New Anglia Transport Board

Assessing impact and Recovery Plan

Agenda

9.30-11.00am, Tuesday 2^nd June 2020 - Virtual Teams meeting

9.30

Welcome and introductions

Chair

9.30

Minutes and matters arising

Chair

9.35

Impact of Coronavirus

All

• Updates and feedback

• Challenges and Opportunities

10.15

Transport East update

Andrew

• Introduction

Summers

•

100-day plan

•

Feedback and comments

10.40

New Anglia LEP Recovery Plan

Laura

• Purpose of plan

Waters

• Actions

10.50

New Anglia LEP Sub Board Reporting

Chair

10.55

Any other business

All

• Forward Plan and items for next meeting

• Date of next meeting - 9.30, August 25^th, virtual meeting or

Endeavor House

Officer Contact

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

Laura Waters

07384 258662

[email protected]

New Anglia Transport Board

Agile to Change

Meeting Note

1.00pm - 3.00pm, Tuesday 25^th February 2020 - Ipswich Town Hall, Ipswich

In attendance:

Paul Ager

ABP

Simon Amor

Highways England

Matt Capp - for item 3

Karen Chapman

Suffolk Growth Programme Board

Andrew Chillingsworth

GT Railway

David Cumming

Norfolk County Council

Paul Davey

Hutchison Ports

Jonathan Denby

Greater Anglia

Doug Field - chair

New Anglia LEP

Ellen Goodwin

New Anglia LEP

Riz Hanid - for item 6

Network Rail

Graeme Mateer

Suffolk County Council

Desi Reed - observer

East Suffolk Council

Richard Pace

Norwich Airport

Richard Perkins

Suffolk Chamber of Commerce

Jonathan Rudd

New Anglia LEP

Cllr Phil Smart

Suffolk District Councils

Chris Soule

CLA

Andy Walker

Suffolk Chamber of Commerce

Laura Waters

Norfolk County Council

Cllr Martin Wilby

Norfolk County Council

Apologies

James Bradley

Network Rail

Philip Broadbent-Yale

Sustrans

Jamie Burles

Greater Anglia

Ali Clabburn

Liftshare

Cllr Stuart Clancy

Norfolk County Council

John Dugmore

Suffolk Chamber of Commerce

Nova Fairbank

Norfolk Chambers of Commerce

Andrew Harston

ABP

Paul Horne

Suffolk County Council

Patrick Ladbury

GT Railway

Paul Martin

First Buses

Andrew Mower

FSB

Cllr Graham Plant

Norfolk District Councils

Cllr Andrew Reid

Suffolk County Council

Sue Roper

Suffolk County Council

Steve Wickers

First Buses

Minutes and matters arising

Richard Pace and Cllr Phil Smart apologies to be noted for the last meeting.

ACTION - last note to be amended and re-issued

All other matters arising covered by the agenda or circulated to the Board.

Innovation in Transport

Matt Capp attended and updated the Board on innovation with respect to transport at Adastral Park, who

have implemented various elements of technology to detect & share details of traffic and transport

problems to ensure minimal disruption to daily ingress and egress. They have also encouraged more take

up of sustainable travel. These are measures that might benefit commuters elsewhere.

Transport and clean growth

Ellen Goodwin introduced the paper and outlined the previously circulated information regarding the Norfolk

and Suffolk Investment Plan.

The Investment Plan is a new proactive way of working designed to help influence and negotiate as well as

lever in private sector investment. The LEP has a current call for EOIs out which will close on 20 March,

but it is very much an iterative process. The Board were asked what they would like to achieve and what

interventions may help to deliver these ambitions. Projects submitted via the EOI process must meet LEP

strategic objectives and demonstrate value for money to be considered for inclusion.

Comments received prior to the meeting:

 Opportunities for walking and cycling need to be included. With the increasing number of electric

bikes, the reasonable commute by bike has increased from 5-7 miles to 10-12 miles.

 The importance of sharing was highlighted as a key avenue to pursue alongside other actions in the

shorter term.

 Active Design can support behavioural change.

ACTION - Sports England offer to present at June meeting with respect to Active Design

Comments at the meeting:

 Public transport and EV network key to pursue

 Importance of freight and associated barriers i.e. Ely must be considered. Electrification of rail.

 Regularity of passenger transport options will help drive behaviour change

 Green credentials are positive but sometimes have tax disincentives - do we need to challenge?

 NCC environmental policies - carbon neutrality by 2030. UEA and others to look at carbon

emissions across the county in more granular detail to develop policy instruments and their impact.

 Transport East decarbonisation agenda to be considered

 Rail network set up for times gone by - how do we modernize affordably?

 Airport Masterplan access strategy, its associated carbon reduction ambitions and link to TCF

 Need to think about quick wins re. rail and influence Government/fund locally. Consider a common

message and promote accordingly

 DfT silos makes clean growth challenging as options often demand an integrated approach

ACTION - relevant actions to be considered as part of the clean growth action plan

ACTION - come back to specific interventions next time

Transport East update

The rescheduled Transport East Summit is 26 February 2020. The agenda will cover work and

achievements to date and opportunities with respect to the upcoming Transport Strategy around strategic

connections, working with other areas, inclusive growth and the decarbonisation agenda.

The new Transport East Director has been appointed and is due to start on 14 April.

Transport East is taking a new approach regarding it’s decarbonisation agenda as the inquiry approach

was proving challenging. A consultant will be appointed to do some detailed work moving forward which will

include an event of some description.

The Body has asked DfT for funding this year and next and has done this through a range of scenarios.

The Department has been clear that funding will not fund staff, although this may be different to the

approach taken for Transport for the North.

Ely update

Last presented in November 2018. The programme is now much broader due to complicated geography

and need for risk mitigation. Development work has concluded that improvements are unlikely to get us all

the additional train paths we want without additional work on other parts of the network. A scaleable

solution is attractive to DfT but we need to be mindful that solutions are needed outside the Programme in

order to reap the widest possible benefits in the longer term.

BCR currently at 1.5 (central case) or 2.3 (for an initial freight focused approach)

New Anglia LEP has co-funded the Strategic Outline Business Case due to be submitted to HMT and DfT

at the end of March. An announcement regarding next steps is expected by May 2020. £10-15m is

needed for the Outline Business Case development stage which would take around 18-24 months to

complete. Network Rail are working to understand what elements of the scheme could start to be delivered

between 2023 and 2025 depending on various funding decisions.

Need to work nationally to develop (political) momentum.

ACTION - influencing strategy between now and May to be considered

Making the Integrated Transport Strategy Happen

Roads Investment Strategy

RIS 1 - A47 schemes moving forward: consultation on North Tuddenham to Easton starting 26 February

2020. Other Development Consent Orders advancing this year. A14 opened early.

RIS 2 - delivery to start in April.

Orwell Bridge closures work advancing, looking at flap and variable messaging options regarding reduced

speed limits in high winds.

Transforming Cities Fund

Greater Norwich already delivering phase 1 including Beryl Bikes scheme over the next few months.

End of March decision on phase 2 funding expected.

Haughley

Haughley decision to design expected in June 2020. Need to appropriately align with Ely. £1m from

Suffolk public sector leaders but costs have increased. Important to coordinate road/rail improvements.

ACTION - take forward coordinated delivery approach with Ellie Burrows

Trowse

Partners have agreed to look at how we take forward improvements at Trowse.

GEML

The Taskforce met on 10 February which was the first meeting chaired by the new Chair Giles Watling MP.

Rollout of the new Stadler trains continues across the rural routes and two of the new intercity trains have

recently been introduced on the Norwich to London line. Rollout of further intercity trains will continue over

the coming months.

All Intercity trains should be introduced by next meeting in early June 2020 - need to improve infrastructure

to reap all benefits.

ACTION - Norfolk and Suffolk Unlimited case study to be delivered thereafter

The project board is considering the revised draft business case for the evidence refresh on 27 February.

Others

NCC - Local Transport Plan review consultation closes 28 February.

Freeports consultation

Open until 20 April

Terms of Reference

Regular attendance was suggested as an appropriate criterion for consideration.

ACTION - Chair to consider options

AOB including Forward Plan

See here for potential funding opportunities: https://business.esa.int/funding/invitation-to-tender/ports-future

New Anglia Transport Board

Tuesday 2^nd June 2020

Agenda Item 3

Impact of Covid-19 on transport

Author: Laura Waters

Summary

This paper provides a summary of the impacts Covid-19 has had on various modes of

transport, which will help in understanding the most critical areas and begin to develop a

plan for the short, medium and longer terms interventions required for a strong recovery.

Recommendation

The Transport Board is asked to:

• Feedback on the challenges and opportunities the situation presents

• Identify measures/actions needed in both the shorter and longer terms to address the

most critical areas

Background

At the start of 2020, Norfolk and Suffolk businesses, education providers, local authorities,

the voluntary and community sector and the LEP had a clear vision, ambitions and plan to

drive economic growth across Norfolk and Suffolk, which is set out in Norfolk and Suffolk

Economic Strategy and Local Industrial Strategy.

This remains our ambition despite the impact of Covid-19. It will be a greater challenge and

we will need to identify opportunities through transport infrastructure, which could make

significant advances in some areas of the economy. We will need to adjust to new way of

working to support our economy to be agile and responsive to these challenges and

opportunities.

Impacts on the transport network since the lockdown measures include a significant

reduction in traffic flows on our strategic road network with a decrease to 19% compared to

same period in 2019, all fixed wing passenger flights except for one service stopped at

Norwich Airport and First Buses are carrying around 10-15% of normal passenger numbers.

Moving forward we will need to consider how best to recover from these impacts, identifying

which measures and actions are required to address the most critical areas and ensuring

transport infrastructure grows stronger. We will also need to consider the implications of the

guidance Government published on the 12 May 2020 setting out how operators can provide

safer workplaces and services for themselves, their workers and passengers across all

modes of private and public transport.

Summary of feedback received:

The feedback on the impact of Covid-19 on transport infrastructure appears to be focussed

on four key themes:

1. Understanding the level of service required and the ability to increase passenger

numbers to sustain business, whilst maintaining social distancing measures

2. Clear direction from government on their commitment to existing projects and what

funding will look like in the future?

3. How to capture benefits such as the improvements in air quality and increased

walking and cycling the restrictions have created?

4. Building public confidence around using public transport

Detailed comments included:

•

Delivery of schemes has been temporarily paused - investigating impact of this

pause where the funding comes from DfT because the money awarded may not have

been spent in the original timeframe for the grant.

•

Business case work on major projects is able to progress.

•

Being extremely careful of tasks such as surveying, which require accessing land to

ensure social distancing is maintained.

•

Fees for design work etc could be higher due to staff availability.

•

Potential issue in respect of major projects and the timing of future

announcements/decisions - it would be useful to have some assurances / indications

from government about their intentions. That is, will they continue to be able to

honour existing programme commitments or is Covid-19 likely to lead to reductions in

infrastructure funding programmes?

•

People are driving less, but how do we ensure car use does not increase rapidly

once lockdown is eased (which has been seen in Wuhan).

•

Walking and cycling levels have increased significantly - how do we harness these

increases?

•

The three Ports in East Anglia have all been fully operational with volumes in the

main buoyant, but clearly with some peaks and troughs.

•

All fixed wing passenger flights except for a daily Aberdeen service (Mon to Fri)

stopped by 27th March.

•

Offshore gas helicopter traffic is continuing at about 50% of predicted pre Covid 19

levels due to the required social distancing measures required.

•

Changes to bus timetables to reflect the reduction in travellers and First Bus are

carrying around 10-15% the normal number of passengers.

•

Results from the Liftshare commuter survey found almost half (48%) of its members

will be changing the way they travel to work after the lockdown lifts. Opportunities to

help organisations safely return people to work using technology to assess commuter

routes and advise employees on the best routes to work in relation to social

distancing.

•

The Liftshare commuter survey found their members have significantly increased

working from home (552%), increased cycling (71%) and increased walking (8%).

Identifying measures and actions to address critical areas

There will be different phases of recovery as the lock down is lifted gradually and impact

different parts of the economy at different times meaning we will need to consider short and

long term interventions some of which may need to be specific to a particular mode of

transport but also explore opportunities for interventions that work across multiple transport

areas.

It is important that our approach considers the transition between response, restart and

rebuild and be agile to the possibility that we may need to transition back into response if

there are further lock downs.

As part of this discussion we can:

• Use the Economic Strategy and Local Industrial Strategy to identify relevant activities

that can assist in recovery planning

• Assess local and central government funding opportunities and gaps

• Consider new interventions that will support opportunities around for example skills

and training

• Use the safer transport - guidance for operators published by government, and

consider the implications of suggestions such as: Re-deploying vulnerable

employees, use of screens and barriers, eliminating face to face seating, staggering

departure times and undertaking joint planning with other transport organisations.

Recommendation

The Transport Board is asked to:

• Feedback on the challenges and opportunities the situation presents

• Identify measures/actions needed in both the shorter and longer terms to address the

most critical areas

New Anglia Transport Board

Tuesday 2^nd June 2020

Agenda Item 4

Transport East 100-Day Plan

Author: Andrew Summers, Strategic Director, Transport East

Summary

The Transport East partnership is our Sub-national Transport Body (STB), created in 2018

by leaders across Norfolk, Suffolk, Essex, Southend and Thurrock to provide a single voice

on our region’s transport strategy and strategic transport investment priorities.

To accelerate its work programme, Transport East appointed a Strategic Director in April

2020. This 100-day plan proposes the short-term actions now required to ensure Transport

East is fully capable of influencing and securing national transport investment to support our

economic, social and environmental goals and ambitions.

The New Anglia LEP is a key member of Transport East, and actively participates on the

Transport East Senior Officer Group and the Transport East Forum. This 100-day plan has

been scoped out via a workshop with LEP officers and other core Transport East partners,

and the New Anglia Transport Board is invited to provide further input and steer today.

Purpose of this paper

The Transport Board is asked to:

• Review the four proposed work packages set out in the 100-day plan (see appendix)

and propose any further activities

• Discuss opportunities for collaboration and further joint working between the LEP

Transport Board and Transport East

Background

The Transport East partnership is one of seven STBs established across England following

the government’s 2016 legislation to deliver greater devolution to sub-national areas. The

purpose of STBs is to act as a single voice for their regions on transport matters, with

specific roles to:

• Develop and communicate a single transport strategy and strategic investment

programme, with its priorities ultimately embedded in the delivery plans of

government, Network Rail, Highways Agency, private sector and other transport

providers.

• Provide a strong, loud and collective regional voice in the national planning,

prioritisation and delivery of strategic transport improvements, helping to ensure

investment decisions are locally supported, evidence-led, joined-up and take a

strategic long-term approach

• Enhance the work of existing local transport bodies and Local Enterprise

Partnerships by ensuring that funding and strategy decisions about the sub-national

transport system are informed by local knowledge, outcomes and requirements

• Provide leadership and strategic oversight on strategic transport priorities which

cross local authority or regional boundaries.

The members of the Transport East partnership include Norfolk, Suffolk, Essex, Southend

and Thurrock transport authorities, LEPs (both New Anglia and SELEP), district councils,

Highways England, Network Rail, the UK Innovation Corridor, Chambers of Commerce and

other partners. Transport East works closely with its wider partners across the region

(including ports, airports and other infrastructure and transport operators), as well as the

Department for Transport and the wider English STB network, particularly the neighbouring

STBs (Transport for the South East, England’s Economic Heartland and Midlands Connect).

To date the work of Transport East has been undertaken by its members, however Transport

East appointed a Strategic Director in April 2020 as its first dedicated resource.

Next Steps for Transport East: A 100-day plan

The Strategic Director and Senior Officers Group (including LEP officers) have reviewed the

member, wider partner and government requirements of Transport East, and subsequently

developed a 100-day plan to progress Transport East to its next stage of maturity. The plan

establishes four work packages to progress our four priority outcomes:

A) Transport East as a functional and representative STB - A successful,

effective and well-run STB, fully championing the aspirations of the Transport

East partners, working in close partnership with DfT and the rest of the UK.

B) Transport East evidence base and strategy - An ambitious, focused and

coherent Transport Strategy, based on evidence, fully reflecting the unique ambitions

of local partners and aligned to national goals (including COVID19 recovery).

C) Investment and delivery planning - A pipeline and delivery plan for investment

priorities, aligned to the Transport Strategy, supporting local authorities and

infrastructure providers to develop, fund, accelerate and deliver priority projects.

D) Partnerships, communications and advocacy- Transport East speaks as a

single voice for its constituent partners, with our priorities communicated loudly,

credibly and effectively via a close working relationship with the government and

other STBs.

The full 100-day plan is set out in the appendix.

Recommendation

The Transport Board is asked to:

• Review the four proposed work packages set out in the 100-day plan (see appendix)

and propose any further activities

• Discuss opportunities for collaboration between the LEP Transport Board and

Transport East

Purpose of this note:

• To summarise the progress made by the Transport East partnership to date, and set the context for the next

phase of work

• To scope the aims and objectives for the Strategic Director's 'first 100 days' from mid-April 2020

• To capture the range of activities already underway by Transport East's lead officers, and propose how

the TE Strategic Director can work with officers to progress these to the next stage as distinct work packages

Contents:

Background and Context (p.3-4)

100-day plan - Aims and objectives (p.5)

Progress to date and four work packages (p.6-10)

This plan has been produced following early

Ways of working (p.11)

discussion between the Strategic Director and other

Next Steps (p.12)

TE officers and subject to further refinement with

partners over the 100-day period to 22 July 2020.

Background and Context (Transport East and SNTBs):

• The Transport East partnership was initiated in 2018, and a comprehensive work

programme subsequently driven forward by Senior Officer’s Group, guided by the Forum

and local authority leaders, with significant achievements already completed.

• Transport East is subsequently very well placed to evolve to the next phase of

its development.

• A Strategic Director was appointed in April 2020, providing a first dedicated staff

resource to support the partnership to develop Transport East into the future.

• The next year is crucial for Transport East and other emerging STBs across

England. They have an opportunity to become a vital part of England's transport

governance, providing a single powerful voice for their constituent partners,

establishing transport strategies across functional partnership geographies that address

both local and national objectives, and providing a clear route to DfT for identifying and

delivering strategic transport priorities.

• Transport East is at an earlier stage of development compared to other STBs, and our focus is on the priority tasks required by

the partnership and DfT to be accelerated most rapidly.

• In the context of the above, this 100-day plan scopes out potential priorities and a work programme for the new Strategic

Director and the Senior Officer Group to undertake with regional leaders and other partners.

Background and Context (live issues):

• Transport East's next steps will take place in the context of significant events and changes at local and national level:

❑ At a local level:

▪ The region has been in COVID-19 lock-down, which has significantly impacted short-term travel behaviours.

Immediate transport priorities have included supporting key workers to move safely, maintaining the supply chain,

and supporting the vulnerable in society.

▪ The lock-down has serious operational and financial consequences for many local transport providers, including

aviation, taxi/private hire and passenger transport sectors, and Transport East's future strategy will need to consider

how these sectors recover, alongside longer-term objectives.

▪ Post lock-down, new transport patterns may emerge in the region - some as a permanent shift. Many restrictions

may be in place until next year, impacting on local travel choices, with potentially more home-working and

challenges for passenger transport operators.

❑ A national level:

▪ The national political, economic and social landscape may look significantly different post-COVID-19. Transport East

will need to be ready to adapt to new government funding priorities and a significantly different economic

situation, with efforts focused on recovery.

▪ The national focus on post-Brexit arrangements will influence our strategy (e.g. new tariffs). The role of the East as

an international gateway region will grow in importance, and we'll need to be equipped to capitalise on this.

▪ Away from COVID-19 and Brexit, there is increasing DfT emphasis on de-carbonising the transport network. This,

and other emerging national priorities (including the future of the national ‘levelling-up’ policy approach), will

significantly shape the direction of Transport East's future strategy.

100-day Plan: Aims and objectives

The aim for the first 100 days is to: ‘work in collaboration with the wider Transport East partnership

team to drive forward Transport East's next phase of development, strategy and partnership-building’.

The Strategic Director has three core objectives for the first 100 days:

Agree the next steps and

Support and strengthen

Establish and strengthen

resourcing for the

the Transport East 'ways of

relationships with partners

work programme and make

working', building on the

across the Transport

significant progress in each

excellent working partnerships

East region, and beyond,

of the four work packages,

and collaboration already

including neighbouring regions,

focusing on priorities

established, and promote

other STBs and government

shared learning

partners

(See slides 6 - 10)

(See slide 11)

Transport East Work Programme - progress to date, next steps and long-term outcomes:

Work package

Progress to date

Next 18 months (core outputs in bold)

Outcomes (long term goals)

✓ Representative political Forum established

A successful, effective and well-

✓ Officer Steering Group established

❑ Develop TE governance to ensure alignment with emerging

run Sub-ational Transport Body,

1. Transport East as

✓ Terms of Reference endorsed

requirements of the national STB / DfT agreement

fully championing the

a functional and

✓ Accountable body and secretariat in place

❑ Ensure capability, resources, governance and political

aspirations of the Transport

representative STB

✓ TE partner funding commitments agreed

accountability are in place to deliver the work programme

East partners, working in

(slide 7)

✓

1 x dedicated staff recruited (Strategic Director)

close partnership with DfT and

❑ Scope and develop a Transport East Business Plan

✓

20/21 funding bid submitted to DfT

the rest of the UK

✓ Three core strategic priorities agreed

An ambitious, focused and

❑ Complete carbon inquiry and KPMG evidence base

✓ Regional evidence base (highways) published

coherent Transport Strategy,

2. Transport East

❑ Complete wider evidence base across all modes and strategic

✓ Carbon evidence base initiated

based on robust evidence, fully

evidence base and

outcomes, and compile into a consistent format

✓ Extensive local expertise, strategies and evidence

reflecting the unique ambitions

strategy (slide 8)

❑ Understand and capture all partner aspirations and goals

in place at district, county and corridor level,

of local partners and aligned to

✓ Economic evidence in place via LEPs & local bodies

❑ Plan, initiate and complete the Transport Strategy

national goals

A pipeline and delivery plan for investment

3. Investment and

❑ Understand existing investment programme and local /

✓ Project pipelines managed by local authorities

priorities, aligned to the Transport Strategy,

delivery planning

regional / national priorities

✓ MRN bids submitted to government (ongoing)

supporting local authorities and infrastructure

(slide 9)

✓ Engagement with consultations (e.g. LTC)

❑ Compile interim Investment and Delivery Plan

providers to develop, fund, accelerate

❑ Develop longer term Investment and Delivery Plan

and deliver priority projects

4. Partnerships,

Transport East speaks as a single voice for its

✓ Annual Transport Summit established

❑ Complete partnership mapping to understand existing

consituent partners, with our priorities

communications

✓ Website constructed

relationships, gaps and opportunities

communicated loudly, credibly and

and advocacy

✓ Core narrative and elevator pitch agreed

effectively via a close working relationship

❑ Develop Transport East Communications Plan

(slide 10)

with the government and other STBs

Work Package 1 - Transport East as a functional and representative STB:

Outcome:

To ensure Transport East is a successful, effective, accountable and well-run Sub-National Transport Body, fully championing the aspirations of the Transport East partners,

working in close partnership with DfT and the rest of the UK

Background:

•

Transport East already has a well-developed governance, with a Terms of Reference and key governance mechanisms in place, including a Board (the Forum), Officer

Steering Group, committed budget, secretariat, an accountable body, and first employed officer.

•

At a national level, Transport East is working with the government to review its existing arrangements and resources, and put in place additional measures to support TE

in reaching the next phase of its development.

•

To progress to the next stage of organisational maturity, Transport East could bring existing and required elements together into a single business plan, endorsed by the

Forum, which: (1) Sets a clear plan for the operation and development of Transport East as a functional body (2) Provides public transparency of TE's functions and

activities, and (3) Provides assurance and accountability to TE's funding partners and DfT.

Priorities and next steps

'100-day' tasks

Establish the remit of Transport East to maximise 'added

a) Review partners' priorities for Transport East through partnership discussions by end of first 100 days (and

value' and minimise 'duplication'

communicate specific role of TE to partners)

b) Review of existing Transport East governance (and arrangements of other STBs) and undertake a gap

analysis against future requirements (including compliance with emerging DfT / national SNTB agreement)

Review of existing and emerging governance requirements,

c) Set out aims, objectives and scope for TE's long term operations - and develop options for discussion with

to ensure fit for purpose for the future

local partners and the Forum/Board. Identify role of paying members, observers and other partners.

d) Set a timetable and work programme by end of July 2020 for developing a draft Business Plan

Resourcing and funding the work programme (work

e) Review resources available to deliver the work programme and create a resource plan by end of June 2020

packages 2, 3, and 4)

f) Initiate short-term activities to secure new resource where needed to progress work packages

Work Package 2 - Transport Strategy:

Outcome:

An ambitious, focused and coherent Transport Strategy, based on robust evidence, fully reflecting the unique ambitions of local partners and aligned to national goals

Background:

•

Transport East has already established three core strategic priorities: (I) Global Gateways; (ii) Multi-centred growth; and (iii) Energised coastal areas

•

Within the region, local partners have already established a range of local strategies, priorities and proposals to support economic, social and environmental goals

•

The government also has clear goals for the future - related to housing, economic growth (including 'levelling up’), the environment and increasingly de-carbonising the

transport system. The full implications of the COVID-19 lockdown and recovery will also strongly influence future local and national policy.

•

The region is also making good progress towards a comprehensive evidence base to understand how its transport system can be developed to address these challenges.

•

We now need to bring these aspirations and evidence together into a single coherent Transport Strategy, that is fully owned and endorsed by Transport East's partners

Priorities and next steps

'100-day' tasks

Complete the regional evidence base

a) Complete Carbon Inquiry report with KMPG by July 2020

b) Review existing evidence base, identify gaps, and agree a plan to fill gaps by end June 2020

Fully understand partners' aspirations and goals

c) Review Transport East partners’ strategic goals and existing strategies, and feedback already received (e͘g͘

through Transport Summit workshops) by June 2020

d) Identify gaps in understanding partners' goals and plan to address them (e.g. young people, etc)

Project manage the initiation and completion of the

e) Create a project plan, virtual team, timescales and methodology for the Transport Strategy. Hold a partner

Transport East Transport Strategy

workshop to fully scope out next steps in June 2020.

f) Initiate project plan, making rapid start on the strategy and be well progressed by end of 100 days

Work Package 3 - Investment and Delivery Plan:

Outcome:

A pipeline and delivery plan for investment priorities, aligned to the Transport Strategy, supporting local authorities and infrastructure providers to develop, accelerate

and deliver priority projects

Background:

•

The DfT require STBs to speak with a single voice on their partners' investment priorities, and will increasingly approach STBs for advice on local funding priorities, that

are aligned with the Transport Strategy

•

Transport East partners have also expressed their desire for support in progressing schemes from 'ideas' phase, through to feasibility and business case stages

•

Transport East therefore has a clear role in supporting its partners to develop and promote a pipeline of investment priorities, helping to secure funding through a range

of sources (not only DfT, but Network Rail, Highways England and other). An Investment & Delivery plan is required, alongside the Transport Strategy

Priorities and next steps

'100-day' tasks

a) Review existing partner documentation and speak with all scheme promoters, to create an ‘interim’

Understand and capture all of Transport East's existing

investment and delivery plan (for use over next 3-6 months). To include a full list of schemes or priorities in

investment priorities in an 'interim’ Investment & Delivery

construction, in-flight, in feasibility, or at ‘ideas’ stage͘ Complete by July 2020, and use to respond to short

Plan (I&DP)

term funding opportunities.

b) Alongside the Transport Strategy, scope the requirements of a long-term Transport East Investment &

Develop a long-term I&DP alongside the Transport Strategy,

Delivery Plan, comprising existing and new transport investment priorities, to support partners in delivering

comprising existing priorities alongside new interventions

their local priorities and wider strategic priorities in partnership with other national partners. To include the

required to achieve the strategy

role of private sector and enterprise finance, alongside public sector. Scope the requirements for this, in

partnership with the senior officer group, by end July 2020

Establish a mechanism for supporting partners to accelerate

priority projects to a stage at which they can attract funding

c) Hold an officer’s workshop on 5th June 2020 to scope the specific ‘added value’ role that Transport East

(minimising duplication with scheme promoters / local

should perform in supporting local authorities to develop investment priorities into deliverable schemes.

authorities, but maximising ‘added value’)

Work Package 4 - Partnerships, communications and advocacy:

Outcome:

Transport East speaks as a single voice for its consituent partners, with our priorities communicated loudly, credibly and effectively via a close working relationship with the

government and other STBs

Background:

•

The government requires STBs to speak as a single voice for the region. To enable this, Transport East needs excellent communication mechanisms, to ensure the

partners' strategic goals and investment priorities are accurately understood and agreed by the Transport Forum and regional advocates

•

Over the last few years, the national funding debate has focused heavily on a ‘levelling-up’ investment approach͘

•

At a scheme-specific level, the presence of a robust evidence base and business case is only part of the prerequisite for funding. Partnership working, alongside sustained,

loud and credible advocacy and case-making is needed to secure funding for priorities.

•

There will also be transport priorities that transcend multiple STBs, and Transport East must be equipped to play a key role in helping make the case for these

•

Transport East needs a Communications Plan

Priorities and next steps?

'100-day' tasks

a) Hold workshop with Transport East members in June 2020 to establish requirements and next steps for a TE

Review TE communications activities and identify next steps:

Communications Plan

• Stage 1 - agree communications plan goals with TE

b) Identify communications/advocacy resource gaps and identify next steps for filling these by June 2020

members

(Communications and advocacy is a particularly important, specialist and time-intensive activity ,and Transport

• Stage 2 - initiate communications plan

East needs adequate resource and expertise in this area to be successful).

c) Present proposals for Communications Plan at Transport Forum in July 2020

Undertake partner mapping exercise to establish and

strengthen Transport East relationships and understand

d) Strategic Director to complete partnership introductions in first 100 days

partners' existing priorities and opportunities

Ways of working:

• Members of the Officer Group, alongside local authority leaders, have successfully progressed Transport

East to its current position, and this collaboration and team-working is crucial to its ongoing success.

• A TESOG 'ways of working' workshop was held on 4^th May to build on what already works well, and

scope out how the expanding partnership team should best work together going forwards.

• Based on the three core elements of 'working together' the workshop agreed:

✓ Individual roles and responsibilities

1. Collaboration

✓ Collaboration culture and mechanisms

✓ Meeting arrangements (Senior Officers, Forum, other partners)

2. Communication

✓ Cascading information from external meetings and sources across the whole partnership (e.g. from

partners, politicians, government, national etc)

✓ Partnership ‘knowledge sharing’ on local, national, international and thematic topics (e͘g͘ reports,

research, best practice etc)

3. Shared Learning

✓ Personal and professional development opportunities (ensuring involvement in Transport East supports

development of officers and other staff within partnership organisations)

Next steps:

To summarise, key milestones and target dates are:

Milestone

Date

Produced by end of April

Discuss, refine and agree the 100-day plan with the Transport East Senior Officers

2020 and refined to July

Group, leaders of Transport East and other partners

2020

Three partner workshops

For objective 1: Agree the four finalised work packages, and initiate

(strategy, delivery and

a detailed programme plan for each of them (including 100-day tasks

comms) completed by mid-

proposed in slides 7-10)

June 2020

For objective 2: Complete a partner mapping exercise and Strategic

Initial engagement

Director to engage in 1-to-1 and other meetings with partners and

meetings to be completed

leaders across the region

by first 100 days.

For objective 3: Hold a 'ways of working' workshop with senior

Workshop on 4^th May, then

officers to build on the excellent virtual governance arrangements

roll-out agreed actions over

and agree how we work together effectively into the next phase of

first 100 days

TE partnership development

New Anglia Transport Board

Tuesday 2^nd June 2020

Agenda Item 5

New Anglia LEP Recovery Plan

Author: Laura Waters

Summary

This paper provides a summary of the New Anglia LEP economic recovery plan, setting out

the aim and approach to developing the plan. The plan will have two phases:

Restart: A tactical plan covering the period starting from June and covering the subsequent

12 months while businesses restart and start trading in an environment dominated by social

distancing. This will of course include initiatives already launched in the Response phase.

Rebuild: A longer term 3-5 year plan to rebuild the economy which builds on the Economic

Strategy and Local Industrial Strategy and responds to long term changes brought about by

the pandemic.

The intention is to publish the short-term economic recovery plan in mid-June, this is a live

document with updates planned in July and August. The long-term plan will be developed

over the next year and published in the summer of 2021.

Recommendation

The Transport Board is asked to:

• Support the development of the recovery plan in two phases Restart and Rebuild as

outlined in the paper

Aim

Develop a plan that accelerates the economic recovery from the impacts of Covid-19 across

Norfolk and Suffolk which builds upon the Economic Strategy and Local Industrial Strategy.

Approach

There is a need to be swift and agile to provide the clarity and support needed to get our

economy back on its feet as quickly as possible. The proposed approach has two phases:

Restart: A tactical plan covering the period starting from June and covering the subsequent

12 months while businesses restart and start trading in an environment dominated by social

distancing. This will of course include initiatives already launched in the Response phase.

Rebuild: A longer term 3-5 year plan to rebuild the economy which builds on the Economic

Strategy and Local Industrial Strategy and responds to long term changes brought about by

the pandemic.

There will be different phases of recovery as the lock down is likely to be lifted gradually and

impact different parts of the economy at different times meaning some response and

recovery activity may run simultaneously.

It is important that our approach considers the transition between response and recovery

and be agile to the possibility that we may need to transition back into response if there are

further lock downs.

Evidence Base

The statistical impact on the economy will not be available for some time. Baseline date will

start to be available from Spring 2021. Business intelligence and scenario planning will be

the most effective way in the short term to help inform a recovery plan.

The evidence base that informs the short-term recovery plan is made up of a number of

products some of which have already been developed:

• Trend analysis of business intelligence. This sets out an analysis of trends

identified in the weekly business intelligence reports and is aligned with government

announcements on support schemes.

• Sector heat map which considers the risks and opportunities for each sector

covering - demand, supply chain, workforce and operations.

• Business support gaps analysis - sets out the identified gaps in government

support schemes.

• Escalation log - A record of issues and challenges effecting the economy which

have been escalated to government.

• Scenario planning - a series of scenarios which will build projections as to when the

Norfolk and Suffolk economy could expect to return to pre-outbreak levels of growth.

• Sector snapshots - an illustration of the challenges and opportunities initially

focused on critical sectors which will include some projected data based on a range

of scenarios.

• Place snapshots - an illustration of the challenges and opportunities within a

geographical area.

• Analysis of impact on projects and initiatives - assessment on local projects

identifying potential delays.

It will be important to develop a more robust evidence base and the mechanisms to inform

intervention developments, monitor progress and ensure interventions are creating the most

appropriate environment to support a fast recovery. Over the next 12 months we will need to:

• Review and carryout an assessment of economic indications and develop new

mechanisms to help track the economy.

• Expedite the work on supply chain analysis.

• Update of evidence bases in Q1 2021.

• Set up sector Focus groups of up to 12 businesses who will invited to take part in a

series of sessions over a period of time, to measure and track changes in

circumstances and inform the long-term recovery plan.

Much of the development work can be done by LEP and local authority colleagues, but we

will also utilize Metro Dynamics to provide a small amount of specialist support, particularly

to look ahead to how emerging trends such as home working and changes to commuting

patterns will impact on the restart and rebuild of the economy.

It is also our intention to work in partnership with our local universities on developing the

evidence base and scenario planning.

Interventions

It is important that both the short term and long-term recovery plans provide clear direction

on the interventions available to support the economy to get back on its feet as quickly as

possible, as well as making advances where possible.

Some of these interventions will be LEP wide, with others county wide or district wide.

The proposed approach to identify and develop the interventions for the interim plan

includes:

• Review the impact of interventions delivered through the response phase to

consider extending or amending.

• Review the Economic Strategy and LIS interventions to identify relevant intervention

currently being implemented.

• Work with Local Authorities to consider local authority led interventions which use

their regulatory and statutory powers e.g. business rates relief discretionary grants

and changes to planning rules.

• Review the Expression of Interest received to date as part of the development of the

LEP’s Investment Plan.

• Complete a mapping and gap analysis of local and central funding.

• Consider new interventions including ones that will support people made redundant

and require skills support.

• Consider new interventions to support businesses move online and adapt their

operations in the light of social distancing measures.

Governance

It is proposed that an officer led Economy Recovery group (which will be based on a similar

structure to the Economic Strategy Delivery Coordinating Board) will form and take on the

role of Steering Group for the day to day development.

This would report into the LEP Board, the Local Authority Leaders groups and the Norfolk

and Suffolk Local Resilience Forum recovery groups.

The LEP Board, LA Leaders and Sector Chairs will be engaged during the development and

is proposed to be done through a series of briefings and existing meetings to ratify direction

and test the emerging plan.

New Anglia Transport Board

Tuesday 2^nd June 2020

Agenda Item 6

Sub-Board Reporting

Author: Laura Waters

Summary

This paper sets out the proposed update on activities which ensures that the LEP Board are

appraised of the priorities and progress of the Transport Board; and activity on the priorities

identified in our Norfolk and Suffolk Economic Strategy (NSES), Local Industrial Strategy

(LIS) and Recovery Plan.

Recommendation

The Transport Board is asked to:

• Review the table below updating on actions/activity and next steps

• Agree the update is used to report to the LEP Board

Background

The proposed approach to reporting ensures that the LEP Board are kept up to date with the

activities of the Transport Board. It was agreed at the February LEP Board that Sub-Boards

will report to the LEP Board twice per year.

Proposed Update

The table below sets out 5 key objectives and their link to the Norfolk and Suffolk Economic

Strategy and Local Industrial Strategy. Provides updates on recent actions/activity and

summarises the next steps. This table will be updated to reflect the discussion at this

meeting.

Sub-Board:

Transport Board

Representatives:

LEP Board: Doug Field

LEP Team: Laura Waters

Meeting Frequency:

Quarterly

Key Objectives and their link to the

Update on actions / activity

Next Steps

NSES and LIS

NSES: Our offer to the

•

June Board meeting will now focus on impact of

•

Board to identify the measures/actions needed to

world/competitive clusters close to

covid-19, discussing the opportunities and

address the most critical areas as part of recovery

global markets

challenges faced.

planning.

LIS: Infrastructure

•

Facilitated discussions on a maritime cluster for

•

Develop Maritime cluster proposal further by

Connecting the East, Accessing the

Norfolk and Suffolk.

bringing partners together - considering best format

World: quicker, more reliable and

•

Influencing GEML and Ely taskforce to focus on the

for meeting with date TBC.

resilient strategic connections,

strategic case and political influencing. The Ely

•

Board assisting in development of Ely influencing

encouraging improved perceptions,

SOBC submitted April 2020 and GEML project

strategy to Government.

economic participation and inward

board considered proposed delivery of SOCB

•

GEML project board agreed Network Rail will

investment

enhancements set out by Network Rail.

develop a summary of what is being asked for and

•

Transport East Senior Officer Group met with newly

what enhancements are being prioritised.

appointed Strategy Director who set out 100-day

•

Next Transport East forum scheduled for 22 July

plan for activity with workshops to develop

2020 focussing on development of the TE strategy.

strategy

•

Decarbonisation study due to be completed July

•

Decarbonisation study underway with Board

2020.

assisting in stakeholder engagement

NSES: Driving business growth and

•

TE to complete three workshops (strategy, delivery

•

TE holding ways of working workshop on 4^th May to

productivity

and comms) by June 2020.

build on what already works well and how to best

LIS: Infrastructure

•

The application for resubmission of Norwich

work together moving forward.

Regional Connectivity and Our Priority

Transforming Cities bid is being refined with an

•

Support further development of Transforming Cities

Places: keeping people and products

agreed date with the DfT for end-May.

business case.

moving through new investment,

placemaking, maintenance and an

• Discussing the details of integrating ticketing and

• Update to be shared at August Board, to inform next

integrated public transport network

fusion platform with Norfolk CC and collating

steps.

with active travel opportunities

feedback on software issues from operators.

NSES: Driving business growth and

• Working with the Connected Places with

• Energy mapping tools will be considered as part of

productivity

Connections Café event held in Feb 2020 with

development of EV strategy. Working with Greater

LIS: Infrastructure

presentations given on how energy mapping can

South East Energy Hub to identify case studies where

Agile to Change: embracing new

inform transport strategy work.

EV strategy has been developed to establish process

technologies and digital connectivity

• Initial conversations with the Connected Places

for developing a strategy.

to enable remote access and facilitate

Catapult, TechEast and the Port of Felixstowe to

• Working with Connected Places Catapult, TechEast

Mobility as a Service

explore opportunity for the port to become the

and the Port of Felixstowe to develop the scope for

UK’s first Blue Tech cluster.

Blue Tech Hot House event - date and format TBC.

LIS: Clean Growth

• Feb Transport Board considered the important of

• June Board to consider the opportunities and

supporting behaviour changes as part of the clean

challenges relating to recovery including outcomes

growth action plan. June Board will consider

relating to clean growth.

impact of covid-19 including the opportunities

around clean growth.