This report (Document “A”) advises Members of the intention to undertake two separate procurement exercises, both in excess of £2 million, to construct the improvement schemes at Great Horton Road/Horton Grange Road (tender 1) and the Toller Lane/Carlisle Road and Thornton Road/Cemetery Road junctions (tender 2) in accordance with the requirements of Contract Standing Order 7.2.1 (CSO 2021/22).

 

Recommended –

 

That the Committee note the contents of this report and the proposed timings of the procurement of the CIP scheme construction contracts. 

 

 

(Julian Jackson/Richard Gelder/Chris Bedford)

((01274) 433766, 437603, 437645)

The report of the Strategic Director, Place (Document “A”) was presented to members to advise them regarding the project to improve transport options, focusing on specific location which were identified as problematic as they were congested at peak travel times in both the morning and afternoon.

 

The project had reached the stage where members were being advised of two separate procurement exercises to deliver improvements to pedestrians, quicker bus journeys and a variety of forms of transport with a value in excess of £2 million per scheme.

 

Tender 1 related to Great Horton Road/Horton Grange Road and Tender 2 related to the Toller Lane/Carlisle Road and Thornton Road/Cemetery Road junctions in accordance with the requirements of Contract Standing Order 7.2.1 (CSO 2021/22).

 

The West Bradford Corridor Improvement Plan (CIP) formed part of the Government
funded West Yorkshire-plus Transport Fund, The aims of the scheme were to

 

·         reduce congestion

·         improve bus journey times

·         improve air quality

·         increase road safety at key congestion points on the highway network

 

 

The CIP schemes would also support growth in jobs, businesses and housing developments in the immediate areas and the wider district.

 

The report contained the intended benefits of both schemes to give Members an appreciation of the scale of the projects to be undertaken.

 

Using a corridor based approach, schemes for improvements to bus journey times on the western section of the A6177, paying particular attention to known congestion points formed part of wider aspirations for transport.

 

The report provided details of each of the schemes with details of the ‘Business Realisation Plan’ (BRP) to demonstrate how scheme objectives translated into benefit categories.

 

·           Improved journey time reliability for highway users, specifically buses
·     Improvement in air quality for local residents through reduced congestion in
      the locality

·           Investment leading to job creation and additional housing;
·     Improvement in levels of active modes including cycling and walking;
·      Improvement to the west of Bradford
·      Improved road safety
·     Improved strategic route connectivity to central Bradford

 

The tender 2 project aimed at improving the efficiency of the junction by separation of traffic movements, widening on the approach to the junction and enhanced pedestrian crossing facilities.  The scheme will also deliver improved bus services in the form of journey time reduction and reliability.

 

Both projects would go out to open tender and Officers provided Members with details of how these would be assessed as there were numerous factors to take into account as well as cost, such as use of local labour, suppliers and provision of possible apprenticeships.

 

Members were then given the opportunity to ask questions, the details of which and the responses received are as below:

 

·      Would the schemes address car congestion as they were focussed on buses?

·           Officers advised that taking a corridor approach rather than junctions would encourage integrated travel such as bus and cycling and the interventions would reduce bus journey times

 

·      Were any figures on numbers of bus passengers?

·           Officers advised that the information could be obtained and that bus numbers would increase over time with the improvements made

 

·      The schemes provided increased access for cycles and motorcycles in a shared space with cars.  Should it not be cycles and pedestrians sharing space?

·           Officers advised that there was insufficient budget and space but had included additional segregation wherever possible

 

·      In relation to access to housing – was this for the future?

·           Officers advised that this was a future aspiration

 

·      The Equality Impact Assessment had included pregnancy as a characteristic – how was this considered?

·           Officers advised that a standard template had been used for this purpose

 

·      What were the scheme parameters for value for money and how was it measured?

·         Officers advised that this information was modelled by a colleague who was not present to provide details

 

·      Was there still opposition to the schemes as the risk register heat map showed a number of areas still showing as amber?

Officers advised that it was a standard template and there was a development risk register for all 3 junctions and explained the review process.

 

·      Members welcomed the schemes and asked about the proposal for improved bus routes when these were currently in decline

·           Officers advised that there were incentives from WYCA for increased bus services and that work was underway with bus companies to provide the right services in the right areas.  The decline was a separate issue to be resolved

 

·      One Member asked for more information about natural tree lines and was advised that each scheme included tree, flower and shrub planting with assessments carried out on existing trees as well as bat studies with numbers and locations of planting so that when it goes out to tender it will be determined along with sustainable drainage. 

·           Officers also advised that wherever possible, schemes included maintenance and it was anticipated that some problems with fly tipping would be resolved as a result

 

·      One Member asked about local jobs being created as part of the tender selection process and was advised that prospective contractors have to answer 4 questions which are then scored up to 5 – this accounts for 10% value of the tender with the other 90% consisting of price.  The nature of these questions was not complete and the actual numbers of jobs created could not be given.  The main issue would be the provision of longer term jobs as these projects were short term.  The portfolio holder also commented that there would be a variety of factors which would contribute to additional Social Value

 

·      What was the intention for the car park at Cemetery Road/Thornton Road?

·         Officers advised that there was no intention to change the parking restrictions.  Pay and display would be a consideration from a maintenance aspect and may be investigated

 

·      One Member asked about timescales for deliver and was advised that these would be set by WYCA but had been subject to slippage.  The tendering process should be ready to start in November of 2021.  For Toller the process was not so advanced and there was an amount of consultation still needed

 

·      Was there anything in place to manage traffic disruption when schemes were underway?

·           Officers advised that work would be ready to start early 2022 and that engagement questions in the tender would address traffic management.  It would be a challenge and it was suggested that work would be done out of hour or with traffic signals

 

·         A Member commented that consideration had been given to the Sunday market as parking was a pre-existing issue and were advised that it would form part of the consultation process with ‘half’ laybys included to address the issue.

 

 

 

 

Resolved –

 

(1)  That this Committee requests that the comments raised by members, be considered as part of the procurement exercise.

 

(2)  That officers be thanked for a comprehensive and detailed procurement report and look forward to future updates as appropriate.

 

 

Action: Strategic Director, Place.

 

                                                            (Jason Longhurst – 01274 434748)