Cycle-Rail Toolkit 2 April 2016 2 Cycle-Rail Toolkit Cycle-Rail Toolkit 3
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Schedule 8 Recalibration for CP6: Phase 1 Monitoring Point
www.pwc.co.uk Schedule 8 Recalibration for CP6: Phase 1 Monitoring Point Weights (MPWs) Prepared for Rail Delivery Group (RDG) and Cancellation November 2017 Minutes (CMs) Contents 1 Introduction 3 1.1 Context 3 2 Methodology 4 2.1 General approach 4 2.2 Principles for recalibrating MPWs and CMs 4 2.3 MPWs 8 2.4 CMs 9 3 Modelling 12 3.1 Process 12 3.2 Data sources and data cleansing 12 TOC engagement 12 MOIRA 12 PEARS 12 TOC specific data 13 3.3 Modelling MPWs 13 3.4 Modelling CMs 13 3.5 Model Review 14 Appendix 1 15 2 1 Introduction 1.1 Context The Office of Rail and Road (ORR) is currently in the process of reviewing the access charges and related matters for Network Rail for Control Period 6 (CP6), which runs from 1st April 2019 to 31st March 2024. As part of this review, the Rail Delivery Group (RDG) is leading the recalibration of Schedule 8, the performance regime which compensates train operators for the impact of unplanned service disruption. RDG commissioned PwC to undertake Phase 1 of the review, which focused on two key parameters used in the Schedule 8 performance regime1: Monitoring Point Weights (MPWs) A Monitoring Point is a point on the network (almost always a station) at which the lateness of trains in a Service Code within a Service Group in a given direction (forward/reverse) is measured. MPWs are calculated for each Monitoring Point. They reflect the proportion of a Service Group’s passengers alighting and interchanging at that Monitoring Point and any preceding stations which are not captured by a Monitoring Point. -
Summary of Outcomes of the Cycling Demonstration Towns and Cycling City and Towns Programmes
Summary of Outcomes of the Cycling Demonstration Towns and Cycling City and Towns Programmes Lynn Sloman, Andy Cope, Angela Kennedy, Fiona Crawford, Nick Cavill and John Parkin Report to the Department for Transport April 2017 The preferred citation for this paper is: Sloman L, Cope A, Kennedy A, Crawford F, Cavill N and Parkin J (2017) Summary of outcomes of the Cycling Demonstration Towns and Cycling City and Towns programmes This report was written by Transport for Quality of Life, based on analysis carried out by Sustrans Research and Monitoring Unit with Cavill Associates and University of the West of England, Bristol. www.transportforqualityoflife.com www.sustrans.org.uk www.cavill.net www.uwe.ac.uk Acknowledgements The authors are grateful for the extensive assistance of officers in the six Cycling Demonstration Towns and 12 Cycling City and Towns in providing monitoring data for this research. We are also grateful for additional support provided by Lisa Muller, Katie Pullen, George Macklon, Katie Thomson, James O’Hare, Richard Sanders, Alison Janes, Hannah Delaney, Laurence Bonner, Peter Stephenson, Charlotte Draycott and Jo Watson. Disclaimer Although this report was commissioned by the Department for Transport (DfT), the recommendations are those of the authors and do not necessarily represent the views of the DfT. While every effort has been made to ensure the information in this document is accurate, DfT does not guarantee the accuracy, completeness or usefulness of that information; and it cannot accept liability for any loss or damages of any kind resulting from reliance on the information or guidance this document contains. -
Making a Cycling Town: Compilation
Making a Cycling Town: a compilation of practitioners’ experiences from the Cycling Demonstration Towns programme Qualitative Survey 2005-2009 Contents Abbreviations & Glossary 5 Introduction 6 Acknowledgements 7 Chapter 1: ‘Lift Off’ for Cycling 9 Bikeability 13 Chapter 2: Cycling Programme Delivery Best Practice 15 Chapter 3: Cycling Demonstration Town Stories 27 Aylesbury 28 Brighton & Hove 34 Darlington 40 Derby 46 Exeter 52 Lancaster with Morecambe 58 Chapter 4: Common Elements of the Programmes 65 Infrastructure 66 Marketing and Enabling Cycling 72 Schools and Bikeability 79 Workplaces 86 2 Figures and Tables Figure 2.1: Average Proportion of Budget Spent by Measure 21 Figure 3.1: Aylesbury Programme Summary 28 Figure 3.2: Brighton & Hove Programme Summary 34 Figure 3.3: Darlington Programme Summary 40 Figure 3.4: Derby Programme Summary 46 Figure 3.5: Exeter Programme Summary 52 Figure 3.6: Lancaster with Morecambe Programme Summary 58 Figure 4.1: Marketing Channels & Tools Used by the Cycling Demonstration Towns 73 Figure 4.2: Bikeability and Bike It Participation by Cycling Demonstration Town 79 Table 2.1: Average Staff Time Invested by Measure 18 Table 4.1: Investment in Infrastructure 71 Table 4.2: CDT Information Resources & Distribution Channels 72 Table 4.3: Investment in Marketing and Enabling Cycling Initiatives 77 Table 4.4: Investment in Cycling Promotion at Schools 84 Table 4.5: Investment in Cycling Promotion at Workplaces 89 Box 2.1: Examples of Internal Teams Supporting CDT Delivery 19 Box 2.2: Examples of External -
Timetable Information Data Feed Interface Specification
Timetable Information Data Feed Interface Specification Document Ref: RSPS5046 Version: 03-00 Rail Settlement Plan Limited Registered Office, 2nd Floor, 200 Aldersgate Street, London EC1A 4HD www.raildeliverygroup.com 020 7841 8000 Registered in England and Wales No. 03069042 Ref: RSPS5046 03-00 Timetable Information Page: 2 of 39 Data Feed Interface Specification Date: 01-Aug-2018 Version History Version Date Author Comments 00-00-A 24-Jan-14 Edna Kelly First draft. 00-00-B 21-May-14 Edna Kelly Reviewed by iBlocks. JIRA STD-612: ‘Copyright text to be added’ 00-00-C 22-May-14 Edna Kelly Addressed internal review comments. Neil Barkham 00-00-D 05-Jun-14 Neil Barkham More internal review comments addressed. 00-00-E 16-Jul-14 Neil Barkham Final external review comments addressed. 01-00 04-Aug-14 Neil Barkham Issued. 01-00-A 19-Jan-17 Edna Kelly Next Review Date reached. 01-00-B 08-Feb-17 Neil Barkham Correction of file references (§ 2.4). Train schedule clarification (§ 5.2.3.3). 01-00-C 28-Mar-17 Neil Barkham External review comments addressed. 01-00-D 19-Apr-17 Neil Barkham Addressed final external review comment. 02-00 15-May-17 Neil Barkham Issued. 02-00-A 05-Mar-18 Neil Barkham Updated to include ‘Additional Fixed Links File’ and the ‘TOC Specific Interchange Times File’. General review. Restructure to put example data with the feed definitions. 02-00-B 16-Apr-18 Neil Barkham Updated after internal review. 02-00-C 22-May-18 Neil Barkham Updated after external review. -
Sustrans Design Manual Chapter 9 Cycle and Rail Integration (Draft)
Sustrans Design Manual • Chapter 9: Cycle and rail integration (2014, draft) Sustrans Design Manual Chapter 9 Cycle and Rail Integration (draft) December 2014 December 2014 1 Sustrans Design Manual • Chapter 9: Cycle and rail integration (2014, draft) About Sustrans Contents Sustrans makes smarter travel choices This chapter of the Sustrans Design Manual should be read in possible, desirable and inevitable. We’re conjunction with Chapter 1 “Principles and processes for cycle friendly a leading UK charity enabling people to design.” That chapter includes key guidance on core design principles, travel by foot, bike or public transport whether to integrate with or segregate from motor traffic, the space for more of the journeys we make every required by cyclists and other road users as well as geometrical day. We work with families, communities, considerations. Readers are also directed towards the “Handbook for policy-makers and partner organisations cycle-friendly design” which contains a concise illustrated compendium so that people are able to choose of the technical guidance contained in the Design Manual. This chapter healthier, cleaner and cheaper journeys, has initially been issued as a draft and it is intended that it be reviewed with better places and spaces to move during 2015; feedback on the content is invited and should be made by through and live in. 31 May 2015 to [email protected] It’s time we all began making smarter travel choices. Make your move and 1. Key principles support Sustrans today. www.sustrans. 2. Introduction org.uk 3. Travelling to the station Head Office 4. Routes into and within the station Sustrans 2 Cathedral Square 5. -
Britain's Rail Delivery Group, Comprising the Chief Executives of the Rail Owning Groups, Freight Operators and Network Rail T
Written evidence from the Rail Delivery Group (ROR 01) 1. This is the response of the Rail Delivery Group (RDG) to the Transport Select Committee’s call for evidence on the reform of the railways. 2. The RDG welcomes the Government’s support for the RDG contained in the Command Paper ‘Reforming our Railways: Putting the Customer First’, which was published today. The Paper calls on the Rail Delivery Group to provide leadership to the industry and to respond to the Government’s strategic challenges. The Command Paper lays out the Government’s vision for an expanding and efficient railway that meets the needs of passengers, freight users and taxpayers. The Government sees the Rail Delivery Group leading the industry in driving up efficiency and demand for the railway. This is a challenge that the Group accepts. 3. The Command Paper calls on the Rail Delivery Group to lead the rail industry in working together to deliver a more efficient, more affordable railway. The Rail Delivery Group is pleased that the Government has recognised that the Group is taking and shaping the industry’s agenda for a sustained programme of improved management and running of the rail network. 4. The Command Paper lists the six priority areas being addressed by the Group • Asset, programme and supply chain management; • Contractual and regulatory reform; • Technology, innovation and working practices; • Train utilisation; • A whole-system approach; and • Industry planning 5. The Rail Delivery Group was created to unlock efficiencies that will improve Britain’s railways. In its first nine months the Group has identified opportunities for a range of savings, for example in asset management through earlier involvement of the operators in planning work on the network. -
2019-01 20 Point Plan Issue14.Pdf
Fleet Management Good Practice Guide – 20 Point Plan Issue 14 – January 2019 AMENDMENT RECORD Issue Dated Notes Section 2: MP code removed from Technical incident reasons 14 December 2018 table “701D” 14 December 2018 Inclusion of new Section 10: Managing Ageing Rolling Stock 14 December 2018 Sections new cover inserted 14 December 2018 General document sections restructure 14 December 2018 Gary Cooper’s foreword updated Fleet Management Good Practice Guide: Issue 14 - January 2019 ii Foreword Our customers’ needs have been consistent ever since the birth of the railway, whether they are passengers, or businesses that send freight by rail, and the message is simply: run my train on time. Meeting this need is a priority for all of us in rail, and the desire for on-time service delivery shows in the correlation between punctuality and customer satisfaction and, in turn, the correlation between customer satisfaction and rail businesses’ revenues. It is important therefore, for the industry and the country as well as customers that we run punctual trains. We have been failing to do this for too long. After improving performance every month from 2002 – 2011, we now repeatedly miss the punctuality levels that TOCs and NR Routes agree they will deliver. The reliability of the vehicles we operate is part of that under-delivery and we have to do better. In 2013, the fleet planned a national passenger fleet performance challenge of delivering 11 500 MTIN by March 2019, a 20% improvement in reliability over this five- year control period. The reality is that we are likely to deliver only 9 000 MTIN by then. -
Draft Policy Paper
A new structure for success on Britain’s railway An ATOC position paper on industry structural reform March 2011 / 2 1 Introduction The challenge facing the rail industry is to cut costs while continuing to improve services for passengers. The McNulty Review into value for money has identified savings of up to £1bn a year above the efficiency targets already set for Network Rail, and the Office of Rail Regulation (ORR) estimates that rail infrastructure costs are up to 40% higher than in Europe. The key to better value for money is a more commercial railway that releases the full potential of the private sector and puts the passenger at its heart. This means a new, ‘horses for courses’, approach in which franchises are designed around the commercial and operational realities of each route, with government intervening and specifying to lesser or greater extents, as appropriate. There have been positive steps already. The Government’s policy of longer, less prescriptive franchises creates the potential to build on the success of operators in increasing patronage and driving revenue growth by attracting more private sector investment and reducing their own costs, particularly in areas where significant efficiency improvements are not possible within a short contract. Network Rail (NR)’s plans to create devolved business units should also help the operation of trains and track to work more closely together. But the scale of cost efficiencies identified requires a real step change which can only be achieved through more fundamental reform of the railways, engendering an even stronger commercial relationship between train operator and infrastructure provider and allowing train operators to play a much bigger part in prioritising infrastructure expenditure in line with customer needs. -
South Eastern Rail Franchise Consultation
Rail Delivery Group Response to: Department for Transport South Eastern Rail Franchise consultation Date: June 2017 Rail Delivery Group Limited Registered Office, 2nd Floor, 200 Aldersgate Street, London EC1A 4HD www.raildeliverygroup.com 020 7841 8000 Registered in England and Wales No. 08176197 Rail Delivery Group response to: Department for Transport South Eastern Rail Franchise consultation Organisation: Rail Delivery Group Type: Business representative organisation 1) The Rail Delivery Group (RDG) brings together Network Rail and passenger and freight train operating companies. The purpose of the RDG is to enable Network Rail and passenger and freight train operating companies to succeed by delivering better services for their customers. Ultimately this benefits taxpayers, passengers and the wider economy. We aim to meet the needs of: a) our members, by enabling them to deliver better outcomes for customers and the country; b) government and regulators, by developing strategy, informing policy and confronting difficult decisions on choices; and c) rail and non-rail users, by improving customer experience and building public trust. Overview 2) The Rail Delivery Group (RDG) welcomes the opportunity to respond to the Department for Transport’s (DfT) consultation on the future of the South Eastern Rail Franchise. During the next South Eastern rail franchises we would like to see: a) Improvements in the understanding, measurement and delivery customer experience through the use of the ‘customer promises’ and The Customer HeartbeatTM; b) A better approach to fares and ticketing which improves simplicity and choice for customers underpinned by the Ticket Vending Machine (TVM) guidelines; and c) Effective collaboration between the infrastructure manager and the train operator through the alignment of incentives for the benefit of passengers. -
GLOSSARY Network Rail Network Rail Own, Operate And
GLOSSARY Network Rail Network Rail own, operate and develop Britain’s railway infrastructure; that’s 20,000 miles of track, 30,000 bridges, tunnels and viaducts and the thousands of signals, level crossings and stations. They manage 20 of the UK's largest stations while all the others, over 2,500, are managed by the country’s train operating companies. Every day, more than 4.6 million journeys are made in the UK. People depend on Britain’s railway for their daily commute, to visit friends and loved ones and to get them home safe every day. Network Rail’s role in this is to deliver a safe and reliable railway, where they carefully manage and deliver thousands of projects every year that form part of the multi-billion pound Railway Upgrade Plan, to grow and expand the nation’s railway network to respond to the tremendous growth and demand the railway has experienced – a doubling of passenger journeys over the past 20 years. Rail Delivery Group (RDG) The Rail Delivery Group are the national rail body whose purpose is to provide strategic and tactical services for the whole rail industry including: A central clearing house for the train operators, enabling passengers to buy tickets to travel on any part of the rail network from any station, through the Rail Settlement Plan; A customer experience operation, covering the National Rail Enquiries service and commercial activities, such as railcards and licensing of third party retailers; The rail staff travel service, providing eligible staff in the industry with some level of concessionary travel; A planning, engineering and operations team, that supports members in delivering a safe, punctual and economic railway; A policy function, developing policy and providing responses to government consultations on behalf of the whole industry; A communications function, managing media and public affairs matters, as well as leading on national industry-wide campaigns. -
Rail Freight: Building a Stronger, Greener Future for Britain
XXX Rail Freight: Building a Stronger, Greener Future for Britain Rail Freight: Building a Stronger, Greener XXX 1 Future for Britain XXX Foreword Foreword Foreword The national effort to keep Britain moving during the Covid pandemic has been exemplified by critical but often unnoticed essential services. The way we live, work and buy our goods changed almost overnight, but rail freight demonstrated its resilience and flexibility by continuing to deliver – keeping our supermarket shelves stacked, and warehouses fully stocked through the online shopping boom. Britain’s economy relies on quick and efficient supply chains, and the rail freight sector is growing and expanding to help meet those needs. It has been a real success of privatisation over the past 25 years with operators using their expertise and making substantial investments to increase productivity and enhance performance, helping to provide a better service for customers and delivering substantial benefits to society. New analysis conducted by Deloitte on behalf of the Rail Delivery Group strengthens This document is produced and distributed in April 2021 by the case for rail freight, by showing how it provides considerable economic and social Rail Delivery Group. benefits to the UK annually, with the north of England, Wales and Scotland among the areas seeing the greatest benefits. That means businesses all around the country have The Value of Station Investment research was conducted access to more reliable and efficient routes to markets across the world and better by Steer on behalf of Network Rail and the connectivity to ports, as well as supporting the movement of goods and materials into RDG Station Strategy Group. -
Cycling City and Towns Programme Overview March 2010 Contents
Cycling City and Towns Programme Overview March 2010 Contents Introduction 3 CyclingDemonstrationTowns–investmentpayingoff 3 EvaluatingtheimpactsoftheCyclingCityandTownsProgramme 4 CyclingCityandTownsprogrammes 4 PopulationofCyclingCityandTowns 5 LevelsofcyclingforCyclingCityandTowns 6 CyclingEnglandbudget 7 SummariesofCyclingCityandTowns’activity 8 Aylesbury 8 Blackpool 9 Brighton&Hove 9 GreaterBristol 10 Cambridge 11 Chester 12 Colchester 13 Darlington 14 Derby 15 Exeter 15 LancasterwithMorecambe 16 Leighton-Linslade 18 Shrewsbury 19 Southend-on-Sea 20 Southport 21 Stoke-on-Trent 21 Woking 22 York 23 2 Introduction Thereisgrowingrecognitionthatcyclingcanhelptacklesomeofthebiggestchallengesfacingthe countrytoday–andthefirstresultsfromtheoriginalsixCyclingDemonstrationTownshaveprovided robustevidencetosupportthis. Thisreportbrieflysetsoutthoseencouragingfindings,beforeprovidingbackgroundinformationonthe widerprogramme,alongwithcoredataaboutpopulation,fundingallocationandcyclinglevelsinall18 locations.ItalsoincludesasnapshotofkeyactivitiesineachCyclingCityorTown. Cycling Demonstration Towns – investment paying off CyclingEnglandwasformedin2005witharesponsibilitytoincreaseshorturbantripsbybikethrough thedeliveryofprojectsfortheDepartmentforTransport.Atlaunchweimplementedtwoflagship programmes:Bikeabilitytrainingforschoolchildren,andthedevelopmentofCyclingDemonstration Towns,wheretownsacrossEnglandinvestedintheirlocalcyclingprogrammesatalevelequivalentto thatofsuccessfulEuropeancycletowns,withtheaimofachievinganincreaseineverydaycyclingtrips.