Northern Powerhouse Rail Interfaces on the Western Leg of Phase 2B
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High Speed Two: Full Speed Ahead?
High Speed Two: Full Speed Ahead? The UK government has given the “green light” to the High Speed Two (HS2) rail project in its entirety, following the outcome of the Oakervee Review, ending months of speculation over the future of the scheme. Phase 2b of the project, linking Crewe to Manchester and Birmingham to Leeds via Sheffield, is subject to further review. It now forms part of an ambitious “High Speed North” integrated masterplan, including Northern Powerhouse Rail and other local rail improvements. What will this mean for landowners, occupiers and others who are directly affected by the HS2 scheme? Time will tell. However, the announcement is likely to be welcomed, as it provides certainty that the project will now proceed, although concerns over the long-term plans for delivery of Phase 2b will persist. HS2 Limited’s remit will be to “…focus solely on getting On all fronts, the government’s announcement gives phases 1 and 2A built on something approaching on time grounds for optimism. The government has pledged to learn and on budget” and, in respect of Phase 2b, new “delivery lessons from Phase 1 and improve how the project is being arrangements” will be put in place, but not before “…an delivered, highlighting the need for better communication and integrated plan for rail in the north” has been introduced. engagement with local communities impacted by the scheme. Grand plans no doubt, but close attention will be paid to the detail, including the enabling legislation required to deliver Major concerns will also remain over the delivery of the Phase 2a of the project and future plans for the design and scheme, including timescales for completion of each phase, delivery arrangements for Phase 2b. -
Investment Programme 2 3
TRANSPORT FOR THE Investment Programme 2 3 Introduction Developing the Investment Programme Transport for the North’s (TfN’s) Strategic Transport Plan sets out an ambitious vision for how transport can support transformational, inclusive growth in the This initial version of the Investment Programme builds North of England through to 2050. This accompanying Investment Programme on the strategic rail and road schemes previously comprises TfN’s advice to the Government on the long-term, multimodal priorities announced, and draws on the Integrated and Smart Travel programme, the Long Term Rail Strategy, the Strategic for enhanced pan-Northern connectivity. Outline Business Case for Northern Powerhouse Rail, the Major Road Network for the North, and the work done to date on the Strategic Development Corridors identified in the Strategic Transport Plan. It is important to consider future investments and decisions As with the Strategic Transport Plan, the Investment strategically, ensuring that infrastructure not only provides Programme has a horizon year of 2050, to align with the the basics for the economy, but also actively supports the Northern Powerhouse Independent Economic Review, long-term national interests. The Strategic Transport Plan and sets out TfN’s view of the appropriate pipeline of and this Investment Programme do just that, by ensuring investment in strategic transport to deliver those plans. that the North’s existing and future economic assets and This will enable TfN and its Partners to secure funding and clusters are better connected. delivery of the right schemes at the right time. The successful delivery of the Investment Programme will The Investment Programme aims to provide greater require continuous close working with TfN’s Constituent certainty for Local Transport and Highway Authorities Authority Partners, the national Delivery Partners (Highways to deliver complementary investment. -
Tfn Monthly Operating Report
Transport for the North Monthly Operating Report December 2019 1 Contents Page Introduction Summary from the Chief Executive 3 Programme Summary Northern Powerhouse Rail (NPR) 4-5 Integrated & Smart Ticketing (IST) 6-7 Strategic Development Corridors (SDCs) 8-9 Strategic Rail 10-11 Operations Summary 12-14 Financial Performance Financial Update 15-16 Activity Dashboard 17 HR Update 18 KPIs (Key Performance 19-22 Indicators) 2 Introduction Summary from the Chief Executive December was a short working month for many due to the Christmas and New Year break. However, work has continued during December across all TfN programmes. The key issue in December has been reliability on the rail network. As such the main focus of Strategic Rail has been the performance of operators following the December 2019 timetable change. TfN is working closely with the Rail North Partnership to ensure operators take appropriate mitigating actions to reduce the passenger impact and improve performance to acceptable levels. Activity to improve the operation of the network in the longer term is also ongoing. Work includes the development of a plan for disaggregating the Long Term Rail Strategy in to specific Delivery Plans, and work on Central Manchester Capacity, in relation to which a report was prepared for the January Board and an officer/member working group established to review short-term changes to services through the corridor. NPR ended their calendar year positively and to schedule, but the team are preparing for a busy early 2020 with engineering design, cost estimating, and model development works planned for completion in the first few months of the year, ready to support sifting process that will support subsequent partner decision making. -
NIC-RNA-Tfn-Submission-Final.Pdf
Executive Summary Transport for the North (TfN), the UK’s first statutory sub-national transport body, published its Strategic Transport Plan in 2019. This sets out a 30 year strategy and outline investment programme to increase the North’s economic prosperity through developing our transport provision. Developing and investing in the North’s rail network is central to this and our approach is guided by the Long Term Rail Strategy that is part of the Strategic Transport Plan. This identifies sets out why change is needed, what that change should be and how that change should be delivered, based on five themes: Connectivity, Capacity, Customer, Community and Cost Effectiveness. This approach is supported by a series of conditional outputs and desirable minimum standards that define what rail needs to provide. The North of England has a complex rail network that provides access to, from and between major population centres and their hinterlands, international gateways, rural communities and logistics centres. Although extensive, the North’s network is mainly a mixed-use, predominantly two-track railway, with all types of passenger and freight services often utilising the same track. It is this characteristic which acts as one of the key limiting factors to the planning and delivery of rail services in the North. Despite this, rail use in the North has grown significantly and rail is at the heart of both the levelling up agenda and responding to the climate emergency and the Paris agreement on decarbonisation. Whilst we understand the focus on capacity and connectivity for this NIC inquiry, the North’ rail network is already constrained by reliability and lacks resilience. -
Transport for the North a Blueprint for Devolving and Integrating Transport Powers in England
REPORT TRANSPORT FOR THE NORTH A BLUEPRINT FOR DEVOLVING AND INTEGRATING TRANSPORT POWERS IN ENGLAND Ed Cox and Luke Raikes March 2015 © IPPR North 2015 Institute for Public Policy Research ABOUT IPPR NORTH IPPR North is IPPR’s dedicated thinktank for the North of England. supported by With its head office in Manchester and representatives in Newcastle, IPPR North’s research, together with our stimulating and varied events programme, seeks to produce innovative policy ideas for fair, democratic and sustainable communities across the North of England. IPPR North specialises in regional economics, localism and community policy. Our approach is collaborative and we benefit from extensive sub-national networks, regional associates, and a strong track record of engaging with policymakers at regional, sub-regional and local levels. IPPR North 2nd Floor, 3 Hardman Square Spinningfields, Manchester M3 3EB T: +44 (0)161 457 0535 E: [email protected] www.ippr.org/north Registered charity no. 800065 This paper was first published in March 2015. © 2015 The contents and opinions expressed in this paper are those of the authors only. NEW IDEAS for CHANGE CONTENTS Summary ............................................................................................................1 Background: the rationale and development of Transport for the North .................. 1 Purpose, objectives and vision ............................................................................... 1 Timetable and blueprint for development .............................................................. -
RAIL NEEDS ASSESSMENT for the MIDLANDS and the NORTH Final Report
RAIL NEEDS ASSESSMENT FOR THE MIDLANDS AND THE NORTH Final report December 2020 National Infrastructure Commission | Rail Needs Assessment for the Midlands and the North - Final report Contents The Commission 3 Foreword 5 Infographic 7 In brief 8 Executive summary 9 1.Background 21 2. Rail and economic outcomes in the Midlands and the North 24 3. A core pipeline and an adaptive approach 35 4. Developing packages of rail investments 39 5. Comparison of packages 51 6. Long term commitments and shorter term wins 64 Annex A. The package focussing on upgrades 72 Annex B. The package prioritising regional links 78 Annex C. The package prioritising long distance links 86 Acknowledgements 94 Endnotes 97 2 National Infrastructure Commission | Rail Needs Assessment for the Midlands and the North - Final report The Commission The Commission’s remit The Commission provides the government with impartial, expert advice on major long term infrastructure challenges. Its remit covers all sectors of economic infrastructure: energy, transport, water and wastewater (drainage and sewerage), waste, flood risk management and digital communications. While the Commission considers the potential interactions between its infrastructure recommendations and housing supply, housing itself is not in its remit. Also, out of the scope of the Commission are social infrastructure, such as schools, hospitals or prisons, agriculture, and land use. The Commission’s objectives are to support sustainable economic growth across all regions of the UK, improve competitiveness, -
Hs2 – Sabotaging the Northern Powerhouse
HS2 – SABOTAGING THE NORTHERN POWERHOUSE From the launch of the HS2 project in 2009/10, its most glaring deficiency – the inability of the proposed HS2 ‘Y-network’ to offer any improved transpennine link between Northern cities – caused immense concern amongst regional political and business leaders. It was perfectly obvious that a system which only provided high speed links from Northern cities to London, and which failed to interlink Northern cities, could only have the effect of sucking economic activity out of the North, and exacerbating the North-South Divide. The launch in 2014 of then-Chancellor George Osborne’s Northern Powerhouse initiative was intended to address these connectivity concerns. ‘HS3’ transpennine high speed rail links would interconnect Liverpool, Manchester, Sheffield, Leeds, Hull and Newcastle, and thus complement HS2. A comprehensive and exacting specification was established by the ‘One North’ group of city councils; this included the key requirements for radically reduced journey times and for a single new east-west transpennine railway, fully integrated with the north-south HS2. And with this transformed connectivity, the promised ‘Northern Powerhouse’ should come about. This at least was the theory; the reality has turned out to be somewhat different. Under the leadership of Transport for the North (TfN), ‘HS3’ has been descoped to a programme of ‘Northern Powerhouse Rail’ upgrades, with only limited new-build proposed, and every attempt made to utilise sections of HS2 as part of the new intercity routes. Accordingly, the Liverpool-Manchester link will follow HS2’s Manchester spur running via Manchester Airport, and the Sheffield-Leeds link will follow part of the HS2 route in Yorkshire. -
Northern Powerhouse Factsheet Key Figures on the City Regions in the Northern Powerhouse June 2015
Northern Powerhouse factsheet Key figures on the city regions in the Northern Powerhouse June 2015 Introduction The idea of a ‘Northern Powerhouse’ was first introduced in June 2014 by the Chancellor of the Exchequer, George Osborne, in a speech in Manchester. He made the case that the lack of economic and physical connections between the cities and city regions of the North of England was holding back their growth, with significant implications for the national economy. In the Chancellor’s own words: “the whole is less than the sum of its parts…so the powerhouse of London dominates more and more.” For Osborne, the solution to this challenge is the creation of a Northern Powerhouse – “not one city, but a collection of northern cities - sufficiently close to each other that combined they can take on the world.” Since the Chancellor’s initial speech, a raft of interventions have been announced to help turn the rhetoric of a Northern Powerhouse into reality – including the Greater Manchester Devolution Deal, Transport for the North, and the Northern Transport Strategy. With the creation of a Northern Powerhouse set to be a key priority for the new Government, this briefing sets out the current economic profile of the key city regions across the North and compares their performance with that of London and of the UK as a whole. Reflecting the policy pledges contained within the Conservative manifesto, for the purposes of this analysis the Northern Powerhouse is made up of the city regions of Liverpool, Manchester, Leeds, Sheffield, Hull and -
Transport Investment in the Northern Powerhouse 2019 Update
Institute for Public Policy Research TRANSPORT INVESTMENT IN THE NORTHERN POWERHOUSE 2019 UPDATE Luke Raikes August 2019 ABOUT IPPR NORTH IPPR North is the dedicated think tank for the north of England, with bases in Manchester and Newcastle. IPPR, the Institute for Public Policy Research, is the UK's leading progressive think tank. We are an independent charitable organisation with our main office in London. IPPR Scotland is based in Edinburgh. IPPR's purpose is to conduct and promote research into, and the education of the public in, the economic, social and political sciences, science and technology, the voluntary sector and social enterprise, public services, and industry and commerce. 20th Floor City Tower Piccadilly Plaza Manchester M1 4BT T: +44 (0)161 694 9680 E: [email protected] www.ippr.org/north Registered charity no: 800065 (England and Wales), SC046557 (Scotland) This paper was first published in August 2019. © IPPR 2019 The contents and opinions expressed in this paper are those of the author only. The progressive policy think tank CONTENTS Summary ..........................................................................................................................3 1. Introduction ................................................................................................................5 2. Historic spending ......................................................................................................7 3. Planned spending .....................................................................................................9 -
Transport Plan for the Humber
Transport Plan for the Humber CONTENTS 1 INTRODUCTION AND CONTEXT 1 Local context .......................................................................................................................................................... 1 Policy context ......................................................................................................................................................... 1 2 HUMBER TRANSPORT NETWORKS AND ASSETS 4 Ports .......................................................................................................................................................................... 4 Airports .................................................................................................................................................................... 5 Road and Rail .......................................................................................................................................................... 5 3 CHANGING GOVERNANCE LANDSCAPE 8 Transport for the North ...................................................................................................................................... 8 Devolution of powers to local areas ................................................................................................................. 9 4 RECENT SUCCESS AND DELIVERY 10 Overview ............................................................................................................................................................... 10 Local Growth Fund Schemes ........................................................................................................................... -
Transport for the North Draft Strategic Transport Plan PDF 122 KB
LIVERPOOL CITY REGION COMBINED AUTHORITY To: The Chair and Members of the Transport Committee Meeting: 5 April 2018 Authority/Authorities Affected: All EXEMPT/CONFIDENTIAL ITEM: No REPORT OF THE LEAD OFFICER: TRANSPORT TRANSPORT FOR THE NORTH DRAFT STRATEGIC TRANSPORT PLAN 1. PURPOSE OF REPORT 1.1 This report alerts Members to a consultation by Transport for the North on its Draft Strategic Transport Plan. The Strategic Transport Plan, once agreed, will become a statutory document, with Transport for the North becoming the first Sub-National Transport Body on 1 April 2018. A response to the consultation has been prepared by officers of Merseytravel with input from the local authorities and the Local Enterprise Partnership. 1.2 The Draft Strategic Transport Plan was published on 16 January 2018, with a closing date of 17 April 2018. The Liverpool City Region Combined Authority meets on 20 April 2018, Officers have therefore agreed with Transport for the North that the response as endorsed by the Transport Committee (subject to any amendments proposed by Members) may be submitted as a holding response, but will also consider any further changes requested by the Combined Authority following its meeting. 2. RECOMMENDATIONS It is recommended that Members of the Transport Committee (a) note the establishment of Transport for the North as a statutory body as of 1 April 2018; (b) consider the response to the consultation on the Draft Strategic Transport Plan (as set out in Appendix 2); (c) subject to any changes proposed by Transport Committee, endorse it for submission to Transport for the North as a holding response; and (d) agree for it to be submitted to the Combined Authority for endorsement. -
How to Accommodate Forcast Growth on the Cheshire Line Corridor
How to accommodate forecast growth on the Cheshire Line Committee (CLC) corridor? Railway investment choices October 2019 02 Contents Part A: Executive Summary 03 Part B: The Long Term Planning Process and Continuous 05 Modular Strategic Planning Part C: Today’s Railway 07 Part D: Factors influencing change 13 Part E: Impact of future year growth 16 Part F: Approach to option development 19 Part G: Emerging Strategic Advice 22 Part H: Options and Advice to Funders 24 How to accommodate forecast growth on the Cheshire Line Committee (CLC) corridor? October 2019 03 Part A Executive Summary We are pleased to present an assessment of some current network assets, whilst accommodating the possible investment choices for the Cheshire Lines franchise commitments using both the CLC route and Committee (CLC) corridor between Liverpool and elsewhere. Network Rail has worked collaboratively Manchester via Warrington Central. These choices are with rail industry colleagues to consider the presented to understand which interventions may be investment choices that may be required to support required to meet future growth forecasts on the CLC this forecast growth between 2024 and 2043. corridor by 2026, 2033 and 2043. This work has been Since the development of the original report, the completed as part of the Continuous Modular economic appraisal results have been updated to Strategic Planning (CMSP) approach adopted under reflect some alternative assumptions on capital and the Long-Term Planning Process (LTPP). Industry operating costs. Whilst these revisions have improved partners have participated in the study. This the results, the updated value for money assessment collaborative approach has helped to identify some is still not sufficient to demonstrate a ‘good’ case (with possible investment choices to accommodate forecast a benefit cost ratio above 2.0).