oyster - finance and planning
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Contents
Printed document
page number
PDF page
number
Finance and Planning 100 3
Introduction 100 3
Group Transport Planning and Policy 100 3Group Marketing 100 3
Managing TfLs Investment Programme 100 3
F&P interchange development programme (FP-PR01) 102 5
F&P new services, extensions and bridges (FP-PR02) 103 6
F&P marketing technologies (FP-PR03) 105 8
F&P LTM (FP-PR04) 106 9
F&P Customer services integration (FP-PR05) 107 10F&P ticketing development (FP-PR06) 108 11
Finance and Planning IPOP index 448 12
Glossary of abbreviations 509 42
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100
providing information via the web, mobilephones and telephone, and in person. GroupMarketing also oversees the operation of LTM.
Through Group Marketing, F&P isoverseeing the delivery of a number ofcustomer service improvements utilising
various enabling technologies.
The Investment Programme also includes acapital contribution of 5m to the renovationof LTM, a project that is being funded bythe Heritage Lottery Fund, as well as by theMuseums external stakeholders.
Managing TfLsInvestment Programme
Last years Investment Programmeupdate included a programme for ticketingdevelopment that was intended to comprise
three Oyster projects. Two of these three
vision for transport in London (T2025). GroupTransport Planning and Policys Major ProjectsBusiness Unit is also responsible for takingforward this transport vision by developing147m of infrastructure projects throughthe planning process.
The Major Projects Business Unit is developingnew infrastructure to expand Londonstransport system, reduce congestion, increaseaccessibility and assist regeneration anddevelopment. The department has developedkey investment schemes to meet existingdemand on the transport network andaccommodate forecast growth in London,particularly in the Thames Gateway area.
Group Marketing
Group Marketing is responsible forcoordinating marketing messages across TfL,
and for managing the customer interface by
F&P is TfLs multi-disciplinary planning and
strategy function, which provides strategic
oversight of the integrated transport system and
plays a key role in the way TfL plans, undertakes,
monitors, markets and communicates its
activities to customers and staff.
Introduction
F&P continues to play a key role in TfLs
Investment Programme, delivering more than
203m of capital improvements, primarily
through Group Transport Planning and Policy
and Group Marketing.
Group Transport Planningand Policy
Group Transport Planning and Policy is
leading the development of TfLs 20-year
Finance and
Planning
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101
Transport for London Investment Programme 2008
proposed projects have had to be cancelled,as TfL was unable to secure terms for thecontemplated work from its PFI contractor,TranSys, that it considered value-for-money.
The final project envisaged the rollout ofOyster validators across all National Railstations in London. London Rail will now
take this forward by seeking to conclude an
agreement with the train operating companies
that will allow customers to use Oyster pay as
you go for train journeys in the Capital.
F&P also plays a crucial role in the management
of TfLs Investment Programme and the
prudential borrowing regime through its GroupFinance and Corporate Finance directorates.This is integral to F&Ps role in providingoversight for budgeting, financing, accounting
and treasury functions for the Group.
Table 12: Summary of business unit investment expenditure
F&P m Code
Actual
2005/06 2006/07
Forecast
2007/08
Plan
2008/09 2009/10
Total
20052010
Interchange development FP-PR01 6.3 4.5 7.4 7.6 7.9 33.8
New services, extensions and bridges FP-PR02 19.6 27.4 25.2 22.9 15.8 110.9
Marketing technologies FP-PR03 2.2 3.3 2.8 2.1 0.6 11.1
LTM FP-PR04 4.2 9.7 5.4 0.0 0.0 19.3
Customer services integration FP-PR05 1.2 6.1 13.5 0.2 0.0 21.0
TfL ticketing development FP-PR06 2.4 (0.4) 5.0 0.0 0.0 6.9
Total - 35.9 50.7 59.4 32.8 24.3 203.0
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102
mActual
2005/06 2006/07Forecast2007/08
Plan2008/09 2009/10
Total20052010
Interchange development 6.3 4.5 7.4 7.6 7.9 33.8
Total 6.3 4.5 7.4 7.6 7.9 33.8 Interchange development
0
1
2
34
5
6
7
8
2009/102008/092007/082006/072005/06
The interchange programme is a key part of
the Mayors transport strategy and aims toimprove interchanges across London. TheInterchange Programme Team will identify,plan and coordinate other partners to enabledelivery of a portfolio of priority interchangeimprovements. The programme also has anongoing and central role within TfL and thewider GLA family to ensure integration oftransport and land use projects at interchanges.
The interchange programme deliversenhancements to interchanges in terms ofimproved capacity, accessibility, way-findingand distances, security, environment andambience, passenger information and facilities.
It also aims to deliver improved journey times
to users, attract new users and improve the
ambience of the network, while exploringany commercial opportunities available in the
larger schemes.
Recent developments
Completion of the interchange gallery
(phase 4B) and cycle park (phase 5) atFinsbury Park project. The facilities are
now fully operational
Following the success of the interchange
programme, additional schemes will now
be reviewed and developed, resulting in a
corresponding increase in scope for
the interchange programme
F&P interchange development programme (FP-PR01)
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Transport for London Investment Programme 2008
F&P new services, extensions and bridges (FP-PR02)
Light transit
Other major schemes
0
5
10
15
20
25
30
2009/102008/092007/082006/072005/06
This programme includes new major
infrastructure projects and light transit
schemes. The programme aims to stimulate
regeneration of the Thames Gateway area
through the delivery of the ELT and GWT
schemes, and the construction of the TGB.
These projects are crucial for removingsocial exclusion by providing improved
access to public transport, employment
opportunities, education, healthcare and
other social facilities.
The programme also includes West
London Tram, Croydon Tramlink Extension
(CTLE), CRT and the VTI project.
The scope of the programme includes project
development work to take these and other
schemes through planning to the attainment of
statutory powers for potential implementation
in future investment programmes.
The TGB is to be a new bridge over the
Thames, with dedicated public transport
lanes between Beckton in the Borough of
Newham and Thamesmead in the Borough of
Greenwich, to stimulate regeneration of the
Thames Gateway area.
The Secretary of State has deferred thedecision on awarding the powers to construct
the bridge and has called for the public inquiry
to be reopened on the planning permission
for the TGB on the basis of needing further
evidence on the regeneration benefits of
the bridge and to address issues raised by
objectors in post-inquiry correspondence.
GWT is a busway transit scheme that is
being developed in phases.
Phase 1, which will link Abbey Wood to North
Greenwich, was handed over to Surface
Transport for detailed design in June 2006.
The feasibility study for phase 2A, arevised phase 1 segregated alignmentthrough Charlton Retail Park linkingCharlton to the existing MillenniumTransit way, will be completed by theend of 2007.
The future programme of work for thedevelopment of the respective phases issubject to the outcome of the SpendingReview 2007 and the associated availabilityof funding.
mActual
2005/06 2006/07Forecast2007/08
Plan2008/09 2009/10
Total20052010
Light transit 4.4 8.0 10.2 13.4 10.8 46.9
Other major schemes 15.1 19.5 15.0 9.5 5.0 64.1
Total 19.6 27.4 25.2 22.9 15.8 110.9
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Transport for London Investment Programme 2008
mActual
2005/06 2006/07Forecast2007/08
Plan2008/09 2009/10
Total20052010
Customer information vianew technologies
1.4 1.4 1.0 1.5 0.0 5.3
RTIP 0.5 1.4 1.3 0.0 0.0 3.2
Improvements to newmedia channels
0.3 0.5 0.6 0.6 0.6 2.6
Total 2.2 3.3 2.8 2.1 0.6 11.1
Customer information via new technologies RTIP
Improvements to new media channels
0
1
2
3
4
2009/102008/092007/082006/072005/06
This programme involves providing an
integrated information flow across the systemfor faster and more consistent delivery ofinformation, improving the customer-facinginternet and creating a comprehensive journeyplanning service available on the web, digitaltelevision and mobile channels.
These will allow for better journey choices,
resulting in more efficient use of the system andthe integration of real-time information acrossthe modes for improved capture of informationand delivery to customers and staff at TfL.
Journey Planner integration programme:Journey Planner is TfLs principal multi-modalcustomer information tool. It is used by
customers and TfL staff in call centres, and isaccessible online, and via mobile devices andinteractive digital television.
Over the past few years, TfLs marketing
and development programmes have led toa significant increase in demand for JourneyPlanner and positioned it as a leadingapplication for Londoners.
The real-time integration programme (RTIP)seeks to integrate all real-time data heldwithin TfL and appropriate stakeholders for
the benefit of passengers travelling in London.RTIP does not seek to replace or dictateexisting real-time programmes and projectswithin the modes.
TfL website redesign: The existing TfLwebsite has been split into two new dynamicTfL websites, one for customer information
relating to the use of TfL services such asOyster, Congestion Charging and travelplanning, and the other for corporate
information such as careers, legal and
company information.
The redesign will provide navigationthat delivers information to customersin their preferred format, and the speedand consistency of information deliverywill be enhanced.
F&P marketing technologies (FP-PR03)
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106
mActual
2005/06 2006/07Forecast2007/08
Plan2008/09 2009/10
Total20052010
LTM 4.2 9.7 5.4 0.0 0.0 19.3
Total 4.2 9.7 5.4 0.0 0.0 19.3
LTM
0
2
4
6
8
10
2009/102008/092007/082006/072005/06
The Investment Programme includes 5.1m
of funding for the renovation and redisplayof LTM, to update the content of the Museumand enlarge the display area, and add anew lecture theatre, educational suite andimproved facilities for corporate hire.
The Museum has new facilities, extra spaceand a remit to explore and explain the past,
present and future of Londons transport.Through improved physical and intellectual
access, a better internal environment and
an exciting programme of exhibitions andevents, TfL aims to make LTM one of Londons
premier tourist attractions.
Seventy per cent of project funds are coming
from the Heritage Lottery Fund and other
external sponsors.
Construction began in 2005/06, and therefurbished Museum opens in November 2007.
F&P LTM (FP-PR04)
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Transport for London Investment Programme 2008
mActual
2005/06 2006/07Forecast2007/08
Plan2008/09 2009/10
Total20052010
Customer services integration 1.2 6.1 13.5 0.2 0.0 21.0
Total 1.2 6.1 13.5 0.2 0.0 21.0
Customer services integration
0
2
4
6
8
10
12
14
2009/102008/092007/082006/072005/06
TfLs customer service operations
consist of 12 customer service centreswith more than 50 telephone numbers andcorrespondence addresses, managing fivemillion telephone calls, one million emailsand one million letters per year. The centresoperate independently of each other onseparate technical platforms, managedusing independent business processesand independent databases.
Currently, a TfL customer could have a contacthistory with each of the 12 centres, withoutTfL managing a central view of the customerrelationship. This results in duplication ofeffort, inefficiencies and additional cost incustomer management. Customers experienceless than efficient customer management andunnecessary delays in customer service. Manyof the 12 centres use outdated and inefficienttechnology, databases and business processes.
Under CSIP, TfLs customer contact centreswill be consolidated and operate
on a single technical platform and database
system using a common set of businessprocesses. This will provide TfL with asingle view of the customer.
The CSIP has been developed by a teamof more than 30 managers from a range ofdepartments (including operational, finance,technical and marketing) across all modal
business units and the Corporate Directorate.
In addition to providing for the increase indemand forecast for the next 10 years, therevised CSIP business case provides foradditional strategic initiatives, such as fullyintegrating all Oyster customer managementdemands resulting from the significant growth
in Oyster sales, the business processessupporting Oyster and the promotion ofOyster self service.
F&P Customer services integration (FP-PR05)
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108
F&P ticketing development (FP-PR06)
This programme has now been cancelled, asall three projects that it comprised proved tobe unworkable.
In the case of the project to install validatorsacross the National Rail network, the trainoperating companies declined TfLs offer to
finance the Oyster equipment. London Railwill now take forward this work by seeking
to conclude an agreement with the trainoperating companies that will allow customersto use Oyster pay as you go for train journeysin the Capital.
With the other two projects, TfL was unable tosecure terms for the contemplated work from
its PFI contractor, TranSys, that it consideredto be value-for-money.
mActual
2005/06 2006/07Forecast2007/08
Plan2008/09 2009/10
Total20052010
TfL ticketing development 0.4 (0.4) 4.7 0.0 0.0 4.7
Commercial opportunities 1.9 0.0 0.3 0.0 0.0 2.2
Total 2.4 (0.4) 5.0 0.0 0.0 6.9 TfL ticketing development
Commercial opportunities
-1
0
1
2
3
4
5
2009/102008/092007/082006/072005/06
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448
Page Code Title m 2005/06 2006/07 2007/08 2008/09 2009/10Total
20052010
F&P 35.9 50.7 59.4 32.8 24.3 203.0
450 FP-PR01 Interchange development 6.3 4.5 7.4 7.6 7.9 33.8451 FP-PF01 Interchange development 6.3 4.5 7.4 7.6 7.9 33.8
452 FP-PJ01 Finsbury Park CAP 2.0 3.7 0.0 0.0 0.0 5.7
453 FP-PJ03 Interchange development projects 2.7 0.9 7.4 7.6 7.9 26.5
454 FP-PR02 New services, extensions and bridges 19.6 27.4 25.2 22.9 15.8 110.9
455 FP-PF02 Light transit 4.4 8.0 10.2 13.4 10.8 46.9
456 FP-PJ06 Cross River Tram 2.5 5.4 6.8 5.1 4.6 24.3
457 FP-PJ07 Croydon Tramlink Crystal Palace extension 0.6 1.5 1.2 4.3 2.2 9.7
458 FP-PJ08 East London Transit 0.6 0.5 1.5 2.1 1.1 5.8
459 FP-PJ09 Greenwich Waterfront Transit 0.8 0.5 0.8 1.9 3.0 7.0
460 FP-PF03 Other major schemes 15.1 19.5 15.0 9.5 5.0 64.1
461 FP-PJ10 Thames Gateway Bridge 7.2 5.7 4.4 4.5 5.0 26.9
462 FP-PJ11 West London Tram 7.5 8.3 5.3 5.0 0.0 26.0
463 FP-PJ30 Victoria Transport Interchange 0.0 0.0 3.8 0.0 0.0 3.8
464 FP-PR03 Marketing technologies 2.2 3.3 2.8 2.1 0.6 11.1
465 FP-PF04 Customer information via new technologies 1.4 1.4 1.0 1.5 0.0 5.3
466 FP-PJ12 Journey Planner investment programme 1.4 1.4 1.0 1.5 0.0 5.3
467 FP-PF05 Real-time integration programme 0.5 1.4 1.3 0.0 0.0 3.2468 FP-PJ13 Real-time integration 0.5 1.4 1.3 0.0 0.0 3.2
469 FP-PF06 Improvements to new media channels 0.3 0.5 0.6 0.6 0.6 2.6
470 FP-PJ14 TfL website redesign 0.3 0.5 0.6 0.6 0.6 2.6
471 FP-PR04 London Transport Museum 4.2 9.7 5.4 0.0 0.0 19.3
472 FP-PJ15 Covent Garden project 3.8 9.7 7.3 0.0 0.0 20.8
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Transport for London Investment Programme 2008
Page Code Title m 2005/06 2006/07 2007/08 2008/09 2009/10Total
20052010
473 FP-PR05 Customer services integration 1.2 6.1 13.5 0.2 0.0 21.0
474 FP-PF08 Customer services integration 1.2 6.1 13.5 0.2 0.0 21.0
475 FP-PJ16 Customer services integration 1.2 6.1 13.5 0.2 0.0 21.0
476 FP-PR06 TfL ticketing development 2.4 (0.4) 5.0 0.0 0.0 6.9
477 FP-PF10 CID and SAM development 0.4 (0.4) 4.7 0.0 0.0 4.7
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Project locations:
Portfolios:
Projects:
Manager:
Primary category:
Programme:
450
Transport for London Investment Programme 2008
Outputs
Various interchange improvement projects, includingpriority projects, mainly delivered in phased stages
Support to other schemes led externally or by otherTfL modes
Justification
Makes interchanging safer, quicker, more convenient andmore secure, which in turn helps improve the overallintegration, flexibility and efficiency of the network, andencourages its greater use
Provides a catalyst for regeneration and social inclusionby improving transport links to local communities,transforming the areas around interchanges and enablingland use developments
Mitigates major threats and opportunities presented bylarge scale land use development at many interchangesacross London
There is a need to:
Continuously monitor developments to identify prioritytransport interchanges
Continue to invest in transport feasibility studies at these
priority interchanges to mitigate threats, capitalise onopportunities and ensure that the transport is notsub-optimal or overloaded
Key milestones
Details shown at project level.
Outcomes
The development of the programme is subject to initialevaluation and assessments at the inception stage. This isa dynamic process that is regularly updated.
Post-evaluation and approval, the programme will undergothe following stages:
Stage 1 completed feasibility schemes approved forfurther development
Stage 2 detailed design, planning powers with approvedbusiness case and funding
Stage 3 implementation
Environmental impacts
Improvements through increased modal shift.
E&I impacts
Access improvements for mobility-impaired peoplethat are DDA-compliant
Enhanced security
Narrative on cost changes
Cost changes reflect the increase in scope of theinterchange programme. The costs presented are for thedevelopment work only and do not include any capital costfor the implementation of the projects.
Project locations: London-wide
Portfolios: Interchange development
Projects: Various
Manager: John McNulty Interchange Director
Primary category: Accommodating Londons growth
FP-PR01
Programme: Interchange development FP-PR01
450
millions
0
2
4
6
8
2009/102008/092007/082006/072005/06
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Transport for London Investment Programme 2008
Project locations:
Programme:
Projects:
Manager:
Primary category:
Portfolio:
451
Transport for London Investment Programme 2008
Outputs
Various interchange improvement projects, includingpriority projects, mainly delivered in phased stages
Support to other schemes led externally or by otherTfL modes
Justification
Makes interchanging safer, quicker, more convenient andmore secure, which in turn helps improve the overallintegration, flexibility and efficiency of the network,and encourages its greater use
Provides a catalyst for regeneration and social inclusionby improving transport links to local communities,transforming the areas around interchanges and enablingland use developments
Mitigates major threats and opportunities presented bylarge scale land use development at many interchangesacross London
There is a need to:
Continuously monitor developments to identify prioritytransport interchanges
Continue to invest in transport feasibility studies at these
priority interchanges to mitigate threats, capitalise onopportunities and ensure that the transport is notsub-optimal or overloaded
Key milestones
Details shown at project level.
Outcomes
The development of the programme is subject to initialevaluation and assessments at the inception stage. This isa dynamic process that is regularly updated.
Post evaluation and approval, the programme will undergothe following stages:
Stage 1 completed feasibility schemes approved forfurther development
Stage 2 detailed design, planning powers with approvedbusiness case and funding
Stage 3 implementation
Environmental impacts
Improvements through increased modal shift.
E&I impacts
Access improvements for mobility-impaired peoplethat are DDA-compliant
Enhanced security
Narrative on cost changes
Cost changes reflect the increase in scope of theinterchange programme. The costs presented are for thedevelopment work only and do not include any capital costfor the implementation of the projects.
Project locations: London-wide
Programme: Interchange development
Projects: Various
Manager: John McNulty Interchange Director
Primary category: Accommodating Londons growth
FP-PF01
Portfolio: Interchange development FP-PF01
451
millions
0
2
4
6
8
2009/102008/092007/082006/072005/06
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Project locations:
Programme:
Portfolio:
Manager:
Primary category:
Project:
452
Outputs
This project delivered a secure cycle park, better accessto buses, improved passenger facilities, a landmarkinterchange gallery and a new integrated CCTV andpublic address system.
Justification
Reorganisation and renewal of the transport facilities thatsurround the Finsbury Park Underground, bus and main linerailway stations. The project improves and integrates all ofthe transport modes, including walking routes to and fromthe station, resulting in journey time savings. The projectalso includes a series of ambience and environmentalenhancements to the immediate surroundings. It will assistwith the increased throughput due to rising demand over
the next 10 years. The new cycle park will provide secure,staffed parking for 125 bicycles.
Outcomes
Interchanging throughput increased by 20%
125 cycles parked daily by end of 2007
Ticket fraud reduction of 140,000 each year
Increased safety and personal security
Environmental impacts
Encourages modal shift, helping to improve air quality,and reduce noise and CO2 emissions
Improved facilities for cyclists will encourage modal shifttowards this form of transport
Key milestones
January 2005: Commence phase 4A implementation
June 2005: Complete phase 4A
July 2005: Operational handover of phase 4A
March 2006: Complete cycle station phase 5
April 2006: Operational handover of phase 5
November 2006: Complete phase 4BNovember 2006: Operational handover of phase 4B
March 2007: Major Projects Business Unit close outof project
E&I impacts
Improved customer facilities address barriers associatedwith access and personal security.
Benefit cost ratio
Phase 4A and 4B 33:1
Phase 5 3.3:1
Net financial effect
Phase 4A and 4B: 91,000
Phase 5: 762,000
Estimated final cost
2005/062009/10: 5.7m
Out-turn cost: 9m (includes third-party funding)
Project locations: Finsbury Park north London
Programme: Interchange development
Portfolio: Interchange development
Manager: Peter Harrison Project Manager
Primary category: Enhancing quality of service
millions
0
1
2
3
4
2009/102008/092007/082006/072005/06
FP-PJ01
Project: Finsbury Park CAP FP-PJ01
452
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Portfolios:
Projects:
Manager:
Primary category:
Programme:
454
Outputs
CRT project is completing feasibility work and preparingfor and submitting a TWO application to obtain powersfor the scheme across central London. The schemeservices Camden, Kings Cross, Euston, Waterloo,Elephant & Castle, Peckham and Brixton
CTLE is completing an assessment of business case,
environmental scoping methodology report, optiondevelopment and technical feasibility of CTLE base case(Crystal Palace to Croydon)
GWT and ELT scope of this work is to establish thefeasibility and business case for each phase
Future GWT and ELT phases for feasibility assessmentwill be determined by the Thames Gateway TransitOptions Review study. Future phases being investigated
by the review include:- A route to facilitate regeneration between Dagenham
Dock and Rainham
- TGB to address the need for additionaltransport services in areas where population isprojected to increase
- West London Tram the Mayor has agreed with theLondon Borough of Ealing that further development of
the tram scheme will stop, as Crossrail is to proceed,and an alternative bus scheme can be developed
Key milestones
Details shown at project level.
Outcomes
Increased modal shift from private to public transport
Increased accessibility to areas targeted for regeneration
Supports reduction in congestion during peak periods onother public transport routes
Environmental impacts
Improvement of local built environment.
E&I impacts
Stimulates regeneration of Thames Gateway Area, assisting
in removing social exclusion by providing improved accessto public transport, employment opportunity, education,health care and other social facilities.
Narrative on cost changes
Detailed cost breakdown and phasing are shown atportfolio and project levels.
Project locations: East, west and central London
Portfolios: Light transit and other major schemes
Projects: Various
Manager: Luke Albanese, Tony Antonio, Christopher Dean, Martin Stuckey Project Directors
Primary category: Meeting demand growth
FP-PR02
Programme: New services, extensions and bridges FP-PR02
454
millions
0
5
10
15
20
25
30
2009/102008/092007/082006/072005/06
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Project locations:
Programme:
Portfolio:
Manager:
Primary category:
Project:
456
Outputs
This project is completing feasibility work and preparingfor and submitting a TWO application to obtain powers forthe scheme across central London. The scheme servicesCamden, Kings Cross, Euston, Waterloo, Elephant& Castle, Peckham and Brixton.
The future development of this scheme is subject to:
The outcome of the SR2007 settlement Subsequent review of funding relevant priorities and
technical assessment strategy
The timeline for progressing TGB
Justification
Increased capacity between Waterloo and Euston, relievingcongestion on the Northern and Victoria lines from Eustonand Waterloo, and improving interchange with LU, NationalRail and London Buses.
The CRT will service inaccessible communities sufferingfrom deprivation, and provide E&I target groups with high-quality, reliable, surface public transport.
Outcomes
Increased modal shift from private to public transport Increased accessibility to areas targeted for regeneration
Supports reduction in congestion during peak periods onother public transport routes
Environmental impacts
Local improvements in air quality due to modal shift
Local improvements in noise due to traffic reductions
Key milestones
September 2004: Deliver CRT traffic feasibility
October 2004: Commence technical work on optionsfor safeguarding
May 2006: Complete selection of options
January 2007: Complete public consultationon options
Future milestones are subject to the SR2007 settlement.
E&I impacts
DDA compliant
Substantial interface and accessibility improvements forE&I target communities
Benefit cost ratio2.0:1
Net financial effect
-579m
Estimated final cost
2005/062009/10): 24.3m
Project locations: London Boroughs of Southwark, Lambeth, Westminster and Camden
Programme: New services, extensions and bridges
Portfolio: Light transit
Manager: Luke Albanese Project Director, CRT
Primary category: Meeting demand growth
millions
0
2
4
6
8
2009/102008/092007/082006/072005/06
FP-PJ06
Project: Cross River Tram FP-PJ06
456
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Project locations:
Programme:
Portfolio:
Manager:
Primary category:
Project:
457
Transport for London Investment Programme 2008
Outputs
Assessment of business case, environmental scopingmethodology report, option development and technicalfeasibility of CTLE base case (Crystal Palace to Croydon)
The future development of this scheme is subject to theoutcome of the SR2007 settlement
Justification Improved public transport connectivity and accessibility
within the sub-region
Improved public transport modal share
Reduced private vehicle congestion, pollution and noise
Supports redevelopment of Crystal Palace Park
Improved connectivity to Upper Norwood shopping area,
Anerley and Croydon Interchange with Network Rail, buses and ELL extension
Supports improvements in existing Tramlink services andfurther expansion of Tramlink network
Outcomes
More Tramlink passengers per year
Positive property and retail development impacts
Increased modal shift
Environmental impacts
Local improvements in air quality, due to modal shift
Small local improvements in noise, due to slighttraffic reductions
Key milestones
May 2006: Delivery of Tramlink feasibility andpreliminary business case reportsfor TfL review
May 2006: Commence options development phase
October 2006: Public consultation on route options
Future milestones are subject to SR2007 settlement.
E&I impacts
DDA compliant
Some positive effect on Penge area, which has amoderately high level of multiple deprivation
Benefit cost ratio
1.42:1
Net financial effect
-70115m
Estimated final cost
2005/062009/10: 9.8m
Estimated out-turn cost: 90148m at 2005 prices(depending on option chosen, and including operation andmaintenance cost over 60 years)
Project locations: London Boroughs of Croydon and Bromley
Programme: New services, extensions and bridges
Portfolio: Light transit
Manager: Luke Albanese Project Director Tramway Development
Primary category: Meeting demand growth
millions
0
1
2
3
4
5
2009/102008/092007/082006/072005/06
FP-PJ07
Project: Croydon Tramlink Crystal Palace extension FP-PJ07
457
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Project locations:
Programme:
Projects:
Manager:
Primary category:
Portfolio:
460
Outputs
Overview investment in new capital assets and services
TGB: Address the need for additional transport servicesin areas where population is projected to increase
West London bus alternative scheme: The Mayor hasagreed with the London Borough of Ealing that furtherdevelopment of the tram scheme will be put on hold.
This decision was conditional on a positive fundingdecision on Crossrail in 2007/08 (now confirmed) and anacceptable alternative bus scheme being developed
A bus alternative study is being scoped in partnership withthe London Borough of Ealing.
Outcomes
TGB
Travel times for local cross river journeys will be reduced
Increased accessibility to a wider range of amenities,jobs and other opportunities
Reduced travel times across Dartford and Blackwall crossings
West London bus alternative scheme
Scope of scheme being defined
Environmental impacts
Improvements to the local built environment
Slight increase in traffic noise, vibration and air emissions
E&I impacts
Improved access to public transport and town centres
Improved ambience and signage
Narrative on cost changes
West London bus alternative scheme: Development costchanges reflect the winding down of the tram scheme,and retention of the unspent 5m for developing the busalternative scheme.
TGB: Cost profile changes over the business planning period
reflect the rephasing of the cash flow in accordance with therequirements of the programme.
Project locations: Newham/Greenwich and west London
Programme: New services, extensions and bridges
Projects: TGB; West London Transit
Manager: Christopher Dean West London Tram Project Director; Martin Stuckey TGB Project Director
Primary category: Meeting demand growth
FP-PF03
Portfolio: Other major schemes FP-PF03
460
millions
0
5
10
15
20
2009/102008/092007/082006/072005/06
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Project locations:
Programme:
Portfolio:
Manager:
Primary category:
Project:
461
Transport for London Investment Programme 2008
Outputs
This activity is part of the Mayors Transport Strategyfor a new fixed link between Beckton in the Borough ofNewham and Thamesmead in the Borough of Greenwich,to stimulate the regeneration of the Thames Gateway area.
Justification
Major improvement in connectivity and integrationbetween north and south of Thames
Supports Thames Gateway area (East London adjacentboroughs) regeneration and development of Londonas a whole
Improves accessibility and reduces social exclusion
Supported by the Mayors Transport Strategy and theLondon Plan
Outcomes
Travel times for local cross-river journeys will be reduced
Increased accessibility to a wider range of amenities, jobsand other opportunities
Reduced travel times across Dartford and Blackwall crossings
Environmental impacts Beneficial impact on landscape and townscape
Overall slightly adverse effect on air quality
Slightly adverse impact on noise
Small net loss of habitat in the TGB corridor, with a slightadverse impact on biodiversity
Key milestones
June 2005: First public inquiry commenced
May 2006: First public inquiry completed
July 2007: Secretary of States decision announced
Future milestones are currently being reprogrammed,following the Secretary of States decision to reopen thepublic inquiry.
E&I impacts
The bridge will assist in removing social exclusion byimproving accessibility to and within the Thames GatewayLondon area and will support the creation of jobs andhousing in the area. The bridge will contribute to theregeneration of East London by providing access toemployment opportunities, education, health care and
other social facilities.
Benefit cost ratio
4.2:1 (for a 30 year appraisal period)
5.9:1 (for a 60 year appraisal period)
Net financial effect
-152m
Estimated final cost
Development cost 2005/062009/10: 26.4m
Out-turn cost: 455m
Project locations: Newham and Greenwich
Programme: New services, extensions and bridges
Portfolio: Other major schemes
Manager: Martin Stuckey Project Director, TGB
Primary category: Accommodating Londons growth
millions
0
2
4
6
8
2009/102008/092007/082006/072005/06
FP-PJ10
Project: Thames Gateway Bridge FP-PJ10
461
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P j
P j W L d T FP PJ11
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Project locations:
Programme:
Portfolio:
Manager:
Primary category:
Project:
462
Outputs
The Mayor has agreed with the London Borough of Ealingthat further development of the tram scheme will stop.This decision was conditional on a positive fundingdecision on Crossrail in 2007/08 and an acceptablealternative bus scheme being developed.
A bus alternative study is being scoped in partnership with
the London Borough of Ealing.
Justification
Improves the quality and reliability of public transportservices to encourage modal shift from private topublic transport
Provides additional capacity to cater for anticipatedgrowth in demand for public transport
Improves levels of accessibility for all users, includingdisabled and mobility-impaired people
Contributes to an overall environmental improvementalong the route
Outcomes
High quality, reliable public transport
Modal shift from private vehicle use
Environmental impacts
Sustainable transport provision, with modal shift
Stimulates regeneration
Key milestones
Following the decision to stop further development of thetram, any future milestones for this scheme are now notvalid. Once the scope for the bus option has been agreed,an indicative set of new milestones will be identified.
E&I impacts
Improved accessibility to public transport Improved access to town centres and employment
Benefit cost ratio
To be determined after scope defined.
Net financial effect
Not applicable final business case not yet ready.
Estimated final cost
2005/062009/10: 26m
Some funding is being set aside for the developmentof the bus alternative.
Project locations: West London
Programme: New services, extensions and bridges
Portfolio: Other major schemes
Manager: Christopher Dean Project Director, West London Tram
Primary category: Meeting demand growth
millions
0
2
4
6
8
10
2009/102008/092007/082006/072005/06
FP-PJ11
Project: West London Tram FP-PJ11
462
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P j t
P j t Vi i T I h FP PJ30
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Project locations:
Programme:
Portfolio:
Manager:
Primary category:
Project:
463
Transport for London Investment Programme 2008
Outputs
Victoria is the busiest multi-modal interchange in Londonand a principal National Rail gateway, handling75 million passengers a year. Forecast demand at Victoriais about a 16% increase in peak period numbers from 2001to 2016. 59% of these passengers will be interchangingbetween the main transport modes (Tube, bus andNational Rail), with the remainder transferring in or out of
the interchange zone as pedestrians.
The feasibility study proposed will evaluate the benefitsand negatives and provide a quantified assessment of theproposed options under consideration.
Justification
Benefits that could emerge from this scheme include major
public realm improvements and mixed use development.By using funding from the development and contributingits own land holdings, TfL could upgrade the District andCircle line station and generate pedestrian benefits.
Outcomes
The feasibility study will include a design for a singlepreferred option for the District and Circle line station
A completed network assurance process Reliable cost estimates for TfLs elements in the programme
A pan-VTI business case
A public realm design that TfL can stand behind anda firm understanding of the heads of terms forstakeholder agreement
Planning consents strategy, including interface withVictoria station upgrade scheme
Proposals for next step of work
Key milestones
2007/08 quarter 3: Complete feasibility stage
2007/08 quarter 3: Commence detailed design
2007/08 quarter 4: Commence procurement
The future programme is subject to funding for thenext stages.
Environmental impacts
Improvements through increased modal shift.
E&I impacts
DDA compliant improvements to access for mobility-impaired people
Enhanced security for excluded passengers
Benefit cost ratio
Not applicable.
Net financial effect
Not applicable.
Estimated final cost2006/072007/08: 3.8m
Project locations: Victoria south-west London
Programme: New services, extensions and bridges
Portfolio: Other major schemes
Manager: John McNulty Interchange Programme Director
Primary category: Accommodating Londons growth
millions
0
1
2
3
4
2009/102008/092007/082006/072005/06
FP-PJ30
Project: Victoria Transport Interchange FP-PJ30
463
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P
P M k ti t h l i FP PR03
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Project locations:
Portfolios:
Projects:
Manager:
Primary category:
Programme:
464
Outputs
Integrated information flow across the system for fasterand more consistent delivery
Improved customer-facing internet
Creation of a comprehensive journey planning serviceavailable on web, digital television and mobile channels
JustificationResearch and investigation in 2004/05 identified the needfor a multi-modal view of customer information acrossTfL, and the need to consolidate real-time informationto manage the wide range of interfaces for collection anddistribution of outputs, as well as feeding existing andnew applications such as Journey Planner and CSIP.
Outcomes Integration of real-time information across modes
for improved capture of information and delivery tocustomers and staff
Improved website and Journey Planner allow moreeffective journey planning and delivery of information
Key milestones
October 2006: Detailed technical design agreedby Board
December 2007: Build and migration of core RTIP solution
January 2008: Intranet enhancements for the businessand extranet provision for partners
January 2009: Internet improvements
January 2010: Intranet improvements
Environmental impacts
Reduced paper and posters
Better journey choices, resulting in more efficientuse of system
E&I impactsInformation targeted and delivered to specific communities.
Narrative on cost changes
This is an evolving area that needs to reflect changingcustomer expectations and business needs. The costsoutlined in this submission will reflect business efficienciesin specifying, developing and procuring this work.
Project locations: London-wide
Portfolios: Various
Projects: Various
Manager: Nigel Marson Director of Group Marketing
Primary category: Enhancing quality of service
FP-PR03
Programme: Marketing technologies FP-PR03
464
millions
0
1
2
3
4
2009/102008/092007/082006/072005/06
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Glossary of
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509
Transport for London Investment Programme 2008
DSRC Dedicated short-range communication
DTES Digital traffic enforcement system
DTO Directorate of Traffic Operations
E&I Equality and inclusion
ELL East London line
ELLP East London Line Project
ELT East London Transit
F&P Finance and planning
FFM Few-fare machine
FoIA Freedom of Information Act
FRACA Freight, regeneration, accessibility,
carparking and air quality/noise
GAP Graphics asset portal
GIS Geographic Information System
GLA Greater London Authority
CRT Cross River Tram
CSIP Customer ServicesIntegration Programme
CTLE Croydon Tramlink Extension
CTRL Channel Tunnel Rail Link
DaR
Dial-a-RideDBFO Design, build, finance and operate
DC Direct current
DCLG Department for Communitiesand Local Government
DDA Disability Discrimination Act
DfT Department for Transport
DLR Docklands Light Railway
DPA Data Protection Act
DRNP Directorate of RoadNetwork Performance
3GBP Third generation bus priority
AAMP Annual Asset Management Plan
AC Alternating current
ALARP As low as reasonably practicable
APM Asset performance management
AVL Automatic Vehicle Location
BAA British Airports Authority
BCV Bakerloo, Central and Victoria
BVPI Best value performance indicator
CAD Computer-aided drawing
CCTV Closed-circuit television
CO Carbon monoxide
CO2 Carbon dioxide
CPO Compulsory purchase order
Glossary ofabbreviations
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SCOOT Split-cycle offsetoptimisation technique
MoU Memorandum of UnderstandingGPS Global Positioning System
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510
optimisation technique
SO2 Sulphur dioxide
SPAD Signals passed at danger
SSL Sub-surface lines
SSTA Single source of truth for assets
SVD Selective Vehicle Detection
T2025 Transport 2025
TCC Transport Co-ordination Centre
TDM Travel Demand Management
TfL Transport for London
TGB Thames Gateway Bridge
TGDC Thames GatewayDevelopment Corporation
TMA Traffic Management Act
TPED Transport Policing andEnforcement Directorate
TSG Technical Services Group
TWA Transport and Works Act
TWO Transport and Works Order
UTC Urban Traffic Control
VTI Victoria Transport Interchange
WEZ Western Extension Zone
NLL North London line
NLR North London Railway
NMP Network Management Plan
NO2 Nitrogen dioxide
NOC Network Operations Centre
NOx Nitrogen oxides
ODA Olympic Delivery Authority
OJEU Official Journal of the
European Union
OPUS Outstation production
unified system
ORN Olympic Route Network
OVDS Offence viewing decision system
PC Personal computer
PCI Payment Card Industry
PCO Public Carriage Office
PFI Private Finance Initiative
PM10 Particulate matter up to
10 micrometres in size
PPP Public Private Partnership
RTIP Real-time integration programme
RTPI Real-time passenger information
GWT Greenwich Waterfront Transit
HC Hydrocarbon
HGV Heavy goods vehicle
HMRI Her Majestys Railway Inspectorate
IM Information management
IT Information technology
ITSO Integrated Transport
Smartcards Organisation
JNP Jubilee, Northern and Piccadilly
KSI Killed or seriously injured
LBPN London Bus Priority Network
LCN+ London Cycle Network Plus
LEZ Low Emission Zone
LGV Light goods vehicle
LIP Local Implementation Plan
LOCOG London Organising Committee for
the Olympic Games
LRC London Rail Concession
LTCC London Traffic Control Centre
LTM London Transport Museum
LU London Underground
MDT Mobile data terminal
Transport for London Investment Programme 2008Contents Forward IPOP index Glossary Next page Previous page Back