A Powerhouse for the West July 2019
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Gloucestershire Economic Needs Assessment
GL5078P Gloucestershire ENA For and on behalf of Cheltenham Borough Council Cotswold District Council Forest of Dean District Council Gloucester City Council Stroud District Council Tewkesbury Borough Council Gloucestershire Economic Needs Assessment Prepared by Strategic Planning Research Unit DLP Planning Ltd August 2020 1 08.19.GL5078PS.Gloucestershire ENA Final GL5078P Gloucestershire ENA Prepared by: Checked by: Approved by: Date: July 2020 Office: Bristol & Sheffield Strategic Planning Research Unit V1 Velocity Building Broad Quay House (6th Floor) 4 Abbey Court Ground Floor Prince Street Fraser Road Tenter Street Bristol Priory Business Park Sheffield BS1 4DJ Bedford S1 4BY MK44 3WH Tel: 01142 289190 Tel: 01179 058850 Tel: 01234 832740 DLP Consulting Group disclaims any responsibility to the client and others in respect of matters outside the scope of this report. This report has been prepared with reasonable skill, care and diligence. This report is confidential to the client and DLP Planning Ltd accepts no responsibility of whatsoever nature to third parties to whom this report or any part thereof is made known. Any such party relies upon the report at their own risk. 2 08.19.GL5078PS.Gloucestershire ENA Final GL5078P Gloucestershire ENA CONTENTS PAGE 0.0 Executive Summary .......................................................................................................... 6 1.0 Introduction...................................................................................................................... 19 a) National -
Strategic Priorities 2017–2030: Reissued 2020
INSPIRING FUTURES STRATEGIC PRIORITIES 2017–2030: REISSUED 2020 INSPIRING FUTURES: STRATEGIC PRIORITIES 2017–2030: REISSUED 2020 INSPIRING FUTURES: STRATEGIC PRIORITIES 2017–2030: REISSUED 2020 CONTENTS Note on 2020 reissue PREFACE 4 This long-term strategy was first published in 2017 as the culmination of FOREWORD 6 a rigorous process that began in 2015. It is a living document and the need for INTRODUCTION 8 review and adaptation before 2030 was acknowledged from the start. A formal STRATEGIC PRIORITIES commitment to review the strategic priorities after no less than five years is built in (p12) and will fall in 2022. But Rising priorities at 2020 12 the progress we have already made in realising our mission to inspire futures, Grow science capital in 16 and the fast pace of change within the individuals and society Group and the external environment, have led us to this interim review and Grow our audiences and 20 refresh of the original document. exceed their expectations Inspiring Futures was always conceived as an overarching framework, not Sustain and grow our 24 a straitjacket. It continues to be a world-class collection touchstone for our planning and activities, with a focus on the seven Extend our international reach 28 strategic priorities. In refreshing the document for this edition, we have Transform our estate 33 kept changes to a minimum. Mostly, changes are updating, as follows: Harness the potential of digital 36 - Changes to titles of people, organisations and initiatives Increase income 39 - Revision of numbers and data, where more recent data was MONITORING PROGRESS 42 available, including the information boxes containing charts, tables and lists in each strategic priority section - Addition of some recent activity and plans In addition, we are addressing other significant areas that have moved up the Group’s agenda since 2017 and that we anticipate will be more comprehensively articulated in the next phase of Inspiring Futures from 2022. -
Business Plan 2018-21 Introduction
UK Shared Business Services Ltd Business Plan 2018-21 Introduction For the last three years UK SBS has been working to single year business plans, following a decision taken by owners in 2015 that would have seen the transfer of services to other providers and the closure of the company. I am therefore delighted to be writing the introduction to a business plan that takes us beyond the planned closure date and without any more reference to closure. After two years of uncertainty, in July 2017, our owners made the decision to continue to share services through UK SBS and jointly invest in a new system solution for implementation in 2020-21. The fact that UK SBS was re-considered as a credible option was only possible because of the hard work and dedication of our people that turned the company around; the last three years have seen performance move from 40% of targets met to consistently meeting over 95%, alongside a reduction in our cost base of around 40%. Despite these significant improvements we are not complacent and recognise that there is more to do, but our people have proved that what they do and the way they do it can influence decisions and their future, and this is a powerful message to take forward in an ever uncertain world. The creation of BEIS and UKRI mean that we will have two strong owners and an opportunity to better enable joint control with a healthy degree of challenge for all of us. Both owners face their own considerable change over the next few years – change we will be happy and proud to support and enable. -
People, Places and Policy
People, Places and Policy Set within the context of UK devolution and constitutional change, People, Places and Policy offers important and interesting insights into ‘place-making’ and ‘locality-making’ in contemporary Wales. Combining policy research with policy-maker and stakeholder interviews at various spatial scales (local, regional, national), it examines the historical processes and working practices that have produced the complex political geography of Wales. This book looks at the economic, social and political geographies of Wales, which in the context of devolution and public service governance are hotly debated. It offers a novel ‘new localities’ theoretical framework for capturing the dynamics of locality-making, to go beyond the obsession with boundaries and coterminous geog- raphies expressed by policy-makers and politicians. Three localities – Heads of the Valleys (north of Cardiff), central and west coast regions (Ceredigion, Pembrokeshire and the former district of Montgomeryshire in Powys) and the A55 corridor (from Wrexham to Holyhead) – are discussed in detail to illustrate this and also reveal the geographical tensions of devolution in contemporary Wales. This book is an original statement on the making of contemporary Wales from the Wales Institute of Social and Economic Research, Data and Methods (WISERD) researchers. It deploys a novel ‘new localities’ theoretical framework and innovative mapping techniques to represent spatial patterns in data. This allows the timely uncovering of both unbounded and fuzzy relational policy geographies, and the more bounded administrative concerns, which come together to produce and reproduce over time Wales’ regional geography. The Open Access version of this book, available at www.tandfebooks.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 3.0 license. -
Flying Into the Future Infrastructure for Business 2012 #4 Flying Into the Future
Infrastructure for Business Flying into the Future Infrastructure for Business 2012 #4 Flying into the Future Flying into the Future têáííÉå=Äó=`çêáå=q~óäçêI=pÉåáçê=bÅçåçãáÅ=^ÇîáëÉê=~í=íÜÉ=fça aÉÅÉãÄÉê=OMNO P Infrastructure for Business 2012 #4 Contents EXECUTIVE SUMMARY ________________________________________ 5 1. GRowInG AVIATIon SUSTAInABlY ______________________ 27 2. ThE FoUR CRUnChES ______________________________ 35 3. ThE BUSInESS VIEw oF AIRpoRT CApACITY ______________ 55 4. A lonG-TERM plAn FoR GRowTh ____________________ 69 Q Flying into the Future Executive summary l Aviation provides significant benefits to the economy, and as the high growth markets continue to power ahead, flying will become even more important. “A holistic plan is nearly two thirds of IoD members think that direct flights to the high growth countries will be important to their own business over the next decade. needed to improve l Aviation is bad for the global and local environment, but quieter and cleaner aviation in the UK. ” aircraft and improved operational and ground procedures can allow aviation to grow in a sustainable way. l The UK faces four related crunches – hub capacity now; overall capacity in the South East by 2030; excessive taxation; and an unwelcoming visa and border set-up – reducing the UK’s connectivity and making it more difficult and more expensive to get here. l This report sets out a holistic aviation plan, with 25 recommendations to address six key areas: − Making the best use of existing capacity in the short term; − Making decisions about where new runways should be built as soon as possible, so they can open in the medium term; − Ensuring good surface access and integration with the wider transport network, in particular planning rail services together with airport capacity, not separately; − Dealing with noise and other local environment impacts; − Not raising taxes any further; − Improving the visa regime and operations at the UK border. -
PROJECT Taxi Strategy for South East Wales
Independent, not -for - profit, low emission vehicle and energy for transport experts PROJECT REPORT Taxi Strategy for South East Wales Cardiff Capital Region October 2019 729-001-02 Page 1 of 91 Prepared for: Clare Cameron Cardiff Council [email protected] Disclaimer 03000 040414 ext. 19009 Cenex has exercised all reasonable skill and care in the performance of our services and we shall be liable only to the extent we are in Prepared by: breach of such obligation. While the information is provided in good faith, the ideas presented in the report must be subject to further investigation, and take into account other Carl Christie factors not presented here, before being taken Technical Specialist forward. Cenex shall not in any circumstances be liable in contract, or otherwise for (a) any loss of investment, loss of contract, loss of Approved by: production, loss of profits, loss of time or loss of use; and/or (b) any consequential or indirect loss sustained by the client or any third parties. Document Revisions No. Details Date Fergus Worthy Senior Transport Consultant 1 Issued to CCR for review 2 Includes summary of 02/10/2019 workshop with licensing Company Details officers Cenex Holywell Building Holywell Park Ashby Road Loughborough Leicestershire LE11 3UZ Registered in England No. 5371158 VAT Registered No: 933596983 Tel: 01509 642 500 Email: [email protected] Twitter: @CenexLCFC Website: www.cenex.co.uk 729-001-02 Page 2 of 91 Contents 1 Executive Summary .......................................................................... 6 2 Introduction ..................................................................................... 10 2.1 Scope and Approach ....................................................................................................... 12 2.2 Background ..................................................................................................................... 12 3 Review of Current Vehicle Fleet ..................................................... -
Innovate-UK-Energy-Catalyst-Round-4-Directory-Of-Projects
Directory of projects Energy Catalyst – Round 4 1 Introduction Energy markets around the world – private and public, household and industry, developed and developing – are all looking for solutions to the same problem: how to provide a resilient energy system that delivers affordable and clean energy with access for all. Solving this trilemma requires innovation and collaboration on an international scale and UK businesses and researchers are at the forefront of addressing the energy revolution. Innovate UK is the UK’s innovation agency. We work with business, policy-makers and the research base to help support the development of new ideas, technologies, products and services, and to help companies de-risk their innovations as they journey towards commercialisation and business growth. The Energy Catalyst was established as a national open competition, run by Innovate UK and co-funded with the Engineering & Physical Sciences Research Council (EPSRC), the Department for Business, Energy & Industrial Strategy (BEIS) and the Department for International Development (DFID). Since 2013, the Energy Catalyst has invested almost £100m in grant funding across more than 750 organisations and 250 projects. The Energy Catalyst exists to accelerate development, commercialisation and deployment of the very best of UK energy technology and business innovation. Support from the Energy Catalyst has enabled many companies to validate their technology and business propositions, to forge key supply-chain partnerships, to accelerate their growth and to secure investment for the next stages of their business development. Affordable access to clean and reliable energy supplies is a key requirement for sustainable and inclusive economic growth. With funding through DFID’s “Transforming Energy Access” programme, the Energy Catalyst is helping UK energy innovators to forge new international partnerships, and directly address the energy access needs of poor households, communities and enterprises in Sub-Saharan Africa and South Asia. -
Paris: Trams Key to Multi-Modal Success
THE INTERNATIONAL LIGHT RAIL MAGAZINE www.lrta.org www.tautonline.com JANUARY 2016 NO. 937 PARIS: TRAMS KEY TO MULTI-MODAL SUCCESS Innsbruck tramway enjoys upgrades and expansion Bombardier sells rail division stake Brussels: EUR5.2bn investment plan First UK Citylink tram-train arrives ISSN 1460-8324 £4.25 Sound Transit Swift Rail 01 Seattle ‘goes large’ A new approach for with light rail plans UK suburban lines 9 771460 832043 For booking and sponsorship opportunities please call +44 (0) 1733 367600 or visit www.mainspring.co.uk 27-28 July 2016 Conference Aston, Birmingham, UK The 11th Annual UK Light Rail Conference and exhibition brings together over 250 decision-makers for two days of open debate covering all aspects of light rail operations and development. Delegates can explore the latest industry innovation within the event’s exhibition area and examine LRT’s role in alleviating congestion in our towns and cities and its potential for driving economic growth. VVoices from the industry… “On behalf of UKTram specifically “We are really pleased to have and the industry as a whole I send “Thank you for a brilliant welcomed the conference to the my sincere thanks for such a great conference. The dinner was really city and to help to grow it over the event. Everything about it oozed enjoyable and I just wanted to thank last two years. It’s been a pleasure quality. I think that such an event you and your team for all your hard to partner with you and the team, shows any doubters that light rail work in making the event a success. -
STROUD and ELECTRICITY by Roger Hennessey
Supplement to the Histelec News No. S67b December 2017 With the successful Weekend in the Cotswold organised by David Peacock, member Roger Hennessey sent his interesting electricity research of the area, for the benefit of members who joined the weekend away. It has been decided to give it further coverage. STROUD AND ELECTRICITY by Roger Hennessey The relationship between the Stroud area and electricity is a long one, summarised perhaps in the short phrase, 'From rear-guard to vanguard'. Although early developments seemed promising, Stroud took a long time to receive public supplies of electric power, even by the UK's notorious standards in the field. For example, the first English scientist to verify Benjamin Franklin's theory that lightning and electricity were the same was the Stroud-born John Canton, FRS (1718-72). In Victorian times one of the earliest enthusiasts for public electricity was a local textile magnate, Alfred Apperly, who installed electricity in his mansion (Rodborough Court) in the late 1880s. The story of electric power for the people of Stroud was, however, very different. Some of the district's many textile mills generated their own power, but repeated attempts to set up an undertaking for public supply ran into difficulties. As early as 1888 'A Ratepayer' was reported in the press suggesting the establishment of electricity undertaking for the town; soon afterwards the House-to-House Electric Supply Co supported the idea and applied for a Provisional Order [PO], but the initiative fizzled out. Another proposal in 1900 was opposed by the local Urban District Council which claimed that it was considering a PO itself. -
South East Wales Transport Model Mode-Destination Model Estimation
EUROPE South East Wales Transport Model Mode-destination model estimation James Fox, Bhanu Patruni For more information on this publication, visit www.rand.org/t/RR1927z2 Published by the RAND Corporation, Santa Monica, Calif., and Cambridge, UK © Copyright 2018 Welsh Government R® is a registered trademark. RAND Europe is a not-for-profit organisation whose mission is to help improve policy and decision making through research and analysis. RAND’s publications do not necessarily reflect the opinions of its research clients and sponsors. All rights reserved. No part of this book may be reproduced in any form by any electronic or mechanical means (including photocopying, recording, or information storage and retrieval) without permission in writing from the Welsh Government. Support RAND Make a tax-deductible charitable contribution at www.rand.org/giving/contribute www.rand.org www.rand.org/randeurope Preface This report has been produced for Llywodraeth Cymru / the Welsh Government. It documents the development of travel demand models for the South East Wales transport model. Mode-destinations models have been estimated for eight home-based tour purposes and for non-home-based tours and detours. While the primary audience for the document is the Welsh Government, it may be of wider interest for transport researchers and transport planners involved in transport demand forecasting and strategic planning. RAND Europe is an independent not-for-profit policy research organisation that serves the public interest by improving policymaking and informing public debate. Our clients are European governments, institutions and companies with a need for rigorous, impartial, multidisciplinary analysis. This report has been peer-reviewed in accordance with RAND’s quality assurance standards (see http://www.rand.org/about/standards/) and therefore may be represented as a RAND Europe product. -
Location, Location, Location
Focus: Luxury brands w Location, location, room for value throughout the chain... I think ARM creation of a safe social network for children. ose is probably the keystone in that process.” companies flourish because of Tech City itself. e e dotcom bubble would burst in the early 00s, community acts as an extended support group. Its location but ARM, with its strategy of forging ahead through job fairs draw thousands of hopefuls and its pubs In our ongoing series on reputation, Brittany partnerships and communications, avoided the act as real-life chatrooms for the countless businesses Golob charts the development of the British disaster that befell its contemporaries. “Have many finding their feet in tech entrepreneurship. technology industry of them sold up and become satellites of mainly US Places like Stockholm and Berlin have established firms? Yes, but that’s true elsewhere too,” Cellan- technology bases, Gaza and Glasgow boast a startup Jones adds. “It has a positive side – small UK tech culture and Kenya will develop the so-called Silicon arold Wilson stood in front of the Labour start-ups have been quick to grasp the need to go Savannah by 2030. What makes London different, Party Conference at Scarborough in global and often that means they need access to the however is something it has boasted for centuries 1963 and declared that Britain needed a kind of capital only available in the US.” – the financial industry. Both geographically and Hrevolution. Revolution in the name of capitalism, As the 20th century faded into the 21st, Britain economically, the tech startups that crowd the streets of democracy and of science, a revolution that began developing a tech industry that seems of Shoreditch and the country’s signature financial would forge a new Britain. -
Shaping Subtransmission South West 2018
Strategic Investment Options Shaping Subtransmission South West – July 2018 Strategic Investment Options: Shaping Subtransmission Version Control Issue Date 1 26/07/2016 2 18/07/2018 Contact Details Email [email protected] Postal Network Strategy Team Western Power Distribution Feeder Road Bristol BS2 0TB Disclaimer Neither WPD, nor any person acting on its behalf, makes any warranty, express or implied, with respect to the use of any information, method or process disclosed in this document or that such use may not infringe the rights of any third party or assumes any liabilities with respect to the use of, or for damage resulting in any way from the use of, any information, apparatus, method or process disclosed in the document. © Western Power Distribution 2018 Contains OS data © Crown copyright and database right 2018 No part of this publication may be reproduced, stored in a retrieval system or transmitted, in any form or by any means electronic, mechanical, photocopying, recording or otherwise, without the written permission of the Network Strategy and Innovation Manager, who can be contacted at the addresses given above. 2 South West – July 2018 Contents 1 – Executive Summary ...................................................................................................................... 4 2 – Objective of this Report ................................................................................................................ 7 3 – Background ..................................................................................................................................