Warrington Western Link · Management Case/WL-MMD-07-XX-RP-U-1005 - ... 7.1 Introduction 48 7.2...

Warrington Western Link

Management Case

December 2017

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Mott MacDonald

Mott MacDonald Ground floor Royal Liver Building Pier Head Liverpool L3 1JH United Kingdom T +44 (0)151 482 9910 F +44 (0)151 236 2985 mottmac.com

Warrington Western Link

Management Case

December 2017

Mott MacDonald Limited. Registered in England and Wales no. 1243967. Registered office: Mott MacDonald House, 8-10 Sydenham Road, Croydon CR0 2EE, United Kingdom

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Issue and Revision Record

Revision Date Originator Checker Approver Description

S2.0 11/10/2017 James Bottomley /Jamie Birtles/John Hughes

Heather Kenyon

Chris Hardwick First draft for internal review

S2.1 25/10/17 Jamie Birtles/John Hughes/Heather Kenyon/Lisa Thomas

Heather Kenyon/ John Hughes

Chris Hardwick Final draft for review



Chris Hardwick Issue for WBC Exec Board



Chris Hardwick Issue for DfT

Document reference: WL-MMD-07-XX-RP-U-1005

Information class: Standard

This document is issued for the party which commissioned it and for specific purposes connected with the above-

captioned project only. It should not be relied upon by any other party or used for any other purpose.

We accept no responsibility for the consequences of this document being relied upon by any other party, or being

used for any other purpose, or containing any error or omission which is due to an error or omission in data supplied

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This document contains confidential information and proprietary intellectual property. It should not be shown to other

parties without consent from us and from the party which commissioned it.

This report has been pr epared sol el y for use by the party which commissi oned it (the ‘Client’) i n connecti on with the capti oned proj ect. It should not be used for any other purpose. N o person other than the Client or any party who has expressl y agreed ter ms of r eliance with us (the ‘Reci pient(s)’) may rel y on the content, i nformati on or any vi ews expressed i n the repor t. We accept no duty of care, responsi bility or liability to any other r eci pient of thi s document. This r eport is confi denti al and contains pr opri etar y intell ectual property.

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We disclai m all and any liability whether arising i n tort or contrac t or other wise which it might otherwise have to any party other than the Cli ent or the Reci pient(s), in r espect of this report , or any infor mation attri buted to i t.

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Forecasts presented i n this document were pr epared usi ng Data and the report is dependent or based on D ata. Inevitabl y, some of the assumptions used to develop the for ecasts will not be realised and unantici pated events and circumstances ma y occur. C onsequentl y M ott MacDonal d does not guarantee or warr ant the concl usi ons contained i n the repor t as there are li kel y to be differ ences between the for ecas ts and the ac tual results and those di ffer ences may be material. Whil e we consi der tha t the infor mation and opini ons gi ven i n this r eport are sound all parti es must rel y on their own skill and j udgement when making use of it .

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Management Case Contents

Executive summary 9

1 Management case overview 24

1.1 Introduction 24

2 Evidence of similar projects 26

2.1 Warrington East Transport Strategy Phase 1: Birchwood Pinch Point 26

2.2 A49 Winwick Road / A50 Long Lane junction improvement scheme 27

2.3 Skyline Drive 28

2.4 Centre Park Link 28

2.5 Time Square Regeneration 29

2.6 Summary 30

3 Programme/Project dependencies 32

4 Governance 34

4.1 Project governance 34

34

4.1.1 Warrington Borough Council 34

4.1.2 Project Board 36

4.1.3 Project team 37

5 Assurance 40

5.1 Formal assurance and review points 40

5.2 Statutory Powers/Consent 40

5.3 Financial Management 41

5.4 Gateway Process 41

5.4.1 End of stage 3 gateway 42

5.4.2 End of stage 4A gateway 42

5.4.3 End of stage 4B gateway: 42

5.5 DfT Assurance 43

6 Delivery programme 44

7 Implementation of work packages 48

7.1 Introduction 48

7.2 Work Package 0 – Project Management, Governance, Review and Communications 49

7.3 Work Package 1 - Technical Design & Approvals 50

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7.4 Work Package 2 – Planning 51

7.5 Work Package 3 - Procurement 51

7.6 Work Package 4 - Land acquisition, Legal Advice and Public Inquiry 52

7.7 Work Package 5 - Business Case 52

7.8 Construction 52

7.9 Key issues for implementation 52

8 Risk management 54

8.1 Risk Management Strategy 54

8.2 Current Risk management 55

8.2.1 Project Risks 55

8.2.2 Project Management and Delivery Risks 56

9 Contract Management 58

10 Communication and stakeholder management 59

10.1 Introduction 59

10.2 Consultation objectives 59

10.3 Key stakeholders 59

10.4 Consultation 63

10.5 Public Consultation 63

10.5.1 First Round Consultation 63

10.5.2 Second Round Consultation 68

10.6 Future Consultation 72

11 Project reporting 74

11.1 Delivery reporting 74

11.1.1 Work Package Reporting 74

11.1.2 Project Reporting 74

11.1.3 Reporting beyond the project board 75

11.2 DfT Reporting 75

11.2.1 Regular reporting during the delivery programme 75

11.2.2 End of stage reporting 75

12 Benefits realisation 77

13 Monitoring and evaluation plan 85

13.1 Introduction 85

13.2 Monitoring and evaluation 85

13.3 Resourcing 87

13.4 Reporting 88

13.5 Evaluation 88

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14 Contingency Plan 94

9


Executive summary

The Management Case assesses whether Western Link is deliverable. It tests project planning,

governance structure, risk management, communications and stakeholder management, benefits

realisation and project assurance. Additionally, it also showcases similar projects that have been

successfully delivered on time and within budget.

Proven delivery experience

Warrington Borough Council (WBC) has a history of successful delivery of projects of a similar

scope and scale, namely;

● Warrington East Transport Strategy Phase 1: Birchwood Pinch Point;

● A49 Winwick Road / A50 Long Lane junction improvement scheme;

● Skyline Drive;

● Centre Park Link (Currently being delivered); and

● Time Square (Currently being delivered).

These projects range in value from £2.4m-£101m and include corridor and junction based highway

improvements as well as entirely new link roads. Together they show a successful history of

highways schemes that have been delivered on time, to budget and have helped further the

attraction of working and living in Warrington. This substantially aligns with the objectives of the

Western Link scheme.

Time Square, whilst not a transportation project, shows the Council has a successful history of

dealing with similar issues that will be encountered in the delivery of Western Link such as, but not

limited to:

● Requirement to enact compulsory purchase powers to assemble the land for the project

● Requirement to progress through Land Inquiry (related to the above); and

● Major structural and civils engineering works.

Project and programme dependencies

Several dependencies have been identified that may potentially affect the delivery of Western Link;

they are noted together with the identified mitigation measures and contingency plans.

Table 1: Project and programme dependencies

Dependency Mitigation Contingency Plan

DfT approval of Western Link Scheme OBC

Prepare robust OBC, commission independent review and liaise with DfT over queries.

If unsuccessful WBC will halt the project at the end of stage 3 and seek funding in future rounds of local majors funding and other government funds.

DfT approval of the Western Link FBC

Prepare robust FBC, commission independent review and liaise with DfT over queries.

If unsuccessful WBC will halt the project at the end of stage 4 and seek funding in future rounds of local majors funding and seek other government funds.

Approval by the Council executive board to CPO and SUO

Hold advance discussion with executive board members to provide briefing on scheme development. Seek legal and land advice to ensure CPO is justified and appropriate.

Should the executive board note support a CPO, WBC will need to review the reasons for this and amend the scheme to address concerns. Efforts will be made to acquire property by negotiation prior to any CPO.

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Dependency Mitigation Contingency Plan

Procurement of a suitable D&B Contractor

Issue PQQ to identify and shortlist contactors. Review responses to ensure suitable shortlist is created.

Should the procurement not result in an appropriate contractor being identified, the council will need understand the reasons for this and consider re-running a procurement exercise.

Planning permission granted for the construction of the scheme

Undertake pre-planning discussions with authority. Prepare necessary EIA and transport assessments in advance and submit for third party review.

If planning permission is not granted, WBC will need to review the reasons for rejection and consider amendments to the scheme to enable approval of a revised scheme.

Successful application for works to be carried out in common land (Morley Common)

Undertake pre-planning discussions with authority. Identify exchange land as part of design to off-set loss.

If approval is not granted, WBC will need to review the reasons for rejection and consider amendments to the scheme to enable approval of a revised scheme.

Inspector and Secretary of State finding in favour of the scheme should a Public or Land Inquiry be held

Maintain detailed project records and follow approval procedures and review processes set out. Seek legal advice in advance of Inquiry.

If the scheme fails at public inquiry, WBC will need to re-assess the scheme proposals and consider how a Western Link scheme should be taken forward.

Agreement of statutory approvals with Network Rail, the Environment Agency and Natural England

Undertake advance discussion with each body to understand requirements. Include requirements in design.

Should approvals not be granted, the scheme will need to be amended to enable approval.

Agreement of bridging rights over River Mersey and Manchester Ship Canal

Undertake advance discussion with river authorities. Seek legal advice to support process.

Should bridging rights not be granted, the scheme will need to be placed on hold until the rights can be agreed.

Agreeing of works to be carried out in land not subject to CPO (i.e. crown land)

Undertake advance discussion with land owners. Seek legal advice to support process.

Should land rights not be granted, the scheme will need to be placed on hold until the rights can be agreed.

Source: Warrington Borough Council

Strategic and operational governance

WBC are scheme promoter and delivery agent for Western Link; the overall project governance

structure is shown in Figure 1.

Figure 1: Strategic governance structure

Warrington Borough Council


External Partner

Warrington &

Co.

External Partner

CWLEP

WBC Capital Investment Programme Group

WBC Waterfront Programme Board

WBC Strategic Management Team

WBC EXECUTIVE BOARD Department for

Transport

WBC Western Link Project Executive

WBC Western Link Project Team

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The WBC Project Executive, in accordance with Prince2 principles, consists of a Project Director,

Senior User and Senior Supplier and operate as the Project Board. They are accountable to

Warrington Borough Council members, and are responsible for scrutinising delivery of the scheme.

At an operational level, the Project Manager and Project Team are responsible for the on-ground

delivery of the scheme and report to the Project Board. The Project Team is made up of the

following work streams:

● Design;

● Planning;

● Procurement;

● Land and CPO; and

● Business Case.

Assurance

Figure 2 highlights the decision and review process for Western Link to ensure the project remains

on track and continues to progress to the next stage of development.

Figure 2: Formal Assurance and Review Points

Any statutory undertakings such as planning permissions, land acquisition, environmental consents

and traffic regulation orders will be obtained and pass through the Executive Board and

Programme Board approval process before being initiated. This approval responsibility has been

incorporated into the governance arrangements for Western Link in order to provide assurance that

major actions that would contribute substantially to scheme development have sufficient levels

review and control. The Executive Board will also be responsible for making all major financial

decisions, or delegating responsibility for those decisions to the relevant departmental

representative

Business Case

Review2019

Pre-Implementation

review2019

Operational Benefits Review

2021

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Delivery of the Western Link scheme will be monitored and managed by A Project Manager

through Warrington’s Gateway Process, which is a systematic review process that is undertaken at

critical points in a projects lifecycle. The following key Gateways have been identified for Western

Link and are aligned with the RIBA plan of work:

● Stage 3: Project Board gateway review and approval of:

– Developed Design

– Stage 3 Costs

– Planning Submission

– Procurement Documents

● Stage 3: Council Executive Board Approval of CPO and SUO.

● Stage 4A: Project Board approval of Selected Contractor

● Stage 4B: Project Board Approval of:

– Detailed Design

– Target Cost

– D&B Contract

WBC will draw on the services of third party consultants to assist in the review of the submitted

information; WSP are appointed to provided technical review of designs and Faithful and Gould are

appointed to provide a review of costs.

Scheme delivery

Figure 3: RIBA work stages and Western Link delivery

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Figure 3 illustrates that to date RIBA stages 0-2 are complete and the future delivery of the

programme is split into 3 distinct stages (albeit RIBA stage 4 has been sub-divided into stages 4A

and 4B for the purposes of this scheme). Submission of this Outline Business Case (OBC) and

advance preparation activities will be completed as part of a ‘preparation for stage 3 phase’, in

advance of a funding decision in May 2018. Progression through these stages will be facilitated

through 6 distinct work packages:

● Project management; covering communications, consultation, stakeholder engagement as well

as ongoing project review and governance;

● Technical Design and Approvals; this includes key design elements such as highways,

structure, drainage, utilities, environmental, geotechnical and traffic modelling;

● Planning; which will include an Environmental Impact Assessment covering key components

such as ecological mitigations, heath impacts, contaminated land, noise, air quality, heritage

and archaeological assessments;

● Procurement; a 2-step process with initial contractor selection via an OJEU compliant process;

● Land, CPO/SUO and Inquiry; finalisation of land required and discussion and negotiation with

affected land owners; and

● Business Case; to include development of the Full Major Scheme Business Case based on

design information generated at RIBA stage 3.

These are shown in Figure 4 and highlight the key tasks and milestones in each of the work

packages during each stage as well as indicative dates for completion of milestones.

Figure 4: Western Link high level programme

Source: Mott MacDonald

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Risk management

The overall risk management strategy for Western Link is owned by the Senior Responsible Officer

(SRO), and is based on the principles for risk management contained within the OGC Prince2

guidance which follows the process shown in Figure 5.

Figure 5: Risk management process

Source: Prince2

Two levels of project based risk management that will be identified. These are:

● Project Risks - those affecting the cost, scope and timescale for the project; and

● Project Management and Delivery Risks - those presenting wider risks to the client body.

A summary of the top 10 risks under each of the above categories are shown below.

Table 2: Top Ten Project Risks

Project Risks Project Management and Delivery Risks

Risk Mitigation Risk Mitigation

Earthworks - Potential for excavated ground to be contaminated.

● Minimise excavation into waste deposits.

● Adoption of geocell within design.

Western Link is the first test of the new Warrington Multi Modal Transport Model (MMTM).

● Assurance role provided by WSP.

● Modelling work has had input and check from both AECOM and Mott MacDonald.

Vertical alignment tie in difficulties due to existing topography and height restrictions.

● Full topographical survey to confirm if horizontal alignment risk can be mitigated.

Council has unclear approach to blight issues, and/or scheme requires CPO and has been subject to some opposition.

● Employ solicitor

● Agree CPO and blight approach with executive board

● Hold consultation events

● Maintain close dialogue with directly affected land owners

● Adjust cost and risk allowance appropriately.

Utility clashes due to limited corridor for route.

● GPR survey of entire preferred route.

● Modify alignment of preferred route to minimise diversions.

Inspector decides against the progress of scheme at Public/Land Inquiry.

● Maintain project records.

● Maintain consistent project team.

● Employ third party for assurance role.

● Maintain a risk register

● Engage solicitor

● Programme ecological surveys in Stage 2B to ensure full dataset.

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Project Risks Project Management and Delivery Risks

Cost of acquiring businesses where severance results in whole property being acquired.

● Early negotiations with claimants to ascertain likelihood of such a claim being received.

Network Rail approvals delay or increase cost of project.

● Hold early dialogue with Network Rail.

● Include approval processes in programme.

● Employ consultant with knowledge of Network Rail processes.

Claims for No Land Taken (where properties have now been avoided).

● Maintain access to all properties during works.

● Obtain traffic management plans at the earliest opportunity for review.

If exchange land cannot be offered for affected Commons/open land, scheme could be subject to SPP.

● Investigate options and provide suitable exchange land to avoid SPP.

Weather event, stats diversions delayed, supply chain difficulties.

● Robust monitoring and management.

Stakeholder objection. ● Hold consultation events ahead of planning.

● Maintain close dialogue with directly affected land owners and interested parties.

Additional Inflationary Effects.

● Make allowance in risk register for costs.

● Adjust cost and risk allowance appropriately.

Additional utilities diversions required and/or statutory undertaker objections to any required CPO.

● Carry out ground survey of area and engage statutory undertakers in scheme development.

Poor highway foundation due to Landfill beneath road alignment.

● Minimise excavation into landfill. ● Reinstate capping as required. ● Adopt geocell basal

reinforcement as required. ● Adopt pile load platforms to

transfer load to either Glacial Soils or Rockhead.

● Programme ecological surveys in Stage 2B to ensure full dataset.

Ecological mitigation measures required beyond those allowed for.

● Carry out necessary ecological surveys and hold dialogue with EA and Natural England.

Design scope changes.

● Control and definition of scope by client and delivery team.

Appropriate delivery team is not available.

● Appoint delivery team early to secure service for project.

Traffic Modelling requires wider WBC network Improvements.

● Make cost allowance in capital and risk costs Assess wide. network impacts during stage 3

● Design necessary junction improvements.

Failure to obtain Political Support.

● Hold dialogue with MP, Local Members and neighbouring authorities.


Contract management

Three contractual arrangements are proposed for use in the Western Link, these are listed below:

● SCAPE national Civil Engineering and Infrastructure Framework 2015;

● Transportation and Public Realm Consultancy Services Framework 2013; and

● Competitive Dialogue Process, OJEU, Public Contracts Regulations (NEC4 Option C).

The first two of the above contractual arrangements for commissioning work and engaging

companies are well established. WBC intends to undertake engagements over RIBA stages 3 and

4 using the first two of these contractual arrangements. The contractor will be engaged in Stage 4A

in order to deliver the detailed design in Stage 4B. Engaging a contractor to deliver the scheme to a

target cost price for construction at stage 5 will require a NEC4 contract to be issued.

Stakeholders and communication

This section outlines the key stakeholders who are involved in Western Link, the communications

strategy for the scheme and the communications and stakeholder management plan. Stakeholder

communications and management has been split into 2 parts:

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● Public engagement; and

● Stakeholder engagement:

Both the public and stakeholders were consulted in 2 rounds, at stage 2A (6 shortlisted options) in

July 2017 and again at stage 2B (preferred option only) in September 2017.

Key stakeholders are identified below in Table 3.

Table 3: Key stakeholders

Stakeholder Interest Influence Strategy


Department for transport National government body supporting transport and travel country wide.

Approval and awarding of funding for scheme

Communicate project plans and schedule


Warrington Borough Council are the scheme promoter and take charge for Western Link’s delivery.

They are also responsible for the schemes funding alongside Cheshire and Warrington LEP.

Warrington Borough Council are the Local Planning Authority and will define the planning conditions before and during construction.

Keep informed

Cheshire and Warrington Local Enterprise Partnership

Cheshire and Warrington LEP seek to drive economic growth and create housing and jobs across the region.

The C&W LEP Performance and Investment Committee is responsible for approving the Business Case and release of Growth Deal funding to support the

delivery of the scheme.

Keep informed

Highways England Operates, maintains and improves England’s Strategic Route Network. Western Link will form a major addition to the primary network in Warrington.

Interest in the schemes locations and integration with current highways network in Warrington.


Warrington & Co Warrington & Co is an external partner to the Western Link project. The organisation is a public and private sector growth delivery agency. The Homes Community Agency, Cheshire and Warrington LEP and Warrington Borough Council are long standing members of Warrington &Co.

Direct activities that relate to land acquisitions, strategic regeneration and ensuring Western Link delivers in terms of jobs and growth for Warrington.

Keep informed

Transport for the North The scheme has been ranked as ‘endorsed intervention’ in the TfN northern scheme review11. This means that TfN recognise the contribution that the scheme would make to the regional economy

Transport for the North (TfN) has endorsed the intervention noting its strong contribution to the labour market and business to business links for goods.

Keep informed

Land Owners There may be some land take as part of the Western Link Scheme. in this case. consultation and negotiation will be pivotal to the schemes success.

Warrington Borough Council will need to consult relevant land owners once a definitive route has been decided upon.

Public meetings to consult on plans, press releases and website

Local residents and community

Arguably the most important of the Stakeholders, they will be the end user of the Western Link scheme.

The community’s views and feedback on design is paramount to the schemes delivery. Sufficient public consultation is required to gauge the community’s thoughts and views on Western Link.


Peel Holdings Peel have had a strong influence in the North West. They look to

In response to public concerns over increases in port traffic and congestion, Peel

Keep informed

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refurbish and expand the Port of Warrington.

are committed to working with regional stakeholders to lobby Government for funding for surface access transport improvements. Expanding bridge crossings and providing improved transport links through Warrington Town Centre is critical to facilitate the desired growth for Port Warrington

The Homes and Community Agency (HCA)

The HCA currently own land holdings in the south of Warrington, referred to as ‘Warrington South’ – an area which covers 350ha of land and has the potential to create 6000 new jobs and release land for business equating to 11,000 new jobs.

Homes and Communities Agency support the provision of improved transport access that will enable their land to be developed for housing and employment.

Keep informed


18 consultation events took place during stage 2A July 2017. Of the 2,236 people that provided

feedback, 43% were supportive of the scheme and of the 1907 people who expressed an option

preference, the largest measure of support (31%) was for the red route, the scheme now being

taken forward and which was consulted on further at stage 2B.

It is proposed that for RIBA stage 3 the pre-application consultation for any planning application

would be done in two steps, with a third consultation step post-submission of the planning.

Project reporting

Project reporting is split into:

● Delivery reporting, which focuses on internal reporting within the project team and upward

through the governance structure to the Project board, Waterfront Programme board and

Capital investment programme group.

● DfT reporting, which will involve quarterly reporting to update on progress, raise key issues and

ensure ongoing project review at stages 3 and 4 of the project.

Monitoring and evaluation to measure benefit

A detailed benefits realisation plan has been produced and is included as Appendix T and will be

owned by the SRO. However, the key benefits, beneficiaries, outcomes and the baseline measures

which are monitored to assess if benefits are being realised are included in Table 4.

Table 4: Key benefits

Scheme Objectives

Scheme outcome Benefits experienced Enablers required to realise the benefit

Scheme Objective 1: Relieve congestion and improve air quality in Warrington Town Centre

● Reduced traffic flow within the town centre

● Reduction in town centre congestion, delay and queues

● Refreshment of town centre air quality

● Reduction in traffic noise within the town centre

● Safer pedestrian conditions

● Healthier community

● More attractive place for investment and town centre regeneration

● More employment and recreational opportunities

● Completion of Western Link

● Effective Integration of Western Link with existing highways network – modifications to signage strategy, road markings, footpaths and to road layout

● Complementary education and travel demand management programme

● Marketing for future investment and development opportunities


● More reliable commuter times for employment in the town centre.


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Scheme Objectives



● Reduced journey times for town centre public transport services

● More reliable journey times for leisure trips into the town centre

● More reliable bus travel times and enhancement of bus services.

● Greater accessibility within the town centre and to its many services.

● Modifications to town centre highways network and public walkways

● Proposals for public realm improvements


● Aligned business marketing programme to promote development of scheme and economic benefits

● Enhanced cycle and walking infrastructure

● Reduced traffic flows at key pinch points and entering the town centre.

● Reduction in town centre congestion, delay and queues at town centre pinch points

● Reduced vehicular greenhouse gas emissions in the town centre

● Reduction in travel times travelling to town centre

● Better journey quality for highways users journeying to the town centre

● Less noise and air pollution at town centre pinch points

● Enhanced living conditions for proximate residential areas

● Enhanced pedestrian and cycling conditions





● Reduction in vehicular emissions in the town centre as a result of reduced traffic flows.

● Improved air quality in the town centre.

● More pleasant and safer pedestrian conditions


● Contribution to meeting national air quality targets

● Helping to refresh the town centre environment and attracting further investment


● Landscape remediation works

● Enhanced air quality monitoring programme


Scheme Objective 2: Improve connectivity between North and South Warrington

● Extra capacity added to highways network

● Extra crossings of River Mersey and Manchester ship canal added.

● Increase in vehicle route choice.

● Reduced queues and delays at existing crossing points.

● Improved network resilience against impacts of uncontrollable bridge swings

● Enhanced journey quality when travelling across Warrington


● Greater accessibility across Warrington

● More efficient business, freight and commuter movements across Warrington

● Increasing network resilience and prevention of highways degradation




● Reduction in travel times between strategic network and west Warrington and the town centre.

● Increased network resilience with fewer delays and congestion in times of incidents on the wider strategic network


● Greater highways resilience and reduced network degradation

● Better connection with the strategic network and improved commercial and freight movements

● Greater opportunities for business growth


● Effective signing strategy and dissemination of information relating to diversions along Western Link


Strategic Objective 3: Unlock key development

● Construction of Western Link and associated junction to facilitate

● Increased investment in Warrington

● Greater opportunities for employment and business growth


● Accepted proposal for Warrington Waterfront development

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Scheme Objectives


land to support the growth aspirations of ‘Warrington Means Business’ and the Warrington Local Plan

highways access to Waterfront development.

● Realisation of Warrington Waterfront development.

● Job creation

● Construction of new homes.

● Increased economic performance and greater economic prosperity within Warrington

● Contribute to meeting local and national housing targets

● Enhanced quality of life for residents

● Growth of the town and contribution to Warrington town’s redevelopment aspirations


● Engagement with housing developers


● Construction of Western Link and associated junction to facilitate highways access to Port Warrington development.

● Operation of enhanced intra-modal freight facility at Port Warrington

● Improved access to development

● Job creation

● Enhanced freight operations and distribution with the wider region




● Warrington established as a destination for logistics and manufacturing


● Further establishment of Warrington as a key player within the NPH



● Engagement with Freight and Logistics Partners on Port Warrington proposals to understand how WL can enhance development options

● Development of Port Warrington intra-modal freight facility

● Engagement with TfN on how freight operations at Port Warrington can benefit wider transport and freight strategy

● Construction of Western Link and associated junction to facilitate highways access to Arpley Meadows.



● Enhanced quality of life


● Growth of the town and contribution to Warrington’s redevelopment aspirations

● Tax benefits for Warrington Borough Council




● Acceptance of Warrington 2017 Draft Local Plan

● Construction of Western Link and associated junction to facilitate highways access to Waterfront development.

● Job creation










Strategic Objective 4: Support the continued growth of Warrington’s economy within the Northern Powerhouse

● Reduced congestion and delays across network

● Reduced journey and commuting times

● Enhanced journey quality for Warrington residents and workforce

● Greater network efficiency

● More efficient freight operations

● Greater access to a wider employment pool


● Effective Integration with existing highways network – modifications to signage strategy, road markings, footpaths and to road layout

● Improved accessibility to key employment areas in western Warrington



20


Scheme Objectives


● Journey time savings

● Job growth

● Higher GVA

● Better linkages between Warrington’s major employment sites and its workforce

● Supporting the growth of Warrington’s key employment sectors and specialist commercial activities


● Marketing and education plan for use of Western Link and best routing when travelling across Warrington


● Engagement with TfN over best integration of Warrington’s specialist commercial activities within the NPH

Strategic Objective 5: Make Warrington a more attractive place to live

● Increase trips by walking and cycling

● Reduced congestion

● Healthier communities

● Increasing the use of Warrington’s green areas


● Rise in cycling and walking in Warrington

● Encouragement of less sedentary lifestyles and reducing the burden on local health services


● Successful reclamation of Arpley and Gatewarth landfill sites

● Effective marketing campaigns to encourage the use of Warrington’s redevelopment green areas

● Work with environment and conservation sector partners to develop a complementary recreation strategy for the scheme which unlocks additional benefits

● New cycle paths constructed alongside western link



● Increased transport access

● Improved S/T

● Increase in active travel in west Warrington




● Increased revenue for bus operators


● Effective Integration of Western with new highways network associated with Warrington Waterfront development – modifications to signage strategy, road markings, footpaths and to road layout

● Effective marketing campaigns to encourage active travel amongst residents and businesses

● Increased active travel in Warrington

● Increase in business occupancy rates and business start-ups in west Warrington

● Job growth

● Construction of housing

● Reduction in accidents in the town centre







● Enhanced cycling and walking Infrastructure






The success of Western Link will be determined by achievement of the outcomes noted above that

will unlock the benefits and delivery to time, budget and specification. It is progress toward these

outcome that will be monitored.

DfT guidance sets out the requirements for the monitoring of schemes and outlines three tiers of

monitoring and evaluation, these are:

● Standard monitoring

21


● Enhanced monitoring

● Fuller evaluation

Western Link follows the enhanced monitoring practice as the scheme is greater than £50m in

value. Therefore, the scheme will be monitored against a set of standard measures which are

summarised in Table 5.

Table 5: Components of enhanced monitoring

Item Type of information to be provided Data Collection timing

Rationale

Scheme build

● Programme/project plan assessment

● Stakeholder management approaches

● A review of the risk register and assessment of the impacts

● Assessment whether the scheme is on track

During delivery Knowledge

Delivered scheme

● Full description of scheme outputs

● Identification of the any changes to the scheme since funding approval.

● Identification of any changes to assumptions.

● Assessment of whether the scheme has reached the intended beneficiaries.

● Identification of changes to mitigation measures.

During delivery/post opening

Accountability

Costs ● Outturn investment costs.

● Analysis of risk in the elements of investment costs.

● Identification of cost elements with savings.

● Analysis for cost elements with overruns.

● Outturn operating costs.

● Outturn maintenance or other capital costs.


Accountability

Scheme Objectives

● Identification of the main objectives. Pre or during delivery / post opening (up to 5 years)

Accountability

Travel demand

● Road traffic flows on corridors of interest.

● Patronage of the public transport system in the area.

● Counts of pedestrians and cyclists.

Pre or during delivery / post opening (up to 5 years)

Knowledge/ Accountability

Travel times and reliability

● Travel times in the corridors of interest.

● Variability in travel times in the corridors of interest.



Impact on the economy

● Travel times/accountability changes to businesses

● Employment levels and

● Rental values



Carbon ● Effect of the scheme on carbon in the area of interest. Pre or during delivery / post opening (up to 5 years)


Noise ● Effect of the scheme on noise levels at important receptor locations.



Local air quality

● Effect of the scheme on local air quality in the area of interest. Pre or during delivery / post opening (up to 5 years)


Accidents Effect of the scheme on traffic accidents in the area of interest. Pre or during delivery / post opening (up to 5 years)


Source: DfT

Figure 6 shows how, aligned with DfT monitoring guidance, Warrington Borough Council will

interact with the DfT in terms of reporting on progress toward the realisation of outcomes and

benefits:

22


Figure 6: Monitoring and evaluation engagement process between Local Authority and DfT

Source: DfT

The total budget outlined for evaluation activities is £115,000.

23


Contingency measures

Contingency measures have been established that relate mostly to ensuring that the impacts of the

project are as close to cost neutral on the Council balance sheet as possible.

In the event the Council is unable to construct the highway following the necessary land acquisition

and the project being halted before the beginning of RIBA stage 5 – construction stage, the council

would need to accept that the money spent to date on the pre-construction and design works would

be abortive and need to be halted.

The Council would then assess the key land assets acquired as part of the scheme. As CPO

would be the background to land acquisition it is likely that, in the first instance, land belonging to

previous owners would be offered for sale back to the previous incumbent on a ‘first refusal’ basis.

If previous owners did not wish to repurchase the land, then WBC would re-market the properties

and holdings to try and cover the potential capital outlay for the land.

In terms of progressing a highways scheme, WBC would continue to investigate low cost alternatives in an attempt to deliver on some of the objectives identified as part of the scheme development.

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1 Management case overview

1.1 Introduction

The Management Case assesses whether Western Link is deliverable. It tests the project planning,

governance structure, risk management, communications and stakeholder management, benefits

realisation and project assurance.

Included is a plan that ensures Western Link can deliver the benefits listed in the economic case,

and a method to measure, assess and evaluate the scheme impacts. The DfT guidance

document, ‘‘The Transport Business Case: Management Case’, outlines the areas that should be

covered in the Management Section and these are set out below together with the relevant section

of this report where they can be found.

Table 6: DfT Management case requirements

Issue Description Status Section

Introduction Outline the approach taken to assess if

the proposal is deliverable.

Complete 1

Evidence of similar

projects

If possible, provide evidence of similar

projects that have been successful, to

support the recommended project

approach. If no similar project approach. If

no similar projects are available for

comparison, outline the basis of

assumptions for delivery of this project

e.g. comparison with industry averages for

this kind of work

Complete 2

Project dependencies Set out deliverables and decisions that are

provided/ received from other projects.

Complete 3

Governance,

organisational

structures & roles

Describe key roles, lines of accountability

and how they are resourced.

Complete 4

Assurance &

approvals plan

Plan with key assurance and approval

milestones.

Complete 5

Project plan Plan with key milestones and progress,

including critical plan.

Complete 6

Risk management

strategy

Arrangements for risk management and

its effectiveness so far.

Complete 8

Communications and

stakeholder

management

Development communications strategy

for the project.

Complete 10

Project reporting Describe reporting arrangements. Complete 11

Implementation of

work streams

Summary of key work streams for

executing the work.

Complete 7

Key Issues for

implementation

Issues likely to affect delivery and

implementation.

Complete 7

Contract

Management

Summarise outline arrangements. Confirm

arrangements for continuity between

those involved in developing the contract

and those who will subsequently manage

it.

Complete 9

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Issue Description Status Section

Benefits realisation

plan

Set out approach to managing realisation of benefits.

Complete 12

Monitoring and evaluation

Summarise outline arrangements for monitoring and evaluating the intervention.

Complete 13

Contingency plan

Summarise outline arrangements for contingency management such as fall back plans if service implementation is delayed.

Complete 14

Conclusion Summarise overall approach for project management at this stage of project.

Complete 15


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2 Evidence of similar projects

WBC has had proven success in delivering a number of highways projects and in working with

Balfour Beatty. Table 7 provides a summary of key similar projects delivered by Warrington

Borough Council and Sections 2.1-2.5 provide additional detail.

Table 7: Evidence of Similar Projects

Project Cost Delivered to time Delivered to budget

Warrington East Transport Strategy Phase 1: Birchwood Pinch Point

£5.4m Yes Yes

A49 Winwick Road / A50 Long Lane junction improvement scheme

£2.4m Yes Yes

Skyline Drive £11m Yes Yes

Centre Park Link £19.35m TBC TBC

Time Square £101m TBC TBC

Source: Warrington Brough Council

2.1 Warrington East Transport Strategy Phase 1: Birchwood Pinch Point

This project consisted of several junction improvements along the A574 Birchwood corridor at the

Oakwood and Moss gate roundabouts. The scheme also included a new bus only link between

Ordnance Avenue and Faraday Street. The works finished in July 2016 at a cost of £5.4m.

The scheme was delivered through funding obtained from the growth deal from the Cheshire and

Warrington LEP, as well as local contributions from Warrington Council and Birchwood Park. The

project was delivered by Balfour Beatty and managed through the SCAPE National Civil

Engineering and infrastructure Framework.

The project facilitated a welcome increase in road capacity and eased congestion for 10,000

vehicles that travel through the junction each day. The project had a strong emphasis on economic

development, with the scheme successfully providing more amiable local traffic conditions which

helped to attract more small and medium enterprises to the Birchwood area.

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2.2 A49 Winwick Road / A50 Long Lane junction improvement scheme

The scheme consisted of major improvement works at the A49 Winwick Road/A50 Long Lane

Junction and encompassed the complete removal of a roundabout with the replacement of a traffic

signal cross roads junction. The works were completed in November 2011. The scheme cost was

£2.4m.

The junction improvements were financed by two funding sources, the Local Transport Plan and

the from developer contributions from the Orford Park project and Carrington Wire development.

The scheme brought about a number of benefits including congestion relief along the A49, as well

as improving accessibility to bus services and improving road safety conditions for cyclists.

Relevance to Western Link:

WBC had to deliver a major junction improvement scheme that involved working within a live

carriageway and dealing with significant statutory undertaker works. This was aimed at improving

the efficiency of the junction in all directions by better balancing the traffic demands.

WBC has learned the following from the A49/A50 scheme that will influence the future delivery of the

Western Link:

● Delivery of a major scheme using the statutory powers in the Highways Act 1980;

● Managing live traffic whilst a major scheme is being constructed, something that will be necessary

in progressing major junction tie-in for the Western Link; and

● Liaising, negotiating and enacting statutory undertaker diversions, including major jointing, to

ensure that the scheme did not impact on wider services. This was done in a cost-effective

manner through WBC’s ongoing relationships with the various undertakers.


The scheme was aimed at reducing the significant levels of existing, acute traffic delay experienced

based on the heavy volumes of traffic moving in different directions over major junctions. These

junctions required significant improvement in their layout and operation to generate better efficiencies

in vehicle movement and reduction of delay. The improvement in the operation of these junctions has

led to journey time savings across the network, which is anticipated to lead to further economic growth.

WBC has learned the following from the Warrington East scheme that will influence the future delivery

of the Western Link:

● Identifying and delivering a major engineering project within a busy highway network, maintaining

ongoing vehicle access safely, whilst delivering the scheme ahead of schedule;

● Delivering a major improvement project to programme and under-budget. The project was

delivered under the target cost estimate; demonstrating effective financial control but the client and

focused delivery by the contractor;

● The scheme was part-funded by the CWEP so Warrington needed to establish procedures for

reporting to the CWEP regarding progress and issues. This means Warrington has significant

experience of working with partners on the delivery of a major scheme and ensuring that effective

reporting streams are in place;

● Dealing with on-site remediation and work stoppages after a significant amount of asbestos was

found on-site, that had to be evaluated, identified and removed off-site; and

● Demonstrating that Warrington can continue to deliver economic growth through focused

investment in the transport network.

●

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2.3 Skyline Drive

The scheme concerned the construction of a new road between Junction 8 of the M62 and Omega

Boulevard via the Royal Mail depot. Skyline Drive opened in December 2015. The new highway

enabled access to the Omega and Lingley Mere site, with access for heavy goods vehicles and

lorries from the motorway made quicker and easier.

The new road was jointly funded by the consortium group delivering the OMEGA development and

Warrington Borough Council. The project had a strong focus on economic growth in Warrington

and enabled the unlocking of crucial development land in Warrington. The scheme enabled

highways users to successfully access one of Warrington’s most important and prosperous

employment sites.

2.4 Centre Park Link

WBC is currently delivering a major transport project at a cost of £19.35m on Chester Road in

Warrington. The new highway link will connect north and west Warrington, opening up new land for

development and providing additional network resilience around one of the most congested links

on the network. The project includes:

● A new major junction constructed around a busy, operating highway into the town centre;

● A major bridge structure over the River Mersey, requiring significant earthworks on the western

side to ensure effective bridge tie-in;

● Undertaking land acquisition and various legal processes relating to bridging rights, to enable

the passage of the new structure; and

● Constructing a new junction within the town centre highway network, next to Bank Quay Rail

Station.


To enable the delivery of the regionally significant OMEGA development, WBC worked with OWL Ltd

(the OMEGA development consortium) to deliver a major highway access from Junction 8 of the M62.

Skyline Drive was the subject a major s278 agreement that has enabled the delivery of major mixed-

use 575ha development on the north side of Warrington, including companies such as The Hut Group,

Plastic Omnium, ASDA, Amazon, Royal Mail, Brakes, Travis Perkins and Hermes. The development

of OMEGA will continue with the next phase delivery of major retail space and 1,100 houses.

WBC has learned the following from the Skyline Drive scheme that will influence the future delivery of

the Western Link:

● Use of the legal procedures to deliver a major highway connected to a major development site;

● How to enable development and generate jobs and economic growth within Warrington – WBC has

learnt how to directly support economic growth within the Borough. This is through the combined

leverage of the engineering skills within Transport for Warrington and the business acumen of

Warrington and Co, the council’s economic delivery arm;

● As part funder of the Western Link, WBC has learnt the necessary skills to deliver within a delivery

consortium; and

● WBC has experience of providing scheme funding as part of the Skyline Drive project, putting in

place rationale and ensuring financial returns for the council.

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The Centre Park Link project has recently gained planning permission and will be on-site early

2018. Earthworks are currently being undertaken to ensure effective tie-in with the new structure

2.5 Time Square Regeneration

The council, in a joint venture with Muse Developments, is currently engaging in a major new development within Warrington Town Centre. The project is currently ongoing and due for completion in 2019, being delivered at an estimated £101m. The works include:

● Demolition and rebuilding of Warrington market, into a new town centre market facility;

● Demolition and rebuilding of the Academy Way car park, providing safer and more secure car

parking for the town centre;

● Major public realm works and pedestrianisation of new town centre public square

● New multi-screen cinema;

● New leisure units for restaurants and bars; and

● New major Grade-A office building in the town centre.


The Centre Park Link scheme is a major highway scheme delivered in partnership with the CWEP.

The scheme has required the undertaking of a procurement exercise to find a suitably qualified

contractor, establishing the relevant statutory authorities, liaising with third-party organisations, land

assembly and undertaking a major public consultation exercise.

WBC has learned the following from the Centre Park Link scheme that will influence the future delivery

of the Western Link:

● Use of the legal procedures to deliver a major highway connected to a major development site,

including obtaining Bridging Rights via the Highways Act 1980;

● Taking a major scheme through the planning process, obtaining planning permission and dealing

with reserved matters during the delivery process;

● Engaging with statutory consultees as part of the delivery process, including Natural England, the

Environment Agency, GMEU and Network Rail. Good working relationships have been fostered

within these agencies and WBC has a deep understanding of their requirements and processes;

● WBC undertook an extensive public consultation exercise that will need to be undertaken as part of

the Western Link project.


Whilst this is not a transportation project, many of the issues encountered in the delivery of the Time

Square development are similar to those anticipated within the Western Link project, these include:

● Requirement to enact compulsory purchase powers to assemble the land for the project

● Requirement to progress through Land Inquiry (related to the above);

● Major structural and civils engineering works;

● Major project management structure required, with multiple organisations, agents and

professionals involved; and

● Required extensive engagement with the public prior to construction and was submitted for

planning permission.

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2.6 Summary

These projects demonstrate Warrington Borough Council’s extensive and successful experience of

delivering schemes across the Borough. They show a successful history of schemes that have

been delivered on time, to budget and have helped further the attraction of working and living in

Warrington. This substantially aligns with the objectives of the Western Link scheme.

When considering the experienced outlined in section 2.5, WBC has shown its ability to deal with a

variety of major issues and has shown experience in key areas important to the delivery of the

Western Link project. The key issues relevant to Western Link include:

● Dealing with all statutory permissions and legal procedures;

● Establishing and maintaining relationships with the relevant statutory agencies involved in the

delivery of major infrastructure scheme;

● Working as part of a delivery consortium, and with other agencies as part-funders of major

schemes;

● Delivering schemes that are shown to generate economic growth and then putting in place

programmes of work to maximise that economic opportunity;

● Engaging extensively with the public and stakeholders, ensuring wide dissemination and

understanding of information;

● Experience of running a procurement exercise and selecting a suitably qualified contractor;

● Delivering major infrastructure projects to programme and on budget;

● Negotiating, acquiring and assembling land required for scheme delivery through a variety of

different mechanisms, including the use of compulsory purchase orders; and

● Designing and delivering major civil engineering projects.

In order to show how WBC has evaluated their experience of previous project, and how the lessons

learned from those projects should influence the Western Link project, WBC has compiled the

Table below that shows the key lessons learned from each of the five project examples outlined in

this section.

Table 8: Key issues

Project Key Issues Relevance Key Lesson Learned

Warrington East Phase 1

● Working in a live carriageway

● Delivering a project with a major funding partner

● The ‘tie-in’ at the A56 and A57 junctions will require working a live carriageway as these are two major A-Roads

● WBC will be joint-funding the Western Link with the Central Government

● Pro-actively manage the traffic management during the delivery period to ensure rapid responses to any unforeseen issues on site.

● Ensure effective reporting and communication methods between parties, with effective recording of responsibilities and actions.

A49 Long Lane Junction

● Undertaking major statutory undertakers work

● Utilising major legal powers to deliver a major scheme

● Western Link requires some major statutory undertaker works

● Land assembly will use the CPO powers as a last resort, bridging rights will be required as part of the scheme, a land inquiry is likely and other Planning Act and Highways Act sections will need to be used to deliver different elements of the scheme.

● Undertake early and extensive GPR surveys and engage with the relevant contacts at each statutory undertaker

● Engage expert legal support early in the process to advise on the content of documents

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Project Key Issues Relevance Key Lesson Learned

Skyline Drive ● Delivering a major scheme to promote economic growth

● Working with a major developer to maximise economic opportunity

● The Western Link releases a major development opportunity on the Warrington Waterfront

● WBC needs to maximise the return on the investment on the Western Link

● Account for the time required to produce the relevant orders between WBC and the developers

● Enable W&Co early to engage with the major landholders, developers and occupiers to bring forward their proposals for development associated with the highway scheme at an early stage.

Centre Park Link ● Assembling land owned by a number of different organisations

● Identification of relevant legal requirements at an early stage

● A high number of land interests have been identified as being required to deliver the Western Link

● Legal powers will be required to deliver Western Link

● Make all landowners with interests aware following a funding commitment and seek to acquire in advance of works

● Engage expert legal support early in the process to advise on the necessary legal works

Time Square Regeneration

● Delivering a complex, multi-disciplinary engineering project

● Identification of relevant legal requirements at an early stage

● The Western Link project requires significant engineering works of varying types, from structural to environmental

● Legal powers will be required to deliver Western Link

● Ensure early contractor involvement and a dedication design team after a funding award

● Engage expert legal support early in the process to advise on the necessary legal works


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3 Programme/Project dependencies

To realise the Western Link programme, a set of project dependencies have been produced, these

are outlined below. The dependencies relate to items outside of the Western Link project team’s

control and upon which progression or completion of the scheme depends:

Table 9: Western Link programme/project dependencies

Dependency Key issues Timeframe Mitigation Contingency Plan

DfT approval of Western Link Scheme OBC

DfT approval of the OBC is required in to order secure the funds to complete the project.

Decision by May 2018

Prepare robust OBC, commission independent review, liaise with DfT over queries.

If unsuccessful WBC will halt the project at the end of stage 3 and seek funding in future rounds of local majors funding.

DfT approval of the Western Link FBC

DfT approval of the FBC is required in to order secure the funds to complete the project.

Decision by Feb 2021

Prepare robust FBC, commission independent review, liaise with DfT over queries.

If unsuccessful WBC will halt the project at the end of stage 4 and seek funding in future rounds of local majors funding.

Approval by the Council executive board to CPO and SUO

The Council Executive board will need to confirm a resolution to implement a CPO for the scheme in order for the scheme to acquire the land needed in the necessary timescales.

Decision by May 2019

Hold advance discussion with executive board members to provide briefing on scheme development. Seek legal and land advice to ensure CPO is justified and appropriate.

Should the executive board not support a CPO, WBC will need to review the reasons for this and amend the scheme to address concerns. Efforts will be made to acquire property by negotiation prior to any CPO.

Procurement of a suitable D&B Contractor

The detailed design and delivery of the scheme requires a suitably experienced contractor to be procured.

Procurement by October 2019

Issue PQQ to identify and shortlist contactors. Review responses to ensure suitable shortlist is created.

Should the procurement not result in an appropriate contractor being identified, the council will need understand the reasons for this and consider re- running a procurement exercise.

Planning permission granted for the construction of the scheme

Planning approval is required for the scheme to progress.

Decision by September 2019

Undertake pre-planning discussions with authority. Prepare necessary EIA and transport assessments in advance and submit for third party review. Allow for call in period in programme.

If planning permission is not granted, WBC will need to review the reasons for rejection and consider amendments to the scheme to enable approval of a revised scheme.

Successful application for works to be carried out in common land (Morley Common)

Approval for works to common land must be gained in order for the scheme to progress. SoS is required to approve the de-registration of common land- additional risk and approval required.

Decision by September 2019

Undertake pre-planning discussions with authority. Identify exchange land as part of design to off-set loss.

If approval is not granted, WBC will need to review the reasons for rejection and consider amendments to the scheme to enable approval of a revised scheme.

Inspector and Secretary of State

SofS finding in favour of the scheme is

Decision by November 2020

Maintain detailed project records and

If the scheme fails at public inquiry, WBC will

33



finding in favour of the scheme should a Public/Land Inquiry be held

necessary for the scheme to progress.

follow approval procedures and review processes set out. Seek legal advice in advance of Inquiry.

need to re-assess the scheme proposals and consider how a Western Link scheme should be taken forward.

Agreement of statutory approvals with Network Rail, the Environment Agency and Natural England

Appropriate approvals must be gained from each body in order for the scheme to be implemented. Failure to secure these approvals will significantly delay the scheme.

Initial approvals prior to planning May 2019, Further approvals prior o construction Feb 2021

Undertake advance discussion with each body to understand requirements. Include requirements in design.

Should approvals not be granted, the scheme will need to be amended to enable approval.

Agreement of bridging rights over River Mersey and Manchester Ship Canal

Agreement of bridging rights is required in order for bridges to be constructed

Prior to construction Feb 2021

Undertake advance discussion with river authorities. Seek legal advice to support process.

Should bridging rights not be granted, the scheme will need to be placed on hold until the rights can be agreed.

Agreeing of works to be carried out in land not subject to CPO (i.e. crown land)

Agreement is required in order for scheme to be constructed.

Prior to construction Feb 2021

Undertake advance discussion with land owners. Seek legal advice to support process.

Should land rights not be granted, the scheme will need to be placed on hold until the rights can be agreed.

34


4 Governance

This section outlines the arrangements, organisation structure and roles within the project

governance structure. An overview of the project governance is presented below.

4.1 Project governance

Figure 7: Project governance structure


WBC are the scheme promoter and delivery agent for Western Link. A summary of the key tiers in

the governance structure is given below:

4.1.1 Warrington Borough Council

WBC are the scheme promoter and delivery agent for Western link. The governance

arrangements, structure and role of Warrington Borough Council for Western Link is set out in

Section 4.1.

4.1.1.1 Executive board

The board is an elected board chaired by the Council Leader. They are the key decision-making

board of elected members within Full Council. The board reviews the progress of the project and

provides corporate and strategic direction for Western Link. Their key responsibilities are stated

below:

● Provides any necessary approvals from one delivery stage to the next;

● Approves the appointment and/or spending over £250,000;


WBC Capital Investment Programme Group

WBC Waterfront Programme Board

WBC Strategic Management Team

WBC EXECUTIVE BOARD Department for

Transport

WBC Western Link Project Executive

WBC Western Link Project Team

External Partner

Warrington &

Co.

External Partner

CWLEP

35


● Provides strategic direction, when required, to the Regeneration and Transport Programme

Boards;

● Reviews and challenges the delivery of the scheme in relation to time, cost and quality

requirements.

4.1.1.2 Strategic Management Team (SMT)

The SMT is the highest level of council officer decision making authority. The SMT includes all the

departmental heads within the council, plus the Chief Executive. SMT is responsible for the

following:

● Making delegated spending decisions, or major spending decisions up to the value of £250k;

● Making major decisions regarding departmental policy;

● Escalating major policy or investment/spending decisions to Executive Board or political

members;

● Providing direction to junior officers on major projects and departmental decisions;

● Managing the operations of all the departments within the authority; and

● Ensuring that all activities engaged in by the departments are scrutinised by the S151 officer.

4.1.1.3 Capital investment programme group (CIPG)

CIPG is the internal council board that makes major spending decisions as it relates to the council’s

capital investment strategy. Essentially CIPG act as a decision-making board regarding borrowing

money for use in capital investment schemes.

4.1.1.4 Waterfront Programme Board

The Board provides strategic direction to the Western Link scheme. The Board is responsible for

identifying risks that require escalation to the Regeneration Programme Board and Executive

Board. The Board also approves the scheme objectives, project plan and programme.

4.1.1.5 External partner – Warrington & Co.

Warrington & Co is an external partner to the Western Link. The organisation is a public and private

sector growth delivery agency. The Homes Community Agency, Cheshire and Warrington LEP and

Warrington Borough Council are long standing members of Warrington &Co. Their key

responsibilities include the direction of activities that relate to land acquisitions, strategic

regeneration and ensuring Western Link delivers in terms of jobs and growth for Warrington.

The organisation ensures that the project falls in line with the wider aims of Warrington Means

Business and helps include private sector involvement in the scheme. Representatives from

Warrington & co are positioned on the Strategic Management Team.

4.1.1.6 External Partner – Cheshire and Warrington LEP

The C&W LEP Executive Board sets the corporate and strategic direction of the organisation. The

financial proposition of the scheme enables the decision for investment to be delegated to the

Performance and investment committee – their principal responsibilities are to ensure the projects

proposed meet the C&W LEP’s strategic priorities and present good value for money.

36


4.1.2 Project Board

The Project Board operate to oversee and scrutinise the delivery of Western Link. The Board will

be accountable to Warrington Borough members. The project management team reports to the

project board and will be responsible for the on-ground delivery of Western Link.

The structure of the project board is displayed in Figure 8 below with their respective roles detailed in Table 10.

Figure 8: Project Board structure


Table 10: Project board roles and responsibilities

Role Who Responsibilities Accountabilities

Senior User Steve Hunter ● Report back to the DfT in accordance with Transport analysis guidance (TAG)

● Represent end users

● Represent

● Ensure end users views fully represented

● Report to TAG

Project Director David Boyer ● Project direction

● Monitor and control project plan

● Organise/chair project board

● Delivery of formal reports to seek appropriate Council approvals

● Direct and control delivery of scheme within approved delegation

Senior Supplier Tom Shuttleworth

● Agree objectives for supplier activities

● Ensure resources available

● Contribute supplier opinions

● Brief non-technical management on supplier aspects

● Manage the procurement of the scheme

● Manage resources to deliver project

● Financial accountability

Project Manager & Project Management Support

TBC ● Manage delivery of the project

● Prepare and monitor Project Plans

● Give direction for work packages

● Report to Project Board

● Planning and development of work programme

Senior Supplier

Tom Shuttleworth

Senior User

Steve Hunter

Project Director

David Boyer

Project Manager

TBC

Project Manager & Project Management Support

Project Executive

37


Role Who Responsibilities Accountabilities

● Manage project delivery through project delivery team and co-ordination of meeting

● Manage allocated funding

● Prepare and report to project board

● Completion of work packages to meet project timescales

● Directing and co-ordination of Project Team resources

Project Manager & project Management Support

TBC ● Oversee the delivery of the works

● Management of risks and issues on a daily basis

● Project reviews

● Cost loaded schedules

● Monthly update reports in accordance with Warrington Borough Council project and programme management processes


4.1.3 Project team

The project team is chaired by the Project Manager and reports to the Project Board. The project

team is made up of the leads of each of the defined work packages and exists to ensure co-

ordination and delivery of the full Western Link. The Project Manager will be supported by Assistant

Project Managers, with duties delegated as appropriate.

Responsibilities of the project team include: management of project risk; programming and co-

ordination of work packages; agreeing key project decisions and escalation to the project board as

required. The project team will remain in place throughout stage 3 and 4 of the Western Link.

The following chart displays the organisational structure of the project team.

Figure 9: Western Link Project Team Organisation


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4.1.3.1 Design Team

During RIBA stage 3, the Design Team will be led by the Design Manager who will report to the

Project Manager. The team will encompass the technical disciplines required to design the Western

Link Scheme together with representation from a contractor and internal council technical teams.

● Traffic Modellers – will update the traffic model to account for scheme and policy changes and

provide outputs to inform updated designs

● Highways Engineers – will lead the design of the route alignment and preparation of a BIM

model

● Structural Engineers – will prepare design for each of the bridges and other structures along the

route, co-ordinating with Network Rail.

● Civil Engineers – will prepare design for drainage and earthworks for the scheme.

● Environmental Engineers – will lead ecology surveys and mitigations, air quality and noise

modelling, landscape design and heritage assessments, co-ordinating with the Environment

Agency and Natural England

● Geotechnical Engineers – will scope further ground investigation requirements and advise on

foundation solutions and contaminated land issues.

● Principal Design Advisor – will facilitate hazard reviews and mitigation

● Early Contractor Involvement – will facilitate provision of cost, risk and construction phasing

advise together with on-site survey management.

● Council Technical Teams – will input to specific design inputs relating to operations and

management

The Design Manager and technical disciplines will be provided by Mott MacDonald. Early

contractor involvement will be provided by Balfour Beatty. Both teams have been engaged in the

production of the Western Link OBC and have extensive knowledge of the project. They are

therefore well placed to continue the design process without delay.

During RIBA stage 4 the design team will be led by the D&B Contractor who develop the detailed

design and target cost for the project.

4.1.3.2 Planning Team

Mott MacDonald will provide a planning lead who will report to the Project Manager and co-ordinate

the activities required to prepare a planning application. The planning team will be formulated from:

● Environmental and Technical consultants from within Mott MacDonald, responsible for

producing an Environmental Impact Assessment and Transport Assessment.

● Flood risk consultants from CH2MHill, with responsibilities including flood risk, modelling and

assessment on development land surrounding the Western Link design and any implications a

road may have on the surrounding water courses and local hydrological setting.

● Consultation consultants Resolve Public Affairs responsible for managing public and

stakeholder consultation exercises prior to planning and preparing a statement of community

involvement.

● Internal WBC communications and planning teams who will support the planning and

consultation processes.

During RIBA stage 4, the planning consultant will be retained to provide advice to the council in

discharging planning conditions. Responsibility for discharging appropriate conditions will be

transferred to the D&B Contractor.

39


4.1.3.3 Procurement Team

The procurement team will be led directly by the Project Manager and will include representatives

of the council’s internal legal and procurement teams. The procurement team will be responsible

for producing procurement documents for issue as part of the OJEU tender. The team will also lead

the review of tender returns and recommend a contractor selection to the Project Board.

At the end of stage 4, the procurement team will be responsible for drafting the D&B contract and

co-ordinating completion ahead of contract award.

4.1.3.4 Land and CPO Team

The Project Manager will lead the Land and CPO team directly. The team will be made up of:

● Land Consultant – Lambert Smith Hampton who will be responsible for undertaking land

referencing, updating land costs and advising on land acquisition

● Legal Advisor – TLT Partnership who will be responsible for advising WBC on CPO, SUO, Blight

and Part1 Claim issues.

● Council Legal and Property Teams who will provide the project team with further legal and

property support.

During RIBA stage 3 the team will prepare relevant legal documents and orders for the scheme

and lead the process of negotiation with land owners. During stage 4 the team will publish the CPO

and SUO, continue land negotiations and lead preparations for a Public Inquiry and potential land

inquiry.

4.1.3.5 Business Case Team

Mott MacDonald’s Business case lead will continue to lead the Business Case Work Package

during stages 3 and 4. They will co-ordinate responses to DfT queries on the OBC during stage 3

and prepare a draft FBC for DfT review prior to Public Inquiry during stage 4. Their inputs will

conclude with submission and approval of the FBC at the end of stage 4.

The business case work package will necessitate involvement from Mott MacDonald Economic and

Social advisors as well as the council finance team.

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5 Assurance

This section sets out the project plan, key assurances and approval milestones part of the Western

Link. The project assurance responsibilities which have been set by the Project Executive are

outlined below.

5.1 Formal assurance and review points

An internal Warrington Borough Council plan has been put in place to ensure the project is

objectively reviewed at key decision points. This ensures that Western Link remains on track and

progresses to the next stage of project development. A number of key review points have been set

and will be undertaken by a review team comprising of Warrington Borough Council officer’s

independent of the Western Link Scheme.

5.2 Statutory Powers/Consent

For all works that take place under Western Link planning permissions, land acquisition,

environmental consents and traffic regulations will be obtained. These statutory undertakings will

pass through the Executive Board and Programme Board approval process before being initiated.

This approval responsibility has been incorporated into the governance arrangements for Western

Link in order to provide assurance that major actions that would contribute substantially to scheme

development have sufficient levels of review and control.

The following are the relevant pieces of legislation that broadly (but not exclusively) cover how

activity will be coordinated as part of the Western Link:

● Highways Act 1980;

● Planning and Compulsory Purchase Act 2004;

● Town and Country Planning Act 1990;

Business Case

Review2019

Pre-Implementation

review2019

Operational Benefits Review

2021

● Confirm the business case

once the OBC has been

approved

● Review scheme design

● Confirm objectives, outputs

and desired outcomes of the

scheme

● Ensure the proposed plan for

delivery and management is

robust;

● Review procurement process

and the contract in place

● Reaffirm justification for the

investment

● Review project risk and

contingencies

● Ensure change control is in

place

● Review benefits realisation

plan and confirm the benefits

are clearly set out

● Assess the contract and

contract management

procedures

● Identify any key lessons learnt

41


● Road Traffic Regulation Act 1984;

● Land and Compensation Act 1973;

● Equality Act 2010; and

● Town and Country Planning Act (Environmental Impact Assessment) 2011.

5.3 Financial Management

The Executive Board will be responsible for making all major financial decisions, or delegating

responsibility for those decisions to the relevant departmental representative. All other approvals

and relevant authorising parties are shown in Table 11.

Table 11: Financial delegation amongst key members of the project governance structure

Role Financial delegation and responsibility

Department for Transport (DfT) Approval authority for the release of DfT funding following submission of a successful MSBC.

Strategic Management Team Responsible for the running of all three departments within WBC. Responsibility for the Western Link falls within the remit of the Director for Economic Regeneration, Growth and Environment.

Capital investment programme Responsible for authority and scrutiny of WBC’s capital borrowing element of the scheme funding.

WBC Waterfront

Programme Board

No financial approval within Terms of Reference.

Waterfront Programme Board makes recommendations to the relevant departmental heads.

Provides oversight of all projects that sit within the ‘waterfront’ project portfolio, of which, Western Link is included.

Western Link Project Board Responsible for the approval of day-to-day exceptions raised by the Project Manager.

Required to report any reports of concern to Programme Board.

Project Manager Responsible for the commissioning of day to day work, approval of invoices and managing the project budget.


In following the Warrington Borough Procurement Guide – legislation that ensures contracts are

managed appropriately - a contracts register will be used to document all contracts that are more

than £20,000 and under £50,000. For contracts in excess of £50,000, these will be presented to the

Central Commissioning and Procurement Team to update the Central Contracts Register.

In order to the manage escalating works or commissions costs, the Senior Responsible Officer and

Programme Manager will contact the project board as soon any variations occur or are likely to

vary. This includes advising the quantum of the variation and potential options to realign

deliverables with the budget where practicable.

5.4 Gateway Process

To monitor the delivery of Western Link the scheme will be managed through Warrington’s

Gateway Process. The Gateway Process is a systematic review process that is undertaken at

critical points for projects which the council deem to be important or high-risk. The system brings

about the following advantages:

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● Compliance with best practice;

● Stakeholder involvement;

● A robust audit trail;

● Setting of relevant and realistic targets; and

● Deployment of skills to a project.

The staged delivery philosophy outlined in subsequent sections has been used to mould the

gateway stages for Western Link. This has led to the inclusion of the following Gateways which

also align with assurance review points set out in section 5.1.

5.4.1 End of stage 3 gateway

This is aligned with the business case review assurance point and will involve Project Board

gateway review and approval of:

● Developed design;

● Stage 3 costs;

● Planning submission;

● Proposed procurement process and documents;

● Any updates to scheme objectives, outputs or outcomes; and

● Proposed delivery process for stage 4.

It will also extend to Council Executive Board Approval of the recommended approach to property

acquisition, resulting in granting the Project Executive Board approval implement the approach.

5.4.2 End of stage 4A gateway

This is aligned with the ‘Pre-Implementation’ assurance point and will involve Project Executive

Board approval of:

● The selected contractor;

● The procurement process followed; and

● The management processes for the next stage including management of risk and change;

It will also be the point at which the Project Executive Board commences implementation of the

approved property acquisition approach.

5.4.3 End of stage 4B gateway:

This is aligned with the ‘operational benefits’ assurance point and will involve Project Board

Approval of:

● Final detailed designs for the scheme;

● Final target cost;

● Construction Contract include distribution of risk and management processes; and

● The Final Business Case, including plans for benefits realisation.

The Project Manager will monitor the progress of the project during each project stage and be

responsible for submitting the stage 3, 4A and 4B information to the Council for review and

43


approval. WBC will draw on the services of third party consultants to assist in the review of the

submitted information. Consultants will be appointed to provided technical review of designs costs.

5.5 DfT Assurance

As the DfT is a primary funding organisation, WBC is required to work within the standards outlined

in the ‘Full Business Case – Guidance for the Technical Project Manager’. This outlines the

process of progressing business cases in Figure 10.

Figure 10: DfT Transport Business Case process

The DfT assurance process is covered by the use of gateways at key stages, these are points

where the scheme promoter (WBC) provides evidence to the DfT regarding continued progression

and funding of the scheme. The current OBC submission would represent the completion of Phase

2 and, if successful, WBC would move onto Phase 3.

Further to the assurance above, WBC has engaged an independent consultant to provide ongoing

scrutiny and review in the development of the business case for submission to DfT. This role will

provide significant independent assurance to the process and be supplemented by a submission to

the DfT regarding their thoughts on whether the OBC is suitable; including an assessment of where

further work is still required.

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6 Delivery programme

Warrington Borough Council is well positioned to deliver the Western Link efficiently and effectively.

The council has committed to proceeding with the next stage of work beyond OBC and progress

preparation tasks from January 2018, working at risk until a DfT decision on the OBC in May 2018.

The project and actions required for delivery are well understood. They have been assessed in

consultation with the full project team and have the support of key stakeholders. Figure 11 below

illustrates the RIBA work stages covered to date and those that will be covered and are described

in this Management Case.

Figure 11: RIBA work stages and Western Link progress

Source: RIBA/ Mott MacDonald

To date RIBA stages 0-2 are complete and the remaining delivery tasks over stages 3-5 have been

split into 6 work packages which are described in more in detail in section 7.0.

The future delivery programme is split into distinct stages as follows:

● Preparation for Stage 3. This includes progression of ecology surveys, further land and legal

reviews including further land referencing; liaison with statutory bodies; liaison with the public

and stakeholders; scoping and arranging access for further survey work as well as liaison with

the DfT over the submitted OBC. The purpose of this stage is maintain project momentum and

place the council in a strong position to commence Stage 3 fully, following fund approval. It

therefore concludes in May 2018.

● Stage 3 which focusses on development of the design and land investigations to a point where

there is appropriate certainty on the route alignment and land requirements to: submit a

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planning application; seek council resolution on CPO and commence procurement of a Design

and Build (D&B) contractor. Stage 3 concludes in May 2019 with a full gateway review.

● Stage 4A during which: a D&B contractor will be procured; planning permission will be

determined and the final CPO will be prepared. Stage 4A concludes in October 2019 with:

Project Board approval of the D&B contractor selection; granting of planning permission and

making of the CPO.

● Stage 4B where the D&B contractor will progress the detailed scheme design and prepare a

target cost. It is also during this stage that a Public Inquiry is expected to occur and a final

business case will be submitted to DfT. Stage 4B will conclude in February 2021 with: a full

gateway review: Secretary of State (SofS) decision on the Inquiry, DfT approval of the FBC and

D&B contract award.

● Stage 5 is the construction stage during which the scheme will be built and be handed over to

WBC. The scheme is expected to be complete in Jan 2024.

Figure 12 provides a high-level delivery programme illustrating the philosophy behind the delivery

methodology.

Figure 12: Western Link Stage 3 & 4 High Level Programme


Tables 12 and 13 provide further detail on the key milestones and associated delivery dates for Western Link.

A full detailed delivery programme is contained in Appendix N.

Table 12: Stage 3 delivery programme – key milestones

Key project milestone Date

WP0 – Project Management

Stage 3 Design and Planning Submission Approval April 2018

Council Executive Board Approval of CPO and SUO April 2018

WP1 – Technical Design and Approvals

Completion of Initial Surveys September 2018

46



Completion of Ground Investigation. December 2018

3D Model Complete October 2018

Developed Design Complete March 2019

Network Rail Form 2 Approved April 2019

Environment Agency Approvals in Principle Feb 2019

Natural England Approval of HRA and Mitigations Feb 2019

Stage 3 Costs Complete April 2019

WP2 - Planning

EIA Complete Feb 2019

Consultation Complete March 2019

Transport Assessment Complete March 2019

Planning Application Submitted May 2019

WP3 - Procurement

Tender Documents Complete May 2019

Approval to Issue Tender May 2019

WP4 – Land, CPO/SUO and Inquiry

Land Referencing Updated Dec 2019

CPO Prepared April 2019

SUO Prepared April 2019

WP5– Business Case

DfT Decision on OBC May 2018

Table 13: Stage 4 delivery programme – key milestones


WP0 – Project Management

Approval of Selected Contractor Oct 2019

Stage 4 Design and Target Cost Approval Jan 2021

WP1 – Technical Design and Approvals

Additional Survey Complete April 2020

Detailed Design Complete Sept 2020

Target Cost Complete Dec 2020

WP2 - Planning

Planning Permission Granted Aug 2019

Pre-Commencement Conditions Discharged Dec 2020

WP3 - Procurement

Tender Documents Issued May 2019

PQQ Returns July 2019

ITT Issued July 2019

ITT Returns Sept 2019

Contractor Selection Oct 2019

D&B Contract Award Feb 2021

WP4 – Land, CPO/SUO and Inquiry

CPO/SUO Published August 2019

Listing for Inquiry Dec 2019

Public Inquiry July 2020

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SofS Decision Dec 2020

Land Acquired for Scheme Feb 2021

WP5– Business Case

Draft FBC Issued Feb 2020

Final FBC Issued Dec 2020

DfT Approval of FBC Feb 2021


Beyond RIBA stage 4 the project will enter stage 5 – construction. The anticipated programme for

the construction period for the Western Link scheme has been produced with the advice of Balfour

Beatty who has been providing the council with early contractor involvement and who have

benchmarked the construction duration against other highways schemes being delivered. The

construction period is programmed to run from February 2021 to January 2024. Further detail on

the construction programme can be found in Appendices K and N.

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7 Implementation of work packages

7.1 Introduction

This section sets out the key work packages for executing the Western Link in an efficient and well

manged manner. The key issues that may affect the delivery and implementation of Western Link

are also stated.

The Project Manager is responsible for ensuring the day to day delivery of tasks and work

packages, as well as reporting to the Senior Responsible Officer and the Programme board to

bring to light any issues with the project programme. The key work packages and project stages

have been highlighted already in Section 6 and further defined by the Work Breakdown Structure

below in Table 14.

Table 14: Western Link stages 3 & 4 work breakdown structure

Stage 3 Stage 4

WP0 3.0 PM Governance and Review

● 3.0.1 Project Team Meeting

● 3.0.2 Project Board Meeting

● 3.0.3 Stage 3 Gate Review

● 3.0.4 Council Executive board meeting

● 3.0.5 Communications and Engagement

● 3.0.6 Project Management Documents

4.0 PM Governance and Review

● 4.0.1 Project Team Meeting

● 4.0.2 Project Board Meeting

● 4.0.3 Stage 4 Gate Review

● 4.0.4 Council Executive board meeting

● 4.0.5 Communications and Engagement

● 4.0.6 Project Management Documents

WP1 3.1 Technical Design and Approval

● 3.1.1 Design Team Meetings

● 3.1.2 Surveys

– 3.1.2.1 Topographical

– 3.1.2.2 GPR

– 3.1.2.3 CCTV Drainage

– 3.1.2.4 GI

– 3.1.2.5 Ecology

● 3.1.3 Traffic Modelling

● 3.1.4 Junction Design

● 3.1.5 Highways Design

● 3.1.6 Drainage Design

● 3.1.7 Utilities Design

● 3.1.8 Structures Design

● 3.1.9 Environmental Design

● 3.1.10 Geotechnical Design

● 3.1.11 H&S/CDM

● 3.1.12 Construction Phasing

● 3.1.13 Appraisals

● 3.1.14 Costing

● 3.1.15 SARS

4.1 Technical Design and Approval

● 4.1.1 Design Team Meetings

● 4.1.2 Surveys

● 4.1.3 Traffic Modelling

● 4.1.4 Junction Design

● 4.1.5 Highways Design

● 4.1.6 Drainage Design

● 4.1.7 Utilities Diversion

● 4.1.8 Structures Design

● 4.1.9 Environmental Design

● 4.1.10 Geotechnical Design

● 4.1.11 H&S/CDM

● 4.1.12 Construction Phasing

● 4.1.13 Appraisals

● 4.1.14 Target Cost

WP2 3.2 Planning Application

● 3.2.1 Planning Team Meeting

● 3.2.2 Screening

● 3.2.3 EIA

4.2 Discharge of Planning Conditions

● 4.2.1 Planning Team Meeting

● 4.2.2 Planning Condition Discharge

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Stage 3 Stage 4

– 3.2.3.1 Ecology

– 3.2.3.2 FRA

– 3.2.3.3 Health Impact Assessment

– 3.2.3.4 Contaminated Land

Assessment

– 3.2.3.5 Noise

– 3.2.3.6 Air Quality

– 3.2.3.7 Heritage

● 3.2.4 SCI

– 3.2.4.1 Consultation

● 3.2.5 Drawings

● 3.2.6 Transport Assessment

● 3.2.7 Submission

WP3 3.3 Procurement (First Stage)

● 3.3.1 Procurement Meetings

● 3.3.2 Preparation

4.3 Procurement (Second Stage)

● 4.3.1 Procurement Meetings

● 4.3.2 Tender

● 4.3.3 Evaluation and Selection

● 4.3.4 PCSA

● 4.3.5 Contract Award

WP4 3.4 CPO, SUO, Land

● 3.4.1 Land Team Meeting

● 3.4.2 CPO

– 3.4.2.1 Preparation

● 4.4.3 SUO


4.4 CPO. SUO, Land

● 4.4.1 Land Team Meeting

● 4.4.2 CPO

– 4.4.2.1 Publication

– 4.4.2.2 Negotiation

● 4.4.3 SUO

– 4.4.3.1 Publication

– 4.4.3.2 Negotiation

● 4.4.4 Public Inquiry


– 4.4.4.2 Inquiry

– 4.4.4.3 Determination

● 4.4.5 CPO/SUO/Implementation

WP5 3.5 OBC/FBC/MSBC

● 3.5.1 OBC DfT Review

4.5 OBC/FBC/MSBC

● 4.5.1 FBC DfT Review

● 4.5.2 FBC DfT Review

● 4.5.3 FBC Update

● 4.5.4 FBC Final


7.2 Work Package 0 – Project Management, Governance, Review and

Communications

Work Package 0 will be led by the WBC Project Manager and includes the activities required to

ensure effective management of the Western Link. This will extend to:

● Management of the project team including project team meetings;

● Reporting to the Project Executive Board;

● Co-ordinating project reviews;

● Preparing and maintaining project documents, such as:

– The project execution plan

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– Financial management plan

– Programme management plan

– Risk management plan

– Quality management plan

– Communications management plan

– Information management plan.

Warrington Borough Council, in partnership with a consultancy firm, will conduct public consultation

and stakeholder engagement. To ensure effective communication of the project to multiple

stakeholders, both the Project Manager and an Officer in the Council’s Communication Department

will be responsible for managing communication with stakeholders.

7.3 Work Package 1 - Technical Design & Approvals

The scheme designer will be principally responsible for the design of the Western Link and are

contracted to deliver the project to completion of stage 3. Work package 1 will be led by the

scheme designer’s Design Manager reporting to the Project Manager, with the delivery team

including the following disciplines:

● Traffic Modelling

● Highways Design

● Drainage Design

● Utilities Design

● Structural Design

● Environmental Design

● Geotechnical Design

● Principal Designer

Responsibilities of the Design Manager and Design Team include scoping of surveys, design and

costing of the preferred route to RIBA stage 3, ahead of a planning application. Hazard

identification and reduction meetings will be held throughout the process.

A key part of the work package will be to obtain the necessary statutory approvals from relevant

bodies based on the developed design. It will be the responsibility of the design team, with support

from the Project Manager, to schedule discussions with key stakeholders and progress the

appropriate documentation to satisfy stakeholder requirements.

The SCAPE Framework will be used to provide early contractor involvement for the design of

Western Link. Acting as a part of the WP1 design team, a contractor will provide: cost advice;

buildability and construction phasing advice; health and safety inputs; survey management and risk

quantification.

The stage 3 design and costs will be presented to the Senior Responsible Officer and third-party

reviewer as part of the stage 3 Gateway review. Advance discussion will be held with relevant

internal council teams to agree the principles of the assessments subsequently formulating the

application.

Stage 4 design will be led by the appointed design and build contractor and will focus on

preparation of detailed design ahead of construction and completion of any outstanding statutory

approvals. Stage 4 Design will conclude with preparation of a Target Cost and submission of a

stage 4 package to WBC for gateway review.

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7.4 Work Package 2 – Planning

A work package specifically related to preparation and submission of a planning application has

been created. This will be led by a planning advisor with a delivery team made up of designers,

Environmental advisors and Transport Planners. There is a close relationship between Work

Package 1 and 2 with many of the delivery team members being involved with both work packages.

The planning application will include an Environmental Impact assessment with the following key

components:

● Ecological Mitigations

● Health Impact Assessment

● Contaminated Land Assessment

● Noise Assessment

● Air Quality Assessment

● Heritage Assessment

● Archaeological Assessment

The Environmental Impact assessment will require a flood risk assessment, a consultant will be

commissioned to provide flood risk modelling and assessment for Western Link. They will utilise

outputs from a flood model to calculate highways drainage and flood risk associated with Western

Link.

The traffic modelling and design undertaken in WP1 will inform completion of a transport

assessment for the scheme.

Further Public Consultation will be undertaken as part of Work Package 2 in support of a Statement

of Community Involvement for the Planning Application. This will be led by a consultant partner and

take the form of a staged process, giving specific focus to sensitive areas of the scheme.

Preparation of the planning application will require consultation with statutory authorities such as

Natural England and the Environment agency. This will be the responsibility of the planning

advisors, supported by relevant discipline leads and the Project Manager.

The planning application will be submitted for council and third-party review as part of the stage 3

gateway review. Advance discussion will be held with relevant internal council teams to agree the

principles of the assessments formulating the application.

During stage 4 of the project, WP2 will focus on discharge of planning conditions and finalisation of

any outstanding approvals. This will be the responsibility of the design and build contractor except

where conditions need to be specifically discharged by WBC in which they will be the responsibility

of the project manager,

7.5 Work Package 3 - Procurement

Work Package 3 will be led by the Project Manager, with support from the WBC procurement office

and legal team. The procurement team will recommend a procurement route to the project board

and will be responsible for preparing and issuing the necessary procurement documentation,

managing the procurement process and co-ordinating the evaluation of responses.

Procurement will be in two stages, with initial contractor selection undertaken on the basis of stage

3 design information via an OJEU compliant process and final contract award taking place following

a period of detailed design (stage 4).

52


7.6 Work Package 4 - Land acquisition, Legal Advice and Public Inquiry

Finalisation of the land required for the scheme will follow from finalisation of the route alignment

undertaken in WP1.

A land consultant will be appointed to provide a full land referencing exercise based on the stage 3

route alignment. This will inform updated land cost estimates and enable the preparation of a

compulsory purchase order and stopping up orders. The CPO and SUOs will be prepared by legal

advisors, appointed by WBC to advise on legal matters related to land, blight and Part 1 claims.

The draft CPO and SUOs will be put forward to the project board and WBC executive board for

approval as part of the stage 3 gateway review. They will also be reviewed with the DfT prior to

being made.

It is anticipated that the project will be subject to a Public Inquiry and WS4 will focus on the

preparation for this. WBC will appoint Legal Counsel to assist with preparation of evidence and

statement of case.

From the point of Council Executive Board resolution on the preferred route in November 2017,

WBC will undertake discussion and negotiation with affected land owners. This will continue during

preparation for Inquiry in order to avoid the need for CPO if possible.

Negotiation over the acquisition of land will be conducted by Officers from Warrington Borough

Council Property and Legal Departments. Officers from the schemes External Partner – Warrington

and Co – will also assist with the negotiation process. This will be considered as the last resort for

the acquisition of the required land.

7.7 Work Package 5 - Business Case

A Consultant will be appointed for the Business Case Development of the Western Link. The work

package will be led by the consultant’s Business Case lead. Drawing on the expertise of an internal

team of transport, economic, social and technical advisors. Financial, Commercial and

Management cases will require direct input from WBC.

Discussion and liaison will be undertaken with the DfT during the OBC review period up to May

2018.

The final business case will be drafted based on the stage 3 design information and presented to

the DfT for an initial review prior to any public Inquiry. Completion of the final business case will be

undertaken following approval of the Target cost by WBC at the end of stage 4, with DfT approval

of the FBC triggering contract award.

7.8 Construction

The construction stage of the project – stage 5 will be led by the appointed design and build

contractor. A nominated Construction Manager and Clerk of Works from the infrastructure Delivery

Service group will oversee the project from the client side

7.9 Key issues for implementation

The table below defines the key issues and risks that have been identified as having the potential

to affect scheme implementation as well as associated mitigation measures to address the

impacts.

53


Table 15: Key implementation issues

Issue Impact Mitigation

Work Package Management and Co-ordination

The division of tasks into distinct packages has potential to create disconnect between the outputs being produced. This could delay the programme whilst issues are rectified or reduce the overall quality of delivery

The Project Management team will be responsible for co-ordinating work package activities to ensure key interdependencies are managed and the overall programme is maintained. This will be reviewed and discussed at project team meetings.

Resource Management The project is likely to experience peaks in work load and other periods of relative quiet for some teams. The right resource needs to be available consistently throughout the project to ensure quality and delivery to programme.

Resource will be planned in advance by each organisation based on the delivery methodology and scope defined in the project plan. This will be monitored and evaluated each month to reforecast demand as necessary.

Information Management. The vast amount of information that is produced needs to be accessible to the right people at the right time. Failure of this could delay the programme or negatively impact third party communication.

The project Information management plan will set out the procedures to be adopted for production, storage and issue of information both within the project team and externally.

Configuration Management. Failure to ensure a consistent basis of design between disciplines or failure to maintain appropriate version control could result in wasted work or poor-quality outputs.

The information management plan will set out a consistent version control procedure for all teams. A common data environment will be used to progress designs.

Communication and Teamwork The delivery team will be large and drawn from a variety of disciplines, backgrounds and companies. Failure to achieve good communication and a spirit of collaboration will negatively impact the delivery programme and quality.

Each will package will hold specific work package meetings to discuss issues. There will be an overall project meeting to maintain communication access work packages. Official communication protocol will be set out in the communications plans but alongside this team days will be held to encourage collaborative working. Co-location of key team members will be utilised at relative points on the programme.

Health and Safety The Health and Safety of project team members and third parties during design and construction will need to be paramount to prevent injury or harm.

The design team will conduct hazard review meeting during the design process to identify and mitigate potential risks. Hazard reduction will continue on site with the contractor conducting regular H&S reviews. All works will need to be undertaken with an appropriate risk assessment and method statement. Key individuals will be subject to specific risk meetings.

Strategy and Objectives The scheme has been developed to meet specific objectives, defines based on the need for intervention. Should these change, the nature of the scheme would need to be reviewed and the intended outputs altered.

Ensure that scheme objectives are based on sound evidence and continue to review their relevance throughout the project.

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8 Risk management

The management of risk and uncertainty will be key to the successful delivery of the scheme, as it

will identify threats to project delivery and enable effective risk management actions to be

assigned. A risk management strategy will be developed and reviewed at key stages of project

development. An affective risk management strategy should include:

● A continuous approach;

● Thorough identification of risks;

● Provide active risk avoidance and mitigation;

● Effectively communicate the risks to the project team;

● Deliver the scheme objectives to cost, quality and time indicators.

8.1 Risk Management Strategy

An effective risk management strategy for the project will be based on the principles for risk

management contained within the OGC PRINCE2 guidance. The procedure for identifying key

risks should follow as below:

● Identify: complete the risk register (as appropriate to the area of the project and/or the producing

organisation) and identify risks, opportunities, and threats;

● Assess: assess the risks in terms of their probability and impact on the project objectives;

● Plan: prepare the specific response to the threats (e.g., to help reduce or avoid the threat), or

this could also be to plan to maximize the opportunity if the risk happens;

● Implement: carry out the above in response to an identified threat or if one occurs; and

● Communicate: report and communicate the above to relevant project team members and

stakeholders.

Risk management needs to be an ongoing process, shown in Figure 13 below.

Figure 13: Risk Management Process

The overall risk management strategy will be owned by the SRO; however, the day-to-day

management of the strategy and project risk will be managed by the Project Manager as the key

55


project officer. As an extension of this, discussion around the risk register will be a standing item on

the monthly Project Board meetings. This should enable active management of the project risks

and wider communication between different members of the project team. This will include a

monthly risk report to document risks and key actions relating to risk.

The process for escalation of risks is outlined below to demonstrate accountability levels within

WBC. Where an individual does not have appropriate accountability, the risk would need to be

escalated and managed at a higher level. Risks may also require escalation if they cannot be

resolved within the Construction or Client team or if the risk has wider impacts beyond Western

Link. The escalation scale is as follows:

● Project Manager;

● Programme Board;

● Senior Responsible Officer;

● Strategic Management Team; and

● Executive Board.

8.2 Current Risk management

There are currently two levels of project based risk management:

● Project Risks: those affecting the cost, scope and timescale for the project; and

● Project Management and Delivery Risks: those presenting wider risks to the client body

These are both discussed below.

8.2.1 Project Risks

Project risks have been assessed as part of the Quantified Risk Assessment (QRA) process

adopted for the Western Link which is discussed further in section 3 of the financial case. In

summary, the QRA process involved the population of risk register by each of the disciplines

involved in delivering the OBC.

The populated risk registers formed the basis of discussion at risk work shops during which the

risks were reviewed, added to/amended and quantified where appropriate. The resultant project

risk register which covers all risks both quantifiable and qualitative risks as well as the full QRA are

contained in Appendix O, but the top ten project risks resulting from this process are:

Table 16: Top Ten Project Risks

Risk Consequence Mitigation

Earthworks - Waste Disposal

Potential for all excavated ground between MSC and St. Helens Canal/Sankey Brook to be contaminated - high cost of disposal to non-hazardous and hazardous landfill

High waste disposal costs; significant truck movements with accompanying H&S and Environmental risks

Where possible minimise excavation into waste deposits - adoption of geocell within design. Increased quantities could be remediation

Vertical alignment tie in difficulties due to existing topography and height restrictions not accurate on OS Mapping and LIDAR

Worst case is the route could not be completed to ensure the safe movement of vehicles and pedestrians and full re-design is required.

Full topographical survey of the preferred route required to confirm horizontal alignment risk can be mitigated. (E.g. through WCML and Walton Viaduct, around electrical grid site)

Utility clashes due to limited corridor for route, including all general stats risks

Costly diversions of high level utilities impacted by the construction of the route. Worst case is multiple high

GPR survey of entire preferred route. Modify alignment of preferred route to minimise diversions

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cost diversions are required to complete route

Cost of acquiring businesses where severance results in whole property being acquired.

Additional Cost of Compensation. Early negotiations with claimants to ascertain likelihood of such a claim being received.

Claims for No Land Taken (where properties have now been avoided through route realignment).

Additional Cost of compensation. Maintain access to all properties during works. Obtain traffic management plans at the earliest opportunity for review.

Weather event, stats diversions delayed, supply chain difficulties

Additional construction activities time and cost.

Robust programme, monitoring and management

Additional Inflationary Effects Additional cost Make allowance in risk register for costs

Poor highway foundation due to Gatewarth Landfill encountered beneath road alignment.

Poor ride quality, high maintenance liability, environmental risk of inducing leachate release from landfill, HSE risk of inducing landfill gas release into drainage runs, potential to destabilise landfill slopes; potential radioactive waste.

Minimise excavation into landfill (after 40+ years, much of the biodegradation should have occurred, hence settlement less of an issue than Arpley) - reinstate capping as required. If earthwork <3m height adopt geocell basal reinforcement; if >3m height adopt pile load platforms to transfer load to either Glacial Soils or Rockhead

Design Scope Changes. Additional time and cost Control and definition of scope by Client and delivery team

Traffic Modelling requires wider WBC network Improvements.

Additional cost of construction work Make cost allowance in capital and risk costs. Assess wider network impacts during stage 3 and design necessary junction improvements.


8.2.2 Project Management and Delivery Risks

WBC also maintains an active risk register that covers wider risks to the council. The top ten risks

are shown in Table 17.

Table 17: Top Ten Project Management and Delivery Risks


Modelling – Western Link is the first test of the new Warrington Multi Modal Transport Model (MMTM)

Incorrect or challengeable modelling data Assurance role being provided by WSP. Modelling work has had input and check from both AECOM and Mott MacDonald.

CPO Approach – Council has unclear approach to Blight issues, and/or scheme requires CPO and has been subject to some opposition.

Public objection to scheme, loss of reputation for council, delay to scheme. Precedence for future schemes.

Employ solicitor to provide legal advice. Agree CPO and blight approach with executive board. Hold consultation events ahead of planning. Maintain close dialogue with directly affected land owners.

Public Inquiry – Inspector decides against the progress of scheme.

Scheme incurs delays and is either not developed or goes through the appropriate statutory channels to challenge the decision

Maintain project records, maintain consistent project team. Employ third party for assurance role and maintain a risk register. Engage solicitor to assist with legal processes and ensure clear vision and consistent treatment of scheme across all professional appointments and internally within the Council, meeting the legislative, economic, social and environmental requirements to justify the scheme coming forward

Network Rail approvals delay or increase cost of project.

Increased cost and programme. Hold early dialogue with Network Rail. Include approval processes in programme. Employ consultant with knowledge of Network Rail processes.

57



Special Parliamentary Procedure (SPP) – if exchange land cannot be offered for affected Commons/open land, scheme could be subject to SPP

Loss of reputation for the Council, delay to project, possibility of elements of the scheme not being able to be delivered.

Investigate options and provide suitable exchange land to avoid SPP

Stakeholder objection. Loss of reputation for council, delay to project.

Hold consultation events ahead of planning. Maintain close dialogue with directly affected land owners and interested parties.

Utilities – additional diversions required and/or statutory undertaker objection to any required CPO is received and remains unresolvable

Additional cost and time, with potential for two public inquiries

Carry out ground survey of area and engage statutory undertakers in scheme development

Ecological mitigation measures required beyond those allowed for.

Additional cost and time. Carry out necessary ecological surveys and hold dialogue with EA and Natural England

Appropriate delivery team is not available.

Additional time and loss of quality. Appoint delivery team early to secure service for project

Failure to obtain Political Support. DfT do not fund scheme. Hold dialogue with MP, Local Members and neighbouring authorities.


58


9 Contract Management

The Senior Responsible Officer (SRO) is responsible for the execution of parties engaged under

the terms of all contracts relating to Western Link. Three contractual arrangements are proposed

for use in the Western Link, these are listed below:

● SCAPE national Civil Engineering and Infrastructure Framework 2015;

● Transportation and Public Realm Consultancy Services Framework 2013; and

● Competitive Dialogue Process, OJEU, Public Contracts Regulations (NEC4 Option C).

The first two of the above contractual arrangements for commissioning work and engaging

companies are well established. WBC intends to undertake engagements over stage 3 and 4

using the first two of these contractual arrangements. This should allow work to progress prior to,

and during, any announcement of a successful funding award from DfT.

RIBA stage 5 (engaging a contractor to deliver a scheme to a target cost price) will require a 2

stage D&B procurement during stage 4 and stage 5 will require NEC4 contract to be issued and

reviewed between WBC and the contractor chosen at the end of the CDP process. This will be

subject to review and clause changes based on the individual positions of both parties. The NEC4

contract will be reviewed and audited by independent consultants as part of the WBC client

assurance provision. Further detail on contract management is detailed in the Commercial Case

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10 Communication and stakeholder

management

10.1 Introduction

This section outlines the key stakeholders who are involved in Western Link, the communications

strategy for the scheme and the communications and stakeholder management plan. Appendices

B and C detail in full the approach taken to date in respect of stakeholder consultation and the

results of that consultation, as well as a forward plan for future consultation as the scheme

progresses through RIBA work stages 3-5 and a full Major Scheme Business case is prepared.

Western Link is a substantial highways infrastructure project, with the potential to impact various

members of the public. Therefore, it is essential to capture the different view-points and consider

them in scheme design and delivery. A stakeholder management plan has therefore been designed

in order to manage the flow of information between both the project team and key stakeholders.

Good communication between both parties is essential in providing a clear understanding of the

Western Link scheme and its acceptance. The management plan will ensure scheme design,

benefits and delivery is clearly communicated.

10.2 Consultation objectives

A number of objectives have been set for the consultation process:

• Raise awareness and understanding of the scheme

• Understand key stakeholder’s views and preferences for scheme design

• Understand the public and political support and acceptability of the scheme

• Provide several opportunities for the pubic to discuss the scheme

• Ensure feedback of the publics thoughts about the project to the Executive Board

10.3 Key stakeholders

Table 18 presents Warrington Borough Council’s stakeholder management strategy for the

Western Link scheme going forward. Here, the stakeholder interest and strategy for managing

stakeholder expectations is outlined.

60


Table 18: Key Stakeholders

Stakeholder Interest Influence Strategy Responsible for consultation

Consultation start

Consultation end

Consultation frequency

Department for transport

National government body supporting transport and travel country wide.

Approval and awarding of funding for scheme


Project Manager

Already involved On scheme completion

Set meetings at set project milestones


Warrington Borough Council are the scheme promoter and take charge for Western Link’s delivery.

They are also responsible for the schemes funding alongside Cheshire and Warrington LEP.

Warrington Borough Council are the Local Planning Authority and will define the planning conditions before and during construction.

Keep informed

Project Manager


Ad hoc as required

Cheshire and Warrington Local Enterprise Partnership

Cheshire and Warrington LEP seek to drive economic growth and create housing and jobs across the region.

The C&W LEP Performance and Investment Committee is responsible for approving the Business Case and release of Growth Deal funding to support the

delivery of the scheme.

Keep informed

Project Manager


Ad hoc as required

Highways England

Operates, maintains and improves England’s motorways and major A roads.

Western Link will form a addition to the Primary route network in Warrington.

Interest in the schemes locations and integration with current highways network in Warrington.


Project Manager

On business case approval

On scheme completion

Ad hoc as required

Warrington & Co

Warrington & Co is an external partner to the Western Link project. The organisation is a public and private sector growth delivery agency. The Homes Community Agency, Cheshire and Warrington LEP and Warrington Borough Council are long standing members of Warrington &Co.

Direct activities that relate to land acquisitions, strategic regeneration and ensuring Western Link delivers in terms of jobs and growth for Warrington.

Keep informed

Project Manager


Ad hoc as required

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Consultation start

Consultation end


Transport for the North

The scheme has been ranked as ‘endorsed intervention’ in the TfN northern scheme review11. This means that TfN recognise the contribution that the scheme would make to the regional economy

Transport for the North (TfN) has endorsed the intervention noting its strong contribution to the labour market and business to business links for goods.

Keep informed

Project Manager



Ad hoc as required

Land Owners

There may be some land take as part of the Western Link Scheme. in this case. consultation and negotiation will be pivotal to the schemes success.

Warrington Borough Council will need to consult relevant land owners once a definitive route has been decided upon.


Press & Communications Officer



Regular meetings during detailed design, then ad hoc as required.

Local residents and community

Arguably the most important of the Stakeholders, they will be the end user of the Western Link scheme.

The community’s views and feedback on design is paramount to the schemes delivery. Sufficient public consultation is required to gauge the community’s thoughts and views on Western Link.


Press & Communications Officer



Press and website releases on business case approval, construction start and scheme completion.

Peel Holdings

Peel have had a strong influence in the North West. They look to refurbish and expand the Port of Warrington.

In response to public concerns over increases in port traffic and congestion, Peel are committed to working with regional stakeholders to lobby Government for funding for surface access transport improvements. Expanding bridge crossings and providing improved transport links through Warrington Town Centre is critical to facilitate the desired growth for Port Warrington

Keep informed

Project Manager



Regular meetings during detailed design, then ad hoc as required.

The Homes and Community Agency (HCA)

The HCA currently own land holdings in the south of Warrington, referred to as ‘Warrington South’ – an area which covers 350ha of land and has the potential to create 6000 new jobs and release land for business equating to 11,000 new jobs.

Homes and Communities Agency support the provision of improved transport access that will enable their land to be developed for housing and employment.

Keep informed

Project Manager



Ad hoc as required

62



Consultation start

Consultation end


Network Rail Network Rail own and maintain the West Coast Mainline, Helsby line and Fiddlers ferry line. All of which the scheme must cross.

Network Rail must approve any works taking place on Network Rail land or assets. Works must be phased and planned to suit rail operations to network rail satisfaction and approval


Project Manager/Design Manager



Regular meetings during detailed design

Source: Warrington borough Council / Resolve

Mott MacDonald | Warrington Western Link 63 Management Case

xx | xx | xx | December 2017 https://mottmac.sharepoint.com/teams/pj-b1092/Shared Documents/06 - Business Case/Documents/OBC/4. Management Case/WL-MMD-07-XX-RP-U-1005 - Management Case DfT submission.docx

10.4 Consultation

Consultation can be split into two parts:

1. Public engagement: delivered through questionnaires and public consultation events across

the Warrington and Cheshire area in two rounds. Initial public consultation as part of project

stage 2A was undertaken during July 2017 and further consultation as part of stage 2B in

September 2017.

2. Stakeholder engagement: A diverse range of stakeholders exist for the Western Link

scheme, as noted in Table 13, for groups that have direct inputs to the Business Case and

scheme design. Consultation with stakeholders was also undertaken in July and again in

September 2017.

10.5 Public Consultation

Public Consultation was conducted in two rounds and delivered through a range of public

consultation events.

The first round of consultation took place during stage 2A in July 2017 and presented 6 route

options for Western Link. The second round of consultation took place during stage 2B in

September 2017 and focussed on the recommended route option.

For both rounds, Warrington Borough Council introduced questionnaires for the public to

answer. This provided an opportunity for the public to first voice their opinion on the six options

presented at stage 2A and then again after a recommended route had been chosen at stage

2B.

10.5.1 First Round Consultation

For the first round of consultation, a booklet containing information on the study area, the alternate

route options for Western Link and the timeline for the Western Link were included. Sixteen-page

booklets with pull out, freepost feedback forms were available at all consultation events and at

local libraries and community hubs to enable people to review the proposals and to have their

say. The booklet explained the proposals in an accessible format and provided a mechanism for

feedback.

The printed document contained the following information: Overview, Aims, Location Context,

Route Options, Yellow Option, Orange Option, Red Option, Pink Option, Purple Option, Green

Option, Route Options Comparison, Timeline and Contact Details. Extracts from the booklet can

be found below in Figures 14 and 15.



Figure 14: Public consultation – Western Link Proposal Booklet



Figure 15: Public consultation – Western Link Proposal Booklet


18 public consultation events were undertaken in July 2017. The dates of the events and their

attendance can be found in Table 18. The consultations were hosted at a variety of places

within the town centre and across the Borough to give as many Warrington residents and

stakeholders the opportunity to attend an event.

Table 19: Warrington Borough Council Public Consultation Events - July 2017

Date Time Location Attendees

Saturday 1 July 10am – 5pm Golden Square Shopping Centre

Over 500

Monday 3 July 3pm – 8pm Burtonwood Community Centre

38

Tuesday 4 July 3pm – 8pm Orford Neighbourhood Hub 67

Wednesday 5 July 3pm – 8pm Appleton Parish Hall 87

Thursday 6 July 3pm – 8pm Walton Hall, 47

Friday 7 July 3pm – 8pm The Peace Centre 168





Over 500

Monday 10 July 3pm – 8pm Waterside Inn 112

Tuesday 11 July 3pm – 8pm Winwick Leisure Centre 9

Wednesday 12 July 3pm – 8pm Woolston Neighbourhood Hub

58

Thursday 13 July 3pm – 6pm St John’s Community Church Hall

44

Friday 14 July 5pm – 8.30pm Whittle Hall Community Centre

43


Over 500

Monday 17 July 3pm – 8pm Birchwood Leisure Centre 33

Tuesday 18 July 4.30pm – 8.30pm Lymm Village Hall 18

Wednesday 19 July 10am – 5pm Golden Square Shopping Centre

Over 500

Thursday 20 July 3pm – 8pm Kings Community Centre 250

Friday 21 July 10am – 5pm Sainsbury’s, Santa Rosa Boulevard

323


Overall, 2,236 people provided feedback either via feedback forms left at the public exhibitions,

in the post or online at www.warrington.gov.uk/westernlink.

At the 2011 census, Warrington had a total population of 202,200, of which 49.6% are male and

50.4% are female. In 2016, it was estimated that the current population of Warrington is

208,800. Therefore, this represents an approximate 1% response rate from the population of

the Borough.

1,972 people answered the question “Please indicate what your current view is on the proposal

for a Western Link scheme”

● 43% are supportive of the proposal for a Western Link scheme (846 respondents)

● 52% are not supportive (1,029 respondents)

● 5% had no view (97 respondents)

1,633 full postcodes were received from the 2,236 responses, which shows that 62% (1,018) of

all responses came from within the WA5 1 (Great Sankey, Sankey, Cromwell Avenue, Old

Liverpool Road, Hood Lane) and WA5 2 (Penketh, Cuerdley) postcode areas. These postcodes

cover well populated areas most impacted at the northern end of all six routes. From this

breakdown of the 1,018, 319 out of 451 from WA5 1 and 349 out of 567 from WA5 2 did not

support the Western Link project108 out of 451 from WA5 1 and 165 out of 567 from WA5 2

supported the project. The remainder either held no view or did not answer this question.

A further 210 responses were received from within the WA4 6 (Walton, Higher Walton, Chester

Road, Gainsborough Road) postcode areas. This postcode area is largely affected by the

southern end of all six routes. Of the 210 responses from this postcode area, 103 did not

support the Western Link project and 97 supported the project. The remainder either held no

view or did not answer this question.

1,228 responses came from WA5 1, WA5 2 and WA4 6. 771 responses in these postcode areas

did not support the Western Link project. Overall, responses largely came from postcodes close

to one or more of the proposed routes.

http://www.warrington.gov.uk/westernlink



.

11,907 people answered the question “Which option for the Western Link do you prefer?”

● 16% preferred the Yellow option for the Western Link (309 respondents)

● 6% preferred the Orange option for the Western Link (104 respondents)

● 31% preferred the Red option for the Western Link (593 respondents)

● 6% preferred the Pink option for the Western Link (105 respondents)

● 8% preferred the Purple option for the Western Link (158 respondents)

● 5% preferred the Green option for the Western Link (97 respondents)

● 28% had no preferred option (541 respondents)

Further public consultation events took place in September 2017 on a recommended route. A

further questionnaire was circulated which invited qualitative feedback on the chosen route. A

booklet containing information on the route, results of the previous consultation and

amendments to the route were included. Eight-page recommended route booklets with pull out,

freepost feedback forms were available at all three public exhibitions and at local libraries to

enable people to have their say. The booklet explained the recommended route proposals in an

accessible format and provided a mechanism for feedback.

The printed document contained the following information: Recommended Route, Summary of

Previous Consultation, Overview of Route, Amendments to Route, Timeline and Contact Details

Extracts from the booklet can be found below in Figure 16. A full analysis of the consultation

results is included in Appendix B.

Figure 16: Extracts from the Western Link Proposal Booklet




10.5.2 Second Round Consultation

The dates and times of the events for stage 2B and their attendance can be found in Table 20.

The consultations were hosted at locations key to the recommended route as well as a town

centre location to allow interested parties an opportunity to attend an event.

Table 20: Warrington Borough Council Public Consultation Events September 2017


Saturday 23 September 10am – 5pm St Werburgh’s Community Hub

117

Sunday 24 September 10am – 5pm The Peace Centre 354

Monday 25 September 9am – 5pm Golden Square Shopping Centre

Over 500


Overall, 758 responses were received either via feedback forms left at the public exhibitions, in

the post or online at www.warrington.gov.uk/westernlink



However, of these, 196 responses were left blank, therefore 562 people have provided written

feedback on the recommended route. Of the 562:

● 83% responded online (469 respondents)

● 17% responded via feedback forms returned at events or via the freepost address (93

respondents)

Key topics raised in written feedback included:

Table 21: Consultation Feedback

Key Topic Comments Received Scheme Response

Noise, vibration, air quality, light pollution

141 Comments received

‘It won't ease traffic congestion in the long term and will increase air pollution.’

‘Far from alleviating congestion problems in Warrington I think the red route will draw more traffic to Warrington with consequent noise & air pollution and congestion for residents.’

Should funding be approved, the project proposals would be subject to a full Environmental Impact Assessment as part of a planning application.

Impact on community facilities and green spaces e.g. Morley Common, Sankey Valley, Trans Pennine Trail, BMX, Moore Nature Reserve

112 comments received

‘I am totally distraught at the current proposal to build a high-level bridge and road across Morley Common which will have a devastating impact on our views and quality of life.’

‘Concerned with the loss of green space in Sankey Valley.’

The scheme has been designed to have as little impact on community facilities as possible. The Council is sensitive to the fact that Morley Common is a well-used public space with facilities including football pitches,

changing areas and a playground. Should the

scheme receive major scheme funding from Central Government, the Council will replace any facilities affected at Morley Common.

Will invite additional traffic avoiding Mersey Gateway


‘This will cause further problems as people avoiding the Mersey Bridge may use this road.’

‘We need something to stop the Widnes bridge toll-avoiding traffic coming through Warrington instead for free.’

The Mersey Gateway bridge is now open. The Council is currently in ongoing discussion with Halton BC and has an agreed Memorandum of Understanding that if traffic levels in Warrington increase as a consequence of the bridge, then discussions can be entered into with Halton BC regarding mitigation for those impacts.

The Western Link is not being designed with a traffic capacity the same as the Mersey Gateway. It is intended that the

Western Link will connect north and south Warrington but, due to some fixed, physical considerations, will only be designed to cater for local trips across Warrington.

Not needed/waste of money/won’t solve the problem/incorrect solution/move the problem from one area to another


‘There will be greater congestion in and around the surrounding areas affected by the road.’

‘As with most of the proposed routes you are just moving traffic congestion from one area to another.’

Modelling work highlighted that the scheme has a positive impact on traffic congestion at key pinch points within

Warrington. This included both Brian Bevan Island and Bridgefoot Gyratory and also on the A56 and A57 as drivers

choose to use the Western Link for journeys that currently have to negotiate the town centre via Mersey Street and Wilson Patten Street.

The modelling assessments have also shown a significant reduction in the delay experienced at junctions across the town centre and an improvement in north-south and south-north journey times.




Further transport modelling work will estimate the wider impacts should the scheme be successful in gaining major

scheme funding.

Building road to bring forward development will neutralise the relief the road brings

77 comments received.

‘The new proposal will not ease any congestion as it comes with 4000 new houses to be built on the route causing more gridlock.’

‘Whichever route you choose the impact on the town’s traffic will not be relieved if you continue build properties at the present rate.’

The Council’s draft Local Plan, with the issue of housing and business site allocations around the borough, proposes areas of housing and employment around the Western Link. The traffic modelling undertaken for Western Link includes proposed development and the road and junction designs take account of the anticipated traffic flows.

Nature conservation/impact on wildlife


‘Dreadful. A complete blot on the landscape, which will result in destruction of the environment.’

‘This should not be allowed we should keep our green space and not create an urban concrete jungle. We need to save our green spaces, wildlife etc.’

Should funding be approved, the project proposals would be subject to a full Environmental Impact Assessment as part of a planning application.

Most logical/appropriate route choice


‘I would support this, mainly because it is an option that adds an additional crossing over the Ship Canal to alleviate traffic issues at Bridgefoot and along Chester Road. It will provide better connectivity across Warrington and prevent economic development being stifled by the horrendous traffic.’

‘It is clear Warrington needs something being done about the congestion in Warrington particularly when there is a problem on the M6, M62 and M60 which places Warrington at gridlock particularly in areas such as Bridgefoot and Stockton Heath. I agree the Red Route appears to be the better option.’

The project team has undertaken a number of technical assessments in addition to analysing the feedback from the public consultation. All the routes were appraised in a multi-criteria appraisal known as INSET, which matches the DfT’s appraisal guidance. This considers factors such as design, cost, deliverability, equality, environmental impact, social impact, public consultation response, cost-benefit analysis and other factors. The Red Route performed best based on this appraisal process.

Cromwell Avenue 57 comments received.

‘I understand the need to ease congestion on the town centre but what is not clear is the impact this will have on Cromwell Avenue and the areas surrounding.’

‘Whilst I feel for the residents who are going to have that eyesore foisted on them, my concern is Cromwell Ave. Pity the poor people trying to turn right out of St Greg's/Peace Centre. Cromwell Ave is only single lane, has a number of roundabouts, and is backed up twice a day.’


scheme funding.




Impact on traffic congestion (e.g. will worsen)


‘This new road will only result in extra congestion as traffic is brought into the already clogged road system.’

‘Will make traffic in Warrington worse.’

Modelling work highlighted that the scheme has a positive impact on traffic congestion at key pinch points within

Warrington. This included both Brian Bevan Island and Bridgefoot Gyratory and also on the A56 and A57 as drivers

choose to use the Western Link for journeys that currently have to negotiate the town centre via Mersey Street and Wilson Patten Street.

The modelling assessments have also shown a significant reduction in the delay experienced at junctions across the town centre and an improvement in north-south and south-north journey times.


scheme funding.

Consultation criticism/ Criticism of Council/ Lack of information


‘The original questionnaire was designed in a way to support your case for the road. There was no option to state that you completely disagreed with the road, just which is your 'preferred option'. The option was to state an actual route or no preferred option... This statement can be misconstrued on so many levels and I applaud you for your total dishonesty in constructing the questionnaire as you have done.’

‘The way the council has not approached residents about the plans other than via social media is a sham and how can you expect respect for your considerations if you yourselves fail to consider the very people that pay your council tax.’

This Consultation Report outlines the consultation held at both stages of the project.

At each stage, the details displayed were based on the latest information available to the team.

Highway safety e.g. children walking to school


‘I strongly object to the Western Link it will not ease congestion in Great Sankey it will make matters worse and create dangers for pupils at St Gregory's High School where there will be a large intersection.’

‘Against red route because of the safety issues in relation to the amount of traffic as well as children attending local schools.’

All new roads are built to meet strict safety standards. Crossing points be developed as part of the next stage of design.

Impact on residential and commercial properties/ Compulsory purchase


‘I think this route is unrealistic and not at all viable, people are going to lose their homes and it's the first dreadful step towards the desecration of our town.’

‘A great option with the minimal impact on local residences.’

The scheme has been designed to affect as few residential and commercial properties as possible. We will continue to work with affected residents and business owners as the scheme progresses.



Source: Resolve

10.6 Future Consultation

Stage 3 consultation to support a planning application will need very careful consideration and

this is covered in detail in Appendix C, ‘Forward Consultation Plan’.

It is proposed that the pre-application consultation for any planning application would be done in

two steps, with a third consultation step post-submission of the planning application. This will

enable us to engage often and regularly, providing the community with ample opportunity to fully

discuss their views and see that comments are being taken on board wherever possible.

Working alongside specialist partners and stakeholders, we will discuss and agree a detailed

strategy to engage with the wider community, as well as those most affected by the project. We

will seek support and, where appropriate, input into the strategy from WBC Elected Members,

local community leaders and groups, including those representing hard to reach groups, to

ensure we reach all those likely to be affected by and interested in the project.

A thorough consultation process will be discussed and agreed, so that issues that arise can be

identified, considered, and as far as possible, seek to reach agreement on those issues.

Three steps are suggested as follows:

Table 22: Proposed consultation process

Application Step and Step aims Strategy Proposed

Pre-application Step 1

This would happen before wider community engagement.

The aim of this step of consultation is to establish a consultation methodology through engagement with key stakeholders. A further aim is to engage with those most affected by the route through workshops – in order to have a detailed discussion about concerns.

Meet with relevant members of the Council Leadership, including Senior Officers, to discuss the strategy for consulting with the community and stakeholders. Meet with the relevant Warrington Borough Council Ward Members to discuss the strategy for consulting the local communities most affected. Brief the Full Council and agree with Members the engagement strategy. Additionally, agree a strategy for working with the affected homeowners/businesses and communities.

Host workshops for communities (residents and businesses) affected by the route. Invitation would also include key community leaders within these areas. Workshops would allow for in-depth discussion of issues.

Hold bespoke events to facilitate discussion with groups to reach agreement on arising matters from the previous consultations such as:

● Access to/from Saxon Park

● Hood Lane

● Baronet Mews garages

Hold face to face meetings with directly affected residents and business owners with support and advice from WBC legal/CPO team.

Meet with the leadership of the neighbouring authorities of St Helens and Halton.

Meet with other senior stakeholders, such as MPs, Statutory Bodies, Cheshire & Warrington LEP, Cheshire Partnership, Warrington Chamber of Commerce, local transport providers and the like to discuss the route and outline the proposed community consultation.

Offer presentations to all Parish Councils affected by the route being taken forward.

Pre-application Step 2

This stage would form the principle element of public and stakeholder consultation.

Launch promotional campaign to publicise consultation events to the wider community:

● Media releases

● Newspaper advertisements



Application Step and Step aims Strategy Proposed

The aim is to reach a broad audience of consultees and stakeholders in order to undertake meaningful consultation which would inform any possible amendments to the proposed route.

● Online advertising

Write to all those previously engaged with at Stages 2a and 2b to advise of upcoming consultation events and/or stakeholder events as appropriate.

A 3D flythrough would help consultees to visualise the route. This should be displayed at the community consultation events and shared via social media and with local media outlets.

Regular media releases and social media posts will be issued to encourage people to view the proposals and comment.

Feedback from the public consultation will be discussed with the project team to ensure that this informs the proposals wherever possible.

Produce Statement of Community Involvement to support the planning application.

Post-application engagement

Step 3

The aim of this step is to continue engagement with consultees and stakeholders and to help manage any issues which arise through the consultation.

Undertake a ‘You Spoke We Listened’ communications exercise post-submission of the planning application. This would catalogue the key amendments made to the scheme as a result of pre-application community consultation. It would also help to maintain dialogue with communities and stakeholders as the planning application progresses through the planning system.

Continual engagement Ongoing engagement with consultees, stakeholders and the community will be managed through media releases and social media posts, direct mailings to affected individuals, local communities and stakeholders.

Source: Resolve



11 Project reporting

11.1 Delivery reporting

Reporting requirements for the project are aligned with the project hierarchy defined in section

4. These are explained further below.

11.1.1 Work Package Reporting

Each work package lead will be responsible for reporting to the Project Manager. During project

stages this will take the form of a fortnightly ‘snapshot report’ which captures:

● Items progressed in the past 2 weeks;

● Items planned to progress in the next 2 weeks;

● Information required;

● Key Risks; and

● Progress against programme and key deliverable dates.

This report will enable the project manager to assess the most pressing issues and to set the

agenda for fortnightly project team meetings. Project team meetings will serve as a further

opportunity for key issues to be reported and discussed with the Project Manager and for the

Project Manager to disseminate information within the Project team, ensuring that members are

up to date with accurate information.

Work Package leads will be required to submit a formal end of stage report at the conclusion of

each project stage. This will also align with the issue of key deliverables and inform the Project

Manager of their status.

11.1.2 Project Reporting

The Project Manager reports to the Project Executive Board. Reporting will take the form of a

monthly report capturing:

● Items progressed in the past 2 weeks;

● Items planned to progress in the next 2 weeks;

● Information required;

● Key Risks;

● Progress against programme and key deliverable dates; and

● Financial status of the project.

The format of this report is purposefully aligned with the work package reporting format to allow

efficient transfer of information, however only significant risks or issues requiring escalation

beyond the project team will be captured. Escalations are only taken to the Executive Board if

there is a significant spend authority required and/or major policy decisions need to be made.

This is in line with ‘exceptions reporting’ as in Prince2.

Inclusion of financial status allows expenditure to be reviewed as well as any changes to

programme funding.

The Project Manager will attend monthly project executive board meetings to discuss the

contents of the report and to maintain contact with senior officers. Senior officers will be



expected to feedback any important information to the Project Manager for dissemination to the

project team.

The Senior Responsible Officer will maintain a close working relationship with the Executive

Board and provide progress reports enabling the board to be in a position to provide guidance

on project decisions.

11.1.3 Reporting beyond the project board

The Project Manager and project board have the responsibility to inform the Waterfront

Programme board and Capital investment programme group of any notable project

developments throughout the programme.

However, planned reporting beyond the Project Executive Board will only be at the end of

project stages prior to other major project milestones. In cases where the milestone requires

approval by either Waterfront Programme Board, Capital Investment Programme Group,

Strategic Management Team or Council Executive Board, a report will be produced by the

Project Manager and approved by the Project Executive Board. The report will make a

recommendation on the action to be taken and be supported by the appropriate evidence. The

Project Manager and Senior Responsible officer will attend the necessary meetings to present

and discuss the report.

11.2 DfT Reporting

Reporting to the DfT will take two forms:

● Regular reporting during the delivery programme;

● End of stage reporting tied to milestones.

11.2.1 Regular reporting during the delivery programme

The Project Manager and Senior Responsible Officer will engage the DfT in a quarterly

reporting mechanism to update on progress and raise key issues. This reporting will serve as a

means of maintaining regular contact with the DfT to provide reassurance that the project is

being delivered appropriately. It will also enable both parties to discuss pertinent issues to the

project and identify any actions that need to be undertaken.

11.2.2 End of stage reporting

A formal report will be submitted to the DfT at the end of the key project stages defined in

section 6. These are outlined below.

11.2.2.1 Outline Business Case

The Council is committed to progressing with scheme development whilst the OBC is being

reviewed but recognises the need to respond to DfT comments on the OBC prior to May 2018

and to attend a panel review session. The DfT’s primary point of contact will remain as the

Senior Responsible Officer and Project Manager who will draw on support from the project team

as required.

11.2.2.2 End of Stage 3

At the end of stage 3, in May 2019, the scheme will have progressed to the point where a

planning application can be submitted and there is sufficient certain on route alignment to

commence property acquisition. The end of stage 3 report will therefore include:



● Update on scheme design and costs;

● Update on scheme and project risks;

● Confirmation of WBC approach to property acquisition; and

● Confirmation of procurement route.

11.2.2.3 End of Stage 4A

Stage 4A will conclude in October 2019 with a decision on planning and selection of a D&B

contractor. A report will be issued to the DfT noting:

● The outcome of planning determination;

● The selected contractor and procurement report.

11.2.2.4 Draft Full Major Scheme Business Case

A draft of the final Major Scheme Business Case (MSBC) will be submitted to the DfT for review

during stage 4B and prior to an anticipated public inquiry. This will allow the DfT to review and

comment on the emerging document and provide both parties with an understand of the

requirements for completing the MSBC. The completed MSBC will be submitted at the end of

stage 4B.

11.2.2.5 End of Stage 4B

Stage 4B concludes in 2021 with a final detailed design, agreed position on cost, final business

case and the outcome of a public inquiry. Reporting to DfT on the following would therefore be

appropriate:

● Final designs;

● Final costs;

● Risk position (including proposed allocation);

● Proposed construction contract;

● Outcome of public inquiry; and

The items above will all be contained in the final business case however, and so the FBC is the

form in which the above will be reported to the DfT.

11.2.2.6 End of Stage 5 - Construction

Whilst the project is on site quarterly reporting to the DfT as 11.2.1 will be maintained. An end of

stage 5 report will be issued to the DfT following completion in 2024. This will include:

● Any changes to the scheme implemented during delivery;

● Final Costs;

● Handover and close out report.

11.2.2.7 Following Completion

Following completion of the scheme on site, reporting will follow the procedures outlined in the

monitoring and evaluation plan contained in Appendix U.



12 Benefits realisation

This section outlines the approach to managing the realisation of benefits of the Western Link.

Benefits in this context are referred to as ‘a measure of the improvement that will be enjoyed by

the organisation’. The benefits of any transport investment often play a crucial part in the

justification for intervention. Therefore, identification of the benefits of Western link and how they

will be measured is subsequently required.

A detailed benefits realisation plan has been produced and is included as Appendix T, to define

how the benefits of Western link will be identified and measured. Included in the plan are the

key beneficiaries of the scheme, outcomes, baseline measures, responsibility, and timeframes

for each of the key strategic outcomes. The table below provides an overview of the key

benefits.



Table 23: Benefits Realisation plan overview

Scheme Objectives

Enabling Objectives

Scheme outcome

Benefits experienced Who will benefit

Benefit Ownership

Enablers required to realise the benefit

Scheme Objective 1: Relieve congestion and improve air quality in Warrington Town Centre

Reduce volumes of through traffic passing through the town centre



● Refreshment of town centre air quality

● Reduction in traffic noise within the town centre

● Safer pedestrian conditions


● More attractive place for investment and town centre regeneration

● More employment and recreational opportunities

Residents, businesses, and visitors to Warrington.






Free up town centre capacity for bus, public realm and active travel improvements



● Reduced journey times for town centre public transport services

● More reliable commuter times for employment in the town centre.

● More reliable journey times for leisure trips into the town centre

● More reliable bus travel times and enhancement of bus services.

● Greater accessibility within the town centre and to its many services.

● Raising business and retail occupancy rates within the town centre and supporting Warrington’s redevelopment plans

Residents, businesses, visitors and Warrington Borough Council


Warrington & Co.


● Modifications to town centre highways network and public walkways

● Proposals for public realm improvements




Relieve severe pinch points on the network, including Bridgefoot Gyratory and Brian Bevan Roundabout

● Reduced traffic flows at key pinch points and entering the town centre.

● Reduction in town centre congestion, delay and queues at town

● Better journey quality for highways users journeying to the town centre

● Less noise and air pollution at town centre pinch points



Residents, businesses, pedestrians and cyclists.








Scheme Objectives

Enabling Objectives

Scheme outcome


Benefit Ownership


centre pinch points

● Reduced vehicular greenhouse gas emissions in the town centre

● Reduction in travel times travelling to town centre

Contribute to improved air quality in the Warrington town centre Air Quality Management Area

● Reduction in vehicular emissions in the town centre as a result of reduced traffic flows.

● Improved air quality in the town centre.

● More pleasant and safer pedestrian conditions


● Contribution to meeting national air quality targets

● Helping to refresh the town centre environment and attracting further investment

Residents, businesses, visitors, pedestrians and cyclists.



● Landscape remediation works

● Enhanced air quality monitoring programme


Scheme Objective 2: Improve connectivity between North and South Warrington

Improve local connectivity, by delivering additional route choice and reducing the ‘barrier effect’ caused by the River Mersey, Manchester Ship Canal and railway lines

● Extra capacity added to highways network

● Extra crossings of River Mersey and Manchester ship canal added.

● Increase in vehicle route choice.

● Reduced queues and delays at existing crossing points.

● Improved network resilience against impacts of



● Greater accessibility across Warrington

● More efficient business, freight and commuter movements across Warrington

● Increasing network resilience and prevention of highways degradation

Residents, businesses, Peel holding and visitors to Warrington







Scheme Objectives

Enabling Objectives

Scheme outcome


Benefit Ownership


uncontrollable bridge swings

Improve strategic connectivity, by making Warrington more resilient in case of incidents on the ‘Motorway Box’

● Reduction in travel times between strategic network and west Warrington and the town centre.

● Increased network resilience with fewer delays and congestion in times of incidents on the wider strategic network


● Greater highways resilience and reduced network degradation

● Better connection with the strategic network and improved commercial and freight movements

● Greater opportunities for business growth

Residents, businesses and motorway users


Highways England


● Effective signing strategy and dissemination of information relating to diversions along Western Link


Strategic Objective 3: Unlock key development land to support the growth aspirations of ‘Warrington Means Business’ and the Warrington Local Plan

Deliver access to the next phase of the Warrington Waterfront Masterplan


● Realisation of Warrington Waterfront development.

● Job creation








Residents, future residents, businesses, developers, investors and WBC


Warrington & Co

Housing developers


● Accepted proposal for Warrington Waterfront development




Deliver improved access to Port Warrington

● Construction of Western Link and associated junction to facilitate highways

● Enhanced freight operations and distribution with the wider region


Residents, businesses, developers, investors, wider Northern


Warrington & Co





Scheme Objectives

Enabling Objectives

Scheme outcome


Benefit Ownership


access to Port Warrington development.

● Operation of enhanced intra-modal freight facility at Port Warrington

● Improved access to development

● Job creation



● Warrington established as a destination for logistics and manufacturing



economy, and Peel Ports

Peel Ports

TfN

● Engagement with Freight and Logistics Partners on Port Warrington proposals to understand how WL can enhance development options

● Development of Port Warrington intra-modal freight facility

● Engagement with TfN on how freight operations at Port Warrington can benefit wider transport and freight strategy

Deliver access and capacity to support new housing developments

● Construction of Western Link and associated junction to facilitate highways access to Arpley Meadows.



● Enhanced quality of life


● Growth of the town and contribution to Warrington’s redevelopment aspirations

● Tax benefits for Warrington Borough Council

Residents, future residents, developers and WBC


Warrington & Co

Housing developers




● Acceptance of Warrington 2017 Draft Local Plan

Deliver access and capacity to support the development of employment land


● Job creation





Residents, businesses, developers, wider Northern economy and investors


Warrington & Co







Scheme Objectives

Enabling Objectives

Scheme outcome


Benefit Ownership



Strategic Objective 4: Support the continued growth of Warrington’s economy within the Northern Powerhouse

Deliver journey time savings for commuters travelling into, out of and within Warrington

● Reduced congestion and delays across network

● Reduced journey and commuting times


● Greater network efficiency

● More efficient freight operations

● Greater access to a wider employment pool

Residents, commuters, businesses and freight operations



● Effective Integration with existing highways network – modifications to signage strategy, road markings, footpaths and to road layout

Provide better access to growing employment sites in and around Warrington, including Omega, Lingley Mere, Sci-Tech Daresbury, Warrington town centre and Birchwood

● Improved accessibility to key employment areas in western Warrington

● Journey time savings

● Job growth

● Higher GVA


● Better linkages between Warrington’s major employment sites and its workforce

● Supporting the growth of Warrington’s key employment sectors and specialist commercial activities


Residents, businesses, Omega, Lingley Mere, Sci-Tech Daresbury, Warrington town centre and Birchwood



● Marketing and education plan for use of Western Link and best routing when travelling across Warrington


● Engagement with TfN over best integration of Warrington’s specialist commercial activities within the NPH

Strategic Objective 5: Make Warrington a more attractive place to live

Provide access to new green and recreational space between the River Mersey and the Manchester Ship Canal




● Increasing the use of Warrington’s green areas




Residents, visitors and local health services


Mersey forest


● Successful reclamation of Arpley and Gatewarth landfill sites

● Effective marketing campaigns to encourage the use of Warrington’s redevelopment green areas


Support the implementation of new public transport and

● New cycle paths constructed



Bus operators, residents, businesses, pedestrians,



● Effective Integration of Western with new highways network associated with Warrington Waterfront development – modifications to



Scheme Objectives

Enabling Objectives

Scheme outcome


Benefit Ownership


active travel routes associated with the Warrington Waterfront development

alongside western link



● Increased transport access

● Improved S/T

● Increase in active travel in west Warrington


● Increased revenue for bus operators

cyclists and health services

Mersey Forest

signage strategy, road markings, footpaths and to road layout


Support the Warrington Health and Wellbeing Strategy’s vision to work together for stronger neighbourhoods, healthier people, a vibrant and resilient economy and greater equality across all our communities

● Increased active travel in Warrington

● Increase in business occupancy rates and business start-ups in west Warrington

● Job growth

● Construction of housing

● Reduction in accidents in the town centre






Residents, future residents, businesses, local health services, highways users and investors


Warrington & Co.


● Enhanced cycling and walking Infrastructure








The overall benefits plan will be owned by the Senior Responsible Officer. The individual

benefits of the scheme will then be passed to specific staff within Warrington Borough Council

who will then take ownership of the individual benefit. Responsibility then rests with the relevant

party for monitoring and reporting on the delivery of the benefit to the Senior Responsibility

Officer.



13 Monitoring and evaluation plan

13.1 Introduction

Monitoring and evaluation are essential parts of any infrastructure project. It provides an

opportunity to improve performance by reviewing past and current activities, with the aim of

replicating good practice in the future and eliminating mistakes in future work. This section

outlines the monitoring and evaluation plan for Western Link.

13.2 Monitoring and evaluation

Warrington Borough Council and Cheshire & Warrington LEP have a responsibility to report on

how funding is being utilised for Western Link and how its expenditure represents value for

money to the taxpayer and how spending aligns with Western Link’s main objectives.

DfT guidance ‘Monitoring and Evaluation Framework for Local Authority Major Schemes’ forms

the basis of the monitoring strategy alongside the Cheshire and Warrington LEP Assurance

Framework.

The DfT guidance has been produced to provide a consistent approach to reporting a schemes

value for money and conducting review in a proportionate and targeted approach. The

document sets out the requirements for the monitoring of schemes and outlines three tiers of

monitoring and evaluation, these are:

● Standard monitoring

● Enhanced monitoring

● Fuller evaluation

Western Link follows the enhanced monitoring practice as the scheme is greater than £50m in

value. The scheme will be monitored against a set of standard measures, these can be found in

Table.21. The various monitoring measures are considered in terms of the key stages of the

scheme, these are:

● Inputs (i.e. what is being invested in terms of resources, equipment, skills and activities

undertaken to deliver the scheme).

● Outputs (i.e. what has been delivered and how it is being used, such as roads built, bus

services delivered).

● Outcomes (i.e. intermediate effects, such as changes in traffic flows, modal shifts).

● Impacts (i.e. longer-term effects on wider social and economic outcomes, such as supporting

economic growth).

Table 24: Components of enhanced monitoring

Item Stage Type of information provided Data Collection timing

Rationale

Scheme build

Input ● Programme/project plan assessment

● Stakeholder management approaches

● A review of the risk register and assessment of the impacts

During delivery Knowledge



Item Stage Type of information provided Data Collection timing

Rationale

● Assessment whether the scheme is on track

Delivered scheme

Output ● Full description of scheme outputs

● Identification of the any changes to the scheme since funding approval.


● Assessment of whether the scheme has reached the intended beneficiaries.

● Identification of changes to mitigation measures.


Accountability

Costs Input ● Outturn investment costs.

● Analysis of risk in the elements of investment costs.

● Identification of cost elements with savings.

● Analysis for cost elements with overruns.

● Outturn operating costs.

● Outturn maintenance or other capital costs.


Accountability

Scheme Objectives

● Identification of the main objectives.


Accountability

Travel demand

Outcome ● Road traffic flows on corridors of interest.

● Patronage of the public transport system in the area.

● Counts of pedestrians and cyclists.



Travel times and reliability

Outcome ● Travel times in the corridors of interest.

● Variability in travel times in the corridors of interest.



Impact on the economy

Impact ● Travel times/accountability changes to businesses

● Employment levels and

● Rental values



Carbon Impact ● Effect of the scheme on carbon in the area of interest.



Noise Impact ● Effect of the scheme on noise levels at important receptor locations.



Local air quality

Impact ● Effect of the scheme on local air quality in the area of interest.



Accidents Impact Effect of the scheme on traffic accidents in the area of interest.



Source: DfT



Aligned with DfT monitoring guidance, Warrington Borough Council will also follow the guidance

for the engagement process. Therefore, Warrington Borough will:

● Submit a detailed monitoring and evaluation plan to DfT within 3-6 months prior full approval

submission.

● Monitoring and evaluation plans will be published on Warrington Borough Council website

and will be available to the public.

● Provide progress reports on the evaluation process to DfT.

● Provide an initial report based on data collection at least once a year following Western Link

opening.

● Provide a final report based on ‘one year after’ data and data collected approximately after

five years of Western Link opening and publish within six years of scheme opening.

This process between Warrington Local Authority and DfT is illustrated below in Figure 17.

Figure 17: Monitoring and evaluation engagement process between Local Authority and DfT

Source: DfT

13.3 Resourcing

A project assurance team has been included within the project structure to ensure that

independent officers/consultants are available to provide scrutiny on project activities. They will

provide expert advice and questioning on key decisions and undertake project auditing activities

on behalf of the Project Board.

Through the WBC Frameworks for consultancy procurement, the council has access to

organizations that provide project auditing service. WSP have been selected for this role. In

addition, WBC contains an in-house organization termed ‘Audit Warrington’ that provides



assurance services. The assurance team will be responsible for ensuring monitoring and

auditing occurs at key project management stages.

The following budget has been identified for future monitoring and evaluation activity related to

Western Link:

● Data Collection:

– Interim (during construction) process evaluation: £5,000

– Economic evaluation surveys: £5,000

– Trafficmaster data: NA

– ATC counter data: NA

– Land value change assessments: £10,000

– Air quality monitoring: £5,000

– Stakeholder satisfaction survey: £5,000

– Dependant development survey: £5,000

● Analysis and reporting:

– Reporting and management: £20,000

– Baseline report: £10,000

– Annual reports: £5,000

– End of construction report: £10,000

– Plus one year completion report: £20,000

– Four year post completion report: £20,000

The total budget outlined for the monitoring and evaluation activities above is £115,000.

13.4 Reporting

Monitoring and evaluation will be reported in three stages:

• Scheme delivery – reporting on scheme build, scheme delivered and cost measures.

• One year after scheme delivery – primary aim to understand the impact of Western Link on

journey times and travel patterns.

• Up to five years after the scheme – reporting on the longer-term impacts, this includes the

economy (jobs and development), accidents, travel patterns and review in line with the

scheme objectives.

13.5 Evaluation

The delivery and likely benefits of Western Link are demonstrated below in a logic map which

shows causal pathway between the objectives of the scheme to the outcomes and impacts

which will address the objectives. It also shows what inputs are required to deliver the outputs

that are needed to realise those outcomes and impacts.



Figure 18: Western Link logic map




To evaluate the success of the scheme, and whether the objectives defined for the Western

Link have been met, a structured outline monitoring and evaluation plan has been established

which is included as Appendix U. Monitoring and evaluation has been divided into two parts:

1. Monitoring of project delivery, which focuses on scheme inputs and outputs; and

2. Monitoring of the achievement of the scheme objectives, which focuses on impacts and

outcomes.

The monitoring and evaluation of the project’s construction and delivery is set out in Table 3.

Table 3: Monitoring of project delivery (inputs and outputs)

Aspect of project delivery

Method of monitoring Timeframe Responsibility

Delivery of Western Link to timeframe


● Review of risk register and assessment of impacts

● Project review during scheme design and build.

● Site inspections

Ongoing throughout delivery and construction


Delivery of Western Link to budget



● Analysis of risk in the elements of costs.





Delivery of Western Link to specification


● Review of risk register and assessment of impacts






Table 4 shows how the scheme objectives and related enabling objectives, (which are

effectively non-target based outcomes) will be measured. Each enabling objective has a

performance indicator which acts as a proxy for the success of the scheme. The methodology

for the associated data collection is also listed.



Table 4: Western Link outline monitoring and evaluation plan: achieving objectives

Objective Enabling objective/outcome

Performance indicator Methodology Timing Responsibility

Relieve congestion and improve air quality in Warrington Town centre

Reduce volumes of through traffic passing through the town centre

● A percentage reduction in traffic flows entering the town centre

● Pre & post implementation ATC counter

● Pre or during delivery / post opening (up to 5 years)

● Warrington Borough Council

Free-up town centre capacity for bus, public realm and active travel improvements

● Increase in active travel in town centre

● Delivery of town centre regeneration proposals

● Reduction in bus travel times through the town centre

● Non-motorised user counts

● Land value change assessments

● Monitoring of completed regeneration projects

● Traffic master analysis



Relieve severe pinch points on the network, including Bridgefoot Gyratory and Brian Bevan Roundabout

● A percentage reduction in traffic flows at key town centre pinch points

● A percentage reduction in queue lengths at pinch points

● A percentage reduction in traffic delay at pinch points

● Pre & post implementation ATC counter

● Pre & post implementation queue lengths

● Traffic master data analysis



Contribute to improved air quality in the Warrington Town centre Air Quality Management Area

● Reduction in vehicular emissions within the town centre and AQMA

● Pre & post air quality monitoring using air quality measurement facilities



Improve connectivity between North and South Warrington

Improve local connectivity, by delivering additional route choice and reducing the ‘barrier effect’ caused by the River Mersey, Manchester Ship Canal and railway lines

● A percentage reduction in travel times when travelling across Warrington and to the town centre.

● Reduction in queue lengths and delay at existing crossing points.


● Pre & post implementation queue lengths

● During delivery/post opening



Improve strategic connectivity, by making Warrington more resilient in case of incidents within the ‘Motorway Box’

● A percentage reduction in travel times when travelling between west Warrington, Warrington town centre and identified locations on the surrounding motorway network.


● Highways England Data analysis




Unlock key development land to support the growth

Deliver access to the next phase of the Warrington Waterfront Masterplan

● Number of planning applications submitted as part of the Waterfront development.

● Business surveys & economic evaluation surveys







aspirations of ‘Warrington Means Business’ and the Warrington Local Plan

● Number of jobs created

● Number of business start-ups associated with the Warrington Waterfront development.


Deliver improved access to Port Warrington

● Number of jobs generated by Port Warrington

● Increase in business occupancy


● Ex-post economic impacts study on impact of scheme



Deliver access and capacity to support new housing developments

● Number of houses built ● Land surveys

● Market Analysis study



Deliver access and capacity to support the development of employment land

● Number of jobs created

● Number of business start-ups

● Increase in business occupancy





Support the continued growth of Warrington’s economy within the Northern Powerhouse

Deliver journey time savings for commuters travelling into, out of and within Warrington

● A percentage reduction in journey times between Warrington’s strategic network and Warrington town centre

● A percentage reduction in travel times when travelling across Warrington

● A percentage reduction in journey times between Warrington and town centre

● Traffic master data analysis ● Pre or during delivery / post opening (up to 5 years)


Provide better access to growing employment sites in and around Warrington, including Omega, Lingley Mere, Sci-Tech Daresbury, Warrington town centre and Birchwood

● A percentage reduction in journey times from strategic network & across Warrington to the following employment destinations:

– Omega;

– Lingley Mere;

– Sci-Tech Daresbury;

– Warrington town centre; and

– Birchwood.

● Traffic master data analysis ● Pre or during delivery / post opening (up to 5 years)






Make Warrington a more attractive place to live

Provide access to new green and recreational space between the River Mersey and the Manchester Ship Canal

● Number of people using redeveloped Arpley and Gatewarth tip areas

● Increase in active travel in Warrington

● Active travel surveys




Support the implementation of new public transport and active travel routes associated with the Warrington Waterfront development

● Number of bus services routing to and within Warrington Waterfront

● Increase in cyclists using the Trans Pennine trail

● Increase in active travel in Warrington





Support the Warrington Health and Wellbeing Strategy’s vision to work together for stronger neighbourhoods, healthier people, a vibrant and resilient economy and greater equality across all our communities.

● Increased cycling levels and Walking within west Warrington

● Increase in business occupancy rates and business start-ups west Warrington

● Number of houses built

● Reduction in highways accidents in town centre



● Business surveys

● Land surveys

● Assessment of road traffic collision






14 Contingency Plan

It is important to consider what might happen to the project should there be a threat to delivery.

Given there are a range of risks in the project delivery and management risk registers, it is not

possible to account for every scenario. However, on the basis that one or more risk events

occur that can potentially affect the project deliverability set out in this management case,

contingency measures are outlined below. These relate mostly to ensuring that the impacts of

the project are as close to cost neutral on the Council balance sheet as possible.

In the event the council is unable to construct the highway following the necessary land

acquisition and the project being halted before the beginning of RIBA stage 5 – construction

stage, the council would need to accept that the money spent to date on the pre-construction

and design works would be abortive and need to be halted. The council would have an

obligation to conclude the design works up to the pre-construction point and notify the

contractor that they would not be taking forward the construction contract.

The council would then assess the key land assets acquired as part of the scheme. As CPO

would be the background to land acquisition it is likely that, in the first instance, land belonging

to previous owners would be offered for sale back to the previous incumbent on a ‘first refusal’

basis. If previous owners did not wish to repurchase the land, then WBC would re-market the

properties and holdings to try and cover the potential capital outlay for the land.

In terms of progressing a highways scheme, WBC would continue to investigate low cost alternatives in an attempt to deliver on some of the objectives identified as part of the scheme development.



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