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Interchange Best Practice Guidelines Comprehensive Guide 2021 Contents Interchange Best Practice Guidelines Comprehensive guide 2021 Contents 3 Introduction 12 Stakeholders – who needs what? 4 Transport and interchange objectives 13 Design themes and principles 15 Efficiency 26 Inclusive Design 5 Considering the challenges 36 Quality 42 Planning and funding 6 A common evaluation framework 47 Case studies 48 King's Cross and St Pancras International 7 Between modes 50 Stratford, London 52 Canada Water 54 Victoria 8 Healthy Streets 56 East Croydon 58 Leytonstone 60 Canary Wharf 9 Interchange zones 62 Rotterdam Centraal, The Netherlands 10 Interchange spatial management 64 TfL guidance material Document Title Here 2 Introduction The Interchange Best Practice Guidelines have been designed to provide advice and People want to live and guidance to those involved in improving work in places that are Interchange: the quality and efficiency of interchanges The act of transferring between modes at the early stages of project conception. well connected London has around 600 rail stations that Mayor’s Transport Strategy 2018 involve multi-modal interchange between various combinations of walking, cycling, bus, taxi, Tube, rail, light rail and tram. We have a unique part to play in ensuring Our portfolio of programmes ranges from that all our customers using any transport supporting smaller but locally important Interchange facility: mode in London are treated equally and interchange improvements that can make A purpose-built facility where interchange takes place, fairly at all stages of their journey. a real difference to customers and their such as a railway station, bus station or bus/tram stop neighbourhoods – to those interchanges Our Growth and Interchanges team where major transport developments can monitors both significant new transport have a significant impact on customers, for initiatives or improvements, and land example Crossrail and the devolution of use developments, in order to identify rail services to us. Interchange programmes any interchanges that require a more often include multiple projects, including coordinated approach. We also work with both transport and land use initiatives. They stakeholders, for example local authorities, are funded by a variety of public and private Interchange zone: to ensure that schemes integrate policies sector organisations, including commercial A wider area encompassing one or more interchange such as those outlined in the Mayor’s developers and the London boroughs. facilities, creating a multi-modal hub, and public spaces Transport Strategy, with local plans delivering benefits to the community. Additional details and the full Mayor’s Transport Strategy 2018 can be found on our website. Interchange Best Practice Guidelines 3 Transport and interchange objectives The role of public transport is to meet the • Supporting future growth and social, economic and environmental needs generating revenue to fund projects of a city, providing customers with more active, sustainable and appealing travel • Creating more attractive buildings, choices by: public spaces and enhancing the sense of place • Meeting the increasing demand for travel by public transport • Designing inclusively to enable everybody to access the transport • Providing safer and more secure journeys system, whatever their ability or personal circumstances • Reducing car dependency by providing viable attractive alternatives Interchanges link London’s public transport services together to form a • Easing congestion and tackling network, and are an essential part of the climate change by promoting more whole journey experience. In 2019/20, 37 sustainable modes per cent of all public transport trips in London had more than one journey stage • Providing links between These interfaces need to provide a smooth neighbourhoods, employment, transition for customers, accommodate education and other opportunities the needs of each mode and demonstrate good practice. If transfers between • Improving quality of life by improving transport services can be made easier, air quality, and reducing noise and other quicker, and more convenient, travel environmental impacts opportunities for existing and new customers will emerge that are better, • Acting as a catalyst for socio-economic more frequent and wider ranging, with and physical regeneration in local travel horizons broadened. communities Interchange Best Practice Guidelines 4 Considering the challenges The Interchange Best Practice Guidelines aim to inspire everyone to deliver best practice wherever possible. Following the guidance, which is intended as a practical tool, involves addressing various challenges, such as: A crowded An increasing Protecting the built and Working within a complex transport network demand for travel natural environment transport industry Differing needs of Different objectives, Spatial and other constraints Limited financial and customers, staff priorities and processes imposed by the London’s human resources and communities of delivery partners heritage and transport network Interchange Best Practice Guidelines 5 A common evaluation framework Each delivery partner and stakeholder Project management structures organisation is likely to have differing objectives and priorities and, as a result, will have different approaches TfL Pathway PACE RIBA Plan of Work to evaluating interchange schemes. However, organisations may share some common objectives, particularly in how Stage 0 Phase 0 Stage 0 they can support wider policy goals such Initial proposition Project initiate Strategic definition as economic growth, environmental protection, social inclusion and socio- economic and physical regeneration. Shared Stage 1 Phase 1 Stage 1 objectives should be identified at an early Outcome definition Strategic development Preparation and brief stage as they play an important role in and project selection shaping the design of the planned changes. All organisations involved should work Stage 2 Stage 2 together to identify common inputs into Outcome selection Concept design the evaluation process, such as forecast customer numbers or costs, even if these inputs are subsequently treated Stage 3 Phase 2 Stage 3 differently. In this way, consistency can Concept design Project development Spatial coordination be maximised and resources shared. and design It is the role of the project leaders to ensure the work undertaken by different Stage 4 Stage 4 stakeholders complies with project Detailed design Technical design management structures such as TfL Pathway, PACE (Project Acceleration in a Controlled Environment) used by Network Stage 5 Phase 3 Stage 5 Rail, and the RIBA (Royal Institute of British Delivery Project delivery Manufacturing and construction Architects) Plan of Work. Stage 6 Phase 4 Stage 6 Project close Project close Handover Stage 7 Use Interchange Best Practice Guidelines 6 Between modes The areas between transport modes are This can also be accomplished by an essential part of the whole journey implementing guidance specific to each experience. They need to provide a mode of transport in order to produce seamless journey and a clear transition a cohesive interchange network. Project for passengers using transport facilities, leads must consider and take advantage of accommodate the needs of each mode any differences in individual project time and demonstrate good practice. frames. For example, can signage and cycle provisions be updated during works for As walking is the key element for moving the public realm? between modes, these transition spaces can provide multiple functions to create enjoyable spaces such as retail, green A dedicated Streets toolkit page spaces and seating areas. on our website provide links to the following guidance. To ensure a smooth transition, each mode should work together to deliver a good transport experience. This can be achieved by collaborating with relevant stakeholders such as local boroughs and other transport operating companies. Interchange Best Practice Guidelines 7 Healthy Streets The Healthy Streets Approach – a key Healthy Streets Indicators priority in the Mayor’s Transport Strategy – is a system of policies and strategies to help Londoners use cars less, and walk, cycle and use public transport more. 01 06 Pedestrians from Easy to cross The Mayor’s Transport Strategy sets out all walks of life the ambitious aim that 80 per cent of total trips in London should be made by walking, cycling and public transport by 07 2041. As interchange hubs play a key role in 02 Places to stop the whole customer journey experience, People choose to and rest it is important to adopt Healthy Streets 10 01 walk, cycle and use objectives that can support projects to public transport deliver these improvements. 02 09 08 If a new development is likely to severely Shade and shelter impact transport within an area, a 08 03 03 Transport Assessment is required to ensure Clean air a planning application demonstrates 07 04 how the new development supports the 09 Healthy Streets Approach. It also helps us People feel relaxed 06 05 to assess the application and gives both 04 the developer and local borough advice People feel safe on how it fits with the London Plan, a framework that describes how London 10 will develop over the next 20 to 25 years. Things to see 05 and do Not too noisy Interchange Best Practice Guidelines 8 Interchange zones While there are many purpose-built for example at clusters of on-street bus most common mode of access, walking, To help planners and designers identify interchange facilities
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