Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
Local Growth Fund Proforma
Narrative required
Project Title
Strategic Enabler
from Strategy for
Growth
Outline project
details
Sutton Coldfield Relief Road
5. Improving Physical Connectivity; 6. Optimizing physical, cultural and environmental assets.
The proposed scheme is situated in Sutton Coldfield within Birmingham and consists of a new relief road bypassing Sutton Coldfield
Mill Street and High Street (A5127). The High Street, King Edward’s Square and surrounding and is classified as a conservation area.
The roads are subject to a 30mph speed limit and are typical of an urban cross section layout with kerbs and footpaths.
The existing Mill Street and High Street are typical of an urban centre with one lane in each direction with numerous businesses
fronting the carriageway. Sutton Coldfield police station, Fire station and Metropolitan College are all close to the High Street on the
A5127. It was observed that the High Street and surrounding roads were congested at times with traffic queuing during peak periods.
The
High Street has an existing rail line passing beneath it to its northern end running east to west and another rail line passing beneath
Railway Road in a tunnel.
There are numerous public car parks to the west of the High Street that serve the town centre and Sutton
Coldfield train station. Sutton Coldfield Town Hall and Council House are also close to the proposals.
Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
Potential impact &
outcomes
Links to other
Government
Programmes and
impacts/outcomes
Total cost: £6,683,597.33
Overall project
costs (£)
Funding
requirements and
potential
leverage/match
Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
funding (£)
Duration of project
Govt Depts /
Agencies
Partners
Resource
Requirements
Assessment Criteria
Evidence required:
Strong rationale for interventions inc. market failures:

Clear prioritisation of proposed activity at the local level with regards to national policy on growth
Effective solution that draws upon wider resources:
Criteria A:
Ambition &
Rationale

Addresses key local drivers

Clear argument how it will address problems/opportunities

Prioritisation of options

How leverage will be achieved and to what level

Outline partnership arrangements
Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
Value for money of local Enterprise Partnership Strategy:
Criteria B:
VFM

Explicit identification for each intervention that is proposed

Description of activity, outputs, timings and contribution to wider themes

Cost benefits ratios if they exist

Evidence of why interventions will work and how they will be realised

Demonstrate why economic benefits would not have occurred without the proposed interventions

Quantifying benefits and costs and produce benefits cost ratios and qualitative VFM assessments in line with Government
guidelines
Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
The cost estimate for option 3 includes a 45% optimism bias.
Governance
Birmingham’s LTB schemes will be managed at a senior level by a
Project Board consisting of the Executive, Senior User, Finance and
Contractor. 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.
Criteria C:
Delivery & Risk
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.
As part of the City Council’s obligations under the HMMPFI contract, the Service Provider, Amey will be fully consulted to ensure close
coordination between its programmed routine maintenance works and the proposed developments. This will avoid duplication
enable better overall use of resources and improved overall value.
Two well established officer groups within the authority, the Transport Delivery Group (TDG) and Transport & Street Services Group
Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
(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.
Previous schemes that Birmingham City Council have, or are delivering, are shown in the table below.
Scheme
Delivered:
Selly Oak Link Road
Northfield Relief Road
In delivery:
New Street Gateway (in
partnership with Network Rail)
Metro Extension (in partnership
with Centro)
Chester Road (sole lead)
Tame Valley Viaduct Bridge (Deck
Waterproofing)
Cost
To
time?
To
budget?
£63m
Yes
Yes
£19m
Yes
No
Comments
Additional DfT contribution provided to cover shortfall in
S106 contributor
Contractor’s claim
£600m
Under construction
£127m
Under construction
£10m
£4m
Full Approval
Successful collaboration between BCC & HA in combining
M6 and A38(M) bridge works
Yes
Yes
Monitoring and Evaluation
Birmingham City Council has a framework for monitoring and evaluating schemes – the Post Implementation Review (PIR). The PIR is
to measure a project's outcomes against the scheme objectives, and work toward continuous improvement. The PIR usually takes
place 12 months after the project has been delivered (dependant on the size and type of scheme) and when issues during the
delivery process have been resolved. Specific measures are established to monitor and evaluate the estimated impact of the scheme
against the actual impact following scheme completion. The final costs along with revenue impacts can be compared with the
Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
planned investment that was originally suggested in the business case. The project cost can then be compared with the benefits
achieved. This provides the opportunity to identify if the project hasn't delivered the expected outcome, and what can be done to
improve the overall benefits.
Completing the PIR form which has identified the indicators for each of the key objectives and suitable methodologies for their
management, will enable the performance of the scheme to be evaluated and the lessons learned to be used for future schemes.
Benefit Realisation
Benefit
Who will
benefit?
Enablers required
to realise benefit
Outcome displayed if
benefits realised
Baseline measure
Who is
responsible?
When will
it occur?
Procurement
The overall responsibility for delivery of the Sutton Coldfield Relief Road, 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 standard procedure. 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.
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.
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
Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
Communities Agency’s framework contract which is already widely used by the City Council to procure consultants for works on the
highway.
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.
Partnership Strength & Commitment:

Show deliverability risks are reduced with strong partnership relationships

Evidence of shared, pooled resources and alignment with other funding and collaboration on local planning

Private sector commitment
Strong clear partnerships across functional economic areas:

Clear and effective governance arrangements

Collective decision making that supports the SEP from all local authority leaders

Joint decision making capacity for overlapping LEP’s
Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
Capacity and Risk management:

Assessment of ‘deliverability of project’ inc capacity and risk

Commercial risks – funding & leverage

Financial risks – cost escalation resilience

Technical risks

Management risks – dependencies
Delivery routes, Timeframes and milestones:

Explanations of intervention design and delivery

Details of partner commitment building on existing partnerships, capacity and resource

Explanation of deployment of resource and from whom

Clear plan with timescales and milestones

Clear explanation of how proposed actions will make a difference and how it will be measured
Strong arrangements for local transparency and accountability, monitoring and evaluation:

Progress – Clear proposals of how progress and performance will be measured against key objectives inc specification and
milestones

Accountability – Clear plans for transparent reporting of progress to local electorate and business community

Evaluation – Clear plans for longer term measurement in terms of impact evaluations and interventions. This will include a
Forms to be completed and returned to Katie Trout and Craig Wakeman by 27th September
Name: Philip Edwards
Organisation: Birmingham City Council
Contact details: 0121 303 7409, Philip.Edwards@birmingham.gov.uk
clear methodical approach giving details of metrics and data required and outline evaluation of activity and resources