A457 Dudley Road Improvement
Strategic Economic Plan/Local Growth Fund
Transport Scheme Business Case
1
Strategic Economic Plan
Business Case Checklist
Scheme: A457 Dudley Road Improvement
Lead authority: Birmingham City Council
STRATEGIC CASE
Section /
page
4) Have you appended a map?
p5
9) Have you included supporting evidence of partnership bodies’ willingness to n/a
participate in delivering the bid proposals?
9) Have you appended a letter from GBS LEP confirming the priority of the n/a
proposed scheme? [Optional]
FINANCIAL CASE
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page
13) Have you enclosed a letter from an independent valuer to verify the market n/a
value of land if land is being included as part of the non-LGF contribution towards
scheme costs?
13) Have you enclosed a letter confirming the commitment of external sources to n/a
contribute to the cost of the scheme?
ECONOMIC CASE
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15) Have you provided a completed Appraisal Summary Table?
App I
15) Have you provided a completed Scheme Impacts Pro Forma? [Small projects n/a
only]
15) Have you provided relevant supporting material – and for large schemes – a App G
WebTAG compliant bid?
COMMERCIAL CASE
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16) Have you attached a joint letter from the local authority’s Section 151 Officer n/a
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?
MANAGEMENT CASE
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17) Has a letter been appended to demonstrate that arrangements are in place to n/a
secure the land to meet the construction milestones?
17) Has a Project Plan been appended to your bid?
App H
17) Has a QRA been appended to your bid?
App E
17) Has a Risk Management Strategy been appended to your bid?
App F
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17) Have you appended evidence of Stakeholder Analysis? [Large projects only]
17) Have you appended a Communications Plan? [Large projects only]
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n/a
DECLARATION
20) Has the SRO declaration been signed?
Section /
page
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Strategic Economic Plan
Transport Scheme Business Case Proforma
1) SCHEME TITLE
A457 Dudley Road Improvement
Highway Scheme: Yes
Public Transport Scheme: No
Major Maintenance Scheme: No
2) STRATEGIC ENABLER FROM GBS LEP STRATEGY FOR GROWTH
5. Improving physical and digital connectivity
6. Optimising physical, cultural and environmental assets
3) CONTACT DETAILS AND SCHEME LOCATION
Name of Lead Contact: Phil Edwards
Email: [email protected]
Telephone: 0121 303 7409
District: Birmingham City Council
Location of scheme: Spring Hill to City Road
4) HEADLINE DESCRIPTION
The A457 Dudley Road corridor from Ladywood Middleway / Spring Hill junction on the Ring Road to
City Road, Smethwick forms part of Birmingham’s Strategic Highway Network and provides a key
arterial route from the Black Country into central Birmingham.
Currently, this section of the Dudley Road corridor is underperforming, with road users experiencing
severe delays and unreliable journey times. The scheme would:
 Provide increased capacity;
 Improve accessibility into Birmingham City Centre;
 Improve journey time reliability;
 Provide safer infrastructure for all road users; and
 Reduce existing congestion that acts as a major barrier to growth both in Birmingham and
throughout the West Midlands.
The benefits will be realised by improving junctions, widening the road to a dual carriageway and
making enhancements to pedestrian and cycling facilities.
5) GEOGRAPHICAL AREA
This highway improvement scheme is located within the Soho and Ladywood Wards within the
Ladywood Constituency. This section of the A457 Dudley Road (between Ladywood Middleway/Spring
Hill junction on the Ring Road and City Road) is a heavily trafficked major route stretching west from
Birmingham City Centre and into Sandwell and the Black Country.
A number of priority junctions are located along the corridor, in addition to City Hospital lying directly to
the north. The route also crosses a rail line and the Birmingham Canal, both of which will require
attention during planning, procurement and construction.
OS Grid Reference: 404,904 287,653 (junction of Western Road / Dudley Road)
Postcode: B18 7HZ (Birmingham Treatment Centre)
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Have you appended a map?
Yes
No
6) STRATEGIC CASE
A: Scheme Description
The A457 Dudley Road is a strategic link providing connectivity between Birmingham City Centre,
Sandwell and the Black Country. Major employers and developments in the area include: City Hospital,
HM Birmingham Prison and the Icknield Port Loop development site. The poor standard of this section
of the A457 Dudley Road link results in long queues and delays on the network and inefficient operation
for most of the day. Associated environmental deterioration and poor accessibility for public transport,
freight operations, cyclists, pedestrians and private vehicle users is a problem in the area because of
congestion. The scheme is identified to improve accessibility for the existing industrial sites, major
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health centres (including City Hospital), HM Birmingham Prison and the Icknield Port Loop development
area.
Improved reliability of the public transport services and enhanced operations for freight services are
also major objectives of the scheme. (The scheme will provide improvements to bus operations and
facilities for bus services along this corridor including bus routes: 11 (Outer Circle), 80, 82, 83, 87 & 89).
The scheme would improve capacity, accessibility, safety and reduce congestion. This would be
achieved by improving junctions, widening the carriageway (to create a standard dual carriageway) and
making enhancements to pedestrian and cycling facilities. Bus priority on the approach to the ring road
forms a key element of the scheme.
Junction improvement locations along A457 Dudley Road include:
 Ladywood Middleway/Spring Hill signalization;
 Eyre Street / Dudley Road;
 Heath Street South / Dudley Road / Western Road;
 City Hospital Access / Dudley Road;
 Aberdeen Road / Dudley Road;
 Heath Street / Dudley Road; and
 Winson Green Road / Icknield Port Road / Dudley Road.
A Major Scheme Business Case was originally completed in 2004 and revised in 2009 to improve this
section of the Dudley Road. However, during this time the major schemes of the Northfield Relief Road,
Selly Oak Relief Road and Chester Road Improvements were taken forward and there was limited
resource to deliver the Dudley Road scheme as well. Following completion / securing of resources for
those other schemes the need to deliver the Dudley Road scheme is extremely important for this key
strategic route linking Birmingham City Centre, the Black Country and all the residential and
employment areas along this corridor. See Appendix A for the Preferred Option General Arrangement
for the A457 Dudley Road Improvement Scheme.
B: Description of Problems to be Addressed
The A457 Dudley Road is a heavily trafficked major route with over of 37,000 vehicles per day travelling
along the corridor. It forms part of Birmingham’s Strategic Highway Network, providing access to the
motorway network, major employment sites, residential and health centres from Birmingham City
Centre and Sandwell. As a major route the A457 Dudley Road is heavily utilised by buses, heavy goods
vehicles (HGVs) and servicing vehicles, and due to its strategic nature the route also carries significant
volumes of commuter traffic during the peak
periods which is a major cause of congestion.
Due to the current levels of traffic along
Dudley Road, queuing regularly occurs in
both directions during the AM and PM peak
periods. Analysis on delay suggests
particularly during the PM peak, that delay
consistently exceeds 50% in the westbound
direction along the entire route, and reaches
100% outside City Hospital. This is due to the
existing highway layout, with parked cars
restricting the route capacity to single lane,
and several routes converging at one
location. The evidence suggests that, due to
the existing route layout, there is very little
spare capacity. Improvements along the
route, in parallel with existing schemes aimed
at relieving congestion on the Ring Road, will
provide much needed reductions in delay.
In its current form the A457 Dudley Road Network Improvement (DRNI) section is a wide single
carriageway with poor junction standards, no public transport priority, very wide crossings for
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pedestrians and no provision for cyclists. A significant number of bus routes operate within the area
including the ‘Outer Circle’ route 11. To the east of the DRNI are the Middleway Ring Road and the
continuation of the Dudley Road corridor towards the city centre. This section is a dual carriageway link
built to a high standard and with correspondingly good level of service. To the west beyond Cape Hill is
a dual carriageway delivering an adequate level of service.
C: Options Considered
The proposed improvement is to dual the narrow section of the Dudley Road, improve existing
junctions, reduce congestion, and to give priority to bus operations where required. The improved
junctions will also incorporate safer controlled crossing facilities for pedestrians and enhancements for
cyclists.
As part of the scheme development a ‘lower cost’ scheme has been considered. This would not
upgrade all of the Dudley Road to a dual carriageway (the section between the City Hospital and the
Ring Road would be left as current) and no additional crossing facilities would be provided. In addition,
there would be no improvements to signalise the Spring Hill / Ladywood Middleway junction on the Ring
Road (see Appendix B - Lower cost non-preferred Option Plan). The low cost scheme would not meet
Birmingham City Council’s objectives to update the network to dual carriageway, so as to maximise
capacity and provide safer crossing facilities to replace the existing four-lane uninterrupted crossing
points.
D: Expected Benefits/Outcomes
In summary, the Dudley Road network improvement scheme would:
 Remove the single carriageway bottleneck from the network and replace with a continual
standard of links and junctions to improve network efficiency and reduce congestion as part of
the corridor designation;
 Improve efficiency in the operation of buses through network improvement and junction priority,
delivering significant benefits to public transport operations;
 Improve bus interchange between bus services near the City Hospital to improve the level of
service between the outer circle and the main routes on Dudley Road;
 Improve safety through network improvement and controlled crossings at junctions and
providing better standard links;
 Support Dudley Road/West Birmingham regeneration initiatives through improved accessibility
to the existing developments, the Cape Hill development area and assist in improving the Soho
Road Centre through transferring A41 status to Dudley Road;
 Reduce the existing severance caused by the lack of facilities for crossing the Dudley Road;
and
 Contribute to the retention of existing business in the area as well as encouraging interest and
investment.
There are a significant number of small works units in the Dudley Road area. There are also a number
of derelict buildings as well as vacant land in the vicinity, some of which has direct frontage access onto
Dudley Road (i.e. Heath Street and Cape Hill development sites). Although these developments are not
dependent upon the Dudley Road, it is anticipated that the Dudley Road improvements will help retain
existing businesses and encourage new developments which benefits from existing planning
permissions. These future developments could involve:
 Approximately £30m of private investment in the area;
 Up to 500 new jobs created in the area;
 20 hectares of derelict land and a major derelict building re-gained; and
 100,000 square metres of new business floor space to be created.
It is considered that improvements to the Dudley Road will facilitate wider economic benefits to the area
as well making it more attractive to private investment.
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E: Project Scope
The scope of the project is to improve capacity, accessibility, journey time reliability (including for public
transport) and road safety by increasing capacity along the section of A457 Dudley Road between the
Ring Road and City Road. This will include for minor alterations to existing canal and rail bridges to
accommodate wider traffic lanes. The project includes the preliminary design and consultation, internal
and external approvals, land acquisition and other legal processes such as Traffic Regulation Orders,
detailed design of the measures, procurement of contractors, implementation and monitoring of works
on site through to completion and final payments.
In detail, the works will involve the following:
 Route widened to a dual carriageway with central reserve (with provision for junction
movements);
 Increased capacity at signalized junctions (Winson Green Road / Dudley Road and Western
Road / Dudley Road);
 New signalized junction (Heath Street / Dudley Road);
 Upgraded pedestrian crossings at key junctions;
 Carriageway widening over existing canal/railway bridge;
 Carriageway widening over Birmingham Canal Old Line;
 Bus lane provided on eastbound carriageway between College Street and Birmingham Ring
Road, with an associated Bus Gate on the eastern end;
 Cycle and pedestrian facilities on wide footways along entire route length;
 Realignment of junctions; and
 Improvements to Spring Hill interchange.
F: Related Activities
To widen this carriageway link to dual carriageway, private land would need to be acquired. To achieve
this, Highway Improvement Lines (HILs) were imposed to land fronting the road to protect the land from
development.
Although the City Council now owns and / or maintains a significant proportion of the land required,
land acquisitions would need to be secured in order for the scheme to be developed. This has been
factored into the cost and programme development for the scheme.
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In addition, the bridge over the Winson Green Loop Canal and the bridge over the Birmingham Canal
and Birmingham / Wolverhampton railway will need to be structurally assessed to ensure they can
accommodate the widening of the road.
G: Consequences of Project Funding not being Secured
If funding for the full scheme is not secured, the scheme would not be progressed. However, over time,
some of the junctions might be enhanced by future local funding streams (i.e. Transportation’s Capital
Programme or national funding streams similar to the Pinch Points Fund bid). This would be a
piecemeal approach which would involve localised highway improvements. This would not deliver the
wider benefits of the full scheme which this key strategic corridor requires.
H: Impact on Statutory Environmental Constraints
A bespoke environmental appraisal has been developed for the scheme, and is provided in Appendix
C. The objective of the exercise was to assess and provide a high level environmental appraisal of the
scheme in order to support an economic case.
In summary:
 Noise and vibration - Accurate predicted noise impacts would have to be assessed to determine
any significant changes to road traffic noise. It is assumed that the improvement measures
proposed along the Dudley Road route will reduce the current queuing and congestion, reducing
the standing traffic helping to diminish noise levels. This is likely to be counteracted to some
degree by the increase in the volume of traffic using the route attributed to traffic redistribution.
Noise levels may also increase if average speeds along the corridor increase.
 Air Quality - Activities associated with the schemes’ construction have the potential to generate
dust and disrupt the traffic flow. Thus local air quality is expected to be detrimentally affected in
the short term. The scheme however is designed to both reduce congestion at several locations
along Dudley Road, and also provide the capacity required for safe multimodal accessibility into
Birmingham City Centre from the west.
The expectation is that the reductions in queues and congestion along this route and adjacent
parallel strategic routes, and benefits this will generate in terms of traffic flow, will have a
positive effect in air quality once the scheme is in place. Reducing the volume of traffic using the
local network for ‘rat-running’ has an even greater potential impact. It will help protect a number
of sensitive receptors on the periphery of the sites. All of those areas detailed will benefit from
comparably better air quality if future traffic growth is not extensively supported by the local road
network.
 Landscape and townscape - The scheme includes an increase in capacity, providing
significantly improved facilities for buses, pedestrians and cyclists. Due to the associated
reduction in congestion and queuing, and reduced severance for pedestrians and cyclists, the
scheme will have a positive visual impact on the landscape and townscape.
 Biodiversity - The scheme will not be bringing about a significant change to the effect that the
existing busy route has on the ecology of the area.
 Heritage of historic resources - None
 Water environment - During site preparation and construction there is the potential for impacts
on groundwater, as a result of road run-off and any accidental spillages. These should be
considered along with the impacts the wider development work with have.
The scheme poses low risk to surface water. However further investigation is anticipated ahead
of scheme delivery, which will help inform any unforeseen scheme impacts.
 Physical fitness - The scheme will have a considerable positive impact on physical fitness
through the implementation of cycle lanes on the highway and improved segregated crossing
facilities for pedestrians.
 Journey ambiance - The scheme includes a significant increase to highway capacity and
improvements to ensure safe journeys by all modes. This will result in improved journey
ambiance and reduced traveller stress.
The appraisal has been undertaken by giving consideration to the benefits and impacts of the scheme
against the seven environmental themes outlined above, and providing mitigation where required.
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7) FIT WITH STRATEGIC OBJECTIVES/POLICY
Fit with overarching Strategic Transport Objectives:
Access to International
Gateways & HS2

Freight & Business
Efficiency

Access to Growth

Access to Labour and
Skills

Improve accessibility to the City Centre, New Street
Gateway and HS2 by reducing congestion and providing
public transport priority.
Improve journey time reliability by reducing congestion
along this key strategic corridor.
The scheme will aid accessibility to Icknield Port Loop
development which is seeking to build 1150 new
dwellings, hotel, retail and employment facilities. In
addition there are a number of derelict industrial areas
along this corridor which the scheme will help to open up
to investment as well as providing improved access to
the growth areas of the City Centre, Enterprise Zone and
the Black Country.
Improving local population access to the key employers
in this deprived area; including access to City Hospital,
HM Winson Green Prison and other employment and
training opportunities along the corridor, City Centre and
Enterprise Zone.
Fit with Local Policy
Local Transport Plan

LEP Strategy for
Growth/Strategic Spatial
Planning Framework





The projects support the targets set out in the West
Midlands Local Transport Plan 2011-26 (LTP3) in terms
of improving the economy, reducing emissions, reducing
road traffic casualties, providing equality of opportunity
and improving the local environment.
The scheme supports the LEP Strategy for growth by
contributing to the principles of ‘Business’ and ‘Place’.
The scheme will enhance access and investment
opportunities to employment land and it will improve
infrastructure that underpins the connectivity of this area
and this wider City Centre to Black Country corridor.
The scheme, by providing improved connectivity to New
Street Gateway, City Centre, Enterprise Zone and Black
Country will fully support the LEP’s aim of achieving a
transport network with “first class international, national,
regional, and local connectivity”.
By linking new developments and growth in the Dudley
Road corridor to the City Centre and Black Country the
scheme will support the LEP’s aim of improving “access
to markets and enabling business to better access their
customers”.
The scheme will reduce transport and business costs by
reducing travel time and facilitating easier journeys, as
well as provide improved links between jobs and
businesses in the City Centre and wider Black Country
with those along this section of the Dudley Road.
The scheme will improve network performance and
thereby support the LEP aim to address “constraints on
network performance”.
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UDP/Local Plan/Core
Strategy


Other relevant adopted
plans/strategies


The scheme helps to support and deliver key objectives
of the emerging Birmingham Development Plan
including: ‘To create a prosperous, successful and
enterprising economy with benefits felt by all’ and ‘to
provide high quality connections throughout the City and
with other places and encourage the increased use of
public transport, walking and cycling’. This is achieved by
improving accessibility to employment, reducing
congestion,
improving
safety
and
encouraging
investment in this deprived area of the City.
The scheme is within the UPD 2005. This section of the
A457 Dudley Road forms part of Birmingham’s Strategic
Highway Network (SHN). The UPD states that the SHN
are the roads that are critical in maintaining good
accessibility within the City, be it directly to the City
Centre or key areas within the City. The City Council will
protect capacity and target investment to increase
accessibility along selected elements of the Strategic
Highway Network, whilst ensuring a primacy for
environmental improvement and road safety. As part of
this, within the UPD, in the ‘Improvement Priorities 6.41’
section, section (c) states that the Dudley Road (A457) is
an improvement priority: ‘To improve access to the City
Centre from the Black Country, and to channel traffic
away from residential/shopping areas of Handsworth /
Soho Road’.
The project supports the Council’s Business Plan 2013+
priorities and Sustainable Community Strategy outcomes
to Succeed Economically, Stay Safe and Tackle
Inequality and Deprivation.
The project supports and is a key contributing factor to
the delivery of the Ladyport Development Plan.
8) MARKET DEMAND
The Greater Birmingham and Solihull LEP is ambitious in its aim to significantly improve transport
infrastructure across the geography during the SEP timeframe as a result of the Local Growth Fund. In
preparing the scheme Business Case, evidence to demonstrate strong rationale for interventions was
collected. In particular, Birmingham City Council understand that there must be clear solutions that
have been built on market failures, support national and regional policy on growth, have been prioritised
against alternative options and demonstrate clearly how they will address existing transport issues.
The following sections provide an insight into how the scheme along Dudley Road can improve current
transport provision within the LEP area, and the rationale for improvement, including:
 SWOT Analysis;
 Prioritisation of Options;
 Rationale Summary.
SWOT Analysis
In order to appreciate the rationale for the scheme, it is vital to understand existing transport conditions
and future opportunities for transport infrastructure. The A457 Dudley Road improvements should
overcome existing issues with local transportation, in addition to providing improved access to growth
sites. SWOT analysis is an analytical method which is used to identify and categorise significant
internal (Strengths and Weaknesses) and external (Opportunities and Threats) factors faced by
transport connectivity within the Greater Birmingham and Solihull LEP area.
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The SWOT analysis provides the context for the scheme and why it is required. It highlights the fact
that there are a number of weaknesses with the existing transport infrastructure along the route, and
associated threats to delivery. However, the delivery of the improvements will overcome a number of
weaknesses in relation to growth and accessibility. In addition, a well managed procurement exercise
and delivery phase, allied with a robust monitoring process will ensure that any threats associated with
the delivery of the scheme can be mitigated or removed. The following SWOT analysis summary
provides an insight into the findings.
EXTERNAL
P
O
S
I
T
I
V
E
 Existing improvements under way including New
 Internal connectivity problems along the LEP
Street Station rebuild, Midland Metro Extension,
strategic routes restrict the ease of movement
and Birmingham Airport Runway Extension;
and doing business;
 Central location in the UK with excellent
 Relatively weak, although improving, rapid
transport links, supporting logistics businesses
transit network reduces accessibility and mobility
and nationally and regionally important facilities;
and the attractiveness of alternate modes both
 HS2 in the longer term will improve the
internally and beyond the LEP area;
connectivity of the LEP with the rest of the UK
 High levels of road congestion discourage
and Europe;
investment;
 Significant planned growth around the Airport;
 High propensity for car based travel and lower
 Development of Enterprise Zone sites and the
than average use of cycling and walking
Enterprise belt creates significant levels of new
compared to national averages;
jobs;
 High levels of deprivation, with many wards of
 Highest concentration of professionals outside of
the LEP falling within the top 10% most deprived
the capital;
within the UK;
 The West Midlands has a low carbon economic
 Much of the LEPs growth plan compromises
strategy (‘Connecting to Success’) to make the
redevelopment of brownfield land, which suffers
Metropolitan Area a Low Carbon Economic
from poor connectivity and infrastructure.
Area.
S
W
O
T
 Relieve congestion at pinch points along the key
route between Birmingham and the Black
Country;
 Removing
barriers
to
growth
through
accessibility and connectivity improvements
 Varying levels and sources of funding creates
(most notably to Central Birmingham and City
uncertainty in projects, affects scope and
Hospital);
deliverability;
 Improve social mobility by reducing severance
 Failure to invest adequately will cause a decline
across Dudley Road in areas with high levels of
in network availability and reduce the
IMD;
attractiveness for inward investment;
 More facilities for pedestrians and cyclists to
 Failure to provide effective connectivity between
ensure safe mobility along and through the
centres and to national transport networks limits
route;
contributions to productivity and economic
 New investment and development could result
recovery;
from improved local connectivity and reduced
 Reduced support through delays to delivery.
congestion;
 Enabling growth through increased highway
capacity and associated reduced congestion;
 Positive impacts on economy, environment and
society.
INTERNAL
N
E
G
A
T
I
V
E
Prioritisation of Options
The method of prioritising options for the scheme depends on the scheme cost. Any option that is
classed as a ‘Major Scheme’, over £5m, requires an Option Development process to be covered as
outlined by the DfT’s WebTAG guidance modules 2.1.21 and 2.1.32 (Option Development and Further
1
2
http://www.dft.gov.uk/webtag/documents/project-manager/pdf/unit2.1.2c.pdf
http://dft.gov.uk/webtag/documents/project-manager/pdf/unit2.1.3c.pdf
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Appraisal respectively). The Option Development process “sets out the process for identifying,
assessing and appraising interventions to address an identified transport need”, whereas the further
appraisal requires a higher level of detail to support a more detailed cost estimation and option
appraisal.
The steps that form the Option Development (steps 1-9) process and Further Appraisal (steps 10-12)
are as follows:
1. Understanding the Current Situation. This relates to current policy (transport and otherwise), current
travel demand and current opportunities and constrains.
2. Understanding the Future Situation. The second step mirrors the first, but is concerned with future
problems rather than the present
3. Establishing the Need for Intervention. This step identifies current and future transport related
issues, and their underlying causes.
4. Identifying Objectives and Defining Geographic Scope of Intervention. This builds on the need
identified in the previous step to generate a list of desired objectives that any intervention would
have. The scope will be defined to limit the objectives to the local area of the transport problem.
5. Generating Options. Bearing in mind step 4, options to solve the transport problem are generated. It
is intended this step contains a wide range of measures, which are then narrowed down in later
steps.
6. Initial Sifting. This stage is required to identify any ‘showstoppers’; any issues that would prevent an
option from progressing through the design process. This ensures all remaining options are
sensible and achievable.
7. Development and Assessment of Potential Options. This step involves developing potential options
to a level where relative costs, benefits and impacts of the options under consideration can be
identified.
8. Produce Option Assessment Report (or similar). The creation of a document outlining the Option
Development process.
9. Clarify Appraisal Methodology. Before any remaining options are carried onto Stage 2 (Further
Appraisal), the methodology that will be used must be outlined.
10. Undertake Further Appraisal. Further appraisal will be carried out by utilising the evidence-based
decision making process and reviewing the five ‘cases’ of the scheme: Strategic, Economic,
Financial, Management and Commercial.
11. Public Consultation on Appraised Options. This involves putting the appraised options to a public
consultation, before a preferred option is selected.
12. Outputs from the Study. Outputs from the study will be developed to suit the intended audience.
The scheme has been prioritised based on the rationale for improvement at the junction. The preferred
option is therefore the most suitable in removing existing weaknesses whilst providing new
infrastructure for all modes.
Rationale Summary
There are over 37,000 vehicle journeys along this substandard section of road every day. The junctions
and links are very congested for most of the day and in particular there are severe delays in the AM
and PM Peak periods which constrict accessibility and investment opportunities. The scheme will open
up employment and residential development by improving accessibility, reducing congestion and
enhancing the local environment for all road users including pedestrians and cyclists. There is market
demand in the area as highlighted by the proposed Icknield Port Development /Lady Port Development
Plan.3
9) DELIVERABILITY
Details of any previous work undertaken:
Concept Study
Feasibility
Preliminary Design
3
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
http://www.birmingham.gov.uk/icknieldportloop
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Detailed Design
Risk Register
Detailed Work Programme
Quantified Risk Assessment
Environmental Appraisal
Member Approval
Commitment of Partners
Consultation with key stakeholders
Strategic Business Case
Business Case with BCR / established
VfM case
Other (specify)


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
Dependencies & potential risks / barriers to delivery:
Land ownership
Land is required to enable dualling of these
sections of the Dudley Road Corridor. The
scheme is designed to minimise the land
requirement. To improve deliverability, the
land requirement is mainly on the south of
the Dudley Road. Land requirements are
registered for the section between the Eyre
Street junction and Heath Street junctions. A
similar requirement is identified for opposite
the City Hospital access, to enable the
incorporation of a signalled controlled
crossing, and to the west of the Icknield Port
Road junction. The land requirements would
need to be secured in order for the scheme
to be delivered. However, there have been
previous discussions with land owners as
land is subject to existing Highway
Improvement Lines.
Requirement for CPO
Strips of land required for widening are
mainly within the City Council’s ownership or
are HMPE. However, land in private
ownership
is
required
for
junction
improvements and is occupied by different
users including a car dealer, a small garage
unit, small work units and a derelict public
house. It is anticipated that further to
securing scheme funding, negotiations will
be concluded in line with the detailed
designs. If negotiations are unsuccessful
then a CPO would be required. Only
following confirmation of funding will it be
understood if CPOs are required as
engagement with land owners would
recommence on securing funding.
Land type (e.g. all highways, requires See above.
operational rail land, requires currently
occupied residential / commercial)
Requirement
for
major
statutory None.
instruments (e.g. TWA, Side Road Orders
etc)
Requirement for planning consents
None.
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Known environmental impacts (SSSIs, Previous consultation highlighted that none
Heritage sites, Ancient Monuments, green of the agencies had any specific objections
belt / parks / allotments / playing fields etc)
to the proposals. Once detailed proposals
are produced and full environmental
assessment is carried out, mitigations will be
tackled if needed, as part of the
environmental protection requirements.
Other
Network Rail and Canal and River Trust will
need to be involved with assessing the
existing rail and canal bridges for alteration
and increased traffic volumes, and to
coordinate railway and canal possessions if
required. The location of
Statutory
Undertakers’ mains and services has initially
been identified with budget estimates, but
further detailed cost estimates will be
required for relevant diversions.
Traffic Regulation Orders will be needed to
make some of the proposals effective.
Earliest start date on site: January 2018
Approximate duration of scheme:
Design & Approvals period: 2½ Years
Mobilisation: 1/3 Year
Construction: 2/3 Year
TOTAL: 3½ Years
Summary Delivery Assessment:
Overall Deliverability (Tick only one row)
Delivery Period
2015/16 to 2019/20
(inclusive)
Beyond 2019/20
Highly
Deliverable

Readily
Deliverable
No
Major
Barriers
Moderate
Delivery
Risks
Significant
Delivery
Risks

Proposing/delivery agency:
Birmingham City Council
Partnership Bodies
Birmingham City Council’s PFI Highways Contractor Amey will be a partnership body as programming
of maintenance work will need to be considered and modified. It is anticipated that the City Council will
need to appoint a contractor through the tendering process to deliver the scheme.
As specified within the Strategic Economic Plan Initial Guidance4, “The Government recognises that
local capacity and strength of existing economic development partnerships will vary, and that some
places may need support to move towards a stronger partnership approach to delivering growth and
4
https://www.gov.uk/government/uploads/system/uploads/attachment_data/file/224776/13-1056-growth-deals-initial-guidance-for-localenterprise-partnerships.pdf
15
economic development.” As the scheme involves highway improvements, a strong partnership will need
to be made between Birmingham City Council and the Department for Transport (DfT).
It is important that Birmingham City Council builds a strong relationship with the business community
and public transport operators in order to realise the full benefits of the scheme.
The following diagram demonstrates the key partnerships that will be required in order to deliver the
scheme.
Promoter
Birmingham City
Council
Private
Sector
Centro
Public Transport
Operators
Black Country
Adjacent
LEPs
Landowners
DfT
Network Rail
Canal and River Trust
Government
Bodies
10) COSTS / FUNDING
Cost:
Specific estimate if available
£5-15m
£15-30m
£30-50m
£50-100m
£100-200m
£200m+
Unknown at this stage
£30,004,000

16
Proposed sources of funding:
Source
Contribution
Approx
%
13.5% **
75%
11.5% **

LTP

Local Growth Fund (through SEP)

CIL
Highways Agency
Network Rail
Regional Growth Fund
Local Authority (e.g. Prudential Borrowing / asset release)
Transport Operator
Private Sector
Other (specify if known)
** Note: It is anticipated that the total proposed Local Contribution of 25% is made up of LTP and
CIL funding.
11) ECONOMIC OUTCOMES / IMPACT
Economic Structure & Productivity:
Tick one box for each row only
Large / Moderate Slight
Neutral
High
Beneficial Beneficial
Beneficial
Business

efficiency
Business
investment
Labour
Market
Efficiencies
Links to
national
transport

networks &
international
gateways
Slight
Adverse
Moderate Large /
Adverse
High
Adverse


Provide a brief bullet point justification for any areas of economic impact on which the scheme is likely
to have something other than a neutral impact:
Business efficiency
Business investment
Labour market
efficiencies
Links to national
transport networks and
international gateways
Reduced congestion, improved access to jobs and training
opportunities for local people.
Facilitates investment and redevelopment in the local and
wider area.
Improves access to jobs and training opportunities for local
people particularly from more deprived areas, including by
public transport.
Reduces congestion on a main route into Birmingham City
Centre, including to New Street Gateway and possible HS2
station.
17
Economic Exclusion:
Tick one box for each row only
Large / Moderate Slight
Neutral
High
Beneficial Beneficial
Beneficial
Benefits to
areas with
high Indices
of Multiple
Deprivation
Justification
/ evidence
Slight
Adverse
Moderate Large /
Adverse
High
Adverse



The wards surrounding the Dudley Road are revealed within the highest
5% deprived areas while the income is evaluated to be some 15%
lower than the Birmingham average
It is anticipated that the improvements to the transport network allied
with improved public transport options, that the income levels,
economic activity and qualifications in the area will be improved, while
deprivation will be reduced.
Impact if nothing is done:
 Accessibility to key employment sites (including the City Centre and local community facilities)
will not be improved.
 Investment will not be attracted to this deprived area of the city.
 Congestion will impact on the wider economic growth of this corridor between Birmingham and
the Black Country.
 Environmental and public realm improvements for the local residents will not be achieved.
18
12) WebTAG APPRAISAL
Tick one box for each row only
Large / Moderate Slight
Neutral
High
Beneficial Beneficial
Beneficial
Slight
Adverse
Moderate Large /
Adverse
High
Adverse
Economic (Note: VfM: Low = 0>1.4, Medium 1.5 > 2.0, High 2.0+)
Transport
Economic

Efficiency
(VfM)

Reliability
Wider

Economic
Benefits
Environment

Noise
Local
Air

Quality
Greenhouse

Gasses
Landscape /

Townscape

Heritage

Biodiversity
Water

Environment
Social
Physical

Fitness
Journey

Quality

Accidents

Security
Access
to

Services

Affordability

Severance
Option

Values
To summarise the appraisal above, the impact the A457 Dudley Road scheme will have on the three
categories is detailed below:
Economy
Environment
Social



Reduces congestion and facilitates redevelopment opportunities in
the local area.
Some benefits to noise and air quality from reduced congestion.
Creates opportunities to improve local access and road safety, and
to reduce severance, by improving pedestrian routes and crossing
facilities.
19
13) THE FINANCIAL CASE – PROJECT COSTS
Table A: Funding Profile (Nominal terms)
£000s
Earlier 2015/16 2016/17
years
LGF funding
0
0
6,499
sought
Local Authority
545
723
812
contribution
Third Party
0
723
812
contribution
TOTAL
545**
1,446
8,123
2017/18 2018/19 2019/20 Total
11,129
3,912
871
22,411
1,391
489
109
4,069
1,391
489
109
3,524
13,911
4,890
1,088
30,004
* For future schemes beyond 2019/20, please provide addition spreadsheet cost profile.
** Costs before 2015/16 include £545k spent to date.
Table B: Cost Estimates
Cost heading
Cost (£000s)
Land
Statutory Undertakers
Roadworks General
Main Carriageway
Signs and Lighting
Landscape and Ecology
Roadworks Structures
Preliminaries
Traffic Management
Restricted Working Hours
Design and Supervision
TOTAL
7,248
10,906
1,989
3,445
1,316
32
480
1,452
871
719
1,546
30,004
Date
estimated
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Feb 2014
Status (e.g. target
price)
Estimate
Estimate
Estimate
Estimate
Estimate
Estimate
Estimate
Estimate
Estimate
Estimate
Estimate
For full cost details, refer to Appendix D.
14) THE FINANCIAL CASE – AFFORDABILITY AND FINANCIAL RISK
Birmingham City Council has identified a number of risks associated with the delivery of the scheme,
within the following areas:
 Political Risk;
 Management Risk;
 Delivery Risk;
 Stakeholder Risk;
 Structural Risk;
 Funding Risk; and
 Environmental Risk.
A quantified risk assessment can be found in Appendix E, and is discussed in more detail in Section
17F. The vast majority of risks identified relate to either delay to scheme delivery or increased costs.
The project cost includes Optimism Bias of 44%, which provides a relevant level of contingency based
on the stage at which the project has already been developed. It is therefore envisaged that the
Optimism Bias includes any additional costs associated with the risk elements set out in Appendix E.
Robust project and risk management procedures will be implemented by Birmingham City Council to
minimise the likelihood and scale of cost overruns. However, if cost overruns occur due to unforeseen
circumstances, these will be funded by the City Council.
20
The risk register and Quantified Risk Assessment details the financial implications of each risk
occurring, and the associated mitigating actions. The following table demonstrates a selection of key
financial risks associated with the delivery of the scheme, the associated consequences and mitigation
where required:
Risk
Operational Risk
Risk Event
Consequences
Operating costs vary
from budget,
performance standards
slip or the service
cannot be provided.
Additional revenue
would be required in the
longer term.
Actual inflation differs
from assumed inflation
rates.
Additional costs
required to deliver
completed scheme.
Failure to secure
necessary contributions
from partners.
Lower than expected
funding, with further
importance placed upon
the LPP fund.
Project costs are
underestimated
Costs overrun.
Uncertainty of the value
of physical assets at the
end of the contract.
Long term reduction in
asset value.
Inflation Risk
Contributions
Costing
Residual Value Risk
Mitigation
1. Develop detailed
operation schedules;
2. Identify service
performance standards
before additional
services are contracted.
1. Develop robust
financial forecasts;
2. Adjust forecasts to
account for any
predicted rate change.
1. Ensure funding from
diverse range of
sources;
2. Continued
engagement with
partners.
1. Detailed design and
robust costing;
2. Contingency fund
implemented.
Identify value of
junction upgrades and
possible depreciation at
initial design stage.
Birmingham City Council understands that the level of investment from the Local Growth Fund will be
capped at £22.4 million for this scheme, and any cost overruns will be sourced through the city council
funded element of the project.
15) THE ECONOMIC CASE – VALUE FOR MONEY
The following sections provide description and analysis of the economic impact of the scheme,
including:
 Significant positive and negative impacts;
 A description of the key risks and uncertainties; and
 A short description of the modelling approach used to forecast the impact of the scheme and the
checks that have been undertaken to determine that it is fit for purpose.
Local Impacts
Improved connectivity between the city centre and the Black Country will result in improved access to
opportunity for those living to the west of central Birmingham, which has some of the city-region’s most
disadvantaged communities. The dense urban fabric has undergone a process of remodelling, seeking
to reduce journey times, improve journey reliability and connect areas of workforce demand in the city
centre with areas of labour supply in the western suburbs. This process continues, with the Dudley
Road project forming part of the wider process with potential benefits for local residents and city centre
businesses.
In addition, the scheme will provide direct access for several housing and business redevelopment
locations, unlocking localised economic growth, and also unlock growth between LEP geography’s
through improved interconnectivity.
21
Modelling Approach
Saturn Model
The original Value for Money Economic Case was developed as part of a 2004 Major Scheme Bid for
Dudley Road Improvements. The objectives assessed include: Environment (covering: noise,
greenhouse gases, landscape, townscape, heritage of historic resources, biodiversity, water
environment, physical fitness, journey ambience); Safety (covering: accidents and security); Economy
(covering Transport Economic Efficiency: Business Users & Transport Providers, reliability, wider
economic impacts); Accessibility (covering: option values, severance, access to the transport system)
and Integration (covering: Transport Interchange, Land-Use policy and Other Government Policies).
A Saturn Model was used to forecast the impact of the scheme as part of the development of the
original 2004 major scheme business case and this has been checked through a calibration and
validation report. Further information from the 2004 Major Scheme Bid document and Calibration and
Validation Report of the Model is available if required.
TUBA Evaluation
TUBA economic evaluation was conducted using the time and distance skims from the Dudley Road
Saturn model, including the Do-Minimum and Do-Something scenarios for an opening year 2020 and
forecast year 2035 for the AM and PM peak hour time periods. Annualisation factors were applied to
the AM and PM peak model outputs by examining traffic profiles for a typical weekday.
Economic Appraisal
In order to forecast the impact of the scheme on a number of quantitative indicators, economic
appraisal software was used in accordance with the DfT’s guidance in Unit 3.5 of WebTAG. The
following scheme and input data (with associated assumptions) were used to calculate the benefits
over a 60 year period:
 Benefits were based on traffic data from 2020 (opening year) to 2079, covering a 60 year
period;
 The Saturn model used to input the economic appraisal represents AM (8am to 9am) and PM
(5pm to 6pm) peak hours. Using the number of working days in a year and local traffic data,
annualisation factors of 671 in the AM peak and 729 in the PM peak were used;
 Scheme construction to occur between 2017 and 2020;
 Traffic data split into 4 user classes (Car, HGV, Bus Driver and Bus Passenger); and
 Net Present Value is discounted to 2010, in 2010 prices.
The TUBA input and output files are provided in Appendix G. In summary, the scheme would provide
the following economic benefits:
Economic Efficiency – Consumer Users
Economic Efficiency – Business Users
Accident Benefits
Carbon Benefits
Net Present Value of Benefits (PVB)
Broad Transport Budget
Wider Public Finances
Net Present Value of Costs (PVC)
Overall Impact
Net Present Value (NPV)
Benefit to Cost Ratio (BCR)
Benefits
(£000’s)
33,116
18,792
n/a
1,486
49,723
24,421
3,671
24,421
25,302
2.036
The results suggest that the scheme will have significant benefits for all users and will deliver a Benefit
to Cost Ratio of 2.04. These benefits can be associated with a number of key indicators, including
reduced congestion and journey time, improved accessibility and unlocking growth throughout west
Birmingham.
22
An Appraisal Summary Table has been provided as Appendix I to support the economic appraisal of
the scheme, including the impacts on the economy, the local environment and society. Where possible,
the impacts have been quantified.
In addition, the scheme economic impact has been examined without optimism bias. The result of this
examination suggests that the Net Present Value could increase to £31.61m, with a Benefit to Cost
Ratio of 2.75.
16) THE COMMERCIAL CASE
Procurement Overview and Strategic Approach
The overall responsibility for delivery of the A457 Dudley Road Improvement scheme, including the
appointment of consultants, contractors and delivery partners will lie with Birmingham City Council as
the lead Authority. This will be undertaken in accordance with the use of a competitive tender process
in line with the procedure for quotations set out in Sections 3.1 and 3.2 of Standing Orders relating to
Contracts and wider procurement processes.
The appropriate procurement processes will be selected to enable delivery of the proposed scheme in
the most efficient way that delivers maximum value for money within the resources available. This
means that, where appropriate, existing procurement mechanisms and / or existing proven competent
framework suppliers will be used to accelerate delivery. This will enable us to the start the
implementation process quickly and will significantly reduce the likelihood of early delays in the delivery
programme that could impact on delivery of the scheme as a whole.
Infrastructure Procurement
Outline Approach
Building on the City Council’s record of successful delivery of large and complex highway and
transport-related capital projects and programmes, internal resources will be used for the design and
contract administration of schemes where available. However, external consultants are likely to be
appointed to deliver a significant proportion of the detailed design and implementation work, with the
City Council providing a programme management and monitoring role.
Design Stage
Where available, design work will be carried out using the City Council’s own resources. However, it is
anticipated that much of the detailed design work will be carried out by external consultants under the
control of the Project Management Team, which will be staffed by senior, experienced Council Officers.
It is intended that the design stage will be procured under the Homes and Communities Agency’s
framework contract which is already widely used by the City Council to procure consultants for works
on the highway.
Highway Works
During the first quarter of 2014, a new Highway Infrastructure Framework Contract will be put in place.
The new contract is being developed specifically to allow for the entire highway elements needed for
the programme.
In ensuring value for money from capital investments Birmingham recognises the need to provide for
the long term maintenance and management of all new infrastructure. To this end, our long term,
strategic partnership with Amey for the maintenance and management of the city’s highways and
related infrastructure meets this objective. All designs for proposed infrastructure will be assessed for
maintainability by Amey in line with the City Council’s code of practice. This will guarantee that all
materials and construction details are robust and capable of being cost effectively maintained. It will
also ensure that the positioning and layout of features fits well with existing infrastructure, enabling
accessibility for maintenance operations in a safe and efficient manner, whilst reducing the potential for
traffic disruption during maintenance.
23
17) THE MANAGEMENT CASE
A: DELIVERY
Refer to Appendix H for the initial project plan. The plan includes tasks and associated timeframes
covering the following key elements:
 Full Business Case development;
 Land preparation;
 Tendering process;
 Contractor appointment;
 Detailed Design;
 Construction; and
 Completion.
B: CONSTRUCTION MILESTONES
Table C: Construction Milestones
Start of works
Completion of Works
Completion of Programme inc Final Accounts
Opening date
Estimated Date
January 2017
End of September 2017
March 2018
June 2018
C: PREVIOUS DELIVERY PERFORMANCE
The following major transport schemes have been successfully delivered by Birmingham City Council in
the last 5 years:
Scheme
Cost
To Time
(Y/N)
To budget Comments
(Y/N)
Delivered:
Selly Oak Link Road
£63m
Yes
Yes
£19m
Yes
No
Northfield Relief Road
In delivery*:
New Street Gateway
(in partnership with
Network Rail)
Metro Extension (in
partnership
with
Centro)
Chester Road (sole
lead)
Additional DfT contribution provided
to
cover
shortfall
in
S106
contribution
Contractor’s claim
£600m
Under construction
£127m
Under construction
£10m
Full approval
D: STATUTORY POWERS AND CONSENTS
The Council, in carrying out transportation, highway and infrastructure related work, will do so under the
relevant primary legislation comprising the Highways Act 1980; Road Traffic Regulation Act 1984;
Traffic Management Act 2004; and Transport Act 2000; Local Government (Miscellaneous Provisions)
Act 1976; Countryside and Rights of Way Act 2000 and other related regulations, instructions,
directives and general guidance. Procurement will be undertaken in accordance with standing orders
and financial regulations. Grant will be provided in accordance with Section 31 of the Local Government
Act 2003. Consent would be sought if required from Network Rail and Canal & River Trust to carry out
works on structures over their assets.
24
E: GOVERNANCE
Birmingham’s Local Growth Fund schemes will be managed at a senior level by a Project Board
consisting of the Executive, Senior User, Finance and Contractor. For Dudley Road Improvements, the
Executive will be Paul Dransfield (Deputy Chief Executive) and the Senior User will be John Blakemore
(Director of Highways and Resilience). Finance will be represented by John Warlow (Director of
Corporate Finance). These three Birmingham City Council Directors will be joined by a senior member
of the contractor’s team.
The Project Board will meet with predefined regularity and together they will be responsible for project
control. They will make decisions within the scope of Cabinet approval and were appropriate decisions
on any minor scope alterations. Any exceptional decisions, including decisions outside of the approved
scope of the scheme, will be referred to the relevant Cabinet Member and if necessary the full Cabinet.
Cabinet
Lead Cabinet
Member
Project Board
Executive
Senior User
Finance
Senior Supplier
Deputy Chief Executive, Paul Dransfield
Director of Highways and Resilience, John Blakemore
Director of Corporate Finance, Jon Warlow
Contractor
Project Assurance
Project Manager
Design
Procurement
Construction
Engagement &
Consultation
Public
Finance &
Funds
Stakeholders
The Project Manager will manage the project, tracking progress against scope, time and budget. They
will give direction to officers across the authority with a specific role in delivering the project, meeting
with each area regularly to ensure any risks or issues are identified and providing challenge were
needed. They will also report to the Board on a regular basis, escalating any issues for discussion or
decisions outside of their remit.
Members of the project team will work together to deliver the project, ensuring a joined up approach.
The engagement & consultation section of the project team will engage with key stakeholders as well
as conduct public consultation. This will be used to inform decision making across the project.
Two well established officer groups within the authority, the Transport Delivery Group (TDG) and
Transport & Street Services Group (TSSG), will provide project assurance. They will scrutinise delivery,
finances and procedures, providing challenge to the Project Manager and Project Board and
recommendations for improvements where appropriate.
F: RISK MANAGEMENT
A Risk Register has been completed for the Dudley Road Improvement scheme (see Appendix E).
The register covers many aspects of the planning, design and construction processes, and will be
updated on a regular basis during scheme progression. The register currently includes 69 risks,
associated with the following key themes:
 Scheme development;
 Implementation;
25




Project management;
Scheme approval and funding;
Procurement and deliver; and
Construction.
Each of the risks has been assessed against the probability of incurred delays or additional costs, as
explained within the Risk Management Strategy (see Appendix F).
Quantified Risk Assessment
The Quantified Risk Assessment (QRA) demonstrates that the number and extent of risks involved
result in the following P50 values:
 10 weeks delay to the existing programme; and
 £367k additional costs incurred by the end of the project.
However, it is envisaged that a number of risks will be reduced significantly as the scheme progresses
towards construction.
Has a QRA been appended to your bid?
Yes
No
Has a Risk Management Strategy been appended to your bid?
Yes
No
A full QRA and Risk Management Strategy can be found at Appendix E and F respectively.
G: STAKEHOLDER MANAGEMENT
The following diagram and table illustrates Birmingham City Council’s analysis of key stakeholders for
the scheme. The diagram indicates each stakeholder’s level of interest and influence over the scheme.
The table then ranks those stakeholders in order of importance and details their interest in the scheme
alongside BCC’s strategy for engagement.
INFLUENCE
Centro
Bus
Operators
Utilities
Police
Rail
operators
Landowners
Local
residents
Amey
HMMPFI
INTEREST
Network Rail
Canal &
River Trust
Environment
Agency
Other
emergency
services
26
Importance
rank
1
Stakeholder
Influence
Interest
Centro
High
Interface
of
improvements
public transport
2
Bus operators
High
3
Utilities
High
4
Landowners
High
7
Local Residents
Med-high
6
Police
Med-high
9
Network Rail
Medium
10
Canal & River Low
Trust
Environment
Low
Agency
11
12
Other emergency Med-low
services
Strategy
the Consult on scheme
with designs
and
hold
regular
update
meetings to keep
informed
of
work
progress.
Impact on their services Consult on scheme
of proposed junction designs
and
hold
alterations and traffic regular
update
management
meetings to keep
arrangements
whilst informed
of
work
works take place
progress.
Proposed scheme will Consult on scheme
require the protection designs.
Initiate
and/or movement of regular
update
some infrastructure.
meetings to ensure
any risks or issues are
identified
and
resolved. Commission
a stat undertakers
assessment.
Changes to surrounding Consult on designs
land and any potential and keep informed.
impacts on their land
Traffic
management Consult on designs.
arrangements
whilst Hold public meeting.
works
take
place, Keep
informed
impacts
of
junction through local media
improvements
and and website.
potential changes to bus
routes
Proposed
junction Keep
informed of
alterations and traffic project works and
management
schedule.
arrangements
whilst
works take place
Any potential impact on Keep informed.
their services
Any potential impacts on Consult on designs
local waterways
and keep informed.
Any potential impacts on Keep informed.
surrounding land and
waterways
Proposed
junction Keep informed.
alterations and traffic
management
arrangements
whilst
works take place
Can the scheme be considered as controversial in any way?
Yes
No
The scale of the scheme could be considered as controversial, although in principle it is recognised that
improvements are needed along this section of the A457 Dudley Road, which is why the existing HILs
27
were introduced in order to protect land for the scheme. However, representations might be received
from individual landowners who have land affected by the HILs who we would need to acquire land
from in order to deliver the scheme.
Have there been any external campaigns either supporting or opposing the scheme?
Yes
No
18: MONITORING, EVALUATION AND BENEFITS REALISATION
A: BENEFITS REALISATION
The purpose of benefit evaluation is to determine whether the A457 Dudley Road Improvement scheme
has been successful in achieving its intended goals. It will also assist in understanding the scheme’s
impacts to enable meaningful feedback to take place.
A monitoring plan should be developed for the scheme to clearly define the scope, context and
rationale for the monitoring. It will set out objectives, presenting input, output and outcome monitoring,
highlighting indicators to be used.
Scheme Objectives
Scheme objectives help to define the scope of the monitoring and evaluation required. The application
identifies the following objectives, which address two key LEP strategic enablers, for the evaluation of
the Dudley Road Improvement scheme.
Objectives
1
Improve journey time reliability along Dudley Road
2
Improve safety along Dudley Road
3
Improve reliability of public transport
4
Remove barriers to growth, job creation and economic development
5
Reduce severance and social exclusion
6
Cater for the increased transport demand which will accompany economic development
Logic Map
Based upon the objectives of the Dudley Road Improvement scheme a logic map has be prepared in
support of this application and is shown in Appendix J. Logic mapping assists in the clarification of
what is being delivered, the anticipated outcomes and the opportunities for monitoring. The process
therefore plays a crucial role in the development of a Monitoring Plan.
The logic map outlines the objectives for the schemes, developed to address two of the strategic
enablers set out in the LEP Strategy for Growth. It links inputs/outputs with the outcomes that can be
derived from the scheme. It is anticipated that the logic map will be reviewed and updated as baseline
monitoring is developed.
Inputs, Outputs and Outcomes
The logic map has been used to identify and illustrate the contribution of the improvements measures
to the overall objectives derived for the schemes. They can also be used to develop indication sets,
focused around the delivery of the scheme and an understanding of available data sets.
Scheme Inputs
The Department for Transport’s (DfT) Monitoring and Evaluation Framework, published in December
2012, presented the following definition of Inputs:
“Inputs are the resources which are invested in implementing the project. This includes the
Department’s and local contribution funding, but also human resources such as the time invested,
skills required and other inputs, such as equipment, technology and research.”
Historically the collection and reporting of inputs within transportation monitoring has focused on the
first two elements of the above, namely the financial (funding) investment and the human resources
28
used. In the logic map, inputs are shown as the financial investments. From the strategic case
standpoint, labour and other associated inputs have not been shown on the logic map.
Scheme Outputs
In the context of the DfT requirements, outputs should be monitored for each scheme element as a
mechanism to enable the analysis of project delivery. Outcome reporting also enables project teams to
quantify precisely what has been delivered and thereby identify lessons learned and best practice. The
outputs are shown to the left of centre on the logic map.
Scheme Outcomes
A critical decision to be made in developing a robust yet proportional Monitoring Plan, is the extent of
outcome monitoring. The logic map prepared highlights a range of first, second and third order
outcomes considered likely to result from investment. Another way of considering first, second and third
order changes is to present them as scheme specific, network and wider area outcomes.
The derivation of simple key indicators for each scheme objective aims to capture the impacts fully, but
without waste. The use of SMART (Specific, Measurable, Achievable, Realistic and Time scaled)
indicators, where appropriate, will enable Birmingham City Council to draw accurate comparisons over
time.
B: MONITORING AND EVALUATION
It is important that the measurement of change can be related back to the scheme objectives and
beyond that, to the overall vision for the scheme – a contributor to the wider Birmingham Development
Plan.
Monitoring and data collection is intended to be synchronised with wider Council data collection where
possible, to be undertaken at regular intervals, associated with LTP and wider planning exercises.
Evaluation is envisaged as being a formal process, with a medium to long term aspiration to unlock
growth, ensuring the potential local and regional benefits of the A457 Dudley Road Improvement
scheme are fully realised in a timely manner. As part of the evaluation of the impact of the scheme,
three phases are intended:
1.
2.
3.
Data collection;
Evaluation of collected data for technical assessment; and
Benefit realisation.
The following key indicators will assist in evaluating the scheme outputs against its overarching
objectives:
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Scheme Outcome
Increased capacity of Dudley Road
Indicator
 Average delay and queue length along
Dudley Road
Reduced delay and improved journey times
 Journey times through local network
Improved journey times for buses
 Bus journey times through local network
Improved and safer pedestrian facilities
 NO2 levels at existing monitoring sites
 Accident numbers
 Pedestrian numbers
Improved and safer cycling facilities
 NO2 levels at existing monitoring sites
 Accident numbers
 Cyclist numbers
Reduced severance caused by previous road
 Number of pedestrians and cyclists
design
crossing Dudley Road
Improved safety along Dudley Road
 Accident numbers along Dudley Road
Journey ambiance improvements
 Journey times through local network (all
modes)
Caters for increased transport demand
 The degree of saturation along Dudley
Road
More reliable bus services
 Bus reliability studies
Increased use of sustainable travel modes
 Modal share studies along Dudley Road
Reduction in CO2 emissions
 Co2 levels at monitoring sites
Improved air quality
 AQMA site data
Increased attractiveness for businesses and
 Development area utilised by businesses
social enterprise ventures
Improved
accessibility
to
 Accessibility studies
skills/employment/services
 Employment rate
 Indices of Multiple Deprivation
Removed barriers to growth, job creation and
 Development area utilised by businesses
economic development
 Employment rate
 GVA
of
Soho,
Ladywood
and
Birmingham
 Indices of Multiple Deprivation
Reduced severance and social exclusion
 Employment rate
 GVA
of
Soho,
Ladywood
and
Birmingham
 Indices of Multiple Deprivation
The main conclusions will inform the benefit realisation. There is a close relationship between
evaluation and realisation tasks. While the former is a series of activities which may be carried out by
third party observers, the latter has been integrated into scheme development from inception and will
be reflected in the design and management of the project.
19) EQUALITY ANALYSIS
Has any Equality Analysis been undertaken in line with the Equality Duty?
Yes
No
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20) Senior Responsible Owner Declaration
As Senior Responsible Owner for Dudley Road Improvements, I hereby submit this request for Local
Growth Fund allocation on behalf of Birmingham City Council and confirm that I have the necessary
authority to do so.
Name: Philip Edwards
Signed:
Position: Transportation Programmes Manager
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