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Benefits of attending
· Acquire knowledge about the most recently funded light rail schemes in the UK
· Evaluate new forms of financing
· Understand latest patronage forecasts and measurements
· Learn from specific existing projects
· Discover how modern performance regimes work
· Compare the differences between European and UK experiences
· Undertaking and operating a light rail service

Hear contributions from experienced practitioners:
· Chris Mulligan, Director General, GMPTE
· Alex Macaulay, Projects Director, Transport Initiatives Edinburgh
· Bernard Garner, Development Director, Nexus
· Graham Read, Head of Strategic Planning, South Yorkshire PTE
· Neil Scales, Chief Executive and Director General, Merseytravel
· Steve Nicholson, Project Manager, SHRT1
· Richard de Cani, Head of Development and Planning, Docklands Light Railway/Transport for London
· Andrew Gardner, Metro Project Development Manager, Centro
· Heiko Schupp, Director, Bank of Scotland

“Outstanding, very professional and informative”
Gajkowski, STRICOM – previous SMi delegate

Conference programme

9:00 Registration and Coffee

9:30 Chairman's Opening Remarks

Martin Deutz

Martin Deutz, Partner, KPMG

9:40 THE INTEGRATED TRANSPORT INITIATIVE FOR EDINBURGH AND SE SCOTLAND

Alex Macaulay

Alex Macaulay, Projects Director, Transport Initiatives Edinburgh

  • The role of tie
  • The role of trams in the initiative
  • Overview of the network
  • The importance of integration and other objectives
  • Procuring the right advisors
  • Alternative procurement options and how they meet conflicting objectives
  • 10:20 MANCHESTER METROLINK

    Chris Mulligan

    Chris Mulligan, Director General, GMPTE

  • Formation and structure of MTC
  • Vision and objectives
  • ‘Big bang’ package for large scale expansion of the Manchester Metrolink
  • Working towards gaining a Transport and Works Act
  • Timetabling constructions work
  • Plans to accommodate increased tram fleet
  • 11:00 Morning Coffee

    11:20 SUCCESSFUL LRT DELIVERY

    Sarmad Qureshi

    Sarmad Qureshi, Assistant Director, Ernst & Young

    12:00 CASE STUDY – LONDON CITY AIRPORT LIGHT RAIL LINK

    Richard de Cani

    Richard de Cani, Head of Development and Planning, Docklands Light Railway/Transport for London

  • Benefits of new link to London City Airport
  • Consultation and securing the powers
  • Funding structure of infrastructure projects
  • Section 106 agreements
  • Planning for future extensions
  • 12:40 Lunch

    14:00 KEY CONTRACTUAL ISSUES

    Neil Morrison

    Neil Morrison, Consultant, Mayer, Brown, Rowe and Maw

  • Agreement between the authority and concessionaire
  • Design and construction subcontracts for infrastructure, trams and other equipment
  • Managing interface issues and allocation of design and other risks
  • Operate and maintain - first tier contract for operator
  • Subcontracts between operator and maintenance provider
  • 14:40 MOTIVATING PERFORMANCE IN RAIL PROJECTS

    Christopher Kelly

    Christopher Kelly, Senior Associate, Masons

  • What is it that needs to be performed?
  • How has performance traditionally been achieved?
  • How modern performance regimes work
  • What happens when performance regimes fail?
  • 15:20 Afternoon Tea

    15:40 PATRONAGE

    Dr Simon Temple

    Dr Simon Temple, Director, Faber Maunsell

  • Role of forecasting in transport projects
  • Appraising research methodology and sources
  • Quantification of outcomes
  • Risks associated with the project
  • Ability of lenders to absorb patronage risk
  • Case study example
  • 16:20 TRAM INVESTMENT

    René Tutzauer

    René Tutzauer, , ALSTOM Transport Systems UK

  • Linking tram network to regional train services
  • Higher passenger capacity
  • Capacity flexibility: multiple unit operation
  • 17:00 Chairman’s Closing Remarks and Close of Day One

    9:00 Re-registration and Coffee

    9:30 Chairman's Opening Remarks

    Peter Williams

    Peter Williams, , Light Rail Transit Association

    9:40 SOUTH HAMPSHIRE RAPID TRANSIT (PHASE 1)

    Steve Nicholson

    Steve Nicholson, Project Manager, SHRT1

  • Overview of objectives and policy
  • Structuring procurement to deliver outcomes
  • Economic risk transfer
  • Funding approaches
  • Contract strategy and concession structure
  • 10:20 DEVELOPING EXTENTION PROPOSALS IN AN OBJECTIVE 1 AREA

    Graham Read

    Graham Read, Head of Strategic Planning, South Yorkshire PTE

  • Existing system – positive and negative issues
  • Identifying potential corridors
  • Status of current corridors
  • Objective 1 area – potential to assist regeneration
  • Objective 1 area – issues in providing local contribution
  • Procurement issues in extending an existing system
  • 11:00 Morning Coffee

    11:20 PROJECT ORPHEUS

    Bernard Garner

    Bernard Garner, Development Director, Nexus

  • Background to Tyne and Wear Metro
  • Ongoing developments
  • But where next?
  • Orpheus objective
  • Update
  • 12:00 CASE STUDY: MIDLAND METRO

    Andrew Gardner

    Andrew Gardner, Metro Development Manager, Centro

  • West Midlands context
  • Approval of new corridors for development
  • Scheme descriptions and key issues
  • Costs and key statistics
  • Seeking Transport and Works Act powers

    Procurement strategy

  • Programme
  • 12:40 Lunch

    14:00 LIVE ISSUES IN PROCUREMENT

    Philip Wright

    Philip Wright, Partner, Trowers & Hamlins

  • New initiatives affecting procurement coming from the European Union
  • Planning issues and considerations
  • Network extensions - the use of different operators
  • Key concerns
  • Involvement of funders
  • Topical contractual studies

    Considerations for choosing the optimal contracting structure

  • 14:40 LIGHT RAILWAY FINANCE

    David Cooper

    David Cooper, Director, Bank of Scotland

    15:20 Afternoon Tea

    15:40 RAPID TRANSIT IN EUROPE

    Nicolas Deschamps

    Nicolas Deschamps, General Manager, Egis Semaly

  • Continental experience for implementing modern light rail systems
  • Reducing time spent on public transport
  • Important instrument of revitalisation
  • Establishing a coherent traffic policy
  • Vision and skills required to achieve European standards
  • 16:20 UNDERTAKING AND OPERATING A LIGHT RAIL SERVICE

    David Walmsley

    David Walmsley, Fixed Track Executive, Confederation of Passenger Transport UK

  • The regulatory background
  • Ensuring safety and dealing with incidents
  • Ensuring staff are well trained and competent
  • Passenger issues and accessibility
  • 17:00 Chairman's Closing Remarks and Close of Conference

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    WHAT IS CPD?

    CPD stands for Continuing Professional Development’. It is essentially a philosophy, which maintains that in order to be effective, learning should be organised and structured. The most common definition is:

    ‘A commitment to structured skills and knowledge enhancement for Personal or Professional competence’

    CPD is a common requirement of individual membership with professional bodies and Institutes. Increasingly, employers also expect their staff to undertake regular CPD activities.

    Undertaken over a period of time, CPD ensures that educational qualifications do not become obsolete, and allows for best practice and professional standards to be upheld.

    CPD can be undertaken through a variety of learning activities including instructor led training courses, seminars and conferences, e:learning modules or structured reading.

    CPD AND PROFESSIONAL INSTITUTES

    There are approximately 470 institutes in the UK across all industry sectors, with a collective membership of circa 4 million professionals, and they all expect their members to undertake CPD.

    For some institutes undertaking CPD is mandatory e.g. accountancy and law, and linked to a licence to practice, for others it’s obligatory. By ensuring that their members undertake CPD, the professional bodies seek to ensure that professional standards, legislative awareness and ethical practices are maintained.

    CPD Schemes often run over the period of a year and the institutes generally provide online tools for their members to record and reflect on their CPD activities.

    TYPICAL CPD SCHEMES AND RECORDING OF CPD (CPD points and hours)

    Professional bodies and Institutes CPD schemes are either structured as ‘Input’ or ‘Output’ based.

    ‘Input’ based schemes list a precise number of CPD hours that individuals must achieve within a given time period. These schemes can also use different ‘currencies’ such as points, merits, units or credits, where an individual must accumulate the number required. These currencies are usually based on time i.e. 1 CPD point = 1 hour of learning.

    ‘Output’ based schemes are learner centred. They require individuals to set learning goals that align to professional competencies, or personal development objectives. These schemes also list different ways to achieve the learning goals e.g. training courses, seminars or e:learning, which enables an individual to complete their CPD through their preferred mode of learning.

    The majority of Input and Output based schemes actively encourage individuals to seek appropriate CPD activities independently.

    As a formal provider of CPD certified activities, SMI Group can provide an indication of the learning benefit gained and the typical completion. However, it is ultimately the responsibility of the delegate to evaluate their learning, and record it correctly in line with their professional body’s or employers requirements.

    GLOBAL CPD

    Increasingly, international and emerging markets are ‘professionalising’ their workforces and looking to the UK to benchmark educational standards. The undertaking of CPD is now increasingly expected of any individual employed within today’s global marketplace.

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