1. Martin Tugwell 17tNovember 2016

2. C0ntext for the Strategic Alliance
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C0ntext for the Strategic Alliance
Strategic Alliance initiative came about in response to recognition that:
Strategic infrastructure issues (and solutions) extend beyond any one single area
Issues that are common to one or more area can benefit from a co-ordinated response
Need for stronger integration of investment by Government, its agencies, local authorities, as well as infrastructure and service providers
The Alliance partners share a common aim: to look beyond current success and:
Address identified barriers to economic activity (both existing and planned growth)
Raise productivity to match, and where possible exceed, that of our global competitors
To achieve this requires the Strategic Alliance to:
Strip away duplication, remove inefficiencies, enable faster, more agile decisions
Simplify funding streams wherever possible so that the time (and cost) taken to develop proposals and get them delivered on the ground is reduced
Provide greater certainty for private sector investors thereby encouraging the to commit sooner to investments with greater confidence

3. The Strategic Alliance
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The Strategic Alliance
9 Local Transport Authorities
Oxfordshire County Council
Buckinghamshire County Council
Northamptonshire County Council
Milton Keynes Council
Bedford Borough Council
Central Bedfordshire Council
Luton Borough Council
Cambridgeshire County Council
Peterborough City Council
3 Local Enterprise Partnerships
Oxfordshire Local Enterprise Partnership
Buckinghamshire Thames Valley Local Enterprise Partnership
South East Midlands Local Enterprise Partnership (SEMLEP)
+ involving Greater Cambridge Greater Peterborough Local Enterprise Partnership
Collaborative working founded in mutual trust and confidence

4. At the Heart of Technology Enabled Science and Innovation
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At the Heart of Technology Enabled Science and Innovation

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6. Key Strategic Objectives
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Key Strategic Objectives
Maximise economic growth through increasing the productivity of existing businesses and unlocking the creation of new jobs across the Heartland, including the provision of enabling infrastructure
The Strategic Objectives that drive this potential for economic growth are:
Growth in markets and businesses productivity
The need for critical infrastructure to support connectivity in particular to Enterprise Zones and growing business sectors
Access to a skilled labour market
Access to innovation, in particular with academic and Research and Development sectors, in order to increase business efficiency
In terms of the transport system, there is also a need to
Provide high quality, safe access to services, including education and training opportunities
Protect and enhance the built and natural environment

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8. C0nnectivity – critical for the economy
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C0nnectivity – critical for the economy

9. Strategic Transport Forum
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Strategic Transport Forum
Established Feb ’16 – involves all Alliance partners, DfT, Highways England, Network Rail, public transport operators, Transport Systems Catapult, Civil Engineering Contractors Association (CECA)
The focus for a single conversation with Government:
Maintaining a single overview of strategic priorities
Co-designing investment programmes with Government and its agencies
Establishing joint project teams to deliver strategic proposals
Sharing of resources and rationalisation of standards, practices and policies to improve the operation of the transport system
Establishing the area as a ‘living laboratory’ for technology enabled innovation

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Immediate Priorities
For the Government to commit to the full delivery of East-West Rail from Oxford to Cambridge
To press the case for a new Oxford to Cambridge Expressway standard road to delivery economic growth and better connectivity
Investment in key transport interchanges
To plan and manage our routes through a Major Road Network with funding from Vehicle Excise Duty from 2020
Strategic Local Connectivity – improved ‘first mile/last mile’ links

11. Sub-national Transport Body
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Sub-national Transport Body
Over and above the need to publish and maintain the Transport Strategy
Potential remit:
Responsibility for identifying the Major Road Network
Responsibility for identifying investment in the Major Road Network, including that currently managed through the Roads Investment Strategy
A role in managing the operation of the Major Road Network as part of an integrated transport system
A role in identifying investment in rail infrastructure
A role in specifying and letting of future passenger rail franchises – e.g. East-West Rail
A role in ensuring a high quality bus network and enhancement of the local bus offer in partnership with the bus operators – Enhanced Partnership
Responsibility for enabling the widespread adoption of smart ticketing technology
A role in identifying and implementing measures that improve the overall resilience of the transport system as a means of supporting economic activity

12. Thank You www.englandseconomicheartland.com
Martin Tugwell, Programme Director