Team London Bridge Response to the Department for Transport Consultation on the combined Thameslink, Southern and Great Northern franchise

Transcription

1 Team London Bridge Response to the Department for Transport Consultation on the combined Thameslink, Southern and Great Northern franchise 23 August 2012 Table of Contents 1. Executive Summary 2. Introduction to Team London Bridge 3. Partnership working with Network Rail suggested improvements 4. Specification elements to be mandated 5. Making better use of current capacity 6. Mechanisms for managing passenger demand 7. Arrangements for Thameslink core trains during London Bridge station redevelopment Services to Gatwick and Luton airports 9. Performance information 10. Customer experience 11. Accessibility 12. Cycle strategy 13. Environmental performance 14. London Bridge arches and tunnels 15. Local employment and community engagement Team London Bridge - Registered as the London Bridge Business Improvement District Company in England No Registered Office Woolyard, 52 Bermondsey Street, London SE1 3UD

2 1. Executive Summary Team London Bridge manages the Business Improvement District (BID) that surrounds London Bridge Station. Our 410 business members employ approximately 42,000 people in north Southwark. Map of area included in the London Bridge Business Improvement District (BID) It is expected that 50-60% of these employees currently use national rail services that will be operated by the new combined Thameslink, Southern, and Great Northern franchise. In summary, our response calls for the inclusion of the following seven key issues to be addressed in the franchise specification: I. Consultation: The creation of better formal mechanisms for consultation and engagement with the business community for the entire franchise period. II. Services and timetables: Specific consultation on the changes in services and timetables required during the London Bridge Station redevelopment period III. Communications: The development with Team London Bridge, Network Rail and other relevant partners of a dedicated and unified business focused communications strategy for the period of the London Bridge Station redevelopment. IV. Capacity: Provision for the expected growth in the number of jobs in the London Bridge Area, including making it possible to increase capacity across a flattened peak and mandating first and last trains. V. Connections: Provision for at least direct two trains per hour continue to link London Bridge with Gatwick Airport, including during the station redevelopment period. VI. Accessibility: The development of a joint accessibility strategy with Team London Bridge, Network Rail, Transport for London and the London Borough of Southwark for London Bridge Station both during and after the redevelopment. 2

3 VII. Responsible strategy: The existance or creation of a Corporate Social Responsibility (CSR) programme and strategies that encourage community engagement and responsible business practices. Sections 3-15 below address these issues. 2. Introduction to Team London Bridge Team London Bridge manages the Business Improvement District (BID) that surrounds London Bridge station. Established in 2006 our area includes The Shard and London Bridge Quarter, More London Estate, the GLA and City Hall, London Bridge City and the station itself. The majority of local employees use the London Bridge interchange on a daily basis. It is estimated that 50-60% of these employees currently use national rail services that will be operated by the new combined Thameslink, Southern and Great Northern franchise. Therefore we are responding to the consultation document published 31 May 2012 so that the requirements of this rapidly growing business community are included in the consultation process. Team London Bridge engages with Network Rail and Transport for London on a number of operational and strategic transport issues. In 2011 the organisation conducted a formal business consultation and responded to the planning application to redevelop London Bridge station. The planning authority (Southwark Council) and Network Rail both valued this process and 10 of the 12 resulting recommendations have translated into formal agreements or ongoing procedures 1. Most recently our Olympic Transport Planning Service acted as a localised conduit for the Get Ahead of the Games campaign, providing bespoke travel advice for SMEs and assisting combined transport providers to communicate with key stakeholders. 3. Partnership working with Network Rail suggested improvements (Q1 in DfT document) Based on our experience to date of working with those involved with the management of London Bridge Station and the train operating companies that serve it, there could be significant improvements in partnership working. In particular we would like to see: A more coordinated approach to the communication of changes to station operations and train services during the station redevelopment period (see Section 7). The creation of a permanent stakeholder group composed of Network Rail, the relevant TOCs, Transport for London, and Southwark Council, with Team London 1 The full 12 recommendations can be found in Appendix 1 3

4 Bridge and its neighbouring BID, Better Bankside representing the business community. This group would meet every 6 months and attendance from representatives of the winning combined franchise bidder would be mandatory. Use of local BIDs (Team London Bridge and Better Bankside) in communicating appropriate messages or research. The transport planning service supplied to businesses by Team London Bridge prior to the Olympic Games provided critical targeted support for the Get Ahead of the Games campaign. 4. The Franchise Specification elements to be mandated (Q5) 4.1 Potential loss of South London suburban services The South London suburban routes are well established and therefore, we believe, are likely to be relied upon by a large percentage of the local workforce. In addition, South East London and South London are both areas that are not well catered for by the London Underground network and so more reliant on suburban train services to access other parts of the city. We would therefore urge that after the completion of re-configuration of the platforms at London Bridge Station, the winner bidder is mandated to: Ensure that there are no reductions in the number of these metro services OR Ensure that the new core Thameslink services serve any stations that see a reduction in metro services. 4.2 Making provision for growth the employee population at London Bridge London Bridge is one of the fastest growing commercial areas in the capital with an estimated 42,000 employees represented by Team London Bridge and significant increases expected in the next few years due to developments such as The Shard and London Bridge Quarter. London Bridge has been designated as an Opportunity Area in the Mayor s draft London Plan and is therefore well placed to attract further development and associated increases in jobs. Over 50% of those working in London Bridge currently commute by train. As well as the need for extra capacity at London Bridge Station, we believe this highlights the need to flatten peak demand for services for commuting purposes i.e. making it possible for people to commute earlier and later in the day. We would therefore urge that the franchise specification includes: Mandatory operation hours, with specified times for first and last trains Mandatory levels of arrivals and frequency of services at London Bridge Station over a flattened working day (e.g. 6am 10am and 4pm 9pm Monday to Friday). 4

5 5. Making better use of current capacity (Q8) We believe that one way to make better use of current capacity would be to examine the design of rolling stock, making it easier for passengers to travel without discomfort, even if they are not able to get a seat within 20 minutes. We recognise that the Department for Transport s Thameslink Rolling Stock Programme is now well underway. We would therefore like to see in the franchise specification: Requirements for the winning bidder to undertake to collect regular customer feedback on the new Thameslink rolling stock performance in terms of comfort and ability to cope with peak time demand. This could include looking at configuration of carriages in terms of the design of seating and standing areas. An undertaking that any future rolling stock procurement (for any other part of the combined franchise) is informed by this feedback. Team London Bridge would also endorse Passenger Focus recommendation to include the National Passenger Survey in the franchise specification and suggest it is in an ideal position to assist with the recruitment of customer panels for more specific research (see also Sections 6 below). 6. Mechanisms for managing passenger demand (Q9) Team London Bridge recognises the challenges to bidders of being able to predict passenger demand in terms of all aspects of the service they provide. We believe that Business Improvement Districts (BIDs) have unique access to both their member businesses and their employees. We would therefore suggest that as well as bodies such as Passenger Focus, the specification should mention Team London Bridge and other relevant BIDs as ideal conduit for the recruitment of focus group or panel survey participants, as well as direct links with land owners, and businesses. 7. Arrangements for Thameslink core trains during London Bridge station redevelopment In addition to the specification for all the combined franchise services, Team London Bridge agrees that there is a greater need for a tighter specification for Thameslink core trains during the London Bridge station redevelopment from 2015 to The following elements are particularly highlighted: The requirement that a full consultation take place on revised timetables and routing to begin as soon as possible after TOC is appointed 5

6 The need for clear and unified communications strategy (along the lines of the very successful London 2012 Get Ahead of the Games campaign) which brings together both the Network Rail and winning TOC elements A stipulation for specific resources to be allocated for both the consultation and communications strategy. Team London Bridge working with neighbouring BID Better Bankside have developed a number of dedicated information channels including popular websites, a monthly review of all development related transport alterations, a quarterly project newsletter, a monthly local news communication and a quarterly magazine. With an appropriate contribution from the winning TOC, these could be a cost effective way to reach the local business community audience. 8. Services to Gatwick and Luton airports (Q16) London Bridge is a key business location. In addition to a number of multinational companies including PwC and Ernst and Young, it is also home to large organisations such as Guy s Hospital and King s College London as well as an influential hospitality sector. This will only grow with the completion of London Bridge Quarter and the opening of facilities such as the Shangri-La hotel in The Shard. Maintaining and enhancing rail links to London s airports is crucial. We therefore would like to see in the specification the undertaking that: At least two direct trains per hour continue to link London Bridge with Gatwick and Luton airports, including during the station redevelopment period Consideration be given to how best to connect with Farrington for interchange to Crossrail and Heathrow airport post This is a key issue for the London-wide business community who is directly financing Crossrail and seeing little benefit unless close to the route itself. 9. Performance information (Q24-26) Team London Bridge supports the view put forward by Passenger Focus and others that performance information should be disaggregated by route. We would also recommend that this data is: Published monthly Made available for publication by stakeholders such as Team London Bridge in their newsletters / websites. 6

7 10. Customer experience (Q27 & Q28) A brief survey undertaken with our member business employees shortly before this response was submitted highlighted the following issues as being of greatest importance: Provision of information about train times /platforms Personal security Frequency of trains on your route Punctuality / reliability Value for money for the price of the ticket Sufficient room for passengers to sit/ stand. In addition to the points above, our previous survey work and local employee panels have indentified personal security within London Bridge Station and its surroundings as being a significant issue. This fear of crime owes a lot to the local physical infrastructure and outdated perceptions of the area but it is also a widespread issue that we would expect to see the winning TOC help address in their bid. 11. Accessibility (Q32) Team London Bridge has worked with the GLA and London Borough of Southwark to deliver accessibility improvements to the Thames riverside pedestrian route in We would welcome the opportunity to work with Network Rail, Transport for London and the winning TOC on a joint strategy that looks at accessibility more widely via all modes of transport. In the meantime, we believe the following are priorities: The development of a joint accessibility strategy with Network Rail, Transport for London and the London Borough of Southwark for London Bridge Station both during and after the redevelopment A plan for improved train to street links, particularly to Tooley Street and St Thomas Street (SE1) during the station redevelopment period ( ) Creating an accessible link to London Bridge City Pier on the Thames. Ensuring an alternative means of transport is enhanced to further alleviate pressure on the east / west underground routes Working with all relevant partners to make Elephant and Castle fully accessible in time for the changes to the Thameslink core services in

8 12. Cycle strategy (Q30) Team London Bridge is committed to providing excellent facilities for cyclists in its area. The London Bridge Station redevelopment whilst welcomed is causing the loss of the secure London Bridge Cycle Park. We would therefore strongly recommend a joined up approach that looks at needs of passengers using cycling as way to begin and end their rail journey. In particular we believe the franchise specification should include: An undertaking that the winning TOC will work with Network Rail to develop a cycling strategy for the combined franchise area that focuses on: - Secure cycle parking at London Bridge station - Cycle parking at stations operated by the TOC - How and when cycles can be transported on trains and that includes flexible, interim solutions for the London Bridge Station redevelopment period. 13. Environmental performance (Q33) As an organisation that is engaged with helping our members improve their environmental performance, we are fully supportive of including targets for reducing noise and pollution, and ensuring that the winning TOC has an appropriate staff travel plan and environment management system. We would also welcome targets related to: Green infrastructure on TOC operated land and facilities with particular reference to Green Walls 2 Waste, including exploring the possibility of a joint strategy with the winning TOC and Network Rail Local procurement. 14. London Bridge arches and tunnels Railway heritage defines the physical and social character of the London Bridge area. The arches and tunnels that surround the station are integral to this but in many cases are empty and badly maintained. In addition, due to the sheer size and condition of the arches, they act as a barrier to the rest of Southwark preventing the flow of services, development and people. 2 Green infrastructure is a planned network of green spaces and other environmental features including street trees, gardens, green roofs, green walls, community forests, parks, rivers, canals and wetlands. 8

9 Team London Bridge proposes the existing problems should be seen as an opportunity and are engaged in a research project to define future uses and encourage redevelopment. The outcomes of the Arches and Tunnels project can help enable radical improvements and the creation of a collection of temporary, semi-permanent and permanent spaces. These could to be used for display, production, teaching, knowledge transfer etc. of traditional and cultural skills, helping bring employment and entrepreneurial opportunities to the area. This enhancement to the immediate station environs will substantially benefit passengers and staff of the TOCs serving London Bridge, increasing off-peak leisure traffic, enhancing personal safety and creating a destination of the immediate area. Team London Bridge would welcome input from the successful TOC in the research and in the resulting long-term uses of these spaces. 15. Local employment and community engagement In addition to the issues raised in the consultation document, we would like to highlight the importance of local employment and community engagement. Working with SE1 neighbours Better Bankside and Waterloo Quarter, Team London Bridge has established a local employment service, Employ SE1, with the aim of helping local businesses to recruit local residents. We would therefore welcome the inclusion of a target for local recruitment for any new London Bridge based staff. In addition the BID has a well known role in brokering links between businesses in the area and local community groups including those working with young people. Team London Bridge hopes that the successful TOC has a Corporate Social Responsibility programme or a formal directive that will help the organisation engage with community groups in London Bridge and throughout the franchise network. 9

10 Appendix 1 Team London Bridge London Bridge Station Development - Planning application response on behalf of the London Bridge business community Recommendations: Station development plans 1. Publish a Construction Management Plan following liaison with the business community. 2. Implement Legible London as part of the station development. 3. Greater consideration should be given to station linkages with the London Bridge City Pier. 4. Increase cycling infrastructure capacity and facilities as part of the station Public realm development. 5. Address pedestrian congestion on Tooley Street. 6. Significantly improve the St. Thomas Street station exit and pedestrian environment. Arches & tunnels 7. Radically improve the Bermondsey Street tunnel environment. 8. Implement active frontages in the St. Thomas Street arches and Bermondsey Street tunnel. 9. Protect and enhance the existing cultural offer within the station master-plan. Retail and business strategy 10. Increase the quality and the range of the retail offer. 11. Designate St. Thomas Street arches as a location for creative retail and leisure outlets. Communication 12. Network Rail to work with Team London Bridge to produce a dedicated business communication strategy. 10