Cynulliad Cenedlaethol Cymru |
National Assembly for Wales |
Pwyllgor yr Economi, Seilwaith a Sgiliau |
Economy, Infrastructure and Skills Committee |
Datblygu Trafnidiaeth Cymru yn y dyfodol |
The future development of Transport for Wales |
EIS(5) FDTfW25 |
|
Ymateb gan Awdurdod Trafnidiaeth Prifddinas-Ranbarth Caerdydd |
Evidence from Cardiff Capital Region Transport Authority |
1.
This response is being submitted by the Cardiff Capital Region
Transport Authority (CCRTA), whose objectives are to connect communities, business, jobs,
facilities and services in the area. The CCRTA is a sub-committee of the Cardiff Capital Region
City Deal Cabinet and has been established to facilitate the City
Deal by coordinating transport planning and investment
across the region.
2. The development and integration of a new transport system plays a vital role in the economic transformation of the Cardiff Capital Region as it is essential for connecting communities and will enable individuals to travel. The improved transportation of the Capital Region can also bring potential opportunities to new areas for further economic development and expansion.
3. The CCRTA is chaired by the Leader of Bridgend County Borough Council and plays a key role in advising the CCR Cabinet on recommended strategies to achieve transport objectives within the region. It works closely with and supports local authorities in any transport-related collaboration and imparts transport expertise when needed.
4.
The governance structure of TfW is a
particularly important feature as consideration is given to the
potential for extending their role related to the management,
procurement, delivery and support of transport infrastructure and
services across Wales.
integrated with TfW.
accountable to National Assembly
Members.
· Short term funding limits the ability to deliver long term programmes.
· Short term funding prevents LAs and regions building and investing in core teams with capacity and capability to develop and deliver long term programmes.
· Longer term funding would enable greater commitment to developing skills and investing in apprentices, graduates and to developing specialisms and facilitating career development and succession planning.
· Development of project pipelines would enable supply chain development and avoid the hiatus of work early in the year when work is being commissioned and tenders invited and the over-heating at the end of every financial year when pressure is on to avoid underspending.
· Regional Transport Plans should be used to develop a programme of transport interventions and agreed funding packages.
·
LAs or
RTAs with visibility and certainty of funding over a 5-year period
can invest in developing skills and capacity, which have suffered
due to funding cuts and uncertainty about future budgets. As an
example; RCTCBC & CCBC are growing these areas to match the
ambitious medium term funding commitments, including apprentices
and graduate engineers and this has substantial benefits for the
wider economy.
· Clear Roles and Responsibilities need to be established for each party to eliminate duplication and to focus actions by any party on the area that can be most effectively delivered by that party. These roles are evolving and close working through the WLGA would be beneficial in crystallising responsibilities and accountabilities.
· A three tier governance model is emerging and this is further explored/expanded in the recent Transport White Paper where Joint Transport Authorities (JTAs) are proposed;
· Tier 1 – Welsh Government (funding, policy, planning and legislation)
· Tier 2 – TfW (implements Wales-wide commissioning of services and infrastructure, strategies and programmes and informs WG planning and policy development)
· Tier 3 – JTAs (or LAs) develop and deliver regionally prioritised programmes and services, including commissioning bus services, managing the local highways network and active travel, against agreed indicative five-year
funding from Welsh Government.
TfW and LAs, through regular working groups.
‘call in’ decisions and
hold the Executive to account.
involvement in the wider
commissioning decision making.
focus of the future duties of TfW,
and needs to:
· Ensure greater integration of rail services with the local transport networks. In South East Wales, this should be demonstrated through TfW's involvement in the evolving development of the Metro, including delivery of a single fully integrated ticketing system for all rail and bus services in the Cardiff Capital Region.
· Ensure transport is an integral part of Spatial and Economic Development policies at a national, regional and local level.
· Provide an opportunity for greater investment in the rail and local transport network. Again, this should be demonstrated through the evolving development of the Metro, the transfer of Network Rail assets on the Core Valley Lines (CVL), the evolving development of the Metro including (including non-CVL routes) and closer working with and through the local highway authorities.
· Bring a greater local focus in the decision making process by devolving control. This must be embedded within the governance
structure of TfW.
transport integration is
emerging.