western gateway the powerhouse for the west · western gateway board presentation (december 2019)...
TRANSCRIPT
Western Gateway – the Powerhouse for the West
Colin Chick
The elephant in the room
• On 1st November a press release was issued announcing the formation of the UK’s newest economic powerhouse
• The Western Gateway provides a cross-border gateway from Swindon to Swansea and Weston-Super-Mare to Tewkesbury
• But…..this regional partnership is different to the Western Gateway STB and covers a different geography
Western Gateway – the Powerhouse for the West
STBs in the South West
Western Gateway Peninsula Transport England’s Economic Heartland
Western Gateway Peninsula Transport England's Economic Heartland
The differing Western Gateway geographies
Western Gateway Powerhouse Western Gateway STB Peninsula Transport
Key differences – In – Swindon, Swansea, Cardiff, Newport & Monmouthshire Not currently included – Dorset & BCP
The Western Gateway (Powerhouse)
• The Western Gateway (Powerhouse) is about turbo charging clean and inclusive growth
• Its about unleashing potential
• Its about creating new opportunities with 390,000 more skilled workers by 2030
• Its about additionality to existing strategies
The Western Gateway (Powerhouse)
Next Steps
• Establish a secretariat to support the Gateway partnership
• Conduct a rapid Governance review to determine our governance structure
• Consult with partners and stakeholders to develop a vision statement
• Set up an Independent Economic Review, building on the evidence base we already have from Local Industrial Strategies and City Region Economic Strategies
• Develop detailed outline business case propositions for major investments we want to see from Government and international investors
Does anyone have any questions?
Western Gateway Rail Strategy Update18 Dec 2019 Board Meeting
Julian Phatarfod
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▪ Board Paper and NR Partnership
▪ Project Introduction
▪ Process
▪ Progress to date
▪ Emerging Vision and Objectives
▪ Next Steps
▪ Q&A
Agenda
3
Board Paper and Network Rail Partnership
▪ Board paper accompanying this presentation
▪ NR are keen to have a joined partnership working approach
▪ Three current studies in the area:▪ Oxfordshire Corridor;▪ West of England line; and▪ Solent.
▪ Future studies include:▪ Birmingham to Bristol;▪ South Wales to Bristol;▪ Bristol Travel to Work;▪ South Wales to South Coast;▪ Dorset; and▪ Heart of Wessex.
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Project Introduction
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Project Process Inception and Introduction
Infrastructure and Service Baselining
Literature Review and Stakeholder Consultation
Vision and Objectives
Establish the Need for Change
Create Conditional Outputs
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• local passenger transport routes within and around main urban areas of Bristol, Gloucester and Bournemouth / Poole
Improving Metro Connectivity
• journey time reliability and capacity to meet demandImproving network
resilience
• better connecting housing and employment areas to drive economic growth and close the productivity gap
Improving strategic connectivity
• as the largest international hub in the region Improving access to Bristol
Airport
• to Bournemouth Airport, the Port of Poole and Portland Port that have growth ambitions associated with freight imports
Improving South Coast access
• to be at the forefront of global digital technology and make sure transport systems are digitally enabled
Improving digital technology and innovation,
Key Challenges: Western Gateway
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Resilience on the highway network
Importance of improving north-
south connectivity
Managing urban travel movements and the need to
provide multi-modal travel options
Improving rail frequency of services, quality of rolling stock
and need for increased capacity
Connectivity to Bristol Airport including
multi-modal access
Key Priorities: Western Gateway
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▪ Workshop in Poole (29-Oct-19)– 10 key stakeholders
▪ Workshop in Bristol (05-Nov-19)– 12 key stakeholders
▪ Ad hoc interviews (TfSE, DfT)▪ eConsultation (still live)
– 8 community stakeholders (so far)– closes on 31-Dec-19
Progress to date
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Stakeholders
▪ Consulted to date:
▪ Still to hear from:
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Emerging Vision and Objectives
THEME POOLE GROUP 1 POOLE GROUP 2 BRISTOL GROUP 1 BRISTOL GROUP 2 SCORE / RANK
Modal Shift / Mode Choice Top 3 Top 3 Identified Top 3 1
Decarbonisation Identified Top 3 Top 3 Identified 2=
Social Mobility / Deprivation / Health & Wellbeing
Top 3 Identified Top 3 Identified 2=
Productivity and Agglomeration Identified Identified Top 3 Top 3 4=
Sustainable Growth(Housing & Jobs)
Identified Top 3 Top 3 4=
Access to jobs, education and skills
Top 3 Identified Identified 6
Freight by rail Identified Identified Identified 7=
Value for Money / Affordability Top 3 Identified 7=
Access to leisure / tourism Identified Identified 9=
Multi-modal Integration Identified Identified 9=
Regional identity / cohesiveness Top 3 9=
Cross-boundary working Identified Identified 9=
Frequency / Capacity / Reliability Improvements
Identified Identified 9=
Future Mobility Identified 14=
International Connectivity Identified 14=
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Choice Decarbonisation Social Mobility
Productivity Growth
Emerging Vision and Objectives
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Choice Decarbonisation Social Mobility Productivity Growth
Emerging Vision and Objectives
▪ For reference: TfN’s Objectives
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Theme 1: Choice
To make rail a realistic and viable option for journeys to, from and within Western Gateway
Improve frequency of services to provide more flexibility in travel options
Make rail to rail interchange (where direct services not possible) as seamless as possible
Apply Future Mobility principles to enable rail to be a choice for a wider range of journey purposes
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Theme 2: Decarbonisation
To enable rail to contribute more actively towards the decarbonisation of the Western Gateway
Identify ways to reduce the carbon emissions per passenger of rail journeys on diesel rolling stock
Identify alternatives to diesel rolling stock including priorities for electrification
Identify ways in which more freight can be transported by rail rather than road, in particular to south coast ports
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Theme 3: Social Mobility
To provide equal journey opportunities by rail for all residents of Western Gateway
Improve multi-modal interchange to rail through improving access to stations by car, bus and active modes
Create new direct journey opportunities between places that are not currently rail-connected, particularly north – south and
rural areas
Make rail travel more affordable through fares management and incentives
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Theme 4: Productivity
To enable rail to contribute more actively to improvements in productivity across the
Western Gateway
Improve rail journey times / speeds to make rail competitive with the equivalent road journey
Provide improved rail connectivity to international gateways –airports and ports
Improve strategic connectivity with cross-border economic hubs
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Theme 5: Growth
To enable rail to provide sustainable travel options for housing and job growth across the
Western Gateway
Align rail investment, including new stations / lines with future growth areas
Identify opportunities to develop and invest in Transit Oriented Communities
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Next Steps
▪ Finalise baselining, literature review and vision & objectives
▪ Final report for March 2020 board meeting
30-Sep
07-Oct
14-Oct
21-Oct
28-Oct
04-Nov
11-Nov
18-Nov
25-Nov
02-Dec
09-Dec
16-Dec
23-Dec
30-Dec
06-Jan
13-Jan
20-Jan
27-Jan
03-Feb
10-Feb
17-Feb
24-Feb
02-Mar
09-Mar
16-Mar
23-Mar
30-Mar
06-Apr
13-Apr
20-Apr
27-Apr
Phase 1 (committed)
Phase 2 (proposed)
Western Gateway Board Presentation (March 2020) •
Project Team Fortnightly Calls (end of week) • • • • • • • • • • • •
Stakeholder Workshop 1 (Poole) •
Stakeholder Workshop 2 (Bristol) •
Further Stakeholder Meetings
Vision and Objectives Development
Western Gateway Officers Meeting (December 2019) •
Technical Note for Board
Meeting with Department for Transport •
Western Gateway Board Presentation (December 2019) •
Expression of the need for change
Development of conditional outputs
Development of Draft Strategy Report
Draft Report Submissions •
Revisions and Development of Final Report
Development of Board Presentation
Final Report Submission •
Western Gateway Board -Ports & Airports Access Study Update
18th December 2019
Presentation overview
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• Purpose of study
• Overview of study approach
• Study Context
• National Policy
• Sub-national Policy
• Stakeholder engagement
• Emerging themes
Purpose of study
3
• Western Gateway have identified
the importance of access to
International Gateways.
• Study aims to review multi modal
access to the ports and airports in
the Western Gateway area and
Southampton.
• Report to identify a key list of
issues and transport
requirements which need to be
addressed through strategy
development.
Overview of Study Approach
4
Work Package 1
Port Profiles
Work Package 2
Policy Review
Work Package 3
Future Aspirations
Work Package 4
Final Report
Overview of ports within study area to capture the size and scale
of the gateways, ownership and history of development.
Review of national, regional and local policy to establish the
context for future development and strategic drivers for change.
Stakeholder engagement with Local Enterprise Partnerships and
Port Operators to establish future plans and challenges.
Identify the key transport issues and challenges which need to
addressed through future strategy development.
National context - the importance of shipping for trade
5
More than 90% of world trade is by ship (see IMO (International Maritime Organisation)
For the UK it is even higher:-
Mode Cargo (1000 t)
Maritime 496,708
Air 2,299
Rail 20,721
Data for 2015 from:- UK Department for Transport and Civil
Aviation Authority
Le Shuttle road traffic counted as rail96%
4%
Share of UK Trade
Maritime
Air & Rail
The UK’s key trading partners - Exporting
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7
The UK’s key trading partners - Imports
Major UK Ports – by volume
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Very large bulk trades
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These are the main container
ports
Major UK Ports – by volume
The Great Container trade network
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The Great Container trade network
Roll On – Roll Off (Ro-Ro) Trade
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UK Maritime Statistics
• In the UK 50% more goods by
tonnage arrive by RoRo than
arrive as containers only.
• Capacity at Dover could be an
issue going forward
Policy Review – National Trends
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• International gateways form a key pillar of Government
policy to support ambitions for global trade
• Smaller sites proposed as centres of innovation, and
maritime and aviation research
• Opportunities for technological and digital innovation
• Emerging policy tools – Freeports and Port Enterprise
Partnerships (PEPs)
• Rail constraints – need to balance freight and passenger
demands. Space also an issue – very specific infrastructure
needs for a working rail freight portal.
• Strategic Road Network (SRN) and Major Road Network
(MRN) hotspots including A350, A37, A38 A36, A34, M4,
M5, M49, M27 and A31
Policy Review – Sub National Trends
14
• International gateways continue to be key economic assets which will
support investment and growth in local area.
• Supporting growing industries including advanced manufacturing,
technology and services – supporting exports, leisure and access to
customers
• Public transport access is a key constraint for both staff and passengers
to airports and ports – role of mass transit and rail (passenger and
freight)
• Manging port growth and its impact on local highways
• Local governments are increasingly looking to balance growth with
improving residential environments.
• Managing the environmental impact of international gateways on
the natural environment has been identified by operators
Stakeholder Engagement to date
15
Organisation Status of engagement
Dorset LEP Meeting complete
GFirst LEP Meeting complete
WECA Meeting complete
Solent LEP Pending
Swindon & Wiltshire LEP Meeting complete
Southampton Airport Pending
Sharpness Pending
Portland Meeting complete
Gloucestershire Airport Rescheduled
Weymouth Meeting complete
Bristol Airport Scheduled
Bournemouth Airport Pending
Poole Pending
Southampton Port Meeting complete
• 7 meetings completed
• 1 to be rescheduled
• 5 meetings to be confirmed
Emerging Themes
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• Digitisation and technological connectivity
• Opportunity to improve safety and efficiency particularly on landside operations
• Greater momentum for technology in Europe and Middle East - scale an issue in UK
• Developing and nurturing the skills required to support new industries.
• Sustainability and mode shift
• Focus on making operations ‘cleaner and greener’ where commercial interests allow
• Desire to focus on delivering better public transport access and freight on rail
• Improving access from rural communities and role of bus market
• New techniques to support sustainable construction e.g. Hinckley & HS2
• Infrastructure Renewal
• Tackling key pinch points on the highway and rail network to improve access for staff and
goods
• Balancing regional and national economic role
• Improving north – south connectivity within the Gateway area for road and rail
• Maintaining economic competitiveness with other gateways – capacity to grow
• Developing energy infrastructure to support future transport network demands
Emerging Themes
17
• Role and appropriateness of emerging Policy Tools
• Volume of trade with Europe at individual ports a key consideration
• Need to consider capacity of ports to accommodate increased internal movements
• Ports already developing plans to add value through warehousing, storage and goods
production
• Ports keen to explore opportunities to accelerate and integrate decision making
• Ports keen to ensure a level playing field exists
• Regeneration and the role of small ports
• Need to complement transport operations and growth opportunities
• Smaller gateways providing niche/bespoke services for local area
• Economic assets which provide catalysts for growth and clustering of activity
• Potential to provide Research & Development sites for new technologies
Questions
18
Transport Strategy update
Western Gateway Sub-national Transport Body Board
Wednesday 18 December 2019
Why do we need a Strategy now?
• To raise awareness with stakeholders
• To provide clarity regarding our role in the decision making process
• To promote our USP & articulate our Sub-national narrative
• To demonstrate assurance to the Department for Transport that we can work as a collective
• To empower discussion with stakeholders
• To attract investment in a highly competitive market both for infrastructure and our wider evidence base
Our Challenge
• By September 2020 we will have our Inaugural Strategic Transport Plan agreed
• It will outline the role and relevance of the STB
• It will outline a long-term vision for strategic transport
• It will cover investment priorities for the period 2020-2025
• If successful it will provide the springboard for future investment
The Strategic Transport Plan
The Inaugural Strategic Transport Plan will be – • A high-level multi-modal
strategy document focussing on strategic travel only.
• Written in a highly accessible format
• Approximately 40 pages in length
Proposed Structure 1. Role of the STB 2. Vision and long-term strategy objectives 3. Strategic narrative structured around strategic corridors
o Provide summary on the role and function of each corridor o Outline how the corridor is currently used o Outline how the corridor may emerge in response to
planned growth o Identify short-term investment priorities (2020 to 2025)
(outcomes of scheme appraisal) o Identify long-term investment priorities – post 2025
(outcomes of scheme appraisal) 4. Next steps including production of the regional strategies and
the Second Strategic Transport Plan
The timetable & role of the board
Month Activity
Dec 19 Board to agree role of WGSSTB
Members discuss emerging Sub-national narrative including strategy outcomes
Jan 20 Discuss role, emerging Sub-national narrative with Transport & Business Forum
Officers to commence production of strategy narrative
Feb 20 Officers to discuss scheme appraisal process
Mar 20 Board reviews emerging strategy
Board to agree to commence 6 week issues and options consultation – 09/03/20 to 24/04/20 (TBC)
Board to discuss scheme appraisal process
May 20 Officers review consultation results and complete draft strategy
Jun 20 Board to review draft strategy
Board to agree to commence 6 week draft strategy consultation – 22/06/20 to 31/07/20 (TBC)
Jul 20 Discuss draft strategy with Transport & Business Forum
Aug 20 Officers review consultation results and finalise strategy
Sep 20 Board to adopt Inaugural Strategy
Areas of responsibility
Local Authorities
Sub-national Transport Body
Scheme promotion
Scheme delivery
Local road network schemes
Local road network maintenance
Major road network maintenance
Bus service provision
Cycling network
Walking schemes
Represent members in discussions with Government
and Strategic Infrastructure Providers
Represent members in discussions with Train
Operators for service improvements
Agree Strategic Road Network priorities
Agree Major Road Network priorities
Agree Rail Infrastructure priorities
Lead on big issues that require big solutions
o Transport decarbonisation
o Electric vehicle infrastructure
o Digital connectivity
The role of the STB
• Providing leadership on cross boundary and strategic travel matters o Strategic travel within the Western Gateway context refers to
travel between two or more transport authority areas or links to international ports.
• Providing long-term certainty on strategic transport investments • Boosting investment in the strategic transport network
• Becoming a centre of national best practice
The STBs role in the Strategic Decision Making Process
Local Government
Transport Infrastructure
Providers
Stakeholders Passenger Transport Operators
Government
Sub-national Transport Body
Strategic Transport Investments across the Western Gateway area
West of England authorities
Transport Infrastructure
Providers
Stakeholders Passenger Transport Operators
Government
Sub-national Transport Body
Strategic Transport Investments in the West of England
WECA
The STBs role in the Strategic Decision Making Process
Developing our Regional Narrative
What sets us apart from the rest? • Transport for the North
– Independence / rebalancing the economy • Midlands Connect
– Being in the centre of the economy • England’s Economic Heartland
– Oxford to Cambridge Innovation Arc • Transport for the South East
– Being more than London • Transport for the East
– Port Connectivity • Peninsula Transport
– Improved connectivity • Western Gateway
- ???
Developing our Regional Narrative
Overriding Strategy Themes
Improved Connectivity • Houses • Jobs • Industry • Commerce • Trade • Manufacturing
Decarbonisation
Metro Strategic International
• Education • Training • Services • Food • Tourism • Opportunity
People Place
Environment
Existing Strategic Corridors
Strategic International
15 corridors Linking our primary urban areas But – does the scale of coverage detract from providing a clear case for investment?
Proposed creation of Sub-national Hubs (city regions) A - Northern Hub – Cheltenham & Gloucester
B - Central Hub – West of England C - Southern Hub – Bournemouth & Poole
A
B
C
Proposed creation of Sub-national Hubs (city regions) A - Northern Hub – Cheltenham & Gloucester
B - Central Hub – Greater Bristol C - Southern Hub – Bournemouth & Poole
Southern Travel Region
Central Travel Region
Northern Travel Region
B
A
C
Proposed new Strategic Multi-Modal Travel Corridors North / South connectivity V1 consisting of: • Corridors B – E – G – H (M5, A38,
A370, A40 & A48)
V2 consisting of: • Corridors C – G – K – M (A350, A419,
A417, A37, A354 & A338)
V3 consisting of: • Corridor D (A46 /A36 & M27)
East / West connectivity H1 consisting of: • Corridors A & J (M4 & A4)
H2 consisting of: • Corridors N & L ( A31 - A35 & A3030)
Hub
V1
V1
H1
H1
V2
V2
H2
H2
V3
V3
Does anybody have any questions?