1. Infrastructure Investment Strategy
Martin Tett
Chairman – England’s Economic Heartland
Leader – Buckinghamshire County Council

2. Areas of Focus Take off in the Heartland Acceleration with RIS2
Driving the MRN

3. England’s Economic Heartland 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
Delivery Partners
Skanska Ringway/Jacobs Kier/WSP
Local Planning Authorities
Engagement with the District Councils
Collaborative working founded in mutual trust and confidence

4. At the Heart of Technology Enabled Science and Innovation

5. Economic success ….. but at a price
Infrastructure has to support economic and housing growth … as well as acting as the arteries for much of the rest of the UK
Our economy is not a suburb of London: improved east-west/north-south connectivity central to realising our economic potential and enabling housing delivery
Failure to invest is quickly felt congestion rises; cost of doing business increases; investment looks elsewhere
Growth is happening now – the pressures on our infrastructure and services is now

6. National Infrastructure Commission – Identifies the potential
‘The corridor connecting Cambridge, Milton Keynes and Oxford could be the UK’s Silicon Valley – a world renowned centre for science, technology and innovation.’
‘But its future success is not guaranteed’
‘The Cambridge – Milton Keynes – Oxford corridor has a major role to play in the future of the UK economy.’
‘With the exception of London, no other part of the country hosts such a powerful combination of:
World leading universities and research institutes
Globally competitive business clusters
Highly-skilled workers’
Potential to realise £85bn - £163bn additional GVA per annum
But a lack of housing and connectivity are putting future success at risk

7. Strategic Priorities
Economic potential lies across the Heartland area – it’s not just a ‘cities agenda’.
Provide greater clarity and certainty for the private sector – to give confidence to invest.
Look beyond traditional planning and infrastructure frameworks – we need to co-ordinate investment in strategic transport infrastructure with digital, utilities, water, and waste infrastructure and to link skills investment, with economic development and housing.
Provide strategic co-ordinated leadership at the regional level; detailed implementation at the local level.
Commitment to move quickly move towards becoming a Sub-national Transport Body.

8. Strategic Leadership
Integrating economic strategy across Heartland with strategic transport and housing agenda.
Collaborative working with DfT, Network Rail, Highways England to deliver ‘multi-modal connectivity’ across the Heartland.
Strong commitment becomes delivery for East West Rail
Support for ‘Expressway’ translates to money for delivery in Budget.
Locally defined and supported delivery – working with our delivery partners.

9. Road Investment Strategy 2 (RIS2)
Ensure commitments in RIS1 delivered
A428 Black Cat to Caxton Gibbet
Build on strategic studies from RIS1
‘Expressway’ – develop the scheme
A1 East of England – commission the next stage
M25 South West Quadrant
Work with DfT to define the Major Road Network
Use the Major Road Network as basis for future investment priorities beyond RIS2.

10. Enabling the Major Road Network
A Significant step forward – hopefully?
Has the potential to form the basis of an agreed programme of investment that gives certainty
Funding: Capital / Revenue or both?
Importance of investing in maintenance
MRN needs to look to the future
Delivery of the ‘expressway’ will change the road network – some roads may become more important
Will evolve over time as economy changes.
Needs long term integrated commitment
Strategic road and rail networks developed together
Critical role of Sub-national Transport Body bringing together local partners for ‘single conversation’

11. The Secret of Success Needs long term commitment.
Strategic cross boundary planning and programming.
Move away from ‘competitive bidding’ to strategic allocations.
Integrated funding – not lots of ‘pots’.
Sub-national Transport Body to manage locally.
DfT holds Sub-national Transport Body to account for delivery.
The prize is economic success, housing growth and more prosperous communities, not just for Heartland but across the UK.

12. Martin Tugwell, Programme Director - 01296 387124 englandseconomicheartland@buckscc.gov.uk