Oyster - Finance and Planning

8/8/2019 Oyster - Finance and Planning

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Contents

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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

Transport for London Investment Programme 2008Contents Forward IPOP index Glossary Next page Previous page Back


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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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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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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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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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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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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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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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449


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


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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Project locations:

Programme:

Projects:

Manager:

Primary category:

Portfolio:

451


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


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



E&I impacts

Access improvements for mobility-impaired peoplethat are DDA-compliant

Enhanced security


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.


Programme: Interchange development

Projects: Various

Manager: John McNulty Interchange Director


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


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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Project locations:

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


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


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.


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


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


-579m


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


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


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


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


-70115m


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


Portfolio: Light transit

Manager: Luke Albanese Project Director Tramway Development


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


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


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


Projects: TGB; West London Transit

Manager: Christopher Dean West London Tram Project Director; Martin Stuckey TGB Project Director


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


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)


-152m


Development cost 2005/062009/10: 26.4m

Out-turn cost: 455m

Project locations: Newham and Greenwich


Portfolio: Other major schemes

Manager: Martin Stuckey Project Director, TGB


millions

0

2

4

6

8

2009/102008/092007/082006/072005/06

FP-PJ10

Project: Thames Gateway Bridge FP-PJ10

461


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


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.


Not applicable final business case not yet ready.


2005/062009/10: 26m

Some funding is being set aside for the developmentof the bus alternative.

Project locations: West London



Manager: Christopher Dean Project Director, West London Tram


millions

0

2

4

6

8

10

2009/102008/092007/082006/072005/06

FP-PJ11

Project: West London Tram FP-PJ11

462


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


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.



E&I impacts

DDA compliant improvements to access for mobility-impaired people

Enhanced security for excluded passengers

Benefit cost ratio

Not applicable.


Not applicable.

Estimated final cost2006/072007/08: 3.8m

Project locations: Victoria south-west London



Manager: John McNulty Interchange Programme Director


millions

0

1

2

3

4

2009/102008/092007/082006/072005/06

FP-PJ30

Project: Victoria Transport Interchange FP-PJ30

463


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


Reduced paper and posters

Better journey choices, resulting in more efficientuse of system

E&I impactsInformation targeted and delivered to specific communities.


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.


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


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


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


Documents

Oyster - Finance and Planning