East Midlands HS2 Strategic Board 24th February 2016 Loxley House, Nottingham 2.00pm - 4.00pm
AGENDA
1 Welcome and apologies
2. Minutes of meeting held on 15th January 2016*
3. East Midlands HS2 Growth Strategy* Feedback on Submission to Government Feedback from meeting with DfT/HS2 Ltd (22nd February 2016)
4. Presentation of HS2 Skills & Supply Chain Dominic Luddy, Education Manager, HS2 Ltd Rachel Blake, Stakeholder Management, HS2 Ltd
5. Agreement of HS2 Economic Opportunities Study Brief*
6. Classic Compatible Connections* Technical Report (Network Rail) Leicester & Leicestershire Rail Strategy Agreement of Next Steps
7. Presentation on Bus Connectivity to Hub Station Jeff Counsell, Managing Director, trentbarton
8. Midlands Connect Update* Midlands Connect ‘Welcome Pack’ Outcomes from Strategic Board (4th February 2015) HS2 Ready Work Package
9. HS2 East Update Meeting on 30th March (Nottingham)
10. Dates of Future meetings:
12th April 2016 – 2.30pm-4.30pm 25th May 2016 – 12noon-2pm 22nd June 2016 – 2.00pm-4.00pm 20th July 2016 – 2.00pm-4.00pm 13th Sept 2016 – 2.30pm-4.30pm 19th Oct 2016 – 2.30pm-4.30pm 18th Nov 2016 – 10.30am-12.30pm All meetings at Loxley House unless otherwise specified. *Paper enclosed EAST MIDLANDS HS2 STRATEGIC BOARD MINUTES OF THE MEETING HELD ON 15TH JANUARY 2016 LOXLEY HOUSE, NOTTINGHAM
MINUTES Present: Cllr Jon Collins Nottingham City Council/East Midlands Councils Cllr Anne Western Derbyshire County Council Cllr Ranjit Banwait Derby City Council Cllr Richard Jackson Broxtowe Borough Council Cllr Steve Calvert Nottinghamshire County Council Cllr Michael Powell Erewash Borough Council Cllr Chris Corbett Erewash Borough Council Peter Richardson D2N2 LEP Chris Hobson East Midlands Chamber of Commerce Paul Clarke Derby City Council Steve Cannon Derbyshire County Council Jasper Pandza DfT Rachel Blake HS2 Ltd John McNulty HS2 Growth Partnership Steffan Saunders Broxtowe Borough Council Phil Horsfield ` Broxtowe Borough Council Andrew Cliffe East Midlands Airport Steve Birkinshaw Erewash Borough Council Garry Scott Leicester City Council Phil Crossland Leicestershire County Council Rob Fairy Network Rail Steve Bambrick North West Leicestershire District Council Sue Flack Nottingham City Council Jim Bamford Nottinghamshire County Council David Parsons Turner and Townsend Ian Morgan Wellglade Molly McKenzie ICE Andrew Pritchard East Midlands Councils Stuart Young East Midlands Councils
Apologies: Cllr Peter Osborne Leicestershire County Council Cllr John Burrows Chesterfield Borough Council Michelle Craven-Faulkner Rail Forum East Midlands Paul Eeles EMFEC Rob Johnston TUC Midlands
ACTION 1. Apologies and Introductions
1.1 Cllr Collins asked members to introduce themselves.
1.2 Apologies noted as above.
2. Minutes of meeting held on 25th November 2015 and Matters Arising
2.1 The minutes of the last meeting were agreed.
2.2 Under item 6, Andrew Pritchard noted that the East Midlands Gateway Freight Interchange th (also known as Roxhill) had been approved by the Secretary of State on the 12 January 2016 – albeit against recommendation of the Examining Panel. Officer contact had been made with the developers following the last meeting to highlight the potential to establish a passenger rail link to the EMA as part of the development. Now the project has been
approved, the Strategic Board agreed to ask the leader of Leicestershire County Council to facilitate a meeting involving the Chair and Vice Chair of the Strategic Board. PC
3. Government Funding for East Midlands HS2 Growth Strategy
3.1 Andrew Pritchard introduced the Draft submission to release the first tranche of Growth Strategy funding announced in the Autumn Statement. It was noted that similar resources were not offered to other stations on the Eastern Leg - and that the funding made available for the East Midlands represented a significant vote of confidence in the progress made by the Strategic Board over the last 18 months.
3.2 Andrew went through the document section by section to ensure that all members of the
Board were content. The following minor amendments were agreed:
To include reference to the Midlands Engine on 1b (page 7), whilst noting the importance of ensuring that adequate resources are allocated to this work; To invite the Roxhill developers to join the Strategic Board (page 15);
To invite a FE representative to join the Staveley Maintenance Depot Delivery Board (Page 17); To invite an HCA representative to join the Growth Strategy Officer Group (page 18).
3.3 With these changes the document was agreed for submission. It was noted that the draft AP would also need to be endorsed by the D2N2 Board on the 18th January 2016. The Strategic Board agreed to delegate to the Chair and Vice Chair the agreement of any resulting changes.
ACTION
4. Update on Toton Area Master Plan
4.1 Steffan Saunders of Broxtowe Borough Council took Members through the process to establish a clear planning context for development around the Hub Station within Broxtowe consistent with the adopted Aligned Core Strategy.
4.2 As a result of the changes agreed by the Borough Council to earlier draft proposals, the amount of land allocated for economic development on the station site has increased from 27ha to 43ha (with a further 28ha contingency), and the land allocated to housing has decreased from 22ha to 13ha.
4.3 Members welcomed the progress made by Broxtowe in very challenging circumstances. It was noted that now that the planning context was agreed, the delivery process would offer further scope to ensure the most effective mix of uses on the site.
5. Update from HS2 Ltd
5.1 Rachel Blake from HS2 Ltd gave an update on the work the company was taking forward to enable the Secretary of State to make a full route announcement on the Eastern Leg by the end of 2016.
5.2 In response to a question from Cllr Anne Western, Rachel agreed to circulate details of HS2 Ltd’s programme of engagement with schools and colleges. RB
6. Update from DfT
6.1 Jasper Pandza from DfT gave further details of on announcements made in the Autumn Statement and the likely timescales for making a full route announcement.
6.2 John McNulty representing the HS2 Partnership set out the role of the partnership (comprising HS2 Ltd and LCR) in helping local areas deliver HS2 related growth.
6.3 Members welcomed an offer from John to help pull together one or more workshops to determine the most effective mix of growth opportunities for the area and how best they JMc/AP might be realised.
7. Midlands Connect Update
7.1 Andrew Pritchard give an update on Midlands Connect. He confirmed that the first Midlands Connect Strategic Board meeting will take place on the 4th February in Birmingham with Nottingham-born businessman Sir John Peace in the Chair. Cllr Jon Collins, Cllr Anne Western and Cllr Nick Rushton are the EMC representatives on the Board.
ACTION
7.2 The first Midlands Connect Strategic Board meeting would consider the forward work programme and key milestones for the delivery of a Strategic Transport Strategy for the Midlands by March 2017. It would also consider the basis for an initial report to inform the 2016 Budget Statement, which would make the case for additional development funding to accelerate the delivery of Midlands’ schemes in the forward programmes of Network Rail and the Highways England.
AP 7.3 Further updates on Midlands Connect will be made of to future meetings of the HS2 Strategic Board.
8. Dates of Future Meetings
8.1 . 24th February 2016 – 2.00pm-4.00pm . 12th April 2016 – 2.30pm-4.30pm . 25th May 2016 – 12noon-2pm . 22nd June 2016 – 2.00pm-4.00pm . 20th July 2016 – 2.00pm-4.00pm . 13th Sept 2016 – 2.30pm-4.30pm . 19th Oct 2016 – 2.30pm-4.30pm . 18th Nov 2016 – 10.30am-12.30pm All meetings at Loxley House unless otherwise specified.
East Midlands HS2 Strategic Board 24th February 2016 Item 3: East Midlands HS2 Growth Strategy
1. Background
1.1 The submission to unlock Growth Strategy funding agreed at the last meeting was subsequently endorsed with minor amendments by the D2N2 Board and submitted to Government on the 28th January 2016. The final submitted version is contained in Appendix 1.
2. Current Status & Next Steps
2.1 Informal feedback on the submission has been positive, but as yet no formal decision to release funding has been made by Government.
2.2 A meeting with senior officials at DfT and HS2 Ltd is planned to take place on the 22nd February 2016. Verbal feedback will be reported to the Strategic Board on the 24th February 2016.
2.3 In the meantime, the first meeting of the Growth Strategy Officer Group took place on the 11th February 2016. The meeting agreed actions to progress individual components of the Growth Strategy work programme, in particular on economic opportunities and classic compatible connections which also feature on the today’s Strategic Board agenda.
3. Recommendation
3.1 Members note progress on the Growth Strategy and receive feedback from the Department for Transport as appropriate.
Key contact
Andrew Pritchard EM Growth Strategy Manager [email protected]
Delivery of an East Midlands HS2 Growth Strategy
Submission to Government For the Release of Funding
28th January 2016
Contents
1. Realising the economic potential of HS2 in the East Midlands 3
2. Progress to Date 4
3. Governance 5
4. Proposed Work Programme 6
5. Links to Midlands Connect 10
6. Appendices 12
a) Strategic Vision & Principles b) Board Terms of Reference & Membership c) Delivery Gant Chart
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1. Realising the Economic Potential HS2 in the East Midlands
1.1 The development of an HS2 Hub Station at Toton serving the East Midlands has huge economic potential. Independent research commission by HS2 Ltd from KPMG in September 2013 suggested the economic benefits could be anywhere between £1.1 and £2.2 billion GVA per year – the greatest proportionate uplift of any of the proposed HS2 stations. This reflects the potential of the Hub Station to radically improve connectivity between the local economies of the East Midlands and those of the West Midlands and the North of England, as well as with London and the South East.
1.2 Although the Government will not make a final route announcement on Phase 2 of HS2 until late 2016, Ministers have recently set out a clear policy direction:
“The Government continues to support Toton as the location for the HS2 East Midlands Hub.”
“Today, the Government is announcing funding for the development of an HS2 Growth Strategy for the East Midlands Hub. This funding will enable the region, led by the local LEP, to develop their strategy for maximising the benefits that HS2 will bring to the East Midlands. The strategy will clearly identify the opportunities, plans and required support to deliver growth, building on the transformational benefits of HS2.”
‘High Speed Two: East and West’ Published by the Department of Transport, November 2015.
1.3 This document sets out proposals for the delivery of an HS2 Growth Strategy for the East Midlands which will realise the potential of both the Hub Station at Toton and the Maintenance Deport at Staveley. It includes a detailed work programme and budget for the first phase of this work up to December 2016 reflecting the scale of initial funding to be made available by the Department for Transport (set out below), and indicative proposals for 2017.
Initial Funding: £625,000 Funding post Route Announcement: (expected late 2016) £625,000
1.4 It has been developed in consultation with local partners and has been endorsed by the East Midlands HS2 Strategic Board on the 15th January 2016 and the D2N2 Board on the 18th January 2016. The Growth Strategy is designed complement the Midlands Connect HS2 Ready Work Package, which together will set out measures to maximise the economic benefits of HS2 investment locally, regionally and nationally, and also contribute to the delivery of the Government’s Midlands Engine initiative.
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2. Progress to Date
2.1 Since the establishment of the East Midlands HS2 Strategic Board in July 2014, local partners have made a significant progress towards the delivery of HS2 in the East Midlands. In particular by:
• Agreement of a strong local consensus to support Toton as the location for the HS2 Hub Station serving the East Midlands; • Agreement of a clear strategic vision and objectives for the delivery of HS2 in the East Midlands (set out in Appendix a); • Undertaking initial work to identify key economic opportunities in the local and wider area that would benefit from HS2 connectivity; • Scoping of options for connectivity to the Hub Station by road, heavy rail, light rail, bus/BRT, cycling and walking; • Commissioning technical work on the technical feasibility of classic compatible connections at and around Toton; • Agreement of design principles for the Hub Station serving the East Midlands to enable multimodal connectivity, including a preferred concept design; • Agreement of the scope for the development of a multi-modal transport model for the area around the Hub Station; • Commissioning of initial feasibility work on options for tram connectivity; • Commissioning of initial feasibility work on options for ‘classic compatible’ connectivity; and • Agreement of framework for the delivery of an East Midlands Growth Strategy.
2.2 The East Midlands HS2 Growth Strategy will therefore be built on strong technical and political foundations. Financial support from the Department of Transport will allow the necessary further work to proceed more quickly and to a greater level of detail than would otherwise be the case.
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3. Governance
3.1 The Funding for this East Midlands wide work has been made available through D2N2 LEP and as such Derbyshire County Council will act as the accountable body the Growth Strategy funding on behalf of D2N2. Expenditure will be certified jointly by the D2N2 Chief Executive and the Derbyshire County Council S151 officer in line with existing arrangements for the Local Growth Fund.
3.2 The HS2 Strategic Board will continue meet on a monthly basis and includes representation from across the wider East Midlands Region and it will make regular reports to the D2N2 Board. The Strategic Board membership reflects the complex geography of the area and the range of legitimate interests involved and has proved successful in securing consensus on key issues to date, not least station location. The Strategic Board will supported by two Delivery Boards focussed on the Hub Station and the Staveley maintenance depot respectively, which will play a more prominent role as the Growth Strategy develops and moves towards implementation.
3.3 The only new structure proposed is Growth Strategy Officer Group which will support all three Boards and replace the existing Connectivity Group. This will be chaired by a Growth Strategy Manager reporting to the HS2 Strategic Board, who will be seconded part time from East Midlands Councils. The Growth Strategy Manager will also manage the delivery of the Growth Strategy on day to day basis and be co- located with the D2N2 LEP Secretariat for these purposes.
3.4 The Proposed Governance arrangements for the delivery of the Growth Strategy are set out below. Membership and terms of reference for the structures below the D2N2 Board are set out in Appendix b, but will be kept under review.
D2N2 Board
East Midlands HS2 Strategic Board
Hub Station Staveley Depot Delivery Board Delivery Board
Growth Strategy Officer Group
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4. Proposed Work Programme
4.1 The outline of work programme to deliver an HS2 East Midlands Growth Strategy was discussed an agreed by the EM HS2 Strategic Board on the 14th October 2015, and is summarised below:
4.2 It is proposed to use this framework for the development East Midlands HS2 Growth Strategy. The work will be split into two tranches reflecting the DfT funding profile. The first tranche will comprise all of Stage 1 (to be completed by September 2016) and the first two elements of Stage 2 (to be completed by December 2016). The last element of Stage 2 and the whole of Stage 3 will be completed in mid-2017 (assuming further DfT funding is released), with the publication of a Final Report and Executive Summary Report which together will:
• Articulate a clear narrative for the delivery of HS2 in the East Midlands; • Identify key additional interventions that will add value to the HS2 baseline in terms of land value uplift, productivity, GVA, housing and jobs; • Prioritise those interventions and determine the optimum phasing for delivery; • Set out land use and mobility masterplans that provide a clear spatial context for investment; and • Set out a costed and viable delivery plan which include proposals for partnership funding, risk management and procurement, and a preferred model of local delivery.
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4.3 Further detail of the on the elements of work to be delivered by the end of December 2016 is set out in the table below. Each element will be managed through the Growth Strategy Officer Group and be informed by input from wider stakeholders to help secure a robust consensus. Timely input from HS2 Ltd, Highways England and Network Rail will be critical to success.
Stage 1a: Confirm HS2 Baseline Total Cost: tbc Work to Date Work to Complete Current understanding based on 2013 A common understanding of the core HS2 proposition consultation proposals. (including any passive provision) for the East Midlands at the ‘route steer stage’ (January 2016), and an assessment of likely resulting economic impact.
Stage 1b: Identify Economic Opportunities Total Cost: £105,000 Work to Date Work to Complete Some initial work has been carried out by Voltera A comprehensive study informed by the market and the on behalf of LTAs in the D2N2 Area emerging Midlands Engine initiative to identify short (available here ) but this was strategic in nature and long term economic growth opportunities across and did not cover Leicester and Leicestershire. the D2N2 and L&L LEP areas (including EMA, the EM Gateway developments and the former Stanton Further work has been carried out by Broxtowe Ironworks site) that could benefit from HS2 investment. and Erewash Councils to inform the development To include estimates of potential benefits in terms of of local planning policies. land value and GVA uplift, job growth and development potential. D2N2 LEP has made available funding to support master-planning around the Staveley Depot. The study will also support the delivery of local strategies developed by local councils. The SEPs developed by D2N2 and L&LLEP provided a strategic economic context.
Stage 1c: Identify Connectivity Opportunities Total Cost: £20,000 Work to Date Work to Complete Initial Scoping work has been undertaken by LTA Initial scoping work will need to be reviewed against officers to identify main opportunities for the outcomes of the Economic Opportunities work multimodal connectivity, and was reported to the carried out under 1b, and consolidated into a single EM HS2 Strategic Board in July 2015. document setting out a high level assessment of risks, costs and benefits.
Stage 1d: Identify Potential funding and Delivery Mechanisms Total Cost: £60,000 Work to Date Work to Complete There has been some initial discussion with the A comprehensive study to identify funding streams that HS2 Growth Partnership on funding and delivery can be used to support infrastructure interventions in options. addition to the HS2 baseline (including through local revenue such as Tax Increment Financing) and delivery A draft brief for some initial work has been mechanisms for associated development (including the developed, but this is limited in scope and will option of a ‘Mayoral Development Corporation’ under a need to be reviewed. Combined Authority for specific locations).
Funding options will include fully worked examples which demonstrate the financial implications for local people and businesses, local authorities, and Government.
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Stage 1e: Identify Skills Opportunities Total Cost: £60,000 Work to Date Work to Complete No substantive work has been undertaken. An assessment of the workforce skills required to secure the economic opportunities identified under 1b and proposals for training local people accordingly. The assessment will add value to the West Midlands HS2 Growth Strategy and the High Speed Rail College, and link to the potential of the Staveley Depot and the delivery of the wider Midlands Engine initiative
Stage 1f: Agree Station Design Principles Total Cost: £50,000 Work to Date Work to Complete An initial study has been undertaken setting out Further work is required to develop the preferred core design principles and 2 concept Hub Station concept design to higher level of detail in partnership designs, which was signed off by the Strategic with HS2 Ltd, taking into account the outcome of work Board in November 2015, available here on connectivity and economic development opportunities Stage 2a: Develop Prioritisation Methodology Total Cost: £15,000 Work to Date Work to Complete No substantive work has been completed, Reviewing the Midlands Connect prioritisation although work on developing a prioritisation methodology and making any necessary adjustments to methodology is a key out-put for the initial phase enable it to be applied to more local interventions in of the Midlands Connect work the Growth Strategy Area.
Stage 2b: Assess and Prioritise Interventions Total Cost: £615,000 Work to Date Work to Complete Based on initial scoping completed under 1c, Completion of existing studies is a priority and is likely more detailed work has commenced to consider: to require additional resources. In addition, investment will be required for: • Tram connectivity west of the station (Net Project Team) • Completion of multi-modal transport modelling • Heavy Rail connectivity (Network Rail) • assessment of connectivity options from Derby • Trunk Road access (Highways England) • assessment of options for local road connectivity, • Scoping of multi-modal transport model including in Long Eaton & Toton (Highways England & LTAs) • assessment of options for cycling and walking routes The emerging Leicester and Leicestershire rail • assessment of wider economic benefits of classic strategy was reported to the EM HS2 Strategic compatible connection serving Derby, Leicester and Board in Oct 2015 & identified significant Nottingham additional economic benefit of a classic compatible connection to Leicester & the All proposed interventions will been to be assessed Thames Valley. using the prioritisation methodology developed under 2b before progressing to full business case development.
Programme Management 2016 Total Cost: £60,000 A senior officer from East Midlands Councils has been seconded to manage the delivery of the Growth Strategy on a part time basis from January 2015, in combination with managing the Midlands Connect HS2 Ready Work Package.
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4.4 A Summary financial table is set out below.
Description DfT Contribution Secured Partner Total Cost Contributions 1a) Confirm HS2 Baseline Nil tbc tbc 1b) Identify Economic Opportunities 60,000 45,000 105,000 1c) Identify Connectivity Opportunities 20,000 Tbc 20,000 1d) Identify Potential Funding and Delivery 60,000 60,000 Mechanisms 1e) Identify Skills Opportunities 60,000 60,000 1f) Agree Station Design Principles 30,000 20,000 50,000 2a) Develop Prioritisation Methodology 15,000 15,000 2b) Assess & Prioritise Interventions 320,000 295,000 615,000 Programme Management 60,000 60,000 Total £625,000 £360,000 £985,000
4.5 The second phase of work will depend on a further release of DfT funding following the route announcement in late 2016, but will comprise the following elements:
2c) Develop full Business Cases for Prioritised Schemes Interventions that have been assessed and successfully prioritised under 2b will be developed to a full business case in accordance with Treasury Green Book requirements, with identified funding streams.
3a) Prepare Implementation Plan The Growth Strategy implementation Plan will identify the key delivery partners for each element of the Strategy, including timescales, decision points and milestones, key risks, and financing/funding constraints, along with an assessment of benefits.
3b) Identify & Promote Investment Opportunities The Growth Strategy will identify projects or groups of projects which form potentially attractive propositions for both Government and private sector investors, making use of innovative funding and delivery mechanisms identified under 1d.
3c) Agree Final Station Design Once the Strategy has been developed there will be further issues which need to be taken into account in the final design of the Hub Station. This may also require an assessment of additional costs and benefits of the final design over and above the HS2 Baseline, and how these should divided between funding partners.
Project Management Existing project management arrangement will continue until the completions of the Growth Strategy and the submission to Government of the final documentation.
4.6 Following completion of this work, the final Growth Strategy Report and Executive Summary Report will be submitted to Government in Mid-2017.
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5. Links to Midlands Connect
5.1 The East Midlands Hub Station at Toton, along with Birmingham Curzon Street, UK Central and Crewe Hub will be one of four HS2 stations serving the Midlands. The Midlands Connect initiative offers an opportunity to maximise the collective economic benefits of HS2 connectivity across the Midlands. The allocation of £5 million from the Department for Transport will enable the development of a Strategic Transport Strategy for the Midlands setting clear investment priorities by March 2017.
5.2 All the East Midland LEP’s and East Midlands Councils have been heavily involved in the development of Midlands Connect to date. Regular reports on Midlands Connect have been made to the East Midlands HS2 Strategic Board.
5.3 A key element of the Midlands Connect work programme will be ensuring that the Midlands is ‘HS2 Ready’ The East Midlands Growth Strategy Manager for the East Midlands will also work part time as part of the Midlands Connect Project Team to manage the delivery of the ‘HS2 Ready Work Package’. This will ensure maximum complementarity between the East Midlands HS2 Growth Strategy and the Midlands Connect Transport Strategy
5.4 There are four key components of the Midlands Connect HS2 Ready Work Package:
Component A: Baseline & Gap Analysis This will examine the four existing and emerging growth strategies for the four Midlands Stations to understand the likely collective impact of HS2 investment, to inform the development of a high level narrative, and to highlight any additional or enhanced growth opportunities that could be taken forward either collectively, or through the emerging growth strategies for Crewe Hub and East Midlands Hub. It will also highlight where additional work may be required maximise the synergies between all four stations.
Component B: Priorities for Accelerating Investment This component will examine the economic case for accelerating elements of planned infrastructure investment to maximise the economic impact of HS2 on the Midlands economy. This might include classic rail infrastructure, road or public transport work, or HS2 investment itself (e.g. the link between Birmingham and East Midlands Hub).
Component C: Priorities for Classic Rail Released Capacity Using the Network Rail route strategies as a starting point, this component will examine to the economic case for using capacity released by the implementation of
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each phase of HS2 to improve connectivity between the economic hubs previously identified by the Midlands Connect Economic Impacts Study.
Component D: Priorities for Network Integration The component will consider ways to maximise the cumulative economic impact of the four HS2 Stations serving the Midlands, which together will form the hub of the nation’s high speed rail network. This will include priorities for linkages between the stations and their integration into their strategic (as opposed to more local) transport networks.
5.5 The outcome of Component A is likely to have an impact on the content of the East Midlands HS2 Growth Strategy, and this is programmed to be completed by the end of April 2016. The remaining components will be completed by the end of December 2016. The development of the Midlands Connect Appraisal Tool (under Midlands Connect Work Package 1) will also be of direct relevance.
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6. Appendices
6a) Strategic Vision & Principles Councils, LEPs, universities and colleges will work in partnership with the Government to ensure that high speed rail in the East Midlands delivers unique and sustainable places that are well connected by high quality infrastructure, for people who will benefit from enhanced employment prospects resulting from targeted investment in skills and business support.
‘…unique and sustainable places…’
1. High quality design that achieves an inspiring 21st Century Gateway to the towns and cities of the East Midlands:
• an iconic yet highly functional Hub Station with provision for business meeting space and surrounded by excellent public realm and accessible green infrastructure; • viaducts and bridges which have architectural merit but that are designed to minimise the impact of noise; • cuttings and embankments which are well integrated into the natural environment and provide opportunities to improve biodiversity.
2. Planned development that uses the locational advantages of the Hub Station to strengthen and re-enforce the roles of existing settlements across the East Midlands:
• establishment of a major new high tech research/HQ institution adjacent to the Hub Station which adds value to the existing East Midlands offer; • well integrated high quality mixed tenure housing and employment development (including provision for relocated businesses),which makes best use of the land around the Hub Station and reflects the recently agreed Joint Core Strategy; • avoiding major retail development that would undermine the roles of existing centres; • maintaining the integrity of the Derby-Nottingham Greenbelt west of the M1; • continuing to invest in infrastructure elsewhere that supports the roles of existing settlements.
3. Making use of innovative and effective engineering solutions that avoid or mitigate the severance of communities and businesses in Long Eaton, Mansfield/Ashfield, Worksop and Chesterfield.
4. Using land value/business rate uplift and increased investor confidence around the Hub Station to address local regeneration priorities and to improve areas of low quality housing stock.
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‘…that are well connected by high quality infrastructure…’
5. Ensuring that HS2 is additional to current levels of classic service provision and using released classic rail capacity to significantly improve connectivity:
• post HS2 MML services should be re-orientated around even ‘clock face’ service pattern that would benefit Leicester and other stations along the line; • capacity released from the Midland Main Line must enable further improvements to connectivity between Derby, Leicester and Nottingham and the northern ‘core cities’, and enhanced services for Chesterfield, Loughborough, Market Harborough, Corby, Kettering and Wellingborough; • capacity released from the East Coast Main line must enable enhanced services for Retford, Newark, Grantham and Lincoln; • capacity released from the West Coast Main Line must enable enhanced services for Northampton to both Birmingham and London.
6. Constructing direct links between HS2 and the Midland Main Line to allow some trains to run on both lines, increasing connectivity to Birmingham, the north of England and Scotland:
• a link at the Hub Station to allow for direct services from Derby, Leicester and Nottingham to Leeds, Newcastle and Scotland via HS2; • provision for direct services from Nottingham to Birmingham via HS2.
7. Ensuring effective local multi-modal accessibility to the Hub Station:
• regular and reliable heavy rail services from Derby, Leicester and Nottingham that do not compromise existing levels of connectivity between the three cities, and also from Mansfield/Ashfield & Worksop (via the Robin Hood Line) and local stations on the west of Nottingham and beyond; • extending NET to serve areas west of the proposed Hub station at Toton; • provision for direct access from Long Eaton, Toton and Stapleford for pedestrians, cyclists, buses, taxis and local car pick-up/drop off facilities, and effective public transport connectivity to the rest of the Greater Nottingham area; • access from the strategic road network which does not result in additional traffic congestion and associated environmental problems; • providing appropriate levels of well designed station car parking, whilst avoiding the development of a ‘parkway station’; • ensuring that communities in northern Derbyshire and Nottinghamshire also have effective access to HS2 stations in Sheffield and Manchester.
8. Using innovative technology such as Integrated flexible ticketing to allow people to undertake ‘seamless’ multi-modal journeys via HS2, classic rail and other forms of public transport at reasonable prices and without booking on a specific service – reducing reliance on the private car.
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‘…for people who will benefit from enhanced employment prospects resulting from targeted investment in skills and business support.’
9. Rebuilding pride and excellence in the construction and manufacturing sectors through the development of a highly skilled local workforce:
• working with established centres of excellence to train the next generation of engineers, working with the High Speed Skills college • establishing apprenticeships for HS2 construction and engineering jobs • focusing on STEM subjects in schools to help local children access such opportunities.
10. Maximising the economic potential of the Staveley Maintenance Depot, building on the established strengths of the local rail supply sector to create and maintain high value manufacturing and engineering jobs across the East Midlands.
11. Increasing connectivity to new and existing major employment opportunities, including:
• East Midlands Airport; • East Midlands Gateway (Freight Interchange); • the former Stanton Iron Works site
12. Ensuring that local companies have a fair chance to win contracts to design and build HS2 and the required rolling stock:
• establishing a dedicated rail engineering support initiative to further boost the competitiveness of the sector; • encouraging local participation at HS2 procurement events.
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6b) Board Terms of Reference & Membership
East Midlands HS2 Strategic Board
Terms of Reference
• to provide leadership and direction on strategic issues relating to HS2; • to act as the ‘place to go’ for business leaders and local authorities on matters relating to HS2; • to liaise at a strategic level with HS2 Ltd, the proposed national regeneration company and other government agencies; • to receive and consider reports from the Station and Maintenance Depot Delivery Boards; • to develop close links with local authorities and organisations outside the East Midlands to build support for the eastern arm; • to consider and provide a co-ordinated response to initiatives and proposals from HS2 Ltd, DfT and other relevant organisations; • to work with Network Rail and the rail industry to achieve closer integration of the high speed and ‘classic’ rail networks, ensure effective use of released capacity for passenger and freight services, and to protect and promote the interests of existing rail users; • to secure the resources necessary to support the work of the Strategic Board and the two Delivery Boards; • to provide a focus for media enquiries and develop a strategy to promote the interests of the region and the Board’s constituent members.
Membership
• Derby City Council • D2N2 LEP • Nottingham City Council (Chair) • Leicester & Leicestershire LEP • Leicester City Council • East Midlands Chamber • Derbyshire County Council (Vice • Rail Forum East Midlands Chair) • East Midlands TUC • Leicestershire County Council • Institution of Civil Engineers • Nottinghamshire County Council • NET • Northamptonshire County Council • HS2 Ltd • Ashfield District Council • Department for Transport • Chesterfield Borough Council • Network Rail • Broxtowe Borough Council • Highways England • Erewash Borough Council • HMG Cities & Local Growth Unit • NW Leicestershire District Council • Roxhill EM Gateway (to be invited) • East Midlands Airport • East Midlands Councils (Secretariat) • East Midlands Further Education Colleges
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Hub Station Delivery Board
Terms of Reference
• to develop a master plan for the long term development of the hub station and surrounding area in consultation with the Joint Planning Advisory Board; • to work with the LEP and business leaders to maximise the growth potential of the site whilst protecting and enhancing the economic well-being of town and city centres; • to develop plans to provide effective links to town and city centres in co-operation with the Highways England, Network Rail, highway authorities and other transport providers; • to ensure compatibility with the statutory planning process in consultation with the Joint Planning Advisory Board; • to identify a work programme, infrastructure requirements and the resources needed to deliver an effective growth strategy; • to agree and oversee the commissioning of specialist technical studies; • to make recommendations to the Strategic Board.
Membership
• Broxtowe Borough Council (Chair & Secretariat) • Erewash Borough Council • Nottingham City Council • Derby City Council • Nottinghamshire County Council • Derbyshire County Council • HS2 Ltd • Highways England • Network Rail • East Midlands Councils
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Staveley Maintenance Depot Delivery Board
Terms of Reference
• to develop an overall plan for the provision of an HS2 Infrastructure Maintenance Depot at Staveley consistent with economic development, planning and highway aspirations for the area; • to work with HS2 Ltd, the LEP, business leaders, local authorities, land owners and local/community organisations to develop the growth potential of the site and the wider Staveley area; • to consider and, if appropriate, make provision for a satellite facility for the proposed high speed rail college; • to ensure compatibility with the statutory planning process and planned infrastructure proposals in consultation with the relevant local authorities; • to identify a work programme, infrastructure requirements and the resources needed to maximise the economic potential of the maintenance depot and associated developments; • to agree and oversee the commissioning of specialist technical studies; and • to make recommendations to the Strategic Board.
Membership
• Chesterfield Borough Council (Chair) • Derbyshire County Council (Secretariat) • HS2 Ltd • Further Education representative • East Midlands Councils
17
Growth Strategy Officer Group
Terms of Reference
• to oversee delivery of the East Midlands HS2 Growth Strategy in accordance framework agreed by the HS2 Strategic Board; • to advise the HS2 Strategic Board and Delivery Boards on relevant matters relating to the delivery of the Growth Strategy; • to advise on the scope of technical studies necessary to deliver the Growth Strategy, provide technical oversight and sign off reports to the Strategic Board as appropriate; • To provide oversight to the Growth Strategy Budget, advising the D2N2 Chief Executive and Section 151 Officer as appropriate;
Membership
• Derby City Council • East Midlands Airport • Nottingham City Council • D2N2 LEP • Leicester City Council • Leicester & Leicestershire LEP • Derbyshire County Council • HS2 Ltd • Leicestershire County Council • Department for Transport • Nottinghamshire County Council • Network Rail • Ashfield District Council • Highways England • Chesterfield Borough Council • HMG Cities & Local Growth Unit • Broxtowe Borough Council • Homes & Communities Agency • Erewash Borough Council • Growth Strategy Manager (Chair) • NW Leicestershire District Council
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6c) Delivery Gant Chart Stage 2a Report Stage 2b 2a Stage 1 Report 1f 1e 1d 1c 1b 1a Element Jan-16 Feb-16 Mar-16 Apr-16 May-16 Jun-16 Jul-16 Aug-16 Sep-16 Oct-16 Nov-16 Dec-16
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East Midlands HS2 Strategic Board 24th February 2016 Item 5: Economic Opportunities Study Brief
1. Background
1.1 A key initial element of the Growth Strategy work programme (Stage 1b) is a study to identify short and long term economic growth opportunities across the D2N2 and Leicester & Leicestershire LEP areas that could benefit from HS2 investment.
2. Current Status & Next Steps
2.1 An initial draft brief for this work has been developed by Nottingham City Council officers on behalf of the Growth Strategy Officer Group, and is set out in Appendix 1 for comment.
2.2 Once the brief is finalised, it is intended to move to procurement as soon as the Growth Strategy funding has been confirmed, reporting back to the Strategic Board on a regular basis as the work progresses.
3. Recommendation
3.1 Members of the Strategic Board are asked to agree any comments on the study brief set out in Appendix 1 and ask Growth Strategy Manager to make the necessary changes before proceeding to procurement.
Key contacts
Andrew Pritchard EM Growth Strategy Manager [email protected]
Mark Fiander Regeneration Team Leader Nottingham City Council [email protected]
Connections to the HS2 at Toton – An Assessment of the Economic Development Impact
Introduction
This document provides a proposal to investigate the potential economic development benefits of transport improvements linking to the second high speed rail line (HS2) station at Toton. It is intended to be a component part of the East Midlands HS2 Growth Strategy. These benefits are unique not only because HS2 is a once in a lifetime opportunity but also, unlike other HS2 stations, because much of the economic benefits from the station at Toton will be derived from the numerous places across the region which use it to connect to the HS2 line.
Background
In recent years train travel has increased significantly and the network has enlarged with further investment underway locally at Ilkeston as well as planned investment nationally in the form of HS2. These improvements are considered crucial to economic growth particularly as HS2 will free up capacity on the existing rail network. Toton has been identified as the preferred location for the HS2 station serving the East Midlands and makes use of existing railway land approximately mid-way between Nottingham and Derby. An infrastructure maintenance depot is also proposed at Staveley. Toton station has the potential for excellent connectivity across the region as shown on the attached plans (Appendix 1) allowing a significant proportion of passengers from across the region to access the station:
Toton is well located to access the M1, making it easily accessible by road. The station could incorporate conventional platforms able to connect with Derby, Nottingham, Chesterfield and Loughborough/Leicester, thereby linking with the regional rail network. Bus services will have easy access and the area could potentially act as an interchange in its own right. Cycle connections could include a new national cycle route to other HS2 stations. An extension to the Nottingham Tram network is proposed so that trams can serve the station and connect to Nottingham Station as well as to the majority of the main employers in Nottingham. The feasibility of additional extensions is being investigated including routes to Derby and East Midlands Airport. The station could be connected to the Robin Hood Line (RHL) just south of Kirkby- in-Ashfield via existing track (including track at Pye Hill currently used for freight) and with the option of an additional station serving Pinxton and an extension which could open up significant new opportunities, as described below.
Many of the areas that could be connected to Toton have suffered from economic decline resulting from the closure of traditional industries such as coal mining and now offer significant opportunities for economic development as they have a plentiful supply of land and low land and labour costs. This is particularly true of the areas along the RHL to the north of Hucknall (including the population centres at Kirkby in Ashfield, Sutton in Ashfield
1 and Mansfield) and the areas along the former colliery line to Warsop, Edwinstowe and Ollerton (the Dukeries line). Notably, this is where Thoresby Colliery, the last deep pit in Nottinghamshire, has just closed and where the new Robin Hood Visitor Centre is proposed. Enhancement of existing routes offers an economical way of improving transport and links to Nottingham as one of the core cities, and potentially to the national high speed network, offers the greatest benefits for the north Nottinghamshire sub-region. Additional initiatives are being considered which could further improve connectivity to the area to the east of Nottingham.
New sustainable development around HS2 stations, and other transport hubs linked to the HS2 network, can help unlock office and industrial space that will significantly enhance the area’s attractiveness to businesses, especially if this is approached through a (business) cluster approach. The Toton transport interchange is one key economic asset (as is EMA), but we also need to remember that the availability of a skilled workforce, the quality of the other infrastructure (especially the telecommunication network), provision of the right type of real estate – for example, high quality grade A offices for potential key occupiers – are also crucial factors in business location decisions.
The opportunities provided by transport investment are widely acknowledged and it is therefore essential that work is undertake to determine to what extent investment in areas connected to Toton would be justified by the economic development opportunities. This work has already been started for Toton Station itself and an initial estimate was compiled by Volterra (2013) for several other proposals in the area, including schemes along the tram route in Broxtowe and Nottingham (notably the Nottingham Enterprise Zone, the Universities and the NG2 business park), a major redevelopment planned at the former Stanton Iron Works in Ilkeston and a proposed Strategic Rail Freight Interchange near East Midlands airport (which has just received planning permission). It was estimated that in combination the schemes could deliver over 4,000 new homes and support over 10,000 new jobs. However it now needs to include the surrounding area including Leicester and Leicestershire, Derby, East Midlands Airport itself and additional connections from Toton to the RHL via Pinxton as well as the Dukeries line. There are also significant development opportunities around Nottingham station and stations in other city and town centres.
Toton
It is proposed that the station hub would consist of four platforms for high speed trains and four platforms for conventional services. There would also be two fast lines through the middle of the station for non-stopping services. The platforms would be at ground level, with the station entrance and forecourt located above and to the east. The journey time to London would be 51 minutes, and HS2 trains would reach Newcastle, for example, in 1 hour 42 minutes.
HS2 Ltd’s analysis to date suggests that the East Midlands Hub station could support between 1,500 and 1,600 jobs and between 150 and 800 houses. More recently Erewash Borough Council have adopted a plan for the Toton area which proposes investment programs for Long Eaton Town Centre, Stapleford District Centre, and Sandiacre Local Centre to be developed to raise them to the status of HS2 national network gateways. Also in Erewash, the Council proposes that a Rail Park be located around the rail spur at Stanton
2 Ironworks, providing relocation and co-location options for local and new rail industry businesses. Broxtowe Borough Council in their emerging Toton Strategic Location for Growth Masterplan are proposing a business park immediately to the east of the proposed station site at Toton Fields that could accommodate at least 18,000 sqm of commercial floorspace.
There has been a creative tension between the local planning needs of the immediate area and more visionary ideas regarding the national and regional economic potential of the area around the station. This is complicated by timing issues. The two local authorities have put together local plans and proposals that show their ambitions for the areas concerned. Work has recently been undertaken to come up with a strategy that confirms the main principles of the local plans whilst still allowing for future significant economic development at the station site. The key point is still that the station site will be an economic as well as a transport hub, but much of the regeneration benefits will be felt on the ‘spokes’ of the surrounding connectivity improvements.
Some examples of these key regeneration sites are:
The Boots Enterprise Zone, Sites along the Dukeries Line including the former Thorseby Colliery, Land around Nottingham University and Nottingham Station, City Centres, The Rolls Royce development at Hucknall, Former British Celanese land at Spondon.
Infrastructure Maintenance Depot at Staveley
This depot would be located slightly to the north-west of Staveley. It would be constructed on a brown field site, a former ironworks, as it is envisaged that the depot will help to transform previously neglected areas of land by encouraging the growth of associated businesses, as well as attracting new employment to the area. Initial estimates of the economic benefits of this development have already been produced.
Pinxton
The proposed new connection from the RHL to the Midlands Main Line would enable direct access to Toton station (and hence to the HS2 network) and runs immediately south of Pinxton such that a new station serving the area would be appropriate.
The Dukeries Line
Nottinghamshire County Council is currently carrying out feasibility studies on the restoration of the Dukeries rail link to provide a passenger service to new stations at Warsop, Edwinstowe and Ollerton as an extension to the existing Robin Hood Line (which runs between Nottingham and Worksop). The studies will form the basis for a business case and funding application to be submitted to the Government.
The proposed new passenger service along the Dukeries Line would start from the RHL just south of Shirebrook station and utilise the existing mineral line which runs close to the
3 proposed site of the new Sherwood Forest Visitors’ Centre and the recently closed Thoresby Colliery.
Enterprise Zone
D2N2 Local Enterprise Partnership submitted a proposal to the Government for a new Enterprise Zone comprising of four sites along the Robin Hood Line corridor, including two sites linked to the proposed Dukeries Line – the former Thoresby Colliery and the Energy Village at Ollerton – as well as proposed EZ sites at Sutton-in-Ashfield and Mansfield. The bid, developed by Nottinghamshire County Council in partnership with the relevant district councils and a number of landowners, indicates the significant opportunities in the area.
City Centres
There is significant potential for economic development in town and city centres that are well connected to Toton. In Derby, for example, this includes leisure, retail, hotel and office development at sites such as the former Assembly Rooms and the former Debenhams site.
Study Objectives
The findings, conclusions and recommendations of the studies described above will inform the work proposed by this brief and it will also take account of the wider strategic developments relevant to the proposed Toton study, specifically:
The Midlands HS2 Growth Strategy (Accelerating the UK’s engine for growth), recently published by Greater Birmingham and Solihull Local Enterprise Partnership,
The Midlands Connect Strategy,
The Derby-Nottingham Metro Strategy,
Relevant local plans,
Emerging strategies including the Leicester and Leicestershire Rail Strategy.
This study’s primary objective is to outline the potential/ probable development opportunities, economic benefits and impacts of: a. A Station Hub at Toton, Maintenance Depot at Staveley and links to East Midlands Airport, b. The wider economic impacts of: Additional stations, linked to HS2 at Toton, at Pinxton and Warsop, Edwinstowe and Ollerton, A tram and tram/train network potentially extending to the RHL, East Midlands Airport, the proposed freight interchange, Key sectors which could potentially benefit from HS2 connectivity,
4 Opportunities across the sub-region including city and town centres as well as key sites.
1. The study will give close consideration to the following:
The likely impact of connection to Toton HS2 station on the deliverability and bringing forward the development of the employment proposals on the areas/sites mentioned - Each site’s increased probability of development as a result of the improved connectivity will be assessed based on existing demand for space enhanced by the indirect benefits (as outlined below) and any business- related benefits such as reduced journey times for raw materials, business meetings and product distribution.
The direct employment and training impacts of developing the regeneration sites eg. associated with construction, operation and maintenance.
The value uplift of employment land in relevant zones of accessibility.
Indirect/multiplier effects: supply-chain effects eg. new business start-ups and SME growth; and income multipliers associated with new/ retained jobs and investment.
Wider economic benefits eg. agglomeration effects associated with business clustering; labour market impacts.
Intangibles eg. enhanced image; business culture; local business confidence.
With regard to the above, further specific consideration will be given to:
Different timescales (near, medium and long-term) over which impacts would occur.
Different spatial levels/ boundaries: local, Broxtowe B.C, sub-regional and the wider region.
2. The study will also consider and address the following issues:
a) How can the economic impacts/benefits be increased/maximised and made more sustainable?
b) What is the scope and potential to develop Toton, the regeneration sites mentioned and the other stations as ‘economic zones’ to capture and magnify economic impacts by means of promoting business clusters based around key growth sectors?
c) What should the local authorities and our partners do to further enhance and support the economic benefits of the locations listed above? How can these intentions be realised in practice, particularly in the sectors which are key to the region?
d) An outline of the wider benefits that have indirect socio-economic and environmental benefits including the improved image of the area, the enhanced quality of life and reduced traffic congestion as well as any benefits generated in the wider area, particularly East Midlands Airport and Staveley Depot.
5
Methodology
To address these requirements we anticipate that the following activities will need to be undertaken:
Desk-based research:
a) Strategic background (from documentation listed above),
b) Employment data for key sectors,
c) Sector-specific business confidence and growth projections,
d) Projected land, skills and finance availability.
Key consultations: in addition to workshops for businesses, the organisations listed below will be approached for a face to face interview where possible in order to determine trends in key business sectors and additional details for the key businesses with regard to locational needs, communication/transportation aspirations, expansion plans and constraints and overall business confidence.
the local authorities,
Chamber of Commerce
Federation of Small Businesses
D2N2 LEP
University of Derby (Enscite – Manufacturing & Engineering)
Universities of Nottingham, Leicester and Loughborough and Nottingham Trent University
Marketing Derby / Invest in Nottingham / Visit Leicester
UKTI
BIS Growth Programmes
Sector Support bodies and iNets
e) Analysis of Findings: what are the likely/probable economic impacts of a Hub at Toton and other regeneration sites in terms of GVA, job creation and the uplift value of employment land in relevant zones of accessibility.
f) Conclusions with regard to all the Study Objectives and outline recommendations going forward.
g) Submission of the Draft Report for comment prior to being finalised which will include:
6 An executive summary that sets out key findings, conclusions and recommendations.
A description of the work undertaken.
Detailed research findings and overall conclusions.
Recommendations for action and, if applicable, further research.
A list of organisations consulted and data sources used.
Presentation to the HS2 Board and discussion of the Final Report.
7 East Midlands HS2 Strategic Board 24th February 2016 Item 6: Classic Compatible Connections
1. Background
1.1 A key element of the Strategic Board’s agreed Vision Statement for the delivery of HS2 in the East Midlands is extending the reach of HS2 through the provision of so-called classic- compatible services: “6. Constructing direct links between HS2 and the Midland Main Line to allow some trains to run on both lines, increasing connectivity to Birmingham, the north of England and Scotland:
a link at the Hub Station to allow for direct services from Derby, Leicester and Nottingham to Leeds, Newcastle and Scotland via HS2;
provision for direct services from Nottingham to Birmingham via HS2.”
2. Current Status & Next Steps
2.1 Following initial discussion through the Strategic Board, HS2 Ltd and Network Rail commissioned a joint study to examine the potential for heavy rail connectivity to the Hub Station, including the potential for classic compatible services which could run on both the MML and HS2 lines. A presentation was made on the emerging findings of the study to the Strategic Board on the 25th November 2015. The final report is set out in Appendix 1. It models the infrastructure requirements of the collective impact of all the shuttle and classic compatible options suggested by the Strategic Board and makes some high level cost estimates.
2.2 In summary, the study concludes that whilst a ‘northern facing’ connection that would enable direct services to Leeds is deliverable in engineering terms, a ‘southern facing’ connection that would enable direct services from Nottingham Midland to Birmingham Curzon Street is more problematic, for two main reasons. Firstly, capacity constraints around Trent Junction, which would be require significant additional infrastructure to overcome. Secondly, capacity constraints on the on the HS2 ‘Delta Junction’ near Handsacre in the West Midlands where the eastern and western legs of HS2 join, and for which there is currently no clear solution. There are also some challenges in accommodating HS2 trains at existing classic rail stations. Leaving aside engineering considerations, HS2 Ltd and Network Rail have yet to be convinced of the economic case for either connection.
2.3 However, a study commissioned through the Leicester and Leicestershire LEP from SLC Rail (previously reported in draft form to the Strategic Board) indicates significant wider economic benefits for a Leicester – Leeds classic compatible service, particularly if this could extended southwards to include stations in Northamptonshire and the Thames Valley. The final study report is due to be published on the 22nd February 2016, and will be sent to the Strategic Board by separate cover.
2.4 Because this study is focussed on Leicester and Leicestershire, it does not consider the benefits of similar services from Derby and Nottingham, or the potential benefits of a direct Nottingham – Birmingham service. As a result, officers are working with SLC rail to develop a brief which can assess the economic benefits of such services in a comparable manner, and which could be taken forward as part of the Growth Strategy work programme. This information would form a key component of a business case for one or more classic compatible links.
2.5 Officers are grateful for the constructive input of both Network Rail and HS2 Ltd on developing options for classic connectivity, and it is clear that nothing has yet been ruled out by either organisation. However, further work will be required over the coming months to deliver this aspect of the Strategic Board’s Vision Statement.
3. Recommendation
3.1 Members note the progress to date to develop a business case for classic compatible services serving the East Midlands, and request to the further work be taken forward with Network Rail and HS2 Ltd with the objective of developing a clear proposition for investment.
Key contact
Andrew Pritchard EM Growth Strategy Manager [email protected]
Network Rail – Network Strategy and Planning
Heavy Rail Connectivity to East Midlands HS2 Hub
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Drew Fuller
Network Rail – Network Strategy and Planning Heavy Rail Connectivity to East Midlands HS2 Hub
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Document Control Scheme Name Heavy Rail Connectivity to East Midlands HS2 Hub Version No. 1.1 Status Final Author Drew Fuller Version Date 17th February 2016 Security Level Unrestricted
Authorisation Control
Drew Fuller 17/02/2016
Senior Strategic Planner East Midlands – Network Rail (Document Owner)
Rob Fairy 17/02/2016
Lead Strategic Planner – Network Rail
Andrew Pritchard 17/02/2016
Director of Policy & Infrastructure – East Midlands Councils
DOCUMENT CONTROL & ADMINISTRATION
Change Record Version Date Author(s) Comments 0.1 24/11/2015 Drew Fuller First Draft 0.2 25/11/2015 Drew Fuller Additions 1.0 30/11/2015 Drew Fuller Final draft for external issue 1.1 25/11/2015 Drew Fuller Updates post external review
Reviewers Version Date Reviewer(s) Review Notes 0.2 25/11/2015 David Smith NR 0.2 26/11/2015 Rob Fairy NR 0.2 27/11/2015 Andrew Wood HS2 0.2 27/11/2015 Erica Blamire NR 1.0 04/12/2015 Graham Botham NR 1.0 08/12/2015 Jim Bamford Notts CC
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1.0 05/01/2016 David Miller DfT 1.0 27/01/2016 Workshop
References Document Name Date East Midlands Route Study Draft for Consultation January 2015 Toton Connectivity v3 – July 15 July 2015 Economic case for HS2 – Assumptions report October 2013 IPD timetable concepts 22/8 August 2015
Abbreviations Acronym Meaning CP Control Period (5 – 2014 to 2019, 6 – 2019 to 2024) EMC East Midlands Councils EMH East Midlands HS2 Hub Station EMRS East Midlands Route Study Draft for Consultation GRIP Governance for Railway Investment Projects HS2 High Speed 2 Jn Junction LDHS Long Distance High Speed pa Per annum tph Trains per Hour TPR Train Planning Rules TSS Train Service Specification
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TABLE OF CONTENTS 1. Executive Summary ...... 5 2. Introduction ...... 7 2.1. Background ...... 7 2.2. Aims & Objectives ...... 7 2.3. Geographic Scope ...... 8 3. Assumptions ...... 9 3.1. Timetable ...... 9 3.2. Timetable Planning Rules ...... 9 3.3. Timing Load Assumptions ...... 9 3.4. Infrastructure Model ...... 9 3.5. Operational Costs ...... 10 3.6. Infrastructure Costs ...... 10 4. Infrastructure Capability ...... 11 4.1. East Midlands Hub station ...... 11 4.2. Classic Compatible Connections ...... 11 4.3. Trent junctions and connecting lines ...... 12 4.4. Derby Station ...... 14 4.5. Leicester Station ...... 14 4.6. Nottingham Station ...... 15 4.7. Summary of infrastructure requirements ...... 15 4.7.1. Route Study ...... 15 4.7.2. Shuttle Services ...... 16 4.7.3. Classic Compatible Services ...... 16 5. Operating Costs ...... 18 5.1. Approach ...... 18 5.2. Outputs ...... 18 5.2.1. Shuttle services ...... 18 5.2.2. Classic compatible services ...... 18 6. Appendix ...... 19
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1. Executive Summary
The East Midlands High Speed 2 Regional Programme Board held on 14th July 2015 set out the requirement for an initial, high level, analysis of heavy rail connectivity into an East Midlands HS2 Hub located at Toton. Conditional outputs were defined by the East Midlands Councils with the aim of making the best use of opportunities delivered by High Speed 2 to encourage economic growth throughout the East Midlands region. This is envisaged to be achieved through:
Providing shuttles to the East Midlands Hub station from Nottingham, Derby, Chesterfield and Mansfield which provide prompt connection into specific HS2 services Creating new high speed direct links from Leicester, Derby and Nottingham to the north east and Scotland and from Nottingham to Birmingham through the provision of classic compatible services which operate on Network Rail infrastructure to the hub station before transferring onto the High Speed network.
This study adds to the work already carried out by Network Rail’s East Midlands Route Study Draft for Consultation which analysed the capability of the network and identified areas where enhancement would be required to deliver growth to 2023 and 2043. This 2043 picture included the provision of shuttle services from Nottingham, Derby and Leicester to the East Midlands HS2 Hub as specified in HS2 consultation documents.
The output of this study is identification of infrastructure enhancements required to provide for three configuration states:
East Midlands Route Study East Midlands Route Study + shuttles from additional East Midlands locations East Midlands Route Study + additional shuttles + classic compatible services
Associated capital and gross operating costs have then been estimated in a manner consistent with the Route Study to allow a comparison of costs associated with each level of service.
The need for some infrastructure options is driven by the requirements tested as set by East Midlands Councils, particularly the requirement that shuttle services should arrive and depart EMH at set, minimum intervals from specific HS2 services. These options therefore highlight a potential maximum scenario; there are payoffs to be considered at later development stages between connection times at EMH, service patterns and infrastructure costs.
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Table 1 – Summary of costs for delivering different levels of service to East Midlands Hub
Capital cost Operational cost Route Study* £530 – £1010 million Unknown Route Study + EMC £610 - £1155 million + £1.23 – £1.73 Shuttle service (+£80 - £145 million) million pa Route Study + Classic £805 - £1835 million + £28.54 – £40.24 Compatible (+£275 - £825 million) million pa Full option £1415 - £2990 million + £29.77 – £41.97 (+£885 - £1980 million) million pa *Route Study options are not committed
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2. Introduction 2.1. Background
The East Midlands HS2 Regional Programme Board held on 14th July 2015 set out the requirement for an initial, high level, analysis of heavy rail connectivity into an East Midlands HS2 Hub (EMH) located at Toton.
On 14th July 2015 East Midlands Councils (EMC) endorsed aspirational conditional outputs for providing connectivity to make best use of HS2 (“Toton Connectivity v3 – July 15”). Network Rail and HS2 Limited are now leading the work with partners to develop the implications of this level of service on the existing network and on HS2 Ltd.’s design for the interchange station.
2.2. Aims & Objectives
This is a high level assessment based on a train service specification (Appendix A) derived from the conditional outputs provided by East Midlands Councils and endorsed by the East Midlands Hub Connectivity Group on 8th September 2015.
As part of the analysis a comparison has been made to the conditional outputs and service specification included in Network Rail’s East Midlands Route Study Draft for Consultation (EMRS). This study reviewed EMRS findings within the study area, utilising evidence from the study as a first step towards building an overall picture of requirements to deliver the service specification.
The agreed outputs of this project are:
proposed train service specification (TSS) with comparison to EMRS identification of capacity constraints through high level analysis of discreet areas, highlighting areas where interventions will be required to allow the service to operate estimated costs for infrastructure options, in line with Route Study methods, including indicative operational costs
The aim of these outputs is to inform an understanding of the potential costs of enabling different levels of connectivity to HS2. It seeks to help build on the work from the EMRS, which tested a service specification based on the required number of connecting services to local cities/towns as developed by HS2 Ltd for use in their business case development.This often diverted longer distance services rather than employing dedicated shuttle services. This starts to provide an understanding of the scope of different options for serving the EMH.
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2.3. Geographic Scope
The limits of the study will be those stations from which shuttle services to EMH are proposed to operate (Derby, Leicester, Nottingham, Mansfield and Chesterfield). No assessment has been made of the capacity of HS2 infrastructure.
Figure 1 – Geographic scope of study
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3. Assumptions 3.1. Timetable This study did not seek to create a timetable however cognisance of how the timetable will impact capacity and operational requirements has been considered Specific assumptions regarding frequency of services and target minimum connection times at EMH are specified in Appendix A For reliability, services to EMH should operate independently of other service groups Minimum journey/connection time should take priority over clockface regularity Alongside accommodating additional services, existing connectivity and performance must be made no worse than today (as per Network Rail’s East Midlands Route Study) Train service specification was developed from conditional outputs taken from the “Toton Connectivity by heavy rail” report (Toton Connectivity v3 – July 15) endorsed by the Programme Board on 14th July 2015 (Appendix A) HS2 service pattern as published by HS2 Limited in “Economic case for HS2 – Assumptions report” October 2013 (Appendix B) HS2 service timings at EMH based on “IPD timetable concepts 22/8” (Appendix B)
3.2. Timetable Planning Rules Timetable Planning Rules (TPR) 2016 v4 were used for this study where applicable Turnround times for classic compatible services were assumed based on rules for equivalent long distance service used today
3.3. Timing Load Assumptions Long Distance High Speed (LDHS) services from London St Pancras will be timed as Class 222s as a proxy for 2043 electric LDHS rolling stock All shuttle services are considered to be 4 car (23m) multiple units using Class 350 rolling stock as a proxy for timing purposes All classic compatible services have been considered to be 200m long Class 222s as a proxy for timing purposes
3.4. Infrastructure Model The assumed infrastructure for the analysis includes committed infrastructure changes as per Network Rail’s Enhancement Delivery Plan and the existing HS2 consultation layout for EMH (Figure 2). A summary of the main Network Rail planned infrastructure changes assumed is outlined in Table 2. HS2 proposed infrastructure changes include realignment of classic network track through the Toton area and grade separation of Attenborough Junction.
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Figure 2 – Assumed layout for East Midlands Hub station
Table 2 - Main Infrastructure Changes - Project Name
Project Control Period Derby Station Area Remodelling CP5 Leicester Area Capacity Enhancement CP5/6 Midland Main Line Electrification CP5/6
Timetable modelling assumed no additional electrification over committed schemes. For consistency within the analysis of the operational costs a scenario was assumed where all shuttle services operated as electric multiple units. This could lead to potential changes in operating costs or additional capital expenditure for electrification which is not accounted for.
3.5. Operational Costs
In addition to the general assumptions made above, a detailed list of assumptions used for calculating operational costs can be found in Appendix C.
3.6. Infrastructure Costs
Estimates have been created at a GRIP 0 level using standard Network Rail generic unit costs and include a 60% contingency.
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4. Infrastructure Capability 4.1. East Midlands Hub station
The assessment of the services required at EMH has revealed a four platform layout can accommodate the service specification. However, due to the need for shuttle services from multiple locations to provide connections to and from specific HS2 services, arrivals and departures are not spaced throughout the hour.
The scenario assumes shuttle services can operate into EMH from both the north and south. The timetable tested assumed platform sharing would not need to occur however if allowance in the design of the station were to be made for this there could be an impact on capital costs and on connection times for passengers if longer platforms are required.
Concentrating services into parts of the hour may lead to performance issues due to available capacity, primarily where arrivals and departures from a single location conflict. Allowing interworking between shuttle services from different locations can ease this constraint by removing crossing moves at the station throats.
Constructing a timetable around the timings of HS2 services restricts available paths and platform availability at EMH for other services on the route specified in the EMRS (for instance between Leicester and Sheffield via Erewash). It has been recognised, through work on Route Studies, that the addition of points where different routes interact to restrict timetable flexibility can have a detrimental impact on both capacity and performance.
4.2. Classic Compatible Connections
Previous work carried out by High Speed 2 Ltd has suggested that connections between the classic and High Speed networks are best located between the flyover to the goods area and the HS2 platforms. This connection would be used to operate the Leicester classic compatible services.
It was identified that, due to the quantum of shuttle services required to operate on the Trent and Attenborough lines, crossing classic compatible services over the high level lines to the High Speed line would not be possible. As such any classic compatible services to or from the Nottingham direction cannot interact with the Trent or Attenborough lines.
A further option was therefore considered utilising the route between Nottingham and EMH on the Radford and Trowell line. This would require a new chord at Trowell Jn heading towards EMH, allowing Nottingham services to avoid the Trent Jns area. The classic compatible Nottingham to Birmingham services would additionally require a connection from the classic to the High Speed lines just to the south of EMH classic platforms. This route may also require upgrading to achieve desirable journey times.
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To operate Classic compatible services directly from Nottingham to Birmingham, via a connection to the High Speed network around East Midlands Parkway, without stopping at Toton, would require more significant intervention including additional track, viaducts and grade separated junctions.
4.3. Trent junctions and connecting lines
Trent Junctions area was identified in the EMRS as requiring a significant intervention to deliver forecast extra traffic to 2043.
There are two infrastructure options which may provide the capacity at Trent Junctions to accommodate the TSS. Sheet Stores Junction could be grade separated as detailed within the EMRS Route Study option 8 (see Figure 3). Creating a direct route from Stenson Junction to the Midland Main Line (MML) would remove the conflict between freight services and passenger services between Long Eaton and Trent East Junction.
Figure 3 – Option 8 from EMRS – suggested solution to Trent Jns constraint
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Alternatively, an additional track from the Long Eaton area to Trent East Junction could provide additional capacity.
If Nottingham services were not to operate via Trowell, interventions would be required to accommodate the quantum of services. Specifically, Nottingham to Attenborough Junction will need to be increased to a four track layout as displayed in Figure 4.
The approaches to EMH from both directions will need to be able to permit turn back of the shuttle services to their origin station via crossovers in the station throat. An alternative to this is to make all lines through the Erewash Valley bi-directional, although this serves to increase crossing moves away from the station throat where they may have more impact on timetable flexibility. As stated previously, an alternative to infrastructure intervention would be some level of interworking of services.
Figure 4 – Potential interventions in the Trent Junctions area
KEY:
New
Meadow Lane Jn Overpass
Attenborough Jn Trent East Jn
Sheet Stores Jn
Trent South Jn
Accommodating services to and from Chesterfield and Mansfield will require additional capacity in the Ironville Jn area. An additional track from Ironville Jn will reduce crossing moves and deliver required plain line capacity by creating a four track railway through to EMH.
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Figure 5 – Potential infrastructure for Ironville Jn area
4.4. Derby Station
Operation of a 4tph shuttle service between Derby and EMH was considered within the EMRS; this required an additional platform (Option 10).
This study requires 5tph to operate from Derby to EMH, 3 shuttles whose timings are dependent on HS2 arrivals/departures at EMH and 2 classic compatible services whose timings are dependent on the availability of paths on the High Speed network. An additional requirement over EMRS is for the ability to turn round 200m long, classic compatible trains as opposed to just shorter shuttle services. Due to restrictions in the timing of these services in Derby, and the assumption that the classic compatible services will require longer turnround times due to their length of journey, 2 platforms are required to deliver the TSS and these should both be able to accommodate 200m long trains.
4.5. Leicester Station
Significant intervention was identified in the EMRS as being required at Leicester Station and in the surrounding area. Option 5 details the creation of two new platforms at Leicester, a new bay platform and a new through platform. These platforms would be used to accommodate the 2043 ITSS additional services. With the proposed HS2 shuttle services considered as a further option, a bay platform would be required on the north side of the station.
As part of this study, Leicester station is required to accommodate two classic compatible services to the north via EMH, with no shuttle services. Analysis indicates that with sub fifteen minute turnrounds, both services could be accommodated on one platform, noting
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that this platform must be at least 200m in length. There is, however, a risk that requirements for longer turn rounds and sub-optimal timetabling could lead to these services not being able to operate off a single platform.
This study has also identified a likely requirement for these services to operate from a platform on the north side of the station to avoid introducing additional crossing moves.
4.6. Nottingham Station
Operation of a 4tph shuttle service between Nottingham and EMH was considered within the EMRS; this required an additional platform.
Alongside a 3tph shuttle service, which requires an additional platform as per the EMRS, this study is also required to deliver infrastructure to deliver 4 classic compatible services per hour (2 to Birmingham, 2 to the north). To achieve the classic compatible services will require 2 additional platforms capable of accommodating 200m long trains. The assumption of longer turn rounds for services from the north and restricted timetable options mean it would either not be possible, or pose a greater performance risk through high platform utilisation, for the 4tph classic compatible service to operate off a single platform.
It is recommended that all services operating to EMH be situated to the north side of the station to reduce crossing moves. It is noted that the most likely locations for additional platforms are on the south side of the station. This leads to the suggestion that EMH services would operate off existing platforms on the north of the station with existing services operating off higher numbered platforms.
4.7. Summary of infrastructure requirements
The need for some options are driven by the requirements tested as set by East Midlands Councils, particularly the requirement that shuttle services should arrive and depart EMH at set, minimum intervals from specific HS2 services. These options therefore highlight a potential maximum scenario; there are payoffs to be considered at later development stages between connection times at EMH, service patterns and infrastructure costs.
4.7.1. Route Study
The following options were identified in the EMRS as options which deliver connectivity to the HS2 East Midlands Hub station (in addition to meeting other growth requirements). Schemes identified as being required due to capacity constraints in CP6 have been highlighted.
• Derby - additional terminating platform (£5 million - £15 million) • Nottingham - additional through platform (£5 million - £15 million) • Leicester - new bay platform (less than £10 million) (CP6)
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• Intervention around Trent Jns/Sheet Stores Jn (£175 million to £375 million) • 4th track Syston to Leicester (£250 million - £400 million for full package of works including additional interventions at Wigston Junction and Syston curves) (CP6)
In addition, options were identified between Chesterfield and EMH which were not driven by additional services connecting to HS2. These are:
• Chesterfield - additional platform (£10 million - £20 million) • Possible requirement for grade separation of Clay Cross Junction (£75 million - £175 million)
Total cost for all route study options = £530 million - £1010 million.
4.7.2. Shuttle Services
In addition to the EMRS options the following are required, primarily driven by the additional services from Mansfield:
• Ironville Jn to Kirkby Lane End Jn – reinstatement of line for passenger use • Additional track EMH to Ironville Jn • Doubling of Ironville Jn
Incremental cost for shuttle services above route study options = £80 million - £145 million.
4.7.3. Classic Compatible Services
In addition to the EMRS options the following are required:
Station works:
• Derby – 2 additional platforms to accommodate 200m long trains (this could include extension of additional platform from route study) (£45 million - £80 million) • Nottingham – 2 additional platforms to accommodate 200m long trains (£85 million - £150 million) • Leicester – bay platform to accommodate 200m long trains (this could include extension of additional platform from route study) (£30 million - £50 million)
Non-station works:
• Additional track and remodelling Long Eaton - Trent East Jn (£25 - £45 million) • Trent South crossovers (Fast Lines to High Level Goods) (£10 - £20 million) • North-facing connection from classic network to HS2 network at south end of EMH station (£15 - £25 million)
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• South-facing connection from classic network to HS2 network at south end of EMH station (£15 - £25 million)
Option: Nottingham classic compatible services to use new connection to Trowell Curve and serve EMH (1), run through Beeston and Attenborough and serve EMH (2) or run through Beeston and Attenborough and not serve EMH (3): 1) Trowell Curve (£50 - £90 million) + South-facing connection from classic network to HS2 network at south end of EMH station (£15 - £25 million) or 2) 4-tracking Beeston South Jn to Attenborough Jn (£100 - £180 million) + South-facing connection from classic network to HS2 network at south end of EMH station (£15 - £25 million) or 3) 4-tracking Beeston South Jn to Attenborough Jn (£100 - £180 million) + direct south facing connection to HS2 line (£175 - £250 million)
Incremental cost for classic compatible services above route study options = £275 - £825 million.
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5. Operating Costs 5.1. Approach
Operating costs were estimated using a set of cost assumptions as detailed in Appendix C. These assumptions were either standard Network Rail assumptions or based on information provided by HS2 Ltd.
Cost estimates were produced for the EMRS specification and the EMC specification to provide an understanding of the costs savings, or increases, associated with different service specifications. These operating costs only relate to services serving EMH and are additional to all normal services operating on the network, the operating costs of which have not been assessed. The costs are gross costs and take no account of income generated by the additional services.
5.2. Outputs
Detailed results are given in Appendix D with a summary given below:
5.2.1. Shuttle services
Incremental change from EMRS option (includes savings from reduced shuttle service from Derby, Nottingham and Leicester) +£1.19 million pa – £1.68 million pa
5.2.2. Classic compatible services
All operating costs are additional to the EMRS option
Route Estimated Operating Cost Nottingham-Birmingham £2.51 million pa – £3.54 million pa Derby/Nottingham-Leeds £3.22 million pa – £4.53 million pa Derby/Nottingham-Edinburgh £13.27 million pa – £18.71 million pa Leicester-Leeds £2.24 million pa – £3.16 million pa Leicester- Edinburgh £7.30 million pa – £10.29 million pa Total for classic compatible services £28.54 million pa - £40.24 million pa
Turnround times for all services were assumed to be 5 minutes plus 10% of journey time. A sensitivity which sets the minimum journey time at 15 minutes would see an increase in the number of units required for the Derby/Nottingham-Leeds classic compatible from 2 to 3.
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6. Appendix
Appendix A - East Midlands Councils’ Train Service Specification ...... 20 Appendix B - HS2 service information ...... 21 B.1 - HS2 proposed service specification ...... 21 B.2 - Service timings at East Midlands Hub ...... 22 Appendix C - Operational Cost Assumptions ...... 23 Appendix D - Operating cost results ...... 25 D.1 - Route Study EMH services operating costs ...... 25 D.2 - EMC operating costs ...... 26 D.3 - Delta from Route Study ...... 27 Appendix E - East Midlands Route Study service specification ...... 28 Appendix F – Presentation to Connectivity Group 27th Jan 2016...... 29
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Appendix A - East Midlands Councils’ Train Service Specification
From To Type Route Study Derby EM Hub Shuttle 4x shuttle - 15 Derby EM Hub Shuttle Minimum connection time to/from London HS2 service* min interval Derby EM Hub Shuttle Nottingham EM Hub Shuttle 4x shuttle - 15 Nottingham EM Hub Shuttle Minimum connection time to/from London HS2 service* - Calls Beeston min interval Nottingham EM Hub Shuttle Chesterfield EM Hub Shuttle Minimum connection time to/from London HS2 service* - Calls Ilkeston, Alfreton, Chesterfield EM Hub Shuttle Langley Mill Mansfield EM Hub Shuttle Minimum connection time to/from London HS2 service* - Calls at Kirkby in Ashfield Mansfield EM Hub Shuttle and runs via line from Kirkby to Langley Mill reopened to passengers Nottingham Birmingham Classic compatible~ via EM Hub (also test direct connection
Additional services Additional Nottingham Birmingham Classic compatible~ via EM Hub south of Trent Junction) Derby Leeds Classic compatible~ via EM Hub Operate as portions which Nottingham Leeds Classic compatible~ via EM Hub - Calls at Beeston join at EM Hub Derby Edinburgh Classic compatible~ via EM Hub - Calls York, Darlington, Newcastle, Edinburgh Operate as portions which Nottingham Edinburgh Classic compatible~ via EM Hub - Calls York, Darlington, Newcastle, Edinburgh join at EM Hub Leicester Leeds Classic compatible~ via EM Hub - Calls at Loughborough 2x shuttle - 30 Leicester Edinburgh Classic compatible~ via EM Hub - Calls York, Darlington, Newcastle, Edinburgh min interval *Minimum connection time at EM Hub of 7 minutes ~Classic compatible services to run as fast as possible on existing infrastructure Option to propose extension/linking of services as alternative to infrastructure solutions
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Appendix B - HS2 service information
B.1 - HS2 proposed service specification
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B.2 - Service timings at East Midlands Hub
18/09/15
HS2 Phase Two Service Arrivals at Toton Station
Based on IPD timetable concepts 22/8
Down Direction
Time (mins past Service No Origin Destination hour) 02 13 London Leeds 11 26 Birmingham Newcastle 14 24/25 Birmingham Leeds 17 14 London York / Leeds 37 12 London Leeds 46 24/25 Birmingham Leeds 49 18 London Heathrow* Leeds
Up Direction
Time (mins past Service No Origin Destination hour) 09 14 York / Leeds London 13 24/25 Leeds Birmingham 25 18 Leeds London Heathrow* 29 12 Leeds London 40 24/25 Leeds Birmingham 43 13 Leeds London 55 26 Newcastle Birmingham
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Appendix C - Operational Cost Assumptions
Assumptions
All trains consist of 4 vehicles EMUs assumed for all shuttles; from EM hub to: Derby / Nottingham / Chesterfield / Mansfield DMUs assumed for all non-shuttle services Journey Times taken from HS2 "East Midlands Hub Station" and HS2 "Journey Times and Frequencies" documents, both dated July 2013 Diagrams calculated using diagramming model - turnaround times are 5 mins + 10% of journey time (rounded to nearest minute) All services are truly additional; they do not replace any existing trains Project start date 2033 Optimism bias of 44% as for GRIP 1, but we also provide figures without optimism bias for reference Journey mileage for Classic compatible services taken from MOIRA - see Journey Times and Distances Table Journey mileage for shuttles to/from the hub taken from googlemaps (and rounded down to account for tracks being straighter than roads) - see Journey Times and Distances Table Fixed access charges are assumed to be zero (for simplicity) - see Assumptions Table 1 year / 30 years / 60 year appraisal periods Shuttle vehicle maintenance and lease costs assumptions taken from the DCF model standard assumption table for 4 car EMUs - see Assumptions Table Classic Compatible lease costs assumptions taken from the DCF model standard assumption table for 4 car DMUs - see Assumptions Table Classic Compatible vehicle maintenance costs provided by client - see Assumptions Table Each row of Services tab implies 1TPH Costs per diagram are assumed to be 210'000 per year (based on 3.5 times driver employment cost estimated at £60'000 per annum) Costs are inflated/deflated to 2010 prices using various indices - as set out according to Webtag Guidance No provision is made for joining/splitting trains (as we assume no fixed access charges by train the only modelled effect could be driver cost savings, but these would be difficult to realise as would require shifting drivers around) We assume 16 operating hours per day We use 3.5% as the discount rate for the first 30 years and 3% for the subsequent 30 years We assumed the average TPH cost could be factored up when deriving the route study costs (i.e. 4 TPH = 1.33 * 3TPH) as opposed to re-diagramming Depot and stabling costs are not included
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Journey Times and Distances Table
Journey Time Origin Destination Distance (miles) (mins) TPH Derby EM Hub 10 15 3 Nottingham EM Hub 6 15 3 Chesterfield EM Hub 25 15 2 Mansfield EM Hub 20 15 2 Nottingham Birmingham 57 36 2 Derby Leeds 85 50 1 Nottingham Leeds 79 47 1 Derby Edinburgh 315 205 1 Nottingham Edinburgh 309 202 1 Leicester Leeds 114 66 1 Leicester Edinburgh 344 221 1
Assumptions Table
Assumptions Table Figure* Notes Diagram Cost (3.5x 60k) per annum 210'000 Standard assumption Leasing charges per vehicle (Electric) 121'555 Standard assumption Leasing charges per vehicle (Diesel) 170'177 Standard assumption Vehicle maintenance costs (Electric) per mile 0.5903 Standard assumption Converted into 20m unit mile from £3.50 (2011 Vehicle maintenance costs (Diesel) per mile 0.4322 prices) per 200m unit km Converted into cost per vehicle mile from £0.0849 Variable track access charges (VTAC/vm)/cars 0.1333 (2011 prices) per vehicle km Converted into cost per train mile from £10.90 Electrification asset usage charge 0.1711 (2011 prices) per train km Diesel Cost (resource and duty) per mile 0.4175 Standard assumption Converted into cost per vehicle mile from £0.0727 Electricity for train operation (EC4T/vm)/cars 0.1132 (2011 prices) per vehicle km Number of weekdays of operation 260 All weekdays Saturdays only or half service on Saturday and Number of weekend days of operation 52 Sunday * All financial figures in £ 2010 prices
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Appendix D - Operating cost results
D.1 - Route Study EMH services operating costs
With Optimism Bias Without Optimism Bias
Total 30 year Total 60 year Total 30 year Total 60 year Annual cost 1 year NPV Annual cost 1 year NPV NPV NPV NPV NPV Price Base: 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m)
Derby - EM Hub 2.41 1.89 42.03 63.01 1.71 1.34 29.81 44.68
Nottingham - EM Hub 2.19 1.74 39.13 59.02 1.55 1.23 27.75 41.86
Chesterfield - EM Hub 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Mansfield - EM Hub 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Nottingham - Birmingham 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Derby - Leeds 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Nottingham - Leeds 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Derby - Edinburgh 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Nottingham - Edinburgh 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Leicester - Leeds 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Leicester - Edinburgh 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Leicester - EM Hub 1.20 0.94 20.93 31.37 0.85 0.67 14.84 22.25
Total 5.80 4.56 102.09 153.39 4.11 3.23 72.40 108.79
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D.2 - EMC operating costs
With Optimism Bias Without Optimism Bias
Total 30 year Total 60 year Total 30 year Total 60 year Annual cost 1 year NPV Annual cost 1 year NPV NPV NPV NPV NPV Price Base: 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m)
Derby - EM Hub 1.81 1.41 31.52 47.25 1.28 1.00 22.35 33.51
Nottingham - EM Hub 1.64 1.30 29.35 44.26 1.16 0.92 20.82 31.39
Chesterfield - EM Hub 2.08 1.60 35.14 52.24 1.48 1.14 24.92 37.05
Mansfield - EM Hub 1.95 1.51 33.33 49.75 1.38 1.07 23.64 35.28
Nottingham - Birmingham 3.54 2.78 60.70 89.39 2.51 1.97 43.05 63.39
Derby - Leeds 2.27 1.78 39.06 57.65 1.61 1.26 27.70 40.89 Nottingham - Leeds 2.26 1.78 39.01 57.58 1.61 1.26 27.67 40.84 Derby - Edinburgh 9.36 7.31 164.36 245.61 6.64 5.18 116.57 174.19 Nottingham - Edinburgh 9.35 7.30 164.24 245.44 6.63 5.18 116.48 174.07 Leicester - Leeds 3.16 2.48 54.87 81.35 2.24 1.76 38.92 57.70 Leicester - Edinburgh 10.29 8.04 180.75 270.11 7.30 5.70 128.19 191.57
Leicester - EM Hub 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Total 47.72 37.29 832.33 1,240.64 33.84 26.45 590.31 879.89
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D.3 - Delta from Route Study
Total 30 year Total 60 year Total 30 year Total 60 year Annual cost 1 year NPV Annual cost 1 year NPV NPV NPV NPV NPV Price Base: 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m) 2010 (£m)
Derby - EM Hub -0.60 -0.47 -10.51 -15.75 -0.43 -0.33 -7.45 -11.17
Nottingham - EM Hub -0.55 -0.43 -9.78 -14.75 -0.39 -0.31 -6.94 -10.46
Chesterfield - EM Hub 2.08 1.60 35.14 52.24 1.48 1.14 24.92 37.05
Mansfield - EM Hub 1.95 1.51 33.33 49.75 1.38 1.07 23.64 35.28
Nottingham - Birmingham 3.54 2.78 60.70 89.39 2.51 1.97 43.05 63.39
Derby - Leeds 2.27 1.78 39.06 57.65 1.61 1.26 27.70 40.89 Nottingham - Leeds 2.26 1.78 39.01 57.58 1.61 1.26 27.67 40.84 Derby - Edinburgh 9.36 7.31 164.36 245.61 6.64 5.18 116.57 174.19 Nottingham - Edinburgh 9.35 7.30 164.24 245.44 6.63 5.18 116.48 174.07 Leicester - Leeds 3.16 2.48 54.87 81.35 2.24 1.76 38.92 57.70 Leicester - Edinburgh 10.29 8.04 180.75 270.11 7.30 5.70 128.19 191.57
Leicester - EM Hub -1.20 -0.94 -20.93 -31.37 -0.85 -0.67 -14.84 -22.25
Total 41.92 32.73 730.25 1,087.25 29.73 23.21 517.91 771.10
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Appendix E - East Midlands Route Study service specification
Route Study Conditional Outputs for 2043 Peak/ Typical off-peak stock/
Service variation trailing
Option / scenarios Ref. From To group s load Suggested calling pattern Peak Pattern Sheffield (fast) Euston HS2 All day Electric Via HS2 30 min interval Sheffield (fast) Euston HS2 All day Electric Via HS2 Scenario 1 Sheffield (fast) Heathrow HS2 All day Electric Via HS2 60 min interval
new line new East Midlands Hub Euston HS2 All day Electric Via HS2 20 min interval HS2 on HS2 HS2 on East Midlands Hub Birmingham Curzon Street HS2 All day Electric Via HS2 20 min interval
Long 60 min interval Norwich Liverpool Lime Street distance All day Via Toton and Erewash Valley Long Toton, East Midlands Parkway, Loughborough, Leicester, Market 60 min interval Scenario 2 Nottingham Oxford distance All day Harborough, Kettering, Wellingborough, Bedford then via East-West rail. Long Derby St Pancras distance All day Toton, Loughborough, Leicester 60 min interval Nottingham, Beeston, Attenborough, Long Eaton, Derby, Duffield, Belper,
HS2 HS2 Ltd Spec for Feeders East Midlands Hub Matlock Local All day Ambergate, Whatstandwell, Cromford, Matlock Bath 60 min interval
Passenger HS2 30 min interval East Midlands Hub Leicester shuttle All day HS2 Scenario 3 15 min interval East Midlands Hub Nottingham shuttle All day
HS2 HS2 Shuttles HS2 15 min interval East Midlands Hub Derby shuttle All day Electric Peartree, Tutbury & Hatton, Uttoxeter, Blythe Bridge, Longton, Stoke-on- Derby Crewe Local All day Trent 60 min interval Additional HS2 Via new curve at Trowell to East Midlands HS2. Consider linking diagrams options
options Nottingham Derby shuttle All day with the Leicester shuttle to increase efficiency 30 min interval
WG2 additional additional WG2
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Appendix F – Presentation to Connectivity Group 27th Jan 2016
Connectivity Group 27th Jan - NR Heavy Rail Connectivity to East Midlands HS2 Hub - v0.1.pptx
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East Midlands HS2 Strategic Board 24th February 2016 Item 8: Midlands Connect Update
1. Background
1.1 Midlands Connect is an independent partnership of 28 Local Transport Authorities and 11 Local Enterprise Partnerships from across the Midlands, which is chaired Sir John Peace, a Nottingham born businessman who is also Chairman of Standard Chartered Bank and the Burberry Group.
1.2 The Chancellor has awarded Midlands Connect £5 million to develop a strategic transport strategy with clear investment priorities by March 2017.
1.3 The Midlands will be the heart of the HS2 Network, with four stations serving the region: Birmingham Curzon Street, UK Central (Solihull), Crewe Hub and East Midlands Hub (Toton). A key requirements of Midlands Connect is to ensure that the Midlands is ‘HS2 Ready’ – and this forms one of seven ‘work packages’ that comprise the work programme. The HS2 Ready Work Package will be managed by Andrew Pritchard through a part time secondment to the Midlands Connect Project Team.
2. Current Status & Next Steps
2.1 Revised governance arrangements for Midlands Connect have now being implemented. These, along with a summary of the work programme, are set out in the Midlands Connect ‘Welcome Pack’ set out in Appendix 1.
2.2 The first Midlands Connect Strategic Board meeting took place on the 4th February chaired by Sir John Peace. A draft note of the meeting is contained in Appendix 2.
2.3 A summary of the HS2 Ready Work Package tender brief is set out in Appendix 3. The work is designed to add value to, rather than duplicate, the Growth Strategies for each station area, and to maximise the collective impact of HS2 connectivity for he Midlands as a whole. To achieve this, the work-package has been split into four key components:
Component A: Baseline & Gap Analysis Component B: Priorities for Accelerating Investment Component C: Priorities for Classic Rail Released Capacity Component D: Priorities for Network Integration
2.4 The brief for the HS2 Work Package went out to procurement on the WMITA Transport Planning Framework on the 15th February 2017. It is hoped to award the contract by the end of March 2016. Regular updates will made to the East Midlands HS2 Strategic Board as the work progresses.
3. Recommendation
3.1 Members note progress on the Midlands Connect and the Midlands Connect HS2 Ready Work Package
Key contact
Andrew Pritchard EM Growth Strategy Manager Midlands Connect Project Team (HS2 Ready Work Package Lead) [email protected]
Midlands Connect Welcome Pack
Foreword
Welcome to Midlands Connect. As Chairman of the Strategic Board, I am delighted that you are also part of the Partnership, as our stakeholders will be key drivers in the development of the overall strategy.
Over the last year, there has been a tremendous amount of work undertaken to bring Midlands Connect from an initial concept into reality, which was recognised by the Department of Transport, who awarded the Partnership £5m to develop a strategic transport strategy for the Midlands.
The Midlands is determined to keep pace with the global economic race, to increase competiveness and productivity, and to play our role in helping achieve the Government’s vision to rebalance the UK’s economy and build and support the Midlands Engine.
These are exciting but pressing times for the Partnership. We are all too aware of the challenges facing our national infrastructure. The work of the National Infrastructure Commission and other key strategic programmes such as Sir Peter Hendy’s Review and the Davies’ commission will no doubt have an influential role in shaping strategic transport networks in the future.
Right now, we have an opportunity to drive this agenda forward, working as a single unit to improve the transport system both to, and within our region. Whatever your role within the Partnership, I hope that we can depend on your support and enthusiasm as we develop the strategy to enhance the lives of those living and working in the Midlands.
We have proven to the Government that we are worth investing in. Now we have to reward that faith by ensuring that by March 2017, the Midlands delivers a credible long- term transport strategy that enables the Midlands Engine to maintain a highly competitive position in the global market - and it’s up to us as a Partnership to deliver on this promise.
Sir John Peace
Midlands Connect Partnership and Governance Midlands Connect Partnership Governance Structure
Strategic Board
Representative Confirmed Alternate Independent Sir John Peace Chair DfT Minister Patrick McLoughlin - Secretary of State for Transport West Midlands Cllr Roger Lawrence (Chair of WMITA) Cllr Jack Brereton, (Cabinet LTA Leaders Cllr Philip Atkins – Leader of Member for Regeneration, Staffordshire County Council Transport and Heritage, Stoke CC) Cllr Simon Geraghty - Leader of Cllr Izzi Seccombe (Leader of Worcestershire County Council Warwickshire CC) East Midlands Cllr Jon Collins – Leader of Nottingham Cllr Ranjit Banwait—Leader of LTA Leaders City Council Derby City Council Cllr Nicholas Rushton – Leader of Leicestershire County Council Cllr Alan Rhodes—Leader of Cllr Anne Western—Leader of Nottinghamshire County Council Derbyshire County Council West Midlands Graham Wynn – Chairman (Marches Stewart Towe (Chairman, BCLEP) LEP Chairs LEP) David Frost – Chairman (Stoke on Trent and Staffordshire Enterprise Partnership) East Midlands Dr Ann Limb – Chairman (SEMLEP) George Gillespie (CEO, MIRA) – LEP Chairs Leicester & Leicestershire LEP Richard Wills – Lincolnshire LEP Board Member HS2 Ltd Alison Munro – Managing Director – Paul Griffiths (Phase 2 Development, HS2 Ltd Development Director) Network Rail Graham Botham (Strategy and David Golding - Principal Strategic Planning Director North Planner, LNW, Network Rail – tbc Highways Jim O’Sullivan – Chief Executive, Tim Harbot, Regional Director, HE England Highways England (HE) Chair of Andrew Cleaves—GBSLEP Board Vice Chair Steering Group Directors Mike Ashworth—Corporate Director for Derbyshire County Council Reporting Maria Machancoses – Midlands Officer: MC Connect Programme Director, MC Programme Project Team Director
* this is a live list and will be reviewed regularly with partners Steering Group
Representative Confirmed Alternate Colin Knight – Assistant Director (Planning, Stuart Everton—Black Country Director of Transportation and Highways), Coventry City Transport WM LTA Council Directors Monica Fogarty – Strategic Director for
Communities, Warwickshire County Council Andrew Smith, Director of Planning Philip Crossland - Director of Environment and Transportation and Economic Development, Transport, Leicestershire County Council EM LTA Leicester City Council Directors Mike Ashworth - Strategic Director of David Bishop - Corporate Director of Economy, Transport and Environment, Development, Nottingham City Council- Derbyshire County Council
WM LEP Andrew Cleaves – GBS LEP Board Member Patrick Twist—GBS LEP Board Member
EM LEP Sajeeda Rose – NEP Executive Team David Ralph – Chief Executive (D2N2 LEP) Chris Hobson – Director of Policy and External EM Chamber of Simon Beardsley—Chief Executive Affairs, East Midlands Chamber (Derbyshire, Commerce Lincolnshire Chamber of Commerce Nottinghamshire, Leicestershire) WM Chamber Paul Faulkner – Chief Executive, Greater Stephanie Wall—Policy and Patronage Advisor of Commerce Birmingham Chambers of Commerce Andy Cliffe– Managing Director, East Midlands Jon Bottomley—Principal Planner, East Airports Airport Midlands Airport (Birmingham & East Midlands) David Winstanley – Chief Operating Officer, Robert Eaton—Head of Planning & Birmingham Airport Infrastructure, Birmingham Airport
David Golding— Principal Strategic Planner, Chris Skilton - Senior Strategic Planner WM Network Rail LNW, Network Rail Drew Fuller - Senior Strategic Planner EM
Highways Victoria Lazenby – Asset Development Tim Neate - Programme Development Unit England Manager (Midlands), Highways England Team Leader Paul Griffiths– Phase 2 Development Director, HS2 Ltd Stephen McFarlane HS2 Ltd Senior Officer Cathy Miller – Deputy Director, Cities Policy Katie McCann/Joshua Fox, DfT from DfT and Delivery, DfT Laura Shoaf – Strategic Director of Transport SRO (WMITA) MC Maria Machancoses, MC Programme Director, Programme Project Team Director
* this is a live list and will be reviewed regularly with partners Technical Advisory Group
Organisation Main Representative Bedford Borough Council Glenn Barcham Birmingham City Council Anne Shaw Central Bedfordshire Council Jim Tombe Coventry City Council Paul Boulton Derby City Council Andrew Gibbard Derbyshire County Council Steve Cannon Dudley MBC Kelly Perkins Herefordshire Council Jeremy Callard Leicester City Council Garry Scott Leicestershire County Council Geoff Gardener Lincolnshire County Council Ian Kitchen Luton Borough Council Keith Dove Milton Keynes Council Jonathan Entwistle North East Lincolnshire Council Richard Wills North Lincolnshire Council Richard Wills Northamptonshire County Council Chris Wragg Nottingham City Council Chris Carter Nottinghamshire County Council Kevin Sharman Sandwell MBC Andy Miller Shropshire Council Matt Johnson Solihull MBC Ken Harrison Staffordshire County Council Clare Horton Stoke on Trent City Council Austin Knott Telford and Wrekin Council Dominic Proud Walsall MBC Matt Crowton Warwickshire County Council Adrian Hart Wolverhampton City Council Marianne Page Worcestershire County Council David Balme WM Joint Committee Andrew Donnelly Association of Black Country Authorities Stuart Everton East Midlands Councils Andrew Pritchard WMITA Paul Cobain Department for Transport Katie McCann/Joshua Fox Network Rail (West) Chris Skilton Network Rail (East) Drew Fuller Highways England Tim Neate East Midlands Airport Jon Bottomley Birmingham Airport Robert Eaton Chambers of Commerce Stephanie Wall Chris Hobson HS2 Stephen McFarlane Stoke and Staffordshire LEP Peter Davenport Leicester and Leicestershire LEP Corin Crane South East Midlands LEP Hilary Chipping Greater Birmingham and Solihull LEP Nick Glover Northamptonshire EP Sajeeda Rose Black Country LEP Stuart Everton Marches LEP Dominic Proud Coventry and Warwickshire LEP Adrian Hart Worcestershire LEP Andrew Baker Greater Lincolnshire LEP Richard Wills D2N2 LEP David Ralph
* this is a live list and will be reviewed regularly with partners Project Team
The Midlands Connect Project Team is led by Maria Machancoses as the Programme Director Midlands Connect Summary of Work Packages Work Package Summary Key Milestones
Programme of Meetings
Partnership Advisory Board Strategic Board Steering Group Technical Advisory Group 21st July 16 4th Feb 16 11th Feb 16 18th Feb 16 26th Jan 17 23rd Jun 16 24th Mar 16 14th Apr 16 13th Oct 16 18th May 16 16th Jun 16 23rd Feb 17 13th July 16 18th Aug 16 22nd Sept 16 20th Oct 16 24th Nov 16 15th Dec 16 19th Jan 17 16th Feb 16 23rd Mar 17
Midlands Connect Strategic Board (Minutes & Agreed Actions)
Meeting Date February 4th 2016 Venue: De Vere Venues, Colmore Gate, and Time: 14:00 – 15:30 Birmingham.
In Attendance: 11. Richard Wills (Board, Lincolnshire 1. Sir John Peace (Chairman) LEP) 2. Cllr Philip Atkins (Leader, Staffordshire CC) 12. Graham Botham (NR) 3. Cllr Roger Lawrence (Leader, 13. Tim Harbot (Regional Director, HE) Wolverhampton CC/ Chair of WMITA) 14. Paul Griffiths (Phase 2 Director, 4. Cllr Anne Western (Leader, Derbyshire CC) HS2 Ltd) 5. Cllr Nick Rushton (Leader, Leicestershire 15. Graham Pendlebury (DfT) CC) 16. Maria Machancoses (MC Director) 6. Cllr R Banwait (Leader, Derby CC) 17. Laura Shoaf (WMITA/SRO) 7. Cllr S Geragthy (Leader, Worcestershire CC) 18. Andrew Pritchard (EMC/MC Team) 8. Graham Wynn (Chair, Marches LEP) 9. Dr Ann Limb (Chair, SEMLEP) 10. David Frost (Chair, Stoke and Staffordshire LEP) Apologies: SoS Patrick McLoughlin, Cllr J Collins (Cllr R Banwait attended as alternate), Jim O’Sullivan (Tim Harbot attended as alternate), Alison Munro (Paul Griffiths attended as alternate)
1. Welcome and introductions
Sir John Peace welcomed Board members and thanked all those present for the trust placed by the Partnership in his appointment. Sir John acknowledged the achievements of the Midlands Connect Partnership so far and relayed his commitment to working with the Midlands and Government in making Midlands Connect and indeed Midlands Engine a success.
Following welcome and introductions, Board members were given the opportunity to introduce themselves highlighting their expectations from Midlands Connect. In doing so a number of key overarching objectives were shared amongst Board members. In summary these are:
Midlands Connect is the first tangible vehicle supporting the Midlands Engine and efforts should be made to ensure alignment of programmes/messaging. The need for the work of Midlands Connect to focus on priorities of strategic/transformational nature. The consensus reached by the Midlands on strategic matters like HS2 need to be mirrored for those priorities identified by Midlands Connect. Important for the Partnership to acknowledge the subsidiarity nature of Midlands Connect understanding that LEPs and City Deals will still be empowered and should pursue other transport priorities supporting their connectivity/growth ambitions. Midlands Connect needs to strengthen the central location of the Midlands and its interaction/interface with other strategic alliances bordering the Midlands (Welsh borders, Rail North, Heart of England etc).
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2. Driving the Midlands Connect Partnership Forward - Graham Pendlebury DfT
On behalf of the SoS Patrick McLoughlin, Graham Pendlebury congratulated the Partnership for coming together under the new strengthen governance and confirmed the SoS willingness to work with the Board as it develops its strategic transport strategy.
Due to Ministerial commitments the SoS could not join the Board meeting but offered a private meeting during that morning. Graham Pendlebury and those Leaders and LEP representatives who were present at the meeting with the Secretary of State provided the Board with feedback on the key outcomes from the discussions. In summary these were;
i. The SoS reaffirmed strong support for Midlands Connect and congratulated those present on the work completed to date.
ii. The SoS noted the level of existing connectivity across the Midlands competed to the North, and the further positive impact that the delivery of HS2 will have. However, he acknowledged that more could be done to unlock the economic potential highlighted in the Midlands Engine prospectus and that Midlands Connect would have a crucial role in achieving this by setting out clear strategic investment priorities underpinned by a robust evidence base.
iii. Leaders and LEP representatives reaffirmed interest in Midlands Connect evolving into a statutory Sub-National Transport Body in line with Transport for the North - and it was noted that a detailed presentation on the steps involved would be made to the full Strategic Board.
iv. Finally, the meeting also discussed local working relationships between Councils and HE/NR, and there was a suggestion that Midlands Connect could play a role in highlighting where such relationships could be enhanced
3. Midlands Connect – Becoming a Subnational Transport Body - Chris Olsen, DfT
Chris Olsen from DfT described the legislative framework for establishing a SNTB set out in the Cities and Devolution Act. Given the level of interest expressed by Leaders, the MC Secretariat requested DfT to set out a clear ‘road map’ for how Midlands Connect could develop into a Sub-National Transport Body. DfT gave presentation (attached) which provided Board members with the opportunity to explore the issues at first hand with DfT. Key outcomes from the discussions:
Board members confirmed their willingness to work together with Government and the wider Midlands Connect Partnership so to pursue a statutory footing. To do so it will be important to understand the level of subsidiarity Sub- national Transport Bodies will bring to the already established and indeed emerging Combined Authorities and/or Strategic Alliances. Also important to acknowledge other emerging Strategic Alliances bordering the Midlands.
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Agreed: The Midlands Connect Secretariat will continue to facilitate future discussions between the MC Partnership, the MC Strategic Board and the Department.
4. Midlands Connect Strategy and Technical Programme
A presentation was given providing an overview of the MC Strategy: Key Objectives and Forward Plan and MC Emerging Opportunities report.
The Board acknowledged the importance of developing effective communications during the life of the programme and the important role the steering group will have in driving both the technical and communications plan forward.
Sir John agreed to facilitate effective support from the Board to the steering group particularly considering the challenging times associated with the production of the strategy and the importance of keeping consensus amongst all members of the Partnership.
MC Strategy: Key Objectives & Forward Plan
The Key Objectives and Forward Plan report set out the forward work programme of Midlands Connect and a proposed format for the final Strategy to be published in March 2017.
The following recommendation was approved by the Board:
1. The board endorsed the Midlands Connect objectives and the proposed form of the final strategy and technical reports.
MC Emerging Opportunities Report For MC to have credibility it has to deliver some tangible outcomes that have political resonance before March 2017. The report set out the scope for an initial MC report in March 2016 to support a Midlands Engine bid for additional resources to accelerate development of six schemes programed to be delivered after 2020, but for which no development money is available.
Without some investment now, these schemes are unlikely to be deliverable in the foreseeable future.
The following recommendations were approved by the Board:
1. Endorsed the approach for producing the Emerging Opportunities Report that will set out a case for accelerating development of Midlands’ schemes already publicly identified at a national level as early as possible during Rail Control Period 6 (up to 2019-24) and Road Period 2 (up to 2020-25).
2. Delegated to the Steering Group the approval of the Emerging Opportunities Report based on the structure, approach and schemes set out in the MC Emerging Opportunities report.
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5. Election of Chair and Vice-Chair of the MC Steering Group The Strategic Board appointed the Chair and Vice Chair of the MC Steering Group.
Chairman: Andrew Cleves (Greater Birmingham and Solihull Board Member - who also chaired the previous MC Steering Group) Vice Chair: Mike Ashworth (Derbyshire CC Director)
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Midlands Connect: Brief for Procurement of Technical Work Work Package 2: HS2 Ready Background
Midlands Connect is an independent partnership of councils and LEPs which has been funded by Government to produce a Strategic Transport Strategy for the Midlands by March 2017 that will boost economic growth and contribute to the delivery of the Midlands Engine initiative. The Strategy will be informed by the technical work undertaken through seven ‘work packages’, each of which will be divided into a number of individual ‘components’.
Midlands Connect has already undertaken analysis to understand the benefits of reducing generalised journey times between identified centres of economic activity; particularly in terms of business journey time savings, agglomeration benefits, labour market impacts and employment opportunity impacts. The results of this have highlighted a number of economic hubs linked by a series of growth corridors. Exploiting the potential for growth along these will be the key to realising the economic potential of the Midlands.
Work-package 2 is ‘HS2 Ready’, and is focussed on ensuring that the Midlands can maximise the economic benefits of HS2 investment and in particular the four HS2 stations serving the Midlands: Birmingham Curzon Street, UK Central (Solihull), Crewe Hub and East Midlands Hub (Toton), and the proposed maintenance depot at Staveley. The work package is divided into four components:
Component A: Baseline & Gap Analysis Component B: Priorities for Accelerating Investment Component C: Priorities for Classic Rail Released Capacity Component D: Priorities for Network Integration
It is not expected that activity undertaken through the Midlands Connect HS2 Ready Work Package should duplicate that taken forward by the four station-based growth strategies. Rather it should focus on prioritising measures that will maximise the collective economic impact of HS2 related investment across the Midlands.
WP 3&4 ‘Hubs and Corridors’ has a similar scope to this package, in that it is seeking rail and road schemes which meet the objectives of Midlands Connect. For the purposes of clarity WP2 will only examine locations and potential interventions which are either directly impacted by or will directly impact on HS2. All other interventions will be considered by WP3&4.
Interaction with Overall Midlands Connect Method and Programme
Work Package 1 – ‘Strategy Development’ has a role to ensure that the outputs from other packages provide suitable inputs to the overarching strategy development. They will also be providing data and a steer on the objectives/criteria against which any interventions identified by other work packages will be appraised. WP2-6 will use this information, fill in any gaps and identify interventions which will meet the needs of Midlands Connect.
Broadly speaking the overarching method for the programme as a whole is as follows:
1. WP1 will provide baseline information and a set of ‘Conditional Outputs’ to all packages. These COs will set the exact locations and identified ‘need’ for which the other packages will be seeking interventions to solve. WP1 also provides the appraisal framework which
will indicate what level of detail is required in order to appraise schemes against the needs of MC. 2. WP 2-6 will use information provided by WP1, and fill in any gaps, to develop a future forecast scenario in order to begin to identify schemes which will meet the COs. 3. The majority of work done for WP2-6 will be to identify options and develop schemes to meet the COs 4. WP 2-6 will then appraise their options against the appraisal framework provided and shortlist the best performing schemes. 5. The shortlisted schemes, and available information on their performance, will be provided to WP1 who will then produce Wider Economic Benefit (WEB) outputs for each using a single, agreed methodology. 6. Meanwhile WP2-6 will produce Outline Business Cases for the shortlisted schemes.
The above is illustrated in the diagram below:
Component A: Baseline & Gap Analysis Scope Component A will examine the existing and emerging growth strategies for the four proposed Midlands Stations and other relevant documentation to understand the likely collective impact of HS2 related investment as currently proposed.
Growth Strategies have already been developed for Birmingham Curzon Street and UK Central. Similar strategies are now under development for Crewe Hub and East Midlands Hub at Toton.
This analysis will be used to develop a high level narrative articulating the impact of HS2 on connectivity and economic growth across the Midlands, and also to highlight any:
additional or enhanced growth opportunities that could be taken forward either collectively, or through the emerging growth strategies for Crewe Hub and East Midlands Hub; or additional work or investment that may be required maximise the synergies between all four stations.
The HS2 narrative will be produced in two stages: Interim Draft April 2016; final Draft December 2016 - which will take into account the outcomes of the other three Work Package Components.
Key Out-Puts & Timescales Inception Report: end March 2016 Baseline and Gap Analysis Report: start May 2016 Midlands HS2 Narrative. Interim Draft: end May 2016, Final Draft: end December 2016.
Component B: Priorities for Accelerating Investment Scope
Component B will examine the wider economic case for accelerating elements of planned infrastructure investment to maximise the economic impact of HS2 on the Midlands economy, working closely with DfT and HS2 Ltd. This might include classic rail infrastructure, road or public transport work, or HS2 investment itself. Options assessed should include the potential to advance the completion of the HS2 link between Birmingham and Toton to 2030 (as opposed to 2033) – which has already been raised with Ministers and the Chairman of HS2 Ltd.
The work should progress in 2 stages:
A report setting out a range of acceleration options to be considered, to be informed the Baseline & Gap Analysis Report and by stakeholder involvement; An analysis report describing the economic impact of each option making use of the Midlands Connect Appraisal Tool developed under Work Package 1.
Key Outputs and Deliverables
Inception report: start May 2016 Options for Accelerating Investment Report: end July 2016 Priorities for Accelerating Investment Report: end November 2016
Component C: Priorities for Classic Rail Released Capacity Scope Component C will examine to the economic case for using capacity released by the implementation of each phase of HS2 to improve the performance of the corridors and hubs previously identified by the Midlands Connect Economic Impacts Study – working closely with DfT, HS2 Ltd and Network Rail.
The work should progress in 2 stages: A midlands-wide options report which should take the forward the methodology underpinning the released capacity study developed for HS2 Phase 1` ‘Capacity +’ (forthcoming) and consider the impact of Phase 2a/2 (Crewe Hub and East Midlands Hub) in a comparable manner - to be informed by emerging route strategies and stakeholder involvement.
A midlands-wide priorities report that highlights those options that deliver the greatest economic benefits for the Midlands, making use of the Midlands Connect Appraisal Tool developed under Work Package 1.
Key Outputs and Deliverables Inception report: start May 2016 Options for Released Capacity Report: end July 2016 Priorities for Released Capacity Report: end November 2016
Component D: Priorities for Network Integration Scope Component D will consider ways to maximise the cumulative economic impact of the four HS2 Stations serving the Midlands, which together will form the hub of the nation’s high speed rail network. This will examine priorities for integration of the HS2 network into their strategic (as opposed to more local) transport networks, including the potential for proposed and additional classic compatible connectivity – working closely with DfT and HS2 Ltd.
The work should progress in 2 stages: An options report that sets out the range of potential interventions to be considered informed by the Baseline and Gap Analysis Report and stakeholder involvement; and
A priorities report that highlights those interventions that deliver the greatest economic benefits for the Midlands, making use of the Midlands Connect Appraisal Tool developed under Work Package 1.
Key Outputs and Deliverables Inception Report: start May 2016 Options for Integration Report: end July 2016 Priorities for Integration Report: end November 2016
Technical Requirements Core Analytical Requirements
It is vital that the priorities identified through each component are supported by a robust yet proportionate evidence base sufficient to gain traction with Government and its key delivery agents, in particular HS2 Ltd, Network Rail and Highways England.
Core requirements for analysis are presented below, but these may not necessarily be the limit of what is examined in order to fully understand the opportunities and constraints. Consultants should present how they would develop the overall strategy requirements and what analysis will be used to provide the evidence base behind recommendations.
In addition to these core requirements below, consultants will be expected to develop a strong, high-level, narrative/strategy document for the identified opportunities coming from this Work Package. This narrative should be presented in a manner suited to a non-technical audience.
1. Road and Rail Infrastructure Options Development Core Requirements:
Baseline and Forecasting Analysis
Understand the forecast growth in GVA and the number of jobs associated with HS2 investment and the timing of the growth and what the implications for rail capacity are as a result.
Review current and emerging proposals from HS2 Ltd for the delivery Phase 1 (Curzon Street and UKC), 2a (Crewe) and 2b (Toton) as base understanding of the proposed High speed network and its key constraints and opportunities.
Review the emerging Network Rail route strategies as a base understanding of the classic rail network and its key constraints and opportunities.
Review the relevant sections of the Highways England Route Strategies 1 evidence reports as a base understanding of the Highways England network and its key constraints. These are contained in the following link: https://www.gov.uk/government/publications/route-based- strategies-evidence-reports
Options Development
Develop a costed menu of options for a programme of future rail and road interventions and accelerated HS2 investment that have the potential to boost the economic performance of the Midlands.
Work with WP1, using the Common Appraisal Framework to provide information to support the wider business case for infrastructure interventions emerging through the Route Study process, in terms of wider economic benefits such as Gross Value Added (GVA), modal shift, highway de-congestion, air quality etc.
Develop Outline Business Cases
Identify and develop the overall outline business case for any interventions that satisfy Midlands Connect requirements, which do not emerge as priorities for CP6 Development from the Rail Industry Route Study process or are not being considered in the Highways England Route Strategies process.
For any intervention programmes arising through the above requirements and identified as a priority for early development through Work Package 1, further development work shall be completed. This will include an assessment of high level engineering requirements and identification of risks and opportunities (programme and technical).
Develop the capital and operational cost elements of the interventions.
Provide cost-loaded programmes for the continuing development and delivery of the infrastructure interventions to inform future funding requirements. This should look to inform HS2 investment proposals, Network Rail programme development up to 2043 and Highways England programme development up until 2035, a, with specific schemes named up until 2030 and studies for schemes to be delivered beyond 2030. These shall be based on three scenarios and where possible should look to be complimentary to other enhancement works, planned renewal works and HS2 preparatory works.
For the rail schemes identified for accelerated development, the following three programme scenarios shall be produced:
1 – Unconstrained – Continuous development and delivery from Dec 16. 2 – High level completion Dec 16 then paused for remainder of CP5. 3 – Assume Entry into Service and full handback of infrastructure (GRIP 6 and 7) for the Dec 2026 Passenger Change Date.
For further phases of rail interventions, an indicative programme should be provided that looks to maximise the incremental economic benefits of the programme as it is delivered. This programme should support delivery of the Rail Industry’s 2043 Indicative Train Service Specification (ITSS).
Network Rail should be engaged to establish what development work has already been undertaken, the need for NR resources, NR estimating requirements and an understanding of the renewal programmes/future plans in the areas under consideration.
2. Rail Service Pattern Options Analysis Core Requirements
Consultants should present how each of the following areas will be addressed, plus any recommendations for further analysis required to complete the evidence base:
In the short-term it may not be possible to fund or deliver infrastructure interventions on the rail network. As a result analysis should examine how timetable amendments to improve connectivity and capacity can be accommodated along the corridors in the shorter-term.
This analysis should identify what the benefits/impacts of any change would be, for example in economic and rail industry performance terms. This work should also inform the strategy for influencing the rail re-franchising process.
The proposal should include a stakeholder engagement strategy that identifies an approach to involving key stakeholders from across the Midlands in order to inform the study.
3. Rail Re-franchising Options Analysis
Consultants should present how each of the following areas will be addressed, plus any recommendations for further analysis required to complete the evidence base:
The current DfT re-franchising programme shows that a number of franchises which operate in the Midlands Connect area are due to be let through competitive tender in the next few years, namely:
1 - West Midlands: ITT issued Jul 16, Award Jun 17, due to start Oct 17 2 - West Coast: EOI Jun 16, ITT issued Nov 16, Award, Nov 17, start Apr 18
3 - East Midlands: EOI Jul 16, ITT issued Dec 16, Award Oct 17, start Mar 18 4 – Wales & Borders: EOI Mar 17, ITT issued Aug 17, Award Jun 18, start Oct 18 5 – Cross Country: EOI Apr 18, ITT issued Sept 18, Award Jul 19, start Oct 19
Typically, there is a period of around fifteen to eighteen months between the Invitation to Tender (ITT) documents being issued to short-listed bidders and the ‘Go-Live’ date of the new franchise. For the above franchise competitions, there is an opportunity for Midlands Connect to influence the ITT with the aim of securing passenger benefits. These could take the form of additional capacity, both longer and additional trains, using new or cascaded rolling stock, new journey opportunities, etc.
Engagement with DfT is vital to understand the timing and format of any input from Midlands Connect into the tender documentation and the nature of supporting evidence required.
Common Appraisal Framework
As has been mentioned, Work Package 1 has developed a common appraisal framework, against which all interventions will be assessed in order to determine whether they will form part of the eventual Midlands Connect Strategy. This framework is presented in Appendix A as a guide to bidders as to what level of analysis and understanding of costs and benefits will be required for any scheme/intervention coming forward. It is anticipated that bidders will undertake some form of early options sifting to shortlist opportunities, before undertaking a full analysis of feasible options.
4. Technical Deliverables
To support the core Deliverables set out for each component, consultants should also prepare:
Maps and engineering drawings as required Technical Appendices as required A Stakeholder Engagement Strategy Slide packs to summarise the key findings of the report and the methodology by which it was undertaken Weekly update reports to the Midlands Connect Project Manager Ad hoc requests for information to support the Midlands Connect Governance Process.
Project Management and Key Milestones The Project Manager will be Andrew Pritchard, HS2 Ready Lead for the Midland Connect Project Team.
A payment schedule will be agreed with the contractor reflecting key delivery of key documents for each component.
All documents will be signed off by the Midlands Connect Steering Group before payment.
Standardised outputs for all Work Packages 2-6 and Key Milestones include:
WORK PACKAGE 2 HS2 READINESS Inputs to weekly report from Workstream Lead to Project Management Every Friday Team Monthly Report from Consultant to Workstream Lead First Friday of every Month Methodology Scoping Note End of April 2016 Interim Report End of July 2016 Prioritised Schemes End of October 2016 Final Narrative Report December 2017 Final Technical Reports February 2017
Other outputs/technical notes and reports will be required; which will be specific to the individual work package. In addition to any outputs requested in this brief, tenderers are expected to identify any other deliverables in their project plan.
Your response is expected to:
- Evidence your understanding of the task set and its importance to Midlands Connect and its partners, - Description of Methodology - Show how you will deliver against the requirements of the work package. - Highlight the key activities and timescales you would put in place to complete the work by the deadlines set including a task based Project Plan. - Include a fixed price, excluding VAT. - Identify your project team, including a project manager and provide CVs for each team member. Highlight the relevant projects that the team members have worked on previously and their role in this project.
- Outline your pricing schedule, including a cost breakdown giving details of days / day rates assigned to team members in your tender. - Include a cost loaded programme showing key milestones and task lines and team member(s) by task. - Identify specialist resources required and how they will be sourced - Include for the Project Manager, or if not available a key member of the project team, meeting Midlands Connect Project Manager for a two-weekly update. The meeting shall nominally be in Birmingham, but the respondents may suggest a reasonable alternative. - Provide for an electronic weekly update to the Midlands Connect Project Manager by 1700 each Thursday, to support the Midlands Connect reporting process. A template can be found in Appendix B. - Provide for an electronic monthly progress report to the Midlands Connect Project, to support the Midlands Connect reporting process. A template can be found in Appendix C.