City Deal Implementation Plan

CITY DEAL IMPLEMENTATION PLAN

2015-2018

June 2015

Contents

  1. Introduction
  1. City Deal Priorities
  1. Funding
  1. Infrastructure Projects
  1. Business & Disposal Plan Assets
  1. Governance, Delivery & Implementation
  1. Monitoring & Evaluation
  1. Communications Protocol

1. INTRODUCTION

The Preston, South Ribble and Lancashire City Deal agreed with Government builds on the strong economic performance of the area over the last 10 years and will help to ensure that the city deal area continues to grow by addressing strategic transport infrastructure and development challenges to deliver new jobs and housing across the city deal area.

Over a ten-year period the deal will generate:

  1. More than 20,000 net new private sector jobs,including 5,000 in the Lancashire Enterprise Zone;
  2. Nearly £1 billion growth in Gross Value Added(GVA);
  3. 17,420 new homes; and
  4. £2.3 billion in leveraged commercial investment.

This document sets out the arrangements for the City Deal implementation for the period 2015-2018 outlining critical financial and project delivery milestones and risks, and the management mechanisms in support of government monitoring and reporting processes. This document sits above and does not replace the Infrastructure Delivery Plan or HCA Business & Disposal Plan.

2. CITY DEAL PRIORITIES

The City Deal involves the delivery of critical highways infrastructure to allow the full development of significant commercial development and housing schemes. For the purposes of clarity, activities have been categorised into Zones where there is the strongest complementarity between infrastructure works and housing and commercial development.

Scheme Type / Zone / Scheme Name / Commencement / Completion
Highway and Transport Hubs / North West Preston / Broughton Bypass / Q1 2014/15 / Q4 2016/17
Highway and Transport Hubs / North West Preston / Preston Western Distributor / Q2 2014/15 / Q3 2019/20
Highway and Transport Hubs / North West Preston / East West Link / Q1 2014/15 / Q3 2017/18
Highway and Transport Hubs / North West Preston / Cottam Parkway / Q3 2015/16 / Q4 2022/23
Highway and Transport Hubs / Preston City Centre / Preston Bus Station & Multi Storey Car Park / Q1 2014/15 / Q4 2017/18
Highway and Transport Hubs / Penwortham & Lostock Hall / Penwortham Bypass / Q3 2014/15 / Q4 2018/19
Highway and Transport Hubs / Penwortham & Lostock Hall / A582 SRWD Junction - Stanifield Roundabout / Q4 2014/15 / Q2 2015/16
Highway and Transport Hubs / Penwortham & Lostock Hall / A582 SRWD Junction - Golden Way South / Q1 2015/16 / Q3 2015/16
Highway and Transport Hubs / Penwortham & Lostock Hall / A582 SRWD Junction - Tank Roundabout / Q2 2015/16 / Q1 2016/17
Highway and Transport Hubs / Penwortham & Lostock Hall / A582 SRWD Junction - Croston Road Roundabout / Q4 2015/16 / Q2 2016/17
Highway and Transport Hubs / Penwortham & Lostock Hall / A582 SWRD Dualling / Q2 2014/15 / Q3 2021/22
Highway and Transport Hubs / Penwortham & Lostock Hall / New Ribble Crossing / Q2 2015/16 / -
Highway and Transport Hubs / Leyland & Cuerden / Heatherleigh & Moss Lane (Croston Road Spine Road) / Q3 2015/16 / Q2 2016/17
Highway and Transport Hubs / Leyland & Cuerden / Cuerden Strategic Site Road Infrastructure / Q2 2015/16 / Q2 2018/19
Highway and Transport Hubs / Leyland & Cuerden / Moss Side Test Track / - / -
Scheme Type / Zone / Scheme Name / Commencement / Completion
Public Transport Corridors/Local Centres / North West Preston / Broughton/Fulwood North / Q3 2014/15 / Q4 2017/18
Public Transport Corridors/Local Centres / North West Preston / Broughton/Fulwood South / Q4 2015/16 / Q1 2018/19
Public Transport Corridors/Local Centres / North West Preston / North West Preston/Cottam/Ingol / Q1 2016/17 / Q4 2020/21
Public Transport Corridors/Local Centres / North West Preston / Warton to Preston Western Distributor / Q3 2016/17 / Q3 2019/20
Public Transport Corridors/Local Centres / North East Preston / Longridge/Grimsargh / Q3 2015/16 / Q4 2017/18
Public Transport Corridors/Local Centres / Preston City Centre / Fishergate Central Gateway / Q1 2014/15 / Q3 2016/17
Public Transport Corridors/Local Centres / Preston City Centre / Preston Western Distributor to Samlesbury / Q4 2014/15 / Q4 2017/18
Public Transport Corridors/Local Centres / Preston City Centre / Winckley Square THI / Q2 2014/15 / Q3 2016/17
Public Transport Corridors/Local Centres / Penwortham & Lostock Hall / Hutton/Higher Penwortham/City Centre / Q4 2015/16 / Q1 2019/20
Public Transport Corridors/Local Centres / Penwortham & Lostock Hall / North of Lostock Lane / Q1 2016/17 / Q4 2020/21
Public Transport Corridors/Local Centres / Leyland & Cuerden / South of Lostock Lane / Q4 2015/16 / Q4 2020/21
Public Transport Corridors/Local Centres / Bamber Bridge / Bamber Bridge/City Centre / Q3 2014/15 / Q1 2016/17
Scheme Type / Zone / Scheme Name / Commencement / Completion
Capital / North West Preston / Guild Wheel Upgrade Link - Bluebell Way / Q4 2014/15 / Q1 2016/17
Capital / North West Preston / Guild Wheel Upgrade Link - Watery Lane / Q4 2014/15 / Q2 2016/17
Capital / North West Preston / Guild Wheel Upgrade Link - Blackpool Road / Q4 2014/15 / Q3 2016/17
Capital / North West Preston / Lancaster Canal Towpath/Cycle Improvement / Q4 2014/15 / Q3 2016/17
Capital / North West Preston / Grimsargh Green / Q2 2015/16 / Q4 2015/16
Capital / Preston City Centre / East Cliff Cycle Link / Q4 2014/15 / Q3 2016/17
Capital / Preston City Centre / Winckley Square Gardens / Q2 2015/16 / Q3 2016/17
Capital / Preston City Centre / Harris Museum / Q2 2015/16 / Q3 2017/18
Revenue / Preston City Centre / Stoneygate Masterplan/Opportunity Area / Q1 2015/16 / Q1 2016/17
Revenue / Preston City Centre / Extended City Culture Development Plan / Q1 2015/16 / Q1 2018/19
Capital / Penwortham & Lostock Hall / Landmark Features - Lorrypop / Q1 2015/16 / Q1 2016/17
Capital / Penwortham & Lostock Hall / Landmark Features - Iron Horse / Q3 2015/16 / Q4 2016/17
Capital / Penwortham & Lostock Hall / Landmark Features - Leyland Tractor / Q1 2016/17 / Q1 2017/18
Capital / Leyland & Cuerden / St Catherine's Park / Q1 2015/16 / Q4 2015/16
Capital / Leyland & Cuerden / Worden Park Improvements / Q4 2014/15 / Q4 2017/18
Revenue / Leyland & Cuerden / Central Park Development Plan / Q3 2015/16 / Q2 2016/17
Revenue / South Ribble / Leisure Development Plan / Q1 2015/16 / -
Revenue / Shared Community Infrastructure / City Deal Cycling Strategy / Q3 2015/16 / Q2 2016/17

3. FUNDING

To deliver the City Deal, partners have established a City Deal Infrastructure Delivery Programme and City Deal Investment Fund, which together are worth £450m over the lifetime of the Deal.

The City Deal Infrastructure Delivery Programme is funded through pooled local and national private and public sector resources;

  • The private sector contributions will be made through Community Infrastructure Levy (CIL) and other contributions.
  • Central Government through long term transport funding secured as part of Lancashire's Growth Deal, Highways England (formerly Highways Agency) funding for new and existing motorway junctions and the Department for Transport (DfT) through Local Major funding.
  • The HCA through the local retention of value uplift from land sales.
  • The councils via New Homes Bonus (NHB), Business Rates (NNDR), capital programme resources (for example Single Local Growth Fund) and land.
  • Lancashire County Council will also cash flow support from internal reserves.
  • The City Deal Investment Fund is part of a £100m local allocation from the Lancashire Pension Fund, available to be invested on a commercial basis in housing and development schemes in the City Deal area.

4. GOVERNANCE, DELIVERY & IMPLEMENTATION

The annual Infrastructure Delivery Programme is set by the City Deal Executive and

Stewardship Board and is implemented under the direction of a Programme Board whosemembers include the Chief Executives of local partners. The Programme Board considersissues to be referred to the City Deal Executive.

A Project Team is responsible for driving forward the Programme, allocating resources,

considering quarterly progress reports, managing and addressing risks to theimplementation plan and initiating pieces of work to facilitate the delivery of the Deal.

TheProject Team is chaired by the City Deal Project Director and includes seniorrepresentatives from each of the local partners.

At the project level, a series of working groups oversee the development, co-ordination

and operational delivery of each of the schemes in the Programme.

Planning and Co-ordination Group

Supports the Joint Advisory Committee and ensuresplanning related issues are kept under review.

Infrastructure Delivery Group

Is responsible for preparing, implementing and monitoringprogress on the City Deal Infrastructure Programme which includes all elements ofhighway, housing and community infrastructure (health, education, open space).

HCA Liaison Group

Supports the City Deal Stewardship Board and the HCA in thepreparation of the Business and Disposal Plan, ensuring its alignment with theInfrastructure Delivery Programme and the communications and Marketing Plan. TheGroup oversees the development of quarterly progress reports for submission to theStewardship Board.

Finance Group

Ensures appropriate operating procedures are in place for the City DealInfrastructure Delivery fund and prepares quarterly finance monitoring reports forsubmission to the Executive.

Communications Group

Prepares, implements and monitors progress on the City DealCommunications and Marketing plan. The Group is responsible for co-ordinating schemespecific communications at the local level as well as developing and implementingmarketing proposals for the City Deal.

Monitoring Group

Is responsible for the collation and monitoring of a range of agreedoutputs and performance measures. The group prepares returns to the Stewardship Board and HMG.

5.MONITORING AND EVALUATION

Overview

A key element of the work undertaken within the Deal programme is tomonitor its implementation, particularly in relation to the infrastructureprojects, land assets and jobs impact.

The City Deal Agreement states the purpose and commitment towardsmonitoring progress in delivering the City Deal, supporting the jointobjectives of the Board, Local Partners, HCA and Government.

Performance is assessed within quarterly returns toHMG and high level reports to measure outputs andreceipts against the baseline targets and milestones as set out in thisdelivery plan, which also informs future plans.

In addition to the delivery plans, a list of indicators are used to assist inmeasuring the impacts of the Deal which are prepared and reviewed bythe City Deal Monitoring Group for consideration by the StewardshipBoard and onward submission to DCLG.

Monitoring Framework

A Monitoring Framework sets out a range of Information relating todelivery, receipts, expenditure and completions (including housing unitsand commercial buildings).

The Stewardship Board Terms of Reference set out the responsibilityof the Stewardship Board to monitor progress of the Deal and provideperiodic monitoring reports to Government.

Milestone indicators

Key milestone indicators are used to assist the monitoring of theprogress HCA and other assets, including;

•Pre-Application work, including stakeholder engagement

•Masterplanning & options analysis

•Outline Planning Application Submitted/Approved

•Section 106 Signed/Planning Consent Issued

•Site Marketing Commenced

•Preferred Developer Selected (HCA Approval)

•Conditional Legal Agreement

•Reserved Matters Application Approved

•Infrastructure Works

•Start On Site

•First Housing Completion

•Phase Completion

Output indicators

Two sets of outputs indicators are used to ensure that progressreporting information is fit for purpose.

Firstly, a Core Output data set provides high level monitoring indicators, which include;

•Housing units (consented and completed),

•Commercial floorspace (consented and completed),

•Private sector investment and;

•Jobs.

Secondly, a Supporting Output data set is collected to examine broaderimpacts of the Deal in more detail, measuring the progress of activitiesfrom pre-planning to post-implementation, which includes;

•Total number of Housing units submitted for planning,

•Number of City Deal Housing Sites at which construction is activelytaking place,

•Quantity of Commercial Floor space from identified and agreedEmployment Sites submitted for planning,

•Retail Vacancy Rate in city and town centres,

•Number of HCA sites submitted for planning permission from thoseidentified through City Deal,

•Number of HCA sites, from those identified through City Deal,granted planning consent,

•Total number of housing completions and new floor space completedon HCA sites,

•Progress on infrastructure projects (Broughton Bypass, PenworthamBypass, Preston Western Distributor, South Ribble WesternDistributor, Sustainable TransportInfrastructure completions,

•Progress on Community infrastructure completionsMonitoring Returns.

The following levels of monitoring are used;

•Stewardship Board/City Deal Executive – using the longer list ofoutputs a more detailed overview of the City Deal area will beprovided, allowing analysis on a site by site basis which will enablefiner grain analysis of progress on the delivery of outputs, andhow site development activity relate to the completion of transportinfrastructure. Core and Supporting Outputs are to be reportedto the Stewardship Board on a quarterly basis. This report will besubmitted by the City Deal Executive to the main LEP Board.

•Cabinet Office/DCLG – a high level report providing information onkey housing, commercial and jobs output data based on a templateused by other City Deals. Core Outputs are to be reported to theCabinet Office on a quarterly basis.

  1. COMMUNICATIONS PROTOCOL

The Communications and Marketing Strategy has been developedfor the City Deal Programme to:

•Deliver a consistent approach to all external communications

•Engage effectively with appropriate audiences

•Raise the profile of the City Deal area, and its impact on theLancashire economy, on a local, regional and national level.

This has allowed the City Deal to achieve a positive profile withthe public and some specific audiences primarily through generalpublic relations activities and some more targeted, scheme-relatedcommunications and consultation.

A partnership approach to communications of the City Deal has been adopted betweenthe LEP, Lancashire County Council, Preston City Council, South Ribble Borough Councils and the Homesand Communities Agency, as well as,government departments and other partners where appropriate.

Throughout 2015-18 a rangeof activities will be undertaken which will maintain the positiveprofile developed during ‘year one’ and further increase profile ofthe City Deal Programme.

The City Deal partners will also contribute to and benefitfrom a Lancashire-wide strategic marketing project recentlycommissioned by Lancashire Enterprise Partnership.

Thiswill provide new promotional opportunities for the City DealProgramme and enable communications activity to be aligned witha Lancashire-wide approach to place marketing that proactivelyconveys the county as a great place to live, work and visit.

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