08 b Connecting Colliers Wood Stage 2 Form RTF by MJ9C04X

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									PROJECT APPRAISAL FORM

STAGE 2: INVESTMENT DECISION


Title:   Connecting Colliers Wood Regeneration Project


MD      [Same as the concept proposal form reference]
number:


Date:    23rd October 2012
PART 1: NON CONFIDENTIAL FACTS AND INFORMATION

1.     Decision/Recommendation
1.1    It is recommended that the Investment and Programme Board:

              Approve a GLA capital contribution of £1.563m and a revenue contribution of
               £0.036m to deliver a programme of public realm improvement works
              Subject to LB Merton working with TfL to consider a delivery strategy for the
               public realm improvement works which may see TfL directly delivering some or all
               of the elements
              Subject to LB Merton developing an evaluation strategy including baseline
               information for all agreed outcome measures for GLA approval prior to entering
               into Funding Agreement
              Reject a GLA contribution of £0.4m to deliver the Wandle Links bridge project
              Reject a GLA contribution of £0.37m to deliver the Business Support package

1.2.   The overall value of this package is £1.6m, the GLA investment will be matched by
       £0.82m to be provided by LBM.

2.     Introduction and background
2.1.   Colliers Wood (CW) is located in the north of Merton, and borders the neighbouring
       borough of Wandsworth. It is the second largest shopping area in LB Merton attracting in
       excess of 110,000 shoppers per week. The retail areas include two high streets and
       three major retail parks (The Tandem Centre, Priory Retail Park and Abbey Mills) which
       are host to the UK’s largest Sainsbury’s and London’s 3rd largest M&S. The area has
       very good public transport connections; lying between Colliers Wood and South
       Wimbledon tube lines which gives easy access to Central London. Colliers Wood has
       attractive Victorian and Edwardian residential areas, is a key gateway to the Wandle
       Valley Regional park and provides access to the areas rich cultural and industrial
       heritage via Merton Abbey Mills craft village and market, and the remains of Merton
       Priory.

2.2.   Merton Council has undertaken site capacity and massing studies which estimate the
       area has growth capacity for;
          o 2000-3500 new homes
          o 7000 – 9000 new residents
          o 500,000 sq ft (46,500 sqm) of new commercial floor space which could
             accommodate an additional 500+ jobs

2.3.   Based on this potential Colliers Wood has been identified in the London Plan as an Area
       for Intensification (AFI) to accommodate housing and employment growth. However,
       Colliers Wood is blighted by a number of major physical and economic issues which limit
       its growth potential and which MRF funding is sought to help address;

            Negative perception of the area caused by low quality public realm and
             exacerbated by the August 2011 riots constraining inward investment and
             active use of the District Centre
           o The key arrival point around Colliers Wood station is dominated by the derelict
             Brown and Root tower routinely voted one of the ugliest buildings in the UK.
                 o Developers1, retailers and institutional investors2 have indicated CW’s identity,
                   public realm and blight caused by Brown & Root tower as disincentives to invest
                   despite being in popular SW19 and within a wealthy demographic catchment.
                   Residents have stated that the area “doesn’t feel like a ‘place’ but just the road
                   between Tooting and Wimbledon”
                 o The negative public perception of the area has been worsened by the riots
                   preventing people visiting, shopping and doing business in CW. One business
                   interviewed stated: “Since the riots walk-in trade has disappeared”3.
                 o Post riots, the Tandem Centre4 reported a 15% drop in footfall and Priory Retail
                   Park reported a 30% drop in visitors5.
                 o As of August 2012, Priory Retail Park remains 30% vacant representing a loss of
                   950 sqm (10,000 sqft) floor space as a direct result of the riots (through a burnt
                   out unit)
                 o Large proportion of the shabby shop fronts and vacant units in need of repairs, act
                   as a major disincentive to people visiting the high streets and new businesses
                   locating in the area.6

                     Domination by an oversized congested road network & car-based transport
                      fragments a potential town centre into four poorly linked shopping areas
                 o    Colliers Wood is divided by three major roads; Merton High Street (A238)
                      Merantun Way (A24) and CW High Street (A24), which are up to 6 lanes wide at
                      some junctions and can require up to 6 separate pedestrian movements to cross
                      in places
                 o    The junction of Priory Road and High Street Colliers Wood is a bottle-neck for
                      traffic movements, as is the northbound carriageway adjacent to CW station
                      where vehicles filter into one lane at the start of the Cycle Superhighway
                 o    Colliers Wood High Street is ranked as the worst location in the borough for
                      collisions. High Street CW & Christchurch Road junction has the second highest
                      number of collisions in the borough (based on a 3-year average). The Kingston
                      Road / Morden Road junction at the end of Merton High Street was also identified
                      as the amongst worst performing junctions in the borough.
                 o    The Mayor’s Transport Strategy (2011) and the TfL Sub-regional Transport Plan
                      South 2011 identified Merton as the most congested outer London Borough with
                      CW being the hub.
                 o    The borough is an Air Quality Management Area (AQMA). High Street CW and
                      Merton High Street showed nearly twice the limit for Nitrogen Dioxide particulate
                      levels, representing the worst exceedences in the borough which are directly
                      linked to traffic emissions

           Out of town retail layout and poor urban quality constraining retail viability and
            growth
               o The pedestrian layout is confusing and does not follow desire lines from key
                  transport hubs. This creates a formidable psychological as well as physical barrier
                  to pedestrian movement between different retail zones. Footfall at local
                  Underground stations is 9.8m trips per year7 however the footfall is concentrated
                  and does not spread to Merton High Street or Priory Retail Park8.

1
  Feedback from investors at Sitematch London, (March 2012)
2
  Interviews conducted as part of the Economic Development Strategy refresh (Shared Intelligence, July 2012)
3 Adroit May 2012; and Interviews with Collier Wood businesses December 2011
4
    Jones Lang LaSalle (2012)
5
    Savills / Aegon (2012)
6
    Nathaniel Lichfield & Partners (2011) Merton Retail and Town Centre Capacity Study
7
    TFL Oyster Stats for Colliers Wood (6m) South Wimbledon (3.8m) (2011)
8
    LBM Living Streets Walkability Survey (2011)
               o Despite the Tandem Centre and Sainsbury’s/M&S/Abbey Mills being just a two to
                 three minute walk apart and 6 to 8 minutes from Colliers Wood tube station, 58%
                 of visitors arrive by car, and eight out of ten shoppers drive between retail
                 destinations in CW .
               o The mono-use, size and range of uses inherent in big box retail limits activity in
                 the centre beyond shopping hours, which is compounded by a lack of natural
                 surveillance (from a lack of residential uses at the centre), which has led to
                 heightened fear of crime and anti-social behaviour in the ward.9
               o Independent retailers are located on the high street areas which are not easy to
                 access from the large retail parks and so their ability to benefit the relatively high
                 visitor numbers to the retail parks is limited.
               o The high street areas have repeatedly been described as of poor quality, shabby,
                 unclean and in decline10,11

          The local business economy is struggling
              o Highstreet businesses (retail and services) in the area struggle with growth and
                 survival, leading to a local business offer that is unable to sustain the needs of a
                 fully functioning town centre:
                      CW has just 35.5 businesses per 1,000 residents (17% lower than London
                         average),
                      4 out of 10 businesses in the area have been trading for less than three
                         years (indicating the lower survival rates and acknowledging their business
                         base fragility)
                      16.2% of units (covering both retail and services) in CW are vacant (higher
                         than national average and neighbouring Morden and Wimbledon)
              o Highstreet businesses typically have a fragile business base with associated low
                 turnover and are hence unable to contribute to the local economy growth or jobs
                            8 out of 10 businesses employ four or less people, indicating low levels of
                             business expansion.
                            75% of the areas businesses had a turnover less than £250,000, lower than the
                             London and England average, and only 8.6% (typically associated with the big box
                             retailers) have a turnover of more than £1 million, significantly lower than London
                             average (11.2%)
                            Retail and services attendees at the CW business forums have identified the need
                             for and requested tailored support to help them increase turnover
               o The lack of modern and affordable business space, coupled with the large
                 proportion of the shabby shop fronts and vacant units in need of repairs, act as a
                 major disincentive for new businesses locating in the area and existing ones
                 remaining in the area.12

2.4.       Spurred by the enduring effects of the riots and responding to the catalytic potential that
           the imminent and long desired redevelopment of the Brown and Root tower will bring,
           LBM is seeking MRF funding to help reverse the impact of the riots, kick start the
           regeneration of the area and lay the foundations of further intensification of the area as
           envisaged in the London Plan.

2.5.       The “Connecting Colliers Wood” Regeneration Programme has the following strategic
           objectives aims to address these physical and economic issues-



9
  LBM Annual Residents Survey (2011)
10
   Colliers Wood Business Forum
11
   Nathaniel Lichfield & Partners (2011) Merton Retail and Town Centre Capacity Study
12   Nathaniel Lichfield & Partners (2011) Merton Retail and Town Centre Capacity Study
               Transforming the experience and perception of the area to attract new
                visitors and inward investment by creating a high quality arrival point,
                improving the public realm, reducing the impacts of car dominance, providing
                more space for pedestrians, creating a better setting for local businesses and
                shop front improvements to the high street
               Repairing the fractured town centre by providing better links between the
                area’s retail, heritage and open space assets by repairing, adapting and creating
                new pedestrian and cycle routes to strengthen the coherence of the town centre,
                reduce traffic congestion/dependence and facilitate dissemination of potential retail
                spend across the range of business in the area.
               Establishing CW as a positive and holistic destination to attract new visitors
                by raising awareness of and improving access to CW’s many non-retail ecological,
                cultural and heritage attractions
               Supporting the growth and long-term survival of small local businesses to
                establish a stable town centre offer and economy by improving the business
                models of existing businesses, increasing occupancy and encouraging a mix of
                trade

2.6.    The programme is packaged into two main work streams: the Connecting Colliers Wood
        Public Realm Package and the Connecting Colliers Wood Business Support Package

2.7.    Public Realm Package includes (for map of interventions please see appendix 2);
       Project Strategic       Description     Components                        Funding
                Objective                                                        source
       Christ-  Transforming   A well          CP1– Delivery of a new central    Non MRF
       church the experience designed &        space,in front of the refurbished
       Place    and            legible arrival Brown & Root tower delivered by
       (CP 1 & perception of   point and civic Criterion Capital as part of the
       CP2)     the area       heart of        redevelopment.
                               Colliers Wood.
                Repairing the  By extending    CP2 – Renewal of the public       MRF + LBM
                fractured town the private     realm and transport interchange   match
                centre by      sector funded   at the heart of CW. This is an
                providing      public realm    extension of the developer
                better links   redevelopmen funded piazza as outlined above,
                               t associated    and is focused on improvements
                               with the        to the carriageway and
                               imminent        pavements which form part of the
                               recladding and TRLN, creating a better
                               refurbishment   pedestrian link between the new
                               of the Brown    tube station and the new piazza.
                               and Root        Interventions include new
                               Tower           lighting, trees, cycle parking,
                                               renewed paving, bus interchange
                                               and shopping parade.

       Baltic     Repairing the    Improved          Redesign road as a shared            MRF + LBM
       Close      fractured town   pedestrian        surface street / home-zone with      match
       (BC)       centre by        and cycle         de-cluttered and rationalised
                  providing        access and        parking
                  better links     visual link
                                   from
                  Establishing     Christchurch
         CW as a           Place and
         positive and      Colliers Wood
         holistic          tube station to
         destination       the Wandle
                           Valley
                           Regional Park.
Wandle   Repairing the     Re-               WL1 – Priory Road Junction.           Non MRF –
Links    fractured town    landscaping       Rationalisation and shrinking of      LBM and
(WL)     centre by         and junctions     an oversized road junction. It        TFL (LIP)
         providing links   works to          currently has 6 separate
                           improve           pedestrian phases which prohibit
         Establishing      interconnectivi   convenient pedestrian access to
         CW as a           ty and            Wandle Park, Priory Retail Park
         positive and      pedestrian        and Sainsbury’s/M&S. Delivered
         holistic          access from       by LBM and TFL. This project is
         destination       Christchurch      subject to a TFL modelling which
                           Place to retail   has been included in the
                           destinations,     programme.
                           Merton Abbey
                           Mills and         WL2 – Priory Retail Park.             MRF
                           Merton High       Provision of a raised table / at
                           Street            grade entry treatment to Priory
                                             Retail Park. This will slow traffic
                           .                 speeds at CW High Street and
                                             create more convenient
                                             pedestrian access to Priory Retail
                                             Park, Sainsbury’s / M&S and the
                                             Wandle Trail.

                                             WL3 – Riverbank North. Renewal        MRF
                                             of ageing riverside railings and
                                             paving. Creating better access for
                                             pedestrians and cyclists to
                                             Sainsbury’s / M&S, the Wandle
                                             Trail and to Merton Priory/Merton
                                             Abbey Mills market.

                                             WL4 – Wandle Southbank – For          Non MRF
                                             further information see
                                             complementary projects below.

                                             WL5 – Renew the dated and            MRF
                                             unattractive Wandle Park
                                             boundary fence. Create a new
                                             entrance to the park, design led,
                                             architectural / sculptural treatment
                                             that will be an attraction to the
                                             park and introduce the new
                                             Wandle Valley Regional Park
                                             branding, delivered in partnership
                                             with Wandle Valley Regional Park
                                             gateways project
                                                    WL6 – Wandle Link Bridge.             MRF
                                                    Design and delivery of a new,
                                                    feature, pedestrian and cycle
                                                    bridge linking CW High Street to
                                                    the Wandle Southbank (providing
                                                    direct access on pedestrian
                                                    desire lines to Sainsbury’s / M&S,
                                                    Merton Priory and Abbey Mills).

                                                    This project is currently at pre-
                                                    feasibility stage. LB Merton plan
                                                    to complete feasibility study as
                                                    the first phase of the project. Due
                                                    to the potential complexity of the
                                                    project the GLA have concerns
                                                    about whether this aspect of the
                                                    project can be delivered on time
                                                    and within budget.

       Merton    Transforming   High Street         MHS1 –de-cluttering and             Non-MRF –
       High      the experience improvement         cleansing of high street, provision
       Street    and            works               of new cycle facilities (as an      LBM with
       public    perception of                      extension to the Mayor’s Cycle      TFL LIP
       realm     the area                           Superhighway), introduction of
       improve                                      two new pedestrian crossings and
       ment      Establishing                       creation of six new parking
                 CW as a                            spaces to allow 20 minute parking
                 positive and                       provision to encourage shoppers
                 holistic                           to visit the high streets.
                 destination


2.8.    The review of the public realm proposals concludes that the package could be
        reasonably expected to deliver benefits by addressing the visible physical fragmentation
        of the area. The exception is Wandle Links Bridge (WL6) which is not being
        recommended for support on the basis that it is a potentially complex project, at pre-
        feasibility stage and it is unclear whether this element would be deliverable within a
        reasonable timescale or within budget.

2.9.    A number of complementary public realm projects falling outside the package are due to
        be delivered during the Connecting Collier’s Wood programme period and will both
        contribute to creating a more attractive environment and attracting more visitors:
           WL4 - Wandle Southbank – a project to re-plant and landscape the riverbank to be
              a more attractive environment for leisure. Investment is being sought from Wandle
              Valley Regional Park’s LivingWandle project supported by Sainsbury’s (land owner)
              and M&S Groundwork contributions.
           MPHP - Merton Priory Heritage Project – creating a new visitor attraction in Merton
              to help celebrate Merton Priory’s rich heritage and contribution to education, politics
              and law – as recognised by UNESCO’s Memories of the World register.
2.10. Business Support Package (BSP)
      Project      Strategic     Scope                                                  Funding
                   Objective                                                            source
      Business     Supporting    A pool of 10-15 high-calibre business                  MRF + LBM
      training and the survival  coaches who would work with approximately              match
      Mentoring    and growth of 5 businesses each over a 9 month period (1
      scheme       local         day per month). The mentoring would be
      (BSP1)       businesses    hands on and practical to achieve the
                                 survival, growth and additional profitability,
                                 based on the proved ‘LDA business
                                 Coaching programme”. In total the scheme
                                 would support 50 businesses with the aim of
                                 achieving a 5% increase in sales.

                                      Funding is included for additional workshops,
                                      1-2-1 sessions and seminars (approximately
                                      20 sessions) to be delivered by retail experts.
                                      The content of these sessions is to be
                                      confirmed during the initial set up but may
                                      cover – customer service and marketing, e-
                                      commerce and business growth.

                                      LB Merton have not been able to supply
                                      detail or background work identifying
                                      particular skills gaps, learning needs or gaps
                                      in training provision in the LB Merton area
                                      which are leading to specific economic
                                      problems in the CW area. On this basis it is
                                      unclear whether there is a need for this type
                                      of intervention or what impact it might be
                                      expected to have on the local economy.

      Business        Transforming    The project has two strands –                     MRF + LBM
      environment     the                                                               and private
      and             experience      1) Shop front improvement scheme -                match
      accessibility   and             grants to improve business premises and
      improvement     perception of   shop fronts to increase trade/sales by
      (BSP2)          the area        improving the visibility, attractiveness and
                                      image of the shops and businesses in the
                      Establishing    Town Centre to local residents as well as
                      CW as a         shoppers/customers from outside the area.
                      positive and    This project would include the development
                      holistic        of a shop front design guide to direct the
                      destination     design.

                      Supporting      2) Refurbishment of vacant retail and
                      the survival    service units – refurbishment of vacant
                      and growth of   retail and service space into modern
                      local           affordable premises, proving a range of lease
                      businesses      options to attract new, high quality business
                                      and investors with the aim of diversifying he
                                      offer beyond mini-cab firms, takeaways and
                                      betting shops to more high value products
                                      and services.

                                      GLA notes that these projects are at pre-
                                      feasibility stage, and particularly in terms of
                                      the vacant retail and service units element it
                                      is unclear whether there is a demand for
                                      these units and what the end user strategy
                                      is. This creates a risk that the properties
                                      could be refurbished but not occupied. On
                                      this basis the GLA is not recommending
                                      supporting this workstream.

       Business       Supporting    Existing loan fund provision used to support        Non-MRF
       Loan Fund      the survival  those business unable to acces loans through
       (BSP3)         and growth of traditional routes
                      local
                      businesses

       Marketing      Transforming  This project will include;                   Non-MRF
       and            the            1) A demographic study to understand the
       promotion      experience        target audience
       strategy       and            2) Development of a marketing and
       (BSP4)         perception of     communications strategy
                      the area       3) Delivery of a small programme of
                                        marketing and promotional activities
                      Establishing      which are likely to include –
                      CW as a            Promotions to the local and wider area
                      positive and          (events, leaflets etc)
                      holistic           A new website with associated social
                      destination           media supporting the calendar of
                                            events in CW, project updates
                      Supporting         A ‘Discover CW’ pamphlet
                      the survival  Local business leaders will be engaged to
                      and growth of work with LBM to develop and deliver the
                      local         strategy to support the development of a
                      businesses    more united business community in the area.




3.     What has changed since the Stage 1 Concept Proposal was completed?

3.1.   Since the Stage 1 project proposal was approved in January 2012, the following tasks
       have been undertaken by LB Merton.

3.2.   The scope and detail of the MRF projects has been reviewed. The package now consists
       of a number of projects some of which will be delivered with MRF investment, with other
       complementary projects being delivered by other partners. The package is now
       subdivided into 2 main work streams as outlined in 3.7 and 3.8 above.
3.3.   The economic case for these interventions has been developed and assessed by Adroit
       Economic, commissioned by LBM, whose outcome measures will be used to inform the
       evaluation of the project.
3.4.   A design brief has been commissioned by LBM which established a shared set of design
       principles for Christchurch Place, the area of public realm around the base of the Brown
       and Root Tower. The draft brief outlining the approach and concept has been circulated
       to the key stakeholders, with a final version expected end of October 2012. The brief has
       developed the Christchurch Place (CP1 &2) and Baltic Close (BC) project strands to
       RIBA design stage B.
3.5.   A stakeholder group has been established for the public realm interventions to engage all
       parties in the project, design development and to secure buy in at key design stages.
       This group is made up of the same stakeholders as above, and will include other bodies
       such as the Environment Agency and other landowners at the appropriate phase of the
       project.
3.6.   The match-funding contribution has been agreed drawn from LBM’s own capital funding
       (Economic Development and Regeneration streams) has been re-profiled so that it is
       drawn down before GLA money.
3.7.   Local councillors, community and business groups have been kept informed of the
       progress of the Stage 2 bid. They are supportive and eager to get involved in shaping the
       detailed designs. A programme of community engagement is planned for October 2012
       subject to a successful Stage 2 approval. This will take the designs from RIBA stage B to
       E with regular design reviews and signs offs with partners at the appropriate stages.

3.8.   The GLA has worked with LB Merton to develop a more detailed proposal and this
       development process has been lengthy. Due to the complexity of some of the elements
       and the need to engage with multiple stakeholders the GLA recommends LB Merton and
       TfL discuss delivery arrangements with a view to potentially engaging TfL to directly
       deliver some or all elements of the package.

3.9.   The strategic case for the business support package has been reviewed and remains
       unclear. The delivery plans appear to be at a very early stage of development. For these
       reasons the GLA is not recommending support for these elements.

3.10. Project objectives, outputs, outcomes and evaluation methods

Problem                Objective             Output             Outcome                Evaluation
                                                                                       method
Fragmentation of       Establish a better    -   A new piazza   -   More coherent town - User surveys
the area by road       functioning town      -   Improved           centre             - Business
network limits         centre with reduced       signage        -   Decrease in vacant    surveys
access to and          car dominance         -   Renewal of         commercial         - Town Centre
awareness of high                                public realm       property              Retail Yield
street offer causing                         -   New lighting   -   Increase in local     %ages
high street                                  -   Upgraded           customer base      - Modal surveys
businesses to fail                               shop fronts    -   Change in people’s - Road Traffic
vitality                                     -   Affordable         perception of CW      casualty
                                                 parking        -   Reduction in          surveys
                                                                    Ped/Cyclist Road   - Oyster
                                                                    Traffic casualties    surveys
                                                                -   Increase in
                                                                    sustainable modes
Links between key         Attract/encourage        -   A new piazza      -   Increase walking        -   Modal surveys
hubs                      footfall from Tandem     -   Improved              trips with Dwell time   -   Business
(retail/transport/herit   Centre, Priory               signage               to key areas                surveys
age) do not promote       Centre, M&S/             -   Renewal of        -   Improved turnover       -   Dwell time
pedestrian                Sainsburys Centre            public realm          in local retail             surveys
permeation                and CW                   -   Upgraded          -   Increase activity at    -   Visitor surveys
impacting on sense        underground station          strategic links       Merton Abbey Mills,     -   STP surveys
of disconnectedness       to permeate                                        Wandle Trail and
and vitality              throughout Colliers                                local retail
                          Wood
Public realm is           Improved safety and      -   A new piazza      -   Reduction in            -   Crime
blighted and feels        security in Colliers     -   Improved              perception of fear          statistics
unsafe                    Wood public realm            signage                                       -   Road Traffic
                                                   - Renewal of                                          casualty
                                                       public realm                                      surveys
                                                   - New lighting
                                                   - De-cluttering
                                                   - Increase
                                                       secure cycle
                                                       parking
Town centre function      Reduced negative         - A new piazza        -   Improved business       -   Resident
suffers from              perceptions to attract   - Improved                and shopper                 surveys
perceptions of            more people to CW            signage               confidence              -   Visitor surveys
negative image                                     - Renewal of          -   Greater investment
worsened by the                                        public realm      -   Reduction in
riots preventing                                   - New lighting            perception of fear
people visiting,                                   - De-cluttering       -   Greater permeation
shopping and doing                                 - Increase                of footfall
business in CW                                         secure cycle
                                                       parking
                                                   - Shop front
                                                       improvement
                                                       s
                                                       Street
                                                       cleaning
                                                       Promotional
                                                       activity
Lack of long term         Improve high street      - Training and        -   Maximised impact        -   Business
business                  business models              mentoring             of public realm             surveys
sustainability in the     and occupancy to             sessions              works                   -   Average
area reduces              encourage mix of         - Reduced             -   Improved local              annual zone A
required mix of           trade and maximise           vacant units          economy and                 and secondary
businesses for fully      impact of increased      - Increase in             business and                rents
functioning town          footfall from public         jobs                  shopper                 -   Retail yields
centre, detract from      realm works              - Improved            -   More stable local       -   Employment
sense of area vitality                                 longevity of          businesses                  statistics
                                                       local             -   Better mix of retail
                                                       businesses            and services
                                                     Improved shop       -   More jobs
                                                   front appearance      -   Less vacant shops
                                                                         -   Increase in
                                                                             business rates
                                                                         -   Increase in
                                                                             highstreet spending
3.11. Public Realm project outputs -
         6400 square meters of public realm enhanced through pavement resurfacing,
            crossing rationalisation and space reconfiguration, including brand new public
            square at Christchurch Place
         2 new gateways to the Wandle Valley Regional Park.
         48 items of new street furniture and infrastructure principally cycle stands, trees
            and lighting (number subject to completion of design review process)
         3 new lighting columns & 6 existing columns (switching to white light for a safer
            pedestrian experience)
         Clearance of redundant, inappropriate and ill fitting street clutter (including
            discontinuation of oversized billboards)
         New pedestrian and cycle bridge over the river Wandle

3.12   Business Support projects -
          600 square meters of new retail space and external refurbishment
          High Street Design Guide
          20 shop fronts improved
          16 vacant units refurbished (72 % vacant units brought back into use)
          50 Business receiving mentoring support
          6 new 20 minute waiting and loading bays on Merton High Street

3.13. Quantifiable outcomes

1) Increase permeation of footfall in Colliers Wood town centre
300,000 people arrive in Colliers Wood per week at 4 locations. However, there are only 20,902
pedestrian movements per week at the signalised crossing at the junction of Christchurch Road
and Priory Road. This suggests that less than 10% of people arriving in the area proceed to
use other local amenities. Merton have set a target of 5% uplift in permeation, so that 15% of
all people arriving at Colliers Wood will use the Priory Road crossing.

2) Modal shift
Merton has established sustainable transport levels at Colliers Wood for public transport and
cycling with 1,168 cycle trips per day on Colliers Wood High Street, south of Cavendish Road
and 562 cycle trips on Christchurch road. LB Merton aim to increase this by 10% by 2015.

Currently 16,591 Oyster trips are registered each week day. LB Merton aim to increase daily
Oyster trips by 5% by 2015.

LB Merton aim to increase modal share of walking by 5% at the following locations:
   1. Colliers Wood High Street Jct/w Christchurch/ Baltic Close
   2. Colliers Wood High Street Jct/w Priory Road
   3. Crossing between M&S and Merton High Street
   4. Merton and Colliers Wood high streets

LB Merton do not have current pedestrian counts but will collect baseline information at
strategic nodes this autumn. Merton also expect that the changes to crossings and improved
linkages would create pedestrian time savings as people move around the area e.g. a 2 minute
time saving between the underground station and the Wandle Regional park entrance. When
pedestrian counts are known, the monetary value of these savings can be estimated.
3) Road Safety Improvements
The total number of road traffic casualties in Colliers Wood in 2009/10/11 was 41. LB Merton
estimate that this programme of work will achieve a 15% reduction. Using ROSPA average first
year rate of return13 , a reduction of 6 road traffic casualties equates to £420,000.

4) Occupied commercial space and jobs
The retail support package would aim to support the establishment of 22 new businesses in
empty and/or underused spaces. These additional high street businesses; would safeguard 50
jobs, generate approximately 30 related job opportunities; bring 20 new business into the area,
would help animate the street and improve passive surveillance and security; would attract
additional footfall and interest in the area all of which will help create a sense of street life and
ownership that will lead to a change in people’s perceptions of the area.
5) Private sector match funding generated from shop front improvements
Private sector match funding for façade improvements and vacant unit refurbishment is
estimated to be approximately £145,000. The Merton funded loan scheme would be estimated
to deliver 160k additional finance raised from banks and other financial sources.

6) Annual commercial rents and commercial yield
In 2010 the average annual Zone A rent in Colliers Wood was £350 psm. We would expect an
increase in rents (with an associated increase in secondary rents), LB Merton to advise on
targets during the development of the project. Yield for Colliers Wood is currently not published
by the Valuation Office Agency as it is greater than 10%. Merton would establish an
approximation to this figure with local agents based on property available at the time and
establish an appropriate target increase based on improvements seen in similar schemes prior
to the roll out of the project . At present it is anticipated this would be in the region of 5%.

7) Employment
The bulk of Colliers Wood’s 3,300 jobs are in the retails parks. Of the 700 associated with the
high street LB Merton estimate they will generate a further 30 jobs, based on similar business
support schemes run by the LDA.

8) Perceptions of crime and anti-social behaviour
In Merton’s Annual residents survey 2011, 67% of respondents said they were worried about
crime and anti-social behaviour (higher than the borough average) despite actual crime
remaining relatively low. LB Merton would expect a decrease of 5% in these negative
perceptions of crime and behaviour. LB Merton would set the baseline in the development
phase of the project.


4.        Key financial facts and issues
4.1.      The total proposed Connecting Collier’s Wood programme cost is £3.76m. LB Merton are
          seeking £2.37m MRF funding and are proposing £1.39m match funding representing an
          overall match of 37%. Of the £1.39m match, £1.21m is LB Merton’s own capital funding
          under its discretionary control (S106, LIP and LBM Capital) which represents 32% of total
          project costs. The remaining 5% (£0.18m) is private / external match funding.




13   Road Casualties Great Britain : 2010 – Annual Report
       (MRF funded projects in £000’s)
                                            MRF                   LBM       TFL        Private
                                                                            LIP
        Code      Project                   Cap        Rev        Match     Match      Match          Total
        Public Realm works (outlined in
        3.8)
        CP2        Christchurch Place            650     10         199                                   859
        BC         Baltic Close                  148         5      221                                   374
        WL 2       Wandle Links 2                193         7          0     282                         482
        WL 3       Wandle Links 3                524     12          40           18                      594
        WL 5       Wandle Links 5                 48         2       60           0                       110
        WL 6       Wandle Links 6                386     14         200           0                       600
        Business Support Package
                  Business training &
        BSP1      mentoring                              160         75                          35       270
                  Business Environment
        BSP2      Improvement                   196       15        115                         145       470
        Total                                 2,145      225        910       300               180     3,760

4.2    As detailed in sections 2.8. and 2.11 above the recommendation is that the Wandle
       Links Bridge (WL6) and Business Package proposals should be rejected with the funding
       removed from the programme budget. If this recommendation is followed the revised
       programme costs is –

                                                                        TFL
                                           MRF                    LBM   LIP            Privat
        Code       Project                 Cap         Rev        Match Match          Match          Total
        Public Realm works

        CP2        Christchurch Place            650         10     199                                   859
        BC         Baltic Close                  148          5     221                                   374
        WL 2,      Wandle Links 2                193          7       0       282                         482
        WL 3       Wandle Links 3                524         12      40        18                         594
        WL 5       Wandle Links 5                 48          2      60         0                         110
        Total                                  1,563         36     520       300                       2,419

4.3    The total revised programme cost would be £2.419m of which £1.6m would be MRF
       funding and £0.82m would be match funding representing an overall match of 34%.

4.4    As outlined in section 3.8 above, a number of additional complimentary projects are
       planned to be delivered in the area during the programme period. In terms of public
       realm these complementary projects include; Christchurch Place 2 (CP1), Priory Road
       Junction (WL1), Wandle Southbank (WL4) and Merton High Street (MHS1). A total of
       £0.995m funding has been secured to deliver these projects of which £0.59m will be
       provided by LB Merton, and £0.4m will be provided by the developer of the Brown & Root
       tower.

4.5.   Public Realm project costs (CP2, BC, WL2, WL3, WL5, WL6)
       The table below sets out the project costs for the proposed Public Realm package including
       the Wandle Bridge. If the recommendation to remove the Wandle Bridge (WL6) from the
      package is followed, the total cost to deliver the public realm package would drop from £3.02m
      as detailed below to £2.419m as outlined in table 4.2 above.

      Of this, the total GLA investment would be £1.6m rather than the £2m outlined in the table
      below. The total match funding for the public realm package will also reduce from £1.07m
      represented below to £0.82m, which would then represent 34% of the total budget to be
      provided by LB Merton.

Financials                     2012   - 2013    Connecting Colliers Wood

                               Cap     Fixed      2012/        2013/        2014/       Future           Conf
                                or       or                                                              irme
                                                                                                           d/
                                                                                                         Likel
                                                                                                           y/
                              Rev?    Variabl     2013         2014         2015        years    Total   Poss
                                         e                                                               ible/
          Description         (C/R)    (F/V)      £000         £000         £000        £000     £000
        Project Funding
GLA                             R                     15             23         12          0       50   L
GLA                             C                                  1,540        410         0    1,950   L
Other public sector:
LBM Capital                     C                     80             400          0         0      480   C
LBM LIP                         C                                    300          0         0      300   C
s106                            C                                    240          0         0      240   C
Total funding                                         95           2,503        422         0    3,020
        Project Costs
CP2                                                                                                  0
Project management                                    10             15         10                  35
Design Team                                            7              3                             10
Legal                                                  1                                             1
Traffic Management Orders                              1                                             1
Implementation (Physical
Delivery                                              25            648         20                 693
Contingency                                                         120                            120
BC                                                                                                   0
Project management                                    10             10                             20
Design Team                                            3                                             3
Legal                                                  2                                             2
Implementation (Physical
Delivery                                                            319                            319
Contingency                                                          30                             30
WL2                                                                                                  0
Project management                                    10             15             5               30
Design Team                                           10             17                             27
Legal                                                                 1                              1
Traffic Management Orders                                             3                              3
Implementation (Physical
Delivery                                                            306    75                      381

Contingency                                                                40                       40
WL3                                                                                                  0

Project management                                        2   12                                    14
Design Team                                                            7                             7
Legal                                                                  1                             1
Traffic Management Orders                                              1                             1
   Implementation (Physical
   Delivery                                                    554                               554
   Contingency                                                  17                                17
   WL5                                                                                             0
   Project management                                   1        1                                 2
   Design Team                                          2        2                                 4
   Legal                                                         1                                 1
   Traffic Management Orders                                     1                                 1
   Implementation (Physical
   Delivery                                                     96                                   96
   Contingency                                                   6                                    6
   WL6                                                                                                0
   Project management                                   4        8           2                       14
   Design Team                                          5       15                                   20
   Legal                                                         2                                    2
   Structural engineer                                  2       18                                   20
   Implementation (Physical
   Delivery                                                     254        250                   504
   Contingency                                                   20         20                    40
   Total costs                                         95     2,503        422           0     3,020
   Surplus/(Deficit)                                    0        0           0           0            0


4.6.   Costs for Christchurch Place (CP2) and Baltic Close (BC) have been generated from
       Design Brief process. This is currently at RIBA Stage B/C with indicative costs provided
       by a quantity surveyor. These costs have been checked against Merton’s comparable
       Destination Wimbledon project. Total project costs were £230 per sq.m. These costs
       have also been used as a basis for the Wandle Links cost estimates.

4.7.   Public realm projects [CP2/BC/WL2,3,5,6] will be managed and procured internally using
       LBM’s project delivery team and in-house Highways contract with FM Conway. This was
       the model used for Destination Wimbledon and keeps design and project delivery costs
       lower than tendering out all aspects of the work. Further revision of cost will be
       determined at Design Stage D-E and then at tender stage. GLA funds will be subject to a
       downward only review at both stages.

4.9.   Connecting Colliers Wood Business Support Package costs
       The costs to deliver the two elements of the Business Support package are below. If this
       recommendation to reject this component is agreed all costs detailed below will be
       removed from the financial profile.

         Business Mentoring                      MRF          LBM           Other            Total
         Project Management                              35           20            30                    85
         Project support                                 25           10                                  35
         Delivery Partner Director (checks and
         accountability)                                 10           5                                15
         Office costs                                    15                                            15
         Mentor salaries                                 45           10                               55
         Workshops                                       20            5                               25
         Marketing                                       10           10            5                  25
         Evaluation                                                   15                               15
                                                       160            75            35                270
       Business environment &                       MRF         LBM             Other        Total
       accessibility improvements
       PM                                                   5           20           20           45
       Production of design guide                          10             5           5           20
       Improvement to 20 shop fronts                      100           20           45          165
       Refurb. of 16 vacant premises                       90           70           70          230
       Marketing Materials                                  5           -             5           10
        Total                                             210          115          145          470

5.    Practicalities of project delivery

6.1   a) Timetable and Milestones
          Milestones, deliverables and promotional                              Forecast
                           activity                                               Date
       GLA Stage 2 approval                                                   October 2012

6.2   Public Realm packages
       CP2 and BC
                         Milestones                     Completed by
       Design brief signed off                             Oct-12
       Design team specification launched                 Nov-12
       2 month Informal consultation                      Nov-12
       Design team appointed                              Dec-12
       Stage D design completed                           Dec-12
       Interim evaluation TFL                             Jan-13
       Stage E design complete                            Mar-13
       Six week Formal consultation period                Mar-13
       FM Conway contracted for works                     Mar-13
       Mobilisation                                        Apr-13
       Start on Site                                      Jun-13
       Practical Completion                               Mar-14
       Final evaluation / completion of snagging list     Jun-14

       WL2, WL3 and WL5
                         Milestones                     Completed by
       Design team specification launched                 Nov-12
       Design team appointed                              Dec-12
       2 month Informal consultation                       Jan-13
       Stage D design completed                            Jan-13
       Interim evaluation TFL                             Mar-13
       Stage E design complete                            May-13
       Six week Formal consultation period               Apr-Jun-13
       Statutory approvals                                 Jun-13
       FM Conway contracted for works                      Jul-13
       Mobilisation                                       Aug-13
       Start on Site                                      Aug-13
       Practical Completion                               Mar-14
       Final evaluation / completion of snagging list      Jun-14
        WL6
                          Milestones                  Completed by
        Design team specification launched              Nov-12
        Design team appointed                           Dec-12
        Structural engineering model                    Dec-12
        2 month Informal consultation                   Jan-13
        Stage D design completed                        Mar-13
        Preparation of technical detail                 May-13
        Stage E design complete                         Jun-13
        Six week Formal consultation period             Sep-13
        FM Conway contracted for works                   Oct-13
        Start on Site                                   Nov-13
        Practical Completion                            Mar-14
        Final evaluation / snagging                     Jun-14

6.3. Merton have confirmed that the designs will be reviewed by both the Design Review panel
     and the GLA at the key design stages. Where a need is identified, work will be
     outsourced to specialists.

6.4.   The timetable could change if TfL directly deliver some or all aspects of the programme.

6.5. Business Support Package [BSP] delivery plan

                 Milestones, deliverables and promotional activity                 Forecast
                                                                                     Date
        GLA approval of MRF                                                      Sept/Oct 12
        Report to Cabinet for approval of projects                                  Oct 12
         Detailed project design & development and -procurement of              Oct 12 – Feb 13
        different project strands: Prepare tender documents/briefs and
        tender, negotiate or commission as appropriate. Route taken will
        depend on the project
        LBM Legal and Financial clearance of all contracts/agreements                March 13
        DELIVERY : This will include marketing and promotion;                   April 13 – Aug 14
        consultation ( on some projects as appropriate); project
        management including monitoring outputs and against contractual
        targets and reporting
         Interim evaluation & final evaluation and final reporting of outputs    Aug14 –Nov 14
        and outcomes including case studies
        Project closure                                                              Dec 15

       b) Project Resources and Delivery

6.6   Project Management and governance for MRF funded projects
6.6.1 LB Merton propose that the Connecting Colliers Wood Regeneration project will be
      delivered by the FutureMerton Team in the LB Merton. This team are responsible for;

             Development of strategic plans including; Regeneration & Delivery Plan (2011),
              Economic Development Strategy (2012), the emerging Growth Strategy as well as
              the LDF core strategy
             Public design quality control
             Economic regeneration
             Delivery of economic and public realm projects

6.6.2 The FutureMerton team have delivered Raynes Park, Central Wimbledon (Destination
      Wimbledon) and Leopold Road in the last two years, which all involved a range of
      streetscape works, decluttering and shop front renewals with associated business
      support/advice. The team operates a matrix-management model to deliver projects in
      partnership with LBM Highways and its in house contractor FM Conway. FutureMerton
      use a Prince2 based project management system.

6.6.3 It is proposed that the programme should sit within the already established Property and
      Regeneration Integrated Project Board and governance structure which includes a
      quarterly programme board at Director level and additional monthly joint reviews at Head
      of Service level. The Board also includes the FutureMerton Manager and Head of
      Sustainable Communities (who report to the Director of Environment and Regeneration).
      The project sponsor role is led by the FutureMerton Manager.

6.6.4. FutureMerton have a dedicated OLF/MRF Project Manager who will lead on
       communications, engagement, reporting and budget monitoring, and who reports directly
       to the Project Sponsor.

6.6.5. The public realm package will be delivered by a Placemaking & Public Realm Officer
       reporting to the overarching Project Manager. The Business support project will be
       delivered by a Business Support Manager with assistance from the Business Support
       Officer again reporting to the overarching Project Manager. This team has already
       delivered a similar programme in Leopold Road, Wimbledon in 2011.

6.6.6 A Steering Group has been established for the Christchurch Place and Baltic Close sub-
      projects to oversee the design coordination and delivery of the space. This comprises of
      LBM, TFL, Criterion Capital and Design for London.

6.7.   Governance Structure chart
6.8   Delivery of the Public Realm
6.8.1 LB Merton propose the public realm projects would be managed as follows:
       CP1 managed, funded and delivered by Criterion Capital, in accordance to the
          Design Brief for Christchurch Place, overseen by the Steering Group and LBM
          FutureMerton & Planning teams (to discharge planning conditions)
       CP2, management arrangement to be arranged between FutureMerton and Tfl, in
          accordance with the Design Brief.
       BC, WL1 – WL6 - Public realm Improvements – Package led by Future Merton
          Placemaking and Public Realm Project Officer
       MHS1 – TFL LIP; Traffic engineering – Package Lead by LBM Traffic and Highways,
          matrix managed by FutureMerton

6.8.2 LB Merton note that TFL are highways authority for the TLRN which includes
      Christchurch Road (CP2). TFL LIP funding is also being used to deliver the WL1 and
      MHS1 projects. To deliver the package TFL require further modelling to take place on
      Priory Road Junction and to approve the S278 for Christchurch Road. These approvals
      have been programmed to ensure delivery and the joint working will be overseen through
      the stakeholder steering group.

6.8.3. As noted in 6.4. above, as the timeframes for delivery of the public realm project are tight
       and require the coordination of a number of key stakeholders, the GLA recommends that
       LB Merton are asked to liaise closely with TfL in the project development phase to
       explore delivery arrangements for the public realm package. This could result in TfL
       directly delivering some or all aspects of the programme.

6.9     Delivery of Business Support package
        The delivery strategy is in the early stages of development and some aspects of the
        delivery strategy particularly relating to the business mentoring (in terms of type and
        format of mentoring offered) and refurbishment of vacant retail and office spaces (in
        terms of occupancy strategy) are not yet known.

      Business Mentoring (BS1)
6.9.1 Merton Council propose to procure a specialist delivery partner (DP) to deliver this
      package. The DP would be required to prepare the initial background study and use their
      expertise to engage the local business community and deliver a range of business
      support intitatives to meet the needs identified. This is likely to include -
          Recruitment of a pool of high calibre business coaches to provide paid “hands on”
             practical growth support to local business community
          Provide business support experts to provide 1-to-1 or 1-to-many
             workshop/seminars and mentoring to provide advice and training to help increase
             sales, raise finance, win contracts and attract customers
          Proactive outreach, promotion and engagement (rather than just responding to
             enquiries) to identify potential entrepreneurs
          Diagnostic review of business models and creation of bespoke growth plans
          Provision of - and when necessary - brokering specialist support through
             particular support programmes (such as IP advice, market intelligence, business
             finance, accessing international market etc) through specialist agencies

        Business premises improvement and affordable parking project (BS3)
6.9.2
        (i)    Shopfront improvements: The project would be delivered and managed by the
               LBM’s Future Merton Team. LB Merton has established shop front improvement
               systems and procedures for Mitcham area. These will be adapted to the delivery
                    of the CW Shop front improvement programme. Participating businesses will be
                    required to meet 40% cost of the works. The limit for the cost works will be 10k
                    (i.e. including the 40%). Design guides will be produced by the Council’s Design
                    Team. Sign posting will be given to designers/architects and to contractors for the
                    installation of new shop fronts. LBM will require each shop owner to obtain three
                    quotes based on an agreed design specification and for the lowest tender to be
                    accepted.

         (ii)       Refurbishment of vacant retail and office space. The project will be managed by
                    the Council’s property team and in conjunction with Future Merton. Land registry
                    searches will be undertaken to determine the freeholder of each property. They,
                    along with each leaseholder, will be contacted by letter and outreach visits to
                    promote the scheme. Design assitance and support for the submission of planning
                    permission will be given by LBM Future Merton team. Sign posting will be given to
                    shop front scheme above. LBM will require each shop owner to obtain three
                    quotes based on an agreed design specification and for the lowest tender to be
                    accepted. LBMs property team will advise on necessary leaseholder obligations to
                    obtain freehold consent. A financial provision for independent legal advice has
                    been made.

6.10     c) Cost benefit analysis
         Expected outputs, outcomes and benefits explored in section 3 above. Cost benefit
         analysis to be completed when baseline information has been established.

         d) Legal and procurement

  6.11          Although there are no specific legal implications associated with the state 2 proposals
                at this point:

                6.11.1     those proposals appear to fall broadly within the Authority’s statutory
                           powers to do such things as are considered facilitative of, or and conducive
                           to the promotion of economic development and wealth creation, social
                           development and improvement of the environment in Greater London;

                6.11.2     officers must ensure, that they:

                          (a)    pay due regard to the principle that there should be equality of
                                 opportunity for all people;
                          (b)    consider how the proposals will promote the improvement of health
                                 of persons, health inequalities betweens persons and to contribute
                                 towards the achievement of sustainable development in the United
                                 Kingdom; and
                          (c)    consult with appropriate bodies.
                          (d)    ensure that the funding is distributed and managed fairly,
                                 transparently, and in accordance with the Authority’s Contracts and
                                 Funding Code.

6.12     In addition, should the proposals be accepted by IPB officers must ensure that:

                6.12.1    final approval is obtained (via DD/MD as appropriate) in accordance with
                          the Authority’s decision-making protocols before committing to proposed
                          award of grant funding;
         6.12.2      Authority funding is not used for any activities or overheads incurred in
                     respect of activities for which recipients charge and a clear operational
                     limit is placed on their use of funds for the administration of the project in
                     this regard;

         6.12.3      the proposed recipient is required to hold a separate account for the receipt
                     and use of Authority funding, or if this is not possible, that they show the
                     funding and related expenditure as a restricted fund in their accounts under
                     a clear identifier, e.g. "MRF Funding";

         6.12.4      any award by recipients of funding to sub-recipients (if permitted) under the
                     funded projects are made in accordance with EU “de minimis” principles;
                     and

         6.12.5      a funding agreement is put in place (on standard GLA MRF conditions) and
                     executed by the proposed recipient and Authority before any commitment is
                     made to the grant of funding.

6.13   All procurement processes will be in line with the EU, UK and London Borough of Merton
       procurement legislation.

6.14   All contracts, agreement and grants for business support will be developed and approved
       by LBM legal department. There are no other legal issues associated with this project.

6.15   In the event of any of the delivery of this package falling to TfL the optimum mechanism
       for the transfer of funding to TfL must be determined in liaison with TfL and an
       appropriate agreement is agreed and executed by the GLA & TfL. Officers should seek
       specific legal advice as the project progresses.

       e) Impact assessments; Consultation

       Impact Assessment
6.16   An equality impact assessment was carried out during the development of the Merton
       High Street TFL LIP scheme preparation. Following Stage 2 approval and prior to public
       consultation in October 2012, an equalities impact assessment will be carried out for the
       Connecting CW project. Many of the project elements already come under the existing
       LDF Core Strategy EIA, which remains relevant and is acceptable for this stage of the
       proposals. As part of any tender or contract processes, consultants and contractors will
       be asked to provide details of their equality policy and environmental impact policy.

       Consultation
6.17 LBM has undertaken background research that baselines, benchmarks and identifies
     weaknesses, opportunities and potential for CW in terms of:
                  Retail performance (Retail and Town Centre Capacity Study - Aug 2011)
                  As a business location – particularly with regard to small firms (Employment
                  and Economic Land Study – Sept 2010)
                  As a place to live (Annual Residents Survey)
6.18   LBM has also engaged with major landowners (Tower / Retail Parks / Aviva, industrial
       estate and Merton priory Home) and have a regular dialogue regarding proposals,
       ensuring close working and delivery of a joined up programme of activity.
6.19   The Council have also commissioned some additional consultation with a sample of
       business beneficiaries in CW Town Centre as part of the economic viability work for CW.
       Adriot conducted interviews with local independent businesses who provided feedback
       on their individual businesses, perceived problems and solutions which have been built
       into the proposed package of business support.
6.20   Businesses are also invited to the quarterly CW Town Centre Forums where issues are
       discussed and a Council update provided on proposed activities.

6.21   Subject to Stage 2 approval, the council plans to launch a public consultation in October
       2012 to gain consensus on the draft designs for CW public realm and to establish a fresh
       baseline dataset from businesses in order to monitor progress of the MRF over the next
       3 years.

6.22   Additionally, the design and costing consultation elements of affordable parking provision
       (with local businesses and residents) will be in line with the required Traffic Management
       Orders.

       Communications

6.23   FutureMerton has developed a communications strategy as part of the LDF /
       Regeneration / Economic Development and Growth Strategies. The Mitcham Outer
       London Fund and CW MRF programmes are already included in the LBM
       communications strategy, ready to go live if funding is approved. The plan explains the
       level of GLA commitment and investment in helping Merton realise its potential. This is
       supported by on-going engagement with stakeholders via FutureMerton

       f) Risk

       Public Realm workstreams

Risk
Note. Likelihood and Impact    Like-lihood Impact       Mitigation
rated 1-5.
Baltic Close landowners reject                          LBM are the Highway Authority but do not own
proposals                                               the road. They have agreement from the
                               2           4            owner to develop the road and will keep the
                                                        owner engaged through the development
                                                        project.
Coordination of 2 highway                               Design work packages to be able to be
authorities and private street      2       4           delivered together and separately within each
landowners for street notices                           authorities responsibilities
Criterion fall behind on delivery                       Identify what issues are and if Merton can offer
of the landscaping of                                   assistance. Will not effect delivery of other
Christchurch Place                                      work package. GLA advise active engagement
                                    3       2
                                                        with the developer both within the context of
                                                        the steering group and directly on a regular
                                                        basis.
Delays on modelling of the                              Modify work packages where modelling is
junctions                           2       2           required.. GLA advise close partnership
                                                        working with TfL
Failure to secure GLA funding 3             4           Modify programme to funds available
Sufficient internal engineering 2            2          Employ temporary staff
Parking arrangements on Baltic                          If adoption is not possible will advise the
Close possible adoption of                              landowners of alternative enforcement
                                  3          2
highway to enable                                       methods. GLA advise LB Merton to include
enforcement.                                            parking dialogue as part of consultation plan.
Failure to secure local political                       Ensure that the programme meets Merton
buy in                            1          2          Policy priorities. Improve the communication of
                                                        this
Results of modelling are                                Modify work packages where modelling is
negative                         2           2          required.

 Business support workstream 2

Risk                              Like-       Impact     Mitigation
Note. Likelihood and Impact       lihood
rated 1-5.
Tracing of empty property         2           2          Prioritise properties with known owners
owners for vacant property
strand
Private sector firms unable to  2             2          Level of match set at a modest level. LBM to
provide 40% match funding                                keep situation under review.
Time required for business      2             2          Use templates with proven track records to
legal representatives to advise                          minimise time legal representatives have to
on contracts                                             spend on advising clients
Local Members objecting to      1             2          Ensure that the programme meets Merton
programme                                                Policy priorities. Improve the communication
                                                         of this
Delays in finding appropriate     2           3          Release request for expressions of interest
delivery partner                                         at early stage to ensure good quality choice
                                                         for tendering
Lack of private match funding     2           3          Engage partners early and only proceed with
                                                         projects when full funding envelope is
                                                         secured.
Cost of work packages             2           3          Modify programme to fit reduced budget
exceeds budget
Difficulty in securing new        3           4          LB Merton to develop tenancy strategy as
tenants for refurbished                                  part of the development phase
properties and premises
remain empty

6.24   LBM have also undertaken initial traffic modelling surveys for Merton High Street and CW
       High Street which have informed the scope of the project; and will inform detailed design
       options for the public realm and parking changes intended to support local businesses.
       Further modelling is required for the Priory Links project WL1 (a non-MRF funded
       element). This has been factored into the programme.

g) Evaluation and reporting
6.25 Evaluation strategy to be agreed prior to entering Funding Agreement. Key components
      of the project evaluation which will need to be resourced either in-house or part externally
      commissioned include;
             Evaluation Framework (at the project level with links back to Merton’s annual
              residents survey)
             Baseline analysis (initiating with community consultation to launch the project)
             TFL Valuing Urban Realm Toolkit ad Pedestrian Environmental Review System
             Interim and final reporting and impact analysis.


       h) Exit strategy
6.26   Once Practical Completion has been achieved the project will be handed over to LBM
       Highways and TFL (according to existing responsibilities) who will take ownership of the
       post project responsibilities including maintenance. In respect to the business support
       package, local business will provide data to LBM Business Support Officer to enable on-
       going monitoring of the project outputs.

6.27   The GLA will nave no on-going liability for this project, except where TFL has existing
       Highway Authority duties.

7.     Background/supporting papers

             Appendix 1: CW Public Realm Vision
             Appendix 2: Connecting CW; project codes, locations and extents.

8.     GLA assessments and comments:


 Legal and              Please see section 6.11 above.
 procurement
 advice:
 Public Law team/
 Commercial Law
 and Projects team
 comments on this
 proposal.
 Financial and          The original MD895 gave approval for the £70 million overall programme
 budget advice:         budget for the post-riots interventions £50m of this budget is for Mayors
 Finance team           Regeneration Funding (MRF) with the remaining £20m grant funding
 comments on this       from DCLG for London Enterprise Fund (LEF) that is ring-fenced for
 proposal on behalf     Tottenham and Croydon.
 of the Assistant
 Director of GLA        This paper is to seek Stage 2 approval from IPB for £1,600,000
 Finance.               (£1,564,000 capital and £36,000 revenue) grant funding to London
                        Borough of Merton for Colliers Wood district centre to support a number
                        of work streams detailed in section 2 of the IPB paper. The funding for
                        this is proposed to be met from Mayor’s Regeneration Funding and is
                        expected to be from 2012-13 to 2014-15, the revised profile is to be
                        confirmed. This is assuming that the funding for the Business Support
                        package and the Wandle Links bridge project is rejected providing a
                        total saving of approximately £770,000 and would reduce the existing
                        overprogramming on the MRF budget by this amount.

                        Since stage 1 approval there has been a decrease in GLA funding and
                        the reason for this is set out in section 4 of the IPB paper.
                     The budget for these projects includes contingency and the funding
                     agreement will need to be clear how this is drawn down and that any
                     GLA funding of contingency is only paid if milestones and outcomes
                     related to it are achieved and delivered.

                     As part of the budget monitoring process, programme officers will be
                     responsible for assessing LB Croydon’s grant claims against the funding
                     agreement and take any remedial action should output and costs vary
                     from the agreement. The funding agreement should clearly state
                     milestones to be met in order to claim funding and ensure that the
                     requirements relating to the Authority’s Contracts and Funding Code are
                     met.

Project impact and   This proposal outlines two packages of support for the Colliers Wood
value for money:     area in Merton. The first is a set of public realm works including
GLA Economics        landscaping, de-cluttering and the creation of a new piazza while the
comments on this     second is a business support package which offers mentoring and
proposal including   business accessibility measures.
considerations as
to whether it        Whilst the proposal does address some of the problems the area suffers
addresses the        from and, in part at least, outlines how the measures selected may
cause of a market    address these, the appraisal of the proposal is incomplete. The lack of
failure and          quantification and valuation of the key expected costs and benefits of
whether social or    the support packages means that it is not possible to determine whether
economic benefits    this proposal represents value for money.
outweigh the costs
of the investment
Public access to information

Information in this form is subject to the Freedom of Information Act 2000 (FOI Act) and other
legislation. Part 1 of this form will be made available on the GLA website within 1 working day
of approval. Any facts and advice that should not be made automatically available on request
should not be included in Part 1 but instead on the separate Part 2 form. Deferment is only
applicable where release before that date would compromise the implementation of the
decision being approved.

Is the publication of this approval to be deferred? NO

If yes, for what reason: Commercially sensitive r3rd party regeneration project information and
development capacity figures not yet in the public domain.


Until what date:
Is there a part 2 form - NO
PART 2 – CONFIDENTIAL FACTS AND ADVICE

The information below is not for publication until the stated date because:

This paper contains commercially confidential information regarding development capacities
and regeneration projects where third party land owners are working with Merton Council but
the details of the regeneration programmes are not yet in the public domain.

Information will cease to be confidential: 01/04/2015
The confidentiality should be reviewed: 01/05/2013

Legal Advisor - I agree with the above recommendations that this information should be
considered confidential at this time


Name:                                                       Date:


[Please consider paragraphs 1, 3.6 and all appendices as sensitive information which should
be kept confidential]

								
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