OPTIMUM Interreg IIc Project for the North West Metropolitan Area

1
OPTIMUM - Interreg IIc Project for the North West
Metropolitan Area

• Presentation to the East Midlands Interreg IIIb
  Network
• Friday 14 December 2001
• Geoff Brown
• Nottingham City Council

2
Structure of Presentation

• Part 1 The OPTIMUM Project
• what it was about, who was involved etc
• Part 2 Pilot Project 3
• a little more about the project led by the East
  Midlands
• Part 3 Project Management Issues
• Funding, Consultants, Transnational working

3
OPTIMUM

• Optimisation of Planning Through Integration with
  Mobility Management
• Improving the synergy between spatial planning
  and mobility management

4
NWMA Application

• Application Form (re)submitted November 1999
• Measure 1.2 Sustainable Development Urban and
  Regional quality and balanced location of
  development

5
Financial Aspects

• Total cost 828,000 Euros
• Partnership Funding 50
• Contribution by partner authorities in time and
  money
• East Midlands 153 Days

6
Partners

• Province of Gelderland, Netherlands
• Province of North Brabant, Netherlands
• London Wandle Valley, UK
• East Midlands Regional LGA, UK
• North West Regional Assembly, UK
• Thames Valley European Forum, UK
• Essex County Council, UK
• Ministry of Transport, Luxembourg
• Wallonie Region, Belgium

7
Project Management

• Lead Partner Province of Gelderland
• Steering Group Four Pilot Leaders
• Pilot projects of 6 Partners
• External Consultants

8
Four Pilot Projects

• 1. Roles and Instruments of Regional Authorities
• 2. Accessibility Modelling
• 3. Public / Private Partnership for Sustainable
  Transport Initiatives
• 4. Mobility Management Measures for Areas with
  Different Characteristics

9

• Part 2

10
Pilot 3 Public / Private Partnership for
Sustainable Transport Initiatives

• Pilot Leader East Midlands (Nottingham City)
• Goal To examine how private sector finance is
  deployed and how this is facilitated by the land
  use planning sytem

11
Pilot 3 Timescale

• Nov 1999 - May 2000 Design and Set Up
• Inception Report April 2000
• Case Study Methodology May 2000
• June 2000 - March 2001 Implementation
• Case Study Report September 2000
• Chelmsford Workshop December 2000
• April 2001 - November 2001 Dissemination
• Final Report July 2001

12
Pilot 3 Case Studies

• Four in East Midlands
• Five in Rest of UK
• Four from Netherlands and Belgium

13
Case Study Evaluation

• Location Type
• Policy Context
• Development Type
• Size of Development
• Type of Sustainable Transport Initiatives
• Negotiation Process

14
Typical Measures

• Improved Bus Services
• Cycle Routes
• Pedestrian Improvements
• Green Travel Plans
• Modal Shift Targets

15
Conclusions

• Assembly of a wealth of useful case study
  information
• Practice determined by planning context and
  legislative framework
• Belgium and Luxembourg - public sector as
  provider of services and infrastructure
• Netherlands - land development process

16
Ouputs

• Presentations to ECOMM 2001 and 2002
• Transnational Conference in Brussels, October
  2001
• Website
• Brochure
• CD - Rom
• Press Releases

17

• Part 3

18
Consultants

• Three of the four Pilot Projects employed
  external consultants
• Pilot Leader was responsible for managing the
  consultants
• Pilot leader paid the consultants and received
  reimbursement from Lead Partner

19
Pilot 3 Consultants 1

• Colin Buchanan and Partners appointed after a
  tendering process
• Selection Panel chaired by Councillor Harry
  Graham
• Contract drawn up by Derbyshire County Council on
  behalf of EMRLGA

20
Pilot 3 Consultants 2

• Contract specified deliverable outputs
• Satisfactory outputs would trigger payments
• Budget managed by Nottingham City Council

21
Consultants - Some Issues

• Continuity for duration of project
• Clarity about outputs and milestones
• Budgetary issues
• Location
• Contact Time

22
Financial Aspects

• Pilot Leader approved all expenditure for pilot
  project
• Claim submitted to Lead Partner
• Lead Partner prepared claim to NWMA
• NWMA approved claim
• Lead Partner reimbursed expenditure

23
Benefits of Transnational Working

• Appreciating different ways of doing things
• Learning from best practice
• Receiving positive feedback of things we do well
  
• Establishing networks

24
The Difficulties of Transnational Working

• Need to work out, agree and be clear about
  project aims and objectives
• Some partners more committed than others
• Time recording and accounting
• Difficulties in establishing common ground