Where do we want to be and why? Strategic Theme Service plan Aim / objective Action(s) Work Programmes Measure Milestone/ key date(s) Ambitious Cornwall To be ambitious and confident Cornwall’s future, providing the leadership to secure a fairer amount of funding and greater freedom from Government, to realise Cornwall’s potential. To deliver One Public Transport System for Cornwall new devolved powers through the Bus Bill. To review the current public transport Bus & Rail newtork, shaping an integrated operation to delivery passenger growth. Introduce integrated SMART & contactless ticketing. Review and shape ticketing price structure. Improve the transport digital information and transport planning experience to faciltate easy access to services and encourage growth through choice. Investment in both modern and alternative fuels infrastructure to reduce the air quality impact of public transport. 85% Passenger Satisfaction of Public Transport Service in Cornwall. 10% Passenger shift from cash to contactles ticketing payments in 2017/18. Increase passenger journey growth to 10.9 million in 2017/18. 20% improvement in fleet emission standards to Euro 5 or higher. Bus Services Bill Royal Assention (June 2017). One Public Transport System for Delivery Programme (On Going). Franchising/ Enhanced partnership Business case - Cabinet (Jan 2018). Business case for new operational network is unaffordable. Operators commitment to Franchising or Enhanced Partnerships. Limited funds to deliver the One Public Transport System for Cornwall.
Engaging with our communities To enable and empower residents and parish councils, plus the voluntary community and local business sectors to play an active role in making decisions that affect residents and help us to deliver what communities need. To address on street parking issues on a town wide scale through the Town Parking Review. Business Case development for delivery of parking package for main towns. Approved programme for delivery in seven towns underway by December 2017. Cabinet Sept 2017. Business case not feasible. Political opposition to schemes. To deliver a Parking Management Strategy in-line with the Connecting Cornwall 2030 Strategy. Develop a parking management strategy that assesses the role, function and management of each Car Parking Asset. Consider the potential for increase / decrease in parking charges in to meet the MTFS. Work with Town and Parish Councils, Bids and Chambers of strategy to be presented to Strategic Director by December 2017. Charges to meet MTFS. Facilitate devolution of car park assets as requests are received. December 2017. 1 April 2018. Throughout 2017/18. Political opposition to strategy. Any Increases in Parking Charges deemed to be locally unacceptable. Reduction of income generating assets lead to pressures on revenue budget.
enable our towns and villages to thrive. Partners working together To work with partners at an international, regional and local level to ensure that public services are delivered as efficiently and effectively as possible. Work with Plymouth City Council to assess demand management options for travel to work between Cornwall and Plymouth. Delivery of a joint feasibility report assessing the viability and impact of a Park and Ride (and other public transport options) in south east Cornwall. Study commissioned and options appraisal complete. Study commissioned June 2017. Options appraisal complete early 2018. Costs of work exceeds funds available from partners. Joint stakeholder and multiagency approach to managing traffic problems outside of schools. Delivery of a ‘Safer Routes to School’ pilot in Newquay with Police, PSCO, School and Parish Council. Demonstrate outcomes to roll out model elsewhere. completed by April 2018. Pilot programme started May 2017. Complete hard and soft measures 2018. Costs exceed available funding.
Driving the Economy To secure economic progress is sustainable, addresses social inequality, makes responsible use of our natural and cultural assets and builds upon strengths in key industries: renewables, aerospace technology and micro-enterprises. Increasing the level of investment in Cornwall’s infrastructure to generate sustained economic growth. Support the delivery of the Plan through prioritisation and delivery of key infrastructure to unlock housing and employment. Agreed infrastructure plan with Highways England to support the housing allocations in the emerging DPDs. Forward funding and National Productivity Infrastructure Fund bid proposal to complete Newquay Strategic Support delivery plan for housing north of A390 in Truro. Identify infrastructure design and funding mehcanism for Hayle. Identify priorities for delivery for Place Making in 14 main towns. Milestones reached as programmed. Statement of Common Ground agreed by June 2017. Bid submitted to NPIF on 30 June 2017. Support Cabinet proposal for Truro delivery plan. Hayle work commissioned Complete March 2018. Unable to reach agreeement with HA. Bid unsuccessful. Scheme remains unfunded.
Driving the economy (continued) To deliver major transport schemes to support Cornwall’s connectivity and sustained economic growth. A30 Carland to Chiverton Work with Highways England to identify preferred route, DCO process through to construction. Milestones reached as programmed. Preferred route – Spring 2017. Submit DCO – Summer 2018. Start Construction – end 2019. Political and Planning opposition to scheme. Scheme delayed or removed from Road Investment Startegy (RIS2). Signalling Upgrade Works Acceleration of the programme of planned rail signalling upgrades to incorporate signal enhancements that will improve journey times on the Cornwall Rail mainline and provide capacity for a half hourly service. Increased capacity of Rail mainline through Cornwall. Doubled frequency of daily operating services. December 2018 completion . Regional rail programme funding commitments become uncertain. Technical feasibility issues – Ground conditions and weather. Compliance with ERDF funding conditions. Funding compliance/ eligibility re contractual relationships with Network Rail, DfT and Rail Operator FGW.
Driving the economy (continued) Long Rock Works Relocation of rail heavy maintenance works depot and facilities for the Night Riviera service and other services to the existing Penzance Long Rock rail depot. New rail depot supporting jobs, and new cascaded rolling stock to support additional operating services. November 2017 completion Technical feasibility issues – Ground conditions and weather. Loss of key partner support or failure of project partner. Project costs exceed capacity of current approved funding or cash flow approvals Project Cost overrun. Night Riviera Upgrade Rolling stock upgrade to the Sleeper service enhancing quality and capacity. New rolling stock – Upgraded high quality carriages that will support/boost the patronage and commercial sustainability off the Cornwall Paddington rail sleeper service. March 2018. Partner funding commitments become uncertain. Technical feasibility issues. Project Cost overrun. Continue Client role overseeing delivering of Growth Deal Programme. Scheme outputs and outcomes delivered in line with LEP monitoring plan Bodmin complete by Oct 2017. Costs exceed agreed budget. Outputs compromised to reduce costs.
Driving the economy (continued) Callywith complete by December 2017. Redruth complete by Jan 2018. Treluswell complete by 2018. Carkeel complete by April 2018. complete by May 2018. St Austell to A30 Link Road Work with stakeholders to identify preferred prepare and submit Outline Business Case, Planning process through to construction. Milestones reached as programmed. Preferred route March 2017. Funding bid to the DfT – March 2017. July 2017 - funding decision. 2018 - detailed design and planning. 2019 - commence construction. 2022 - scheme complete. Outline Business Case not accepted by DfT. Funding for scheme not provided. Political and Planning opposition to scheme.
Driving the economy (continued) Newquay-Gatwick Operating Agreement Public service operators agreement between CC and Flybe to secure Cornwall-London air connectivity. Contract management to secure flight frequencies, capacity and agreed quality conditions. Flight frequencies. Reliability of service. Customer satisfaction. Four year operating agreement from October 2015 to September 2019. Low patronage resulting in low commercial sustainability. Lack of political support for service. Stewardship of Cornwall’s assets To work collaboratively with partners and communities to strengthen the reltationship between our environment, your community and you. This will help to increase our resilience to a changing climate and provide social and economic opportunities. Highway maintenance Strengthen working relationships with Town and Parish Councils via Community Network Forums to target known areas at risk from the effects of climate change. Delivered by a revised network of Area Stewards and Highway Managers building relationships with Clerks and Community Link Officers. Regular attendance at CNA meetings and regular meetings with T&PC Clerks. Revised processes in place from Summer 2017. Lack of funding to deliver required outcomes. To work with partners in the Peninsula Rail Taskforce to address Provide a regional response to GWR and XC franchises. Engage with DfT in 2017 about regional asks. Summer 2017 meeting with DfT. SW rail priorities not national govt priorities.
the significant underinvestment in the area’s railways, particularly seeking to improve the resilience and reliability of the rail network. Seek response from government on PRTF report submitted autumn 2016. Lobby local MPs for a response following general election. Response received from central govt. Healthier and safe communities Our aim is to integrate our services with other partners, particularly in the health sector to protect the most vulnerable and ensure everyone has the best possible opportunity to improve their physical and mental wellbeing and stay safe. To develop and deliver walking and cycling networks with town transport strategies to support active healthy lifestyles. Bay to Bay. Continue to work with stakeholders to develop scheme proposals for the Bay to Bay. cycleway project Pursue potential funding sources for Bay to Bay. Agree scheme option for Marazion Feedback PZ gyratory options to local stakeholders Funding identified for phase 1. Lack of funding. Develop and deliver a package of promotional measures in partnership with Sustrans, the Town Council, businesses and stakeholders in 10% increase in cycling in Bodmin between 2016 and 2017 (summer). Brand developed to support the promotion of Bodmin by August 2017. Package of promotional measures developed, Lack of funding. Failure to get stakeholder support and engagement.
Healthier and safe communities (continued) Bodmin to support the £8.5m Growth Deal capital investment to support healthier and more active communities. and funded, with delivery programme by August 2017. Roll out of measures within the programme including a Bodmin event in September 2017. 2 local schools and both colleges working with Sustrans to promote active travel by October 2017. Develop a Cycling and Walking Infrastructure Plan. Success in bidding for DfT technical support to develop Plan. Bid for DfT funding submitted 30 June. Limited resource to develop plan. Lack of support from stakeholders. Introducing and manage accurate monitoring and control system to improve the overall highway network and congestion pinch points; to enable the improvement of air quality in the towns. Introduce a intelligent Transport System to collate key transport information. Develop an intuitive Transport Strategy to manage congestion, specifically targeting 100% Implementation of Cloud Amber ITS system. Creation of strategy plans to im plement in ITS system (Strategy Team). Programme for signal upgrade and December 2017. December 2017. System development and configuration delayed. No strategic team resource to design and implement strategy. Limited funding for traffic signal conversion.
Healthier and safer communities (continued) air quality triggers possible. Introduce green wave on traffic signals to allow improved public transport journeys and connectivity. Introduce ticketing between Bus & Rail to enable improved choice of Public Transport. ITS system config change. Deployment of ticket maching, bar code gates and ticketing products. December 2017. Bus September 2017 and Rail December 2017. Being Efficient, Effective and Innovative Our aim is to identify design and innovative approaches to funding, technology, assets and our workforce to enable us to meet future financial challenges and deliver services in the most efficient and effective way. Integration of Education, Social Care and Health into a single transport planning and elgibilty function managed by the ITU. Sign-off and commitment from CLT. Meet with Education, Social Care and Health leads to shape service transformation stages and timeline. Implementation of service changes and budgets to the ITU. Align journey requirements with OPTSfC operation. Integrated service approach to transport arrangements. Improved use of fleet to suit transport needs and deliver effeciency. Opportunity to reduce transport expenditure for individual basis. Transport needs to meet user CLT Sept 2017 to look at 2018/19 budget. Service agreement and transfer of staff December 2017. Service resourced by end of Q4 2017-18. Lack of senior management ambition from transformed service. Non transfer of elgibility function will not about any reduction in expenditure. Personnel issues with service transformation.
Being Efficient, Effective and Innovative (continued) requirments chosen by ITU. Budgetary reallocation commitment. Over ambitious savings targets before the OPTSfC is in place. Appropriate resources and to deliver new intgegrated transport approach. To do nothing and continue the overspend in transport for individual services. Implementation of revised funding approach which targets appropriate revenue investment coupled to timely capital interventions to improve the condition and resiliance of the highway asset. Discussions with DfT on pilot project coupled with flexibility made available by the business rate retention pilot. Capital Funding Business Case to be developed and taken through appropriate approval mechanism. Delivery of a revised maintenance programme enhanced by capital programme. Business Case and funding case to be in place by autumn 2017. Lack of funding to deliver appropriate programme to minimise costs over time.
Efficient, Effective and Innovative (continued) Use of innovative technology to make public transport more attractive and efficient Introduce digital timetabling portal to transport users. To develop and introduce mobile journey planner and ticketing application. Negotiate with external stakeholders service agreements to ensure that the onstreet bus shelter infrastructure is self sustaining. Introduce bar code reader barrier at Truro station in partnership with GWR and development and introduction of to enable multi-modal use. Reduce the production to £30k for Council produced timetable information. Delivery of a Transport App and Digital Portal. Implementation of a Service Agreement for shelter maintenance. OPTSfC ticketing produce strategy and account based ticketing. To minimise and reduce the timetabling run for 2017/18. September 2017. September 2017. Q4-2017/18. Digital system availability and coverage. Resources to manage the timetable information from the providers. External partner unwilling to commit to Council requirements for maintenance. GWR installation programme delayed.
engineering measures and enforcement where appropriate. What might stop us? Programme risks Risk identified Description of potential risk Mitigation Dependence on external funding Schemes subject to external funding decisions and processes which are outside the control of Cornwall Council Transport funding priorities clearly aligned to other funding programmes through the emerging Local Plan, economic growth and comprehensive town strategies. Up front agreements sought from funding partners Delivery timetable Time constrained funding opportunities. The strategy is split into three or four year Implementation Plans and Members may wish to see schemes delivered within their timeframe. Delivery will have to be effectively managed to ensure economic opportunities such as European funding are prioritised. Political situation A radical change in Government policy or change in national transport objectives. Non approval of strategy or this Implementation Plan on a local level. Remain fully informed of national policy. Work closely with members to outline the strategic importance of Connecting Cornwall: 2030 to Cornwall outlining where schemes contribute to wider outcomes. Public sector borrowing Limited resources available to prepare the required business case to Ensure transport objectives are closely linked to the wider
requirement and match funding unlock match funding sources. context and national policies. Work closely with local and regional partners. Alignment with local strategy Connecting Cornwall: 2030 and the Cornwall Local Plan have been developed on different timescales so there is a risk of conflicting policies. Work closely with planning colleagues throughout the development of the Local Plan. Partner working A number of Cornwall’s key infrastructure links are outside of our control e.g. the trunk road and main rail assets. Permissions need to be sought in order to make improvements. Maintain the excellent working relationship we have with our partners. Economic and property market conditions Economic uncertainty including the rise in inflation adding to the cost of materials and land purchase. Remain vigilant of the economic forecast ensuring schemes are costed as accurately as possible and prioritised according to funding availability. Managing local expectations The schemes and proposals set out Connecting Cornwall: 2030 and this Implementation Plan raise local expectations yet there may be a danger that the document is not fully endorsed unless communities do not see particular schemes within their area. Implement a thorough scheme assessment. Outline the benefits to Cornwall wherever possible.
Insufficient scheme information/costing estimates Insufficient scheme information and costing can affect scheme delivery timescales and budgets Careful costing estimates taking into account inflation and funding partner requirements Single capital pot Local Transport Plan funding is no longer ring fenced. Rather the funding is allocated to a pot where a number of services can bid to. We must present a strong case for transport and how it a vital role in supporting other services. Procurement Procurement may be delayed due to time involved with in demonstrating best for large projects. We must ensure that flexible procurement arrangements are in place in order to deliver projects using private/public contractors. Confirming matching revenue/ developer and external contributions for schemes Obtaining funding through developer contributions and the Community Infrastructure Levy will become crucial as traditional funding sources are reduced. Need to ensure we have effective policies and procedures established to make best use of developer funded opportunities. reliance Interaction between schemes resulting in to one scheme affecting another. Delivery will have to be effectively managed to ensure that scheme programming does not adversely affect schemes.