Cable cars for a growing city

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Acting through the Urban Transport Board, the City of Gothenburg has examined the possibility of operating a public cable car service since 2013. The integration of an urban cable car into the public transport system would mark the first introduction of a new mode of public transport in Sweden since the subway in Stockholm in the 1930s. We expect that an urban cable car will greatly reduce passenger travel times, be extremely safe and low-maintenance, have minimal negative impact on the local environment, make public transport more attractive, and over time contribute to a more connected city. The urban cable car is not a universal applicable mode for public transport, but rather with the function of a cross-link to overcome barriers and connect dense parts of the city. The urban cable car is part of the City of Gothenburg’s preparations for its 400-year jubilee in 2021. To achieve an efficient and strong planning process the city asks for technical assistance from ELENA to form an implementation unit.

The Urban Transport Administration City of Gothenburg Organization number: 212000-1355 www.goteborg.se/trafikkontoret Dnr 2367/15

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ELENA Application Form

The EIB accepts proposals in English and French. For the application of funding under the ELENA facility the following form1 must be used. Content of ELENA application form: 1. Applicant’s identification

2. Applicant’s situation

3. Presentation of the Investment Programme

4. Description of the Project Development Service

5. Overview table: Milestones presentation for measuring leverage factor

6. Estimated cost and finance

7. Declaration by the applicant

Note explanation boxes in each section are there for guidance only. The applicant should add further information if it is deemed relevant for the section. Similarly, the suggested lengths of section in number of pages are there for suggestion only and are not binding constraints.

1 As an indication, chapters 3-5 could be presented in a sufficient way on around 10 pages

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1. Applicant’s identification

Organisation Name Göteborgs kommun

Legal Status Public Body/Municipality

If not local/regional authority,

please confirm and describe

how you comply with the

requirements of a public

body2

For public bodies: please attach

- a copy of the resolution, law, decree or decision establishing the entity in question;

or failing that,

- any other official document attesting to the establishment of the entity by the national authorities.

Address of the applicant

Street Name

and Number

Köpmansgatan 20

Post Code 403 16 Cedex Town/City Gothenburg

Country Sweden

Person in charge of the project

Gender

[Ms, Mr] Mr Title and Function Senior Project Manager

Family Name Bergström Jonsson

First Name Per

Telephone No Work: +46 31-3682655

Mobile: +46 76 7765401 Fax No

E-mail

per.bergstrom.jonsson@trafikkontoret.goteborg.se

2 Public body means a body created by a public authority or a legal entity governed by private law with a public service mission, financed

for more than 50% by public sources, whose internal procedures and accounts are subject to control by a public authority and for whose liabilities a public authority will accept responsibility in the event that the Public Body ceases its activities

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2. Applicant’s situation [2 pages, plus lists/tables]

2.1 Description of applicant, type of local authority/public body

(0.5 page) [Describe the type of body e.g. Local, regional or national authority, municipality, public body, publicly owned body, groupings thereof. Describe the applicant’s main responsibilities focusing on those relevant for the ELENA supported Investment Programme]

Description

The City of Gothenburg is a public body and municipality. The municipality’s main responsibilities relevant for the Investment Programme are urban development, physical planning, transport planning, provision of transport infrastructure, environmental protection, sustainable development and social integration within its geographical borders. The City of Gothenburg is a forerunner in the field of sustainable development, energy efficiency, renewable energy and green mobility. It signed the Covenant of Mayors for climate and energy the 3 September 2008 and has formally approved strategic climate programme and action plans regarding both climate measures as well as sustainable energy measures. The city has a culture of international cooperation and exchange, participates in three Smart Cities projects and is member of several European city-networks. The City of Gothenburg has well established EU-related working methods and networks and has a representation office in Brussels. Gothenburg is working on several ways to reduce the climate impact of the city’s transportation system. Gothenburg suffers from some traits of urban sprawl in that it has a relatively low population density and many single use areas with high car dependence. The use of public transport is rising but is still lower than in many other north European cities of similar size. There is a lot of heavy transit traffic due to the port.

Map

This map shows the great Gothenburg region

This map shows Gothenburg’s location in Sweden and Europe

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2.2 Have you established a Sustainable Energy Action Plan or something similar (e.g. climate action plan, energy plan, sustainable mobility plan, etc.)?

(0.25 page) [Please provide the title, web links (if available), date and short summary of what the plan aims to achieve.1-2 sentences is sufficient for each]

The City of Gothenburg has formally approved strategic climate programme and action plans regarding both climate measures as well as sustainable energy measures. See below for a list of relevant plans and programmes. 1. Strategic Climate Programme for Gothenburg, 2014-09-04 http://www.covenantofmayors.eu/about/signatories_en.html?city_id=312&seap The Climate Programme aims to achieve the environmental quality objective Reduced climate impact. The programme comprises

nine strategy objectives, which are area orientations and extend through to 2030. The aim is to significantly reduce the climate impact of Gothenburg but also to prepare for mitigation of effects caused by climate-change. 2. Sustainable Energy Action Plan, 2014-09-04 http://www.covenantofmayors.eu/about/signatories_en.html?city_id=312&seap The Sustainable Energy Action Plan aims at significantly increasing energy efficiency within Gothenburg and to increase the use of renewable energy. 3. Transport Strategy for a close-knit city (SUMP), 2014-02-06 https://goteborg.se/wps/wcm/connect/6c603463-f0b8-4fc9-9cd4-c1e934b41969/Trafikstrategi_eng_140821_web.pdf?MOD=AJPERES The three main objectives in the strategy – an easily accessible regional centre, attractive urban environments and Scandinavia’s logistics centre – are a response to the 13 strategic questions in the Comprehensive Plan for Gothenburg. The three main objectives are also highly relevant to Gothenburg’s role as a hub and as a driving force for the entire region. 4. Development Strategy for Gothenburg 2035, February 2014 http://goteborg.se/wps/wcm/connect/9c52d58d-af74-4494-89e0-759d852a528e/ENG_UP_kap1-4.pdf?MOD=AJPERES The Development Strategy shows which places and areas in the intermediate city have particularly good conditions for making day-to-day life simpler for as many people as possible. It provides support in prioritising the municipality’s planning measures and it also shows the outside world where we want the city to develop in particular and in what way. The strategy has been produced in a close cooperation between the City Planning Authority and Property Management Administration. The work has been carried out parallel with the Parks and Landscape Administration producing a Green Strategy for the city and for the traffic department producing a Transport Strategy. These three strategic aims and planning documents together with The Rivercity Vision form the basis for the planning of the future Gothenburg. 5. "Vision for city traffic in Gothenburg, Mölndal and Partille 2035"/Målbild för stadstrafik i Göteborg, Mölndal och Partille 2035 http://nextstop2035.se/en/proposal.html It is calculated that in 2035 the greater metropolitan area of Gothenburg, Mölndal and Partille will have more than 800,000

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residents and nearly 400,000 people in work. This means that public transport must be developed and expanded. Therefore "Vision for city traffic in Gothenburg, Mölndal and Partille 2035" has been developed. It is a proposal for what the public transport could look like in the future and has been developed in consultation with different sections of society – the general public, organisations, business and the local authorities. It includes a significant expansion of public transport infrastructure, including cable cars.

2.3. Local, regional and national targets relevant for the eligible components of the Investment Programme that are being requested to be supported by ELENA. Please mention if the targets come from any of the above listed plans in Section 2.2

(0.25 page) [These targets relate to those for energy savings, renewable energy source production, greenhouse gas emission reduction targets, clean transport related targets and any other energy saving or sustainable energy targets]

By increasing energy efficiency in transport, support modal shift to public transport and the use of emission-free energy sources, the Gothenburg Cable Car contributes positively to the achievement of the following local, regional and national targets: Local targets

1. Reducing GHG-emissions within the borders of Gothenburg to 2 tons CO2(eq) per capita by 2035 2. Reducing GHG-emission from road transport within the geographical borders of Gothenburg with 80% by 2030,

compared to 2010. (targets 1&2 from (1) in chapter 2.2) 3. Achieving the air-quality standards as stated in the EU-directives for clean air (NOx, PM10) at any time. Gothenburg does

currently exceed the desired standards for NOx at certain locations 4. Increasing modal share of public transport to 55% of all motorised trips by 2035 5. Provide an attractive, efficient and sustainable transport system as a mean to make the regional centre easily accessible.

(targets 4&5 from (3) in chapter 2.2) 6. Developing high-quality urban areas around public transport nodes in the intermediate city, facilitating accessibility and

quality of life without the necessity of car use. (from (4) in chapter 2.2) 7. Reduce journey times on public transport by 20-25% 8. 70% higher capacity in public transport by 2035 than today (targets 7&8 from (5) in chapter 2.2)

Regional targets The County Administrative board of Västra Götaland works along the national environmental objectives, with some regional additions as stated in the Regional Environmental Targets from 2015 (Regionala Miljömål för Västra Götaland, 2015):

An economy independent of fossil fuels, 80% renewable energy by 2030

80% reduction of GHG-emissions of from transportation by 2030, compared to 1990.

Clean air: Reduced emissions of NOx, SO2, PM2,5 and VOC.

Yearly reduction of the number of inhabitants exposed to traffic noise above national target levels

Increasing modal share of public transport to 1/3 of all trips in the county of Västra Götaland and to 40% in the greater Gothenburg area.

National targets There are 16 national environmental objectives decided by the Swedish Government, see http://www.miljomal.se/ for further details. The Gothenburg Urban Cable Car will have a positive effect in fulfilling following of these objectives:

Reduced climate impact – reduction of GHG-emissions

Clean air: Fulfilling air quality standards

Good built environment

2.4 Are you a member of the Covenant of Mayors?

(1 line) [Yes or No answer is sufficient. If yes, please state since when]

Yes. The City of Gothenburg signed the Covenant of Mayors for climate change and energy on the 3rd

September 2008.

2.5 Do you have previous experience with European Commission (EC) funded projects?

(table/ list) [If yes, list the projects where you have acted as a beneficiary of EU support including: the name of the EC support programme, amount of support received, dates, programme purpose. For those involved in many programmes, prioritise the list to include only those relevant for ELENA]

The City of Gothenburg has extensive experience of EC-funded projects. See below for examples of transportation-related projects. List of previous EC programme experience

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Project name EC support programme

Amount received

Dates Purpose of the programme

SMARTSET – Efficient Urban Freight Transport (Coordinator)

IEE - CIP 232,264.05 Euro

1 May 2013 – 30 April 2016

SMARTSET was a European project working to develop sustainable business models to overcome existing market barriers. The project included a worked to coordinate freight in terminals outside the city center while also introducing electric vehicles, hybrid electric and CNG vehicles for deliveries in the last kms. This reduces emissions and congestion and the result is a more attractive urban environment. The aim was to increase the attractiveness of freight terminals and reduce energy consumption generated by goods transport in cities, in accordance with the EU's 2020 strategy.

OPTICITIES – Enhancing Smart Mobility (Partner)

FP7 976, 676. 50 Euro

1 November 2013 – 31 October 2016

OPTICITIES is an EU project that aims to help European cities to manage urban mobility. The aim is to optimize the urban mobility with a focus on the user, traffic strategies and business models for information. OPTICITIES worked with ITS (Intelligent Transport System) to coordinate all the data available at the local level. The aim is to develop a standard for how cities and municipalities make available the information generated in the city.

NOVELOG - New Cooperative Business Models and Guidance for Sustainable City Logistics (Partner)

Horizon2020 97 125 Euro 1 June 2015 – 31 May 2018

NOVELOG is an EU-funded project to increase our knowledge on urban deliveries and service trips. The aim is to help cities to implement effective and sustainable policies and facilitate cooperation to promote sustainable urban logistics. The project develops policies for the sump (Sustainable Urban Mobility Planning) in European cities.

CARMA - Cycling Awareness Raising and Marketing (Coordinator)

IEE - CIP 419,270 Euro

2010-2013 CARMA project led by the City and worked on developing methods to improve target-oriented marketing of cycling. The project was initiated by six European cities and was a target-oriented communication projects for cycling that focused on creating better cooperation with the selected target groups. They also developed the integration between communication and infrastructure initiatives for cycling.

CIVITAS CATALIST (Coordinator of the theme of Urban Goods Transport)

EU CIVITAS 85,905 Euro 2008-2011 Along with a large number of cities in Europe and other participants attended the Traffic Office in the project catalist. The project aimed at sharing experience from previous projects linked to Civitas network and is based on the traffic office in the previous project TELLUS and START. The project resulted in a response to the Green Paper on Urban Mobility, in which it highlighted the importance of urban freight transport where the green zones, eco-driving, the integration of freight and passenger transport are key factors. The result also consisted of an overview of good practice in the cities within the Green Zones, Consolidation Schemas and Clean Vehicles.

CARE-North -Carbon Responsible Transport strategies for the North Sea area.

European Regional Development Fund (ERDF), within the Interreg NSR IV programme

336,092 Euro

2010-2013 The transport-related CO2 emissions continue to increase, we face an urgent need to develop and implement measures to reduce carbon emissions and to back the source of supply for transport. CARE North contained several sub-projects designed to measure, analyze and reduce greenhouse gas emissions.

START - Short Term Actions to Reorganize Transports of Goods (Coordinator)

IEE 297,494.99 Euro

2006-2009 START was a project in which the city authorities, transport companies and local companies coordinated local freight networks to collaborate on target to streamline the distribution of goods. Thus promoted sustainable development and it helped to create more attractive urban environments. The participating cities focused on making freight transport more efficient by concrete steps to combine the efforts that restrictions

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on availability, collection centres for goods and various incentive measures. These measures were favourable for both businesses and citizens by making freight transportation more energy efficient, thereby reducing air pollution.

CIVITAS TELLUS - Transport & Environment Alliance for Urban Sustainability

EU - CIVITAS Not available 2001 - 2005

CIVITAS TELLUS brought together five cities with a focus on future sustainable traffic and transport. TELLUS contributed to the opportunity to discuss transportation issues that have previously been neglected, especially the commercial transport and freight transport. The project also resulted in the cooperation between public, private and academic sector was a clear success factor.

PROGRESS - Pricing Road Use for Greater Responsibility, Efficiency and Sustainability in Cities

FP5 Not available 2000 - 2004

PROGRESS worked to develop and promote sustainable urban mobility. The project's aim was to analyze the environmental effects of NOx and CO2 for roads and inner city, thereby creating a discussion of differential fees. The project worked to drive forward policies on two fundamental fronts: • management of the demand for private cars, through various strategies for traffic control • development of alternative mobility services - overall transport solutions, car sharing, information systems

2.6 Experience with implementation of similar investment programmes

(table/ list) [If yes, list the investment programmes you have been involved in including: your role, programme size, dates, purpose of the programme]

List of previous investment programme experience The City of Gothenburg has extensive experience of investment programmes for transport infrastructure, from procurement of trams and new tram lines to bridges and travel centres, see examples below. A newly started major investment programme is the construction of a new, centrally located car, bicycle and public transport bridge across the river to replace the derelict current one. This programme has an overall budget of 400M€ and is ongoing from 2016-2021.

Programme name

Role of the beneficiary Size of the programme

Dates Purpose of the programme

Skeppsbrolänken Developer for the extension of the tram network into a newly exploited district in Gothenburg.

80 M€

2010-2015 Create a cross-linked tram system to increase capacity, to connect to the new travel hub as well as to reduce the vulnerability of the track system in general

Stenpiren Travel centre

Developer (Västtrafik) for newly built travel centre for travellers using tram, bus and boat

5,6 M€

Create a new transfer point for travellers in order to spread travel in the city.

Gamlestaden stage 1.

Developer for the new tramway line, new bridges and the new town-square surfaces.

50 M€ Create a district with a variety of offices, housing, services as well as cultural and leisure activities. To develop a local and regional transit along with a new travel centre.

Procurement of modern urban tramways

Programme leader; implemented in cooperation with Västtrafik (public transport operator).

undisclosed Renewal of the cities’ tram-fleet with 40 new trams procured and options for additional 60 until 2025. Increased transport capacity, energy efficiency, accessibility and comfort.

3. Presentation of Investment Programme [6-8 pages, plus tables]

3.1 Location of the Investment Programme

(0.5 page) [Brief overview of the location giving the country, region, province, municipality etc.; include population, size and map if possible]

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Overview of location Gothenburg is a port city situated on the west coast of Sweden with a strategic location between Oslo and Copenhagen. It has a population of around 555 000 and is Sweden’s second largest city. Gothenburg is currently experiencing significant population growth. The Gothenburg region, which includes 13 municipalities in Greater Gothenburg, has a population of 1.1 million. The Gothenburg region is right at the epicentre of Scandinavia and the Baltic States, and the gateway to a market of 190 million people. 70% of Scandinavia’s total industrial capacity is located within a 500-km radius of the Gothenburg region and 30% of Swedish foreign trade passes through the Port of Gothenburg. Gothenburg has a highly diverse industrial structure and is the heart of a large and growing business region. Gothenburg is also home to many students and researchers, as the city hosts both the University of Gothenburg and the Chalmers University of Technology. The city is a forerunner in the field of sustainable development, energy efficiency, renewable energy and green mobility. The river Göta divides the city in a northern and southern part and is only crossed by a few bridges and tunnels, thus providing a significant barrier in the city. The planned Investment Programme for an urban cable car crossing the river aims at reducing the rivers barrier effect but also the barrier effect of a major road and railway-track to the harbour on the northern side of the river. Map

Picture 1: Map of Gothenburg including the planned cable car route.

3.2 Role of the applicant and other stakeholders in the Investment Programme

( 0.5 page) [Briefly describe the role of all stakeholders, including the applicant, in the Investment Programme The inclusion of a simple diagram showing the relationships (e.g. contracts, partnerships, etc.) between all of the stakeholders is recommended]

Role of the applicant in the Investment Programme

The City of Gothenburg is the key stakeholder in the Investment Programme, with main responsibility for planning, procurement and financing of the planned Urban Cable Car. List and role of other stakeholders involved in the Investment Programme Västtrafik, the local public transport provider owned by the Region of Västra Götaland, is a key partner to the City in the Investment Programme. The Urban Cable Car is planned as a fully integrated part of the local public transport system run by Västtrafik, both concerning operations and ticketing. Västtrafik is involved in all planning stages of the Investment Programme, the design of stations and ticketing systems and will be responsible for operation of the Urban Cable Car. Main contractor consortium (main contractor): Gothenburg plans to use the model of early contractor involvement (ECI) to secure specific cable-car know-how and capacity. The main contractor will have a significant role in detailed planning and will be responsible for construction. However, all decision-making power remains with the city of Gothenburg and Västtrafik. Diagram showing relationship between all parties The following table presents the key stakeholders involved in the Investment Programme and their role in different stages of the programme. The City of Gothenburg and Västtrafik will establish a joint Cable Car Implementation Unit to implement the Programme. A steering committee consisting of senior representatives from both the City of Gothenburg and Västtrafik will oversee and coordinate the programme.

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The table below describes the role the main stakeholders in different stages of the programme.

Development stages

Feasibility-/pre-studies

Early planning stages, procurement

Detailed planning stages

Construction Operation

City of Gothenburg

Key stakeholder;

feasibility studies

Key stakeholder:

planning, main planning & construction procurement, financing

Stakeholder

Urban planning/zoning, permits, financing, quality control. Final decision on construction

Stakeholder:

Urban planning/zoning, permits, financing, quality control

Stakeholder,

Maintenance of infrastructure

Västtrafik Stakeholder;

feasibility studies

Stakeholder;

planning of specific elements, mainly stations, gondolas, ticketing.

Stakeholder

planning of specific elements, mainly stations, gondolas, ticketing. Contributes with expertise and resources in planning and requirement specifications.

Stakeholder;

Key stakeholder;

Responsible for operations

Main contractor

- - Key stakeholder

detailed technical plans, construction plans

Key stakeholder

construction and testing

Minor stakeholder

training, maintenance

3.3 Description of the planned Investment Programme, giving details on the eligible components that ELENA is being requested to support

(2 pages plus tables) [Give an overview of the planned Investment Programme (note in some cases the overall Investment Programme is larger than that being supported by ELENA). Provide a description of each eligible component that ELENA is being requested to support. This means focusing on the investments that are related to the cost optimal energy efficiency measures, building-integrated renewable energy sources, district heating, sustainable urban transport, or a mix of the above. Bear in mind that these components should be presented in such a way that they can be referred back to when outlining the Technical Assistance needs in Section 4 Technical details can be input in the table templates shown below for some common investments. For any type of investment not shown, just use a similar structure to provide the information] Give details for each project separately (e.g. for 2 district heating projects present them separately). You can delete tables not relevant to your application.

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Overview of planned Investment Programme The Investment Programme consists of the planning, construction and testing of a high-capacity, 3S (three rope) urban cable car system, until readiness for operation. The cable car will span from the inner-city public transport hub Järntorget north across the river to Lindholmen, a tech- and educational centre, continue to station Lundby (industries, Volvo HQ) to finally reach Wieselgrensplatsen, a residential area and public transport node. See also the map below. The cable car will greatly reduce the barrier effect of the river but also the barrier effect of a major road and railway-track to the harbour on the northern side of the river and thus improve accessibility between different parts of the city. The existing connections by road, bridges and ferries are time-consuming, energy inefficient and create bottlenecks due to capacity limitations. With the suggested technology, the cable car will offer significant transport capacity comparable to a tramway line (approximately 2 000 persons per hour per direction). With a total length of 3 km and four stations, the cable car will interconnect public transport hubs, large workplaces and residential areas, providing a significant shortcut within the existing network of trams and busses. The cable car will be fully integrated in the local public transport pricing and ticketing scheme and trips by cable car will be priced in the same way as comparable journeys by tram or bus. It will increase competitiveness of public transport and free transport capacity on the existing river connections, allowing for growth of public transport on other connections as well. Cable cars are the most energy efficient mode of public transport, can be run with 100% renewable energy and have minimal impact in terms of noise and pollution. The project will thus contribute to energy savings and an increased use of renewable energy in urban transport. A comparable project of that magnitude has currently not been implemented in Europe and the Gothenburg cable car could be a stepping stone for the large-scale application of state-of-the-art cable car technology as part of urban public transport systems. For a comprehensive description of the planned cable car system, see the report “Strategic choice of measures study: Cable cars crossing the river by 2021 – Establishing urban cable cars in Gothenburg”, available at: http://forlivochrorelse.se/wp-content/uploads/formidable/8/Cable-car-study-ENGLISH.pdf

Picture 2: Map over the planned cable car in Gothenburg. Station Järntorget is located at an inner-city public transport hub with connections to several tram lines and the planned Västlänken-station for commuter trains. It is also close to the planned Global Business Gate (globalbusinessgate.se/). Station Lindholmen is located within the expanding high-tech and educational cluster Lindholmen with a science park, university campus and housing. Station Lundby is adjacent to existing industries and the new location of the headquarters of AB Volvo and close to a large number of workplaces. Station Wieselgren is centrally located next to Wieselgren-square with shops and services, sports facilities and residential areas. At Station Wieselgren, the cable car connects to the tram network.

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Picture 3: Rendering of the Gothenburg Cable Car, with cabins for approximately 25 passengers each. Description of each eligible component that ELENA is being requested to support The Investment Programme consists of the planning, construction and testing of a high-capacity, 3S urban cable car system, until readiness for operation.

In terms of physical investments, the Programme consists of four cable car station buildings and access infrastructure, cable car rope, -cabins, control- and drive system and supporting towers, cabin storage facility plus auxiliary investments such as ticketing,

communication and safety systems. The planned Investment Programme components leading from planning to an operational cable car system are listed below as specific work-packages. Components with activities for which ELENA support is being requested are marked specifically. Connected activities are described in greater detail in chapter 4. Activities under each component for which ELENA support is requested are all project development tasks, and thus costs of these activities are separate to the project costs under the same components. Note that ELENA support is focused on components where the City of Gothenburg currently lacks specific know-how or capacity. 1: Project management (ELENA support requested)

The Investment Programme will be implemented through designated Cable Car Implementation Unit which coordinates planning and is responsible for project management. The Cable Car Implementation Unit will be formed early 2017 and will be operational until the cable car will enter the stage of routine operation. It will be supervised by a steering committee consisting of senior staff from both Västtrafik and the City of Gothenburg. 2: Supporting political decision making steps (outside ELENA support)

The multi-level governance of the decision-making regarding the development of a new local public transport system in Sweden is a complex issue. Cable cars for the use in an urban environment and as part of the public transport system must be decided upon by a variety of decision making bodies within the municipality, region and state. It is of great importance that each body is presented with the materials and documents at the right time in order to accommodate the schedule of the different parties' decision making process and to ensure that all supporting documentation is anchored well by all bodies. 3: Procurement of planning and construction (ELENA support requested)

In this work-package, procurement documents are prepared and procurements performed. Further, contract development and negotiations are part of this element. Given the necessity of specific cable-car know-how in both the planning- and construction phase, the model of Early Contractor Involvement (ECI) has been chosen for procurement of the main contractor. The core task in this project component is the procurement of a main contractor for detailed planning and construction. 4: Communication, dialogue and public involvement (outside ELENA support)

The planned cable car is a new, currently unknown mode of transport in the city. High levels of public acceptance are necessary to get the project politically endorsed but also for timely implementation, since protests and appeals from stakeholders could delay or stop the project. Finally, high public acceptance is essential for high levels of ridership during the operational phase. To ensure a high degree of public acceptance and endorsement of the project, communication efforts are planned during all project stages. 5. Zoning and permits, land acquisition (ELENA support requested)

A crucial requirement for the implementation of the cable car is that all zoning and building permits are prepared and granted in good time for the entire cable car corridor, including safety-distances, as well as for the station buildings. Further, necessary land for stations and pillars needs to be acquired and right-of-passage agreements need to be in place, as well as building and operational permits. This component includes zoning, land acquisition, preparation of building permit applications, safety assessments and application for permits for operation.

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6. Financing (ELENA support requested)

This work-package consists of preparing and implementing a financial plan for funding the Investment programme, including the identification of and securing of different sources of funding such as favourable loans, green bonds, national and regional grants etc. 7. Technical specifications, planning and costing (ELENA support requested)

In this work-package, the detailed technical and functional specifications for the desired cable car system and operation are developed, including the final locations and design of station buildings and pillars. It should result in a comprehensive plan for the Gothenburg cable car including precise cost predictions. It will be performed by the City of Gothenburg and Västtrafik in collaboration with the chosen main contractor as phase 1 in an early contractor involvement process. The final political decision on the implementation of the cable car will be taken by city and regional parliament and informed by the outcome of this element. The outcomes are further the basis for control of delivery. 8. Integration with existing public transport services and technology (ELENA support requested)

The Gothenburg cable car will be a fully integrated part of the urban public transport system, including station layout and design, ticketing, passenger service, safety and security systems etc. This work-package focuses on the passenger experience and the compatibility and integration with existing public transport services and underlying support systems such as supporting IT-systems, access control systems, communication systems, passenger security systems but also station- and cabin design. 9. Development of ownership, operational and maintenance arrangements (ELENA support requested)

The Gothenburg cable car is a collaborative project between the City of Gothenburg and Västtrafik, the regional public transport provider. This work-package focuses on the development of the necessary long-term arrangements between these two key stakeholders concerning the distribution of ownership and of responsibilities for operation and maintenance, including contractual arrangements. These arrangements need to be in place prior to the final investment decision by the city and regional parliament. 10. Detailed planning of cable car system (outside ELENA support)

This element includes detailed planning and preparation of all necessary steps of construction. This element will be performed by the procured main contractor and includes construction planning and technical planning. 11. Construction of cable car system (outside ELENA support)

This element will be performed by the procured main contractor. It includes production and assembly of cable car components, construction of pillars, station buildings and supporting infrastructure. 12. Preparing for operation, testing, optimizing (outside ELENA support)

This element will be performed by the procured main contractor in cooperation with the City of Gothenburg and Västtrafik. It includes safety tests, training of maintenance and safety staff, test runs and optimizing performance. 13. Monitoring and quality control (ELENA support requested)

The delivery of contractual agreements with contractors and quality of requested services and construction work needs to be followed-up and controlled continuously throughout the project. If needed, corrective actions need to be initiated as early as possible. Responsible for this work package are the City of Gothenburg and Västtrafik. 14. Operation (outside ELENA support)

The cable car will be a new mode of transport in the Swedish public transport system. The work in this element includes investigation and planning for the procurement of operation and maintenance of the cable car as well as close collaboration with the relevant authorities to clarify or create new conditions for example, professional driver's permit, procedures for regulations and supervision etc. The cable car is set opened to the public and set in full operation by Västtrafik. Technical details - see table template below Transport

Provide a description of what is proposed under the Investment Programme. Give known technical details in table. Feel free to add other relevant details.

Transport projects Details or Value

Characteristics

Vehicles (e.g. electric vehicles, trams, trolley buses, metros, trains )

The cable car system includes gondolas for person travel

Clean public transport measures The cable car system is zero emission transportation. It has reduced noise levels compared to current alternative, such as busses and ferries.

Infrastructure measures

Construction of a high-capacity urban cable car system, fully integrated in the urban public transport system. The cable car will have a total length of 3 km, four stations and a transport capacity of approximately 2 000 people per hour per direction,

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comparable to a tram line. The use of 3-S cable car technology is planned for reasons of capacity, comfort and wind stability. Each gondola can carry approximately 25 passengers and gondolas can depart every 45 seconds. The cable car system consists of four station buildings, supporting towers, support and drive cables, drive- and control units, gondolas, safety equipment, gondola-garage and supporting infrastructure.

Freight logistics in urban areas N/A

Other

Emissions

Average daily/annual NOx concentration3

Gothenburg is currently exceeding EU air quality standards for NOx. The cable car system is a zero emission transportation mode and will replace trips by bus, ferry and cars and contribute to reduced emission levels. The expected reduction of NOx-emissions is estimated to 5,5 t NOx annually. The estimate is based on the results of traffic model simulations and current emission levels for bus- and ferry trips. (3,5 M pkm ferry, 0,98 g NOx/pkm, 2,8M pkm bus, 0,8 g NOx/pkm. Pkm-figures based on Visum-simulations by the City of Gothenburg; emission factors: Västtrafik)

Average daily/annual CO2 concentration (and/or other pollutants e.g. PM, SOx)

Reduction of GHG-emissions from transport due to replacement of ferry-, car- and bus-trips with 2 0000 t CO2 annually. See 3.10 for a more detailed description.

Proposed measures

Change in modal share (e.g. percentage value of number of trips, volume, weight, passenger-km or tonne-km).

The cable car maximum (theoretical) capacity is 81 000 trips per day (19 operating hours). The prognosis is for almost 12 000 daily trips being made with the cable car. The local effect on modal share is expected to be substantial, shifting passengers from ferry and bus but also car to cable car. 3,5 M passenger-km (pkm) annually are expected to shift from ferry to cable car, 2,8M pkm annually from bus to cable car and 1,3 M pkm from car to cable car according to results from transport models. Further, the cable car frees significant public transport capacity in buses and trams on connections across the river. These connections currently suffer from capacity problems, limiting the possibility for modal shift from car to public transport. The cable car can thus contribute to a modal shift to public transport also on other public transport lines.

3 As an approximation of air quality (Decision 2011/850/EC, in PPM).

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3.4 Description of the approach to implement the Investment Programme, including the proposed procurement plan

(1-2 pages) [Focusing on the components that ELENA is being requested to support, present the main steps that will be taken to implement the Investment Programme and give an explanation of what needs to be done at each stage. Identify the relevant decision making parties and explain the different decision making steps that need to happen in order that the Investment Programme is implemented (e.g. is there oversight by a Steering Committee; mention if any one party/group of parties have a final decision making role). Please also outline the type of planned procurement (e.g. what is expected to be tendered out, the total number of tenders foreseen, estimated timeframe, estimated size of each tender, type of tendering process etc.). Please confirm all hiring will be done in accordance with EU/ national procurement regulations. Describe the proposed delivery mechanisms (e.g. if an ESCO or other party be involved). Describe any monitoring and/or quality assessment procedures that are planned.

See also chapter 3.3 Main implementation steps, including the main decision-making steps and parties

Implementation steps Timeframe Decision making party

Formation of Cable Car implementation unit/group (IU)

recruitment, organisation, setting up steering committee early 2017 City of Gothenburg & Västtrafik

Preparation and endorsement of planning and zoning permits

preparation of zoning plans for all cable car stations, towers and corridor; public consultations, formal approval

2017-2019 City Council for urban planning; regional planning authorities

Tendering/competition for design/architecture

preparation of competition documents, evaluation, choice of winning bid

2017 Implementation unit & city architect

Procurement of a main contractor for cable car planning and construction

preparation of tender documents, evaluation of bids, choice of winning bid, contractual arrangements; the tender will be formed as an ECI-tender (early contractor involvement) with two contractual stages where stage 2 is optional for the city: stage 1: detailed planning and costing of the cable car system stage 2: construction of the cable car system to operational readiness

2017 Implementation unit, supported by the city’s’ procurement department

Specification of IT- and supporting services

identification and specification of necessary supporting it-infrastructure (outside actual cable car operation) necessary for a full integration into the existing public transport offers, such as ticketing, access-control and security services.

2017-2021 Västtrafik

Development and implementation of communication plan

development of communication plan, continuous external communication with media and stakeholders

2017-2021 Implementation unit

Preparation of financial plan, funding applications

development of a detailed financial plan for the cable car project, preparing applications for national and regional funding.

2017/18 Implementation unit, supported by the city’s’ financial department

Preparation of technical plans and costing

production of technical and architectural plans, production of binding cost quotes for construction

2017/18 main contractor, in dialogue with IU

Development of ownership, operational and maintenance arrangements

development of contractual arrangements between the City and Gothenburg and Västtrafik concerning ownership, operation and maintenance of the cable car

2017/18 Implementation unit, in dialogue with legal departments of the city and Västtrafik

Approval of technical plans and costing

Evaluation of the proposed plans, suggesting clarifications where needed, approval

2018 Transportation Board of the City of Gothenburg, Board of Directors of Västtrafik

Approval of financial plans

Evaluation of the financial plan and endorsement by the board 2018 Transportation Board of the City

of Gothenburg, Board of Directors

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of Västtrafik and the transportation board of the City of Gothenburg

of Västtrafik

Approval of ownership, operational and maintenance arrangement

Evaluation of the proposed arrangements and endorsement by the board of Västtrafik and the transportation board of the City of Gothenburg

2018 Transportation Board of the City of Gothenburg, Board of Directors of Västtrafik

Preparation of documentation for political decision making

preparing comprehensive and binding documentation of technical, architectural, financial and organisational plans as a basis for the political decision.

2018 Implementation Unit

Final political decision on the cable car project (go/no go)

decision on whether or not to start stage 2: construction of the cable car system to operational readiness, based on the presented financial plan, cost offer, technical and architectural plans and proposed arrangements between Västtrafik and the City of Gothenburg

2018 City Parliament of Gothenburg and Regional parliament of Västra Götaland County

Funding arrangements (outside Elena)

securing project funding through national- and regional co-funding, raising loans and issuing green bonds and other funding sources

2018-2020 Financial department of the City of Gothenburg

Construction planning of the cable-car system (outside Elena) planning on construction-level, both for technical systems, towers, station buildings and cabins

2018-2019 main contractor, in dialogue with IU

Construction of cable-car system (outside Elena)

construction of technical components, supporting pillars, station buildings and support system and infrastructure

2019-2021 main contractor

Monitoring and quality control

continuous monitoring and quality control of deliverables during the planning and construction process.

2018-2021 Implementation Unit

Operational testing and optimisation (outside Elena)

safety tests, operational test, adaptations, test runs 2021 main contractor, in dialogue with

Västtrafik

Safety approval, approval for passenger transport services

(outside Elena) safety tests and approval for passenger transport, acquiring necessary permits for public transport operation

2021 National authorisation body for passenger safety Regional safety authority

Training of operators and service staff (outside Elena)

training of operating and service staff necessary for safe operation

2020- main contractor

Operation (outside Elena)

routine operation of cable car

2021- Västtrafik

Proposed delivery mechanisms

An internal implementation unit consisting for the cable car project will be set up. The unit will consist of core-staff solely committed to the Investment Programme, supported by specialists from different city departments and Västtrafik and by procured experts. For the detailed planning and construction phase, an early contractor involvement-model has been chosen to secure the necessary technical know-how and capacity. Proposed Procurement plan, including expected timeframe

An architecture competition for the development of the architectural framework and design concepts for the cable car system (stations, towers, cabins, surroundings) is used to select an architecture office that will support the city during the design and planning process. The competition will follow established rules for architecture competitions and will be performed in cooperation and under supervision of Sveriges Arkitekter (Architects Sweden), the professional body for architects in Sweden. The competition will take place in 2017, a winning team is expected to be selected the latest autumn 2017.

Procurement of the main contractor with the task to deliver a ready-to-operate cable car system, from detailed planning over construction to operational readines, is planned as a early-contractor involvement (ECI) procurement. It will include two stages, the first stage consisting of detailed planning and costing of the cable car system and the second, optional stage consisting of construction of the system, testing and handover. The tender will be following EC-tendering rules and announced internationally, including pre-announcement. Preparation of the tendering documents take place in early 2017, the actual tender is planned for mid-2017. The selection of the winning bid is planned in the second half of 2017.

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Additional expertise and capacity to support the cable car implementation unit will be procured as needed during the process, following Swedish and EC-procurement rules. Monitoring and/or quality assessment procedures The progress and quality of delivery by the procured main contractor will be monitored continuously by the cable car implementation unit. The unit will secure international cable car expertise to ensure that the quality of delivery of plans and construction can be assessed professionally. A specific work-package is designated for this task, see also chapter 3.3. The progress and work of the cable car implementation unit will be monitored by a steering committee consisting of senior representatives from the City of Gothenburg and Västtrafik.

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3.5 Expected overall investment cost, indicating the share of investment dedicated to each component of the programme and the specific costs

The total investment costs for the cable car project, excluding costs for planning, project management and communication efforts are estimated to 109 M € (fixed price level of 2015). The total cost for planning, project management and communication is estimated to The total investment costs for the cable car project, excluding costs for planning, project management and communication efforts are estimated to approximately 15 M€. The cost estimation is based on the feasibility- and cost-studies presented in the report: “Strategic choice of measures study: Cable cars crossing the river by 2021 – Establishing urban cable cars in Gothenburg”. The original cost estimations are in SEK. An exchange rate of 1:9,5 has been used to calculate costs in €.

Summary:

Investment component Total Investment cost (EUR) % of total investment cost

Cable car specific components: electromechanical

components, towers (55 579 000)

Station components Järntorget station (end/return station)

2 316 000 2%

Station components Lindholmen station (intermediary station, deflection

station) 4 053 000 4%

Station components Lundby station (intermediary station, deflection

station, main drive unit) 5 789 000 5%

Station components Wieselgren station (end/return station)

2 316 000 2%

Electromechanical components cabin depo (next to Lundby station)

1 158 000 1%

Cable car control and safety systems 4 632 000 4%

6 supporting towers 50-70 m high (standard design)

19 684 000 18%

Support and transport cables 2 895 000 3%

Cabins/gondolas (40) 6 947 000 6%

Transport 1 158 000 1%

Installation works, material 3 474 000 3%

Cable installation and tensioning 1 158 000 1%

Other components – buildings, groundwork

(53 263 000)

Foundation works – towers, stations 11 579 000 11%

Property costs: procurement, demolition, access rights, fire safety

measures in buildings in the corridor, compensation to

property owners

11 579 000 11%

Four station buildings, (besides cable car technology): Buildings,

access facilities, waiting facilities, ticketing, service

facilities, interiors

30 105 000 28%

Total 108 842 000 100%

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Summary:

Investment component Total Investment cost (EUR) % of total investment cost

Cable car specific components: electromechanical

components, towers

55 579 000 51%

Other components – buildings, groundwork

53 263 000 49%

Total 108 842 000

Transport projects Details or Value

Investment Cost

Overall expected cost (EUR) 109 M€ (plus planning cost)

Overall average cost per vehicle (EUR/vehicle), if relevant

3.6 Preliminary financing plan for the Investment Programme

(0.5 page)[Provide the current financing plan covering the expected Investment Cost outlined above. It is understood that not all financing arrangement will be in place at this time.]

Preliminary Financing plan: The development of a detailed financing plan and to secure funding is part of the ELENA-supported steps, coordinated by the cable car Implementation unit (see element 6 in 3.3). It will be developed during the ELENA-project and will be subject of negotiations between involved stakeholders and funding sources. Below follows a description of the preliminary financing plan. The City of Gothenburg bears the main financial responsibility for the Urban Cable Car project and will act as the projects “bank”, ensuring the necessary funds for the project are available. The final ownership will be divided between the City of Gothenburg and Västtrafik where the City is planned to own the basic infrastructure elements (towers, cable car system drive units, cables etc) whereas Västtrafik is planned to own the elements that meet the passengers, mainly travel centres and cabins. The detailed division of ownership will be elaborated during the planning phase. Financing of planning and construction of the cable car is ensured by a combination of different funding sources. See below for an indicative distribution between funding sources:

national grants (through “Stadsmiljöavtal” and “Sverigeförhandlingar”): 20-25%

regional grants (through regional infrastructure funds): 20-25%

Low-cost loans and project specific green bonds issued by the City of Gothenburg: 46-57% The detailed distribution between these sources of financing is subject of further investigation and also depending on to what extend national and regional support will be granted. The possibility of co-funding by the European Union will be explored. The City of Gothenburg has applied for or plans to apply for national grants through the ongoing national negotiation process on local and regional infrastructure (Sverigeförhandlingar) and the ”Stadsmiljöavtal”-programme for support of public transport investments. See also 3.7. Gothenburg is a pioneer in the use of green bonds for securing project funding and successfully used this instrument to finance previous projects. To ensure broader local support for the cable car project, the city is considering offering green bonds as an investment opportunity not only to institutional investors but also to local residents. Gothenburg will investigate and compare different possibilities for low-interest loans (e.g. from the EIB or the financial market) as a further main source of funding. Financing the interest payments for bonds and loans and amortisation is planned through annual contributions by the City of Gothenburg (by own means) and by Västtrafik. The involvement of private partners for co-funding will be investigated. The period for down-payment for the entire investment is expected to be 30-35 years. The costs of operation and maintenance are planned to be covered by Västtrafik. Partners who contribute to these elements will be reimbursed by Västtrafik. Västtrafik plans to finances its expenses through ticket sales, annual financial contributions by the Region of Västra Götaland (tax-financed) and possibly contributions by the City of Gothenburg and private partners.

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3.7 Information on subsidies or grants received or to be received for the planned Investment Programme

(0.5 page) [if applicable]

List of subsidies or grants received or to be received

No subsidies or grants have so far been granted for the planned investment program. National co-financing for the cable car has been applied for as part of the ongoing national negotiation process on local and regional infrastructure (“Sverigeförhandlingen” - The National Negotiation on Housing and Infrastructure), however no decisions have been made yet. Further, the City of Gothenburg intents to apply for Swedish government grants through the ”Stadsmiljöavtal”-programme for support of public transport investments. Applications for regional grants through Västtrafik and the City of Gothenburg are planned.

3.8 Preliminary implementation timetable for the Investment Programme

[Give the expected start and end-date of each component of the Investment Programme. Note that this does not have to be in line with the ELENA supported period as actual implementation may take longer.]

See also chapter 3.4.

Investment component Expected start date Expected end date

Formation of Cable Car Implementation Unit

Early 2017 2017 (but expertise can be added during the entire process; the IU is expected to be active until 2022)

Preparation and endorsement of planning and zoning permits

Early 2017 2019

Competition for design/architecture Early 2017 Mid 2017

Procurement of main contractor March 2017 November 2017

Specification of IT- and supporting services

Early 2017 2021

Development and implementation of communication plan

Early 2017 2021

Preparation of financial plan, funding applications

Mid 2017 2019

Preparation of technical plans and costing (stag 1 in ECI-contract)

Late 2017 Late 2018

Development of ownership, operational and maintenance arrangements

Mid 2017 Late 2018

Approval of technical plans and costing

Late 2018 Late 2018

Approval of financial plans Late 2018 Late 2018

Approval of ownership, operational and maintenance arrangement

Late 2018 Late 2018

Political decision on construction (go/no go)

Late 2018 Late 2018

Funding arrangements 2018 2020

Construction planning Late 2018 Late 2019

Construction phase (stations, pillars, technical systems, supporting infrastructure)

2019 2021

Operational testing 2021 2021

Safety approval, certification 2021 2021

Training of operators and staff 2020 2021

Handover, final quality control 2021 2021

3.9 Main foreseen risks that could affect the implementation of the Investment Programme and risk mitigation measures planned

(0.5 page) [Examples of risks include regulatory or legal issues, upcoming elections, financing risks, demand risks, required approval risks, not getting required expertise etc.]

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Below, the main foreseen risks to the implementation process of the Gothenburg Cable Car are presented, followed by an assessment of probability and planned mitigation measures. All presented risks have a high potential impact concerning the implementation of the Gothenburg cable car – each presented risk on its own or in combination could potentially stop or seriously delay the project. Lack of political support, project implementation is rejected by the City Parliament or the City Board Probability: Low. The project of the Gothenburg Cable Car, including a preliminary budget, has been endorsed by the Transport Board of the city, the City Council and City Parliament. City Parliament endorsed further planning and a preliminary budget on Nov. 10 2016, with a clear majority (69 yes, 5 no). The final investment decision will be taken by the City Council once the planning is finished and the final budget and financial arrangements are set. City Parliament has the possibility to overturn that decision. Mitigation action: Regular status updates on the planning process to local politicians. Unresolvable differences between the city of Gothenburg and Västtrafik Probability: Low. The project demands a high level of cooperation between the stakeholders. If differences occur, for example regarding the ownership and expenditure, this can cause delays and/or bring the project to a halt. Mitigation action: Constant dialog between the stakeholders regarding all matters. Unresolvable safety issues or other conflicts with existing infrastructure leading to denial of building permits Probability: Low. The planned Gothenburg Cable Car crosses or passes near infrastructure such as roads (e.g. national road E45), a railway track and existing buildings. Unresolvable safety conflicts at any point along the planned route could lead to a refusal of building permission. The performed pre-studies have not shown any unresolvable conflicts and safety clearances according to European best practice are planned. Mitigation action: Continuous dialogue with relevant stakeholders and regional and national authorities during the planning process, choice of station location, cable car corridor, height and safety distances to avoid conflicts. The project is actively involving the local fire and safety authority in the planning process. Lack of offers from suitable main contractors for construction of the Gothenburg Cable Car Probability: Low. The leading European cable car manufacturers are aware of the plans for a high capacity urban cable car in Gothenburg and have expressed strong interest in the project. They have the proven capacity to plan and construct cable car systems as planned in Gothenburg. Mitigation action: A heads up about the planned tender is provided publicly to cable car manufacturers. Difficulties to secure necessary project funding

Probability: Low. Gothenburg is experienced in securing funding for large infrastructure projects and raising funds from different sources. Mitigation action: Development of a financial strategy for the funding of the Gothenburg Cable Car and securing funding, as part of the ELENA-actions. Significant increase of costs and following withdrawal of political support Probability: Medium. Mitigation action: Proactive cost-control and a dedicated cost-manager in the implementation unit plus contractual arrangements with the main contractor that minimise the risk for significant changes of costs. Lack of capacity and expertise Probability: Medium. Mitigation action: A dedicated task-force for the Gothenburg Cable Car will be created with support of ELENA, partly recruited internally, partly with external recruitments. Additional specialist expertise will be procured according to needs, nationally and EU-wide following EU-procurement regulations. The choice of an early contractor involvement (ECI)-procurement model for planning and implementation will further ensure that necessary specialist know-how is secured for the planning process. Public protests and lack of public acceptance, leading to lack of political support

Probability: Low. The proposal of the Gothenburg Cable Car has been presented to the public on several occasions and information is freely available. Media coverage has been extensive. The overall public reaction is so far overwhelmingly positive. Mitigation action: Continuous information- and communication efforts to keep the general public as well as media and specific stakeholders informed and up-to-date, active dialogue with concerned stakeholders.

3.10 Please outline the expected results in terms of increases energy savings, renewable energy production and reduction of greenhouse gas emissions

[Estimation requested in absolute annual figures (e.g. GWh or t CO2eq) before and after implementation of Investment Programme. Please see table below for a suggested template showing the various potential Investment Programme components. Applicants should feel free to add to these components and indicators if there are others used]

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The Gothenburg Cable Car will save energy and reduce GHG emissions by replacing trips made by the current public transport modes; tram, bus and ferry as well as car trips. The cable car is estimated to relieve the current public transport network with over 3 million trips annually on the connections to and from Lindholmen, Lundby and Wieselgrensplatsen across the river. These figures are based on traffic simulations performed by the Transport Department of Gothenburg in VISUM, estimating the number of current trips that would switch to the cable car due to the offered reductions in travel time. It has not been possible to include the effect of the high accessibility of the cable car due to its high departure frequency (approximately one cabin per minute) in the simulation. This is expected to further increase the attractiveness of the cable car compared to alternative modes. In addition to the calculated ridership figures based by shifting currently existing passengers to the cable car, a general increase in river-crossing traffic by 30% is expected by 2025 to 2035. This increase is predicted in the Gothenburg’s traffic strategy, based on the expected population growth and the known development plans for the city. This leads to an estimated total number of 4,15 million annual trips made with the cable car by 2035. Today, the modal share for public transport trips across the river is 18% tram, 36% bus and 45% ferry (Source: Västtrafik). Assuming a third of the predicted traffic increase consists of transferred car trips, and the rest of the traffic increase is would otherwise choose tram, bus and ferry as above, the number of trips the cable car can be estimated to replace is shown in the table below. The trip-length of land-based modes is longer than for ferry-trips (or cable car trips) due to the detour enforced by the bridge connection. Estimated numbers of annual trips across the river replaced by the Gothenburg Cable Car & assumed length

Transport mode Estimated number of trips Length of replaced trip

Tram 700 000 4 km

Bus 1 400 000 4 km

Ferry 1 700 000 2 km

Car 320 000 4 km

Total 4 150 000

CO2-emissions and energy use for the public transport trips have been calculated with energy/emission-factors from Västtrafik. For car trips, factors from The Swedish Transport Agency and The Swedish Petroleum and Biofuel Institute have been used. They are summarized in the table below. An average occupancy rate of 1,2 persons per car has been used, corresponding to the average figure for commuter traffic in Sweden. Energy- and GHG-emission factors used for calculation

Transport mode kWh/pkm g CO2/pkm

Tram 0,11 0,01

Bus 0,40 39

Ferry 2,0 570

Car (av. 1,2 passengers/car) 0,52 140

The total annual energy use of all trips that are expected to be replaced by the cable car is 10,3 GWh/yr if current modes are used. The corresponding GHG-emissions are 2 400 tonnes of CO2/yr. The operation of the cable car will annually use 6,1 GWh (19 operating hours, 365 days a year). If the average emission factor for the Swedish electricity mix is used (20 g CO2(eq)/kWh), the operation of the cable car will lead to 120 tonnes of CO2-emissions annually. If additional renewable electricity production capacity is added to provide for the energy-use of the cable car, the CO2-emissions of the cable car can be reduced to zero. This can be achieved by 1-2 additional wind turbines (estimated annual electricity production for a 2MW-turbine: 5,6 GWh/yr according to Powervast.se). This decision can be taken during the operational phase and is not part of the Investment Programme. It is however likely that Gothenburg will choose 100% renewable energy for operating the cable car, since this falls in line with local and regional policies and the city already uses 100% renewable electricity for operating its tram network. Here, the effect of both choices (current Swedish electricity mix or 100% renewable) is presented. Conclusion: The cable car leads to estimated annually energy-savings of 4,2 GWh. Accumulated over 20 years of operation, the estimated energy savings are 85 GWh. Using the current average Swedish electricity mix for operating the cable car, it will lead to GHG-emission savings of 2 300 t CO2 annually, 45 000 tonnes accumulated over 20 years. If zero-emission electricity production is used (new production capacity), the annual GHG-emission savings are 2 400 t CO2 annually, 48 000 tonnes accumulated over 20 years. Considerable additional energy- and GHG-emission savings can be expected, since the cable car frees capacity along other public transport connections across the river, thus facilitating changes in modal shift from car to public transport. These savings can however not be quantified at the current stage of the project but are expected to be substantial and at least of the same order of magnitude or higher as the direct savings.

Summary table:

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Investment component

Final energy consumption

(GWh/year)

RE generation

(GWh/year)

GHG emissions

(t CO2eq/year)

Emission factor used

before after savings - before after savings Figure Source

Transport 10,3 6,1 4,2 2 400

100 (0 with 100 % renewable electricity)

2 300 (2400)

see above

see above

TOTAL 10,3 6,1 4,2 2 400 100 2 300

3.11 FTEs expected to be created and/or maintained plus any other expected relevant results, if available

(0.5 page) [Examples include increased capacity building, air quality, promotion of public transport, etc.]

FTEs, including description of how figure is estimated:

Construction Phase: The FTEs created during the construction phase are difficult to estimate since converting factors for cable car investments to FTEs are not readily available. Using the Swedish National Road Authorities converting factor for road infrastructure (0,3 FTEs for one year per MSEK investment; source: Trafikanalys, Rapport 2012:1), the planned investment of 1 100 MSEK (116 M€) results in 330 man-years of full-time employment. We consider this figure a conservative estimate since cable-car infrastructure can be assumed more labour-intense per invested capital unit compared to road construction. Operational phase: During the operational phase, the Gothenburg Cable Car will create the equivalent of 40-60 permanent full-time positions for operational staff, e.g. for technical operation, maintenance, station attendants etc. During an operational period of 20 years (a longer lifetime is expected), this equals to 800 to 1200 man-years of full-time employment. In total, the planned investment is estimated to lead to the creation of at least 1100-1500 FTEs during construction and 20 years of operation. Other results:

Increased modal share of public transport: The urban cable car in Gothenburg is expected to increase the attractiveness of public transport by providing a time-efficient and attractive shortcut. By shifting current bus- and tram-travellers to the cable car and increasing capacity, it will further reduce pressure on several crucial bottleneck-connections that currently limit the growth of public transport on other connections. The cable car is thus expected to contribute to increased modal share of public transport. Improved accessibility and social integration: The cable car will contribute to improved accessibility and social integration in the city, connecting parts of the city that currently are separated by major barriers and facilitate access to a larger labour market by reducing travel times. Tourism: The cable car is expected to positively contribute as an attraction to visitors and residents alike and is expected to have a positive impact on the city’s tourism industry (not quantified). Fast connection between research, business and industry-clusters: The cable car will directly connect Lindholmen Science Park

(technology and higher-education cluster, 25-35 000 persons) with the planned Global Business Gate (business-cluster, 5000 persons) and the expanding Campus Lundby (Volvo Group HQ, 5-10 000 persons). It will thus facilitate exchange and integration between these nodes of research, R&D and business development. Environmental benefits: The cable car will lead to reductions in energy use and GHG-emissions from transport, improved local air quality and reduction of transport noise. Showcase cable car technology: Europe is currently a global leader in cable car technology. The use of the latest, high-capacity

cable car technology in a inner-city setting, fully integrated in urban public transport will make the Gothenburg Cable Car a showcase project for European cable car technology and its possibilities for urban transport.

3.12 Description of previous preparatory assessments and studies carried out for the Investment Programme

(0.5-1 page) [If possible, please attach summaries of previous assessments/studies]

The City of Gothenburg started to investigate urban cable cars with a first pre-study in 2013, including a review of current best-practice and international experience, general feasibility and potential for Gothenburg. More detailed investigations and feasibility studies on suitable locations, transport effects, suitable technology and on the location of stations were produced during 2014 and 2015 and a preliminary route for a first cable car connection was chosen.

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In summer 2015 the director of the urban transport administration gave the go-ahead for further planning for an urban cable car, and a formal project was established. The Gothenburg cable car project has since then continued to prepare further strategic- and feasibility studies on technology, costs and location as well as on business models and urban planning issues, in active cooperation with the regional public transport company Västtrafik. See: www.forlivochrorelse.se/linbana for a collection of background studies and project results. Prestudy: Cable cars as an alternative public transport mean in Gothenburg. (2013). The Urban Transport Administration, City of Gothenburg together with consult firm Tyréns. In Swedish. http://goteborg.se/wps/wcm/connect/5702bc72-4cf4-4aac-a6fa-c2a5e0b06153/slutrapport_F%C3%B6rstudie+linbanor.pdf?MOD=AJPERES&CACHEID=5702bc72-4cf4-4aac-a6fa-c2a5e0b06153 Prestudy: general overview of a cable car system´s effects on trade and commercial sectors. (2016). The Urban Transport Administration, City of Gothenburg together with consult firm HUI Research. In Swedish.http://forlivochrorelse.se/wp-content/uploads/2016/05/Rapport_Forstudie-om-stomlinbanors-paverkan-pa-handels-och-besoksnaringar.pdf Prestudy of potential business model choices for a cable car system in Gothenburg (not yet published). The Urban Transport Administration, City of Gothenburg together with Västtrafik AB and consult firms Arby kommunikation, Stenlöf Konsult och Captario. In Swedish. Strategic choice of measures study: Cable cars crossing the river by 2021 – Establishing urban cable cars in Gothenburg. (2016) The Urban Transport Administration, City of Gothenburg. (Originally in Swedish, translated into English. http://forlivochrorelse.se/wp-content/uploads/formidable/8/Cable-car-study-ENGLISH.pdf Lokaliseringsstudie linbana i Göteborg, Ramböll (not yet published). Global Analysis of, among other things, cable car line crossing shipyards (2016) Cable Car Consultants. (in English) http://forlivochrorelse.se/wp-content/uploads/2016/06/underlagsrapport_best-practices.pdf Cable Car Safety Memo (2016). Consultant firms Koucky & Partners and Zatran GmbH. (in English) http://forlivochrorelse.se/wp-content/uploads/2016/06/rapport_cable-car-safety-memo.pdf Overview of a cable car system´s effects on pedestrians and street life.(2016) The Urban Transport Administration and the City Planning Authority, City of Gothenburg (In Swedish) http://forlivochrorelse.se/wp-content/uploads/2016/05/Rapport_Linbanans-roll-for-stadens-trafik-och-gangnatverk.pdf Legal aspects of operating a cable car system as a part of a public transport system. (2016) The Urban Transport Administration, City of Gothenburg and the Västra Götalandsregionen. (in Swedish). http://forlivochrorelse.se/wp-content/uploads/2016/05/Rapport_Juridiska-aspekter-pa-linbana-som-kollektivtrafik.pdf

4. Description of the requested assistance from ELENA [3-4 pages, plus tables]

4.1 Name of ELENA operation

Gothenburg Urban Cable Car

4.2 Indicative work programme for the technical assistance ELENA activities to prepare the Investment Programme

(1-2 pages) [Please present each required technical assistance activity and the expected outcome from each activity (e.g. typical technical assistance activities include feasibility studies, procurement preparation, required expertise etc.). Describe how the expected outcome from each activity is expected to prepare the Investment Programme activities as described in Section 3. There can be overlaps as one ELENA activity may contribute to more than one investment project] Below the indicative work programme for the technical assistance ELENA activities is presented. The work is planned to be organised in work packages following the structure presented in 3.3 and the organisational chart in 4.3. The overarching aim of

all technical assistance activities is the implementation of a cable car system to an operational state.

Technical assistance activity Investment component being supported

Details of how Technical assistance activity will support Investment component

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1.1 Establishing the Cable Car Project Implementation Unit, recruitment

WP1: Project management (and indirectly all components)

The establishment of an Implementation unit including recruitment of staff is a prerequisite to ensure operational capacity to implement the Investment Programme

1.2 Project management, coordination and supervision of planning and implementation activities.

WP1: Project management (and indirectly all components)

The implementation of the urban cable car and its full integration in public transport is a complex project with many involved stakeholders and tasks. Professional project management and coordination is necessary to ensure successful and timely implementation of the investment programme.

3.1 Procurement preparation and procurement of necessary external expertise to the Implementation Unit

WP3: Procurement (and indirectly all components)

Procurement of external expertise to the Implementation Unit is necessary to secure specific know-how not available in-house, e.g. cable-car expertise, ECI-procurement expertise, safety-expertise etc.

3.1 Development of technical specifications for procurement documents for main contractor procurement

WP3: Procurement

Professionally developed technical specifications and desired design parameters are a necessary to ensure a high quality bids that can be evaluated on objective grounds. They will be developed in collaboration of internal and external expertise.

3.2 Preparation of a procurement strategy and procurement documents for ECI-procurement of main contractor

WP3: Procurement

The tendering of a main contractor in form of ECI-project is a key element for further planning and construction and to ensure access to cable-car know-how and capacity. ECI-contracting opens new possibilities but the city lacks experience with that type of procurement, therefore a thorough preparation and the use of external expertise is necessary.

3.3 Evaluation of bids WP3: Procurement The choice of a main contractor based on objective analysis of bids is a key milestone for the development of the cable car.

3.4. Contractual negotiations with main contractor

WP3: Procurement A mutually agreed contract with operational and financial arrangements is a starting point for detailed planning and implementation.

3.5. Quality control and follow-up on delivery by contractors

WP3, WP13 Procurement, monitoring and quality control

The deliverables will be controlled continuously during the project to ensure the envisaged quality and to identify potential problems and deviations from the work plan as early as possible to allow for corrective measures. This element combines economical follow-up and technical quality control. It is a necessary element in ensuring implementation according to plan and to fulfil all safety- and quality requirements.

7.1 Technical cable-car expertise support to all WP:s

All WP:s, but mainly WP7, WP8 and WP3

The availability of in-depth technical knowledge on cable-car technology is necessary for all investment components, but specifically for technical specification. It will be provided by external expertise.

7.2. Risk assessment and mitigation studies

WP7, WP3, WP5

Risk-assessment studies will provide ground for technical specifications of the cable car system but also provide background-information necessary for zoning and permits (WP5) and negotiations with property owners along the corridor (WP9) This step includes several safety and hazard assessments including fire-safety assessment necessary to identify and mitigate risks, set design demands and to be able to receive construction- and operational permits

7.3 Passenger safety and security studies

WP7, WP8 Passenger safety and security studies will be supporting the development of design requirements for cabins but also stations and surrounding areas.

7.4. Development of evacuation strategies and plans and technical and organisational specifications for passenger evacuation

WP7, WP8, WP5

The development of evacuation strategies and how evacuation will be organised will support both design criteria and procurement demands, but also the preparation for obtaining necessary permits for operation.

7.5 Development of technical specifications of the cable car system, including locations, detailed plans and costing.

WP7, WP3 In this key step, the proposed cable car is planned to a level of detail that allows detailed technical specifications to the main contractor.

7.6 Development of specifications for station buildings, access features, capacity demand calculations.

WP7, WP8, WP5

This step defines the necessary physical dimensions and other specifications for station buildings necessary for both physical planning but also for proper integration with other public transport and the development of technical specifications.

8.1 Procurement preparation for WP7, WP8 This step ensures the necessary professional support to

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architecture & design of stations/system; architectural competition

design and plan stations, towers, vehicle interiors etc.

8.2 Development of architectural and design guidelines for station buildings and towers

WP7, WP8

This step ensures a recognisable design and proper functionality of stations, produces technical specifications (WP7) and supports the integration with other public transport infrastructure and public acceptance (WP8)

8.3 Development of design guidelines and criteria for passenger interfaces (cabins, entrances)

WP7, WP8 Design criteria for the elements that meet passengers are supporting the full integration with other public transport and are also part of technical specifications.

5.1 Cable-car specific support to the physical planning department in planning and zoning along the cable car corridor and for tower- and station locations; notably 3D-property issues along the corridor, interference with existing properties

WP5: Zoning and permits

This step is a prerequisite for construction of the Cable car. Zoning and urban planning of a cable car in an urban setting provides specific challenges that are unusual in the normal planning process, e.g. the potential need for 3D-properties, interference issues but also necessary safety distances and ensuring access for safety measures and evacuation. This element will support the planning and permission-seeking process with cable-car specific know-how.

5.2 Supporting negotiations with property-owners within the cable car corridor.

WP5: Zoning and permits

Negotiations and contractual agreements with property-owners and other stakeholders along the cable car corridor are necessary to receive building and operational permits..

5.3. Identification of necessary permits and permissions for construction and operation

WP5: Zoning and permits

Sweden currently lacks clear legal regulations on cable cars in urban areas and as public transport. It is thus necessary to explore the necessary legal requirements and to engage in proactive dialogue with relevant national authorities. Part of this element is also to identify international best-practice in regards to regulations and permits.

5.4 Preparing applications for legal permits

WP5: Zoning and permits Supports the implementation and finally operation of the cable car.

6.1. Development of financing plan and strategy, fund acquisition, writing of applications

WP6. Financing Securing financing is a prerequisite for implementation of the Investment programme.

8.1 Support in developing specifications for IT- and supporting services

WP8, WP7, WP3

To fully integrate the cable car in the existing public transport system, it has to be ensured that supporting systems such as IT, communication, ticketing etc. are compatible and follow the existing standards of public transport in Gothenburg. This step will define these elements and provide design specifications necessary for technical design.

9.1 Developing ownership and operational arrangements

WP9. Ownership

The financial and practical responsibilities of the involved stakeholders (Gothenburg municipality, Västtrafik, others) needs to be clearly defined and agreed upon prior to any final investment decision. The aim of this activity is to develop appropriate solutions and to prepare contractual arrangements between involved stakeholders.

4.3 Description of the existing or planned structure/organisation of the ELENA supported staff who are managing the preparation of the Investment Programme

(0.5 page) [Describe how the ELENA funded staff will be organised e.g. explain if they will be part of an existing organisation or if a new structure is being created (e.g a Project Implementation Unit composed of ELENA funded staff) to manage the ELENA supported technical assistance. Describe the decision makers and any approvals that are required from the different parties Please provide an organisational chart showing how all the parties interact] Organisational structure

For the planning and implementation of the Investment Programme, a specific cable-car implementation unit will be established. It will be responsible for coordination end management of the entire planning and supervision of the Gothenburg Cable Car until its completion. All resources and costs connected to the planning and implementation of the Gothenburg cable car will be clearly assigned to the project. The implementation unit will consist of core-staff dedicated to the cable car project and additional internal and external resources allocated to specific tasks as needed. Formally the cable-car implementation unit will be part of transport department of the city of Gothenburg, but staff from both Västtrafik and other relevant city departments (e.g. urban planning, finance, procurement) will be active within this unit. The Implementation Unit will be overseen by a steering committee consisting of senior managers from the City of Gothenburg and Västtrafik (2-3 persons from the City of Gothenburg and Västtrafik

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respectively). The unit itself will be headed by an Implementation Unit Manager. All major decisions will need approval by the steering committee. The final decision on whether to start construction of the Gothenburg Cable Car lies with the city board and city parliament of Gothenburg and the board of Regional Parliament of Västra Götaland County. Work within the Implementation unit will be organized in thematic work packages and technical working groups. External experts will support the work where necessary. See the organizational chart below. All ELENA-supported staff will be part of the Cable Car Implementation Unit. The following specific positions are created with ELENA-support and are marked in italic in the organisational chart.

Main project manager, head of cable car implementation unit (WP1): 38PM

Assistant project manager (WP1): 48 PM

Procurement manager, WP3-leader: 20 PM

Cable car zoning, planning and permission manager, WP5-leader: 35 PM

Financial strategist/manager, WP6-leader: 12 PM

Technical manager, WP7-leader: 45 PM

Public transport integration manager/station design manager, WP8-leader: 48 PM

Traveller/customer experience manager, WP8: 32 PM

Ownership/contractual arrangements manager, legal support, WP9-leader: 32 PM Internal staff within the Cable Car Implementation unit will be supported by external experts where necessary, se chapter 4.4. External experts can provide support in several work-packages, e.g. by providing technical expertise on cable cars. ELENA-supported external experts are placed below internal staff in the organisational chart and marked in italic.

Picture 4: Organisational chart describing the organisation for the planning and implementation of the Gothenburg cable car. Functions in italic are dedicated functions supported by ELENA.

4.4 Planned procurement plan for staff and services to be hired with ELENA funding

(0.5 page) [Please outline the type of planned procurement for the hiring of new staff funded under ELENA (e.g. what positions are expected to be tendered out, the total number of tenders foreseen, estimated timeframe, estimated size of each tender, type of tendering process etc.); Please confirm all hiring will be done in accordance with EU/ national procurement regulations]

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Planned procurement plan for ELENA funded staff, if relevant Both the City of Gothenburg and Västtrafik follow EU- and national procurement regulations in all procurements. The necessary expertise will be acquired through public tenders. Existing framework contracts that have been subject to previous tendering can come to use where applicable. Within the ELENA-funded parts of the cable car project, following tasks/functions are expected to be provided by external experts through procurement: Expert support, cable car systems: The city lacks own technical expertise on cable-car systems necessary for planning,

preparation of tender documents, evaluation of tenders, follow up and general support. It therefore needs external expertise as support to its own team during the entire ELENA-period. Estimated timeframe: mid 2017- mid 2021. Estimated size of assignment: 21 person months, 397 887€ Existing framework agreement. Expert support, risk assessment: Several risk assessment studies are necessary in the planning process for the Gothenburg

cable car, e.g. on fire risk. The city lacks necessary expertise on risk-assessment and regulations in connection to cable-car systems. Estimated timeframe: mid 2017-mid 2020 Estimated size of assignment: 12 person months, 227 364€ Several task-specific tenders, starting march 2017. Expert support, evacuation of passengers: A concept for the safe evacuation of passengers from the cable car needs to be

developed and cleared with local safety authorities prior to final planning and is a prerequisite for operation. The city lacks necessary expertise in this field. Estimated timeframe: mid 2017- mid 2021 Estimated size of assignment: 14 person months, 265 258€ Tender expected mid 2017. Expert support, project manager safety and security: Safety and security (real and perceived) are important aspects in all

public transport and in particular for cable cars. A dedicated safety and security manager (part time) as part of the planning team will ensure that these aspects are properly represented in all planning and in the procurement specifications for the cable car system. Västtrafik lacks capacity and expertise on cable car specific safety and security issues. Estimated timeframe: 2017-2020 Estimated size of assignment: 12 person months, 124 020€ Tender expected mid 2017. Expert support, station architecture: The demands on station architecture and how interiors and the areas that meet travellers

should be designed need to be defined early on in the planning process, according to the demands Västtrafik has on its public transport infrastructure. Västtrafik lacks capacity for these tasks. Estimated timeframe: 2017-2020 Estimated size of assignment: 32 person months, 330 720€ Tender/competition expected mid 2017. Expert support, legal- and procurement issues: The city has chosen the model of Early Contractor Involvement procurement

for the procurement of a main contractor. Gothenburg has limited experience with that form of procurement and the legal and contractual arrangements implied are considered complex. For this reason, expert legal support specialised in complex procurement projects is deemed necessary to support the Implementation Unit and the city’s’ own procurement- and legal team. Estimated timeframe: mid-2017-mid 2021 Estimated size of assignment: 11 person months, 208 417€ Tender/competition expected mid 2017.

4.5 Indicative start date of the ELENA assistance

Expected Start date of ELENA

1st May 2017

4.6 Please justify your request for assistance for ELENA

(0.5 page) [Please explain how the technical assistance from ELENA is providing an additional benefit to the Investment Programme preparation e.g. is ELENA adding to what is currently existing, such as allowing hiring of extra staff and external expertise or financing studies that need to be carried out, will ELENA allow programme to be realised faster; etc.]

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Justification for ELENA Both the City of Gothenburg and Västtrafik have considerable experience and capacity to implement large investment programmes. However, for the planned investment in an urban cable car, internal capacity and expertise is lacking in some areas. The requested ELENA assistance aims at filling these specific gaps which is a prerequisite for the swift and successful implementation of the planned Investment Programme. The ELENA assistance would allow for establishing a dedicated project Implementation Unit with additional expert staff as well as the commissioning of external expertise necessary for the cable car project. Please observe that the total estimated budget for the planning process of the Gothenburg Cable Car is around 15M€ (7,4 M€

internal staff resources, 7,7 M€ external expertise). However, a considerable part of the necessary tasks can be accommodated

within the existing organization (e.g. urban planning department, transport department, Västtrafik). Further, the cost for planning

services by the main contractor for planning and construction of the cable car (to be procured as a two-stage, early contractor

involvement procurement) are not part of the ELENA budget. ELENA-support is solely requested for currently lacking, additional

resources necessary for a professional and swift implementation of the Investment Programme. Without ELENA, it is doubtful if

project design and -implementation can happen at all and certainly not in the envisaged timeframe.

4.7 Indicate the requested funding from ELENA facility and present the other funding sources

[in EURO; maximum ELENA participation is 90%]

Total eligible costs for project development services: EUR 3 976 428

Requested ELENA funding: EUR 3 578 785 (90%)

Own funding: EUR 397 643

Other sources: EUR

4.8 Applicants commitment to facilitate dissemination of experiences and results

(0.5 page) [Please describe methods you will use to ensure that the lessons learnt through ELENA support can be shared with other interested parties e.g. conferences, workshops, publications, shared experience with other counterparts etc.]

Experience and results will be shared by: The city will have a communication, dissemination and where applicable, transfer – both internal and external - plan. This dissemination and transfer plan is delivered by the project and guides the communication, dissemination and outreach activities. The main objective of this plan is to present how the project intends to communicate and disseminate to cities, projects and other interested parties. The city of Gothenburg is a member of numerous networks and is active in many working groups within these networks. UITP, POLIS, EUROCITIES, CIVITAS to name a few. The city uses these networks for lobbying, spreading information, etc. The Urban Transport Administration has the good intentions to establish a network of all stakeholders within Urban Cable Cars in Europe and internationally. City of Gothenburg European Office (GEO) represents Gothenburg and its key stakeholders in Brussels. The tasks include

monitoring the legislative initiative of the EU, promoting Gothenburg and its actors at the European level, and supporting the development of strategic and long term EU projects. GEO’s work is focused around the urban dimensions of EU policies and funding opportunities especially in the areas of social affairs and public health; energy, climate and environment; as well as transport and infrastructure. By actively promoting Gothenburg in Brussels, the aim is to create opportunities for future European projects in the city. The office also acts as a platform for academic and business communities of Gothenburg. This is highlighted through the collaboration and strategic partnerships with a number of actors from Gothenburg, including Business Region Gothenburg (BRG), the Port of Gothenburg, Göteborg Energi, Chalmers University of Technology, Lindholmen Science Park and Johanneberg Science Park. The city is involved in many EU and national projects and has contacts with many partners. The city, through Business Region Gothenburg will offer the opportunity to Study visits through Green Gothenburg (http://greengothenburg.se/). The city’s cable car project office will establish an Exhibition Centre at ‘Älvrummet’ which will also

offer the opportunity for study visits. National bodies – The Cable car project office will have a good cooperation with Vinnova (Sweden’s innovation agency), the Swedish National Road and Transport Research Institute (VTI), the Science Parks as well as other important and relevant national bodies. Conferences – The participation in national (example VREF, Transport Forum) and international (example UITP, Civitas, Polis) conferences will enable the dissemination of results and lessons learnt.

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4.9 Are you planning or have you already requested financial support for the preparation phase of your Investment Programme from one of the following EU programmes?

ERDF / Cohesion funds Yes / No

JASPERS Yes / No

IPA Instrument for Pre-Accession Assistance Yes / No

Other EU financed programmes Yes / No If other, please give the name

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5. Overview table: Milestones presentation for measuring leverage factor (cumulative values)

Observe that the calculated energy and CO2-savings will start first after the finalisation of the investment programme which is expected to mid 2021. No energy- and CO2-reductions are expected during the ELENA-period.

Reporting time (end of year)

Estimated budget Project Development Services

Milestones for Investment Programme implementation (indicate here the part of the total Investment Programme which is planned to be launched at the indicated reporting time)

Cumulative Leverage factor

Staff costs [in EUR]

External experts / subcontracts [in EUR]

Annual Sub-total [in EUR]

Short description of area, technologies concerned

4

Identification of investor

5

Estimated total costs (of energy saving investment measures) [in EUR]

Estimated annual final energy saved for EE projects

6

[in GWh]

Estimated annual final energy production by RES

6

[in GWh]

Estimated annual reduction of CO2eq [in t]

(Estimated total costs) / (0.9 x Annual Sub-total)

Year 1 (May 2017-April 2018)

632 530 515 018 1 147 548

Milestones: 1: Establishment of implementation unit 2: ECI-tender published 3: Financial strategy developed

City of Gothenburg

0 0 0

(Estimated total costs year 1) / (0.9 x Annual Sub-total year 1)

Year 2 (May 2018- April 2019)

709 110 477 124 1 186 234

Milestones: 4 Choice of main contractor Milestone 5: Corridor zoning

City of Gothenburg

0 0 0

(Estimated total costs year 1+ year 2) / (0.9 x (Annual Sub-total year 1 + Year 2))

4 Specifying which main area concerned (i.e. EE, RES, transport or urban infrastructure) and which technology(ies)/measure(s) implemented

5 Indicate the final investor, the one who will order the work to be carried out

6 Indicate the main type of energy saved or produced (thermal or electrical)

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finalised 6: Detailed project plan finalised, final cost offer 7: Go-ahead for construction by city parliament 8: Financing strategy implemented, funding secured

Year 3 (May 2019-April 2020)

591 878 377 220 969 098

Milestones: 9: Construction of station buildings commences 10: Construction of cable car hardware commences

City of Gothenburg

(Estimated total costs year 1+ year 2+ year 3) / (0.9 x (Annual Sub-total year 1 + Year 2 + year 3))

Year 4 (May 2020- April 2021)

489 243 184 304 673 547

Milestones: 9: Cable car hardware installed 10: Operational testing

City of Gothenburg

(Estimated total costs year 1+ year 2+ year 3) / (0.9 x (Annual Sub-total year 1 + Year 2 + year 3))

TOTALS7

2 422 762 1 553 666 3 976 428 (same as leverage factor for year 3)

Interim report (month 24)

1341 640 992 142 2 333 782

Estimated total costs month 24) / (0.9 x Annual Sub-total month 24)

7 Total of estimated budget should be the same as in budget table or in Investment Programme presentation

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6. Estimated costs and funding of project development services

ESTIMATED ELIGIBLE COSTS *

Direct staff costs **

Categories of staff to work on the project (e.g. senior expert, expert, junior expert; project assistant, etc.)

Monthly salary (EUR)

(A)

Number of work months on project

(B)

Direct Staff costs (EUR) (A x B)

WP1-leader, head of implementation unit (senior manager)

9 474 38,4 363 802

WP1-assistant head of implementation unit (manager) 7 105 48 341 040

WP-3 leader, procurement (expert) 7 105 20 142 100

WP5-leader, zoning and permits, planning expertise (senior expert)

7 895 35 276 325

WP6-leader: financing, (expert) 7 105 12 85 260

WP7-leader, technical specifications, planning, technical expertise (senior expert)

7 895 45 335 275

WP-8-leader, station design and integration with PT (senior expert)

7 895 48 378 960

WP8-expert, traveller experience (expert) 7 105 32 227 360

WP9-leader, ownership arrangements, contractual issues, legal expertise (senior expert)

7 895 32 252 640

Subtotal direct staff costs 2 422 762

External experts / subcontracts

Type of activities / support Description of tasks to be carried out Total [EUR]

Expert support, cable car systems

Supporting the implementation unit with cable car expertise throughout the project, e.g. in preparation of tender

documents, technical planning, evaluation, quality control 397 887

Expert support, risk assessment

Production of risk assessment and mitigation studies, e.g. fire hazard studies, handling contacts, support in safety

related matters 227 364

Expert support, evacuation of passengers

Production of reports and recommendations for planning and assessment of passenger safety measures and

evacuation 265 258

Expert support, project manager safety and security

Studies and recommendations on passenger safety and security, development of specifications for the contractors

124 020

Expert support, station architecture

Development of concepts and plans for station architecture and interior design in accordance with public transport

standards, project support in architectural matters 330 720

Expert support, legal- and procurement issues

Supporting the implementation unit and procurement department in procurement and contractual issues concerning ECI-procurement and contracts.

208 417

Subtotal external experts / subcontracts 1 553 666

Direct staff costs 2 422 762

External experts / subcontracts 1 553 666

Estimated TOTAL eligible costs [in EUR] 3 976 428

* All costs have been calculated in SEK and then converted to EUR, using an exchange rate of 9,5 ** Some staff categories contain more than one person.

FUNDING

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Requested funding from ELENA facility [in EUR]; maximum 90% in% 90.0% 3 578 785

Own funding [in EUR] in% 10.0% 397 643

Other sources [EUR] in% 0.0%

TOTAL funding [in EUR] 3 976 428

Within the ELENA facility eligible costs are defined as follows:

• costs of external experts contracted by the EIB or the Beneficiary according to the national and EC procurement rules • additional staff hired by the Final Beneficiary (e.g. to set up project implementation units) to manage and provide Project Development Services. The cost of additional staff assigned to the action should comprise actual salaries plus social security charges and other statutory costs included in the remuneration, provided that this does not exceed the average rates corresponding to the beneficiary's usual policy on remuneration. No other costs are eligible.

Changes between cost categories:

The total budget initially accepted at the start of the project cannot be increased. Overspending must be taken over by the Final Beneficiary. Changes within one cost category are possible without any approval. Changes between the two categories need prior approval by the EIB and should be limited to a maximum of 10% of the total Final Beneficiary budget.

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