Martin Tugwell Programme Director - Economic Heartland · 2017. 11. 14. · regulatory barriers) ... Sharing of resources and rationalisation of standards, practices and policies

Martin Tugwell

Programme Director

9th November 2017

www.englandseconomicheartland.com

England’s Economic Heartland Strategic Alliance


• 9 Local Transport Authorities

Oxfordshire County Council Buckinghamshire County Council Northamptonshire County Council Milton Keynes Council Bedford Borough Council Central Bedfordshire Council Luton Borough Council Cambridgeshire County Council Peterborough City Council

• Engaged with Cambridge and Peterborough Combined Authority

• 3 Local Enterprise Partnerships

Oxfordshire Local Enterprise Partnership

Buckinghamshire Thames Valley Local Enterprise Partnership

South East Midlands Local Enterprise Partnership (SEMLEP)

+ involving Greater Cambridge Greater Peterborough Local Enterprise Partnership

Collaborative working founded in mutual trust and confidence

• Delivery Partners Skanska Ringway/Jacobs Kier/WSP/Volker

• Local Planning Authorities

Working with the District Councils

Why the Strategic Alliance? Strategic Alliance initiative came about in response to recognition that:

• Strategic infrastructure issues (and solutions) extend beyond any one single area • Issues that are common to one or more area can benefit from a co-ordinated

response • Need for stronger integration of investment by Government, its agencies, local

authorities, as well as infrastructure and service providers

The Alliance partners share a common aim: to look beyond current success and: • Address identified barriers to economic activity (both existing and planned

growth) • Raise productivity to match, and where possible exceed, that of our global

competitors

To achieve this requires the Strategic Alliance to: • Strip away duplication, remove inefficiencies, enable faster, more agile decisions • Simplify funding streams wherever possible so that the time (and cost) taken to

develop proposals and get them delivered on the ground is reduced • Provide greater certainty for private sector investors thereby encouraging them

to commit sooner to investments with greater confidence



At the Heart of Technology Enabled Science and Innovation

Our Ambition


• England’s Economic Heartland has to be more competitive to be successful in global markets

– We must improve our productivity to match the best in the world

– We must build on our inherent strengths to develop an offer that is truly iconic: so that we become the place to invest

– We must deliver place-based growth, where investment in infrastructure and services creates places for people and businesses

• Realising our potential requires an approach that is transformative – in terms of Political leadership and governance/working arrangements (it’s not just planning)

• Delivering our potential requires the long-term commitment of Government alongside that of Political and Business leaders

Our Potential (as identified by the National Infrastructure Commission)

‘The corridor connecting Cambridge, Milton Keynes and Oxford could be the UK’s Silicon Valley – a world renowned centre for science, technology and innovation.’

‘But its future success is not guaranteed’

‘The Cambridge – Milton Keynes – Oxford corridor has a major role to play in the future of the UK economy.’

‘With the exception of London, no other part of the country hosts such a powerful combination of:

• World leading universities and research institutes

• Globally competitive business clusters • Highly-skilled workers’

Potential to realise £85bn - £163bn additional GVA per annum

But a lack of housing and connectivity are putting future success at risk


Transformational Growth

• Realising growth on this scale will require:

• Investment in additional capacity in strategic transport infrastructure and services

• Investment in digital infrastructure to both enable business to operate in global markets and to enable user focused solutions

• Delivery of a multi-modal transport spine represents a ‘once-in-a-generation’ opportunity to realise a step-change in connectivity

• This requires planning and delivery of improvements in connectivity to be taken forward as part of a wider approach across the Heartland


Providing Strategic Leadership


• Overarching Transport Strategy – working with Department for Transport

• Creating the evidence base – first time there is a single evidence base available

• Close working on national investment programmes for rail and strategic roads • East West Rail Consortium • ‘Expressway’

• Developing proposal for Sub-national Transport Body (that includes connectivity)

• Digital connectivity – working with the owners of mobile and fixed network infrastructure

• Utilities – commissioning base-line evidence gathering (focus on addressing regulatory barriers)

• Close working with MPs – EWR All Party Parliamentary Group (to become Heartland APPG)

Strategic Transport Forum Established Feb ’16 – involves all the Alliance partners, DfT, Highways England, Network Rail, public transport operators, Transport Systems Catapult, Civil Engineering Contractors Association (CECA)

It is the focus for a single conversation with Government:

Maintaining a single overview of strategic priorities

Co-designing investment programmes with Government and its agencies

Establishing joint project teams to deliver strategic proposals

Sharing of resources and rationalisation of standards, practices and policies to improve the operation of the transport system

Establishing the area as a ‘living laboratory’ for technology enabled innovation


Immediate Priorities


• For the Government to ensure delivery of East-West Rail from Oxford to Cambridge at the earliest date possible

• For the Government to ensure that the development of the new Oxford to Cambridge Expressway takes into housing and economic growth planned locally

• Realise the potential of key transport interchanges – e.g. rail stations

• To identify a Major Road Network that combines Highways England’s roads and Local Transport Authorities managed and planned as a single network

• To press the case with Government that the National Roads Fund (to be established from 2020) be used to invest in the Major Road Network

In addition, there is a commitment by the Local Transport Authorities to develop a proposal to establish a statutory Sub-national Transport Body

Strategic Rail Priorities


• Delivery of East West Rail: – Western Section – Eastern Section – Central Section

• Addressing capacity constraints on the Didcot – Oxford corridor

• Improve north-south connectivity on the Northampton – Milton Keynes – Bletchley – Aylesbury – High Wycombe – Old Oak Common/Park Royal corridor.

• Addressing capacity constraints on routes serving Cambridge

• Future Rail Franchises

Strategic Road Investment Priorities

• Three key principles:

• Ensure that RIS1 commitments are delivered in full

• Ensure that investment priorities identified as a result of the strategic studies undertaken as part of RIS1 are programmed in RIS2 and taken forward into delivery

• Ensure that any additional investment priorities are determined on a joint basis between Highways England, and the Strategic Transport Forum, using an agreed Major Road Networks as the basis for identifying those priorities


Major Road Network


Strategic Issues for Further Consideration

Key driver – ensuring that there is common understanding and agreement as to the strategic objectives that form the basis for making the investment

Issues that need to be considered in greater detail in order to secure that common understanding:

• The ‘missing link’ – need to align the investment available with the delivery of the strategic objectives: the linkage with planned growth

• The ‘eastern section’ – need to look beyond delivery of A428 Black Cat to Caxton Gibbet: the linkage with planned growth

• The Major Road Network – the multi-modal spine will fundamentally change the shape of both functional economic areas and strategic housing market areas; transformational investment will change travel patterns

• East-West Rail – need to consider the inter-relationship between elements of the multi-modal spine

• North-South Connectivity – need to consider the inter-relationship with A1 East of England, and other north-south corridors


Work Programme – 2017/18

• Overarching Transport Strategy – commissioning bespoke pieces of work that will provide the foundations for the Transport Strategy

• National Investment Programmes - Rail:

• East West Rail – Western, Central and Eastern Sections

• Passenger Franchises – East Midlands, Great Western, West Coast Partnership

• High Level Output Statement – identifying strategic priorities

• National Investment Programmes – Road:

• Oxford to Cambridge Expressway – working with Highways England

• Road Investment Strategy – identifying strategic priorities

• Highways Heartland – overview on delivering the agreed programme.

• Topic specific working groups – innovation

• Sub-national Transport Body – developing the proposal


Work Programme – 2018/19 to 2020/21

Build on the foundations that have been laid in 2017/18 : investing in the capacity and capability to provide strategic leadership on delivery

2018/19 • Continue with the development of the draft overarching Transport

Strategy – to the point where it is ready to consult • Continue with the development of the proposal for a Sub-national

Transport Body • Develop approach on delivery – working with our delivery partners

2019/20 • Produce and publish overarching Transport Strategy • Submit proposal for a Sub-national Transport Body • Continue with the development of approach on delivery

2020/21 • Implementation of Transport Strategy • Establishment of Sub-national Transport Body


Our Key Challenges


• Realising the economic potential across the Heartland is critical to the UK economy – it is truly transformational in nature (housing market areas and functional economic areas will change)

• Our economic potential lies across the Heartland – it’s not just a ‘cities agenda’

• We need to provide greater clarity and certainty for the private sector – to give confidence to invest

• We need to look beyond traditional planning and infrastructure frameworks – we need to co-ordinate investment in strategic transport infrastructure with digital, utilities, water, and waste infrastructure and to link skills investment, with economic development and housing

• We need to transform the role of the public sector – strategic leadership at the regional level; detailed implementation at the local level – a risk based approach to initiatives that takes a long-term view

Martin Tugwell, Programme Director - 01296 387124

[email protected]


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Martin Tugwell Programme Director - Economic Heartland · 2017. 11. 14. · regulatory barriers) ... Sharing of resources and rationalisation of standards, practices and policies