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HS2 project management - competency, diversity and innovating change
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Suresh is a Chartered Project Professional and is the Head of Project and Programme Management within the High Speed 2 Project PMO. He is a Director at Turner and Townsend with international experience gained as a senior Project Management and Project Controls professional. He has worked on major public and private sector programmes across the technology, infrastructure and consultancy sectors. A former Finance Director in the Telecoms Industry, he moved on to support major change programmes for clients including the MoD, Home Office, Cabinet Office, GSK, BAA, HAL Ltd, TFL and EDF Energy.
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HS2 project management - competency, diversity and innovating change
- HS2 Project Management - Competency, Diversity and Innovating change
- Britain’s new high speed railway
- HS2: the backbone of Britain’s rail network
- London HS2 vision: To be a catalyst for growth across Britain
- 4,8608,62031,200 1,7203,49012,100 More than double the seats Evening rush hour total seated capacity London Euston Manchester Piccadilly (Crewe/Stoke Corridor) Leeds (Doncaster Corridor) 2033 with HS2 2017 current
- HS2: fast, frequent and reliable HS2 time Current fastest regular service LONDON selected regular services Manchester Liverpool Leeds 1h 7 mins 2h 7 mins 2h 14 mins 2h 11 mins 1h 34 mins 1h 21 mins to/from BIRMINGHAM selected regular services Manchester Preston York 1h 52 mins 1h 36 mins 1h 28 mins 50 mins 40 mins 57 mins to/from
- HS2 will serve over 25 stations and half the British population Birmingham Crewe Leeds Liverpool Manchester West London London Solihull Newcastle Carlisle GlasgowEdinburghDarlington Wigan StaffordPreston Toton SheffieldYorkDurham
- HS2 opens up new economic opportunities: Trade and competition New exportsNew investment Retaining skilled graduates New employment Local and regional markets
- 100,000s of potential new jobs Darlington: 3,000 Old Oak Common: 65,000 Interchange: 16,000 Euston: 14,000 East Midlands: 74,000 Leeds: 35,000 Manchester Piccadilly: 40,000 Curzon Street: 35,000
- HS2 project timeline 201 7 Phase 2a Hybrid Bill deposited 200 9 HS2 Ltd set up 201 2 Government confirms HS2 strategy 201 6 Full HS2 route confirmed 201 7 Royal Assent for Phase One 203 3 Full network operational 201 9 Royal Assent for Phase 2a expected 202 3 Royal Assent for Phase 2b expected 202 6 Phase One opens 202 7 Phase 2a opens to Crewe
- “It is essential that our country continues to invest in infrastructure projects like HS2” “HS2’s arrival is a catalyst for regeneration. It has the potential to add £1.4 billion to the local economy” “HS2 offers transformational opportunities for the local, regional and national economy” Theresa May, UK Prime Minister HS2: Getting the best out of Britain Andy Street, Mayor of the West Midlands Combined Authority Judith Blake, Leader of Leeds City Council
- HS2 Project Management - Competency, Diversity and Innovating change Our Vision: “Ensure we have the skills to deliver the HS2 Programme and leave a skills legacy for the transport infrastructure sector and the wider UK economy” What's our strategy and plan for achieving the vision: 1. Creating and deploying a framework and environment where we promote and develop smart, adaptable project professionals from a diverse range of backgrounds. 2. Work closely with the APM as a corporate partner and with other professional bodies to exchange knowledge, learn and support the development of project management standards within the organisation and across the UK.
- What are the Benefits? • Asserts the need of the individual to think about professional and career development and how they invest their time • Adds value to your project, your team and your organisation by supporting the development of those around you • Our development pathways are linked to a professional standard – APM CHPP and competencies • Support the development of the industry – encouraging individuals to be assertive within the profession and promote collaboration. • Ensures we have the right skills at the right time, developing a diverse, efficient, resilient and adaptable project team
- Project Behavioural Aspirations • We invest our time wisely based on our project and our development requirements • We have good project management practices and focus on doing the things that yield the best outcomes • We are successful project professional that deliver efficiently and have transferrable skills
- Project Reality? Too many tasks? No clear Development plans? Caught up in the project delivery and reporting cycle? Everything is a crisis? Too many standard and ad hoc deliverables?
- Changing Behaviours: Example Work Hard: Doing everything that is tasked:
- Changing Behaviours: Example… Work Smart: • Focussed on objectives and personal development plans • Aligned to organisational and personal goals and objectives • Assess your daily tasks and deliverables assigned to you • Actively filter these tasks against your future competency requirements: • Tasks that progress you in alignment with your development plan – Progressive • Tasks that are within your current competencies – Static • Tasks aligned to previously achieved competencies - Regressive Ensure that the needs of the project and organisation are met by working smartly, delegate, manage and assure outputs intelligently, delegate to colleagues and resources so there are progressive development opportunities for all
- Project Manage your career and your development? • Where am I planning to take my career, what do I need to do to get there, am I progressing to plan? • What corrective actions and re-evaluation is required? The HS2 PM competency and development framework promotes an environment and a set of behaviours that encourages the development of smart and efficient professionals, developing talent aligned to enterprise resourcing requirements, and supports the transition into industry in the future Helps you be more efficient at work, better invest your time to support development “Work smart not just hard, be efficient. Promote efficiency within your team and your colleagues around you”
- HS2 PM Competency Framework Current Role Description >>> Risk Analyst Development Plan 1 >>> Development Plan 2 >>> Development Plan 3 >>> Competency Baseline Resource Baseline Risk Analyst 0 0 0 Risk, opportunity and issue management 3 0 0 0 1 Consolidated planning 1 0 0 0 1 Governance arrangements 2 0 0 0 0 Stakeholder and communications management 2 0 0 0 0 Reviews 1 0 0 0 1 Change control 2 0 0 0 0 Financial management, budgeting and cost control 2 0 0 0 2 Asset allocation 1 0 0 0 0 Transition management 1 0 0 0 0 Business case & benefits management 1 0 0 0 0 Sponsorship 0 0 0 0 0 Frameworks and methodologies 1 0 0 0 1 Project contract management & procurement 0 0 0 0 1 Schedule management 1 0 0 0 1 Reporting & Earned value management 1 0 0 0 0 Resource management/ Resource capacity planning 1 0 0 0 3 Quality management 0 0 0 0 0 Complexity & Interface management 1 0 0 0 0 0 0.5 1 1.5 2 2.5 3 3.5 Risk, opportunity and issue management Consolidated planning Governance arrangements Stakeholder and communications management Reviews Change control Financial management, budgeting and cost control Asset allocation Transition management Business case & benefits management Sponsorship Frameworks and methodologies Project contract management & procurement Schedule management Reporting & Earned value management Resource management/ Resource capacity planning Quality management Complexity & Interface management Recruitment/learning and development objectives set to ensure competencies and behaviours are aligned to requirements Learning and development pathways: On the Job training, mentoring and development from technical SME’s, internal OL&D tools, secondments and placements within the organisation, Professional memberships and special interest groups, external training and accreditation where it benefits the business.
- HS2 PM Competency Framework… Current Role Description >>> Risk Analyst Development Plan 1 >>> Development Plan 2 >>> Development Plan 3 >>> Programme Manager Competency Baseline Resource Baseline Risk Analyst 0 0 Programme Manager Risk, opportunity and issue management 3 0 0 3 1 Consolidated planning 1 0 0 2 1 Governance arrangements 2 0 0 3 0 Stakeholder and communications management 2 0 0 2 0 Reviews 1 0 0 3 1 Change control 2 0 0 3 0 Financial management, budgeting and cost control 2 0 0 3 2 Asset allocation 1 0 0 2 0 Transition management 1 0 0 3 0 Business case & benefits management 1 0 0 2 0 Sponsorship 0 0 0 2 0 Frameworks and methodologies 1 0 0 3 1 Project contract management & procurement 0 0 0 2 1 Schedule management 1 0 0 3 1 Reporting & Earned value management 1 0 0 3 0 Resource management/ Resource capacity planning 1 0 0 3 3 Quality management 0 0 0 2 0 Complexity & Interface management 1 0 0 3 0 0 0.5 1 1.5 2 2.5 3 3.5 Risk, opportunity and issue management Consolidated planning Governance arrangements Stakeholder and communications management Reviews Change control Financial management, budgeting and cost control Asset allocation Transition management Business case & benefits management Sponsorship Frameworks and methodologies Project contract management & procurement Schedule management Reporting & Earned value management Resource management/ Resource capacity planning Quality management Complexity & Interface management Individuals career objectives aligned with the competencies against enterprise resource pipeline (corporate and industry wide) Plan development pathways and timeline based on actual recruitment opportunities internal and external, including any sabbaticals and career breaks.
- HS2 PM Competency Framework … Current Role Description >>> Risk Analyst Development Plan 1 >>> Change Analyst Development Plan 2 >>> Project Controller Development Plan 3 >>> Programme Manager Competency Baseline Resource Baseline Risk Analyst Change AnalystProject Controller Programme Manager Risk, opportunity and issue management 3 2 3 3 1 Consolidated planning 1 2 3 2 1 Governance arrangements 2 2 3 3 0 Stakeholder and communications management 2 2 3 2 0 Reviews 1 2 3 3 1 Change control 2 3 3 3 0 Financial management, budgeting and cost control 2 2 3 3 2 Asset allocation 1 1 2 2 0 Transition management 1 1 2 3 0 Business case & benefits management 1 1 2 2 0 Sponsorship 0 1 2 2 0 Frameworks and methodologies 1 2 2 3 1 Project contract management & procurement 0 0 2 2 1 Schedule management 1 1 3 3 1 Reporting & Earned value management 1 1 3 3 0 Resource management/ Resource capacity planning 1 1 3 3 3 Quality management 0 0 2 2 0 Complexity & Interface management 1 1 2 3 0 0 0.5 1 1.5 2 2.5 3 3.5 Risk, opportunity and issue management Consolidated planning Governance arrangements Stakeholder and communications management Reviews Change control Financial management, budgeting and cost control Asset allocation Transition management Business case & benefits management Sponsorship Frameworks and methodologies Project contract management & procurement Schedule management Reporting & Earned value management Resource management/ Resource capacity planning Quality management Complexity & Interface management Career development pathways set into personal objectives against resourcing pipeline. Competency development and CPD recorded on a quarterly basis and reviewed with line manager Collate and evidence your development and experience, sign off by line management at a corporate APM partner. Use your evidence portfolio at APM assessments ( e.g. CHPP route 3) and at interviews
- Competency aligned to the APM Chartered Standard HS2 PPM Competency Framework & Evidence Log A. Project Details Project No Project Name Does the Project meet the APM Complexity Criteria (see comment) Project 1 Example Project HS2 Y Project 2 P2 Project 3 Insert Project Name Project 4 Insert Project Name B. Competency Assessment Index Application Numbering You need to demonstrate a minimum of four elements of each of the following assessments: PPM CF Complete Project Ref Duration of Experience Value of scope package Relevant memberships or qualifications Competency Score Line Manager Assessment Line Manager Name APM Corporate/Individual Membership No Chartered Bodies, SIG's, CoP's (Special Interest Group, Community of Practice member) Sign off date Table Index no, do not amend App No, please do not amend Competency Heading and competency evidence requirement, select and fill a minimum of four elements under each competency, do not amend this column Indicator denoting if competency has been suffiently demonstrated, represented by a tick symbol, , do not amend Select the Project from the dropdown, that your evidence will be demonstrated and verified against Please insert the duration of the experience described Please insert values of the scope evidence is described against please prvide details of any memberships or professional qualifications that support your competence area Select your competency scoring aligned to the scoring criteria as outlined in competency criteria tab Line M anagers assessment to be agreed through review Line M anager aproval Project APM corp membership number or Line M anager M ember no List chartered bodies, special interest groups or communities of practice you are a member of Inser Date of review and sign off by line manager 1 2 1a 1a Budgeting and cost control O 0 0 3 1.1 establish estimates for different costs associated with a project 4 1.2 establish and agree an overall budget for a project; 5 1.3 apply metrics to establish cost trends within a project; 6 1.4 update and refine budget allocations based on a cost analysis through the change control process; 7 1.5 set up funding drawdown arrangements based on an appropriately and accurately informed cash flow forecast; 8 1.6 produce financial reports for stakeholders basedon effective financial performance monitoring; 9 1.7 ensure the completion of all financial transactions before the closure of a project and produce final financial reports on the financial performance of a project for distribution to all stakeholders. 10 11 1b 1b Financial management O 0 0 12 1.1 adopt a consistent approach to the investment appraisal of a programme or portfolio in line with organisational practice; 13 1.2 across the programme or portfolio; 14 1.3 establish control limits for the reporting and approval of budget variances; 15 1.4 establish arrangements for the release of funds at appropriate stages in a programme or portfolio; 16 1.5 determine capital and revenue expenditure for a programme or portfolio ensuring alignment with the organisation’s financial plan; 17 1.6 establish financial reporting milestones and reviews for a programme or portfolio; 18 1.7 produce financial progress reports based on the financial information related to a programme or portfolio; 19 1.8 adjust a financial plan based on the progress of a change initiative and associated financial reviews. 20 21 2 2 Change control O 0 0 22 2.1 establish, implement and maintain an appropriate change control process; 23 2.2 capture and record proposed changes to the agreed scope and objectives of the project; 24 2.3 determine the high-level impact of proposed changes to the scope and objectives of a project including reference to relevant sources; 25 2.4 use a trend analysis to improve the future performance of projects; 26 2.5 reach justified recommendations on the approval, rejection or deferral of proposed changes to a project; 27 2.6 update plans and schedules to reflect approved changes to a project ensuring configuration management is used; 28 2.7 communicate implemented changes to relevant stakeholders. 29 30 3 3 Conflict management O 0 1 “Our aspiration is that everyone within the Project and Programme Management job family at HS2 will be embarking on and be supported through their development journey in line with the APM Chartership standard whilst at HS2”
- Professional Excellence and Innovation through Collaboration Specific Interest groups (SIG’s) Communities of Practice The HS2 PMO is driving excellence and innovation throughout the PMO and PM communities through its corporate partnerships, communities of practice and collaboration with corporate partner networks. Developing an organisational culture where professional development is linked to collaboration, exchange and innovation. Promoting and supporting the development of knowledge hubs and digital content. Working actively to support diversity and inclusiveness across all communities
- HS2 Project & Programme Management Mission • Develop the Project Management Capability within HS2 aligned to the CHPP Chartered Standard • Work with the APM and other professional bodies to support best practice within the organisation and develop best practice within the industry • Work with corporate partners within the project management industry to share, collaborate and innovate • Create the best opportunities for career development and satisfaction by creating a more strategic and enterprise view of recruitment and development • Align development to the individual needs of our project, programme and portfolio managers “Ensure we have the skills to deliver the HS2 Programme and leave a skills legacy for the transport infrastructure sector and the wider UK economy”
- Summary of Key Points Be a smart and adaptable project professional: • Work Smart • Think about your development plan • Support development opportunities of others within your teams and organisation and support diversity • Think about how you add and demonstrate value to your organisation outside of your day to day role • Think about the differentiators, do things that make you stand out outside of work and give you professional presence. • Be a member of the APM, other professional body or community groups that align to your development plans • Be an assertive not a passive member of the professional body and community groups you are in Together we represent the “Power of the Profession”
- Copyright notice The copyright for this presentation remains with HS2 Ltd. It cannot be reproduced as a whole or in part without written permission from HS2 Ltd. If required, please contact our Corporate Communications Team on 0207 944 6950.
Notas del editor
- INTRODUCTION Thank Organisers. Introduce yourself [how long you have been at HS2? What does your team do at/for HS2 Ltd?]
- INTRODUCTION Thank Organisers. Introduce yourself [how long you have been at HS2? What does your team do at/for HS2 Ltd?]
- HS2: THE NEW BACKBONE OF BRITAIN’S RAIL NETWORK HS2 will be the new high speed backbone of our rail network connecting the city centres of London, Birmingham, Manchester and Leeds. Once fully completed, we will have built around 553 kilometres of new high speed track (equivalent to over half the length of Britain Lands End to John O’Groats as the crow flies). The new line will include stops at Old Oak Common in West London, Birmingham and Manchester Airports and at Toton in the East Midlands between Derby and Nottingham. HS2 will also be integrated into the East and West Coast Main Lines, so HS2 trains will cross over to the existing network and serve towns and cities in the North of England and Scotland. This will open up access to the high speed network to around half the population of Britain and cut journey times between the North and the South. Phase One between London and Birmingham will be completed in 2026. The line will extend to Crewe by 2027 – known as Phase 2a. The rest of Phase Two (Phase 2b) creates a Y-shaped network to Manchester in the West and Leeds in the East and will be completed by 2033. When fully operational, up to 48 HS2 trains with up to 1,100 seats each will be running every hour on the UK’s rail network. This is a huge undertaking; Britain’s first new intercity railway north of London in 100 years; Europe’s largest infrastructure project. LINK: So why is this new railway necessary?
- THE CASE FOR HS2 The country needs good rail links. The UK needs a modern, strong and growing economy which creates jobs and helps the country to compete on the international stage. Rail transport helps build economic growth. Good rail links make it easier to import and export goods and for people to get to work, get jobs further away from home and do business. Good rail links also create opportunities for people to stay in touch with family and friends, visit new places and broaden their horizons. Problems with the current rail network. We have all experienced the problems with our current rail network, much of which was built over 100 years ago. It carries intercity, local and freight services all on the same lines. Despite constant upgrades, in many places, the network is over-crowded and congested, making rail travel slow and frustrating for many – particularly at peak times. Rail connections between towns and cities, particularly in the North and Midlands, can be slow and unreliable. And this is holding back regional and city economies. Rail passenger numbers are continuing to grow and the current rail network will be unable to cope with future demand. How HS2 will help. HS2 is part of the strategic answer to these problems. Capacity: As a brand new line, HS2 will provide a step change in capacity. It will create more seats for passengers, and more space on the rail network as a whole, allowing train operators to run new and more frequent regional, local and commuter services. [SEE SLIDE 6 FOR MORE INFO] Connectivity: By providing faster and easier travel between Britain’s major cities and economic hubs HS2 will help bridge the North-South divide and drive economic growth. It will open up local and regional markets, attract investment and improve job opportunities for hundreds of thousands of people across the whole country. [SEE SLIDES 7,8,9 FOR MORE INFO] HS2 is more than a transport project, it’s an economic and social project too. Our overarching vision is to be a catalyst for growth across Britain. That is why HS2 is at the heart of the Government’s Northern Powerhouse and Midlands Engine agendas, and will contribute to the new Modern Industrial Strategy. LINK: Let’s just look at Capacity and Connectivity in a bit more detail.
- CAPACITY - MORE SEATS FOR PASSENGERS Britain’s rail network needs more capacity Demand for rail travel has more than doubled over the past twenty years. Commuter and inter-city lines serving London, Birmingham and Manchester are under particular pressure. The Government is investing £40bn in the existing network, but this cannot provide all the additional capacity required for the future. HS2 is the best option to deliver more capacity where its needed most As a brand new line, HS2 is the best option for taking the pressure off the existing network and adding extra capacity where it is needed most. By 2033, up to HS2 18 trains will leave London every hour, and up to 18 trains will arrive, each carrying up to 1,100 passengers on each train. Up to 6 further HS2 trains will run north every hour to from Birmingham Curzon Street, and 6 trains will arrive from the North. In total, up to 48 HS2 trains will running on UK rail network every hour. When the full network is up and running, we expect HS2 trains to carry over 300,000 passengers a day – that’s over 100m passengers a year. We have planned for the future by making sure that the HS2 network can grow with increased demand. Together this will deliver a step change in capacity for the whole of our rail network. The benefits of HS2 won’t be limited to those who use the new intercity network itself. HS2 will create more seats for passengers on the rail network as a whole. By shifting services onto the brand new railway, HS2 will release space on existing routes and provide options for new or additional local, cross-country, commuter and freight services in many areas. For instance, by 2033, the addition of HS2 will more than double the total number of seats available out of Euston in the evening rush hour. It could also double the number of peak time seats available on busy services from Manchester Piccadilly towards Crewe and Stoke, and from Leeds towards Wakefield and Doncaster. It has the potential to almost double peak seats from London to Peterborough and east coast destinations further North. No decisions on the use of released capacity have yet been taken and options for inclusion in the final HS2 timetable will be developed, but a study by Network Rail has shown that with HS2, over 100 towns and cities could benefit from new commuter and intercity services on existing lines. FOR MORE INFORMATION AND FURTHER CAPACITY SLIDES SEE HS2 HEADLINE BRIEFINGS HERE: http://portals.velocity.hs2.org.uk/ourcompany/briefings/SitePages/Briefings%20and%20Slides.aspx
- CONNECTIVITY – TRANSFORMING TRAVEL HS2 will transform travel in the UK, making it easier to move around for work or leisure and bringing businesses, families and friends closer together. Britain’s city regions are the engine room of the national economy. With 85% of the population living in ‘urban economies’ they create jobs at twice the rate of the rest of the country. We need better intercity links to serve the national and regional economies. At the moment, the economic potential of the Midlands and the North is being constrained by poor links between key cities and economic centres. The economic performance of regions such as Greater Manchester and West Yorkshire lag behind comparable European regions that are better connected. Speed is not the objective. It is saving time that matters. HS2 trains will be fast, with a maximum operating speed of over 220 mile per hour, but if you cut journey times between places it encourages people and businesses to seek new opportunities. It will help make Britain more productive, helping businesses reach new clients and hire new people. It will provide people with more opportunities within reach to live, work, study or holiday in different places. Journey time examples It currently takes over two hours to travel between London and Manchester by train. HS2 will cut the journey in half to just over an hour. Journey times between the Midlands and the North are particularly slow at the moment. It takes almost two and a half hours to get to Birmingham Airport from Leeds. With HS2 that will be cut to just 46 minutes, saving people an hour and a three quarters. FOR MORE INFORMATION AND FURTHER CONNECTIVITY SLIDES SEE HS2 HEADLINE BRIEFINGS HERE: http://portals.velocity.hs2.org.uk/ourcompany/briefings/SitePages/Briefings%20and%20Slides.aspx
- CONNECTIVITY – AN INTEGRATED SYSTEM HS2 is not just about London, Manchester, Birmingham and Leeds - our biggest cities. HS2 trains will be capable of crossing over to the existing rail network and will travel north all the way to Glasgow and Edinburgh. Taken together HS2 will stop at over 25 stations and open up access to the high speed network to around 30 million people (half the population of Britain). North East (home to over 2.5 million people and contributes £45bn a year to UK economy) Hs2 trains will stop at Leeds, Newcastle, Durham, Darlington, York and Sheffield in the North East. This will link the industries of Tyneside, the Tees Valley and Yorkshire to Birmingham and London, making the city regions of the North East more attractive places to live and work. North West (home to over 7 million people and 3.5 million jobs) In the North West, HS2 train stops include Liverpool and Warrington as well as Wigan, Preston and Carlisle on the way to Scotland. HS2 will open up the aerospace industries of Lancashire, the nuclear industries of Cumbria and the tourist industry of the Lakes to swift, frequent and reliable journeys to and from the Midlands and South. Regions like North Wales which will link to HS2 through the Crewe Hub. All these places are putting plans in place to capitalise on HS2 services – to regenerate areas around their stations, create jobs and encourage new businesses. FOR MORE INFORMATION AND FURTHER CONNECTIVITY SLIDES SEE THE HS2 HEADLINE BRIEFINGS AND PRODUCTIVITY REGIONAL BRIEFINGS HERE: http://portals.velocity.hs2.org.uk/ourcompany/briefings/SitePages/Briefings%20and%20Slides.aspx
- ECONOMIC GROWTH HS2’s intercity links will serve the national and regional economies with much faster journeys between key economic hubs, linking key sectors of the economy. HS2 will shave almost an hour off the journey from Newcastle to Birmingham opening up the North East to new trading opportunities. Manchester to Birmingham will be just 40 mins, over twice as fast as the present journey time. Here are some of the economic benefits to the economy: Trade and export opportunities for local and regional markets In the North East, HS2 will link the industries of Tyneside, the Tees Valley and Yorkshire to Birmingham and London. In the North West, HS2 will open up the aerospace industries of Lancashire, the nuclear industries of Cumbria and the tourist industry of the Lakes to swift, frequent and reliable journeys to and from the Midlands and South. Improved employment opportunities for people Over 3 million people regularly commute to work for over an hour or more each day. HS2 will bring Manchester, Sheffield, Leeds, London, York, Preston and Wigan within an hour’s commute of Birmingham and the West Midlands. So you could live in one and work in the other. Greater ability for businesses to reach new clients, customers and access skills. If you can get places more swiftly it means you can grow your businesses trading in new towns and cities and attracting people to come and work for you. Making it easier for regions to attract investment and new businesses With HS2, it makes it easier for firms to base themselves outside London to capitalise of lower business costs. This is already beginning to happen with Birmingham, Leeds and Manchester attracting new headquarters and new investment. FOR MORE INFORMATION AND FURTHER ECONOMIC GROWTH SLIDES SEE HS2 HEADLINE BRIEFINGS AND PRODUCTIVITY BRIEFINGS HERE: http://portals.velocity.hs2.org.uk/ourcompany/briefings/SitePages/Briefings%20and%20Slides.aspx
- JOBS – REGENERATION AND GROWTH HS2 is acting as a catalyst for change at a regional and local level. Local authorities and Local Enterprise Partnerships (LEPs) along the HS2 route are building HS2 into their plans to grow their local economies and regenerate their towns and cities. HS2 Growth Strategies are in place for Phase One and in development along the Phase Two route in the East Midlands, Leeds, Manchester and the Crewe area. Places like York, Newcastle, Darlington, Carlisle Wigan and Preston that will be served by HS2 services that continue on up the East and West Coast Main Lines are also acting early to embrace the economic opportunities offered by HS2. Taken together, HS2 has the potential to support hundreds of thousands of new jobs as part of regeneration and growth plans. For example: CHOOSE EXAMPLES THAT FITS YOUR AUDIENCE The redevelopment of Euston as the HS2 London terminus has the potential to support up to 14,100 new jobs and 3,800 new homes with access to public spaces. The Old Oak Common and Park Royal Development Corporation in West London has ambitious plans to deliver 25,500 new homes, together with up to 65,000 new jobs. Birmingham is already reaping the benefits of HS2, with businesses including Deutsche Bank, Jacobs Engineering and the retail banking arm of HSBC choosing to make the city home. The West Midlands Combined Authority’s HS2 Growth Strategy has the potential to add £14bn to the economy and create and support 100,000 jobs. At Birmingham’s HS2 Curzon Street station, Enterprise Zone business rates income will help regenerate the area with plans for the creation of 36,000 jobs in the creative, digital, and professional services sectors and 4,000 new city centre homes. At Interchange station in Solihull a new business district is envisaged to deliver 16,000 jobs and 1,900 homes. This will form the core of the wider UK Central proposals for growth at key locations in the M42 corridor. The East Midlands HS2 Strategic Board have published their emerging HS2 Growth Strategy which estimates that with strong local action the opportunities for trade, investment and jobs that HS2 brings are equivalent to 74,000 new jobs and an extra £4bn to the local economy. In Leeds, £500 million of investment has been attracted since the announcement of Phase Two of HS2, including Sky’s technology hub, which opened in 2016. Over the next 30 years, Leeds South Bank redevelopment next to the HS2 station is expected to provide 35,000 jobs across the financial, professional, creative and digital sectors and 4,000 homes. In Manchester, redevelopment plans at Manchester Piccadilly include a mixed use neighbourhood with offices, homes and public spaces. Manchester estimates HS2 will support 40,000 new jobs and commercial development. The Lancashire Local Enterprise Partnership believes that productivity gains from the impact of HS2 services to the area could help provide an extra £600m for the region, and 3,000 additional jobs in Preston and South Ribble alone . Darlington Borough Council estimate that its HS2 Growth Hub plan could, in the long term, provide over 3,000 new jobs and a £130m a year boost to the Tees Valley City Region. FOR MORE INFORMATION SEE ‘CHANGING BRITAIN: HS2 TAKING ROOT’ AND FURTHER JOBS AND ECONOMIC GROWTH SLIDES SEE HS2 HEADLINE BRIEFINGS http://portals.velocity.hs2.org.uk/ourcompany/briefings/SitePages/Briefings%20and%20Slides.aspx
- CONCLUSION – TIMELINE Today we’re moving from planning to construction. In February 2017 we achieved Royal Assent from Parliament for Phase One – this gave us the approval and powers to begin construction. So we are now moving ahead with building Phase One. Hs2 has moved from concept to construction in just 8 years. In the British context of planning law and public consultation this is a quite remarkable achievement. The line itself will traverse 72 parliamentary constituencies which gives you a sense of the scale of negotiation, agreement and support we have needed to achieve with national, regional and local authorities up and down the country – as well of course the local communities and people who will be directly affected. In four years time by 2023: We are likely to have approvals to build Phase 2. In 2026 Phase One will open and HS2 trains will begin running on the high speed line between London and Birmingham. Manchester, Liverpool, Preston, Glasgow and several other destinations along the West Coast Mainline will receive HS2 services via classic-compatible trains In 2027 Phase 2a to Crewe will open – reducing journey times even further and taking advantage of the hub’s existing connections to North Wales and across North West England. In 2033 Phase Two starts to operate. This is when the full HS2 line from London to Birmingham and the Y-shaped route to Manchester and Leeds will be up and running.
- END SLIDE - QUOTES THE CONTENT TEAM HAS A BANK OF QUOTES YOU CAN USE FROM STAKEHOLDER TO SUIT MOST AUDIENCES. So that’s an overview of HS2. I’m really excited to be part of this project.
- Intro slide, what are we trying to achieve and how,
- Intro slide, what are we trying to achieve and how,
- Intro slide, what are we trying to achieve and how,
- Intro slide, what are we trying to achieve and how,
- Intro slide, what are we trying to achieve and how,
- Intro slide, what are we trying to achieve and how,
- Intro slide, what are we trying to achieve and how,
- Intro slide, what are we trying to achieve and how,
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