporate
Combined Authority
Executive Board
Directing
Project Board
LEP
SU
Managing
Delivering
SRO
SS
SLG
Project Manager
WP1
WP2
WP3
WP4
WP5
WP6
WP7
WP8
WP9
WP10
SRO – Senior Responsible Owner
David Young – Deputy Interim Director General & Director
of Customer Experience (SYPTE)
Mr Young will be ultimately responsible for the delivery of
the project and its outputs. He will also act as the interface
with corporate management (Combined Authority/
Executive Board)
SS – Senior Supplier
Tom Finnegan Smith – Transportation and Highways
Projects Manager (RMBC)
Mr Finnegan-Smith will represent the partners supplying the
resources for the project. As chair of SLG (Strategic Leaders
Group – Heads of Services for all partners), he is able to act on
behalf of all partners and feed into the SLG process.
“I thought the day was well thought out and organised,
excellent staff who we met and were taken out onto
the road by”
Iain Darren, Trainer
SU – Senior User - Julie Keny51 Chief Executive of Pyronix
Ltd, LEP Board member
The requirement of those using the projects products
will be represented by Julie Keny. She will also act as link
between this project and the wider LEP programmes.
The Project Manager will be Andrew Kemp and he will be
responsible for the day to day management of the project.
Andrew is already managing the current programme and
is also responsible for the management of the wider Local
transport Plan programme that fits alongside LSTF.
Team leaders for all work packages have been identified.
Progress reports from work packages will be reviewed at
regular meetings of the “Sustainable Transport Group”
which currently performs a similar role for our existing
programme.
Each partner will also comply with their own organisations
legal requirements and contracts, where required this will
be awarded by the Lead Partner and the supplier.
The tolerances for time, cost and benefit are summarised
below
Time
Cost
Benefit
Project Tolerances
-12/+2 weeks
-10%/+5%
-5%/+20%
Stage Tolerances (1)
-4/+0 weeks
-5%/+2%
-2%/+10%
W.P Tolerances (2)
-2/+0 weeks
-5%/+2%
-1%/+10%
(1) Implementation stage
(2) Varies by W.P so average shown
B8. Management Case - Risk
Management
Risk Management will be carried out in line with the
PRINCE2 principles. We have a procedure for monitoring
& managing risk which will be led by the Project Manager
and controlled by Project Board and to date we have –
i) Established a risk register
ii) Populated this with risks identified to date, including
details of their proximity, probability and mitigation/ response
iii) Assessed their impact and planned mitigations where appropriate. From this assessment a financial impact has been modelled and provision made for a risk budget in the overall cost plan (this modelling accounts for opportunities and threats)
iv) All risks have been allocated owners
The full risk log is available upon request. As most activities
are similar to work being carried at present, the overall
project is seen as low risk.
The main risks are summarised below –
1 Accuracy of Estimated Costs - While most activities are similar to those carried out by partners at present, there is a risk estimates are not correct leading to cost under or over runs. This risk will reduce during 2014 as
firm estimates and the procurement processes progress.
2 Confirmation of Match - There is a risk that not all match funding promised will materialise due to changes between now and 2015/16. This risk will be underwritten by partners and does not form part of our bid funding.
3 Procurement - There is a risk that issues arising from procurement could impact on programme cost or scope, leading to additional costs. Provision for suitable timescales for procurement has been made in all work package programmes.
4 Loss of Staff - There is a risk that fixed Term staff could leave before their contract completes, leading to the
need for short term replacement at a cost above that in the cost plan. Partners have plans to resource replacements.
5 Inflation – There is a risk that the forecast of inflation is not correct.
6 Outcomes - There is a risk that the outcomes may be
affected by lower than forecast participation in schemes. This will be monitored during 2015/16 and work package leaders will have prepared fall back
plans to mitigate the impact of this (e.g. to increase promotional activities). The financial impact of this will be the cost of the additional measures.
B9. Management Case - Stakeholder
Management
a)
Please provide a summary of your strategy for managing stakeholders, with details of the key stakeholders together with a brief analysis of their influences and interests.
Our bid continues our successful history of engaging
with local stakeholders to ensure the schemes we bid for
are closely aligned to the aspirations of our partners and
stakeholders. As part of the bid development process
we have met with authorities in the bordering LEP areas,
particularly Derbyshire and Nottinghamshire, to ensure
we share common objectives. We have directly engaged
with the private sector to identify schemes that they
“I learnt to ride my bike through the Cycleboost scheme.
It tought me everything I needed to know to get me on
the road and ride confirently. I purchased the bike after
the trial and I ride up to four times a week”
Sue Freund, Sheffield (community) participant
would like to see brought forward. For example, the bus
operators have been involved in the development of the
Eco Academy, Travel Choices, Jobconnector and Inmotion!
schemes.
Our stakeholder engagement is well evidenced in Section
A7 where we set out the partners involved in the delivery
of this project and in the Appendix to this bid, where
we include 45 letters of support. We will continue this
engagement through the delivery of a successful bid, to
ensure we can meet the expectations of businesses and
potential customers. You can also see the strong support
of businesses and individuals that we have already been
working with in the headers of this document.
This bid does not include capital investment so there is
no impact on structures or services that would require
consultation with Network Rail, land owners or similar
bodies.
b) Can the scheme be considered as controversial in any way?
Yes ☐
No ☐
Not considered controversial
c) Have there been any external campaigns either supporting or opposing the scheme?
Yes ☐
No ☐
No campaigns have taken place
B10. The Commercial Case
Many elements of our bid are based on similar existing
activities, this means the development of specifications
required can be completed quickly. It is planned that
procurement will be complete by the end of 2014/15 to
allow work to start in April 2015. A mixture of procurement
methods is proposed to ensure that a good balance
between the need to show value for money and make
best use of resources is achieved. These include the use of
in house resources where appropriate, existing framework
contracts and new tendering processes. All comply with
Procurement Regulations. A summary of the proposed
methods is given below in Figure 14.
As with the Management of our current LSTF programme,
we intend to build on existing processes and mechanisms
for efficient programme delivery. Many elements of
the work will make use of existing arrangements with
partners, suppliers and framework consultants.
It is critical to note that a significant amount of work
at all delivery stages (and especially the design and
procurement work), is done in-house. This enables us to
quickly move to the implementation stage by removing
the need to undertake procurement. Where design work is
required, South Yorkshire partners often make use of each
other’s in-house specialist teams. We intend to continue
this approach.
Although we want to minimise recruitment requirements
and maximise the effectiveness of existing resource,
some schemes will require recruitment of new staff to
ensure greater control and higher quality outputs. There
are important legacy benefits we will gain through
recruitment, as the knowledge and skills required to
deliver specific activities will be retained beyond the
period of funding.
We have reviewed the options for procurement of each of
our schemes and summarised them in Figure 14. As we are
seeking to extend many of the best performing schemes
that feature in our current programme, we are in a strong
position to mobilise quickly. As we have already indicated,
where procurement is expected to take longer, we will
start before the announcement to ensure we can hit the
ground running. We will do this at our own risk.
Figure 14: Our approach to procurement
Procurement Approach
Schemes following the approach
Procurement
timescale
Extension of existing
contract that ends in
2014/15
Electric Vehicles, Eco Academy,
Inmotion, Wheels2Work,
Travel training, TravelChoices,
Jobconnector.
1-2 months
New Contracts
Cycle Boost Hubs, SYITS, Safe and
sustainable travel, Jobconnector.
2-4 months
Existing framework
contracts
None of our projects require this
type of procurement
3-4 months
SECTION C
Monitoring, Evaluation
and Benefits Realisation
C1. Monitoring and Evaluation
Figure 15: Reporting framework
The monitoring and evaluation process will be based on
developing integrated performance measures centred on
three key areas:
1.
2.
3.
Growth/jobs and carbon
Behavioural change evidence
a. Ensuring change has taken place
b. Confirming that the change is embedded
Programme management - including spend profiles and outputs
In terms of programme management, we will deliver
outputs and outcome related reports using existing data
and programme information. The expectation is that much
of this will be built on the existing continually updated
local evidence base. There will be a requirement for some
investment in data collection, to support our monitoring
and evaluation of LSTF investment. The total cost of
evaluation is included in our detailed cost plan at £23,400.
This includes a £18,400 contribution from LSTF and the
remaining £5,000 as a local contribution.
Reporting
The development of the integrated performance measures
will allow for more efficient data collection and form the
basis for delivering the required reports to internal and
external stakeholders, partners and the public of South
Yorkshire. Our bid performance framework will therefore
produce three outputs:
Outcomes
Performance and
highlight report
Operational report
1 Operational report – inputs and outputs monitoring day-to-day performance, as well as where investment has been spent and what deliverables have resulted from this investment
2 Performance and Highlight report – annual review of progress
3 Outcomes – information derived from the first two elements together with scheme impact information will be used to derive the key outcomes arising from the schemes and overall programme
Evaluation
In preparing this bid, all schemes have been modelled (as
far as practicable), with detailed reporting and worksheets
submitted as evidence of the approach taken. The
information we provide has been constructed from our
experience in delivering LSTF and similar interventions.
This contains baseline data “Do Minimum” 2015 and
forecasts of 2020 “with” and “without” each package of
interventions. We are keen to explore with DfT where we
can revisit these assessments and extract the relevant
baselines to examine the modelled impacts of each
scheme. Through the evaluation of the schemes and the
modelling undertaken to assess them, we want to support
DfT in developing a robust business case for future
investment in LSTF, beyond 2015/16.
SECTION D
DeCLARATIONS
D1. Senior Responsible Owner
Declaration
As Senior Responsible Owner for Inmotion! altogether
better travel I hereby submit this request for approval
to DfT on behalf of South Yorkshire Passenger Transport
Executive and confirm that I have the necessary authority
to do so.
I confirm that South Yorkshire Passenger Transport
Executive will have all the necessary statutory powers in
place to ensure the planned timescales in the application
can be realised.
Name
DAVID YOUNG
Signed
Position Deputy Interim Director General and Director of Customer Experience at South Yorkshire Passenger Transport Executive
D2. Section 151 Officer Declaration
As Section 151 Officer for South Yorkshire Passenger
Transport Executive* I declare that the scheme cost
estimates quoted in this bid are accurate to the best of my
knowledge and that South Yorkshire Passenger Transport
Executive.
- has allocated sufficient budget to deliver this scheme on the basis of its proposed funding contribution;
- accepts responsibility for meeting any costs over and
above the DfT contribution requested, including potential cost overruns and the underwriting of any funding contributions expected from third parties;
- accepts responsibility for meeting any ongoing revenue and capital requirements in relation to the scheme;
- accepts that no further increase in DfT funding will be considered beyond the maximum contribution requested and that no DfT funding will be provided after 2015/16;
- confirms that the authority has the necessary governance/
assurance arrangements in place and the authority can provide, if required, evidence of a stakeholder analysis and communications plan in place.
Name
Andrew Eckford
*This is only required from the lead authority in joint bids
Signed
REferences
1.https://www.gov.uk/government/publications/door-to-
door-strategy
2.https://www.gov.uk/government/publications/cycle-city-
ambition-grants
3. Sheffield City Region Transport Strategy, (2011), page 1
4. Population Estimates for UK, England and Wales, Scotland and Northern Ireland, Mid-2011 and Mid-2012
5. TBR and University of Sheffield (2014) Priority Specialisms for Growth, draft report
6. Sheffield City Region, (2014), Strategic Economic Plan, page 30
7. Sheffield City Region, (2014), Strategic Economic Plan, page 21
8. Sheffield City Region, (2013), Independent Economic review, page 94
9. Sheffield City Region, (2013), Independent Economic review, page 7
10. Sheffield City Council, (2013), Low Emission Zone Feasibility Study Final Report, page 8, 61
11. Sheffield City Region, (2014) Strategic Economic Plan, Chapter 10
12. Department for Transport Behavioural Insights Toolkit
13. Ekosgen (2013) Sheffield City Region Independent Economic review, page 15
14. Ekosgen (2013) Sheffield City Region Independent Economic review, page 66
15. SCR, (2014) Strategic Economic Plan - Implementation Plan, para 1.2.1
16. Doncaster, Rotherham and Sheffield Chambers of Commerce (2013) Business Surveys
17. Sheffield City Region Survey, (2012), page 13
18. Arup and Volterra, (2010), Economic Structure of Sheffield City Region and Issues for Transport
19. Ingeus (2014) http://www.ingeus.co.uk/ Ingeus are delivering the Government’s Work Programme in a mber of locations and provided SCR with their insight on current
employment barriers. Sheffield City Region Transport Strategy (2011), page 56
20. Centre for Cities, (2011) Access All Areas – Linking People to Jobs, page 42
21. Sheffield City Region Transport Strategy (2011), page 56
22. Ibid, page 26
23. Yorkshire & Humber Chambers of Commerce, (2010), Reconnecting Yorkshire and the Humber page 3
24. Centre for Cities, (2011) Access All Areas – Linking People to Jobs 40
25. http://www.sheffield.nhs.uk/healthysheffield/ (last accessed: 31/05/2011)
26. Sheffield City Region Transport Strategy (2011), page 85
27. SYPTE, Business-to-Business Communications to Promote Travel Planning Research Report (2012), page 13, 17.
28. Sheffield City Region, (2010), Strategic Economic Assessment, page 90
29. Department for Transport Behavioural Insights Toolkit, page 8
30.http://www.movemoresheffield.com
31. South Yorkshire Passenger Transport Executive, 2011 Segmentation Analysis, Unpublished
32. The Department for Transport, (2011), The Local Transport White Paper: Creating Growth, Cutting Carbon – Making Sustainable Local Transport Happen.
33. Office of the Deputy Prime Minister and Social Exclusion Unit, (2002), Making the Connections: Final Report on Transport and Social Exclusion.
34.http://www.syltp.org.uk/documents/Annexes/Annex%20
10-web.pdf
35. Sheffield Well-being Consortium, (2011), Impact Map.
36. Safer Roads Partnership (2013) Programme report
37.http://www.carbontrust.com/resources/guides/carbon-
footprinting-and-reporting/conversion-factors
38. ECOSTARS D6.3 - Results and Lessons dated March 26th, 2014 – preliminary report
39. South Yorkshire Clean Air Campaign, http://www.
care4air.org/eco_stars_scheme.html
40. Energy saving Trust, 2011, Small Fleets Advice, Smarter Driving, http://www.energysavingtrust.org.uk/content/
download
41. Total Travel Experience. Report prepared for SYPTE, Ipsos Mori March 2009
42. Energy saving Trust, 2011, Small Fleets Advice, Smarter Driving, http://www.energysavingtrust.org.uk/content/
download/2410/58659
43. Driver Satisfaction Survey, 2009
44. RAC Foundation, 2011, Shades of Green - Which lowcarbon cars are the most eco-friendly? Page 1
45. SCOOT, Bus Priority Results, http://www.scoot-utc.com/
BusPriorityResults.php?menu=Results
46. Department for Transport, ITS Toolkit, http://www.dft.gov.
uk/itstoolkit/CaseStudies/leicester-star-trak.htm
47. Balcombe, R., Mackett, R., Paulley, N., Preston, J., Shires, J.,
Titheridge, H., Wardman, M., and White, P., 2004, The
Demand for Public Transport: A Practical Guide, TRL page 21
48. The Northern Way, 2008, The Role and Productivity Benefits of Smarter Choices page 32.
49. Ekosgen (2013) Sheffield City Region Independent Economic Review
50. Subject to confirmation at the LEP Board
6957

Inmotion! altogether better travel

Transcription

Similar documents

WHO ARE WE Jumbulance Trust Delaport Coach

Shaw Shivaree - Shaw Festival

Dual POS Brochure

- Anti-Apartheid Movement

PDF Lot View

PDF Lot View

100bright youngthings

Post Wine Tasting Event: “HOPE-Bay” Online

Rockwell Scroll Saw grey in color