See What We've Delivered
At Nota Bene, we support public sector organisations in making thoughtful, evidence-based choices especially when the stakes are high and the challenges are complex. We bring together deep research, practical tools, and a genuine understanding of people’s lived experience to help our clients move forward with clarity and confidence. Below, you’ll find a selection of case studies that show the kind of work we do, the problems we’ve helped solve, and importantly, why we chose to take these projects on. Each one reflects our values: being personable, knowledgeable, and purposeful in everything we do.
Bus Options Appraisal
The Problem
Cambridgeshire faced the sudden withdrawal of six local bus services following notice from Stagecoach East. The timing of this announcement posed significant challenges, the notice period was short, and the situation unfolded just ahead of a mayoral election, adding considerable political sensitivity and urgency to the issue.
The affected bus services were diverse in both purpose and scale. Some operated infrequent routes, such as a single daily journey to support access to schools or colleges, while others were more regular services connecting rural villages to larger urban centres. Despite their differences, each route played a critical role in ensuring mobility for local communities.
Without intervention, the loss of these services would have left many residents without any public transport options, severely limiting access to jobs, education, healthcare, and social activities. The risk of increased transport-related social exclusion (TRSE) was high, particularly for vulnerable populations who rely on bus services as their primary mode of travel.
Complicating the issue further, some services lacked sufficient revenue to justify competitive tendering by the Combined Authority, raising difficult questions about financial sustainability versus community need.
The client engaged Nota Bene Consulting to assess each route and produce a board-level report with tailored recommendations on whether to retain or withdraw each service, balancing financial constraints with the broader social and economic impact.
Our Approach
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Use of QGIS to display the route and population of each service.
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Data collection on service usage.
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Route data including : Timetabling, access to key services, route length and population catchment.
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Gather and analysis on patronage data provided by stagecoach to form estimates for the revenue of each service.
Deliverables
Board Report
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Produced and submitted to CPCA
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Presented to councillors to support informed decision-making
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Included recommendations on which services to retain or withdraw
One-Page Route Summaries (for each of the six services)
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Key data highlights specific to each route
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Clear recommendation and supporting justification
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Custom route maps created using QGIS for visual reference
A61 Chesterfield Road
The Problem
Sheffield City Council and the South Yorkshire Mayoral Combined Authority identified that the A61 Chesterfield Road corridor faced persistent congestion, unreliable bus journey times, outdated infrastructure, and accessibility challenges. Following the COVID-19 pandemic, reduced bus patronage heightened the need to restore confidence in public transport. The corridor from Meadowhead to Broadfield Road required a coordinated response to improve safety, reliability, and travel conditions for all users.
A combination of bus delays, substandard pedestrian crossings, gaps in active travel provision, and corridor-wide issues such as flooding and constrained road geometry limited transport choices. These issues also posed risks to the efficient use of CRSTS funding, which must be spent by 2027.
Stakeholder views varied significantly, with public concerns sometimes conflicting with ambitions for enhanced bus priority. Frequent changes in client-side personnel further increased the need for structured decision-making and clear communication.
A strategic, evidence-led approach was required to identify deliverable, publicly acceptable improvements capable of enhancing bus performance and addressing multi-modal needs.
Our Approach
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Developed Strategic Business Case and Phase 1 Business Justification Case in line with Green Book, DfT TAG, and SYMCA Assurance Framework.
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Completed extensive data analysis including journey time, traffic, GIS mapping, socio-demographics, and flooding.
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Generated and sifted options from longlist to preferred set, assessing deliverability, cost, and stakeholder acceptability.
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Conducted wide-ranging engagement: workshops, walking tours, public consultations, and continuous liaison with SCC teams and operators.
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Developed in-house preliminary designs, including complex junction assessments, safety audits, and design reviews.
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Introduced carbon quantification using DfT’s VECAT tool with narrative contextualisation.
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Established phased delivery strategy enabling earlier interventions while full-corridor work continues.
Deliverables
Strategic Business Case
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Established clear evidence base and objectives aligned with regional and national priorities.
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Demonstrated the need for intervention to support improved bus priority.
Phase 1 Business Justification Case and Appendices
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Developed to support early delivery of interventions amid corridor-wide risks.
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Included SMART objectives, options assessment, carbon analysis, DI appraisal, EqIA, M&E plan, and technical appendices.
Preliminary Design Package
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In-house development of revised and expanded preliminary designs.
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Included geometric layouts, active travel improvements, bus stop upgrades, and junction assessments.
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Informed by Road Safety Audit and collaborative design reviews.
Options Assessment Report
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Documented structured option generation and sifting.
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Evaluated feasibility, affordability, stakeholder acceptability, and alignment with scheme objectives.
Carbon Quantification Report
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Applied DfT VECAT tool for lifecycle, operational, and user carbon assessment.
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Provided contextual narrative reflecting modelling limitations regarding modal shift.
Monitoring & Evaluation Plan
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Set out framework for assessing intervention performance post‑delivery.
Public Consultation Materials & Maps
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Produced accessible and visually clear materials enabling meaningful stakeholder feedback.
Distributional Impact Analysis & Equality Impact Assessment
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Ensured equity and statutory compliance were incorporated into scheme development.
Future High Streets
The Problem
Sheffield City Centre had areas of long-term underuse and underinvestment, where private-sector-led regeneration was difficult to unlock on commercial terms. Public investment was therefore proposed to help reactivate underused retail and commercial space and bring activity back into key parts of the city centre.
Alongside place-based regeneration, the scheme also included a transport element: a free city-centre bus service (Sheffield Connect) intended to improve accessibility, increase footfall, and support wider centre vitality. This created an unusually multi-disciplinary business case, combining regeneration and transport benefits within a single funding submission.
South Yorkshire Mayoral Combined Authority (SYMCA), as funder, required an independent assurance review of the submitted business case to test whether it met the South Yorkshire Assurance and Accountability Framework and could credibly demonstrate value for money, strategic fit, affordability and deliverability. The assurance outcome was used to inform recommendations to SYMCA’s Investment Board on whether the scheme should progress and receive funding.
A key focus of the assurance role was to test the robustness of the proposed scale of public investment, the delivery and grant-management arrangements, and the assumptions underpinning expected regeneration and accessibility benefits—particularly where there was potential for overlap between transport and place-based outcomes.
Our Approach
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Delivered independent business case assurance in line with HM Treasury Green Book (five-case model) and SYMCA’s Assurance and Accountability Framework.
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Reviewed completeness, internal consistency and evidential strength across strategic, economic, commercial, financial and management cases.
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Tested alignment with local authority and combined authority objectives and governance requirements for Investment Board decision-making.
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Undertook technical review of regeneration and transport appraisal methods, including risks of double counting and the treatment of uncertainty.
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Issued structured clarification questions and worked iteratively with SYMCA and the applicant to strengthen the evidence base within tight timescales.
Deliverables
Clarification and Evidence Review
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Developed detailed clarification questions to address gaps, inconsistencies, and key uncertainties within the submitted business case.
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Managed follow-up queries through ongoing engagement, ensuring responses were received in time to be incorporated into governance and decision-making papers.
Technical Assurance: Transport and Regeneration
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Reviewed grant funding and delivery arrangements for city centre retail and place-based regeneration improvements.
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Assessed the Sheffield Connect free bus service business case, including patronage assumptions and accessibility impacts.
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Identified and clearly articulated financial, value-for-money, and reputational risks, including potential overlap of benefits across intervention types.
Five-Case Model Assurance and Recommendations
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Prepared a proportionate assessor’s report covering all five HM Treasury Green Book cases, structured so SYMCA officers could directly use content within Investment Board papers.
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Set out a clear overall recommendation, including any conditions or requirements to support a robust and informed funding decision.
Board-Ready Advice and Outcomes
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Delivered assurance within tight decision-making timescales through focused questioning and proactive liaison with stakeholders.
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Supported SYMCA’s Investment Board decision-making, resulting in scheme approval, funding award, and the ongoing operation of the Sheffield Connect service.
Walking, Wheeling & Cycling Masterplan
The Problem
Across three distinct sites: Dinnington, Wath, and Rotherham Town Centre.
Local authorities faced persistent challenges in improving mobility and reducing transport-related social exclusion. Despite their unique contexts, each location shared common barriers to active travel, including:
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High levels of transport-related social exclusion due to low car ownership and limited public transport access.
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Poor air quality and negative health outcomes linked to physical inactivity.
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Unattractive and unsafe conditions for walking, wheeling, and cycling, particularly around major roads with high traffic volumes and frequent collisions.
Existing infrastructure failed to support active travel effectively, making it an unviable option for many residents. The lack of safe, connected routes discouraged walking and cycling and limited access to education, employment, and essential services, particularly for more vulnerable groups.
To address these issues, the goal was to develop site-specific masterplans that aligned with local, regional, and national strategies.
This included:
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Rotherham Metropolitan Borough Council’s place-based objectives to improve walking, wheeling, and cycling in areas with poor existing provision.
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South Yorkshire Mayoral Combined Authority’s Active Travel Implementation Plan, which aims to build a fully connected network across the region.
Improving active travel infrastructure was not just a matter of transport, it was essential to addressing health, environmental, and social inequality outcomes across the borough
Our Approach
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Use of QGIS to map data effectively such as , pollution, Transport Related Social Exclusion activities and collision across three sites.
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Interventions for Dinnington focusing on independent mobility routes to the market and green spaces.
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Interventions for Wath focussing on community cohesion, direct routes and multi-modal connections.
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Interventions for Rotherham Town Centre focusing on direct core network, comfort at junctions and neighbourhoods.
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All interventions and priorities were fed into a weighted scoring system to allow informed decisions of which will be the best to go forward with.
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Overall analysis of the combined interventions ultimately decided which interventions were shortlisted, helping to create a complimentary overall scheme rather than a series of isolated interventions.
Deliverables
Strategic Business Cases for all three sites
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Justified the need for public sector funding
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Aligned with the public good nature of infrastructure projects, where private investment is limited
Stakeholder Engagement
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Led collaboratively by Arup and Nota Bene
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Gathered insights to inform planning and decision-making
Site-Specific Masterplans (one for each location)
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Included background context and local transport challenges
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Incorporated stakeholder feedback
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Detailed proposed interventions and the option sifting process leading to final recommendations
Business Cases for Northern Communities
The Problem
Sheffield City Council sought to progress an early-stage transport investment proposal for northern Sheffield through the Strategic Business Case (SBC) stage as part of the City Region Sustainable Transport Settlement (CRSTS) programme. The work needed to establish a clear strategic rationale for investment at a very early point in scheme development, prior to outline design.
The study area covered a large and complex geography, extending from the Northern General Hospital through communities such as Chapeltown, with connections to Meadowhall and Sheffield city centre. This area encompassed multiple transport corridors, diverse trip purposes, and overlapping needs for public transport and active travel.
A central challenge was how to improve public transport connectivity, reliability, and journey times, while also strengthening active travel provision, within a constrained funding envelope. The scale of potential interventions risked creating an unfocused and unmanageable programme.
Against this backdrop, Amey Consulting appointed the project team as a sub-consultant to provide advice, assurance, and consistency with established CRSTS business case approaches previously applied on comparable schemes. The emphasis was on helping the client prioritise effectively and present a robust, proportionate Strategic Business Case.
Our Approach
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Provided advisory support on option development and prioritisation, including the application of multi-criteria assessment principles
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Supported the use of a Strategic Business Case structure consistent with other CRSTS schemes, ensuring alignment with best practice
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Reviewed draft business case materials to improve clarity, robustness, and strategic coherence
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Advised on stakeholder identification and engagement, including participation in workshops and Walking Workshops
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Worked collaboratively with Amey Consulting and Sheffield City Council without duplicating analytical or modelling work
Deliverables
Strategic Business Cases Assurance and Advice
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Review and commentary on draft SBC documents prepared by Amey Consulting
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Advice on strengthening the strategic case for investment and maintaining consistency with previous CRSTS submissions
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Input focused on early-stage decision-making rather than technical appraisal
Stakeholder Engagement Input
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Attendance at stakeholder and client workshops, including Walking Workshops to identify on-street issues and opportunities
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Engagement with Sheffield City Council officers across transport, public transport, design, and active travel teams
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Input to discussions involving elected members, bus operators, Sheffield Teaching Hospitals, and local area representatives
Option Development and Prioritisation Support
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Guidance on narrowing a wide range of potential interventions into a more focused and deliverable package
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Support for balancing competing corridor and modal priorities within a limited funding envelope
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Emphasis on avoiding an overly diffuse scheme that would be difficult to fund or deliver
Project Outcomes
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Successful submission and approval of the Strategic Business Case, with no significant assurance issues raised
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Approval enabled Sheffield City Council to progress the scheme to the Outline Business Case stage
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The work supported wider client relationships and demonstrated value in business case development, despite no direct follow-on role on this scheme
Assurance Support
The Problem
South Yorkshire Mayoral Combined Authority (SYMCA) faced a significant loss of internal capacity within its assurance and strategic transport modelling functions. This followed staff retirements and prolonged recruitment challenges in a highly specialised skills market.
Assurance and transport modelling expertise are critical to SYMCA’s ability to appraise schemes, make funding recommendations, and support robust governance and decision-making. Delays in recruiting permanent staff created a risk to the continuity and quality of business case assurance at a time when programmes and investments needed to progress.
In parallel, SYMCA was preparing to procure a new strategic transport model to support future planning and investment decisions across South Yorkshire. Without specialist input, there was a risk that the model specification would not fully meet appraisal requirements or reflect partner needs.
SYMCA required experienced, embedded support to maintain momentum, uphold assurance standards, and provide confidence to decision-makers while permanent roles were recruited and established.
Our Approach
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Embedded senior specialist support within SYMCA’s assurance and modelling functions, working as part of the client team.
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Applied HM Treasury Green Book, Department for Transport’s Transport Appraisal Guidance, and SYMCA’s Assurance and Accountability Framework to ensure consistent and proportionate assurance.
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Acted as a senior “sounding board” for assurance officers, providing constructive challenge and strengthening confidence in recommendations.
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Defined functional requirements and advised on procurement strategy for a new strategic transport model, including scope, cost, and risk management.
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Facilitated alignment across South Yorkshire partners through regular engagement and transparent, iterative development of specifications.
Deliverables
Assurance support and governance continuity
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Review and quality assurance of transport business cases, including clarification and challenge to scheme promoters where required.
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Ongoing support to governance and decision-making processes, maintaining consistency in assurance recommendations during resourcing gaps.
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Close collaboration with the Programme Management Office (PMO) to streamline and strengthen assurance processes.
Strategic transport model procurement support
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Development of tender specifications and procurement documentation for a strategic transport model with a value exceeding £2 million.
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Advice on fully specified versus outcome-based procurement approaches, balancing certainty, flexibility, and delivery risk.
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Ensuring the specification addressed appraisal gaps, including improved provision for walking, wheeling, and cycling.
Recruitment and handover to permanent team
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Support to recruitment processes, including role specifications, interviews, and appointment of a Senior Economist and a Transport Modelling and Appraisal Officer.
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Initial setup of the strategic transport model work programme and structured handover to newly appointed staff.
Assurance and Accountability Framework updates
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Updates to the Assurance and Accountability Framework and associated templates to maintain clarity, consistency, and usability.
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Coordination of SYMCA’s responses to government consultations on changes to the Green Book and transport appraisal guidance.
Partner and stakeholder engagement
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Facilitation of monthly stakeholder meetings with South Yorkshire local authority partners.
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Management of differing expectations through evidence-led drafting, iterative consultation, and transparent communication.
Bus Reform Consultancy Secondment
The Problem
The Cambridgeshire and Peterborough Combined Authority (CPCA) sought to accelerate its bus reform programme at a time of significant strategic and political pressure. Bus patronage had been declining across many of the region’s more remote and commercially fragile areas, putting essential links to jobs, health, and education at risk. Maintaining service coverage while ensuring public funding remained sustainable had become an increasingly difficult balance to strike.
Compounding this was limited internal capacity. Progressing a bus strategy, completing a region-wide network review, and advancing franchising business case work all required specialist, hands-on support. The work also sat within a wider set of interlinked transport issues, including the high-profile Cambridge access charge proposal, creating a sensitive political environment and a need for coordinated engagement across multiple authorities.
The CPCA therefore brought in interim consultancy support to lead technical development, navigate the political landscape, and maintain momentum on a suite of time-critical decisions. The aim was to deliver robust evidence, protect vulnerable communities’ access to services, and lay the groundwork for public consultation on franchising.
Our Approach
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Drafted a comprehensive Bus Strategy through engagement with politicians, officers, bus operators, and the public.
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Conducted a data-driven bus network review using PODARIS and QGIS to assess performance, social value, and affordability.
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Developed the franchising Outline Business Case in line with DfT guidance, coordinating legal, financial, and economic inputs.
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Adapted prioritisation metrics to reflect the region’s mix of rural and urban needs, emphasising connectivity for vulnerable communities.
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Managed sensitive communication and sequencing across the CPCA, the Greater Cambridge Partnership, and Cambridgeshire County Council.
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Chaired the Bus Forum, supporting constructive engagement with operators.
Deliverables
Bus Strategy
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Produced a strategy shaped by extensive engagement with elected members, operators, officers, and the public.
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Reflected the CPCA’s sustainability ambitions and addressed service quality, coverage, and affordability.
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Supported political approval processes within a complex multi-authority context.
Bus Network Review
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Delivered a region-wide assessment of service effectiveness, using PODARIS to analyse catchments, socio-economic need, and cost.
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Recommended where to retain, modify, or reprioritise services, with a strong focus on safeguarding remote communities.
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Introduced clear metrics balancing financial viability with social inclusion.
Franchising Outline Business Case
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Developed a legally robust OBC in accordance with DfT guidance, coordinating economic, financial, and commercial analysis.
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Oversaw and guided consultant inputs, auditing outputs to ensure consistency and readiness for public consultation.
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Resulted in one of the few agreed franchising business cases nationally at the time.
Governance, Engagement & Political Support
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Delivered tailored briefings, one-to-one sessions with politicians, and formal presentations to support informed decision-making.
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Sequenced technical outputs to maintain alignment with related policy work, including the Cambridge access charge.
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Chaired the local Bus Forum, helping strengthen operator relationships and reduce conflict during a politically sensitive reform period.
Rapid Response Support (Post-Project)
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Nine months after completion, provided a follow-up rapid review of further at-risk services, demonstrating client confidence in the work’s quality and impact.
Restoring Your Railways Strategic Outline Business Case
The Problem
Through the Department for Transport’s Restoring Your Railways programme, local authorities were invited to develop robust Strategic Outline Business Cases (SOBCs) to test the case for reinstating rail services lost during the Beeching cuts. Within this context, two separate rail corridors the Barrow Hill Line and the Maid Marian Line, were independently identified by local partners as priorities for further investigation.
Although promoted by different local authority partners and differing in geography and complexity, both corridors faced similar challenges. Communities along each route experienced poor and unreliable public transport connectivity, with limited alternatives to private car use and bus services that were often uncompetitive in terms of journey time and reliability.
At the same time, both corridors retained underutilised or dormant rail infrastructure, raising the question of whether reinstated passenger services could offer a more sustainable, reliable, and attractive transport option. Securing SOBC approval was a critical step in enabling either scheme to progress further and compete for future investment.
The challenge was therefore to develop two standalone, DfT-compliant business
cases, each proportionate to SOBC stage, while delivering them concurrently under
the same national funding programme and to tight timescales.
Our Approach
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Delivered two separate Strategic Outline Business Cases, each tailored to its corridor, while applying a consistent Restoring Your Railways framework
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Applied HM Treasury Green Book principles and DfT Transport Appraisal Guidance (TAG)
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Undertook proportionate rail operational, demand, and options analysis suitable for SOBC stage
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Worked closely with Network Rail and multiple local authority stakeholders
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Adapted analysis and narrative to reflect differing local priorities, constraints, and opportunities
Deliverables
Strategic Outline Business Cases (Barrow Hill Line and Maid Marian Line)
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Clear articulation of the strategic case for rail service reinstatement on each corridor
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Assessment of transport problems, objectives, and alignment with national and local policy
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Proportionate analysis in line with DfT expectations for SOBC stage
Options Assessment and Appraisal
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Long-list and sift of transport options, including non-rail alternatives
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Multi-Criteria Assessment (MCA) to justify rail as the preferred solution
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Initial consideration of operational feasibility using Network Rail data
Technical and Evidence Base
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GIS-based analysis of socio-demographics and public transport accessibility
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Use of MOIRA data to understand existing rail demand and potential patronage
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Review of network capacity, junction constraints, and station considerations
Stakeholder and Programme Management
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Coordination across local authorities, combined authorities, and Network Rail
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Briefings and materials to support engagement with elected members and MPs
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Risk registers, project programmes, and supporting governance documentation
Outcomes & Impact
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Both projects successfully passed the SOBC stage of the Restoring Your Railways programme.
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The Barrow Hill Line progressed further, informing subsequent work including Towns Deal business case development and later consideration of tram-train and light rail options.
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The Maid Marian Line did not progress further following the closure of the national programme, but its SOBC remains a robust evidence base for future funding opportunities
Together, these commissions demonstrate the successful delivery of two distinct rail reopening business cases, developed concurrently under a competitive national funding programme, while remaining fully tailored to local context and client objectives.
Upper Don Valley Bus and Public Transport Improvements
The Problem
The Upper Don Valley corridor, including Hillsborough and Southey Green, is a busy urban route characterised by congestion and competing demands for limited highway space. Buses, trams, general traffic, pedestrians and cyclists all operate within a constrained environment, leading to operational conflicts and inconsistent journey conditions.
Bus services in the corridor have experienced poor reliability and punctuality, contributing to declining patronage and a continued preference for private car use . Without targeted intervention, public transport risks becoming less attractive and less competitive, undermining wider transport and decarbonisation objectives.
Safety was also a concern, particularly at complex junctions and near schools. Sub-optimal pedestrian crossings and interchange arrangements limited accessibility and reduced the quality of the public realm.
The challenge was to develop a deliverable, fundable package of improvements capable of progressing through SYMCA’s business case process, while responding to changing funding availability and political priorities .
Our Approach
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Progressed the scheme from Strategic Outline Business Case (SOBC) support through to Outline Business Case (OBC), aligned with HM Treasury Green Book guidance
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Developed and sifted long- and short-listed options against defined scheme objectives
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Produced iterative preliminary designs, informed by SYMCA Design Review Panel feedback and technical assurance processes
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Analysed traffic, journey time, reliability and patronage data to inform option development and appraisal
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Facilitated workshops and site visits with bus operators, tram stakeholders and council officers
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Adapted scope and phasing in response to funding constraints and evolving client requirements
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Maintained strong project governance through regular steering groups and proactive coordination
Deliverables
Strategic and Business Case Development
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Strategic advisory support during early SOBC development
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Case for Change and Options Assessment Report
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Outline Business Case prepared in line with SYMCA templates, supported by technical appendices
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Monitoring and Evaluation Plan and Appraisal Specification Report
Preliminary Design and Technical Development
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Preliminary 2D design layouts for junction improvements, crossings and corridor interventions
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Highway cross-sections demonstrating spatial constraints and compliance with standards
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Preparation for Road Safety Audit Stage 1
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Design Review Panel submissions and formal designer responses
Data, Modelling and Appraisal Support
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Commissioning and coordination of traffic data collection
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Traffic modelling and appraisal support in collaboration with Stantec
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Integration of bus reliability, patronage and congestion data into option development
Stakeholder and Programme Management
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Workshops with bus and tram operators and council stakeholders
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Steering group coordination and reporting
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Preparation for stakeholder workshops and forthcoming public consultation
Outcomes & Impact to Date
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The project has developed a coherent package of preliminary designs and supporting evidence, progressing toward Outline Business Case approval . Feedback from SYMCA’s Design Review Panel highlighted the clarity and quality of materials, with elements of the submission approach incorporated into internal guidance for other schemes.
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The commission has evolved from early sub-consultant support to a direct, ongoing role for Sheffield City Council, reflecting confidence in the team’s ability to integrate strategy, analysis and design within a complex, multi-modal corridor .
CRSTS2 Pipeline Project Scheme Development
The Problem
Sheffield City Council needed, at short notice, a prioritised list of transport schemes to support discussions with the South Yorkshire Mayoral Combined Authority and to strengthen future funding bids.
While many potential interventions existed across council teams, there was no single, centrally held pipeline. Schemes were dispersed across departments and individuals, making it difficult to respond quickly and strategically to opportunities as they emerged.
The commission therefore focused on creating a structured, transparent and flexible pipeline that could work both as an immediate response tool and as a foundation for longer-term programme development.
Initially expected to focus on walking, wheeling and cycling, the scope expanded to develop a genuinely cross-modal pipeline covering all transport modes across the city.
Our Approach
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Built a comprehensive longlist through officer workshops, policy review and scheme generation using professional knowledge and open datasets (including accident data).
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Designed a bespoke multi-criteria assessment aligned with Sheffield’s Transport Vision and DfT early appraisal principles, including a multiplier to reflect “volume of beneficiaries”.
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Enabled prioritisation overall and by strategic themes (People, Planet, Prosperity) to support different decision-making contexts.
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Tested robustness through independent scoring, collective moderation, and deliverability checks with Council officers.
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Combined scoring with GIS mapping and ward-level analysis to help balance technical ranking with geographic and political acceptability.
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Worked with SCC’s programme and projects team to phase schemes into Now / Next / Future, reflecting organisational and funding realities.
Deliverables
Comprehensive scheme longlist
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Collated schemes from across council teams into one consolidated city-wide view, covering capital and revenue interventions.
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Included relevant third-party sponsored interventions where appropriate (e.g. tram-related schemes led by SYMCA).
Prioritisation framework and scoring outputs
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Developed a transparent MCA reflecting outcomes such as inclusion, safety, air quality, decarbonisation, connectivity and deliverability.
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Produced ranked outputs overall and by People / Planet / Prosperity objectives.
Prioritisation framework and scoring outputs
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Facilitated a structured phasing workshop to categorise schemes into Now (2–3 years), Next, and Future.
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Ensured the final pipeline reflected deliverability and organisational readiness as well as technical merit.
Live Excel prioritisation tool and guidance
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Delivered an updateable Excel-based tool to enable flexible sorting and rapid scenario testing for bids and briefings.
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Provided supporting guidance so the Council could maintain and refresh the pipeline over time.
GIS mapping and spatial analysis
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Produced GIS mapping to visualise scheme distribution and support equitable geographic coverage.
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Used ward-level population data to calculate indicative spend per head to inform discussions on balance and fairness.
GIS mapping and spatial analysis
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Produced a technical note documenting the methodology and assumptions for transparency and repeatability.
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Developed stakeholder slide decks and Local Area Committee mapping outputs to support engagement and decision-making.
Cycle Hire Scheme Consultancy – Sheffield City Council/Steer
The Problem
Sheffield City Council sought to develop a viable cycle hire scheme to support increased cycling and broaden access to bikes across the city. This included enabling more flexible, ad hoc journeys for residents who may not own, be able to afford, or have space to store a bicycle. The work also linked to a parallel ambition to submit an e-scooter trial application to the Department for Transport.
The project was shaped by a challenging local context. Sheffield’s steep topography and dispersed travel demand patterns created barriers to conventional cycle hire models, requiring a solution tailored to local conditions. In addition, a previous cycle hire scheme in the city had failed, creating reputational risks and the need to clearly demonstrate how a new approach would differ and improve on past outcomes.
At the outset, there was also strong political pressure to progress quickly, with expectations of delivering a scheme shortly after local elections. This created tension between ambition and the practical realities of scheme design, procurement, and delivery.
A further challenge was balancing multiple objectives: commercial viability, local authority control, accessibility, and equitable access across different parts of the city. Stakeholder understanding of cycle hire and e-bikes also varied significantly, requiring careful communication and engagement.
The overall task was therefore to define a robust, evidence-based scheme and outline business case that could command stakeholder support and move credibly toward procurement and delivery.
Our Approach
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Delivered a mixed-method, evidence-led approach combining stakeholder engagement, demand analysis, and business case development
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Undertook semi-structured stakeholder interviews and presentations through existing forums to gather targeted and adaptable feedback
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Reviewed demand mapping outputs alongside local knowledge, supported by site visits to validate assumptions and identify suitable locations
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Used datasets such as Strava Metro-style data and BetterPoints to support understanding of travel patterns
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Tailored scheme design to Sheffield’s context, including a shift toward e-bikes and consideration of docking-based solutions
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Acted as a critical friend to shape the scheme, drawing on both technical expertise (via Steer) and local insight
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Prepared supporting assessments, including Equality and Climate Impact Assessments
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Led development of the e-scooter trial submission to the Department for Transport
Deliverables
Outline Business Case
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Supported development of a robust outline business case for the cycle hire scheme
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Helped define key scheme parameters, including vehicle type, docking approach, and phasing options
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Provided a foundation for progression to procurement
Stakeholder Engagement Report
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Captured findings from interviews, presentations, and ongoing engagement
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Reflected a wide range of stakeholder perspectives, including operational and accessibility considerations
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Informed scheme design and procurement requirements
Equality Impact Assessment
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Assessed how the proposed scheme would affect different user groups
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Ensured accessibility and inclusivity were embedded in scheme development
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Evaluated the scheme’s contribution to wider climate objectives
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Supported the council’s appraisal and decision-making processes
DfT E-scooter Trial Submission
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Led preparation and submission of the application to the Department for Transport
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Successfully progressed through the first stage
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Provided a basis for ongoing support and further development
Rotherham Transforming Cities Fund Business Case
The Problem
Rotherham Metropolitan Borough Council needed to complete five Full Business Cases (FBCs) for a programme of active travel and public transport improvements funded through the Transforming Cities Fund. Although scheme development and contractor mobilisation had already begun, the business cases required to release central government funding were unfinished. This placed the council under significant time pressure, with limited internal resource to meet the South Yorkshire Mayoral Combined Authority assurance requirements.
The schemes themselves were designed to address longstanding issues around low active travel connectivity and the need to increase walking, wheeling, cycling and bus use. However, several schemes were expected to generate modest or low Benefit Cost Ratios (BCRs) because they involved reallocating road space from car users, demanding a strong strategic narrative to justify investment.
Information gaps added further complexity, particularly around cycling flows and baseline conditions. Preparing robust cases meant working with incomplete data, using suitable proxies, and documenting assumptions clearly. The team also needed to coordinate inputs from multiple council departments and delivery partners to keep momentum across five separate FBCs.
Our Approach
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Applied HM Treasury Green Book, DfT TAG and Combined Authority assurance requirements.
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Used the Active Mode Appraisal Toolkit (AMAT), making proportionate adjustments where necessary for consistency.
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Strengthened the strategic case to reflect Rotherham’s commitment to supporting mode shift and re-balancing road space.
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Worked collaboratively with council teams, contractors and AECOM, using structured question lists, tracking templates and scheduled check-ins.
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Adopted a pragmatic approach to data, applying proxy cycling baselines and transparently documenting assumptions
Deliverables
Full Business Case
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Completed FBCs for:
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Broom Road Cycleway
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Doncaster Road Bus Corridor
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Moorgate Road Cycleway
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Sheffield Road (Phases 2–3)
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Maltby–Wath and Rotherham–Tinsley routes
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Each case followed the Combined Authority’s requirements and enabled funding approval.
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Strategic cases articulated the policy intent behind active travel investment, even where BCRs were low.
Supported development of a robust outline business case for the cycle hire scheme
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Helped define key scheme parameters, including vehicle type, docking approach, and phasing options
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Provided a foundation for progression to procurement
Project Coordination and Evidence Framework
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Structured information-gathering tables that streamlined inputs from council teams and delivery partners.
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Clear audit trails for assumptions, data gaps and limitations.
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A combined narrative linking strategic, economic and delivery considerations to create consistent, defensible cases.
Supporting Technical Appendices
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Comprehensive risk registers detailing scheme-specific risks and mitigations.
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Equality and Quality Impact Assessments aligned with council processes.
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AMAT outputs, economic summaries and documentation of modelling assumptions.
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Baseline data records capturing the evidence base used in lieu of new surveys.