Charterhouse Square Delivery and Servicing

Imperial West Imperial

Management Plan

Curtins Ref: TPLO62103

Revision: 01

Issue Date: 17 October 2016 SophosInternational

Client: The Charterhouse

Curtins 40 Compton Street London, EC1V 0BD Tel: 020 7324 2240 www.curtins.com STRUCTURES • TRANSPORT PLANNING • ENVIRONMENTAL • CIVILS & INFRASTRUCTURE • EXPERT ADVICE • SUSTAINABILITY • STAKEHOLDER ENGAGEMENT Birmingham • Bristol • Cardiff • Douglas • Dublin • Edinburgh • Glasgow • Kendal • Leeds • Liverpool • London • Manchester • Nottingham

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

This report has been prepared for the sole benefit, use, and information for the client. The liability of Curtins Consulting Limited with respect to the information contained in the report will not extend to any third party.

Author Signature Date

Irene O’Riordan BSc (Hons) MCILT 17/10/2016 Senior Transport Planner

Reviewed Date

Ben Dawson BSc (Hons) MCIHT 17/10/2016 Associate

Approved Date

Ben Dawson BSc (Hons) MCIHT 17/10/2016 Associate

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

Table of contents 1.0 Introduction ...... 1

1.1 Introduction ...... 1

1.2 Site Location and Proposed Development ...... 1

1.3 DSMP Approach ...... 4

1.4 Benefits of a DSMP ...... 4

1.5 Objectives of a DSMP ...... 5

1.6 DSMP Structure ...... 5

2.0 Policy Context ...... 1

2.1 Introduction ...... 1

2.2 The Mayor’s Transport Strategy (MTS) (2010) ...... 1

2.3 London Plan, 2016 ...... 2

2.4 London Freight Plan: Sustainable Freight Distribution: A Plan for London (2007) ...... 3

2.5 Fleet Operator Recognition Scheme (FORS) ...... 3

2.6 Managing Freight Effectively: Delivery and Servicing Plans (DSPs) ...... 4

2.7 The London Low Emission Zone ...... 5

2.8 London Borough of Islington (LBI) Transport Strategy (2012): Local Implementation Plan 2011 to 2031 5

3.0 Servicing Arrangements ...... 6

3.1 Introduction ...... 6

3.2 Servicing Arrangements ...... 6

3.3 Future Servicing ...... 9

4.0 Delivery and Service Management Measures and Opportunities ...... 10

4.1 Introduction ...... 10

4.2 Operation ...... 10

4.3 Procurement ...... 10

4.4 Delivery Schedule ...... 10

4.5 Managing Suppliers ...... 11

4.6 Just in Time Deliveries ...... 11

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

5.0 Action Plan ...... 12

5.1 Management Plan ...... 14

5.2 Monitoring & Review ...... 14

Figures

Figure 1 – Site Location Plan ...... 3

Tables

Table 1 – Charterhouse Square Land Use ...... 6 Table 2 - Existing Delivery Schedule ...... 7 Table 3 - Action Plan………………………………..………………………………………………………………...…13

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

1.0 Introduction

1.1 Introduction

1.1.1 This Delivery and Servicing Management Plan (DSMP) has been prepared by Curtins on behalf of The Charterhouse for The Charterhouse Square located within the London Borough of Islington (LBI).

1.1.2 This DSP has been prepared in support of the consented planning application (P2014/4104/FUL) ‘Revealing the Charterhouse’. The intention of the development is to open up part of The Charterhouse to the public, providing a new museum and learning facilities and the redesign of Charterhouse Square. The consent includes a Planning Condition (Planning Condition 5) as detailed on The Charterhouse (TCH) Revealing the Charterhouse – Planning Permission and Conditions Tracker (April 2015). Planning Condition 5 states:

 Condition 5 – A Delivery and Servicing Management Plan for all properties and uses reliant on Charterhouse Square for deliveries and servicing shall be submitted to and approved in writing by the Local Planning Authority prior to commencement of the development hereby approved. The DSMP shall include details of all servicing and delivery requirements, including details of how waste (including recyclable waste) would be transferred and collected, and shall confirm the timings of all deliveries and collections from service vehicles. The development shall be carried out strictly carried out strictly in accordance with the DSMP so approved.

1.2 Site Location and Proposed Development

1.2.1 Charterhouse Square is a historic square in Smithfield, central London. It is based around The Charterhouse –officially known as Sutton’s Hospital in Charterhouse- which is a Grade I listed building in the northern edge of the square. The Square lies between Charterhouse Street and Clerkenwell Road. The central square is a park surrounded on all sides by Charterhouse Square which provides access to all buildings fronting the square.

1.2.2 The site lies within the Charterhouse Square Conservation Area in the extreme south of the London Borough of Islington, just north of the City of London. The borough boundary between Islington and the City runs along Charterhouse Street and Carthusian Street. A site location plan is shown in Figure 1.

1.2.3 Existing vehicle access to the square is through a gated entrance on Charterhouse Square in the south eastern corner of the site. This entrance provides access to the parking along the square and Rutland Place in the north eastern corner of the square. Currently vehicles can egress the site through a gate on Charterhouse Street in the western corner of the square whilst the construction works at 23-

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

28 Charterhouse Square are being completed. Charterhouse Square is currently subject to one-way traffic flow counter-clockwise around the Square.

1.2.4 All of the Square is private property and not adopted highway.

1.2.5 When the consented development is complete the northern part of the Square, between the existing entrance to the Charterhouse and approximately 15metres west of Rutland Place, will be pedestrianised. Vehicles will be able to enter and leave via the gates in the south east and south west corners of the Square and two-way traffic flow will be permitted. It will be possible for vehicles up to the size of a midi-coach (9metres long) to use the south-western gate to access the site and u-turn within Charterhouse Square and exit via the same gate. The western gate of the Square will return to providing emergency vehicle access only. Construction at 23-28 Charterhouse Square will need to be completed before this proposed accessing arrangement can be enforced.

1.2.6 There is restricted vehicular access from Clerkenwell Road, to the north of the site, through the University campus connecting to Rutland Place.

1.2.7 Currently the site has parking along one site of the carriageway on Charterhouse Square on the eastern and northern sides of the square providing approximately 37 spaces, following removal of the previous concreate apron which is now incorporated into the landscaped square. This is reduced from the previous capacity of 122 parking spaces due to ongoing Crossrail works, construction at 23-28 Charterhouse Square and the construction associated with the ‘Revealing the Charterhouse’ project. The parking is managed by Euro Car Parks who restrict the parking spaces to season ticket holders only Monday to Friday between 08:00 and 18:00. Outside of these times the parking spaces are subject to Pay by Phone restrictions. Season tickets are only available to those associated with the Square and is not available to the general public.

1.2.8 The consented development will result in a parking space reduction to a total of 26 parking spaces. 14 of the retained spaces will be leased to various building occupiers in the Square and 12 will be for general public uses. 2 disabled parking bays will be provided within The Charterhouse.

1.2.9 Due to Crossrail construction works Charterhouse Street/Charterhouse Square/Carthusian Street is currently one way (eastbound).

1.2.10 Charterhouse Square currently comprises of a number of buildings which include the historic The Charterhouse at the northern edge, Florin Court at the eastern edge, several office buildings, and a Malmaison hotel restaurant around the remainder of the square.

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

Figure 1 – Site Location Plan

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

1.3 DSMP Approach

1.3.1 A DSMP is a framework identifying the requirements to manage the transport impacts associated with the delivery of goods, servicing of equipment and to provide details on the management of drop- off/pick-up from the servicing roads.

1.3.2 A DSMP needs to be bespoke to all of the organisations and the site it is developed for. It should aim to improve the efficiency of activities such as deliveries, collection, servicing trips and catering as appropriate to the organisation.

1.3.3 The London Freight Plan (2007) highlights DSPs as one of the three measures to improve freight and servicing in London. The other two measures include the Fleet Operator Recognition Scheme (FORS) and Construction Logistics Plans (CLPs).

1.4 Benefits of a DSMP

1.4.1 The ‘Managing Freight Effectively: Delivery and Servicing Plans’ document produced by TfL (2007) identifies the benefits of DSPs to local authorities and residents, building developers and businesses and freight operators. In summary, DSPs will:

 Help developers and local authority planning officials comply with the National Planning Policy Framework, which requires the promotion of more sustainable transport choices for moving freight, the Traffic Management Act, the London Plan and any borough-specific policies that cover issues such as road safety and air quality action plans;  Demonstrate that goods and services can be delivered, and waste removed, in a safe, efficient and sustainable way;  Identify deliveries that could be reduced, re-timed or consolidated, particularly during busy periods;  Help cut congestion on London’s roads and ease pressure on the environment;  Improve the reliability and efficiency of deliveries to the site concerned;  Reduce the operating costs for building occupants and freight companies; and  Reduce the impact of freight activity on local residents.

1.4.2 The London Freight Plan (2007) recognises that:

 The improvement of the efficiency of the freight sector will help reduce the environmental and social impacts of freight transport on London, particularly the contribution to climate change;  Achieving sustainable freight distribution in London will make a real and positive contribution to improving the lives of those who live, work and visit London; and

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

 Road network efficiency will be increased by each traffic authority’s response to its Network Management Duty, which will include the reduction of freight vehicle Penalty Charge Notice (PCN) hotspots to improve congestion and help reduce CO2 emissions.

1.5 Objectives of a DSMP

1.5.1 The overall objective of this DSMP is to provide improvements to procurement practices, supplied management, environmental management procedures, facilities management and safe and legal loading arrangements.

1.5.2 Once in place the DSMP will ensure:

I. That goods and services can be delivered and waste removed, in a safe, efficient and environmentally friendly way; II. Identifies deliveries that could be reduced, re-timed or even consolidated, particularly during busy periods; III. Improve reliability of deliveries to the site concerned; IV. Reduce the operating costs of building occupants and freight companies; and V. Reduce the impact of freight activity on local residents.

1.6 DSMP Structure

1.6.1 The remainder of this DSMP is structured as follows:

 Chapter 2: Policy Context;

 Chapter 3: Servicing Arrangements;

 Chapter 4: Delivery and Servicing Management Measures and Opportunities; and

 Chapter 5: Action Plan

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

2.0 Policy Context

2.1 Introduction

2.1.1 Commentary has been provided on the National, Regional and Local DSMP related policy guidance as listed below.

 The Mayor’s Transport Strategy (2010);

 The London Plan (2016);

 The London Freight Plan (2007);

 Freight Operator Recognition Scheme (FORS);

 Building a better future for freight: Construction Logistics Plans (CLPs);

 The London Low Emission Zone; and

 London Borough of Lambeth’s Local Development Framework (2011).

2.2 The Mayor’s Transport Strategy (MTS) (2010)

2.2.1 This document sets out the Mayor’s transport strategy for London for the period up to 2031. The document highlights the importance of the London Freight Plan, Delivery and Servicing Plans (DSPs), Construction Logistics Plans (CLPs) and Freight Operator Recognition Scheme (FORS) to encourage improved efficiency and provide a framework for incentivising and regulating operators.

2.2.2 In particular, Proposal 99 states that “the Mayor, through TfL and working with the London Boroughs, road freight operators and other stakeholders, will:

 Adopt planning conditions that specify Delivery Servicing Plans for major developments (by spring 2011);  Aim for 50% of HGVs and vans serving London to be member of the Fleet Operator Recognition Scheme by 2016;  Encourage, and where appropriate specify, improved freight movement efficiency through, for example, greater consolidation, more off-peak freight movement and greater use of water and rail-based transport;  Support freight industry land requirements for locally focussed consolidation and / or break-bulk facilities and access to waterways and railways”.

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

2.2.3 Proposal 117 goes on to acknowledge the incorporation of DSPs, CLPs and the FORS scheme and states:

“The Mayor, through TfL, and working with the London boroughs, and other stakeholders in the public and private sectors, will improve the efficiency and effectiveness of freight operations through the promotion of ‘delivery and servicing plans’, ‘construction logistics plans’, the Freight Operator Recognition Scheme, Freight Quality Partnerships and other efficiency measures, across London”.

2.2.4 The MTS sets out the importance of the London freight information portal which “will help London’s public authorities (the GLA and boroughs, for example) and freight operators exchange information about:

 Improving operational efficiency of freight and servicing in London;  Encouraging better driver behaviour, the use of alternative fuels and the uptake of low carbon vehicles;  Reducing freight operators’ administrative costs; and  Enhancing freight journey planning”.

2.2.5 Proposal 118 states that “the Mayor, through TfL, and working with the London borough, freight industry, and other stakeholders, will develop the London freight information portal to exchange information and share knowledge to ultimately improve the performance of freight operators, boroughs and TfL.”

2.3 London Plan, 2016

2.3.1 The London Plan sets out the guidance and advice on the Mayor’s planning duties and powers. Policy 6.14 of the London Plan outlines the Freight Strategy and states that the “The Mayor will work with all relevant partners to improve freight distribution (including servicing and deliveries) and to promote movement of freight by rail and waterway. The Mayor supports the development of corridors to bypass London, especially for rail freight, to relieve congestion within London.”

1.1.1 The policy states that developments will be encouraged that:

 Locate developments that generate high numbers of freight movements close to major transport routes

 Promote the uptake of the Fleet Operators Recognition Scheme, Construction Logistics Plans, Delivery and Servicing Plans and more innovative freight solutions, reflecting the positive experience of the Olympics and seeking opportunities to minimise congestion impacts. These should be secured in line with the London Freight Plan and should be co-ordinated with travel plans and the development of approaches to consolidate freight; and

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

 Increase the use of the ‘Blue Ribbon Network’ for freight transport will be encouraged.

2.4 London Freight Plan: Sustainable Freight Distribution: A Plan for London (2007)

2.4.1 The London Freight Plan sets out the steps that need to be taken over the next five to ten years to help address the challenges of delivering freight sustainably in the Capital. The vision for sustainable freight distribution in London is for “…the safe, reliable and efficient movement of freight and servicing trips to, from, within and, where appropriate, through London to support London’s economy, in balance with the needs of other transport users, the environment and Londoners’ quality of life”.

2.4.2 The Plan identifies four key projects for delivering freight in London more sustainably including:

 Fleet Operator Recognition Scheme (FORS);  Delivery and Servicing Plans (DSPs);  Construction Logistics Plans (CLPs); and  Freight Information Panel (FIP).

2.5 Fleet Operator Recognition Scheme (FORS)

2.5.1 FORS is a unique, industry-led, free membership (bronze, silver, gold) scheme to help freight operators in the UK become safer, more efficient and more environmentally-friendly. The scheme offers members a number of benefits including benchmarking information, advice, training and discounted breakdown assistance.

2.5.2 For bronze level membership a number of requirements under the following headings need to be met:

 Driver and vehicle management;  Vehicle maintenance and fleet management;  Transport operations; and  Assessment of the performance of company policies.

2.5.3 For silver and gold level, members need to provide data to enable benchmarked values to be produced per million kilometres for each type of vehicle for:

 Fuel use;  CO2 and emissions;  Vehicle incidents; and  Penalty Charge Notices and fines.

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

2.6 Managing Freight Effectively: Delivery and Servicing Plans (DSPs)

2.6.1 DSP guidance seeks to improve the safety, efficiency and reliability of deliveries and increase building operational efficiency by reducing delivery and servicing impacts to premises, specifically CO2 emissions, congestion and collisions.

2.6.2 DSPs aim to ensure deliveries are operating efficient delivery trips (particularly during peak periods) and increase availability and use of safe and legal loading facilities, using a range of approaches including consolidation and out-of-hours deliveries. DSPs will also identify unnecessary journeys and deliveries that could be made by more sustainable modes to help reduce congestion and minimise the environmental impact of vehicular activity.

2.6.3 The document identifies the benefits of DSPs to local authorities and residents, building developers and businesses and freight operators, including:

 Local authority’s and residents

o Less congestion on local roads; o Reduced emissions, and use of more sustainable modes where possible, to contribute towards CO2 reduction targets; o Fewer goods vehicle journeys lowering the risk of collisions; o Opportunity to reduce parking enforcement activity costs – more deliveries will use legal loading facilities so less traffic and parking infringements should occur; and o Improved quality-of-life for local residents through reduced noise and intrusion and lower risk of accidents.  Building developers and businesses:

o Reduced delivery costs and improved security; o More reliable deliveries resulting in less disruption to normal business practices; o Time-savings by identifying unnecessary deliveries; o Less noise and intrusion; and o Opportunity to feed into a CSR programme and ensure all operations comply with health and safety legislation.  Freight operators and service providers:

o Legal loading areas will mean less risk of receiving penalty charge notices; o Fuel savings through reduced, re timed or consolidated deliveries; o More certainty over delivery times; and o Fewer journeys will reduce the risk of collisions.

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

2.7 The London Low Emission Zone

2.7.1 The Low Emission Zone (LEZ) was introduced in 2008 to encourage the most polluting heavy diesel vehicles driving in the Capital to become cleaner. The LEZ covers most of Greater London. To drive within it without paying a daily charge, vehicles must meet certain emissions standards that limit the amount of particulate matter coming from their exhausts. The LEZ emission standards became more stringent in January 2012 as air pollution remains a concern despite significant improvements since 2008.

2.7.2 All roads within Greater London are included within the LEZ (except the M25) and it operates 24 hours a day, every day of the year including weekends and public holidays. There are no barriers or tollbooths within the LEZ; cameras read each registration plate of vehicles driving within the LEZ and check it against a database of registered vehicles.

2.7.3 The database is compiled using information from The Driver and Vehicle Licensing Agency (DVLA), the Vehicle Operator Services Agency (VOSA), generic vehicle weight data typical of the make and model, and drivers and operators who have registered. This automatically identifies whether a vehicle meets the LEZ emissions standards, is exempt, is registered for a discount or if the daily charge has already been paid.

2.8 London Borough of Islington (LBI) Transport Strategy (2012): Local Implementation Plan 2011 to 2031

2.8.1 Islington’s Local Development Framework includes the Transport Strategy: Local Implementation Plan 2011-2031. Table 13 of the document sets out the transport policies. Policy 11 sets out to “maintain servicing and delivery access to businesses whilst reducing the number and impact of heavy goods vehicles”. It is detailed that this policy will help to address congestion, accessibility, safety, climate change and pollution challenges.

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

3.0 Servicing Arrangements

3.1 Introduction

3.1.1 This section of the DSMP discusses the existing delivery and servicing arrangements for the Square.

3.2 Servicing Arrangements

3.2.1 All deliveries and servicing vehicles access the square through the eastern gate on Charterhouse Street/Carthusian Street and exit in the western gate via Charterhouse Square to Charterhouse Street. The eastern gate on Charterhouse Street/Carthusian Street is open 24 hours a day and the western gate (near to the Malmaison Hotel) is open between 08:00 and 21:00. Currently the south- western gate on Charterhouse Street (near the Hayne Street junction) is permanently closed due to construction.

3.2.2 As detailed earlier Charterhouse Square contains a mixture of uses around the square. These are detailed in Table 1 below.

Table 1 – Charterhouse Square Land Use

Address Name/Use

5 Charterhouse Square B1

6-9 Charterhouse Square Florin Court/ Residential

10-11 Charterhouse Square B1

12 Charterhouse Square B1

13-14 Charterhouse Square B1

The Charterhouse Almshouse (C2) / Historic Site (D1/D2)

18-21 Charterhouse Square Malmaison/ Hotel

22 Charterhouse Square Café De Marche/ Restaurant

3.2.3 The existing delivery and servicing arrangements for all of the land uses in the site has been collected and is presented in Table 2.

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

Table 2 - Existing Delivery Schedule

Vehicle Class Service Time/Date Location Company Florin Court 6 - 9 Kerb side collection Charterhouse Square 10 - 11 Charterhouse Kerb side collection Square Kerb side collection 12 Charterhouse Square Waste Monday - Friday: 0730 - OGV1 12a Charterhouse collection 0800 Kerb side collection Square Inside Charterhouse The Charterhouse Malmaison 18 - 21 Kerb side collection Charterhouse Square Charterhouse Mews Café De Marche Florin Court 6 - 9 Kerb side collection Charterhouse Square 10 - 11 Charterhouse Kerb side collection Square Recycling Monday, Tuesday, 12 Charterhouse Square OGV1 Kerb side collection collection Wednesday, Friday: AM 12a Charterhouse Kerb side collection Square Inside Charterhouse The Charterhouse Malmaison 18 - 21 Kerb side collection Charterhouse Square

Daily/Weekly Daily/Weekly Florin Court 6 - 9 LGV Royal mail Monday - Saturday: AM Kerb side collection Charterhouse Square Inside Charterhouse The Charterhouse Inside Charterhouse The Charterhouse Malmaison 18 - 21 LGV Food Daily: 0700 - 1100 Charterhouse Mews Charterhouse Square Charterhouse Mews Café De Marche 12a Charterhouse Flower LGV Monday: 0900 Kerb side drop off Square arrangements Inside Charterhouse The Charterhouse Supermarket Florin Court 6 - 9 LGV food Approximately 10 per week Charterhouse Square deliveries Inside Florin Court LGV Milk Daily: 0600 Inside Charterhouse The Charterhouse Monday, Wednesday, LGV Laundry The Charterhouse Friday: 1100 Inside Charterhouse Laundry Malmaison 18 - 21 LGV Daily: After 2000 delivery Charterhouse Mews Charterhouse Square

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

Vehicle Class Service Time/Date Location Company Grocery 12a Charterhouse LGV

delivery Every other Monday: 1000 Kerb side drop off Square

Stationary LGV 12 Charterhouse Square delivery Every 2 weeks Kerb side drop off

weekly Cleaning - LGV The Charterhouse

Bi supplies Every 2 weeks Inside Charterhouse Stationary OGV1 The Charterhouse delivery Every 2 - 3 weeks Inside Charterhouse Water 13 - 14 Charterhouse OGV1 Every 3 weeks delivery Kerb side drop off Square Heating Florin Court 6 - 9 LGV service Charterhouse Square engineers Once a month Inside Florin Court Florin Court 6 - 9 LGV Gardener Once a month Inside Florin Court Charterhouse Square Lift Florin Court 6 - 9 LGV engineers Once a month Inside Florin Court Charterhouse Square Fire alarm Florin Court 6 - 9 LGV

engineers Once a month Inside Florin Court Charterhouse Square Monthly Florin Court 6 - 9 Car District nurse Once a month Inside Florin Court Charterhouse Square Electrician Florin Court 6 - 9 LGV services Once a month Inside Florin Court Charterhouse Square Pool Florin Court 6 - 9 LGV Maintenance Once a month Inside Florin Court Charterhouse Square Florin Court 6 - 9 LGV Gym Service Once a month Inside Florin Court Charterhouse Square

Soft Drinks LGV Every 6 weeks: early 12 Charterhouse Square Supplier afternoon Kerb side drop off Confidential OGV1 Paper Every 8 weeks on a 12 Charterhouse Square Monthly + Monthly Shredding Thursday Kerb side drop off

3.2.4 It is worth noting that the existing servicing and delivery arrangements detailed in Table 2 do not include any of the current construction traffic which associated with the development of 23-28 Charterhouse Square or the improvements to The Charterhouse.

3.2.5 Table 2 demonstrates that the majority of the existing servicing arrangements are completed by LGVs and some by OGV1 and cars. The servicing trip frequency varies from weekly, bi-weekly and monthly or more trips. This wide range in frequency is conducive to reducing conflict of the servicing trips with the daily operation of the square.

3.2.6 All of the servicing trips are contained within the Square and do not occur or extend out onto the public highway. The majority of servicing is kerbside and is able to utilise vacant parking spaces or areas around the parking. There are no dedicated loading bays in the Square but it is possible for servicing to occur kerbside and not disrupt the flow of traffic on Charterhouse Square. Due to the

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

historic nature of the Square and the extensive landscaping investment, marking permanent lines on the cobblestone is not feasible.

3.2.7 All of the servicing trips associated with The Charterhouse occur within The Charterhouse itself. The majority of the servicing associated with Florin Court occurs within the court itself and does not impact on the operation of the Square.

3.2.8 Refuse is collected almost daily at the site and is stored within the Square in dedicated areas. Under no circumstances is waste stored on the public highway.

3.2.9 It is understood that all servicing associated with the University Campus occurs through their main access point on Clerkenwell Road and is not through Charterhouse Square.

3.3 Future Servicing

3.3.1 Once the consented development is complete it is anticipated that the level of servicing will be in line with the current levels. There will be an increase in the number of coaches entering Charterhouse Square (11 coaches per day by 2018) to attend the new museum but the significant reduction in car parking spaces and thus vehicle trips will help to mitigate for the increase in coach traffic. Overall the number of vehicles accessing the Square will reduce due to the reduction in the level of on street car parking.

3.3.2 It is anticipated that the majority of visitors to The Charterhouse will arrive and depart on foot using public transport and that no more than 200 people are expected to be in the Square at any one time. Although this is an increase on the current pedestrian footfall, the revised design of the Square separates out vehicle traffic and pedestrian footways to considerably reduce any potential conflict. The park in the centre of the Square will be opened up to the public and will act as the main route for pedestrians into and through the Square. The area immediately outside of The Charterhouse, where there will be an increase in visitors, will be pedestrianised which will significantly reduce any potential for conflict between coaches or servicing/delivery vehicles.

3.3.3 Once the development of The Charterhouse and the Square is complete, delivery and service vehicles will enter and leave the square via the gates in the south east and south west corners. Vehicles will need to enter and leave from the same gate as the northern section of the Square, outside the Charterhouse, will be pedestrianised. There is sufficient space in the design of Charterhouse Square for vehicles to U-turn if required. Coaches will only use the south west corner gates to help reduce any conflict with servicing and delivery vehicles for the Square. One coach parking bay will be provided near to the south-west corner of the Square.

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

4.0 Delivery and Servicing Management Measures and Opportunities

4.1 Introduction

4.1.1 This section sets out and discusses servicing management plan measures and opportunities which can be used to meet the objectives of the DSMP, limit and control servicing demands and reduce the impacts of the servicing for Charterhouse Square.

4.2 Facilities Manager

4.2.1 A Facilities Manager (FM) currently oversees the Square and is responsible for the buildings and services which support the businesses and residents of the Square. The FM is a direct employee of The Charterhouse. The FM will help the private tenants to coordinate the servicing and delivery operations of the square and oversee the maintenance of the Delivery Schedule (see below). Currently the FM interacts with the tenants on a daily basis, either by phone, email or meeting with them depending on what is appropriate for the meeting.

4.3 Operation

4.3.1 Where possible of out of hour’s deliveries will be encouraged.

4.4 Procurement

4.4.1 The procurement process should show an awareness of all vehicle activities throughout the site. The process should also identify any impacts associated with the servicing and deliveries of the development and appropriate measures to mitigate them. This may be undertaken by the site facilities management company or waste and refuse service providers (as appropriate).

4.5 Delivery Schedule

4.5.1 A Delivery Schedule (DS) currently exists for this site (Table 2) this will continue to be used to regulate, control and monitor the servicing and deliveries of the proposed development. The DS provides a detailed plan of all scheduled deliveries by day including waste and refuse servicing movements. The DS will be maintained and all service providers will agree to it. Scheduled deliveries would be, subject to any local highway conditions/ restrictions or logistical considerations.

4.5.2 Following the completion of The Charterhouse Project the DS will be updated regularly and reviewed to monitor the timings of deliveries and servicing access and peak uses of the amenity spaces

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

monitored. Doing so will enable the DS to be reviewed so that clashes and / or opportunities for revising the schedule can be identified.

4.6 Managing Suppliers

4.6.1 Measures consisting of improving the management of relationships with suppliers are seen as either short term, as in the case of specific delivery times and specified loading location, or medium term, in terms of rationalisation of suppliers and / or servicing companies. With the exception of the practical measure of specified loading location, these measures are considered strategic. These measures include supplier rationalisation, consolidated deliveries and allocated servicing times.

4.6.2 Many of the buildings have contracts with a number of suppliers. When the current contracts terminate there is the opportunity to consolidate deliveries at source thus decreasing the amount of service vehicles serving the site.

4.6.3 These measures will be encouraged and the Facilities Manager will be able to help coordinate this. Although it is recognised that there are different tenants each with varying requirements.

4.7 Just in Time Deliveries

4.7.1 Subject to the flexibility of suppliers, there is scoped for the DSPs to employ ‘just in time’ deliveries. As well as the positive impact this can have on the local highway network in terms of reduced vehicle activity the use of the ‘just in time’ system can also have positive impact for businesses in terms of order processing, inventory management and waste management.

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

5.0 Action Plan

5.1.1 In support of the overarching principles of this DSMP, specific objectives have been identified as part of this exercises and actions plans developed with a view to ensuring Charterhouse Square is able to meet the requirements. As Charterhouse Square develops these plans will need to be reviewed. They do, however, represent a statement of intent.

5.1.2 A number of measures developed specific to each of the objectives of this DSP have been detailed in Table 3 below.

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

Table 3 – Action Plan

Objective Measure Timescales That goods and services can be Develop guidance to be shared with businesses and tenants of the Work to be completed before completion of delivered and waste removed, in a Square on the delivery and servicing plan, particularly in relation to The Charterhouse Project by 2017 safe, efficient and environmentally the impact of procurement procedures. friendly way Investigate whether specifying suppliers’ use of delivery companies Position of current suppliers to be committed to sustainable freight distribution schemes (such as confirmed by the end of December 2016 Freight Operator Recognition Scheme FORS or ECOStars) is with a view to introducing changes before feasible without distorting or preventing competition. 2018

Develop business case and recommended procedures for the on- Work to be completed as part of the Total site management of deliveries Facilities Manager contract review

Recommend, via action plan reviews, that teams identified in Procedure and mechanisms for measuring DSMP scoping review as responsible for regular significant to be in place by completion of The deliveries made by council staff, review efficiency of deliveries Charterhouse Project by 2017 annually.

Identify core processes that can be managed centrally in order to Initial work to be completed by the end of control the impact on the number of delivery and servicing events December 2017

Develop business case and implementation plan for core Procedure and mechanisms for measuring processes to be corporately managed i.e. centralised stationery to be in place by completion of The Charterhouse Project by 2017

TPLO62103 Charterhouse Square Delivery and Servicing Management Plan

5.1 Management Plan

5.1.1 The FM team and the occupants of each of the building units will have the responsibility of co-ordinating servicing and delivery movements of the residential and retail units respectively.

5.1.2 The individual building occupants will be responsible for co-ordinating with their suppliers to ensure that delivery drivers are aware of the delivery schedule and the delivery procedure.

5.1.3 The FM team will ensure each tenant/business will be responsible for collecting waste and transferring bins to the waste store on waste collection days.

5.2 Monitoring & Review

5.2.1 The FM team and the private building occupants will be responsible for the monitoring, implementation and updating of the delivery schedule.

Our Locations

Birmingham Kendal 2 The Wharf 28 Lowther Street Bridge Street Kendal Birmingham Cumbria B1 2JS LA9 4DH T. 0121 643 4694 T. 01539 724 823 [email protected] [email protected]

Bristol Leeds Quayside Rose Wharf 40-58 Hotwell Road Ground Floor Bristol Leeds BS8 4UQ L29 8EE T. 0117 302 7560 T. 0113 274 8509 [email protected] [email protected]

Cardiff Liverpool 3 Cwrt-y-Parc Curtin House Earlswood Road Columbus Quay Cardiff Riverside Drive CF14 5GH Liverpool T. 029 2068 0900 L3 4DB [email protected] T. 0151 726 2000 [email protected]

Douglas Varley House London 29-31 Duke Street 40 Compton Street Douglas London Isle of Man EC1V 0BD IM1 2AZ T. 020 7324 2240 T. 01624 624 585 [email protected] [email protected]

Manchester Dublin Merchant Exchange 39 Fitzwilliam Square 17-19 Whitworth Street West Dublin 2 Manchester Ireland M1 5WG T. 00353 1 507 9447 T. 0161 236 2394 [email protected] [email protected]

Edinburgh Nottingham 1a Belford Road 56 The Ropewalk Edinburgh Nottingham EH4 3BL NG1 5DW T. 0131 225 2175 T. 0115 941 5551 [email protected] [email protected]

Glasgow Queens House 29 St Vincent Place Glasgow G1 2DT T. 0141 319 8777 [email protected]

Registered in England and Wales number: 2054159 Registered office: Curtin House, Columbus Quay, Riverside Drive, Liverpool L3 4DB