Ben Still, Managing Director of the West Yorkshire Combined Authority and the Urban Transport Group’s Board Lead for Rail, takes a look at our new report on regional rail investment.
From the evidence and experience we have developed over the years, we know investment in rail services can have a real and transformational impact on people’s lives and regional economies. Previous research from the Urban Transport Group has shown that investment in urban and regional programmes represents high or very high value for money, and returns far in excess of the original capital investment.
Our latest report – The Transformational Benefits of Investing in Regional Rail: four case studies – is a powerful study of the benefits that improvements in rail infrastructure can bring to regional economies. Although the case studies are based on real examples they are indicative of what can be achieved from different types of rail schemes rather than fully worked up business cases for particular schemes.
The examples include the development of a new passenger services on an existing freight route (based on the Ashington Blyth and Tyne line in South East Northumberland), the linking of two radial passengers routes to create new longer distance and cross-city journey opportunities (based on a new link in the West Midlands) and the total transformation of an entire rail network to include tram-train technologies and on-street running in city centres (based on the Cardiff Valleys).
As Managing Director of the West Yorkshire Combined Authority, one of the case studies has particular resonance for me. This is for a whole route upgrade (based on the Leeds – Harrogate – York line). The route is extremely well used, with demand increasing at some stations on the route by around 40% over the last 10 years. However, to date the only major improvements to the line have been lengthening trains and some station improvements.
The report uses the route as the basis for a case study of the benefits of resignalling and electrification as well as route and service improvements, including new stations. The benefits would include increased passenger capacity, shorter journey times and easing congestion in the major urban areas at either end of the line. The two new proposed stations would also unlock much needed new housing development potential and deliver new and easier access to jobs, education and other social services.
The report found this case study to have very high value for money, with a cost benefit ratio of 4:1 – meaning for every £1 invested in the scheme there are £4 worth of economic benefits.
The other case studies have differing cost benefit ratios but all bring significant benefits. Our report should be seen as a signpost to what can be done and what can be achieved – if brave and forward-looking investment decisions can be reached.
Tobyn Hughes, Managing Director of Nexus and Chair of the Urban Transport Group, offers his thoughts on our new report – Policy Futures for urban transport.
Over the coming few weeks the major political parties will be getting together to debate their policies for the next few years. Ensuring our urban economies can grow in a sustainable and inclusive way has to be a key part of those debates. We believe modern and efficient transport networks can be the link between policy objectives and delivered results.
Very few other services brings together – or facilitates the success of – the goals of many government departments and agencies. The Urban Transport Group calculated that in 2014 local bus services alone contributed to the policy goals of half of all government departments and 46 policy goals of those departments (41 outside of the DfT).
That’s why we are launching our latest Policy Futures vision – a blueprint that can lead to transformational change for everything from economic development, social mobility and inclusion through to creating the cities we will need for the future.
At its heart, the Policy Futures vision requires a national framework that brings together government and civil service at the national level with the urban transport authorities delivering services in their local areas. Potentially, the barriers between departments and agencies can be lessened so that the benefits that joined-up transport thinking might be realised – in such disparate policy areas such as health, employment and education.
Not only that, a national framework could also deliver real economic and budgetary goals – funding decisions for transport schemes and infrastructure can be streamlined and made more efficient enabling transport authorities to have more control over a more stable funding regime. A more focussed transport framework will unlock additional job opportunities by helping people get into work and increase the skills base of the population by easing access to education and training.
The Policy Futures vision has 16 specific policy changes we would like to see implemented – I won’t list them here, but we will be on hand at the Labour and Conservative party conferences to explain them in detail.
Our member authorities deliver vital urban transport services for millions of people in the UK – and we hope to make their voices, and the voices of our members heard this party conference season.
Here at UTG, we’ve been talking about Total Transport for a long time, with our flagship report on this in 2011. And then, in 2015, DfT announced funding for a series of Total Transport Pilots, eventually funding 37 projects in 36 areas. These two year pilot projects, focused on rural areas, are now coming to an end, but much can be learnt from the successes and failures of these projects. A recent CIHT event focused on this very area.
For me, the highlight of the event was hearing directly from the authorities developing the Total Transport Pilots, both Devon County Council and Northamptonshire presented on the day.
In Northamptonshire they have taken a data driven approach to understanding the current transport needs in the region and identifying how a Total Transport approach might help to make operations more efficient. Uniquely within the pilots, the Network Northamptonshire project has established a Community Interest Company to deliver their project, allowing more room to innovate and try out different things, and also offering the opportunity to generate profits which can be re-invested in transport. They emphasise the need for leadership buy-in for a successful project of this kind.
Within Devon, the focus has been on improving health related transport. This has been undertaken by moving patient transport into the County Council’s Transport Coordination Service and changing the way that patient transport is commissioned. This has resulted in a reduction in complaints about patient transport to PALS, showing positive improvements in service delivery. But working with health has not been easy, and establishing effective working relationships was important in laying the foundations for this coordination.
We’ve recent produced a report with the Community Transport Association, looking at how Total Transport approaches can improve delivery of non-emergency patient transport. This included highlighting good practice examples from the pilot projects, such as Northamptonshire and Devon County Council.
There are clearly many barriers to Total Transport approaches, and these pilot projects have demonstrated this. But developing these projects as pilots have allowed partners to be creative and innovative, identifying the barriers and challenges throughout.
One thing that particularly struck me at the CIHT event was the recurrence of the theme of trust. Trust between partners was identified as critical to successful projects, particularly where cross-sectoral working was required. Working across transport and health has repeatedly been shown to be challenging, not just for Total Transport. Fostering effective relationships is at the heart of successful Total Transport approaches, and these pilot projects have shown that without trust, this may not succeed.