Funding for Innovation:Cooperative Intelligent TransportSystems

Departmentfor Transport

Application FormThe level of information provided should be proportionate to the size and complexity of thescheme proposed. As a guide, we would suggest around 10 to 15 pages including annexeswould be appropriate.

A separate application form should be completed for each scheme.

Applicant Information

Local authority name(s)*: Dorset County Council

*/f the bid is a joint proposal, please enter the names of all participating local authorities andspecify the lead authority

Bid Manager Name and position: Helen Cardell, Bid Manager, Greg Pearce, ProjectManager '1

Contact telephone number: 01305224483Email address: h.cardell@dorsetcc.gov.uk

Postal address: Dorset Highways, Data Team, Network Management Group, Dorset CountyCouncil, County Hall, Colliton Park, Dorchester, Dorset, DT11XJ

When authorities submit a bid for funding to the Department for Transport, as part of theGovernment's commitment to greater openness in the public sector under the Freedom ofInformation Act 2000 and the Environmental Information Regulations 2004, they must also publisha version excluding any commercially sensitive information on their own website within twoworking days of submitting the final bid to the Department for Transport. The Department forTransport reserves the right to deem the business case as non-compliant if this is not adhered to.Please specify the web link where this bid will be published: www.dorsetforyou.com

SECTION A - Scheme description and funding profile

I A1. Scheme name: A31 Smart Collaboration

A2. Headline description:

Dorset County Council (DCC) is seeking to introduce a prior congestion warning for road usersaccessing the A31. DCC will collaborate with Highways England (HE) to develop an integratednetwork management approach including:·CCTV• Journey time measurement• Radar detection·VMS• Linking the Dorset and HE UTMCThese measures enable a step change in network management through improved monitoring andthe real time dissemination of information to road users, including freight vehicles. A 'connected'approach will provide customers with knowledge from which to make informed decisions onpreferred routes and help balance traffic flows and prevent further congestion.

A3. Geographical area:

Please provide a short description of area covered by the bid (in no more than 50 words)

DCC is focusing on the key corridor on A31 (Tricketts Cross / Canford Bottom) including accessand egress from the Ferndown Industrial Estate and the local network for the surrounding areasof Stapehill, Wimborne, Ferndown, Canford Bottom and Tricketts Cross.

as Grid Reference: 406441, 101134Postcode: BH21 7RS

Please append a map showing the location (and route) of the proposed scheme, existing transportinfrastructure and other points of particular interest to the bid e.g. development sites, areas ofexisting employment, constraints etc.

Please see Appendix 1.

A4. Type of bid (please tick relevant box):

C-ITS: Connected Vehicle ../

C-ITS: Real Time Information ../

C-ITS: Smart Parking

C-ITS: Vulnerable Road Users

Other (please specify)

AS. Equality AnalysisHas any Equality Analysis been undertaken in line with the Equality Duty? Yes l--Ne

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SECTION B - The Business Case

81. The Scheme - Summary/History

The A31 carries the highest volume of traffic, approximately 2120 in peak hours, from theSoutheast to the Southwest, leading to significant congestion at Canford Bottom Junction. WithFerndown industrial estate expected to double in size, and the installation of a new traffic signaljunction, to support freight access, it is essential further improvements are made for the widerroad user accessing the Southwest coastal seaside towns.

The main aim of the scheme is to promote collaboration between HE, DCC and the supply chainto help drive innovation through the utilisation of 'connected' technology. In addition it will:• Expand and make better use of real-time information to road users and connected vehicles,including freight.• Develop a collaborative relationship, between HE and DCC, to improve operational proceduresthrough UTMC.• Provide a proactive traffic management approach using detection infrastructure and big data.• Utilise additional data sources to influence traffic signals junctions.

Scheme outcomes include:• Increasing collaborative data services to share the control of traffic signal junctions, easingcongestion and providing re-prioritisation.• Reducing congestion and improving the reliability of journey times.• Providing a platform for future UTMC Strategy developments to prioritise the traffic on A31 andprevent further build up, improving network management efficiencies• Supporting the economic viability of the growing Ferndown Industrial Estate (free flowing freightmovements)

Overall scheme architecture is located in Appendix 2.

82. The Strategic Case (Maximum 350 words)

80% of the overall traffic heading into Dorset uses the A31 corridor, with a large proportiontravelling into Dorchester Town Centre. DCC propose this scheme to improve the congestion onthe A31 corridor for visitors, local and services road users specifically. With the Canford BottomRoundabout causing average delays of 30 minutes DCC have deemed it a high priority.

HE also recognise the importance of providing a sustainable network between the strategic roadnetwork and local road network. The 'collaborative' method of working is a high priority within theHE South/South-East network and is a driving factor when delivering transport improvements.

DCC anticipate that the Ferndown Industrial Estate development will bring further transport issue.These expected identified issues are:

• Increase number of freight vehicles using A31 from 191 (2006) to 241 (2023).• Increased congestion and reduced air quality due to 'rat-running' through Ferndown town centre.• Increase number of complaints and subsequent costs to both employees and drivers due tocustomer complaints.

The complaints received by both DCC and HE are in relation to the current state of CanfordBottom which was upgraded in 2012. DCC and the surrounding authorities recognise theimportance of correcting these issues.

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Several options have been considered for the improvement of this road network, including therecent remodelling of Canford Bottom Roundabout. C-ITS is a more effective solution due to thereal-time information capacity. Connected vehicles and freight will be able to access the real-timeinformation immediately through SatNavs and INRIX in-car systems, the wider road users will bepresented the information via a VMS at Tricketts Cross.

This has led to the A31 being cited within the "Conurbation for Improvement" document, whichconsiders the amalgamation of Poole, Dorset and Bournemouth Councils into one.

The strategic benefit of driving this within DCC is to achieve the business objective to 'KeepDorset Moving'. The scheme aligns to the set of DCCs 'Corporate Objectives' that seeks toprovide an environment for which the Dorset people are; safe, healthy, independent andprosperous. Please see Appendix 3.

83.The Financial Case - Project Costs

Before preparing a scheme proposal for submission, bid promoters should ensure theyunderstand the financial implications of developing the scheme (including any implications forfuture resource spend and ongoing costs relating to maintaining and operating the asset), andthe need to secure and underwrite any necessary funding outside the Department for Transport'smaximum contribution.

Please complete the following tables. Figures should be entered in £OOOs(i.e. £10,000 = 10).

Table A: Funding ~rofile {Nominal terms}

£OOOs 2016-17 2017-18 TotalOfT Funding Sought 182.1LA Contribution 9.9Highways England 6Notes:(1) Department for Transport funding must not go beyond 2017-18 financial year.(2) A local contribution of 5% (local authority and/or third party) of the project costs is required.

84. The Financial Case - Local Contribution I Third Party Funding

Please provide information on the following points (where applicable):

a) The non-OfT contribution may include funding from organisations other than the schemepromoter. Please provide details of all non-OfT funding contributions to the scheme costs. Thisshould include evidence to show how any third party contributions are being secured, the levelof commitment and when they will become available.

The 5% contribution will come from Dorset County Council as the scheme promoter.

Highways England will provide £6,000 for their collaboration, the UTMC System to System linkand changes to the UTMC to accommodate Dorset's UTMC, this will be paid to Mott Macdonald.Highways England funding contribution has been secured through Paul Canning.

The Ferndown Industrial Estate Developer has provided Dorset County Council with fundingtowards improving the services around the Ferndown area and access to the estate from the A31.If the C-ITS project is successful in its deployment throughout the first year the Developer hascommitted £50,000 of this funding to help towards further improvements additional to this scheme.

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Have you appended a letter(s) to support this case? Yes No N/A

A pricing schedule has been included please see Appendix 4.

b) Where the contribution is from external sources, please provide a letter confirming the body'scommitment to contribute to the cost of the scheme. The Department for Transport is unlikelyto fund any scheme where significant financial contributions from other sources have not beensecured or appear to be at risk.

DCC have identified that main risks to the delivery of the project and its timescales, these risksare associated with; stakeholder engagement and infrastructure implementation. To help mitigateand manage these risk, DCC are intending to acquire a dedicated project deliver role to provideleadership and effective management. This support will enable DCC to mitigate and reduce therisks associated with stakeholders and project deliver and provide a resource to manage issuesarising in a timely and effective manner.

B5. The Financial Case - Affordability and Financial Risk (maximum 300 words)

An appraisal of the cost of implementing and managing the programme as well as procuring therequired infrastructure has been carried out to assess the need for a risk allowance, the risk pothas been estimated at 10% for the project. The allowance shall enable the programme to becompleted in case of unplanned expenditure.

Effective project planning will seek to prevent project overruns and reduce the possibility of usingthe risk allowance. However, in the event overruns do occur, the most appropriate method will beadopted to reduce the financial and operational impacts. Overrunning costs will be reviewedagainst project deliverables and timescale. Where necessary opportunities for cost savingapproaches be will assessed and actioned as long as the quality of the project deliverables arenot compromised.

An important, yet small part of this scheme, is the implementation of CCTV cameras, journey timemeasurements and freight radar detectors. However, the risk in delays in the procurement andinstallation of these could severely affect the majority of the programme. This again will bemitigated through realistic timescales and a short procurement process.

Please see Appendix 5 for the detailed BCR.

B6. The Economic Case - Value for Money

If available, promoters may provide an estimate of the Benefit Cost Ratio (BCR) of thescheme (particularly for schemes costing more than £100,000)

The BCR has been calculated using several assumptions which are outlined in appendix 5. Thecost of the whole project has been included, the benefits have only been calculated relating tofreight vehicles, but it is believed there will be significant benefits for connected cars and otherwider road users. The BCR has been calculated for four different routes around FerndownIndustrial Estate theses were:1. Tricketts Cross to Canford Bottom via A312. Tricketts Cross to Canford Bottom via Wimborne Road East3. Ferndown Industrial Estate to Canford Bottom via the A314. Ferndown Industrial Estate to Canford Bottom via Wimborne Road EastThe benefit cost ratio has been estimated for the above routes at 2.23.

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Has a project plan been appended to your bid? Yes Ne

87. The Commercial Case (maximum 300 words)

Both HE and DCC are looking to strengthen the C-ITS partnership with suppliers to improve therelationship with the public service, private businesses, vehicle manufactures and ultimately thecustomer. DCC plan to utilise their existing frameworks in deploying this scheme. Atkins,Siemens, INRIX and Cloud Amber are all part of existing frameworks with Dorset Council,therefore, their services will be dealt with through this method.

The delivery of scheme's infrastructure will include a small procurement process. Theinfrastructure required includes, journey time detectors, freight radar detectors, VMS and CCTVCameras. Costs individually are expected below £30,000. DCC procurement schedule detailsanything costing under £50,000 does not require a procurement process a purchase order aloneis enough, the second stage in the schedule £50,000 - £100,000 dictates that three quotes arerequired. DCC has decided to undertake the second process despite costs falling within the earlierbracket, this is to provide the opportunity to test the market place and ensure value for money.Contingencies will be programmed into the project to account for any delays or issues during theprocurement process.

The organogram in Appendix 6 shows the procurement methods graphically.

Ongoing operational costs of the procured infrastructure will be dealt with through the existingmaintenance framework with Siemens. It is planned that equipment will be originally maintainedfor five years, to reap the benefits of the scheme. If the scheme is successful in improving journeytime and network management of the A31, and more specifically an increased capacity of theindustrial estate by 50%. Further funding from the Ferndown Industrial Estate will contributefunding towards the cost of improving the A31 Trunk Road at Canford Bottom plus improvementsto cycle ways and pedestrian crossing. In addition, DCC have negotiated with the Developer tosupport the implementation of this scheme.

88. Management Case - Delivery (maximum 300 words)

Deliverability is one of the essential criteria for this Competition and as such any bid should setout if any statutory procedure are needed before it can be delivered.

a) An outline project plan (typically in Gantt chart form) with milestones should be included as anannex, covering the period from submission of the bid to scheme completion. The definitionof the key milestones should be clear and explained. The critical path should be identifiableand any contingency periods, key dependencies (internal or external) should be explained.

The project programme detailed in Appendix 7 shows the keys tasks and milestones of theproject. The main tasks include:• Project Mobilisation• Requirements Capture• Infrastructure Assessment• UTMC Integration• Collaborative ITS Management• Real Time Data Expansion• Procurement• Implementation• UTMC Collaborative Strategies• Monitoring and Evaluation• Project Review

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b) A statement of intent to deliver the scheme within this programme from a senior politicalrepresentative and/or senior local authority official.

Simon Gledhill. Dorset County Council. Service Manager for Network Management."The County Council are committed to a strong and successful Dorset whilst seeking to improvethe lives of people in Dorset, this being a clear statement of the Corporate Plan. Supporting andaligned to the corporate plan is the Dorset Highways Service Plan with the very simple messageof "Keeping Dorset Moving ". This is not just a catchy phrase but is a statement that underpinsthe everyday working lives of the whole of the Highway staff, irrespective as to job or position andis an ambition that we can all achieve no matter which part we play.

With this thought in mind, it goes without saying that if the opportunity presents itself to us todeliver an improvement which really ticks the "keeping Dorset moving" box then we will grab itwith both hands and deliver just what is promised. It is often said that you are only as good asyour last job, well, in these terms our recent track record speaks volumes in this score with thecompletion of the A338 major works project on time and on budget and the honour of receivingthe Association For Public Service Excellence "Best Highways Service Team of The Year" for2016.

If successful in our bid to achieve funding from this innovative C-ITS initiative, I can giveassurance that the Dorset Highways philosophy and reputation of always delivering the goodscan be taken as a benchmark for our determination and ability giving reassurance that moniesinvested in this A31 project will have been wisely invested."

Paul Canning. Highways England. M25 & South-East ITS"The strategic network in Dorset supports many different types of journey, enabling access toplaces of employment. The works proposed at this location in particular support access to a majorcentre of employment where the local network has a complicated interaction with the strategicroad network. Through this innovative approach, we will be able to work more effectively withDorset CC to make this major employment centre attractive for both existing and newbusinesses."

89. Management Case - Governance (maximum 300 words)

The requirements of this project are specialist and in some cases highly technical, therefore, theproject delivery will be outsourced to Atkins for completion. Atkins recognise that the projectcarries a level of risk for all the stakeholders involved. Atkins and Dorset County Council will workwill all stakeholders to minimise this wherever possible. Close collaboration and effectivecommunication will be essential to underpinning technical expertise to ensure the delivery of thescheme.

Dorset require Atkins to use skills matrices to capture the skills and experience of their staff toalign them to relevant projects where they will have the greatest affect. The core team willcomprise of members from DCC, Highways England and Atkins. The governance of the projectwill be dealt with by a project board made up of Highways England and DCC, Atkins will report tothe board and will inform them whenever any key decisions need to be made.A senior manager will be required and assigned as their escalation point for when major decisionand issues need to be raised.

The organigram in Appendix 6 details the structure and key responsibilities for each role.

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B10. Management Case - Risk ManagementRisk management is an important control for all projects but this should be commensurate withcost. For projects where the costs exceed £100,000, a risk register covering the top 5 (maximum)specific risks to this scheme should be attached as an annex.

Please ensure that in the risk register cost that you have not included any risks associated withongoing operational costs and have used the P50 value.

Has a risk register been appended to your bid?Please see Appendix 8.

Yes ~

SECTION C - Monitoring. Evaluation and Benefits Realisation

C1. Benefits Realisation (maximum 250 words)The A31 scheme will produce several benefits for road users specifically, the freight industry,connected vehicles, through the implementation of on street infrastructure and the smarter use ofreal time data.

These benefits include:• Reduction in congestion and delays for freight vehicles, connected vehicles and wider roadusers• More efficient freight movements• Reduced emissions from freight vehicles• Increased network knowledge for Dorset and HE Operators• Road users are empowered to make more informed route decisions• Decreased journey time along the A31 and Wimborne Road East• New collaborative partnership with Highways England• Improved operability for Highways England and DCC of the local road network• Increased information and data available along the A31 and Wimborne Road East.• Helping to manage freight movements and increased freight numbers at the industrial estate.

C2. Monitoring and Evaluation (maximum 250 words)Monitoring the benefits through the scheme will be essential to ensure the scheme is on track andis producing what was set out at the beginning. In order to determine the benefits of this projecta baseline will be captured before the implementation of the detector and UTMC strategies.The before data will be collected by:• DCC and Highways England in place detectors will be utilised to provide base lines for journeytime and queue length• External data sources will be utilised to provide base lines for air quality and emissions• HAILS and complaints registered with Highways England and DCC will provide a qualitativebase line for improved operability of the network• Measurement on the use of clearance plans at Canford Bottom can be gathered from HighwaysEngland UTMC to provide a base line for improvements to the network and increased operability.·INRIX and freight companies will be contacted and asked to supply information on the movementof freight in the area more specifically their journey times, amount of time moving and in traffic,fuel efficiency and brake usage.• Increased use of the industrial estate will be gathered from freight companies shown throughaxle size of vehicles.• Interviews held with road users and stakeholders to gather attitudes and views on the roadnetwork before and after the implementation to provide subjective information on the scheme.To provide comparative data samples, similar methods will be adopted for the collection of afterdata, once the scheme has been implemented to show the improvement to the local network andthe movement of freight within the area.

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SECTION D: Declarations

D1. Senior Responsible Owner DeclarationAs Senior Responsible Owner for A31 Smarter Freight Movements I hereby submit this requestfor approval to OfT on behalf of Dorset County Council and confirm that I have the necessaryauthority to do so.

I confirm that Dorset County Council will have all the necessary powers in place to ensure theplanned timescales in the application can be realised.Name:

Si~ (!/)I'(JvAHelen CardellPosition:ITS Team Manager, Traffic Team, Bid Manager "

Signed: _2J _ .~~t'2r

D2. Section 151 Officer DeclarationAs Section 151 Officer for Dorset County Council I declare that the scheme cost estimatesquoted in this bid are accurate to the best of my knowledge and that Dorset County Council:

- Has allocated sufficient budget to deliver this scheme on the basis of its proposed fundingcontribution.

- Will allocate sufficient staff and other necessary resources to deliver this scheme on timeand on budget.

- Accepts responsibility for meeting any costs over and above the OfT contribution requested,including potential cost overruns and the underwriting of any funding contributions expectedfrom third parties.

- Accepts responsibility for meeting any ongoing revenue requirements in relation to thescheme.

- Accepts that no further increase in OfT funding will be considered beyond the maximumcontribution requested.

- Has the necessary governance / assurance arrangements in place.- Has identified a procurement strategy that is legally compliant and is likely to achieve the

best value for money outcome.- Will ensure that a robust and effective stakeholder and communications plan is put in place.

Please see appendix 9.

Name:

Submission of bids:

The deadline for bid submission is 5pm, 30 September 2016.

An electronic copy only of the bid including any supporting material should be submitted to:TRAFFIC. COMP@dft.gsi.gov.uk

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Dorset County Council C-ITS - A31 Smarter Collaboration Appendix

Appendix 1 - Overview MapAppendix 2 - Scheme ArchitectureAppendix 3 - DCC Corporate PlanAppendix 4 - Pricing ScheduleAppendix 5 - BCRAppendix 6 - OrganigramAppendix 7 - Project ProgrammeAppendix 8 - Risk RegisterAppendix 9 - 151 Section Office Letter

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Appendix 2 - SchemeOverviewAppendix.2 - SchemeOVerview

Visitors;, Serl1i.cesandlocal,Road Users

Freight&,Industrial Estate

ImprolledlAU Iournev

DorsetUTMCNew DaitaService

CoUaboratlvePartnership

Real rimeData Ulf' c I' i

I II, k Ol.ltput--,·· - 't sharecontrot"'~r"" ---I \

HEUTMC/ I " " hi9,'.hwaysI england

lNRJX. I\TKINScloOdAmber$ SIEMENS

Traffic. Systems &Infrastructure

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Appendix 3 - Corporate Plan

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13

Woddng Tlogefher for ,iii StrO'ngand ~ssful DorsetOUII" 'OIlJIf.co:mes.Framiew'ork

.~ 1110 b"F~n!l\ltll1It IivfPI otpt., In ~'

OUf O!UI.=mB£;firmmeN""l;l1io;'is made up oi fOUl ootoal11lBl$,~alle>Piif1g!he OOIimIf oounc;ifll Cl;Immmi<1m$Ujl() ooipirngoeeidOOlisbe IiBIIoI, Ilsatthy.amI I~_ with ,BJ!ecolOOmy lhal ispmspe!lllU!i.. The nraJrnle'Ml,k'SiUppO!l11SE! ®mmcn l'lley 01WOOOIIiI{:lfor a '~Ir'iIlfiIIlI ~!Iit iIllO~ mih .8 ral!m1Jees rows 0111making a.dil\tel1e_ ,!lnd iirnlJffo"'iOllihel [JUalily ailIi's o1I1Beid8n~ ~ sets ooti 'filial "goodr [\Paks like IbI!JII'ampowl3'I!;sleil 10<Ihimlk rairnd behave difilef>BIllIiy.,1:(1mow initiative anti ill! innll'lllllte.TII\ll ,a~.Bti[mal ooboorns'etiatamm:l'l11ts,bail:)rw delill1l9 wme! 1!Il1;l~iorilj;!!l !lfI;lm OOfl!;e! UI1I~r 1!IlB!5e !l;liiIr'h8l$tlilll!J$. \I'!lItIOOng: 1:(lgelhar 'iWIh our .cOOl!m!Uniti!lls:and our partners_ 'i'i'E!i willi useIhe has! ell'idSiOOeEI"a.ilabm '!Xl cliilaltelllge' rlJfteClYaIi:i'~'and 10000sour ftlmuress on 1be [people and pl~ m IillIlst III!3ed of IiIaIp.E"'BrfOlr1ii~shouVd lileus .mo~e 00 [p're''ilenlion - makfflg sum per;!pll\!: iJlre 1iI!lPp!!l~8tI e!lriv on 10 :t>IilliP problal'nS trnm asc.alolliIi1!J.We will! also nsf", am !mOO1lJlTag;B :Iooal resid9ll1lls 10come up wilh. am olten Q'eliver,lliieirWin s!IlludiQRs10imp~ l,OOirQ)tIIi!lilyof life.

Paopte In Dl>ft'!I.Et ,l!iI'e

SAFE,E~, ;ttN,l!J\!dI feel S\!lrle" wlIeIeWJr rher.!I'J\l!'"

Bwt(. .. c!laa1}~,_ have 5'800 ~:i3I!;1nll'lcalll.ir.IiltieJ3se m I"'" J\ltlfl'lb;lr at ciJiRj"",al'>lll'....tn~a.:l\Jll\:i ~ll"atf.09l'>OO. r~ewe .are"",01 Dl:Jt;5e! ,wfi'J ilIgIrer ,1c_lB·01~[An.-.anooffllSv.!1J!! aoo' ~sIit ~ Th~,iN'£! .aiW IBi too mI1i>l~'OOI;'l'denre00 ()Ul' r~.SIlt '1iI!t Ml'JIj't" help make _e' rMI.:• ChlldrlBmamd "tlll1li;!l\!lbl!; ,edtiilll ars'sal13'

wme,·e.er Ihe~ arB

• Orime" Sflnl~oc:ialltlel1l"'<lol!lraru;l ~~Slik:~ ~ l:iIJ:w~ett!iI11IlmmlBe!!i

• Thal'e Me·~a_,EIOOil:I!!!nlaI1i1juMe'S<arn;!~Ill!> -lmcl!Jdng lIlose(IA ~at'a roads

• ~ aJ1K!icq:mmumltle!! aa-ebelle< ,'$ble Ipoope·w.llh en\'.ir>ommaml\aJIlhange iI!fII!l olller,eme~ei1lCle$

~filB Irnl[)o~ ,sre

HEALTHYMost pte'OPIe. _lwe~ 1lI'Id'mi!lke .11fJ1itdlitesr¢e d!~Sut .. ,l.iI'il\OOooSl\eiY. tills Is .oo!.lhe c.!I'Se fu;.rB\'elo/_- For ~1e;, .fhejIe. _ ma11V~~woo $!J\~er lr:\:IJ\lljfiWf ~:.hea/i'h, ~ li'Ies:e'a'fl'p.!Il"IB·oI lNs't:lGII.>ImlJ'~ l,lIiHl:Xp!lllll~IlI'row.

Paoplle In DOIn!leI8fe

JNOEPIENDENTWe'sll 'III'Mr to.~ ~pendMt ~lIIl!s8l\ld'hlilife ,Bd!Il'l'Qfl'Over~"~ IlJll'e,&it .._have a• ~tJ;,o.I!ter pa-op/a'~:IIo•.~ i'st:!la~end~; th&yneed"""P tohe'.;;llI·1tame f<N'~ ,_ r" b,;,Il'IOOAi'l'rni 011l'Il!l'~f\\1\iIlOI1~hey~,

So we' _n11l:1heIJil'~ S\Ill1'i!.1h\!ri\' So _111'.6l1li1' ki h!!.Ip.~ ,!!lUte' tOOll

+ ChlIdrel'l ,.,nd tamill.es I;oow wl1al kI maaM • familial;! al'l;! rruromg'!IIlde~ ,emil~ be ~eaJ~ 8!ldi!hIem !!'~ pa&hili'Ei,r.elatlam~

+ PaqpJe ~",t 'MedllJry II~,.~. amd' lel!.d • Ollliljr'ilR ar.Jd)'DIlIl1g j!l$.p1e are·QtltmHdJflmtaCilive,li><e!l ~r$ and:iU'Ei!lIJQl)e!laiuUlIS Ittl~y!lfll'ilil

linIn mlultnood

Dorsal.'!!MaDam,!, I~.

PROSPEROUSA. !l.trtitl'/ng J.ocsI O!'CICU1'OOIy prorifiie.s: us.Iti~MM mOlifJ'opp<lIW\Ulwlli'_SW." JiI1I9oleare ~ where there JUM' .!!$NIINl'Y~ S.'olI....'Ii!IIe'«~ trw)mll19peopk II> I,.. #l1O'I':lrlI: lWIi':9.;llhItl~~'*'~Ji!t.!li.~"'~. ~pewIe'.BIso~]li!eNJrJn.;i~qlJlll.iry.~Btn.IJDIiI&\ng.,So _. _/.10 help,mallie' ~ /hat!

• Ni!W lriusIi!e!1Sl3ll'1IlIhIesmd!erlsJjlm.mbtJtslmssse!lbeca~ :rooorQ, ¢ftIcleiJIlam<!pl1Oduert.e

• MllIre· ~ BaCVfl;!ltfif! emJ:liQl'l'I1Ielill.op;pctl'lUrnlh allhlelr CIlrolce

~ D'!llil1et'$ reslclent~ a,mwell: l!(tJJca1Ed. IIo1nfltile skils InatO~!I empleyeJ8 rlfleri

• Good quelfliy,. ~Qrda.bIe.. iIleslih]lllol\1le!!are~1'IlIr Oo~\~~ .

• p,et:;lJlle iHll~ el'Tlll'1loneli ..mel mamlalwellball!lil

4 Peqple ~talfirlaeltll1",.,_Idillll! I!W'l£!l'Italrll'ein"ea_1IiS IIi1e:y' grow cklIor

•' peoj:tlii!UI(J!! 1m liaallh)l ...~QOOI1mamlfi\!!sIllI1d ,na'iI:lrall!fllllim<YrrnamsW!l«e wa!liIe i9 ~il'llml~'

.' ~pli\!'l'l!lfI'Illln happnl'l~m,arnd!lta(l'1m.I~elr I)?IIIIl hpmE'$ r« as iklfIIQas~!Illrilfl

• PoopIEl' _ rpart 01 h:;IWIlIIJ!! a)iI1!1mul!1lt1ie9~'.doo"I' fN~'Qr i';I<ll~

• The .maeodto ~lls rwuw::ed', IlIJ',qipeople• Poople whil1J dO,IlJeE(I ,help ha.1Il!!iflO~rd O'",e, I arn;! goods are ~& Ie; l1!lO'iIS' abooilJ:Je

!be'lrawnc_ 0Il<!J!IlII1' :B<lllety IjfIdJ <:1IfiJ;li;!l1ltl~

Ow GUldll1I!IPlrlmiiplles!IIIe knOiW _ naad III locus our I'e!l(iun:;:rea (InmtMIliee Ilriat pfl!>.dlllCa' Ule ibasl! ouil:Omes lor oor ,re\lidents "'Ih!;! Ilm'!It ·OI):!I!,-elile(llt.re\\Ia¥I!l. pos~. lhis meeCE, thal \\Ie' will tocl;ls our eff,c,rte (In I~e people and: oorn(11l'Jl1ll~ WhO .Ilij!.e!lll'le mQlli! iboil". Wbet:e~e ~ "iI, foow$00 whale iamilles, I\B!herIhlenjUS1fno:!i.~,.,Illr;d o~'erlli!lfp ellr1)<$I) lhlliIl~.l'em!;lln ~i'ldemt fOt'~ .~ndOll'le .Ies$ "sed tQr _ .!jpedaJsi:, e~r~· 6elMb!!<$..

We lI!rww IMet lIMl're 001 .'3lwaya,1Mbesl,pl~d i)i'lllris~ IP $t)1\f¬ ll'peqj:lle's·lProblaf'ltS_We. ilMsye Ioo!)k I'a~O~I'IIJnIIii;!s.lrI~;cmk...rttholhi!f ofgaml_t!IIl£l, ag weli ,es,per:\j:(le SfII!! 'I:l!l;miffilll!fiit;IBl>1#M!l!m~'-...II) r~A Ihe ba!ll ~sll!!le OOIl1lI:)mel;l_Amil we wiltmake sr!llE!ll!laifu ma ollile best a.lo'!IJlabla ev.iai1!OO&. tomlal!le _8 om ·ci>naarnacU<d!Jesam elifacfttlll\

We will al"")I!IlfV 'Il!)l1\)alte !IUra dflat '11(1'11.1:we 00, fmPf(!lOSS!be wider p~o~ 01'Oo~sel _ t(!lr'axa~jJe_ b:i' lriuylng gDOOs amd513i'li1OO:\l. I~tlm locaJIlmSimesaes,WIlenaM..,r Ii\lBCBm.

'. F:alinrte9S'-w'8'.~.~,lfil bala~g Ctj~I'lI dem:llllldil

• Opem_ - we fIl!!> _" am! hl\ll'ta$t ai)!ooIIl'Ifmt we alll dI!!iIng'SAiI !IifIy• iAe~peCI: - Y>e sino .....'flJli _ prqp61 rceape\1t ~Cll!'>'ery(mawe """"'" will>

'. 1S:f_lYene.lIIii- we _um locaI_-payer,$ QI!l>l'lhebi3!!.1WllIB fa ImiOI>!!f(

'. InnoJIIl!llicn _·1NJe 1ln(j 'mew_~'f!oi ~lJIg !1!J acl1E!ie _ Ibr Ior.:alpeople'

Our W1i11J1!11

14

Appendix 4 - Pricing Schedule

A31 Smart Collaboration - Pricing Schedule

Atk~ns

INRlX

Project Management, UTMCStrategies, StakeholderErtgagement

Freight Veh[cle Data, Connected VehiCle links

£45,000.00

£25,000.00

Cloud Amber

Mott MacDonald

Upgrade, Adapter and Ch<lnges to UTCSystem

UTMCSvstemtoSvstem linking-HE

£20,000.00

£1;j,OOO.OO

Siemens un: upgrade and SCOOTManges costs £5,000.00

Junction Communication Communica!ron to IJTMC/ UTe £5,000.00

freight RadatrDetectors lnfrastructure Supplies £25,000,00

Bfuetooth Detectors Inftastweture Supplies .fT7,OOO.OO

CCTVC3mera

VMS

Jnfrastructure Supplies

lnfrastructure Supplies

'£2.p,ooo.oo

£3(},Ooo.OO

ll'lA/Third Party contributionHignwa'j'S England CQUa.!:mration, IlTMCSvstem to SV~tem lil'lkand GilangestoCdntributon U1!"MCSystem to Acoomad!ate·

E9.•~.mo.oo

£6,000.00

Appendix 5 - Benefit Cost Ratio

The IeGR lI1a~been ,ca~!?,d f'Eu;ikmga:~' kEiy ~1l1iQns; en !he ti~, II m~B HGVs. !fD~f froml Tr.iC~ilSi ~ Eiftdl·c;.aiiifCrd BU~lOHi1Rmiu1illllatJoUl'S .amll an· hmv.mB1i'if!ii' I-IGVs aiJ'eIlISiIilg 1Ibe· ~ at 1j1}e.ak ilimss. 1iI'ta80R ~ ~ oal.culatad I~ show tha balllB1its: IIJi'fft~1ght¥$iC!es: it ia, ~m::Iad t!ti:er:B ih'lll ,be. ~rrtiliOaliit i!E~ I'I)t (!fue" f~rfI~: 1ol13hid1tlS! Elnd iIhBIwiQBr romf US:B~,

'The BGR iSi DalSil3d00 f6wi" detB:ifiI't rcLdsG;:

1,. l[~1:tS 'C~ ·toCanfblilil 8mt(Milnl('tiS the A31Z. T~ 'Q~'~ ,t:aIilftJ~~ialia Wi.rnb~ ~d E~:J. FetmiiliJlM1tlitdwsmarEst$ tD-'CS'M{orlll BQtfCMl1i1l ~EIl the Ali4. Fe:ri'Idll;!~ hirl~~ IEstiaJeto'Gamoi:'d aoitcnti. 'WEIlWriflm1itlmle RiZiad Eem

The BC,R i$ leslim~ tQ,be 21.21

Numbatd Al'feciledl ~i,rBh~s

T1fti' caf.t::lUIa.:b3i.ft81!111~ ,01 iOO,'!J. w~ hI seisdBIJl! liiE!I.:Ii!es.dEllal was ~a~ I'mm'a _lj\il:Jus~lt$aI ()IjQntj 1~r,l!til [pirOj;act Ibas3dl ~_~( Sig~i$ilifg (001jlIjIltIeiiillitla~ '~!iIam ~a!;;1. liIiiB,:0i!6iMng aiSS_piilfmS ham ~'lIimBdel'~ ~ d'ifftBse:t

, , .

Ii TOOigP$ ,81¢ralltil!;Jl f:'mtmtI. iIhiS .mam ~ were> ~~, 2U~ am! .:m;2~'Ilh_ welie ~mD.P' te·eatid~ialfl;;811\ipasfiI;llfllfi~ ~m·:2.0111-~.

" QIi'Il'J 'dam fro~,~ ih~r;S1 ~~'1'::A5Joo:it5t,aJilIi1l15:~!}H:15~~s.Ib$;3IlIllwIlTI!E!$dIlii Tbe, m~_ tJWI~ haS.IbseEli.iii;lged -m>.m $I ..,d~"we~lii ~JefiitdlBS: liflDrDea1bSr.l'B EBn. ,mJiiairnlBBd10,a 'woolS r~.te

Tim'ra~ Ill'iishumner'BOO~la1a lfl~ !fIQlf!1bet ¢:vsn~ ;~Bdedi ~. ~d:5!iItr!e!!FIB,lAs IPStQerfl~ ~:~eIliiQle:!i;ti$ll!me,;5Ioo ~I! be ,mJ.i~QJ iifI H'-,a ilim81~ iIJ,f:.,~~,It1 ..1i1lee;rn.[Ilak~flomBI afud:~".~Bdi _by ~f11lt&, '"'Ccm~ ~d AillI~Qa: Vat:t~, - !FliIEjUk, IIEillD!nom.~. O~iI1i" ~Mhp:~;Eimmtctt.._tiIDfl~entfUdl~~2I~F-Gmn8;~~~VShj~m,.9J"~.111i1!3r..i.lg{-Eoomrimi~.1.d[~ LIiI~ SI;9i'mt111agaa, [n,a,.J\B ttben _1iIf ap,pliBdl m '~aIitrul~ ii!tf ~ iIlISImllliIlIie ~fSd! m~elii p~e:d frol!l'lll~ 1P~W51 [:h;tI~t ~.'l3'lliWJljJli!i1i~~.. .

.1Immne\r Tliftl:Bl SBIJi!Bd

Th8l1B\!'e1f. J-.nn~)f:IiiiilEsrn:Ii di5~! mOOIllrn1afi;nillh"a16baen 'bDr;B(J1J' fmm Q/OIlIgfBi map!i! .."J\hai.:.,nmg ~pIi.llWla IhBrilBEetfI; mede:. . .

.. Jittll:lme:.v lima linj'~a!iD:1ii irt.aslliliaalilla_,~1 fro.rn tns Md ;and I?\M pasF.cf:lil)emropl\3sBrre !lji>.181l1batmMil'

.. ~~ [has iIle-allii la'k>elii Irnrl]\I1I<Q~I:B ma~.an_iI assu:ftriledootro8Cl!~i9Xiti!mp4B5';ala' ~."l31!l1bBbv)

16

Vt1f{hllJ~1t'JI,,~I··..II!: 'it-:~"

i~4H~UVIL';tinm ·Ii rtm­

I llnt;:_

I

r,;!l!ujt'1pr',

1'm,t!g'fiS t~!llI1!1 ff!1!ll'i!'il' ,GItl. ,~.

!Ii Joom~' funllil ~i;.rilfliQ!srr~lailinlfJItotraffic: s6gf,lalplan alii lJs,ojJroonts·JMS lOOIElIil.pfOiMim§]9di3~ll!Imi~ tfllM tl1aITlCsfgna1Si fll,lfli en a!6i1J1s0!JOf1ds,'cyd8 'illllli 40 ~.IID1~ ,gre!!illil'ii~aliid ugjl'f£!! 1Ihi¬ !!!l!!I!!l<fili!llgte.dista.,c!l!i'.m,a1p[8ragllil' s~ of iii ~, ~flt lnumDiIW fit I§nes, ~11itlITi€! lI'02Ids and wtiilli&uiil ap,<pilrc.l!!Il!;tfBHI8 am'Oum (sf ~ I~tak~ for a!OOV b;l1 ~lim right

17

Com.C'IJ):SI: wem~r:b!i:I:llfii 2Dt~p~ ·ftoot~1l1,gpnr..as{usft:ItiJ, We~TA6 snp'EflahItr) ~ ~,pri~ tmrn fBdlJlr ~ and G!sooulfiIad to 21l]110~86, aUIin Ifi1g ~ raqoml!lfl!li!iildatiioosf mW;abTAG. On h tilaai'S,.otfh_inpufa~u~ tihe. (JWl·liBif~?VCOf Diei~mSitrta~iOlfi is,esti~ed ~ be £2J7l112D:QO~GF 2Qrtfill~ lilalk~E pnCB5, fnduIling ~pIlimi$m bias. § -}'BatapprBi$l;lt p~)1_

GBIi'tSI and!bSnefits ~18f ili!ilnsideliai:lll ~ a 5 ~Ellt BPPf.8ll5a1'peti~ Chased 001 l!il«;l~ynr~P:Bn mfue atj;ilIip:mBfit)

Th~ .B$llm~ lli1'e1'S}lB ~ baen, c[llirilBrted lO ltie miO~J!}" val_ Ii$[ng W~l'Ji.Gptllrai'lllBt~ f~r wltJas. m time ..,Tlniisd(j~1iIBd inhi~:aJllj'laIJ!e'klrN:

H f5h~df me 'm~' IlIlEli'l:1lh~ BCR '*'~.npllfli1~9 arn¥ d' 'Illie EIIiIiiCiJillStadl bal'l$fiits'fiQli' ,nr!lf,tBlr~nsdedi ver..~ m"tlflew~1i inBilll[ ~Ir. t~is ~1i1it$tad i1'tl2~31'r1a Ml 'lAli111ne~: Ib:!f 2;1&1,\!~iob3S1 fn !P8ak,ht!UI':E (1l1:4$-!01!t45. 11~1:5-1i7:15)! ,so fuBI$ is.'EiQ,rnf6cam:~e:m~cfed I'oc~ ro.~ ~1t:5! iiAl,~ bE jnutJiBlllfme~ salifB!!l.'GOO' 'ID'it!. 1i1B~! i!'ll ~~IiI" The QtJstlSBdI ~,~~ Ifls '~ Ji:5l,_ :~~ ~ Q¬ 1!Il~ iP~d, ami Iwilt !D.9'''~'1if1$ ~Bfit's, crti' ~!ft1ti&Bjr'~1il~tli!Bblcl$;.andl wi'dar lliill.Iad 1!lISer_

18

Appendix 6 - Programme,

10 'i:I:st~,.jjl!j ~;lV'

G"'lI'ii)'$

fli l(1'lQ~ji61ili'i3(lo~lUi'

!I. i&id &.Ptoi:ed,Pr.rper.atiM--~1St:ll!i;ttiS~il?r!i tUif'C-/T,S

11 Et!:.rly5~~ehokbt Ef'IB"gI;~rnt

~~tt Mblnm~tiun ~bi(C11:'1.!."'. nll1.~ Setupflroj«tTeQln&Boan:J

_" _J Senpt!! &"Pra~"'!11~' li)evel~?rt,I!iI1J

_2H·"IS,~j1!.s.m:l:tt:Call.;$et"'dti\::U:1 '~rt]J~!;t.s R~tJf«!me'i1t$ Caph1Jfl!... .

'-~ Oeiirnt'l 00:g,' tolE.CaU.:..l1I!:rtiwObJe-ttI\'.e~-w1 it~..,.it!-\'.'or Cu~.~rit.St.~ua.,i.>tl{;J'u1 oetiL~1:(,f!:a)elir:\t~ Ob{<!t:ti.\!es and DII.t""

-.1.,1....1....",...e.".~iI,,'lOata Ne.,v.wor"G.ap.sis oefh,e: UTl'.tCR.<I!quirt!rne.l'lt!l;

-14 In~riD'tRJidu:rt!lAlIlello'llll'l,emt

l!< Sl(e llll",.es~g.atiotl~

16 j &jtJipm.en1Ih:.oql.ii! UfllIe!llC:I,"1t ~ Soft: ~~k'f!t il!!SliltlglIS UT~(:I:n.~l¢fIl~i'l);n

~ s-..-stem~'kS~J:rnen!·~.;lE&EkJC:;.'(1 &lIpp:r~[ FleqUl:~U'ntll_.,ZlR un"1l: Propoos.;t::Iy. S'fSt~ rr.1t~r",itoo11' fr1t~r:)~:f\'_ Ctlmpl~l~,=-~C,,;,lIi1:lk!f'Mion(1$MlI:fhlII(:!!!mmfTs"l [)eJime QJ::rertl_'i~;II,P'I:.ocedu(.e~-:"'12iI

~'~JS R~I' 11i'rtu:tD-oitliE~pa:tlUon.lO _ ffe\,j~,!'~ CUl(,retllD&~;tS\;!!Ili.'iot!f·lIl'lrill:

;~ ~I(lre GClltn~dV~id;e M;n\.;,~t

I It i f,ng;.a:N~I!\Ii1hiotCi@.ht/ Fet:Ie.,~ja;.nif.fj.Mlenl=-."D "'!rn~Add.ron.l.oata Rr:!'qulremenu~-4 O::!~i -lrlte~tIDn - [Qnr:1e.del!& Freig,hl~'!~!~~tll.'Tjtn~E)lp:If'thon~-ktt;!:3~ P'rOCUi({!mt!fl"-1~1 Ondt lnAt'tIsl!ructb-re Ift~qrJj~1lCllft!I~t$~ AqCllr~3,Quot~"im W'm'tuttlllr~'39." ~~\I.i~#R....._.u~·ried'Ollt:J,f.s;.md:Rai1C!JOfdet.!:.!O 'Im,p;iem;mtatloll~l . ProdutliOl;'I,-~i EqUiPI:rICII·t!lu~li

'4;-. T.~tlm.,<.". '. ntll tmprtr.'emeJ.'It~

"" 'AT/"'],'.~ klrra':;!;r,uttU;f,e(ollflplete

~~~-lUTMC[O!l2lb.o!ni_tlW:'St'ra:blig:l'::~

~

O~taMir'li1'l&~tO::!t.~, ~\l!!lcpmet1t

S'I"'.!It~lmllle!r:lti!llbll

sa ~ ltl:lh;li~ Materia., &. SIi!PPOc;tlor i,l,Ipetatiol'1~~ 1~\o"~';"tlr.1G'& Eio<;;~U1II-tiJ:)n -­

_::J .~~J~j?n Ol'.I1dRe"ie.w,q~ 8;!I~!irae·[I~

~

n;,C3UlI"'ll-p-ariSpc1 E:x.ersite

.

~'~Pl'iC<j~. al)[i A..'Uitl:lde, Sur'lt!y:..Pr'qjecHte'Vil!':'w .

Re\'l1!W lind 1{'i!QF!t'lveStr.:at.5

I&e'fi!111!:S'fitt!m IP.MedJj~esttl'oduce i'\iiA:'l­AdClpt~flj

~nel':it: RdiDl~H('11K'Proje>et R~poft

,..,~,~

Our;mq~ 1 $'I;IM

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~'.f'rIJOt.m.

'~"t

Appendix 7 - Organogram

Pw\(Me proj~ectgovemance.Make key. decisicns on thej.;~iln(j'al>, scopep'''gramme.

project: B,oard

...... ---,-----1;() ,overse.e A1tl:;i~s,projedteam and drl\i'e,the projectwi~b1jnDCC .

Repl@,,,.f\tsDCC and fIlla~€'sstrategicdung", control d'ecls;ons with thepmjert board.

Atkins iProJectIDelivery fxl.stillgFfamewlilfk

,Respon"bl,. tor the d~y to, day delhll!lr .01 Ihe proj,SCI .",1eusure the project is lI11anag"d lIo.Iitltin.scope, ,Ct",t a'l~!prQgramme.I'lespollsible for the ,ec,,.,1callaspec,is of the ~loieGI ;ndod;l'~1-_-1' -1ILijl(1r1C.d!!te.ot,io'l and svstem iinoof!"aitiO!l. I I'Re5pOlilsiQle,f(l' d@li'fflring and r",¥,iewin'lthe technic,.r praj'e.;ldocutn"llts.

Stakeholders to altelild nleeti&lgs an~!F@port,dJr,,,ctl* to A!'kins for progress ofdel;v@mbles,.,'","'ioesor"qu;llfll@n:t

ResponslblflUes

',ncc act lis ~he promptors and 'ens.me pr'qjett' d~tI\(el'1lbles areIFecel\ied and!.'lj)e!lefit'S are re;il'ised. Change ~ntFol and key,project Ijed$lon~ Will b~ d1!cid!=,d; ~\! the project bo~~dmade tip ofstrategit DCCal'ld '1:1£1 staff m.embers.A~ld~s act as the project m.ana8~merit and project suppoit role.oce hase an eX1sti!lg rel~tlCill1l5hipand .conftdence in Atbnstechnical. sl;!l'!IIices. QcC, w~1II~ok fqr At!kIns ,teO p,ll,vide efff)ctfl(e'management (if ,.tali;e!holders anod leade~shl'P in, 'ens.iml'lg !thej)roJecti!s deHve'Fed to its ssope,blldg~ ~n(Mjmeoo,,!es.Siemens act as, ttie tJraffic signat teGlll1ic.al;fead. The eXiistif!gm).ailhtenance oontact has alipwed DCC te nil"" ccmfillifen,6e ijnShilmens ab~(!ty to deliVl3rand OIIen::ome. tec;i!niqll, flame sigl;lal,j.5sues.:II'I!I'I:IXact as.the data broliceraQd big,da~ated)r:lh:;al e)!pert. netsCUf~<:lltly puml1'a,sejoumelfdata fr.pmdNRl~ ,in- a s!mi.la.r. mal'1ll~rt.O I'll?,: iOGCSee thelThas Olj par:rner In' thiS project, b;y ~lll:lpq!'l\ing;1iheen.gage:me!1t·,WltliHht'l <;on!)et:le.~:\!ehll!!ie !YIllr.ket,Cloud Amber (,daxl act as the. lIlMC Systems il1.tegrato,r. DCCulsethe Atgonaut UTMC S~s.te'm'lnd"WlH 1!1'O~to, Cloud Arriber to!

, integrate the HE lind (lOC UTM(Ssystem'S anI;! prol!!'de te'cl:Ir.icalaqlliGe' thr-aI.lJl'l:o;utthe p,roje« Iife~v,6Ie\

E)(iS~irl!.l fromewcrk Sli!ppll~rIst,akehol~E!ts New procurement

20

Appendix 8 - Risks Register

.1P.i1n'riii;"'""/.,l",iim.ililp.o:till'tlIe

hmcrcvemerw to. the ro.ad network

In tile r1!(II~i'5atiolf'lof benefits

costs ~nCIJf:fedto the

[uceranonar trnprovernents to theroad ne,t'....ork not realised.

goundebcur. of the project nor reattsed..

Riskthat the support from others,t'<!l'ketlQtdef{OoudAmher, Siem~ns:an,dlNRIX) isnot sufficiel1t and candl2~aythe:reausartcn of the schemebelfle:fits

De~ay'Stotne prctect prcgrammepasstbl)~~fkr:llIrr~tig.costs.i

:£~s,~ De~a.v'in realiSo!IIttolOof ~he-beneflts df

Riskthat the irnplemeruation ot onstreet: infrastructure could impactcongestion and the local roadnetwork.

"~ I~onge.st.[on created and,polSsible£, dalinage to DCC,HEand'Atki:ns~ reputation.

M

M l

Mwnh HEearly.to ensure there

L

M L

21

Appendix 9 - Section 151 Letter

~

Dorset County Council

Chief El(e¢Utive'sDe~nt'Financial ServicesDorset County CouncilCounty HaJIOorcilesterDorsetDT1 1XJ

Department for TransportGreat Minster Hou$€33 Ho~ferry RoadLondonSW1P4DR

TeDepihone: 01305 8548M'inicom: 013052:67933Wewelcome calls via text Relay

Email:OX:Website:

r.m_ba!te$@d~tcc.go\l_ukDX 8716DorchesterW'ovw.do~ttoryou.com

Date:Ask. for:My ref:Yotlrret

28 September 2016Richard BatesRB/jb

DeaF' Sirs

Dorset CountyCouncil - errs Bid

Domet County Council would !'ike to submits C 11Sbid for the amount of £198,000.

As tile Section 151 Offic~,r for !.heCouncil I can confirm that the authority has the available fuiiids tomeet the local funding contribution of 5% of the total bid, namely £9,000.

Ytn.J1'S faithfully

Richard SatesSection 1541Officer/Chief Financial Officeii'

Debbie Ward, Chief ExecutiveWorking together- for a strong and successful Dorset

l"- '''~.INVESTORS~,,--,liN P1;OPLI"