Integrated Transport Strategy for Norfolk and Suffolk WORKING DRAFT

Transcription

1 Integrated Transport Strategy for Norfolk and Suffolk WORKING DRAFT Foreword Our transport networks are fundamental to the success and ongoing growth of the East s 35.5bn economy, whether through road, rail, air, water or, increasingly, digital means. Transportation, in all its forms, gets raw materials and crops to our manufacturers, connects our businesses to their customers, goods to markets and people to opportunities and their daily needs. Fast, reliable and resilient transport networks are essential in ensuring the East s global competitiveness, helping drive growth, facilitate investment and encourage innovation - factors essential in realising the economic potential of Norfolk and Suffolk. We are fully committed to transport improvements in the East having spent just over 68m in the last 5 years with a further 33m already secured for the next few years. Under the new Greater Anglia rail franchise, we will be the only region to have brand new trains on every service, and journey times to London will be considerably improved. We are investing in new strategic links, such as to Norwich Airport and new river crossings, to improve connectivity and we are improving our public transport, walking and cycling networks across the counties. But, we need to do more to be fit for the future and achieve our ambitions. Over the coming years our economy will inevitably change, the result of disruptive global trends such as a growing and ageing population, climate and environmental change, automation and digitisation, and political uncertainty. These trends, will provide both challenges and opportunities, positive and negative repercussions, influencing and changing many of our future day to day activities from both a commercial and personal perspective. Given the track record of creativity and innovation in the East we anticipate our communities and businesses rising to these challenges but in order for them to do so we need a transport system that serves our specific economic needs and meets the future aspirations of our businesses and communities. The Local Transport Board partners, working with New Anglia LEP and Norfolk and Suffolk County Councils, have developed this long-term, Integrated Transport Strategy which considers likely economic change, as detailed further in our Economic Strategy, and the associated accessibility needs of our business sectors. It sets out our vision, ambition and collective goals for the transport infrastructure, service and policy improvements that the region needs to thrive, and Delivery Plan. It will help our partners shape the future of transport for the East, helping to plan for better outcomes for all those who live, work and visit here. Importantly, this Strategy galvanises our approach and reaffirms our collective commitment. In planning for the future, it is important to note that we re on the cusp of significant technological change, particularly in transportation with emerging agendas such as digital connectivity, autonomous and connected vehicles, electric propulsion as well as new forms of public and shared transport. These innovations all have the potential to affect our transport networks and services as well as the way in which customers use and pay for them, but also provide an opportunity to be the catalyst for a step change in the provision of our services. The East s future transport network needs to be agile in its response to these changes; fundamentally it must be fast, reliable and resilient at times of disruption, it must serve the region for generations to come with the necessary capacity, and importantly it must help us to realise our economic ambitions. Given the pace of change, we will be both agile and open to innovation ensuring that we in the East embrace change for the benefit of all. This Strategy will help us build upon our enviable and proven track record of delivery. We will work collaboratively with new and existing partners to anticipate and plan for the future, to help realise the region s potential making it a seamless place to trade, live, work and play. Commented [EG1]: We will work to focus this section to highlight why integrated transport is important; including reference to London Stansted, the EoE Transport Forum, EW rail connections etc.; future challenges; and stress the importance of delivery Commented [EG2]: These figures will include LA spend as well as HE and Network Rail 1

2 Better transport connectivity offers businesses improved access to supply chains and reduces barriers to trade and competition. It provides access to a wider customer base and a broader pool of skilled talent. These in turn help to create economy of scale efficiencies that can lead to improvements in productivity and output. Improved connectivity also unlocks resources for balanced and inclusive growth and acts as a catalyst for enhanced specialisation. This promotes enterprise, attracts inward investment and ultimately increases value and choice for consumers. Individuals are also able to access labour markets that are better matched to their skills. They can also access a broader range of services and products and have access to a wider range of education and training opportunities, at the times and in the places, they want. The link between our economic ambitions and the access needs of both our businesses and communities is central to the development of our strategic thinking. For the East to truly thrive we need to work with partners including government to develop an integrated network that meets our needs and aspirations both now, and in the decades to come, and to make these aspirations a reality for the benefit of the region. We must anticipate and plan for future technological changes, including digital advancements, in a pro-active, policy-led way, providing suitable mobility solutions for everyone who wants to use them, both now and in the future. Together, transport, digital connectivity and utility provision provide the fundamental building blocks of our future smart networks and assets and these building blocks combined will help to make is easier to both access and increase our offer to the world, drive business growth and productivity and reduce the need to travel in the years to come. Our Strategic Themes 1 The Norfolk and Suffolk Economic Strategy considered what future success would look like for the East. We have mapped our key transport policies to these themes below: Our Offer to the World Competitive Clusters close to Global Markets Connecting the East, Accessing the World Quicker, more reliable/resilient strategic connections to boost our contribution to UK plc., encouraging improved perceptions and inward investment for our key sectors and competitive clusters. Driving Business Growth and Productivity Agile to Change Embracing new technologies through digital connectivity and smart data to make network maintenance more efficient and enable remote access to services and opportunities to facilitate Mobility as a Service (MaaS). Regional Connectivity and Our Priority Places Keeping people/products moving in/around our growing Priority Places through new investment, including placemaking, maintenance, an integrated public transport network with opportunities for walking and cycling. Driving Inclusion and Skills Collaborating to Grow Local and Coastal Innovative on-demand transport solutions and improvements to facilitate local sustainable growth and walking and cycling, recognising local distinctiveness, and offering access to services and opportunities through digital means. Collaborating to Deliver 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

3 Norfolk and Suffolk Today 2 The East is a geographically and economically diverse region, with an established and growing population of over 1.6m people, spread over an area in excess of 3,500 square miles of the most attractive landscapes in the UK. The area has an increasingly ageing population, with one of the highest shares (4 th out of 38 LEP areas) of those of retirement age (65+) in the country the East is facing particular future challenges with regards to meeting the access and economic needs of an ageing population. Ipswich and Norwich are the primary economic centres of the region supplemented by a large number of market and other towns. Our coastline, and towns such as Great Yarmouth and Lowestoft, are large and important centres of activity in their own right, particularly in supporting globally competitive energy and tourism sectors. Centres such as Bury St Edmunds, Haverhill, King s Lynn and Thetford, are a focus for our rural economies each with their own charms and uniqueness. Underlying the importance of our visitor offer over 73 million tourist trips were made to Norfolk and Suffolk in Exploiting its advantageous geographic position, Norfolk and Suffolk retain a strong commercial relationship with the rest of the world, whether it is through the 2.9bn of goods it exports every year, the 89.6m tonnes of goods that enter or leave its shorelines, or the 84,800 international residents living and working in the two counties. The Port of Felixstowe is the UK s major freight gateways to the world handling some 28m tonnes of imports and exports per year and east-west links including the development of East-West Rail will be crucial to the ongoing movement of freight into/out of our region from both here and our other ports including the Port of Ipswich. Norwich Airport provides direct access for over half a million passengers per year to Europe, via Amsterdam Airport Schiphol and regional airports across the UK as well as being a gateway to the many energy installations in the North Sea. London Stansted Airport, within an hour s reach of parts of the region, also provides access to many international destinations in Europe and the USA. From our Priority Places, ports, airports and the corridors that link them to our rural and coastal communities, transport needs vary greatly and as such there are a myriad of both short and longer distance journeys for every one of our businesses, residents and visitors. Our regional corridors have been identified as the Cambridge-Norwich Growth Corridor, with an abundance of high tech businesses, the A14 corridor between Felixstowe and Cambridge/Peterborough and the A47 corridor between Lowestoft, Great Yarmouth and King s Lynn. Also of importance is the Norfolk and Suffolk Energy Coast and the Suffolk Energy Gateway. We will focus on these areas to ensure the ongoing growth ambitions of our region. The region has important links with London, Cambridge and Peterborough with the Great Eastern Main Line (GEML), regional rail lines and the Strategic Road Network (SRN) providing connectivity to these places as well as to the Midlands and the North. Our economy will continue to rely on making sure that there is good connectivity to these places. However, our massive potential for growth is stifled by long journey times and limited capacity, both within the region as well as to destinations beyond. Norwich to Peterborough a distance of around 85 miles can take over two hours by car and an hour and half by train. The flight time from Norwich to Amsterdam is around 50 minutes, but currently it takes longer to take the train from Ipswich to London. Cambridge whilst only 54 miles from Ipswich takes 75 minutes by train but under an hour by car. Long journey times increase the perception that our region is a long way from other key centres, our ongoing investments will help address some of these issues but not across the region as a whole. Commented [EG3]: Again, we intend to tighten this section and present using infographics and maps. We will include key information about current connectivity/travel times and other locally specific transport evidence Commented [EG4]: We will include a map with these key links on plus our strategic investment priorities 2 3

4 Both our road and rail networks, vital for the economy of the East in every aspect, suffer from reliability and resilience issues, particularly during periods of bad weather, and have a number of significant pinch points which restrict capacity and impact journey times. While walking and cycling to work are both higher than the national averages we want to work hard to create a region where sustainable travel options including public transport are the go to options for our residents. We want the East to lead the way in growing economic sectors. Clusters of ICT/tech and digital creative at Adastral Park and Norwich city centre, energy on the Norfolk and Suffolk Energy coast and life sciences and bio-tech at Norwich Research Park and the Centre for Environment, Fisheries and Aquaculture Science (CEFAS) in Lowestoft need to be well-connected in order to be the catalysts for innovation and opportunity. In addition, our core sectors are crucial to economic performance not only at a regional level but also crucial for the UK as a whole. It is vital that our digital and transport networks support our key sectors by providing good strategic connectivity to the rest of the country including Cambridge, London, the Midland and the North as well as internally to our coastal communities and our cultural centres and finally internationally via our ports and airports. Norfolk and Suffolk play a key role in the economy of the UK and beyond, providing global expertise and strong value-added growth in a large and diverse range of industries and activities. With growth currently outstripping a number of powerhouse areas, the East is becoming an increasingly important contributor to UK plc, with its 35.5 billion economy the 13 th largest out of 38 regions in the country. We must ensure that our transport networks facilitate continued growth both now and into the future. Since 2011 there has been a business boom locally with a net increase of 5,600 private sector enterprises, a boost of 10%, which is some of the fastest growth on record, though inward investment and enterprise rates remain behind that of the national level. Some 88% of private sector enterprises locally are micro-sized, meaning they employ between zero and nine people, the majority of which have no employees at all (other than the owner). Transport in the East must do all it can to boost inward investment and business creation, recognising the needs of businesses, whatever their size. Local economic growth has been robust since the recession (despite productivity being comparatively low) and there are currently a record number of people actively engaged in the local labour market. However, the majority of new jobs in Norfolk and Suffolk are in low-paying industries and activities, which now account for 53% of all jobs in the two counties, compared to 47% nationally. Indeed, economic growth has been markedly slower in this economic cycle and our population s living standards are still marginally below pre-recession values. We must ensure that our transport networks support access to opportunities in order to boost productivity and living standards in the East. The educational attainment of our students over their school life underperforms relative to their regional, national and international peers. However, participation in education remains high, with a much stronger vocational and non-academic take-up and attainment. Take up and attainment in STEM subjects is low, whilst progression to higher education, though increasing, is also below national and regional averages. As a result, Norfolk and Suffolk s workforce, despite improving rapidly, has a lower skill profile than the national equivalent. We must consider how we can drive social inclusion and skills using innovative and digital, as well as more traditional methods, so that people are able to meet their full potential. 4

5 What will the future bring? There are a number of significant future socio-economic trends which present various challenges and opportunities for the East and impact how, when and why we access and use our transport network. 3 Commented [EG5]: This section will be developed into a timeline and include details of the changing transport demands of our key sectors Demographic - A growing and ageing population, working longer, who regard Mobility as a Service impacts of net migration and the ongoing trend of urbanisation into our key centres Social - The rise of the sharing economy and expectations of immediacy will impact the traditional models of transport access, ownership and use, particularly in younger generations Environmental - Impacts of climate change particularly in our low-lying areas, scarcity of resources and the role of renewable energy Economic - The rise of the gig economy, the pre-fabrication of assets/goods, the development of new asset-light business models, building upon our track record of innovation, e-commerce and last mile delivery (drones/white vans/local distribution centres/local delivery changes. Immediacy/just in time culture impact on freight Political - Devolution of decision-making, the impacts of globalisation, changes in legislation and protectionism of markets which impacts the economy as whole Technological - we are on the cusp of significant and rapid change, which will change how, when and where infrastructure and services are provided and accessed: o o o o o o o Digital connectivity will provide realistic alternatives to travelling and has the potential to improve safety and capacity whilst improving the customer experience. Big Data, Artificial Intelligence and cognitive thinking/self-learning systems will improve transport operations/services and how customers engage making for easier access. Automation and robotics, the most visible of which will be autonomous vehicles which over time will revolutionise transportation. Robotics have the potential to improve maintenance and remove humans from dangerous places. Propulsion and energy decarbonisation will have air quality benefits at the point of use. Electric and other propulsion in transport will bring about wide scale change in how vehicles are used but will impact on energy distribution networks. Materials science use within transport infrastructure and vehicles which promise easier maintenance, lighter components and reduced fuel costs. Additive/on-demand manufacturing techniques have the potential to allow local production of components and products and may impact traditional supply chains. Collaborative consumption will provide agile alternatives to traditional fixed public transport routes and models of car ownership particularly in urban areas. Predicting such technological and mobility changes and their availability, application, social acceptance/adoption is difficult especially considering the speed at which developments are expected. The way the economy responds to the wider future trends identified, specifically with regard to output and employment, and the location of production and consumption, will have important implications for the region s land-use, economic performance and transport strategy. We must consider how the East might best position itself to benefit from the opportunities these technological advancements and wider global trends present. We will work with relevant partners, recognising that these may also change to shape and influence needs and ensure we remain agile to change. 3 We examined our core and growth economic sectors, considering the impacts of over 40 global trends on those sectors within three economic scenarios to determine the potential impacts on GVA, jobs, productivity, production, investment and consumption. Analysis has been informed by the evidence base developed to inform the new Economic Strategy and has been undertaken with the involvement of our economic sector leads. 5

6 2030: 2040: Digitally connected transport networks underway and digital connectivity improved across the region allowing people to access opportunities from home including reliable home and remote working Key pinchpoints addressed, network capacity improved and better operational regimes will boost network capacity and make journeys more reliable and resilient Agile transport solutions in our Priority Places and better access to information will lead to peak travel spread and allow people to make informed and personal travel choices with more certainty Connected and autonomous cars, trucks and buses will be the norm, improving safety and contributing to the smooth running of the network Traditional bus service provision will have reduced but will be supplemented by on demand, responsive services that offer efficiencies The move away from fossil fuels will be largely complete supported by alternative generation and storage solutions with communities benefitting from associated air quality improvements Beyond: Digital access to services (including health and social care) and opportunities (including education and training) will help people be more productive on the move Direct rail access between key centres with faster journey times and higher capacity, and local lines will have benefitted from more reliable rolling stock and improved customer experience New service models will reduce costs and provide new services for hard to reach communities and on-account, seamless, barrier-less payment technologies will facilitate Mobility as a Service (MaaS) 6

7 Challenges and opportunities Improving strategic connectivity to major centres, particularly to London, Cambridge, Peterborough and beyond will open up as yet untapped opportunities and help drive business growth and productivity in the East. Making the most of our advantageous location with respect to global markets is another key opportunity for our area. Ensuring the ongoing success, access to and growth of the Port of Felixstowe and Norwich and London Stansted Airports will help to improve our Offer to the World, boosting enterprise formation and inward investment in the region. Capitalising on our geographically diverse area and meeting the needs of our significant urban centres and market towns as well as our rural and coastal communities will ensure that the needs and aspirations of all our communities and businesses, no matter their size, are realised. To achieve this our road and rail networks need investment to improve capacity and journey times, as well as improve reliability and resilience in times of strain. We must also help to ensure that the East continues to be in the best possible position to continue to outperform other national powerhouses and increase its contribution to UK plc. In doing so our economic diversity must be maintained and enhanced and our transport network can help to support our worldleading competitive clusters in clean energy, financial services and insurance, ICT, tech and digital creative and life sciences and biotech to thrive. Other key sectors, for which Norfolk and Suffolk have a competitive advantage, will also contribute to this ambition and we will support each of these clusters to ensure our competitive advantage continues. Contributing to driving social inclusion and skills is another opportunity. Transport and digital connectivity can help to improve access to learning both now and in the future so that people have the right qualifications and improve access to more opportunities, helping boost social mobility and thus living standards. In addition, we can also help us achieve modal shift, improve air quality, reduce the impact of flooding and ensure we mitigate and adapt to environmental challenges. Our network must also accommodate for an ever growing and ageing population and digital technology will have a part to play to help us reduce overall demand and improve access to services outside the more traditional forms of transport. We must stand ready to ensure our strategic ambitions are realised. We must be agile, encourage innovation and look to exemplars to help guide the development of robust, viable solutions to these changes. We will develop relationships with new partners in relevant and growing sectors in this regard to understand their needs and drivers and clearly articulate our vision for transport in the East in the short, medium and longer-term. Transport and digital connectivity is an integral part of the economy of the East helping to unlock the region s substantial economic resources in land, labour and capital, and improve productivity. The strategic priority for transport investment is to create a more reliable, less congested, and better-connected transport network that works for everyone. Addressing these issues are crucial to the future growth and economic success of the East. Working with our partners we have a strong track record of addressing these constraints through targeted investment, however more needs to be done to make sure our transport network is truly integrated and fit for the future. These challenges and opportunities present our key drivers for intervention presented hereafter. 7

8 Our Strategy We aim to provide the foundations for an integrated, total transport solution which serves our growing economy, links our people and their activities with our developing places, and is future agile developments in the digital, socio-economic and transport landscapes. An approach has been developed, with our partners, so that we can drive business growth and productivity, improves inclusion and skills, benefits health and well-being as well as doing so in an environmentally sustainable way, with safety at its core. In order to rise to the challenges and opportunities presented previously we have grouped our Strategy priorities under the following themes, based on the different unique market opportunities they present to the East. 1. Connecting the East, Accessing the world; 2. Regional Connectivity and Our Priority Places; 3. Agile to change; and 4. Local and Coastal. This integrated approach will not only increase access to opportunities irrespective of circumstances, if successful, it will consider the use of digital data to help balance supply and demand across all transport networks delivering significant benefits across the sector. 8

9 Connecting the East, Accessing the World: our Offer to the World The world is getting smaller and competition in global markets more intense meaning that businesses that rely on international trade to provide access to raw materials and export markets will need stronger connections to international gateways to remain competitive. Access to the Port of Felixstowe as the nation s largest freight gateway and Norwich and London Stansted Airports for both passenger and freight traffic are clear priorities for our area. Improved access to international markets will also help business to business connectivity in terms of realising opportunities, developing trade, as well as encouraging inbound and outbound tourism directly to and from the East. International access is a key strength and significant opportunity for the East. We need to maximise our connectivity with international markets and opportunities to facilitate the flow of imports and exports through our international gateways, to support trade in the East and wider UK. To capitalise on our position, we will work together with partners in the port and airport sectors to improve our offer to the world by: Commented [EG6]: We will include more reference to freight throughout Ensuring the ongoing success of the Port of Felixstowe as the country s largest container port, and our other ports, including the Port of Ipswich, to further facilitate future import/export opportunities for the East and UK plc. by making the case for and securing investment in strategic routes to improve freight accessibility to/from the Midlands and the North; and Ensuring greater choice for international air travel by encouraging the development of further services from Norwich Airport and good connectivity and improved capacity at London Stansted Airport and other international hubs outside the region, through road and rail improvements from Norwich, Ipswich and our other Priority Places, ensuring future agility. Connectivity between the East and the rest of the UK is essential in enabling businesses to have strong links to customers and supply chains. Fast and reliable links to London, Cambridge and Oxford are key to business to business connectivity, realising new opportunities and future economic performance and competitiveness of the East and UK plc. With the Midlands Engine and Northern Powerhouse strengthening the strategic case for better east-west connections is ever greater, both in terms of international freight movements and passenger journeys. Strong national links are also crucial for access to the energy sector on our coast and in particular our unique tourism offer. Importantly, we recognise that many of our partners also have aspirations outside the region which may have a bearing on the accessibility and connectivity of the East. Therefore, we will work together with our partners to drive business growth and productivity and connect the East by: Ensuring a Strategic Road Network that is agile to future opportunities through the timely delivery of already committed schemes and certainty that the A11, A12 (south of Ipswich), A14 and A47 feature prominently in future Roads Investment Strategies by strengthening relationships with Highways England. In doing so the importance of the SRN and MRN outside the East (like the A120 and A1307) and the integration with the local road network will be highlighted; Ensuring a rail network that is agile to future changes to improve connectivity to London, Cambridge and the rest of the country through the delivery of schemes like F2N and East West Rail and other key upgrades such as Trowse Bridge, Ely Area Enhancements, Haughley junctions and the introduction of digital signalling by strengthened relationships with Network Rail and franchise operators; Encouraging the development of more regional air services to/from Norwich Airport to improve direct, fast connectivity with other parts of the UK; and Making the East an even more attractive proposition to inward investors by challenging connectivity perceptions and influencing peak demand requirements to improve network capacity and reliability. Commented [EG7]: We will add a section on GY&L ports here 9

10 Regional Connectivity and Our Priority Places: driving business growth and productivity Improving accessibility between our major regional centres is essential to the realisation of our future aspirations. It provides access to jobs, education and healthcare, encourages the agglomeration benefits of development and services as well as attract investment. Improved transport connectivity between urban areas within the region will support the growth of relatively specialist clusters of economic activity such as clean energy, finance and insurance, digital and life sciences and biotech. These clusters strengthen the economic interactions between Ipswich, Norwich and Great Yarmouth/ Lowestoft as well as Cambridge. A strong transport network across the East will link businesses and suppliers to markets and provide the backbone for the East to thrive. In order to enable a more accessible region we will work together with our regional partners to: Deliver a reliable Major Road Network (MRN) with improved journey times between our Priority Places, through the creation of an integrated MRN Action Plan for delivery to support economic growth, improve the flow of traffic around our growing communities and ensure the network is kept in a good state of repair; Make public transport the go to option for our Priority Places by encouraging an affordable smartticketed integrated public transport network (including the use of innovative and community solutions) with high quality, multi-modal interchanges, real-time/predictive and personalised information and more frequent services linking our Priority Places. Our local transport networks are the lifeblood of our communities and improving access to, from and within them is essential so we can capitalise upon the strengths of our economic centres to serve those that live, work, trade and play there. Our priority places are Ipswich, Norwich and Greater Norwich, the Norfolk and Suffolk Energy Coast, including Great Yarmouth and Lowestoft, King s Lynn and Bury St Edmunds and their transport networks need to be truly integrated in order to serve growing and changing populations, in a sustainable way, so they support new and existing communities alike. They must also be agile to the changing shape of private, public and shared transport to link people, place and activity. Recognising this we will work together with our partners to: Facilitate better connectivity and more reliable and resilient journey times within and between our Priority Places through making the strategic case for and the delivery of infrastructure investment including new river crossings and orbital links and junction improvements, prioritising infrastructure that will facilitate the delivery of significant housing and jobs growth; Facilitate place-making by improving public realm, tackling air quality issues and other environmental issues and delivering joined-up cycling (including e-bikes) and walking networks in our Priority Places to ensure flexible access to services, to suit the changing needs of our populations and encourage a safe and active and healthy lifestyle; and Develop and promote local freight consolidation centres to reduce the impact of local deliveries in our Priority Places. 10

11 Agile to Change: driving business growth and productivity In order to respond to the future challenges and opportunities we must remain Agile to Change. We will ensure that connectivity is not a barrier to making the most of these opportunities by working together to: Ensure full superfast broadband coverage and the delivery of ultra-fast broadband and 5G technology, firstly in our Priority Places, to provide excellent and reliable digital capacity, to meet the region s needs; Promote the East as being open to innovative new technologies, particularly where change could facilitate growth in our key sectors, by encouraging the take up of low/zero emission vehicles (including hydrogen) and the trial of autonomous vehicles/drones for commercial services, ensuring the necessary supporting infrastructure both at home and on the move; Shape collaborative future mobility by encouraging new business models to increase personal autonomy through affordable, convenient and digitally enabled business and personal travel plans to boost journey-sharing opportunities and the blending of traditional public/private transport modes to provide the widest accessibility offer. Encourage the use of data to accelerate development of new mobility services to enable the more effective operation of our networks and the adoption of connected, self-monitoring technologies for roadside infrastructure to improve network data, reliability and performance Establish the East as a location for remote home and hub working, providing access to education and health services as an alternative to travelling particularly in hard to reach areas. Local and Coastal: driving inclusion and skills Our smaller communities are a vital part of the economy of the East providing some of the UK s most attractive places to live and work. Transport has a key role to play in providing access to jobs, enabling educational attainment and providing access to healthcare. Our rural communities also need strong networks to encourage sustainable access to our unique tourism and culture offer, particularly in our coastal areas. Strategic and local access to coastal areas to support the development of the tourism and energy sectors is crucial to the success of our area and the economic prosperity of our communities. Many parts of the north Norfolk coast serve the offshore energy sector while the Suffolk coast serves Sizewell nuclear power station. Our coastal communities have to think more widely about reliability and resilience connectivity. Working together with our partners we will: Cater for the growth aspirations and development plans in market towns by identifying and prioritising local road improvement schemes to release pinchpoints, recognising the network s importance to the agricultural sector; Encourage public transport service providers to provide cost-effective, on-demand type services by using better data to meet rural and coastal needs and improve economic and social inclusion; Improve access to services by mapping demand and facilitating hub and home working to help offer innovative, flexible and/or remote digital alternatives, including post-16 transport strategy and healthcare and social care and ensure opportunities and access for all; Continue to develop community rail partnerships for rural and coastal branch lines to identify capacity improvements (including parking) and differentiate individual offers, to promote to a wide audience and encourage use/provide evidence for service expansion; Encourage walking and cycling in coastal and rural areas to benefit public health and the environment. 11

12 Collaborating to Deliver: collaborating to grow We are at the start of our journey and we recognise that we are ambitious. We believe that local delivery is important, having the potential to make a real difference however, we cannot deliver all of it on our own and need the skills, experience and resources from a number of new and existing partners to help bring our vision to life and our ambitions to fruition. One of our first actions will be to broaden our dialogue and engagement to develop the momentum necessary for delivery. We will work with government, national network providers including Highways England, Network Rail and communications companies as well as our local partners (including Local Authorities, Norfolk and Suffolk Chambers of Commerce, Norwich Airport, London Stansted Airport, Hutchinson Ports, Associated British Ports, Abellio (Greater Anglia), the East Midlands franchise operator and local bus operators, other transport operators including freight and the wider business community) to determine our strategic priorities for delivery, with this dialogue being informed by the new Norfolk and Suffolk Economic Strategy. We will also encourage informal stakeholder groups to stimulate specific issue debates and encourage partnership delivery. At this stage we anticipate these interventions are likely to address the key deficiencies of road and rail capacity, journey times and reliability within our Priority Places and key corridors and the integration of policies. We will initiate a broader discussion about how we can unlock our proposed interventions, both infrastructure related and otherwise, we will consider innovative funding solutions to harness the creativity of both the public sector (through Local Government and Central Government funding allocations and initiatives) and private sector (through other funding mechanisms and avenues). Importantly we will develop the relationships to enable true and creative partnership delivery to take place at an accelerated rate. That acceleration is central to our approach, we need to bring forward strategic investments 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. We recognise that in order to realise our ambitions will need to develop a plan for partners to prioritise interventions, develop the necessary business cases for the programme of work as a whole as well as individual projects within the programme and to secure funding. We will provide a framework to encourage partnership, inform infrastructure and service development across the region and will help shape and influence other plans and policies as well as aid wider inter-regional planning. Over the coming months we will develop our thinking on how these could be delivered and the potential benefits that will accrue. We will then work up and publish a 5-year, multi-partner Delivery Plan supporting this strategy showing what we propose to deliver, how we propose to do this, and when. Our Delivery Plan will not start from scratch. Whilst development of this strategy has enabled us to take a long-term look at the interventions required, it has also confirmed that many of the projects we have already been working on, such as links between Priority Places, will remain vital. We will however be mindful of the changing social, economic and technological landscape so that we are agile and ensure that our transport network is fit and ready for the future. The Delivery Plan also details how we will measure success considering delivery against key, relevant ambitions in the Economic Strategy assessing how emerging transport outcomes contribute to those aims. For this strategy to be successful it will require true partnership working both within and outside the East. These new and existing partnerships, in and beyond the traditional transport realm, will be key with the public, private and voluntary sectors working together to realise common aspirations, overcome legislative challenges, secure funding from both existing and new sources, realise innovation, achieve cultural and behavioural change (and the impact on delivery) and deliver broad and long-lasting improvements. Our collective transport achievements to date are considerable and we are keen to work collectively to actively prepare for an evolving future. We will be successful when our transport network, in all its existing and future forms, is recognised as a seamless enabler helping our business and communities thrive helping to make the East be one of the UK s most attractive places to do business, live, learn, work and visit. 12 Commented [EG8]: This section will need to be updated to reflect the fact that we will be developing the Delivery Plan concurrently with the Strategy. We will also mention STBs here

13 Case Studies The Great Eastern Rail Campaign Successful partnerships in action Launched in summer 2014 the Great Eastern Rail Campaign demonstrates the drive, enthusiasm and ability of our partners in the East to deliver our collective aspirations. Over 100 of the region s most senior business and education leaders representing more than 111,000 employees and students pledged their support and more than 1,600 commuters and rail users joined the campaign to deliver significant improvements to rolling stock, infrastructure and journey times between Norwich and London, known as Norwich in 90. Delivered to government in 2014 the Great Eastern Rail Report set out our aspirations, subsequently forming part of the re-franchising specification. Last year it was announced that Abellio were successful with its bid and will deliver more than 1,040 new UK built carriages by 2020 and journey times cut by 10%, deliver at least four 90-minute services between London and Norwich each weekday and two 60-minute services per day between London and Ipswich, and provide 32,000 more seats by 2021 and free Wi-Fi for all passengers. No More A14 Delays in Suffolk Suffolk Chamber is leading the multi-partner No More A14 Delays in Suffolk campaign to secure: improvements to key junctions on the A14 at Ipswich, Bury, St Edmunds and Newmarket; major maintenance schemes on the A14 between Haughley and Woolpit and between Copdock and the Orwell Bridge; and a comprehensive feasibility study of the A14 from the M11 at Cambridge to Felixstowe to address remaining concerns about the A14 and the impact of future growth in the county and across the UK. The No More A14 Delays in Suffolk campaign has the backing of many partners including businesses, all of the county s MPs and local authorities, and New Anglia and Greater Cambridge Greater Peterborough LEPs. The Port of Felixstowe Keeping UK trade moving The Port of Felixstowe is Britain s biggest and busiest container port, and the second largest in Europe after Rotterdam. The port handles more than 4million TEUs (Twenty-foot Equivalent Units) and welcomes approximately 3,000 ships each year, including the largest container vessels afloat today, crucially the port provides some of the deepest water close to the open sea of any European port. Around 30 shipping lines operate from Felixstowe, offering approximately 90 services to and from 400 ports around the world. Road and rail connect it to distribution hubs in the Midlands and elsewhere across the UK, Felixstowe plays a pivotal role in keeping the UK s trade moving, and delivers real benefits to customers, the community and the industry. Cycle Infrastructure Pushing Ahead: Your Journey Your Way Sustainable transport and multi modal partnership has been supported across the region through initiatives using the Sustainable Transport Transition Year (STTY) funding particularly the Pedalways in Norwich, the A to Better travel planning programme, Lowestoft Local Links project and Local Growth Funding. The Access Fund award in 2017 of 1.488m for Pushing Ahead will enable revenue funding to build on the previous capital investments and expand the impact of sustainable active travel for commuting and recreation, helping the region to move towards the ambition to double the modal share for walking and cycling to 10% by Market Towns A vital part of the East The market towns of Norfolk and Suffolk are diverse in their activities, economies and transport provision. They are a vital part of our economy being home to countless businesses providing local employment opportunities for thousands of people as well as many providing distinctive retail and tourism offers. Norfolk County Council is embarking on a number of Market Town Network Improvement Strategies, many of Norfolk s market towns and larger villages have a considerable amount of planned housing and employment growth identified. Addressing the transport pressures this growth will bring is vital to facilitate the economic prosperity of these towns and villages and as such planning this ahead of growth allows the County Council to respond accordingly. These transport strategies will identify the most effective transport improvements to support future planned growth and help address transport issues such as congestion, enhancements to safety and access to public transport. 13

14 Norwich Airport Regional airport growth through innovation Norwich Airport recently announced a 10% increase in passenger numbers, passing the half a million mark for the first time since Figures released by the CAA show that the airport handled 506,007 passengers in 2016, up 43,343 on the year before. Growth is being attributed to the launch of several new routes in 2016 including the return of year-round service to Malaga and Alicante. The flights were made possible by an innovative partnership between Exeter-based airline Flybe and Regional & City Airports (RCA), the airport management division of Rigby Group PLC, which owns Norwich Airport and Exeter Airport. East West Rail Opening up new opportunities East West Rail is a major project to establish a strategic railway connecting East Anglia with Central, Southern and Western England promoted by the East West Rail Consortium a group of local authorities and businesses with an interest in improving access to and from East Anglia and the Milton Keynes South Midlands growth area. The Western section between Bedford and Oxford, Milton Keynes and Aylesbury is now committed and funded and work is ongoing with Network Rail to develop the business case to extend the railway to Cambridge to enable train services to continue to Norfolk and Suffolk. East West Rail will not only provide access to existing opportunities to and from the East but be the catalyst of business to business connectivity and industrial innovation. Major Road Network A regionally strategic road network for the East A Major Road Network (MRN) for the East will provide an additional set of designated routes to supplement Highways England s Strategic Road Network. These regionally important roads would link key centres such as Ipswich, Norwich, Great Yarmouth, Lowestoft, Bury St Edmunds, Haverhill, King s Lynn and Thetford, with other towns, coastal locations and major centres of industry including ports and airports. The MRN will provide arterial connections within the East providing an integrated network for the region allowing a focus of investment on the most important routes for those living, working, trading and visiting the region. Commented [EG9]: We will include specific reference to the Eastern section project Commented [EG10]: We will include reference to the current MRN consultation Liftshare Matching drivers and passengers This innovative car sharing service was founded in 1998 and is headquartered in Norwich, Liftshare locally helps over 8,000 members, including employees in the two County Councils, West Suffolk NHS, University of East Anglia and EDF Energy to get around the East by sharing journeys. The service is free and is available to all who live, work and travel in and around the county and matches potential drivers and passenger partners to share car journeys as little or as often as they like. Liftshare current provides services to almost 700 clients in the public and private sectors including some of the UK s biggest businesses. The platform has achieved impressive success, one of the most notable being its work with Jaguar Land Rover with 10,000 staff members having registered on the platform with 5,000 of these have confirmed as sharing their journeys on a daily basis. Total Transport, Suffolk A step change in rural transport thinking Suffolk County Council secured 190,000 from the Total Transport Fund to develop an innovative demand responsive bus network with Essex County Council serving hard to reach rural areas. Using digital technology for booking and planning of services the pilot matches customer needs with vehicle availability to make the most of existing, sometimes underutilised buses, across the area. Developed in partnership with local operators the pilot has tested some of the fundamental principles that could be used in future models of mobility building upon app-based booking and service agility. Sizewell C new nuclear power station Sustainable access to the Energy Coast The second stage public consultation regarding the proposal for a new nuclear power station at Sizewell on the Suffolk Coast was completed in February As part of the considerations as to how this nationally important piece of infrastructure will be built and operated a transport strategy has been developed. It proposes measures to mitigate construction impacts through the use of rail and sea links, the construction of on-site campuses to reduce construction worker trips, park and ride at key locations on the A12 for workers, shift patterns to minimise peak traffic impacts, direct bus services from Ipswich and Lowestoft, local bus services, improved road links and expansion of the local cycle network. Integration of the planning, transport and operational aspects of this major asset and employment opportunity will help it to serve the economy whilst reducing transport impacts both during construction and over its lifetime. 14