1. Introduction

1.1 This Business Plan for the period June 2009 to May 2011 builds upon the first Plan for the period 2007-2009, which was approved by the Transport for South Hampshire (TfSH) Joint Committee on 16th October 2007 and subsequently adopted by the three constituent highways and transport authorities: Hampshire County Council and the City Councils of Portsmouth and Southampton.

1.2 The first Business Plan set the direction for the newly constituted TfSH partnership. This was achieved through the strengthening relationship with the Department for Transport, GOSE and Government agencies, both at regional level and through Network Rail and the Highways Agency. The contribution of the key transport operating companies has proved valuable in this process. This second Plan sets out the arrangements for moving forward to delivering the strategies and schemes that will be necessary if South Hampshire is to successfully overcome the challenges of growth in demand for travel, planned housing and economic growth, and the present recession, which is likely to persist for the duration of this Plan. The work of TfSH is affected by the economic fortunes of the nation and, more widely, influenced by regional and national transport strategy and funding opportunities.

1.3 The current economic climate suggests a slowdown in economic activity and the delivery of planned housing growth. This is likely to mean a parallel slowing of the upward trend over many recent years of traffic growth and the resultant problems of congestion and overcrowding on our transport networks. This may present an opportunity to catch up on the backlog of transport improvements that might have been implemented, although the shortage of funding in the public and private sectors brought about by the credit crunch may thwart this hope.

1.4 It is necessary, therefore, in preparing this Plan, to maintain the capability

1.5 The uncertainties over the months and years ahead, particularly in respect of investment in major capital schemes, may result in a greater focus on the other elements of the policy of `Reduce, Manage and Invest' set out in Local Transport Plan 2 and adopted by the constituent local transport authorities. Meaningful changes in travel behaviour and network capability become more feasible through the adoption of `Reduce' and `Manage' measures, while `Invest' schemes can continue to be advanced through research, preparation and bids for funding, with a level of activity proportionate to funding prospects.

2. Background

2.1 Transport for South Hampshire is a partnership comprising the three highway and transport authorities in the sub-region: Hampshire County Council, Portsmouth City Council and Southampton City Council. TfSH aims to represent the three local highway and transport authorities and, by working in a coherent and collective way, be a more powerful and effective force in improving transport in the South Hampshire sub-region than the three authorities would be working separately.

2.2 This Business Plan for 2009 - 2011 follows the formation of the TfSH partnership in 2007 and its considerable success in becoming established as a potent partnership, involving all the key partners in delivering change for transport in the sub-region. Its role is widely recognised on the national and regional stages as being an innovative collaboration of expertise, with the power and authority to influence change for the better in transport provision across South Hampshire. To implement such change relies, of course, on the support and consent of others, notably the funding authorities at Government level.

2.3 The emerging priorities for funding were included in Towards Delivery. the TfSH statement, published in April 2008. Following this, the bringing forward of the Regional Transport Funding packages for access to Tipner was welcome, together with the award of £20 million from the Communities Infrastructure Fund to the first phase of the Bus Rapid Transit scheme for South East Hampshire and Portsmouth. Acknowledgement of the need to advance the access to Southampton package was also welcome.

2.4 In terms of working arrangements, the input of key stakeholders has been a valuable component in maintaining a productive partnership, both through the regular meetings of the Strategy working group and through ad hoc involvement in projects and activities through the period. During 2008, the bus operators formed the South Hampshire Bus Operators Association, with the unique and specific purpose of being able to speak to TfSH with a single voice, while at the same time, retaining their individual commercial freedoms.

2.5 The Joint Committee has met four times each year at rotating locations to provide political leadership and authority. TfSH has benefited from the support and participation of specialist expertise within the individual authorities. Close working has been maintained with the Partnership for Urban South Hampshire to ensure an integrated approach to the delivery of development and that New Growth Point Funds are used to contribute towards developing the evidence base and project feasibility work.

2.6 An important task for the partnership as it moves forward is to prepare the way for delivering the significant improvements needed on the transport network over the coming ten years and more. The combined requirements of Government policy as expressed in `Delivering a Sustainable Transport Strategy', the new Regional Strategy's priorities for delivery across the South East and the Local Development frameworks of the local planning authorities are significant and pose great challenges. It is vital that TfSH is focussed in its aims and sufficiently resourced to be able to address these challenges over the next few years, if it is to provide South Hampshire with a transport network that befits its importance as a major international gateway to Britain and a zone for economic growth, and its residents with a quality of life that meets their expectations.

2.7 In order to be able to make the case for prioritising investment in transport schemes, it is important that all options are considered and evaluated with clear evidence to support a strong business case. The development of a firm and robust evidence base is an important component in the activities of the years ahead.

2.8 The policy of `Reduce, Manage and Invest' is now well established. The current economic realities suggest that, in a number of cases, the implementation of measures to `Reduce' the demand for extra capacity and `Manage' the existing networks more effectively, could prove to be money better spent than through major construction schemes.

2.9 In addition to setting out a proposed programme of activity for the next two years, this Business Plan outlines the governance, organisational and delivery arrangements and reflects the budget available. Additional funding will actively be sought from a wide variety of sources, as opportunities arise during the currency of the Plan.

3. The Transport Vision

3.1 Transport for South Hampshire's vision is improved and sustainable transport for the sub-region that addresses current shortcomings and supports long-term economic growth objectives.

3.2 The key objectives for TfSH are summarised below:

Key Objectives:

Core activities

4 . Governance and Partnerships

4.1 A Joint Management Agreement for TfSH was approved in June 2008, by the three constituent highway and transport authorities. The Agreement formalises the governance arrangements for TfSH and records the intentions of these three authorities to work together.

4.2 Since transport is a key factor that can have a profound influence on the location and rate of sustainable growth, a relationship exists between TfSH and PUSH, which both cover the South Hampshire sub-regional area served by the Borough Councils of Eastleigh, Fareham, Gosport and Havant in their entirety and also by part of the districts of East Hampshire, Winchester, Test Valley and New Forest. This relationship will continue to have a two-way impact on the work of the respective partnerships during the currency of this Business Plan.

4.3 The partnership is structured as a formal Joint Committee, established in accordance with the Joint Management Agreement and Section 102(1) of the Local Government Act 1972. This is supported by a Senior Management Board, comprising the senior transport planning officers of the three highway and transport authorities. This Board is, in turn, served by a number of Working Groups, which involve industry stakeholders to ensure that plans and aspirations are embedded within their respective company plans for investment.

4.4 A project team is in place to ensure that TfSH delivers in accordance with this Business Plan, ensuring that the organisation is:

4.5 In addition to the local highways and transport authorities, a wide range of stakeholders is affiliated to TfSH as shown in the diagram below. These organisations, representing the transport authorities and operators, business and government agencies, are involved through their attendance at the quarterly Joint Committee meetings and, as appropriate, through working groups to develop the strategy, or to progress improvements relevant to their particular mode or interest.

4.6 The first meeting of the TfSH Joint Committee in October 2007 established a principle for the business planning cycle. In view of the differing electoral cycles of the three constituent authorities, it agreed to follow the political calendar (June to May), rather than financial years. The arrangement would allow incoming Members, during an election year, to influence the shape of future Business Plans rather than commit them to a pre-existing plan based on an April start. The Joint Committee therefore approved the first Business Plan covering two years June 2007 to May 2009.

4.7 This current Business Plan aims to cover the next two year period June 2009 to May 2011. An Action Plan has been prepared to continue the development and establishment of the partnership. Several of the planned activities require funding, some of which has been earmarked based on past commitments. A number of other activities will require new contributions from the TfSH partners and outside organisations if they are to be progressed.

4.8 The primary accountabilities and purpose of the partnership have been reviewed in the light of experience. In the first Business Plan, the partnership was described as a Delivery Agency. However, with the evolution of the Bus Rapid Transit Phase 1 and other funded schemes, it became clear that the responsibility for delivering such major projects carries a burden of risk and financial accountability that cannot be shouldered by TfSH. The Joint Committee on 17 October 2008 established the principle that such major projects should be vested in the appropriate highway authority as `Lead Authority' for implementation and construction of such major projects. The Lead Authority will have the full authority and power to act on behalf of TfSH for the purpose of delivering the major project. This shift is reflected in this Business Plan, but the way budget information is presented will continue to reflect the full project delivery information.

4.9 TfSH thus has a key role in bidding for strategic transport improvements, on behalf of the sub-region, where its influence may be greater than that of individual authorities. In this context, it is vital that TfSH responds quickly to opportunities to secure transport improvements for the benefit the South Hampshire sub-region. However, the responsibility for scheme delivery and the capital funding are delegated to the appropriate Lead Authorities.

4.10 A protocol for the bidding and delivery of schemes may therefore be summarised as follows, with the appropriate resources identified in this Business Plan:

Outline specification of schemes and interventions TfSH

Bidding for funding, from various sources TfSH

Outline design and broad order cost estimates - Sourced by TfSH

Approval of allocated resources - Notified to TfSH

Project development Lead highway authority

Detailed design Lead highway authority

Implementation of scheme or intervention Lead highway authority

4.11 In accordance with the Joint Management Agreement the TfSH Joint Committee appointed the three principal authorities to provide certain services, advice and guidance to TfSH. This is to ensure an equitable spread of responsibilities and to utilise existing skills and competences within the three authorities. These are:

4.12 Where an authority takes on the role as Lead Authority for a major project within their area, it will be the responsibility of that Lead Authority to provide the advice and guidance relating to all aspects of that particular project.

5. Finance

5.1 Financial Protocols
As part of the governance arrangements for TfSH, a set of financial protocols have been prepared by the TfSH Treasurer, in discussion with the TfSH legal adviser, for governing the financial management of TfSH. The protocols are available for inspection.

5.2 The protocols set out a process for approving projects and recognise the role of Lead Authorities in taking forward the delivery of major projects that have secured funding through the efforts of TfSH.

5.3 Budget Planning 2009/10 & 2010/11
The partners' contributions to TfSH revenue studies and officer time is decided via an established formula: 60% Hampshire County Council, 20% Southampton City Council, 20% Portsmouth City Council. This split is broadly in line with the population.

5.4 Revenue
At the time of writing TfSH's revenue budgets are £884k for 2009/10 and £750k for 2010/11. These are based on the continued contributions from the three highway and transport authorities (HCC - £300k, PCC - £100k, SCC - £100k) and an allocation of £250k from New Growth Point grant, via PUSH (confirmed for 2009/10) for work on strategic access studies, feasibility testing and developing the sub-regional evidence base. £50k of this is ringfenced for a review strategic access to the Gosport Peninsula. £134k has been brought forward from an underspend in the previous year. Additional sources of funding from external agencies will also be sought in order to progress the evidence base in future years.

5.5 The operation of TfSH is based on the presumption that staff resources and incidental overheads will be provided by the three highway authorities `in kind' at an estimated cost of £300k for each of the two years.

5.6 Capital
At the time of writing TfSH's capital budgets are £3.2 million for 2009/10 and £1.9 million for 2010/11 - see Table 1 below. External funding is also bid for by TfSH but allocated directly to Lead Authorities. The main schemes TfSH hold a strategic interest in are shown below in Table 2 reflecting the role TfSH plays in securing funds for its priority projects, rather than actual cashflow to TfSH. TfSH monitors the financial spend on a quarterly basis of all schemes listed in Tables 1 and 2 below.

Contribution towards the total cost of implementing:

Lead Authority

Budget

£000s

Funding Source

M27 Junction 5 Improvements*

HCC

1,914

NGP (via PUSH)

Tipner - Design & Construction of M275 Slip Road

PCC

600

NGP (via PUSH)

Developing the Evidence Base

HCC

700

c/f NGP (via PUSH)

Total (2009/10)

  

3,214

  

M27 Junction 5 Improvements*

HCC

1,915

NGP (via PUSH)

Total (2010/11)

  

1,915

 

Contribution towards the total cost of implementing:

Lead Authority

Budget

£000s

Funding Source

Bus Rapid Transit - Gosport to Fareham

HCC

10,000

CIF

Total (2009/10)

  

10,000

  

Bus Rapid Transit - Gosport to Fareham

HCC

10,000

CIF

Tipner - Design & Construction of M275 Slip Road

PCC

25,000

Regional Funding Allocation

Total (2010/11)

  

35,000

 

5.7 The allocation of New Growth Point funding is administered by PUSH and the grants in the table above were approved by the PUSH Joint Committee on 19th March 2009, with the £700k carry-forward being subsequently approved on 19th May. Further capital Funding to achieve the transport objectives of growth in the area will continue to be sought from a number of sources, such as:

5.8 It will be important to assemble sufficient funds, in addition to those listed in the table above as contributions to the delivery of schemes and objectives, to allow for the development of major schemes. A number of such schemes are programmed for the coming years and will need resources to get them to a state of readiness, if they are to be turned into reality. The list below shows the bids that were submitted for the first tranche of Regional Funding and the £150 million bid for RFA funding over the period 2016-2018. The scheme costs quoted were estimates at the time of submission and will have been superseded, in a number of cases, by revised costs as constraints and engineering requirements come to light :

TfSH Capital Funding Bids

6. Work programme for 2009-2011

6.1 The areas for priority action, which are repeated in the PUSH Business Plan, are listed below. The key activities and necessary resource commitments follow on in the Action Plan for 2009-2011.

6.2 A number of schemes and activities have costs yet to be determined, or have yet to secure funding. The aim of this Business Plan is not to constrain activities to pre-existing budgets, but to approach the TfSH objectives with a realistic view of the challenges that lie ahead. A funding strategy will be developed to enable delivery of these objectives within the term of this Business Plan. Funding will need to be sought from a number of sources beyond those that traditionally lie within the purview of the local authorities. The intention of the partnership is to encompass the skills and resources of its active stakeholders, as well as bidding for external funding sources. On occasions, this will require being able to respond in an opportunistic manner to funding challenges, so the preparation of bid-ready schemes will be a distinct advantage.

6.3 Priority Actions

6.4 TfSH Action Plan for 2009-2011

Transport for South Hampshire - Action Plan June 2009 - May 2011

THEME

ACTIVITY

TIMESCALE

TfSH STAFFING RESOURCE (% FTE)

FUNDING

DELIVERY BY

PRIORITY

Strategy 1

Develop and refresh the transport strategy

Q2 10

0.33

£50k

in 09/10

TfSH 

High

Strategy 2

Liaise with Government and key stakeholders to provide direction on policy and strategy

Ongoing

0.33

Staff resource

TfSH 

High

Strategy 3

Provide transport intelligence and input for PUSH and develop common performance indicators

As required

0.33

Staff resource

TfSH 

Medium

Strategy 4

Provide a coordinated input to Local Transport Plan 3 and a strategic input to local planning authorities on LDF transport impacts

Q2 11

0.33

Staff resource

TfSH 

Medium

Strategy 5

Develop coordinated transport improvements through the Multi Area Agreement:

Q2 10

0.33

Staff resource

TfSH 

Medium

Evidence 1

Assemble data, construct and operate suitable model with associated agencies, to provide initial outputs.

Q2 11 Model developed

Q3 11 Testing

1

£900k in 09/10

£800k in 10/11

 

TfSH

High

Reduce 1

Develop a Reduce strategy and coordinate a range of Smarter Choices and demand management measures across the sub-region. Develop model policies for Local Development Documents.

Q1 10 (Strategy)

Measures at four sites by Q2 11

0.5

£50k

in 09/10

 TfSH

High

Manage 1

Develop arrangements to coordinate the management of the strategic and local highway and transport networks.

Q4 10

LHAs 

£50k

in 09/10

 

LHAs 

High

Manage 2

Develop a strategy for Active Traffic Management measures in partnership with HA.

Q4 10

LHAs

Staff resource

TfSH 

HA

Medium

Manage 3

Develop a strategy for more widespread and innovative information measures across the sub-region, eg Smart media, RTI, SMS text, etc.

First implement-ation Q4 10 

 0.25

Staff resource

LHAs 

Medium

Invest 1

Bus Rapid Transit

 

1

 

 

High

 

Coordination of BRT Phase 1

Q1 11

 

£20m (CIF)

HCC

 

 

Develop programme for wider BRT scheme

Q3 10 

  

£100k in 09/10

£200k HCC

TfSH 

 

Invest 2

Access to Southampton and SW Hants package. Development of schemes

Q2 10 

1

£100k

in 09/10 

+ HCC&SCC

TfSH 

High

 

Windhover Park & Ride/junction imps

 

 

 

HCC 

 

 

A3024 Bus & HOV lane

 

 

 

SCC 

 

 

A3024 Railway bridge improvements

 

 

 

SCC 

 

 

Wider access to city centre development, incl. Smarter choices

 

 

 

SCC 

 

Invest 3

Access to Portsmouth & SE Hants package. Development of schemes

 

0.25  

 

PCC

High

 

Tipner Park & Ride / M275 junction

Q1 11

 

£25.6m (NGP/RFA)

PCC

 

 

Port Solent cycle&bus bridge

 

  

 

 PCC

 

 

Trafalgar Gate Link

2011/12

 

£5m (LTP)

 PCC

 

 

Wider access to city centre development, incl. Smarter choices

      

PCC

  

Invest 4

Access to Eastleigh River Side Employment Zone

 

0.5

£50k (HCC Capital Prog)

TfSH 

High

 

M27 Jn 5 improvements.

    

£3,829k (NGP) £1,094k (LTP, S.106)

HCC

  

Invest 5

North Fareham SDA Development of access schemes.

 

0.5

£100k

(NGP Rev)

in 09/10 

TfSH 

High

Invest 6

N/NE Hedge End SDA Development of access schemes.

 

0.5

£100k

(NGP Rev)

in 09/10  

TfSH 

High

Invest 7

Strategic access to the Gosport peninsula

Q1 10 

 HCC

£50k

(NGP Rev)

HCC 

High

Funding 1

Establish bidding vehicle for funds from public & private sector sources. (In conjunction with the PUSH `External Funding & resources' theme lead)

 

0.25

Staff resource 

TfSH

PUSH

High

Funding 2

Assemble and manage funding to deliver the strategy.

 

 

Staff resource

TfSH

High

Market 1

Marketing and communication of TfSH activities to secure and maintain support

Q2 10

0.25

Staff resource

PCC 

Medium

Admin 1

Service TfSH Joint Committee, Senior Management Board and working groups

Ongoing

0.75

Staff resource

TfSH

Medium

Admin 2

Office administration, procurement, etc.

Ongoing

1

£50k

TfSH 

Medium

Sub total

    

9.40

 

 

 

Total, including 10% allowance for leave, etc

 

10.34

 

    

NB: LHAs = Local highway and transport authorities

7. Resources and Working Arrangements

7.1 The skills and resources available to help the TfSH partnership to meet this challenge are different from the mainstream transport planning and civil engineering delivery abilities that are necessary in local authorities. The TfSH core team needs the following mix of skills and resources at its disposal:

7.2 The mechanism to drive forward the work as set out in this Business Plan 2009-2011 is:

7.3 The staff resources of the TfSH core team currently comprise 5.5 FTEs provided by the following partner authorities:

7.4 However, if the key objectives and core activities listed in para 3.2 and detailed in the workplan are to be completed, the gap of 4.5 FTEs will need to be filled. A range of skills and abilities is needed to create a team capable of fulfilling the requirements of this Business Plan. The new requirements are:

7.5 Three options exist to fund this gap, to enable the partnership to move forward and make progress. These are:

7.6 If it were not possible to assemble sufficient funds to provide for an adequate staffing of the partnership, either through directly employed members of staff, or equivalent funding, it would not be possible to deliver all of the objectives and activities listed in this Business Plan.