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Metro and Local Rail Strategy

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Metro and Local Rail Strategy Contents 1 INTRODUCTION AND POLICY CONTEXT 1 1.1 Introduction 1 1.2 Policy and Strategy Context 3 1.3 Network Overview 8 1.4 Overview of Current and Planned Metro Improvements 16 1.5 Benchmarking and Case Studies 17 2 CURRENT AND FUTURE DEMAND 20 2.1 Introduction 20 2.2 Historical and Current Drivers of Demand 20 2.3 Metro Demand Modelling 23 2.4 Impact of Land-use Planning on Future Demand 26 2.5 Metro Demand Study 29 2.6 Demand for Potential Station Sites on Existing Network 30 2.7 Demand for Local Rail Services 32 2.8 Conclusions and Recommendations 34 3 METRO FLEET RENEWAL 35 3.1 Context 35 3.2 Summary and Recommendations 39 4 METRO TECHNICAL OPTIONS APPRAISAL 41 4.1 Introduction 41 4.2 Metro Power Supply and Energy Recovery 42 4.3 Metro Depot Assessment 44 4.4 Signalling and Control 46 4.5 Energy Supply, Efficiency and Renewables 48 4.6 Essential Renewals post-2021 49 5 DELIVERING EXCELLENT CUSTOMER SERVICE 50 5.1 Introduction 50 5.2 Customer Satisfaction 51 5.3 Train Service Requirements 53 5.4 Passenger Journeys 54 5.5 Fares and Ticketing 56 5.6 Information Provision 58 5.7 Station Facilities 60 5.8 Park and Ride 61 5.9 Recommendations 63 6 FUTURE OPERATING STRUCTURES 65 6.1 Context 65 6.2 New Metro Operating Structures 66 6.3 Conclusions and Recommendations 70 7 METRO AND LOCAL RAIL NETWORK EXTENSIONS 71 7.1 Potential Extension Corridors 71 7.2 Routes to the Airport 73 7.3 The ‘Leamside line’ 73 7.4 South East Northumberland 74 7.5 Cobalt Corridor 74 7.6 Sunderland re-electrification 75 7.7 South Tyneside Track Dualling 75 7.8 New Routes to and from South Tyneside 76 7.9 New Routes in the Sunderland area 76 7.10 Durham Belmont – Sunderland / South Shields / Newcastle 78 7.11 Team Valley and A1 Gateshead Park and Ride 79 7.12 West Newcastle 79 7.13 Metro to Metrocentre 80 7.14 Local Rail Network Improvements 80 7.15 Network Integration Opportunities 81 7.16 Conclusions and Recommendations 82 8 FUNDING ARRANGEMENTS 84 8.1 Context 84 8.2 Potential Funding Sources 85 8.3 Conclusions and Recommendations 85 9 SUMMARY OF RECOMMENDATIONS 86 APPENDIX 1 CASE STUDIES OF UK URBAN LIGHT RAIL NETWORKS 89 APPENDIX 2 POTENTIAL FUNDING SOURCES 103 APPENDIX 3 NEW FLEET SPECIFICATION 108 TABLES Table 1 2011 Census Mode of Travel to Work 11 Table 2 Metro Passengers by Age 20 Table 3 Tyne and Wear Population 1981 – 2014 21 Table 4 Gross Value Added 1981 – 2011 21 Table 5 Workplace Commuting Trips into Newcastle upon Tyne, 2011 Census 22 Table 6 Workplace Commuting Trips into Sunderland, 2011 Census 22 Table 7 Characteristics of UK Light Rail Networks 24 Table 8 Metrocar Technical Specification 36 Table 9 UK Light Rail Network Service Frequencies 54 Table 10 Estimated Impacts on Metro Patronage and Revenue of Varying Fares Increases 57 Table 11 Journey Purpose of Park and Ride Users 62 Table 12 Operating Arrangements on UK Light Rail Networks 68 CHARTS Chart 1 Projected Metro Demand to 2030 – Current Network 30 Chart 2 Northern Rail Network Patronage Change 2006/07 to 2014/15 33 Chart 3 Train Control Automation Options 46 Chart 4 Metro Passenger Satisfaction Scores 51 Chart 5 Relative Importance of Metro Service Attributes 52 Chart 6 Passenger Satisfaction with Punctuality and Reliability 2010-15 52 Chart 7 Metro Trips by Distance Bands 55 FIGURES Figure 1 Metro Network 2016 9 Figure 2 Annual Metro Passenger Movements 2015 10 Figure 3 2015 Indices of Multiple Deprivation in Tyne and Wear 13 Figure 4 Locations within 400m Walk Distance of Metro Stations 14 Figure 5 Northern Service Network 2016 15 Figure 6 Track Renewals at West Jesmond Metro 17 Figure 7 Existing Metrocar Side View 35 Figure 8 Existing Metrocar Overhead View 36 Figure 9 Metro Service at Airport Station 41 Figure 10 Metro Electrical Sub-station 44 Figure 11 Metro Depot, Gosforth 45 Figure 12 Factors Determining Passenger Satisfaction 53 Figure 13 ‘Longitudinal’ Seating on London Overground Train 55 Figure 14 Metro Smart Ticketing Infrastructure 58 Figure 15 Indicative Future Metro and Local Rail Network 72 Figure 16 Manchester Metrolink Bombardier M5000 Tram 90 Figure 17 Manchester Metrolink Network 2016 90 Figure 18 Stadler Variobahn Tram, Croydon Tramlink 92 Figure 19 Croydon Tramlink Network 92 Figure 20 NET Tram in Nottingham City Centre 93 Figure 21 DLR Train on Segregated Track 95 Figure 22 Docklands Light Railway Network 95 Figure 23 Glasgow Subway Route Map 97 Figure 24 Current Glasgow Subway Rolling Stock 98 Figure 25 Merseyrail Network 98 Figure 26 Merseyrail Class 507 Train 98 Figure 27 Sheffield Supertram Network 100 Figure 28 Tram in Sheffield City Centre 100 Figure 29 Vossloh Tram Train Vehicle 102 Figure 30 Future Supertram network showing tram train extension to Rotherham 102 Figure 31 Flexity Swift Vehicle as used in Rotterdam 108 Section 1: INTRODUCTION AND POLICY CONTEXT 1.1 Introduction 1.1.1. The expansion, improvement and integration of local rail and Metro services is fundamentally important to the economic growth plans of the North East, and is reflected in the Transport Manifesto’s ambitions for rail services. The North East Devolution Agreement commits to: “The Combined Authority producing a business case, for consideration by Government, for investment in the Metro network to 2030, including the upgrade of the Metro fleet, potential expansion, and future integration of the Metro with the rail network”. 1.1.2. A new Metro and Local Rail Strategy is needed to cover the geography of the North East Combined Authority (NECA) area, the integration of local rail and Metro services, and the potential to exploit under-used and disused railway assets and alignments across the region. This strategy builds on earlier work that looked at the Metro network in isolation. Through closer integration with the regional rail network and empowered by the progressive devolution of authority over local rail services, Metro and local rail will deliver a comprehensive network to improve the local economy, environment and society by making rail the travel mode of choice across a wider area of the conurbation. 1.1.3. This strategy outlines plans to enable Metro and local rail to further develop the economy of the NECA area by providing reliable, sustainable transport for people to use to get to work, education, healthcare and leisure facilities. By providing centre-to-centre links avoiding highway congestion, the network will help to redefine the mental map of the region and encourage wider journey to work patterns and travel horizons. This approach has proven successful on networks such as London Overground where the emergence of a prominent, unified network has increased awareness of travel opportunities and helped to increase passenger numbers. 1.1.4. Metro is now at a pivotal point in its existence. Devised in the 1970s as part of a ground-breaking vision to create a unique fusion of underground ‘tube’ and suburban light rail operations, Metro is now moving forward to capitalise on its strengths and meet the future transport needs of the region it serves. This will be achieved by three key developments: A new fleet of trains Essential infrastructure renewals to ensure that the network operates reliably and efficiently Closer integration between Metro and regional rail to extend the scope and reach of the network 1.1.5 The local rail network is also on a path towards positive change, following a long period of stagnation and under-performance resulting from the impacts of infrequent service patterns operated by inadequate rolling stock, and nationally-managed franchises specified and delivered remotely without the energy and attention essential to improve and maintain local product quality. The progressive development of the North East Rail Management Unit (NERMU) under the umbrella of the Rail North framework will result in increasing influence and control over local rail services, expected to lead to full devolved control over the network following the expiry of the current Northern rail franchise in 2025/26. With a new Metro fleet expected to be in service by that date, there is the prospect of a transformational rail offer across the NECA region within 1 the next decade. Work has already started to achieve this and there is much more to do in terms of planning, investment and co-ordination to achieve this vital goal. In combination, a revitalised Metro and local rail network has the capacity to transform how people travel across the region, widening horizons by making it easy to access jobs, training and education and leisure, and connecting the region in a coherent and sustainable way. Investment in Metro and local rail will reduce the wider impact of transport on the environment, and help to improve levels of health. Vision 1.1.6. The vision for the strategy is: “An integrated, modern and sustainable Metro and local rail network for the NECA region that supports the local economy, environment and society” Objectives 1.1.7 The objectives of the Metro and Local Rail Strategy are: (a) To provide reliable, accessible and comfortable Metro and Local Rail services with high levels of customer satisfaction within available resources; (b) To grow the Metro and Local Rail network and their modal share as part of an integrated public transport network; and (c) To achieve value for money. 1.1.8 To help achieve these objectives, the following areas are being developed: • Specify, procure and introduce a new Metro fleet; • Design new operating models and procure suppliers; • Continue essential renewals works for the period 2020-2030; • Expand the Metro and Local Rail network; • Secure short and long-term financial arrangements, and • Improve integration.
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