New Anglia Transport Board

Connecting the East, Accessing the World

Agenda

9.00am - 11.00am, Tuesday,12 February 2019

George Hines Room, Wherstead Park, Suffolk, IP9 2BJ

9.00am

Welcome and introductions

Chair

9.05am

Minutes and matters arising:

Chair

 Lower Thames Crossing response submitted

 Transport East strategic narrative comments

requested

 Invites to Chambers from Transport East sent

9.10am

Terms of reference and purpose

Chair

 Are we achieving our aims and objectives?

 How do we measure progress against them?

9.20am

Suffolk Chamber of Commerce view

Richard Perkins

9.40am

BREXIT and the Local Industrial Strategy

James Allen

Presentation

New Anglia LEP

10.10am

MEMBER ROUNDTABLE: how are you ‘Making

ALL

the Integrated Transport Strategy Happen’?

10.40am

Strategic rail update - verbal

Graeme Mateer

10.50am

Transport East update - verbal

David Cumming

10.55am

Any other business:

All

 New Anglia Transport Board Forward Plan

 Date of next meeting - 9.30-11.30am, Norwich

Officer Contact

If you have any questions about matters contained on this agenda, please get in touch with:

Ellen Goodwin

07384 258662

[email protected]

New Anglia Local Transport Board

Meeting Note

9.00am - 11.00am Tuesday 27^th November 2018

Cranworth Room, Norfolk County Council, Martineau Lane, Norwich, NR1 2DH

Board Attendance

Simon Amor

Highways England

Jamie Burles

Greater Anglia

Ali Clabburn

Liftshare

David Cumming

Norfolk County Council

Cllr Mary Evans

Suffolk County Council

Doug Field (Chair)

New Anglia LEP

Jonathan Cage

Norfolk Chamber of Commerce

Paul Davey

Hutchison Ports

Ellen Goodwin

New Anglia LEP

Hannah Grimes

Norfolk County Council

Rizwaan Hanid

Network Rail

Paul Horne

Suffolk County Council

Graeme Mateer

Suffolk County Council

Richard Pace

Norwich Airport

Jonathan Rudd

New Anglia LEP

Rajinder Sharma

Transport Systems Catapult

Chris Soule

Country Landowners Association

Cllr Martin Wilby

Norfolk County Council

Helen Wilton

New Anglia LEP

Apologies

Duncan Cale

EM Trains

Nova Fairbank

Norfolk Chamber of Commerce

Martin Fellows

Highways England

Larry Heyman

GT Railway

Richard Perkins

Suffolk Chamber of Commerce

Oliver Starbuck

EM Trains

Richard Tunnicliffe

CBI

Welcome and Introductions

Doug Field welcomed Board Members to the meeting

Minutes and matters arising Tuesday 18th September

The Minutes of the meeting held on 18^th September 2018 were confirmed.

Future Direction of the Board

Doug Field updated the meeting on the decision made at the LEP Board to

amalgamate the Local Transport Body and Board into a single Board tasked

with developing and implementing the Integrated Transport Strategy Delivery

Plan. Decisions regarding funding will be made by the Investment and

Appraisal Committee.

There were no questions and it was agreed that the Terms of Reference would

be updated to reflect the change and reported back to the next meeting

Updates

The meeting was provided with updates on major issues and developments.

Key points are as follows:

Norfolk CoC: met with Greater Norwich Local Plan team - concern about

integration of transport. NCC reassured that the work of the Local Plan and the

Norwich Area Transportation Strategy was aligned.

Suffolk CoC:



Campaign continuing in build up to RIS2 announcement in mid-2019;



HoC meeting with Roads Minister Jesse Norman MP to press case;



A14 Strategy Board under Mark Pendlington as new chair held;



New marketing material being prepared: ‘Britain’s Premier Trade Route’;



Liaised with Suffolk MPs’ on autumn budget ask;



HoC reception planned for 23 January 2019; and



A14/rail corridor study being developed.

A47 Alliance pushing the case for two schemes in RIS2: Acle Straight and

Tilney to East Winch dualling.

Current NCC consultation on the Norwich Western Link.

RIS2 response in autumn budget.

Norwich Airport Masterplan still in development. Working with the City Council

and making wider infrastructure links including public transport.

It was suggested that Transforming Cities ought to be wider than the Greater

Norwich area given commuting patterns¹

Rail - The first new Greater Anglia train has been received in Norwich and

testing is due to being shortly with 56 more to follow. The service will start in

May 2019 and is a major step in the Norwich in 90 campaign. The new trains

will see a significant quality uplift for regional routes in particular. Current bid in

for digital signalling which would deliver further benefits.

Ports - concern was noted about business skills to complete Customs

Declarations post-BREXIT. The meeting discussed the matter and it was

agreed that this was not for LTB to pursue and members should contact their

MPs with any concerns.

Now the Felixstowe branch line is almost complete the number 1 infrastructure

priority of the Port of Felixstowe is Ely.

Liftshare - update on funding applications and the Board was advised that

¹ https://www.norfolk.gov.uk/roads-and-transport/major-projects-and-improvement-plans/norwich/transforming-cities-application

Norwich would designated as a sharing city from early 2019. The meeting

discussed the challenges of lift sharing for under 18s due to safeguarding.

Lower Thames Crossing Consultation

Ellen Goodwin advised that the consultation is now underway and a draft

response for review and comment was presented. Board members agreed the

draft response be submitted without amendment.

It was noted that a response is also being prepared by Transport East which

will reflect our response.

Ely area improvements - presentation

Rizwaan Hanid from Network Rail presented to the Board detailing the issues

faced in the Ely area and the proposed solution for addressing them in

particular around level crossings and the issues of building in an area of

environmental significance.

It was noted that landowners in the area faced different issues and these were

being addressed in consultation.

The meeting discussed the improved capacity targets and was advised that the

work was focussing on the capacity in the Ely area only as there were other

areas outside of the control of the project which would also affect capacity i.e.

Haughley.

Presentation to be circulated

Transport East update

David Cumming updated the meeting on the progress of the Transport East

programme and advised that work has begun on the production of a transport

strategy with a view to the strategy and the implementation plan being finalised

in mid-2020.

Graeme Mateer advised that and announcement on the Major Road Network

was expected from DfT before the end of the year. Norfolk County Council has

put forward the Long Stratton Bypass as an early scheme for consideration.

Work is ongoing to develop the supporting evidence base and views of major

stakeholders are being sought. The aim is to complete by June 2019.

Ellen Goodwin advised that the Transport East Strategic Narrative to support

our economic offer was included in the papers and asked for comments from

the Board at the meeting or at the summit on 17^th December at Trinity Park.

ALL

The Board raised concerns that Transport East had limited communication with

other stakeholders. EG confirmed that this issue had been stressed at the

meetings and that the communications process was at an early stage.

Formal representation to be made from the body to Transport East to improve

communications and ensure modal integration.

New Anglia Transport Board

Tuesday 12^th February 2019

Agenda Item 3

New Anglia Transport Board Terms of Reference and Purpose

Author: Ellen Goodwin

Summary

This paper looks to update the terms of reference of the Board in line with the LEP’s governance

review as outlined at the previous meeting - see item 2 for more detail.

Recommendation

The Board are asked to:

 consider the Board’s purpose, aims and objectives;

 approve the revised terms of reference for the Board; and

 consider how the Board will monitor progress against the identified aims and objectives.

Background

At the meeting on 27 November 2018 Doug Field outlined the future direction of the Transport

Board. The draft meeting note states that:

Doug Field updated the meeting on the decision made at the LEP Board to amalgamate the Local

Transport Body and Board into a single Board tasked with developing and implementing the

Integrated Transport Strategy Delivery Plan. Decisions regarding funding will be made by the

Investment and Appraisal Committee. There were no questions and it was agreed that the Terms of

Reference would be updated to reflect the change and reported back to the next meeting.

Since the meeting, the previously agreed terms of reference have been amended and are attached

at Appendix A for the Board’s consideration.

This paper seeks comments from the Board on the proposed purpose:

The New Anglia Transport Board will ensure current & future transport networks meet the needs of

both businesses and residents in order to support economic development & growth.

It also seeks comments on the proposed objectives and expected outcomes:

Objectives:

The New Anglia Transport Board will provide strategic direction on transport issues by:

 Acting as a forum for information and expertise sharing, discussion and debate

 Acting as a powerful advocate for Norfolk and Suffolk on behalf of the New Anglia LEP

 Maintaining, executing and monitoring the Integrated Transport Strategy Delivery Plan,

reporting to the Economic Strategy Co-ordinating Delivery Board

 Directing the formation and work programmes of Task and Finish Groups to tackle specific

topics

 Producing and executing a stakeholder management plan

 Producing a high-level work programme summarising individual scheme progress

 Offering recommendations for prioritisation of projects for delivery and subsequent

monitoring of outcomes

Expected outcomes:

 A reliable, resilient and integrated transport network with improved capacity and journey

times, providing good connectivity both within and around New Anglia, and to other UK,

European and worldwide destinations

 A Delivery Plan for the Integrated Transport Strategy for Norfolk and Suffolk, current and

valued by transport bodies

 Central government understanding of the transport infrastructure needs and priorities of

Norfolk and Suffolk businesses and residents to support inward investment and growth

Finally, this paper seeks the Board’s view on how they wish to monitor progress against their agreed

aims and objectives.

Link to the Integrated Transport Strategy

The New Anglia Transport Board will provide a strong voice for Norfolk and Suffolk to ensure that

the best is secured for the area. It will also help to deliver the ambitious objectives set out in the

Norfolk and Suffolk Economic Strategy and the Integrated Transport Strategy for Norfolk and

Suffolk.

Recommendation

The Board are asked to:

 consider the Board’s purpose, aims and objectives;

 approve the revised terms of reference for the Board; and

 consider how the Board will monitor progress against the identified aims and objectives.

Appendix A - draft terms of reference

Appendix A

New Anglia Transport Board - Terms of Reference

Introduction

New Anglia LEP (NALEP) is the Local Enterprise Partnership covering the geographical area of

Norfolk and Suffolk.

NALEP have ambitious plans for driving business growth and productivity in our diverse economy, for

communicating our offer to the world and for driving inclusion and skills. Norfolk and Suffolk are

leading places in the competitive global economy, with a large number of world leading competitive

clusters already based here.

A modern and efficient transport system is key to our future success. A mobile and accessible world-

class economy will ensure that New Anglia retains this enviable position, and will benefit thousands of

businesses of all sizes and open significant opportunities in our extensive supply chain network.

The New Anglia Transport Board will provide a strong voice to ensure that we can secure the best for

the area and deliver the ambitious objectives set out in the Norfolk and Suffolk Economic Strategy and

the Integrated Transport Strategy for Norfolk and Suffolk.

Purpose

The New Anglia Transport Board will ensure current & future transport networks meet the needs of

both businesses and residents in order to support economic development & growth.

The New Anglia Transport Board brings together key transport specialists, pooling transport expertise

across the region to help shape the future transport system. It will:

 Understand the partners’ transport ambitions

 Ensure the transport network satisfies the needs of business and residents both now and in the

future

 Assess how NALEP and partners can best deliver the Integrated Transport Strategy for Norfolk

and Suffolk

Specific Activities/Objectives

The New Anglia Transport Board will provide strategic direction on transport issues by:

 Acting as a forum for information and expertise sharing, discussion and debate

 Acting as a powerful advocate for Norfolk and Suffolk on behalf of the New Anglia LEP

 Maintaining, executing and monitoring the Integrated Transport Strategy Delivery Plan, reporting to

the Economic Strategy Co-ordinating Delivery Board

 Directing the formation and work programmes of Task and Finish Groups to tackle specific topics

 Producing and executing a stakeholder management plan

 Producing a high-level work programme summarising individual scheme progress

 Offering recommendations for prioritisation of projects for delivery and subsequent monitoring

of outcomes

Expected outcomes

 A reliable, resilient and integrated transport network with improved capacity and journey times,

providing good connectivity both within and around New Anglia, and to other UK, European and

worldwide destinations

 A Delivery Plan for the Integrated Transport Strategy for Norfolk and Suffolk, current and valued

by transport bodies

 Central government understanding of the transport infrastructure needs and priorities of Norfolk

and Suffolk businesses and residents to support inward investment and growth

Governance and administrative methods

Powers

The role of the Board is an advisory one, bringing expertise and transport knowledge. It will feed into

the Investment and Appraisal Committee to enable them to devise, deliver and manage the relevant

programmes.

Composition of the Transport Board (Membership)



ABP



CBI, East of England



Country Land Owners and Business Association



Department for Transport



East Midlands Trains



Federation of Small Businesses



First Group



Govia Thameslink Railway



Greater Anglia



Highways England



Hutchison Ports



Ipswich Buses



Liftshare



Network Rail



New Anglia LEP



Norfolk Chamber of Commerce



Norfolk County Council



Norwich Airport



Peel Ports



Stansted Airport



Suffolk Chamber of Commerce



Suffolk County Council



Sustrans



Transport Systems Catapult

Format and Frequency of Meetings

 Meetings will be generally be open to the public

 Meetings will take place quarterly and will take place ahead of Transport East Forums. Venues

will alternate between Ipswich and Norwich

 Format of meetings - Chaired by NALEP

 Meetings are formally minuted, with agenda, papers and minutes to be published via the

NALEP website

 Secretariat - New Anglia LEP will supply secretarial services, and meeting support in terms of

accommodation will be hosted/facilitated by Norfolk and Suffolk County Councils

 Papers to be circulated one week prior to Board meetings

 The Board will work together by consensus

New Anglia Transport Board

Tuesday 12^th February 2019

Agenda Item 6

Making the Integrated Transport Strategy Happen

Author: Ellen Goodwin

Summary

This paper seeks the Board’s thoughts on how their organisation is contributing to the delivery of the

Integrated Transport Strategy.

Recommendation

The Board are asked to consider:

 how their organisation is contributing to the delivery of the Integrated Transport Strategy; and

 what high-level actions the Transport Board should collectively take a lead on.

Background

The Integrated Transport Strategy was adopted by the LEP Board on 23 May 2018.

One of the key themes of the Strategy was ‘Making it Happen: an accompanying Delivery Plan for

Norfolk and Suffolk to help gain the momentum needed to unlock and deliver, through innovative

means, the key strategic interventions identified by new and existing partners”

Appendix A outlines a high-level extract from the current working draft of the Integrated Transport

Strategy Delivery Plan.

The Board are asked to consider the following with respect the to delivery of the Integrated

Transport Strategy:

 Why does it matter?

 What have we tried already?

 How strong is our evidence?

 What do we keep coming back to?

 What would success look like?

 What is ripe for reinvention?

 What are we missing?

 What might we collectively prioritise?

 What are the barriers we may face?

 What do we want to go big on?

Link to the Integrated Transport Strategy

Outlined above.

Appendix A

Theme: Connecting the East, Accessing the World/ Local and

Owner/

Action

Target

What is the output of the activity for 2018/19

Coastal

Lead

Required

date

Ensure the Port of Felixstowe continues to be the country’s

Engage DfT on England’s Port Connectivity Study

largest container port and that our other ports maximise future

Respond to UK Shared Prosperity Fund consultation

import/export and bulk cargo opportunities

Deliver better connectivity and encourage additional services to

Engage train operators and airlines

and from London Stansted and Norwich Airports and other

Engage with Transport East

international hubs outside the region, and the UK

Engage with Highways England regarding RIS1 projects

Engage with DfT and MPs on RIS 2 to elevate the East’s

Deliver a well-integrated Strategic Road Network (SRN) with

status

improved journey time reliability across the East and beyond

Engage with Transport East

Engage Highways England on technology deployment

wrt performance and operation

Commitment to Haughley delivery

Ely area OBC complete

Engage partners to find solutions for Trowse

Deliver a resilient and integrated rail network with improved

journey times and capacity to increase patronage

GEML SOBC started and stakeholders engaged

Engage in EW Rail consortium

Engage franchise operators regarding commitments

Influence peak transport demand to improve network capacity

Gather evidence

and reliability by 2023

Theme: Regional Connectivity and Our

Owner

Action

Target

What is the output of the activity for 2018/19

Priority Places/ Local and Coastal

/ Lead

Required

date

Deliver an integrated Major Road Network

Norwich Western Link: preferred route & potential funding

(MRN) with improved journey times and

identified

reliability between our Priority Places, through

Ipswich Northern Route(s): SOBC and consultation complete

the creation of an MRN Action Plan with

priorities for delivery, aligned with funding

A12 Suffolk Energy Gateway: programme entry

timescales, ensuring the network is kept in a

A1307 Haverhill-Cambridge: options appraisal including Mass

good state of repair.

Rapid Transit

Eye Airfield: planning and construction started

Encourage an affordable, smart-ticketed,

Evidence gathering - best practise, gap analysis, current provision

integrated public transport network with high

quality, multi-modal interchanges and

Engage stakeholders

innovative information to meet the needs of all

Transforming Cities Fund bid - round 2 - Norwich

to improve economic and social inclusion.

Deliver quicker and more reliable journey times

DCOs submitted and funding contributions identified and secured

in and around our Priority Places by ensuring

for new crossings.

the strategic case for infrastructure

Sudbury Congestion Relief Scheme: OBC complete

improvements is well evidenced and aligned

with relevant funding streams.

Beccles Relief Road open

Ipswich Northern Route(s) and Norwich

Haverhill Relief Road construction

Western Link as elsewhere

Support delivery of West Winch Housing Access Road

Support delivery of Norwich East-West Link Road

Suffolk’s Local Transport Plan reviewed and updated

Norfolk Market Town Network Improvement Strategies ongoing

EZ/sector groups to consider barriers & develop actions

By 2021, deliver a behaviour change initiative

aimed at encouraging greener and active travel,

Evidence gathering and stakeholder engagement - strategic policy

by expanding on similar successful projects &

objectives

initiatives to improve public realm and air quality

and to increase walking and cycling

What is the output of

Owner/

Action

Target

Theme: Agile to Change/Local and Coastal

the activity for 2018/19

Lead

Required

date

Deliver 100% superfast broadband by 2023 across Norfolk and Suffolk by continuing to

Successful RDPE bid

work through the Better Broadband for Norfolk and Better Broadband for Suffolk

programmes and working with BDUK and service providers to secure delivery of the

final 5%

Deliver ultra-fast broadband in our Priority Places by 2025

Evidence gathered and

gap analysis complete

Deliver FTTP for all places and businesses in Norfolk and Suffolk by 2028 as identified

Engage relevant bodies

in the National Infrastructure Assessment

to discuss potential

Deliver mobile connectivity improvements working with the Chamber of Commerce’s ‘No

Gather evidence

More Not Spots’ campaign

Deliver a 5G pilot in the East by 2020 by working with DCMS and network providers

Agree potential

locations for pilot

delivery

Gather evidence as

Consider options for home/hub working/learning/access to services/employment by

needed (Joseph

2021

Rowntree Foundation)

Over the next twelve months the LEP will work with its sector groups and the Transport

Promoting the East as

Catapult to map the needs of its key sectors and identify potential opportunities

being ‘open’ to innovative

(including Electric Vehicles and MaaS facilitated by systems and infrastructure) to

new technologies,

facilitate growth across these sectors and along key transport corridors.

focussing on opportunities

to facilitate growth in our

key sectors and along the

A11 and A14 corridor

using the marketing

materials and online portal.

EV ambitions reflected in

LEE Strategy Delivery Plan

and GSE Energy Hub

Norfolk and Suffolk Economic Strategy.

FOREWORD

However, our potential is sometimes constrained by

THE STRATEGY

journey times and capacity, which compound the

To create an

perception that our area is a ‘long way’ from the rest

Our Strategy looks ahead to the 2040s but

environment where

of the country.

focuses on the actions we need to take over

the next three to five years to help secure the

businesses

The New Anglia Local Transport Board partners have

foundations for long-term success. It is a

continue to

developed this Integrated Transport Strategy. It sets

dynamic and living blueprint to guide the work

flourish, we need

out our ambition, our collective goals for delivery and

and investment of many interested partners.

to further improve

how we might see them brought to fruition. It also

Together we have:

our transport

provides a robust foundation for the newly formed

sub-national transport forum: Transport East.

• Examined the evidence, making sure

infrastructure.

we understand our transport networks and

Effective transport

Most importantly, it sets out how our transport network

modal needs in detail and how we can

networks can help to

can help to continue to make Norfolk and Suffolk a

remain agile to future opportunities and

boost inward

great place to trade, live, work, visit and learn.

challenges

investment and

For the East to continue to thrive, we must work

enterprise creation,

together to develop a network that meets our

• Set challenging but achievable

aspirations both now and in the decades to come.

ambitions, based on evidence, that

as well as increase

DOUG FIELD

If implemented successfully future businesses will

describe the place and transport solutions

productivity by

Chair of

benefit from better connected opportunities for

we want for Norfolk and Suffolk

improving access to

New Anglia Local

markets and increasing

Enterprise Partnership

• Agreed the themes under which we will

value for money.

prioritise action and investment in transport

They can also help to unlock opportunities

improvements

for balanced and inclusive growth and

• Identified actions and measures

offer people better and safe access to

for success with partners, to drive

services, products and opportunities.

delivery and measure success

The future is changing rapidly. These changes will

affect our networks and the way in which we use

them. It is vital that our networks are innovative in their

response to these changes to ensure we embrace the

opportunity they present, to the benefit of everyone.

Reliable and resilient networks are a fundamental

building block to the ongoing success and growth

of our £35.5bn economy and in ensuring the East

realises its future ambitions as set out in the

FOREWORD

NORFOLK AND SUFFOLK TODAY

The East is a geographically and

The area has important strategic connections with

in Newmarket and CEFAS (Centre for Environment,

London, Cambridge, Peterborough and beyond.

Fisheries and Aquaculture Science) in Lowestoft.

economically diverse area, with an

Key rail routes include the Great Eastern Main Line

Each of our key sector clusters, together with our other

established, growing and ageing

(GEML), the West Anglia Main Line (WAML), and the

sector strengths, need to be well connected in order to

population of more than 1.6 million people.

Felixstowe to Peterborough route which connects into

continue to be catalysts for innovation and opportunity

the East Coast Main Line. The Strategic Road Network

and to drive our strong and growing economy.

Exploiting an advantageous geographic position,

(SRN), via the A11/M11, A12/A120, A14/M6, A47/

Norfolk and Suffolk retain a strong commercial

A1 and A428/A421 and beyond to Oxford, provides

Other significant centres, including but not limited to,

relationship with the rest of the world. The Port of

connectivity to these locations as well as to

Bury St Edmunds, Haverhill, King’s Lynn and

Felixstowe is the UK’s major container gateway to

the Midlands, the North and the rest of the country.

Thetford, are the focus for our local economies.

the world, handling some 28m tonnes of imports and

Our economy will continue to rely on making sure that

Each has their own successful economy and

exports per year (42% of the country’s container traffic).

there is good connectivity to and from the East.

uniqueness and this diversity must be maintained

East-west links and maritime connectivity continue to be

in order to secure our ongoing economic success.

crucial to the ongoing movement of freight into and out

In addition, priority corridors have been identified as

Transport and connectivity to larger economic centres

of the country from both Felixstowe and the other ports

the Cambridge-Norwich Growth Corridor, with an

including Cambridge remains a key facilitating factor for

including Ipswich, King’s Lynn, Great Yarmouth and

abundance of high tech businesses; the A14 growth

their local economies.

Lowestoft.

corridor, between Felixstowe and Cambridge; the A47

growth corridor between Lowestoft and Peterborough

However, our transport networks can suffer from

Also looking outward, London Stansted Airport,

(projects included in the first Roads Investment

reliability and resilience issues, particularly during

within an hour’s reach of many parts of Norfolk

Strategy); and King’s Lynn and the A10 growth

periods of bad weather. They also have a number

and Suffolk, provides access to many national and

corridor to Cambridge. Ensuring reliable and resilient

of pinch-points that can contribute to the perception

international destinations. It currently serves 26m

connections will be critical to driving business growth

that Norfolk and Suffolk are a ‘long way’ from the rest

passengers a year (set to rise to 35m before 2023).

and productivity in the East.

of the country. Transport in the East must do all it

It is also the country’s third busiest freight airport

can to reduce these barriers to inward investment,

handling in excess of 220,000 tonnes per annum.

Ipswich and Norwich are the largest economic

business creation and productivity, recognising

Norwich Airport provides access for more than 0.5m

centres for our area with specialisms in the financial

business needs, whatever their size.

passengers a year to a number of regional airports and

services and insurance sector and ICT, tech and

the many energy installations in the North Sea, as well

digital creative at Adastral Park and Norwich. Coastal

as Europe and beyond, usually via Amsterdam Airport

towns such as Great Yarmouth and Lowestoft are

SOCIAL INCLUSION AND SKILLS

Schiphol. Easy access to these international hubs, both

also important centres of activity, particularly in the

by public and private transport methods, will help to

globally competitive energy sector. Together, they form

We must also consider how transport can drive social

ensure their ongoing success. The recently completed

part of the Norfolk and Suffolk Energy Coast along

inclusion and skills, using innovative and digital means,

Broadland Northway demonstrates the collaborative

with Sizewell, Bacton and the offshore windfarm clusters

as well as more traditional methods, so that people

local delivery of a project of national significance and

as part of the East of England Energy Zone. In addition,

can access education, training and labour market

has the potential to provide jobs, help businesses and

Norfolk and Suffolk has a thriving life sciences and

opportunities and are able to meet their full potential.

bring more than £1bn of economic benefits to Norfolk,

bio-tech sector clustered around Norwich Research

This raises living standards and social mobility and

as well as a high-quality link to Norwich Airport.

Park, the National Stud (the home of horseracing)

rebalances the economy.

¹https://newanglia.co.uk/wp-content/uploads/2017/12/2017-12-05-FINAL-Economic-Evidence-Report-single-pages-HighRes.pdf

NORFOLK AND SUFFOLK TODAY

% MODE SHARE TRAVELLING TO WORK

SEVERE CONGESTION

REGULAR CONGESTION

A14

A11

- J55-J58 SOUTH OF IPSWICH

- BETWEEN MILDENHALL AND THETFORD

- BURY ST EDMUNDS AND NEWMARKET

(CAN BE SEVERE TOO)

4.5^%

12.6^%

4.1^%

1.8^%

74.7^%

(J36-J38 AND J42-J44)

A47

- BETWEEN NORWICH AND HONINGHAM

ENGLAND AVERAGE:

- GREAT YARMOUTH TO ACLE

- AT KING’S LYNN

SPEEDS FOR REGIONAL JOURNEYS SLOWER

3.3^%

12.1^%

4.9^%

4.6^%

73.1^%

CYCLING

WALKING

BUS

TRAIN

CAR

THAN TO MAJOR NATIONAL CENTRES

FUNDING AND DELIVERY OF PLANNED

COMMUTING PATTERNS ARE PRIMARILY CONCENTRATED ON

IMPROVEMENTS NEEDS TO BE SECURED

TO IMPROVE THESE AVERAGE SPEEDS

NORWICH IPSWICH

A14 CORRIDOR

BY CAR, FROM NORWICH TO:

KING’S LYNN

MPH

SHERINGHAM

IPSWICH

GREAT YARMOUTH KING’S LYNN

CAMBRIDGE

LONDON

BY CAR, FROM IPSWICH TO:

COMPARED TO

MPH

10^%

TRAVEL VIA

UK AVERAGE IN ALL

FELIXSTOWE

NORWICH

LOWESTOFT

STANSTED

LONDON

CAMBRIDGE

PUBLIC TRANSPORT

NON-METROPOLITAN

AREAS

IN NORFOLK AND SUFFOLK

NORFOLK AND SUFFOLK TODAY

PLANNING FOR THE FUTURE

There are a number of significant socio-

economic trends which present various

challenges and opportunities for the East.

These will impact how, when and why we

access and use our transport network:

TECHNOLOGICAL

ECONOMIC

Significant and rapid future change, which will alter

The rise of the gig economy, local manufacturing

how, when and where infrastructure and services are

(including 3D printing) and the 'just-in-time' culture on

provided and accessed:

business models, e-commerce, freight and last-mile

• ‘Big Data’, Artificial Intelligence (AI) and

delivery.

cognitive thinking and self-learning systems will

improve transport operations and services and how

DEMOGRAPHIC

customers engage with them

A growing and ageing population, many of whom

may work longer, the impacts of net migration and the

• Automation and robotics have the potential to

ongoing trend of urbanisation.

improve maintenance and safety - The most visual

aspect of this change will be Autonomous Vehicles

POLITICAL

Devolution of decision-making, future economic

• Propulsion and energy decarbonisation will

uncertainty regarding national political decisions,

have air quality benefits but could negatively impact

changes in legislation, the impacts of globalisation

energy distribution networks

and the protectionism of markets.

SOCIAL

• Material science improvements will mean cheaper,

The rise of the sharing economy and the growth in

more functional and sustainable use within vehicles

The way the economy responds to these future

immediacy expectations will impact the traditional

and infrastructure

challenges and opportunities will have important

models of transport access, ownership and use,

implications for the area’s land use and transport

particularly in younger generations.

• 3D printing techniques have the potential to allow

strategy. Indeed, global trends will impact our

local production of components and products that

key sectors in different ways and it is important to

will likely impact traditional supply chains

recognise how to maximise the associated economic

and transport opportunities effectively. We have

• Shared mobility will provide agile alternatives to

considered some future scenarios for technological

traditional fixed public transport routes and car

and mobility changes on pages 12 and 13, while

ownership models, particularly in urban areas

recognising that their availability, application and

ENVIRONMENTAL

social adoption is difficult to predict, especially

Impacts of climate change, particularly in low-lying

considering the speed at which these developments

and coastal areas, scarcity of resources and the role

may occur.

of renewable energy.

PLANNING FOR THE FUTURE

CHALLENGES AND OPPORTUNITIES

Improving strategic connectivity across

supports each of these clusters to continue to drive our

addressing constraints through targeted investment.

competitive advantage.

However, more needs to be done to make sure our

the East, especially London, Cambridge,

transport network is truly integrated and agile to future

Peterborough and beyond, will help to open

Contributing to driving social inclusion and skills

changes.

up as yet untapped opportunities and help

uplift is another opportunity for the East. Transport

drive business growth and productivity.

and digital connectivity can help to improve access

to learning, both now and in the future. This means

Making the most of our advantageous location with

people will have the right qualifications and improved

The Government’s Industrial Strategy (and

respect to accessing global markets is another

access to opportunities, helping boost social mobility

its underpinning Clean Growth Strategy)

key opportunity for our area. Ensuring the ongoing

and living standards in turn. In addition, we must also

sets out Grand Challenges to put the UK at

success, access to and growth of the Port of

help to achieve modal shift, improve air quality, reduce

the forefront of the industries of the future,

Felixstowe and our other ports at Ipswich, King’s Lynn,

the impact of flooding and ensure we mitigate and

ensuring that the UK takes advantage of major

Great Yarmouth and Lowestoft, as well as airports at

adapt to environmental challenges.

global changes, improving people’s lives and

London Stansted and Norwich, will help to improve our

the country’s productivity. The first four Grand

Offer to the World, plus boost enterprise formation and

Our network must accommodate an ever growing

Challenges are focused on the global trends

inward investment in the region.

and ageing population. Digital technology will have

which will transform our future:

a part to play to help us reduce overall demand,

• growing the Artificial Intelligence and

Capitalising on our geographic diversity and meeting

thus improving access to services outside the more

data driven economy

the needs of our significant urban centres and market

traditional forms of transport.

towns, as well as our rural and coastal communities,

• clean growth

will ensure that the needs and aspirations of all our

We must stand ready to ensure our strategic ambitions

• future of mobility

communities and businesses, no matter their size,

are realised. We must be agile, encourage innovation

are realised. Our road and rail networks can help to

and look to exemplars to help guide the development

• ageing society

achieve this by improving capacity and journey

of robust, viable solutions to these changes. In

times, as well as reliability and resilience in times

doing so we will develop relationships with new

of strain.

and existing partners in relevant and growing sectors

to understand their needs and drivers and clearly

We must also help to ensure that the East continues to

articulate our vision for transport in the East, with

increase its contribution to UK plc. In doing so our

Transport East, in the short, medium and longer-term.

economic diversity must be maintained and enhanced

and our transport network can help to support our

Transport and digital connectivity is an integral part

world-leading competitive clusters in clean energy,

of the East’s economy, helping to unlock the area’s

financial services and insurance, ICT, tech and digital

substantial resources in land, labour and capital. It is

creative and life sciences and biotech to thrive.

therefore a significant driver of productivity. Addressing

Our other key sectors, for which Norfolk and Suffolk

connectivity issues is a crucial building block to our

has a competitive advantage, will also contribute to this

future growth and economic success. Working with

ambition. We must ensure that our transport network

our partners we have a strong track record of

CHALLENGES AND OPPORTUNITIES

2030s

MID 2040s

• Digital connectivity improved, allowing people to access

opportunities from home and on the move

Norfolk and Suffolk population

exceeds 2 million…

• Key pinchpoints addressed and improved network capacity

...migration a big influence

and operation makes journeys more reliable and resilient

LATE 2040s

• Better access to information leads to ‘peak’ travel spread

and allows people to make choices with more certainty

Robots and automation

widespread in society…

…more than 30% of jobs

now completed by them

BEYOND…

• Digital access to services (health and social care)

and opportunities (education and training) helps

people be more productive

2040s

Artificial ‘energy islands’

• Connected vehicles the norm,

• New service models reduce costs and provide for

developed

improving safety and smoother

hard to reach communities

running of the network

Increased global

• Direct rail access between key centres with faster journey times

communication reach

• Agile, on-demand, responsive

and higher capacity…Local rail services have more reliable rolling

transport services offer more

stock and improved customer experience

Global democracy

choice and efficiencies

growing in strength

• Decarbonisation largely complete,

• On-account, seamless, barrier-less payment technologies

supported by alternative generation and

facilitate Mobility as a Service (MaaS)…A priority for

EARLY 2040s

storage solutions, plus air quality benefits

our communities

INDICATIVE TIMELINE

PRIORITY THEMES AND PLACES

The Norfolk and Suffolk Economic Strategy considered what future success looks like for the

East. We have mapped our Economic Strategy themes to our key transport themes below.

OUR PRIORITY PLACES

Our Priority Places are the areas where

the evidence shows there are significant

CONNECTING THE EAST, ACCESSING THE WORLD

opportunities and commitment for continued

Quicker, more reliable and resilient strategic connections to boost our contribution

growth:

to UK plc, encouraging improved perceptions, economic participation and inward

investment for our key sectors and competitive clusters.

• Ipswich and the surrounding area

Our Offer to the World / Competitive

Clusters close to Global Markets

• Norwich and the Greater Norwich area

AGILE TO CHANGE

• The Norfolk and Suffolk Energy Coast,

Embracing new technologies and digital connectivity to enable remote access to

including Bacton, Great Yarmouth,

services and opportunities to facilitate Mobility as a Service (MaaS).

Lowestoft and Sizewell, with assets on and

offshore

REGIONAL CONNECTIVITY AND OUR PRIORITY PLACES

• The Cambridge-Norwich growth corridor -

Keeping people and products moving in and around our growing Priority Places

Driving Business Growth

connecting two global centres of research

and Enterprise Zones through new investment, placemaking, maintenance and an

and Productivity

integrated public transport network with opportunities for walking and cycling.

• The critical east-west growth corridors

along the A47 from Lowestoft and Great

Yarmouth to King’s Lynn, plus the A14 from

LOCAL AND COASTAL

Felixstowe through Ipswich, Stowmarket,

Innovative on-demand transport solutions and improvements to facilitate local

Bury St Edmunds, Newmarket and

sustainable growth, walking and cycling, recognising local distinctiveness, and

Haverhill to Cambridge and Peterborough

offering access to services and opportunities through digital means.

Driving Inclusion and Skills

• King’s Lynn - and the A10 and rail corridor

to Cambridge

MAKING IT HAPPEN

An accompanying Delivery Plan for Norfolk and Suffolk to help gain the

momentum needed to unlock and deliver, through innovative means, the key

Collaborating to Grow

strategic interventions identified by new and existing partners.

²https://newanglia.co.uk/our-economic-strategy/

PRIORITY THEMES AND PLACES

OUR STRATEGY

We aim to provide the foundations for

This integrated approach will not only increase access

CASE STUDY

an integrated, total transport solution

to opportunities irrespective of circumstances.

If successful, it will consider the use of digital data to

which serves our growing economy, links

help balance supply and demand across all transport

THE GREAT EASTERN MAIN LINE

our people and their activities with our

networks delivering significant benefits across the

TASKFORCE

developing Priority Places and is fit for

economy.

Successful partnerships in action

agile digital, socio-economic and transport

Launched in summer 2014 the Great Eastern

developments.

Rail Campaign demonstrates the drive,

enthusiasm and ability of our partners in the

With our partners, we will drive business growth and

Transforming your railway

East to deliver our collective aspirations. More

productivity, improve inclusion and skills, benefit

with new trains

than 100 of the region’s most senior business

health and well-being and do so in an environmentally

and education leaders, representing more than

sustainable way, with safety at its core.

111,000 employees and students, pledged

their support and more than 1,600 commuters

From our Priority Places, ports, airports and the

and rail users joined the campaign to deliver

strategic corridors that link them, to our rural and

significant improvements to rolling stock,

coastal communities, transport needs vary greatly.

infrastructure and journey times between

Therefore there are a myriad of both short and longer

Norwich and London, known as ‘Norwich in 90’.

distance journeys for every one of our businesses,

residents and visitors. It is critical that we consider how

Delivered to government in 2014, the Great

we best serve all levels of our community with a reliable

Eastern Rail Report set out our aspirations,

and resilient integrated transport network. In order

subsequently forming part of the re-franchising

to rise to the challenges and opportunities presented

specification. Last year it was announced that

previously, we have grouped our Strategy priorities

Greater Anglia was successful with its bid, which

under the following themes, based on the different

will deliver a major package of improvements

unique market opportunities they present to the East.

for rail services in the region. This includes

replacement of the entire fleet of trains with

1,043 new carriages which will start to come

into service from 2019; journey times to be cut

by up to 10%; delivery of at least four 90-minute

▶ Connecting the East, Accessing the World

services between London and Norwich and

▶ Regional Connectivity and Our Priority Places

two 60-minute services between London and

Ipswich each weekday; providing up to 32,000

▶ Agile to Change

more seats by 2021 and free Wi-Fi for all

▶ Local and Coastal

passengers.

▶ Making it Happen

OUR STRATEGY

• Ensuring the ongoing success of the Port of

CONNECTING

Felixstowe as the country’s largest container

port, and our other ports, including Ipswich,

CASE STUDY

King’s Lynn, Great Yarmouth and Lowestoft,

THE EAST,

to maximise future import/export and bulk cargo

opportunities for the East and UK plc. We will do

THE PORT OF FELIXSTOWE

ACCESSING

this by making the case for and securing

Keeping UK trade moving

investment in strategic routes, and their facilities,

plus in maritime connectivity, to improve freight

THE WORLD:

The Port of Felixstowe is Britain’s biggest and

accessibility. This will ensure the UK remains

busiest container port, and the seventh busiest

OUR OFFER TO THE

relevant to international markets capitalising on the

in Europe.

recent DfT study of England’s Port Connectivity.

WORLD

The port handles more than 4 million TEUs

• Ensuring greater choice for international air travel

(Twenty-foot Equivalent Units) and welcomes

The world is 'getting smaller'

by encouraging the development of additional

about 3,000 ships each year, including the largest

services and good connectivity to and from London

and competition in global

container vessels afloat today. Crucially the port

Stansted and Norwich Airports and other

markets is more intense,

provides some of the deepest water close to

international hubs outside the region and the UK,

the open sea of any European port. About 30

meaning that businesses

through road and rail improvements from Norwich,

shipping lines operate from Felixstowe, offering

that rely on international

Ipswich and our other Priority Places, ensuring

about 90 services to and from 400 ports around

future agility.

trade for raw materials and

the world.

import/export markets will need stronger

Connectivity between the East and the rest of the UK is

Road and rail connect it to distribution hubs in

connections to international gateways in

essential to enabling businesses to have strong links to

the Midlands and elsewhere across the UK.

the East to remain competitive.

customers and supply chains. Fast and reliable links

Felixstowe plays a pivotal role in keeping the

to London, Cambridge, Peterborough and beyond

UK’s trade moving and delivers real benefits to

Improved access to international markets will also

are key to business-to-business connectivity, realising

customers, the community and industry.

help business-to-business connectivity in terms of

new opportunities and future economic performance

realising opportunities and encourage inbound and

and competitiveness of the East and UK plc. With

outbound tourism directly to and from the East.

the Midlands Engine and Northern Powerhouse

strengthening their reach and influence, the strategic

International access is a key strength and opportunity

case for better east-west connections through East

for the East. Access to the Port of Felixstowe as the

West Rail and the Oxford to Cambridge Expressway is

nation’s largest container gateway and our other

ever greater, both in terms of international freight and

ports, as well as airports at London Stansted and

passenger movements. Strong national links are also

Norwich are clear priorities for our area.

crucial for access to the Norfolk and Suffolk Energy

Coast and our unique tourism offer.

To capitalise on our position, we will work together with

partners in the port and airport sectors to improve our

Importantly, we recognise that many of our partners

offer to the world by:

also have aspirations outside the region which may

have a reliance on the accessibility and connectivity of

• Making whole journey reliability a priority by

• Encouraging the development of more regional air

the East.

improving timetabling, access and facilities,

services to and from Norwich Airport to improve

including parking, at transport hubs, by all modes.

direct, fast connectivity with other parts of the UK.

We will work together with our partners to drive

business growth and productivity and connect the

East by:

• Ensuring a resilient Strategic Road Network

(SRN) that is agile to future opportunities, the

timely delivery of already committed schemes

and certainty that the A11, A12 (south of Ipswich),

A14 and A47 feature prominently in future

CASE STUDIES

Roads Investment Strategies by strengthening

Hardwick Roundabout, King's Lynn

relationships with Highways England. In doing so,

the importance of the SRN and Major Road Network

(MRN) outside the East (like the A120 and A1307)

and the integration with the local road network will

NO MORE A14 DELAYS IN SUFFOLK

THE A47 ALLIANCE

be highlighted and championed.

Working together to promote improvements

Making it happen through collaboration

• Ensuring a better connected rail network to

Suffolk Chamber is leading the multi-partner 'No

The A47 Alliance is a very successful lobbying group

London, Cambridge, Peterborough and the rest of

More A14 Delays in Suffolk' campaign to secure:

which is pushing for full dualling of the A47 between

the country that is resilient to future changes. This

Peterborough and Lowestoft. The dualling of the A47

will be done through the delivery of schemes like

• Improvements to key junctions on the A14 at

has cross-party, cross-county support and in 2014,

Felixstowe to Nuneaton and the North (F2N) and the

Ipswich, Bury St Edmunds and Newmarket

the government awarded a £300m funding package

Eastern Section of East West Rail (to leverage the

for dualling and junction improvement schemes

benefits from investment in the Oxford - Cambridge

• Major maintenance schemes on the A14 between

along the A47. The A47 Alliance brings together the

- Milton Keynes arc). Key upgrades such as

Haughley and Woolpit and between Copdock

Chambers of Commerce, local authorities, LEPs and

Trowse Bridge, Ely Area Enhancements, Haughley

and the Orwell Bridge

MPs along the route and is also supported by other

junction, loops south of Colchester, the introduction

stakeholders including the RAC, Eastern Daily Press

of digital signalling as well as improved regional

• A comprehensive feasibility study of the A14 from

and local businesses.

route journey times through infrastructure upgrades

the M11 at Cambridge to Felixstowe, to address

by strengthening relationships with Network Rail,

remaining concerns about the A14 and the

The Eastern Daily Press, Norfolk Chamber of

franchise operators and potential third party funders.

impact of future growth in the county and across

Commerce and Norfolk County Council are currently

the UK

spearheading the ‘Just Dual It’ campaign to push

• Making the East a more attractive proposition to

government to invest further in the A47 and get a

inward investors by challenging perceptions

The 'No More A14 Delays in Suffolk' campaign has

commitment for full dualling of the A47 by 2030.

about connectivity and influencing peak demand

the backing of many partners including businesses,

requirements to improve network capacity and

all of the county’s MPs and local authorities,

reliability.

plus New Anglia and the Cambridgeshire and

Peterborough Combined Authority.

Improved digital and transport connectivity between

populations in a sustainable way, supporting new

REGIONAL

areas within the region will support the growth of

and existing communities alike. They must also be

specialist clusters of economic activity such as

agile to the changing shape of private (including

clean energy, finance and insurance, digital and life

passenger and freight), public and shared transport

CONNECTIVITY

sciences and biotech. These clusters strengthen the

to adequately link people and places both now and in

economic interactions between Ipswich, Norwich, Bury

the future.

AND OUR

St Edmunds, Great Yarmouth, Haverhill, King’s Lynn,

Lowestoft and Thetford, as well as Cambridge.

Recognising this we will work together with our

partners to:

PRIORITY

In order to enable a more connected region we will

work together with our partners to:

• Facilitate better connectivity which provides

PLACES:

more reliable and resilient journey times within and

• Deliver a reliable Major Road Network (MRN)

this will be between our Priority Places. This will

DRIVING BUSINESS

with improved journey times between our Priority

be through making the strategic case for and the

Places, through the creation of an integrated MRN

delivery of infrastructure investment. It will include

GROWTH AND

Action Plan for delivery. This will include the Ipswich

new river crossings (in Great Yarmouth, Ipswich

PRODUCTIVITY

Northern Route(s) and the Norwich Western

and Lowestoft), orbital links and relief roads

Link, connecting the new Broadland Northway from

(including the Ipswich Northern Route(s) and

the A1067 to the A47 west of Norwich, to improve

the Norwich Western Link, connecting the new

Improving accessibility

the flow of traffic around our growing communities

Broadland Northway from the A1067 to the A47

and ensure the network is kept in a good state of

west of Norwich), and junction improvements,

between our economic

repair.

prioritising infrastructure that will facilitate the delivery

centres is essential to

of significant housing and jobs growth.

the realisation of our

• Make public transport the ‘go to’ option for our

future aspirations.

Priority Places. This will be done by encouraging a

• Ensure the success of our Enterprise Zones,

consistent, affordable, smart-ticketed, integrated

Food Enterprise Zones and key sectors by

It provides better access

public transport network (including the use

working to resolve infrastructure constraints.

to jobs, education and

of innovative and community solutions where

healthcare, encourages the

appropriate) with high quality, multi-modal

• Facilitate place-making by improving public

clustering benefits of development and

interchanges, real-time, predictive and personalised

realm, tackling air quality and other environmental

information and more frequent services.

issues and delivering joined-up cycling (including

services and attracts inward investment.

e-bikes) and walking networks in our Priority

A strong digital and transport network

Our local transport networks are the lifeblood of our

Places to ensure flexible access to services, to

across the East will link businesses and

communities. Improving access to, from and within

suit the changing needs of our populations and

suppliers to markets and provide the

them is essential so we can capitalise upon the

encourage a safe, active and healthy lifestyle.

strengths of our economic centres to serve those that

backbone for the East to thrive.

live, work, learn and do business there. Our Priority

• Develop and promote local freight centres to

Places and their transport networks need to be truly

reduce the impact of local deliveries in our Priority

integrated in order to serve growing and changing

Places.

REGIONAL CONNECTIVITY AND OUR PRIORITY PLACES

• Establish the East as a location for remote home

AGILE TO

and hub working, providing access to education

and health services as an alternative to travelling,

CASE STUDY

particularly in ‘hard to reach’ areas.

CHANGE:

• Shape collaborative future mobility by

DRIVING BUSINESS

CYCLE INFRASTRUCTURE

encouraging new business models, led by

‘Pushing Ahead: Your Journey Your Way’

GROWTH AND

evidence, to increase personal autonomy through

affordable, convenient and digitally enabled

PRODUCTIVITY

Sustainable transport and multi modal

business and personal travel plans. This will boost

partnership has been supported across the

journey-sharing opportunities and the blending of

To respond to the

region through initiatives using the Sustainable

traditional public and private transport modes and

Transport Transition Year (STTY) funding,

future challenges and

provide the widest accessibility offer.

particularly the Pedalways in Norwich, the "A to

opportunities we must

Better" travel planning programme, Lowestoft

• Encourage the use of data to enable the more

remain agile to change.

Local Links project and Local Growth Funding.

intelligent operation of our networks and the

adoption of connected, self-monitoring technologies

The Access Fund award in 2017 of £1.488m for

We will ensure that connectivity is not a barrier to

for roadside infrastructure, to improve network

Pushing Ahead will enable revenue funding to

making the most of these opportunities by working

reliability and performance.

build on the previous capital investments and

together to:

expand the impact of sustainable active travel

• Encourage behaviour and cultural change so

for commuting and recreation. It will help the

• Ensure complete superfast broadband coverage

that shorter journeys are made actively wherever

region to move towards the ambition

and the delivery of ultra-fast broadband. This will

practicable and that sustainable choices are easy

to double the modal share for

firstly be in our Priority Places, but also in our rural

to access and use, to the benefit of health and well-

walking and cycling to 10%

areas. We will ensure the delivery of 5G technology,

being.

by 2025.

as soon as possible, to provide excellent and reliable

digital capacity to meet the region’s needs⁴.

MOBILITY AS A SERVICE(MaaS)⁵

• Promote the East as being ‘open’ to innovative

new technologies, particularly where change

Traditionally our mobility has been provided

could facilitate growth in our key sectors. This will

for by managing fleets of vehicles around

be by encouraging the take up of low/zero emission

networks, framed by strategic transport

vehicles (including hydrogen), recognising the

planning objectives. MaaS, as a service

need to ensure the appropriate electricity network

model, turns this on its head by putting

infrastructure and the trial of autonomous vehicles

the customer first and framing the mobility

and drones for commercial and freight services,

systems around customer preferences. MaaS

where appropriate. We will also ensure the necessary

offers an opportunity to improve how people

supporting infrastructure both at home and on the

and goods move, both from the perspective of

move, with particular opportunities focused along the

the policy maker and for travellers themselves.

A11 and A14 corridors.

⁴https://www.betterbroadbandnorfolk.co.uk/ and http://www.betterbroadbandsuffolk.com/

⁵Transport Catapult - Mobility as a Service - July 2016

AGILE TO CHANGE

• Cater for the growth aspirations and development

LOCAL AND

plans in market towns by identifying and

prioritising local road improvement schemes

CASE STUDY

to release pinch-points, recognising the network’s

COASTAL:

importance to the agriculture sector.

DRIVING INCLUSION

MARKET TOWNS

• Encourage service providers to provide

A vital part of the East

AND SKILLS

cost-effective, on-demand public transport

services by using better data, to meet rural and

The market towns of Norfolk and Suffolk are

coastal needs and improve economic and social

The Norfolk and Suffolk

diverse in their activities, economies and transport

inclusion.

Energy Coast is a significant

provision. They are a vital part of our economy,

being home to countless businesses providing

contributor to our economy

• Improve hub and home working to offer

local employment opportunities for thousands

and serves Sizewell nuclear

innovative, flexible and/or remote digital alternatives

of people as well as providing many distinctive

for post-16 transport strategy and access to

power station, Bacton Gas

retail and tourism offers. Norfolk County Council

healthcare and social care services, ensuring

Terminal and the significant

is embarking on a number of Market Town

opportunities and access for all.

Network Improvement Strategies. Many of

offshore energy sector as

Norfolk’s market towns and larger villages have

part of the wider East of England

• Support community rail partnerships for rural

a considerable amount of planned housing and

and coastal branch lines. We will identify capacity

Energy Zone.

employment growth identified. Addressing the

and station improvements (including parking) and

transport pressures this growth will bring is vital to

differentiate individual offers, to promote to a wide

facilitate the economic prosperity of these towns

Indeed, our smaller local and coastal communities are

audience and encourage use and provide evidence

and villages and, as such, planning this ahead of

also a vital part of the East’s economy, providing some

for possible service expansion.

growth allows Norfolk County Council to respond

of the UK’s most attractive places to live and work.

accordingly. These transport strategies will identify

Transport has a key role to play in providing access

• Encourage walking and cycling by developing

the most effective transport improvements to

to services and opportunities in these areas. Our

Walking and Cycling Investment Plans. The delivery

support future planned growth and help address

local and coastal communities need strong, reliable

of projects on the National Cycle Routes and those

transport issues such as congestion,

and resilient networks to help encourage sustainable

such as the Greater Broads Cycling Country project,

enhancements to safety and access to

access to our local markets as well as our unique

will benefit public health and well-being and the

public transport.

tourism and culture offer.

environment.

Working together with our partners we will:

• Ensure complete superfast broadband coverage

and the delivery of ultra-fast broadband. This will

firstly be in our Priority Places, but also in our rural

areas. We will ensure the delivery of 5G technology,

as soon as possible, to provide excellent and reliable

digital capacity to meet the region’s needs.

Together with partners we will:

MAKING IT

PARTNERS WILL INCLUDE:

• Work up and publish a three-year Delivery Plan,

in line with strategic funding timescales, to support

• Transport East

HAPPEN:

this strategy. It will show what we propose to deliver,

• Government including HMT, DfT, BEIS,

how we propose to do this, and by when.

DCMS, MHCLG and GO Science

COLLABORATING TO

• Members of Parliament

GROW

• Work across sectors to enable collaboration on

• Network providers including Highways

increasingly common requirements for technical

England, Network Rail and communications

know-how and access to new markets and

companies

We are at the start

techniques that might once have been more

• Highway Authorities

of our journey and

distinct, such as telecoms and logistics.

• Local Planning Authorities

we are ambitious.

• Norfolk and Suffolk Chambers of

Local and

• Work between public and private sectors to explore

Commerce, the Federation of Small

innovative approaches to funding and finance,

Businesses and the wider business

collaborative delivery

driving returns on investment in infrastructure.

community including the tourism sector

is important, having

• Others including Norwich Airport,

the potential to make

• Work with other regions on regional, national and

London Stansted Airport, Hutchison Ports,

a real difference and

international opportunities through Transport East.

Associated British Ports, Peel Ports,

Greater Anglia, Govia Thameslink Railway,

we need the skills, experience and

Our Delivery Plan will not start from scratch.

the East Midlands franchise operator,

resources from a number of new

While development of this strategy has enabled us to

local bus operators, freight operators,

and existing partners to help bring

take a long-term look at the interventions required, it

Sustrans and the voluntary sector

our ambitions to fruition.

has also confirmed the value of many of the projects

we have already been working on. The Delivery

Plan will also detail how we will measure success

One of our first actions will be to broaden our dialogue

considering delivery against key, relevant ambitions

and engagement to develop the momentum necessary

in the Economic Strategy, assessing how emerging

for delivery. We will collaborate with partners to

transport outcomes contribute to those aims.

determine our strategic priorities for delivery, with

this dialogue being informed by the Norfolk and

We will be successful when our transport network,

Suffolk Economic Strategy. We will collaborate with

in all its existing and future forms, is recognised

informal stakeholder groups to stimulate specific

as a seamless enabler, helping our business and

issue debates and encourage innovative and

communities thrive and helping to make the East one

creative partnerships to help accelerate delivery.

of the UK’s most attractive places to do business, live,

We must bring forward strategic investments, through

learn, work and visit.

collaboration, to not only unlock growth in the corridors

and places they serve but to act as a catalyst to other

interventions for further, integrated improvements.

MAKING IT HAPPEN

Report on the Transport East Summit held on 17 December 2018

Purpose

This report provides a summary of the key messages and discussion from the East of England Transport

Summit on 17 December 2018 to inform the development of the Transport East Strategy.

Background

1.1

Transport East is the local response to the proposals contained with The Cities and Local Government

Devolution Act (2016) and reflects the need for a Forum in which strategic transport issues and

proposals can be addressed in a timely and efficient way.

1.2

The area covered by Transport East, which currently includes Norfolk, Suffolk, Essex and Southend-on-

Sea, is already successful:

 The area’s £71bn economy has the potential for further economic growth, both within our towns

and cities and along our revitalised coast.

 It is a global gateway with an important role in connecting our nation to world markets.

 It is home to some of the fastest growing places in the UK, as well as having a strong links to the

important UK economies of London, the Midlands and Cambridge.

 It has internationally important strengths in advanced manufacturing, ICT and biosciences and

financial industries, as well as being a leading centre of UK energy production.

 It has a strong visitor economy and important places steeped in the UK’s rich history.

1.3

The ambition is to support the region to continue to thrive. Through stronger collaboration, Transport

East offers the opportunity to deliver a transport network that meets ambitions and aspirations for

decades to come.

Introduction

2.1

A Transport East Summit took place on 17 December 2018 to bring together partners to explore the

challenge and opportunities, and set the priorities and ambitions for the Transport East Strategy to

ensure that the transport network in the region is fit for the future.

2.2

The timetable for the development of the Transport East strategy as follows:

 December 2018 - Transport East narrative

 March 2019 - Strategic context and evidence base

 September 2019 - Draft Transport East Strategy

2.3

The Summit was attended by representatives from transport authorities, district planning authorities,

Local Enterprise Partnerships and business, transport providers, representatives from infrastructure

agencies and transport services. An attendance list is included as Appendix A.

2.4

A story board was developed during the event to capture of the outcomes for the day and is included as

Appendix B.

Opportunities and Challenges for Transport East

3.1

As part of the Summit a panel were asked to consider the economic challenges and opportunities for the

region that require a strategic transport infrastructure response and how this might be delivered. The

panel included:

 Adam Bryan, Managing Director, South East LEP

 Cllr Mary Evans, Deputy Leader, Suffolk County Council

 Doug Field, Chairman, New Anglia LEP

 Jonathan Oates, Corporate Affairs Director, London Stansted Airport

 Anita Thornberry, Executive Director, Haven Gateway Partnership

 Richard Taylor, Head of Strategic Planning, Anglia, Network Rail

3.2

A summary of the key messages from the debate is included below:

 Articulate a cohesive, consistent and compelling offer to government through a strong narrative

o Net contributor

o Potential to be the real energy driver for UK PLC

o The East is global market place open for business

 Limited and clear priorities/asks, with partners collaborating not competing

 Demonstrate our economic strength (as net contributor) and assets (our ports, airports, and

centres of excellence, including our energy coast)

 Demonstrate how Transport East will provide benefit and work beyond its boundaries:

o Trading routes and supply chains through the area; inwards to the

Midlands/North/London and outward globally via the ports and airports.

o Opportunities to meet climate change treaties - could Transport East take a carbon

progressive approach to development by taking advantage of its R&D and innovation

expertise.

 Need a strong collaborative partnership, with effective representation from business, to create an

authoritative body for government to engage with.

Establishing the Transport East Narrative

4.1

Transport East has identified three key themes that together define its unique transport geography and

provide an overarching narrative for its Strategy:

Global Gateways

Better connected ports and airports to help UK businesses thrive and boost

the nation’s economy through greater access to international markets and

facilitates Foreign Direct Investment (FDI).

Multi-Centred

Enhanced links between our fastest growing places and business clusters;

Connectivity

enabling the area to function as a coherent economy and improving

productivity.

Energised Coastal

A reinvented, sustainable coast for the 21st century which delivers on our

Communities

ambition to become the UK’s foremost all-energy coast, as well as a

competitive visitor offer.

4.2

In order to achieve this Transport East’s role will be to:

 Connecting people and communities: Creating faster, more reliable and resilient, and better

connected transport infrastructure both within, and out of our region.

 Connecting industry and business: Supporting commerce by improving national and international

connections into, out of and across the region.

 Moving goods: Improving connectivity between our ports and airports to enable freight, goods

and people to move more efficiently.

4.3

Partners attending the summit were invited to identify the partners, frictions, opportunities, and

priorities for each of the three themes which will be fed into the narrative and strategy development.

This is included as Appendix C.

The Desired Future: Looking to 2050

5.1

The Transport East Strategy will set out the long term vision for the region to 2050, delegates identified

the following priorities for the desired future which the strategy will seek to deliver:

 Multi-modal access to transport networks, such as seamless ticketing, intraoperative

regulations and cost effective choice for users

 Innovative transport and infrastructure solutions, including electric roads, delivery drones, air

taxis, driverless cars/pilotless ships and digitised rail, as well as technology to reduce the need

for travel

 Increased sustainability, including 24 hours use of roads for business, reduction in empty trucks,

and carbon neutral/progressive solutions (with an ambition to sell carbon allowance to other

areas who can’t meet their reductions)

 New and improved transport schemes, such HS3 into East Anglia, completion of Oxford

/Ipswich/Norwich corridor, better connections to sea ports/airports, better east/west

connections

 Improved local economic opportunities, including better urban transport networks which tackle

bottlenecks and connections between towns and cities to build mutual opportunities.

5.2 Considerations raised for Transport East in achieving these ambitions included a need to:

 engage with younger people on how they view travel in the future and understanding their

priorities.

 explore how Transport East can capitalise on its priority around the energy coast by working

towards a carbon neutral approach; focusing on future innovations in travel and providing good

alternatives to car use.

 understand the potential impact of technology on the travel needs of the future, eg virtual

schooling, changes to logistics via air, greater focus on leisure etc.

5.3

The full feedback from the roundtable discussions is included as Appendix D.

Conclusions and Next steps

6.1

The Summit was aimed as the starting point for a strong ongoing relationship with partners throughout

the development and delivery of the Transport East Strategy. A strong public/private sector partnership

is at the heart of Transport East achieving its ambitions.

6.2

Following the Summit, some initial actions have already been agreed by the Transport East Forum to

respond to the points raised at the Summit these included:

 Establishing an approach to engage with younger people in the development of the strategy

 Inviting a representative of the Essex, Norfolk and Suffolk Chamber of the Commerce to attend

the Transport East Forum to strengthen the business voice on the Forum

 Exploration of the opportunities for developing a statement of intent on a carbon neutral or

progressive approach.

6.3

The outcomes of the panel session and the roundtable discussion will feed into the initial stages of the

strategy development, and the Transport East Forum will ensure that there are consistent and ongoing

opportunities for partners to engage at all stages of the strategy process.

***

Appendix A: Transport East Summit Attendance List

First Name

Last Name

Job Title

Company

Simon

Amor

Head of Planning and Development

Highways England

Nigel

Aves

Contracts Manager

Jackson Civil Engineering

Stephen

Baker

Chief Executive

Suffolk Coastal and Waveney

District Councils

Lewis

Banks

Peterborough City Council

Dr Carolyn

Barnes

Transport & Infrastructure Manager

Suffolk Coastal & Waveney District

Councils

Nicola

Beach

Chief Executive

Suffolk County Council

Cllr Kevin

Bentley

Chairman

Transport East

Cllr Gerard

Brewster

Cabinet Member for Economy

Mid-Suffolk District Council

Cllr

Brown

Councillor

Central Bedfordshire Council

Anthony

Adam

Bryan

Managing Director

South East LEP

Suzanne

Buck

Suffolk County Council

David

Burch

Director of Policy

Essex Chambers of Commerce

Nick

Burfield

Policy Director

Suffolk Chamber of Commerce

Cllr

Butland

Leader

Braintree District Council

Graham

Mark

Carroll

Executive Director for Place and Public

Essex County Council

Health

Karen

Chapman

Suffolk Growth Programme Board

Andrew

Cook

Director of Highways & Transportation

Essex County Council

David

Cumming

Interim Team Leader Transport

Norfolk County Council

Paul

Davey

Head of Corporate Affairs

Hutchison Ports

Francesca

Day

Public Affairs Manager

Essex County Council

Jonathan

Denby

Head of Corporate Affairs

Greater Anglia

Cllr Mary

Evans

Deputy Leader and Cabinet Member for

Suffolk County Council

Highways, Transport and Rural Affairs

Nova

Fairbank

Head of Policy, Governance & Public

Norfolk Chamber of Commerce

Affairs

Doug

Field

Chair

New Anglia LEP

Peter

Geraghty

Director of Planning & Transport

Southend on Sea Borough Council

Perry

Glading

Director

Glading Consultancy Ltd

David

Glason

Director of Development

Great Yarmouth Borough Council

Ellen

Goodwin

Infrastructure Manager

New Anglia LEP

Cllr Martin

Goss

Portfolio Holder for Waste, Environment

Colchester Borough Council

and Transportation

Ewan

Green

Corporate Director (Planning &

Tendring District Council

Regeneration)

Alison

Hall

Commercial & Marketing Manager

Port of Tilbury London Limited

Roger

Harborough

Director of Public Services

Uttlesford District Council

Dave

Hodgson

Elected Mayor

Bedford Borough Council

Cllr Geoff

Holdcroft

Deputy Leader

Suffolk Coastal District Council

Phil

Hutchinson

Head of Strategic Planning

Govia Thameslink Railway

Trevor

Hutchinson

Head of Planning

London Gateway Port Limited

Cllr Gary

Jones

Deputy Leader

East Hertfordshire Council

Dominic

Keen

Board Member

New Anglia LEP

George

Kieffer

Vice Chair

South East Local Enterprise

Partnership

Mat

Kiely

Transportation Services Strategic Lead

Thurrock Council

Jennifer

Lau

Principal Client Development Coordinator

Jackson Civil Engineering

Ian

Lewis

Programme Manager

Opportunity South Essex

Mark A. G.

Lucas

Consultant Transport Adviser to the LSCC

LSCC / The U.K.'s Innovation

Corridor

Graeme

Mateer

Suffolk County Council

John

McGill

Director at London Stansted Cambridge

LSCC

Consortium

Phil

Mileham

Strategic Planning Manager

Breckland District Council

William

Nunn

Leader of Breckland Council

Breckland Council South Holland

District Council

Jonathan

Oates

Corporate Affairs Director

London Stansted Airport

Kate

O'Driscoll

Policy and Programme Manager

East of England LGA

Sheila

Oxtoby

Chief Executive

Great Yarmouth Borough Council

Richard

Pace

Managing Director

Norwich Airport Ltd

Annie

Richardson

Policy Officer

East of England LGA

Hannah

Shah

Senior Manager

East of England LGA

Rajinder

Sharma

Business Engagement Manager

Transport Systems Catapult

Cllr Phil

Smart

Portfolio Holder: Environment &

Ipswich Borough Council

Transport

Jeremy

Smith

Group Manager, Transport Strategy and

Cambridgeshire County Council

Funding

Alastair

Southgate

Head of Future Transport Strategy

Essex County Council

John

Stevenson

Port of Tilbury

Matthew

Taylor

Senior Network Planner

Highways England

Richard

Taylor

Head of Strategic Planning

Network Rail

Anita

Thornberry

Executive Director

Haven Gateway Partnership

Jon

Tiley

Head of Spatial Planning

Hertfordshire County Council

Martin

Tugwell

Programme Director of the Strategic

England’s Economic Heartland

Alliance programme

Ian

Vipond

Strategic Director - Policy and Place

Colchester Borough Council

Kevin

Ward

West Suffolk Council

Peter

Ward

Commercial Director

Port of Tilbury

Cllr Martin

Wilby

Chairman EDT at NCC

Norfolk County Council

Russell

Williams

Chief Executive

Ipswich Borough Council

Andy

Wright

Chief Executive

Braintree District Council

Appendix C: Roundtable Discussion “Collating the key features of the three priority themes”

Theme 1: Global Gateways

Partners

Frictions

 Ports and airports in the region and in neighbouring areas (including, Schipol as the nearest hub).

 Brexit

 Government and local MPs

 Lack of integrated transport system and interconnectivity

 Local authorities and neighbouring authorities: including Thurrock Council, Cambridgeshire and Peterborough Combined

 Competing priorities eg EW Rail versus Ely / F2N, Norwich airport versus Stansted airport, freight trains

Authority and the Greater London Authority.

delaying passenger trains

 LEPs and neighbouring LEPs

 Competition for the same funding eg with other STBs, Government view that Heathrow is the only priority

 Neighbouring Sub-National Transport Bodies, include Transport for London

 Lack of confidence in longer term funding - more than 5 years

International trade partners/organisations: role of LEPs, Stansted role in enabling business access to UK and UK business

 Lack of consensus, eg long term / short term, Local politics / political boundaries

East access.

 Smaller operators, ports, airports need to be heard

 Business community

Infrastructure that serves expansion plans might limit scope

 Transport Taskforces and consortium: such as the A47 alliance, East/West Rail Consortium

 Quality and reliability of infrastructure

 Airline carriers

Equitable investment eg whoever goes first pays and others will benefit

 Network Rail

 Rail links

 Academic institutions

 Freight operation pathway for freight / passengers

 Telecommunications organisations

 Competitors of business - focus on 1 sector each

 Freight organisations

Opportunities

Priorities

 Brexit - global trade, increased movement.

 Roads; Rail - quicker journeys, higher frequency, earlier / later, more resilience; and freight - by rails and road.

 Clarity of what is our 'growth message'

 East West connectivity

 east / west connections essential to global connectivity: Yarmouth to West Midlands; Cambridge to Oxford, A47

 Specific schemes: including, Ripple Rail Yard / Gospel Oak, A47 upgrade, F2N - full route solution: Haughley &

upgrade, surface access, East/West Rail connectivity - link to Stansted.

Ely, West Anglia mainline, J8 M11 rebuilding, Rail capacity to Stansted NSEW

 International trade and foreign direct investment, including links to the East and in particular Far East, China etc.

 Capacity to improve national links to the rest of the country from Thames ports

 Supporting expansion plans of ports and airports

 Agreed vision across localities and priorities, top 10, top 5, top 3. Value added priority messaging - quick wins

Opportunity to develop the clusters around ports and airports

and more credibility in central government

 Energy coast investment: offshore, wind, nuclear Offshore, Sizewell C

 Government clarity - 3rd party funding and liabilities associated.

 Strengthen visitor / tourism economy

 Brexit infrastructure

 Jobs including the supply chain

 Low carbon transport

 Wider business voice regardless of administrative / local political buy in

 Investment opportunities - keep up to date with existing and new

 Proximity to London, Heathrow etc

 To get external partners to support out case

 Changing agenda - local significance of global warming in the East

 Digital / technology - link to London and Cambridge and how it could improve links internationally.

Theme 2: Multi-Centred Connectivity

Partners

Frictions

 Ports and airports

 Cities and Towns: Relatively smaller urban centres (compared to the rest of the country); Each county has

 Wider South East Partners - EELGA collaboration

the same main centre; old towns and limitations/constraints but positive in creating an attractive place to

 Transport operators and providers ie., bus, rail companies, Cab companies, Uber, cycle groups

live; Urban densification / more homes; Inter-urban problems. Otherwise getting more people into cities

Business community and LEPs

and towns leads to more congestion; and rural connections - ripple out from urban.

 Public sector: Local authorities, Government and MPs

 Friction between passengers and freight

 Neighbouring Sub-National Transport Bodies Developers

 Funding: complex, takes too long; Private sector investment offer; and business case challenge.

 Universities

 Infrastructure: Congestion and overcrowding; network needs to be able to deal with new demands such as

 Network Rail

electric vehicles; future proofing

 Highways England

 Delivery timescales

 Public engagement

 Conflict in messaging and lobbying across the region; need to balance individual requirements versus

universal benefit.

 Developers

 International relationships

 Roads: SRN / MRN / local roads.

 Broadband

 Rail: Major rail routes and other routes.

 The 'wider East' - Cambridge?

 Managing the need to travel.

 Re-allocation of road space: White vans, online retail

 Local connections versus speed for longer distance.

 View of BCR - lack of focus on strategic case; constraints on making a case for funding.

 Broadband: Variable internet speeds.

 Uncertainty around nuclear agenda and timetable to skill building.



Opportunities

Priorities

 Opportunity to identify what infrastructure you need for 21st Century: New modes of transport - autonomous

 Capacity: airspace; navigation

vehicles, drones etc; innovation and digital connectivity; physical and virtual connectivity

 Make best use of existing infrastructure; increase capacity without new infrastructure.

 Collaboration: whole picture messaging and overview of where we are - rail patronage / housing/ jobs; coherence

 Build in infrastructure at outset of new development.

ask; public /private collaboration; articulate our own needs rather than being told what others think we need; Start

 Multi modal interchanges; public transport, rail etc.

with business - understand connectivity needs/supply chains and required infrastructure

 Strategy and priorities: clarity of message; coherent and scalable; clear performance measures / objectives;

 Better outcomes: Integrated; improve quality of Life; flexibility and longevity; journey times; keeping young

productivity gains; narrative to engage local people.

graduates in the region.

 Align priorities with wider organisations / campaigns, ie., other STBs / LTC.. What do we want?

 Address bottlenecks to realise full benefit of strategic connections.

 Better business representation.

 City growth

 Mobility as a service.

 Energy Coast: Linking major energy projects with infrastructure; operation and maintenance of off shore wind for

 Digital infrastructure and new technology; 5G, autonomous vehicles etc.

local, nationally and internationally.

 Schemes: A47; East West public transport via Stansted.

 Increasing uptake of ULEV.

 Carbon friendly / neutral.

 East West connectivity; roads and other modes, East/West rail - Ipswich to Cambridge to Midlands.

 Wider utilities eg., water, broadband etc.

 Use London transport model to cross subsidise public transport.

 Skills.

Theme 3: Energised Coastal Communities

Partners

Frictions

 Local authorities, Government and MPs

 Growth: positives and negatives; communities have to accept growth to maintain positions / services; Energy

 Marine management organisations

cores ashore in Norfolk and Suffolk, but there is no direct economic benefit; Rural dispersion versus urban

 Coastal concordat: Defra, Natural England, Environmental Agency

(higher density) centres; Deprivation within communities; Narrow/limited employment base; Coastal

 Port authorities, ABP, Peel etc

business cases challenging; Distribution of wealth; Place to live versus place to do business; Trickle down

 Airports

economic benefit for coastal communities.

 Tier 1 contractors eg., Siemens.

 Skills: Sizewell C and wider infrastructure development.

 Coastal defence policy. Managed retreat and need for growth.

 Visit East of England ie., the cultural and heritage offer on the coast

 Competition: for capital investment in the roads / rail network; challenge of aligning priorities across the

 Suppliers

piece; Competition between different communities.

 Residents

 Delivery of new sources: Electric charging; Green energy - sub stations to deliver create local conflict

 Technology & Research sector

 Energy distribution network.

 Energy companies; Offshore wind industry council; Nuclear energy

 Dormitory settlements.

 Universities

 Carbon footprint and travel to work.

 Freight

 Inward migration.

 Neighbouring Sub-National Transport Bodies Developers

 Integration with fishing.

 International relationships

 Ex Clacton, Tendring - moving people out of London - increased crime. Could move to Norfolk / Suffolk.

 Fishing industry

 Aging population particularly in Suffolk and Essex.

 Extent / connectivity of rail - reliable and affordable.

Opportunities

Priorities

 Forum for creating a long term 'future proofer' vision for the region.

 Economic: Higher value opportunities all year round, ie., not reliant on tourism; Connections to employment;

 Ports: Small ports and their ability to support the local economy and jobs; Southern ports (Southampton etc) have a

 Local businesses play a role in the supply chain of freight, energy etc.

shared narrative, collaboration etc.

 Technology: Better digital infrastructure eg., 5G and universal high speed broadband

 Energy sites construction: Unused infrastructure eg ex airfields, to provide sites for growth.

 Infrastructure investment not transport.

 Energy investment should bring local benefits, jobs, training, community investment.

 Transport Schemes: A47;

 Sustainability: UK priority - clean growth, industrial strategy; Off shore renewables.

 Access to public transport: Better bus services; Frequency and reliability.

 Major energy projects.

 Tourism: Coastal paths / walking.

 Fishing industry: Fisheries and infrastructure to support, eg processing; Opportunity with Brexit for fishing.

 Clarity of message: local benefits.

 Economic growth: Develop the opportunities for coastal communities to benefit; Tourism, particularly for rural

 Sustainability: Electrification of transport.

communities; Ring fence revenue from energy projects and direct into coastal communities

 Funding opportunities / partners: Need for investment - some are the most deprived in the country.

 Improving connections and supply chain (Local businesses play a role in the supply chain of freight, energy etc.)

 Investment in port infrastructure; land available in quays and Ro Ro

 Energy portfolio - opportunity to be less dependent on fossil fuels and foreign providers.

 Rail connectivity long term - freight, tourism, communities.

 Electric charge.

 Public engagement: Remove 'be done to' mentality.

 Digital/Technologies: Spin off technologies; digital link; Smart ports and FoT technology etc. - Autonomous shipping

can local Universities play a role in this?

 Skills: Energy skills centre; Tech skills and jobs into coastal communities; Re-skill to develop opportunities.

 Retirement places.

 San Francisco model?

 Change in view about transport. Is it about one way or people coming to or coming from places?

 Rail connectivity.

 Combine rail with localised car hire to reach rural / remote communities.

 Ability to transport cycles by rail to improve connectivity and investment of tourism.

Appendix D: Roundtable Discussion “The Desired Future: Looking to 2050”

In your vision of the future, in 2050 what strategic infrastructure has been delivered?

In your vision of the future, in 2050 what impact has this had on the prosperity of the region?



Multi modal pricing:



Closer match growth aspiration.

o cost effective



Reduce congestion, more connectivity, more capacity. Maximise options and existing network.

o across all modes of transport, rail, bus, cycle hire, autonomous vehicles etc,



Different 'drivers' for movement: Less travel for work; less peak hour travel; Technology may drive a reduction in



Multi modal infrastructure:

the demand for travel as we know it.

o Frictionless travel



Inclusive growth: Socially stronger and more cohesive communities; the ability to work in your communities;

o cross ticketing ability to UK

Wealth distribution; District economic offering and regional economy - not fuelling London; Intra / Inter

o interoperability

connectivity and wealth.

o choice and options for users



More people will choose to locate out of London into regions.

o accessible.



Greater productivity; ability to work on train



Transport schemes:



Future skills.

o Dualling A47



Social responsibility; electric vehicles over diesel and petrol; Sustainable; Cleaner / healthier; Carbon neutral.

o East / West Rail

Integrated hubs.

o HS2 and HS3 to the East



Digitised railway.

o Eastern loop line



Movement of freight and people barrier.

o A14 Expressway



Local understanding supported by good trunk roads.

o A120 dualling



Busier ports and airports.

o Cambridge underground



Ability for remote development - residential and commercial for delivery of reduced traffic.

o Felixstowe to Nuneaton



What does it mean to how communities/ families live?

o Norwich to London (4 lines)

o Sheffield feed into Londo

o Lower Thames Crossing

o Seaport / airport full connectivity

o Crossrail



Funding:

o Better funding of local infrastructure

o A vehicle to allow greater influence over what is delivered locally.



Stronger local economies:

o Inclusive growth

o Higher value jobs locally and reduce need for travel (especially in new settlements)

o Identifying key hubs and have integrated transport model, ie., Ipswich & Cambridge

o Tackling urban bottlenecks

o First / last mile integrated solutions

o Rural needs to be through about.



Move to sustainability: Carbon neutral as a region.



Transport innovations and new technology:

o More intelligent use of the network

o Drones

o Air taxis (Uber of the air)

o Hypersonic connectivity

o Pilotless ships / convoys

o Dial up transport

o Driverless vehicles

o Digitalised railway - auto train operation; digital signalling; improved performance; sustainable network

o Smart intelligence to cope with freight / passengers

o Grid enhancement and sustainable to cater for electric / hybrid vehicles

o Autonomous vehicles

o Mass Rapid Transit

o Battery technology



Changes to logistics:

o Remove trucks running empty

o Encourage 24 hour road usage - bonus 24/7 benefit

New Anglia Transport Board

Tuesday 12^th February 2019

Agenda Item 9

Transport Board Forward Plan 2019

Author: Ellen Goodwin

Summary

This paper seeks the Board’s input on the 2019 Forward Plan for the Transport Board with the view

of successfully delivering the Integrated Transport Strategy.

Recommendation

The Board:

 offers suggested input to the Transport Board Forward Plan 2019; and

 considers moving the summer 2019 meeting date.

Background

The Integrated Transport Strategy, adopted by the LEP Board in May 2018 has the following themes:

 Connecting the East, Accessing the World: Quicker, more reliable and resilient strategic

connections to boost our contribution to UK plc., encouraging improved perceptions, economic

participation and inward investment for our key sectors and competitive clusters.

 Agile to Change: Embracing new technologies and digital connectivity to enable remote access

to services and opportunities to facilitate Mobility as a Service (MaaS).

 Regional Connectivity and Our Priority Places: Keeping people and products moving in and

around our growing Priority Places and Enterprise Zones through new investment,

placemaking, maintenance and an integrated public transport network with opportunities for

walking and cycling.

 Local and Coastal: Innovative on-demand transport solutions and improvements to facilitate local

sustainable growth, walking and cycling, recognising local distinctiveness, and offering access to

services and opportunities through digital means.

Appendix A outlines a draft forward plan for the Board’s input. The Board are asked to consider what

items it would like to consider during the next year.

Link to the Integrated Transport Strategy

Outlined above.

Recommendation

The Board:

 offers suggested input to the Transport Board Forward Plan 2019; and

 considers moving the summer 2019 meeting date.

Appendix A - Transport Board Forward Plan 2019

Appendix A

New Anglia Transport Board Forward Plan

Date

Venue and Theme

Forward Looking

Governance & Delivery

27 November 2018

Norfolk County Council



Ely - Network Rail



Future direction



Transport East update including MRN



ITS delivery



Lower Thames Crossing consultation

12 February 2019

Wherstead Park, Ipswich



Ports and airports



Review of terms of reference

Connecting the East,



East West Rail - eastern prospectus



Transport East update

Accessing the World



RIS2



ITS delivery - how?



BREXIT



Local Industrial Strategy - New Anglia LEP

21 May 2019

Norfolk



Innovation, future mobility grand challenge,



Transport East update

Agile to Change

use of data - Transport Systems Catapult



ITS delivery



Behaviour change - Liftshare



Growth Deal



Future funding opportunities including the

Spending Review



On-demand access to services

28 August 2019

Suffolk



Major Road Network, public transport, thriving



Transport East update

Regional Connectivity and Our

Priority Places



ITS delivery

Priority Places



Walking, cycling and user priority



Growth Deal

19 November 2019

Norfolk

tbd



Transport East update

Connecting the East,



ITS delivery

Accessing the World



Growth Deal

26 February 2020

Suffolk

tbd