DOCSLIB.ORG

Data Analysis for Performance Management and Service

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Data Analysis for Performance Management and Service 18TH NOVEMBER 201 9 Data Analysis for Performance Management and Service Development David Winslett and Howard Wong Transport for London On a typical day 12 million ANPR registration plates from the 1600 cameras across our road network 15,000 Road User detectors creating 650 million iBus 5.2bn records events 5 millions LU 540 Trains running journeys per day 24hrs a day on some lines TfL are data rich But data itself is 130 million Wi-Fi not enough.... data connections Our job is to make this data useful... Prioritising the work we do TfL priorities are set out in the Mayors Transport Strategy A good public transport experience Mayor’s Transport Strategy MARCH 2018 Healthy Streets and Healthy People Planning for new homes and jobs We use the data in these key areas: Planning Evaluating Network Performance Capability Measuring Passenger Demand 7 Evaluating performance v 8 Stakeholders Why do we measure performance? ▪ What gets measured gets done ▪ To establish and explain the current position ▪ To understand the scale of problems ▪ To support planning decisions v 9 Stakeholders Stakeholders have different expectations ▪ Funders: expectations of value for money ▪ Operators: contractual requirements ▪ Customers: expect to go from A to B on time Funders / service specifiers Time Cost Quality Customers Operators v 10 Service quantity and quality Service quantity and service quality Quantity Quality • The amount of • The characteristics something of something • Objective • Subjective Balancing between: Safety / security Delivery Cost People v 11 Service quantity and quality Service quantity is about how many Capacity Provision Capacity Utilisation v 12 Service quantity and quality Examples of quantity measures ▪ % of scheduled services operated ▪ % of scheduled km operated ▪ Asset availability ▪ Benchmarking, historical trends, comparability between operators ▪ Need data and time to collect and analyse v 13 Service quantity Differences between urban and inter- and quality urban railways ▪ Big differences between urban railways and inter- urban railways – eg express services, skip-stopping, alternatives during disruptions, trips purposes ▪ Require different measures for high frequency, high capacity urban railway v 14 Service quantity and quality Reliability of service quantity provision ▪ Variability of provision ▪ Excess waiting time ▪ Turn up and go services can be reliably unreliable v 15 UK rail UK National Rail performance measures v 16 UK rail National Rail punctuality measures ▪ PPM (Public Performance Measure) ▪ Right Time ▪ CaSL (Cancellations and Significant Lateness) v 17 Service quantity and quality Time based measures ▪ Time lost as a result of poor performance ▪ Primary delays and secondary delays ▪ Can be demand weighted v 18 Demand-based metrics More complex demand-based measures ▪ London Underground Lost Customer Hours ▪ London Underground Excess Journey Time v 19 Demand-based metrics LU Lost Customer Hours Lost Customer Hours are an estimate of the impact that an incident may have on the journey time of all passengers expected to be travelling at the time of the incident The measure allows TfL to prioritise the investigation and resolution of system failures on those that have the highest impact on the travelling public An incident in central London at 08:00AM on Wednesday is much worse than one in outer London on a Sunday afternoon v 20 Demand-based metrics LU Excess Journey Time ▪ Excess Journey Time measures the reliability of the service ▪ Journey Time weighted by perceived time weights for different components of a journey, and also weighted by expected demand ▪ Excess Journey Time is the additional time on top of scheduled time v 21 Demand-based metrics LU EJT and customer satisfaction ▪ Reducing EJT increases customer satisfaction v 22 Demand-based metrics Considerations and constraints ▪ Performance against capability – eg rolling stock, track, signalling, staff ▪ Financial performance – eg fare per trip, cost per pax-km, cost recovery ▪ Financial performance linked to operations, – eg lost revenue due to incident ▪ Optimisation between asset utilisation and performance – eg availability of hot spares for redundancy ▪ Service optimisation – eg run time, scheduling, maintenance strategy ▪ Capability analysis, constraints / bottleneck analysis ▪ Relationship between specifiers, operators and customers ▪ Data availability and capability to analyse, model and forecast ▪ Automatic fare collection / electronic ticketing v 23 Measuring demand v 24 Measuring demand Why do we measure demand? ▪ Safety - how many passengers in the system? ▪ Who / where / why / how passengers are travelling? – Understand the market characteristics ▪ Measuring the current performance ▪ Plan for the future – Scheme appraisals v 26 Measuring demand Peak AM Hour Monitoring crowdingWatford locations High Barnet Cockfosters Epping Chesham Chalfont Theydon Bois C & Latimer Totteridge & Whetstone Oakwood Croxley Debden R Amersham Chorleywood Woodside Park Southgate Loughton Mill Hill East O Rickmansworth Stanmore Edgware Buckhurst Hill Moor Park Harrow & West Finchley Arnos Grove W Wealdstone Roding West Ruislip Northwood Burnt Oak Valley Chigwell Canons Park Finchley Central Bounds Green D Northwood Hills Hillingdon Ruislip Colindale Kenton East Finchley Grange Hill I Pinner Queensbury Wood Green ▪ Ruislip Manor Hendon Central Woodford Understanding where / when Hainault Uxbridge Ickenham North Harrow N Eastcote Highgate Turnpike Lane Tottenham Kingsbury Brent Cross Harrow- Preston Hale Walthamstow South Fairlop G on-the-Hill Road Archway Woodford Ruislip Gardens Golders Green Manor House Seven Blackhorse Central Barkingside Rayners Lane West Harrow Northwick Neasden Tufnell Park Sisters Road the on-train crowding is and Hampstead Newbury Park Park Wembley Finsbury Park South Ruislip Dollis Hill Snaresbrook Redbridge Upminster O South Kenton Park Arsenal Kentish Town South Harrow North Wembley Willesden Green Wanstead Gants Upminster Bridge V Belsize Park Holloway Road Northolt Hill Wembley Central Kilburn Leytonstone Hornchurch E the level of discomfort Stonebridge Park West Chalk Farm Caledonian Road Harlesden Hampstead Elm Park Greenford Sudbury Hill R Willesden Junction Finchley Road Camden Town Leyton Dagenham East V Kensal Green Mornington Dagenham Heathway Perivale Queen’s Park Swiss Cottage Highbury & Crescent King’s Cross I Sudbury Town Kilburn Park Islington St. John’s Wood St. Pancras Becontree Edgware Great E Maida Vale Upney Road Marylebone Baker Street Portland Euston Angel Stratford Warwick Avenue Street W Hanger Lane Alperton Royal Oak Barking Paddington Farringdon Old Street Westbourne Park Paddington Edgware Warren Street Euston East Ham Road Barbican Liverpool Bethnal ▪ Square Mile End Subsequent impact on Green Ladbroke Grove Regent’s Street Upton Park Park Royal Bayswater Park Goodge Russell Latimer Road Street Square Plaistow Moorgate North Ealing North White Holland Marble Oxford Bow Bromley- West Ham Holborn Acton City Park Queensway Arch Circus Road by-Bow station movement and dwell Aldgate Stepney Green Ealing Broadway St. Paul’s West East Shepherd’s Notting Lancaster Bond Tottenham Chancery East Whitechapel Acton Bush Hill Gate Gate Street Court Road Acton Lane Bank Wood Lane Covent Garden High Street Green Aldgate Kensington Kensington Park Cannon Street time Ealing Common Shepherd’s Bush (Olympia) Leicester Mansion Canning Town Market Hyde Park Corner Square Piccadilly House Monument Tower Knightsbridge Circus Charing Acton Goldhawk Road Hill Cross Town Barons Gloucester Blackfriars South Ealing Hammersmith Court Road Sloane St. James’s Square Park Temple Northfields London Bridge Canary Wharf North Boston Manor Chiswick Turnham Stamford Ravenscourt West Earl’s South Victoria Westminster Embankment Greenwich Osterley Park Green Brook Park Kensington Court Kensington Bermondsey Canada Water Hounslow East West Brompton Gunnersbury Waterloo ▪ Investigate how to improveHounslow Central Fulham Broadway Southwark Hounslow West Terminals Parsons Green Pimlico 1,2,3 Hatton Cross Kew Gardens Lambeth Putney Bridge Borough the services to alleviateTerminal 4 North Richmond Terminal 5 Elephant & Castle crowding East Putney Vauxhall Southfields Kennington Oval Stockwell Clapham North Wimbledon Park Clapham Common Brixton Clapham South Balham Wimbledon Key to lines Tooting Bec Tooting Broadway Seats Free: zero to 50% of seats taken Colliers Wood Seats Taken: 50% to 100% seats taken South Wimbledon Some Standing: 0 to 1 passengers/sq metre Morden Busy: 1 to 2 passengers/sqv metre Crowding with Scheduled Train Service - Crowded: 2 to 3 passengers/sq metre Very Crowded: 3 to 4 passengers/sq metre Autumn 2010 Weekday Peak AM Hour Maximal: 4 + passengers/sq metre Based on scheduled train services © Transport for London 27 Measuring demand Analysing demand - example Why are Fridays busier? Analyse purpose, origin / destination, distance, time of journeys v 28 Measuring demand Baselining to forecast the future Use current demand to create a baseline in order to forecast future travel demand v 29 Measuring demand Developing a demand dataset for London ▪ Need a comprehensive demand dataset: – Easy to reference, to use and to understand – Covers typical weekday, Friday, Saturday and Sunday – Covers London Underground, London Overground, Docklands Light Railway, Elizabeth Line ▪ Need a consistent data series – Trend analysis and explain phenomena – To replace the old data series that lasted 20 years v 30 Measuring demand Creating
Load more

Recommended publications
  • The Operator's Story Appendix
    Railway and Transport Strategy Centre The Operator’s Story Appendix: London’s Story © World Bank / Imperial College London Property of the World Bank and the RTSC at Imperial College London Community of Metros CoMET The Operator’s Story: Notes from London Case Study Interviews February 2017 Purpose The purpose of this document is to provide a permanent record for the researchers of what was said by people interviewed for ‘The Operator’s Story’ in London. These notes are based upon 14 meetings between 6th-9th October 2015, plus one further meeting in January 2016. This document will ultimately form an appendix to the final report for ‘The Operator’s Story’ piece Although the findings have been arranged and structured by Imperial College London, they remain a collation of thoughts and statements from interviewees, and continue to be the opinions of those interviewed, rather than of Imperial College London. Prefacing the notes is a summary of Imperial College’s key findings based on comments made, which will be drawn out further in the final report for ‘The Operator’s Story’. Method This content is a collation in note form of views expressed in the interviews that were conducted for this study. Comments are not attributed to specific individuals, as agreed with the interviewees and TfL. However, in some cases it is noted that a comment was made by an individual external not employed by TfL (‘external commentator’), where it is appropriate to draw a distinction between views expressed by TfL themselves and those expressed about their organisation.
    [Show full text]
  • Investigation Into Reliability of the Jubilee Line
    Investigation into Reliability: London Underground Jubilee Line An Interactive Qualifying Project submitted to the Faculty of WORCESTER POLYTECHNIC INSTITUTE in partial fulfilment of the requirements for the degree of Bachelor of Science By Jack Arnis Agolli Marianna Bailey Errando Berwin Jayapurna Yiannis Kaparos Date: 26 April 2017 Report Submitted to: Malcolm Dobell CPC Project Services Professors Rosenstock and Hall-Phillips Worcester Polytechnic Institute This report represents work of WPI undergraduate students submitted to the faculty as evidence of a degree requirement. WPI routinely publishes these reports on its web site without editorial or peer review. For more information about the projects program at WPI, see http://www.wpi.edu/Academics/Projects. Abstract Metro systems are often faced with reliability issues; specifically pertaining to safety, accessibility, train punctuality, and stopping accuracy. The project goal was to assess the reliability of the London Underground’s Jubilee Line and the systems implemented during the Jubilee Line extension. The team achieved this by interviewing train drivers and Transport for London employees, surveying passengers, validating the stopping accuracy of the trains, measuring dwell times, observing accessibility and passenger behavior on platforms with Platform Edge Doors, and overall train performance patterns. ii Acknowledgements We would currently like to thank everyone who helped us complete this project. Specifically we would like to thank our sponsor Malcolm Dobell for his encouragement, expert advice, and enthusiasm throughout the course of the project. We would also like to thank our contacts at CPC Project Services, Gareth Davies and Mehmet Narin, for their constant support, advice, and resources provided during the project.
    [Show full text]
  • Join Our CBTC User Group
    LIMITED VIP PASSES 5TH ANNUAL Available for Global Metros The best-run event in the business. Excellent. Do not miss George Hacken, NYCT CLICLICKCK HHEREERE FFOROR OOURUR 4 - 6 November 2014, Park Plaza Victoria, London EENTIREENTIRENTIRE CCBTCCBTCBTC IINTERVIEWINTERVIEWNTERVIEW PPLAYLIST!PLAYLIST!LAYLIST! EXECUTIVE SPEAKERS NEW FOR 2014 INCLUDE: Jeremy Long Terry Morgan Mike Brown Claudio Cassarino CEO European Business Chairman Managing Director Managing Director MTR Corporation Crossrail London Underground Metro Service Noormah Mohd Noor Richard Wong Joubert Flores Chiu Liang Liu Chief Executive Principal Fellow of Systems Director Director, Electrical and ERL SMRT Metro Rio Mechanical Division Taipei Rapid Transit SMART METRO SEMINARS 1 Create more intelligent cost- EXECUTIVE effective networks with detailed PLENARY SESSIONS case studies on integration, data, 2 Key insight from the industry’s traffic and network management most senior professionals on creating more intelligent and efficient metro networks INTERACTIVE 3 ROUNDTABLE SESSIONS 4 TECHNICAL A unique opportunity for CBTC SEMINARS intimate networking and A full programme of best practice sharing on CBTC case studies key emerging issues from the world’s leading metros The definitive show for global metros and urban railways Lead Sponsors: Exhibitors: Supporter: Organised By: Your interactive clickable guide www.cbtcworldcongress.com 5TH ANNUAL Good opportunity to exchange ideas about upcoming challenges and trends for CBTC Joerg Biesenack, Siemens AG WHO ATTENDS? CREATINg A LEARNINg AND At the show you will meet the full range of experts involved in the MEETINg PLACE FoR ThE procurement, deployment and long- term operations of CBTC systems and metro network technology. WhoLE VALUE ChAIN Attendees include CEOs, finance officers, CBTC heads, IT heads, telecom heads, department heads, Market review: The 5th annual CBTC World Congress and project managers, passenger SmartMetro showcase provides the definitive service experts and technical The aim of the CBTC platform for global metros to achieve this aim.
    [Show full text]
  • How Understanding a Railway's Historic Evolution Can Guide Future
    College of Engineering, School of Civil Engineering University of Birmingham Managing Technical and Operational Change: How understanding a railway’s historic evolution can guide future development: A London Underground case study. by Piers Connor Submitted as his PhD Thesis DATE: 15th February 2017 University of Birmingham Research Archive e-theses repository This unpublished thesis/dissertation is copyright of the author and/or third parties. The intellectual property rights of the author or third parties in respect of this work are as defined by The Copyright Designs and Patents Act 1988 or as modified by any successor legislation. Any use made of information contained in this thesis/dissertation must be in accordance with that legislation and must be properly acknowledged. Further distribution or reproduction in any format is prohibited without the permission of the copyright holder. Managing Technical & Operational Development PhD Thesis Abstract The argument for this thesis is that patterns of past engineering and operational development can be used to support the creation of a good, robust strategy for future development and that, in order to achieve this, a corporate understanding of the history of the engineering, operational and organisational changes in the business is essential for any evolving railway undertaking. It has been the objective of the author of this study to determine whether it is essential that the history and development of a railway undertaking be known and understood by its management and staff in order for the railway to function in an efficient manner and for it to be able to develop robust and appropriate improvement strategies in a cost-effective manner.
    [Show full text]
  • Uk Debates: How Do We Build More Light Rail?
    THE INTERNATIONAL LIGHT RAIL MAGAZINE www.lrta.org www.tautonline.com SEPTEMBER 2016 NO. 945 UK DEBATES: HOW DO WE BUILD MORE LIGHT RAIL? NET Phase Two economic impacts quantied Montpellier opens city tramway ring CRRC’s home-grown o-wire tram New York appoints Streetcar ‘czar’ ISSN 1460-8324 £4.25 09 San José Besancon5 America’s low-oor A simple, quality light rail convert system on a budget 9 771460 832043 LRT MONITOR e LRT MONITOR series from Mainspring is an essential reference work for anyone who operates in the world’s light and urban rail sectors. Featuring regular updates in both digital and print form, the LRT Monitor includes an overview of every established line and network as well as details of planned schemes and those under construction. POLAND POZNAŃ Tramways play an important role in one of of the main railway station. Poland’s biggest and most historic cities, with In 2012 a line opened to the east of the city, the first horse-drawn tramline opening in 1880. with an underground section containing two An overview Electrification followed in 1898. sub-surface stations and a new depot. The The network was badly damaged during World reconstruction of Kaponiera roundabout, an A high-quality War Two, resuming operations in 1947 and then important tram junction, is set for completion in of the system’s only east of the river Warta. Service returned to 2016. When finished, it will be a three-level image for ease the western side of the city in 1952 with the junction, with a PST interchange on the lower development, opening of the Marchlewski bridge (now named level.
    [Show full text]
  • Tfl's Quarterly Finance, Investment and Operational Performance Reports
    Annexe D TfL’s quarterly finance, investment and operational performance reports Quarter 2, 2015/16 About Transport for London We are the integrated transport authority for London. Our purpose is to keep London working and growing and to make life in the Capital better. We reinvest all of our income to run and improve London’s transport services. Our operational responsibilities include London Underground, London Buses, Docklands Light Railway, London Overground, TfL Rail, London Trams, London River Services, London Dial-a-Ride, Victoria Coach Station, Santander Cycles and the Emirates Air Line. On the roads, we regulate taxis and the private hire trade, run the Congestion Charging scheme, manage the city’s 580km red route network, operate all of the Capital’s 6,200 traffic signals and work to ensure a safe environment for all road users. We are delivering one of the world’s largest programmes of transport capital investment, which is building Crossrail, modernising Tube services and stations, improving the road network and making the roads safer, especially for more vulnerable road users, such as pedestrians and cyclists. We are a pioneer in integrated ticketing and providing information to help people move around London. Oyster is the world’s most popular smartcard, and contactless payment is making travel ever more convenient. Real-time travel information is provided by us directly and through third parties who use the data TfL makes openly and freely available to power apps and other services. Improving and expanding transport in London is central to driving economic growth, jobs and housing across the country.
    [Show full text]
  • Tfl Investment Programme Report – Second Quarter 2013/14
    Agenda Item 4 Transport for London Projects and Planning Panel Subject: TfL Investment Programme Report – Second Quarter 2013/14 Date: 13 November 2013 1 Purpose 1.1 The Investment Programme report for the second quarter of 2013/14 (23 June – 15 September 2013) is attached to inform the Panel of TfL’s Investment Programme performance. 2 Recommendation 2.1 The Panel is asked to note this report. 3 Contact 3.1 Contact: Steve Allen, Managing Director, Finance Number: 020 7126 4918 Email: [email protected] Investment Programme Report Second Quarter June – September 2013/14 Table of Contents 1. Programme Highlights and Key Concerns............................................................................. - 3 - 2. Projects (over £50m) and Programmes (over £10m per annum) ............................................ - 5 - Sub-Surface Railway (SSR) Upgrade ................................................................................. - 6 - Track Renewal (BCV/SSR) .............................................................................................. - 12 - Civils (BCV/SSR) ............................................................................................................ - 14 - Track (JNP) ................................................................................................................... - 16 - Cooling the Tube Programme ....................................................................................... - 18 - SSR Major Power Works (Signalling)..............................................................................
    [Show full text]
  • New Tube for London Programme: Piccadilly Line Modernisation
    Board Date: 17 March 2016 Item: New Tube for London programme: Piccadilly Line Modernisation This paper will be considered in public 1 Summary UIP2344 New Tube for London Programme Existing Estimated Existing Project Additional Total Authority Financial Final Cost Authority Authority Authority (EFC) to 31 Mar 2016 Requested £ 3,969.3m £ 16,511.4m £ 59.1m £95m £154.1m Authority Approval: To approve budgeted project authority to a total of £154.1m for the New Tube for London programme inclusive of £95m to commence the procurement of new rolling stock and signalling systems for the Piccadilly line modernisation, deliver enabling works and to continue design development for the Bakerloo, Central and Waterloo & City line upgrades by 31 March 2018. Outputs and Schedule: This request covers the initial preparatory works for the modernisation of the Piccadilly line and further development of the Bakerloo, Central and Waterloo & City line upgrades, as follows: • Commencement of procurement for a new Signalling and Train Control system including preparation and issue of an Invitation to Tender (ITT); • Completion of competitive tendering and supplier negotiations for new Piccadilly line trains; • Commencement of designs and specifications for the procurement of infrastructure and railway systems upgrades on the Piccadilly line; and • Commencement of HV power supply upgrades and signalling immunisation works. These preparatory works will contribute towards the following strategic outputs: • Delivery of line modernisation, asset renewals and capacity upgrades on the Piccadilly and Waterloo & City lines by 2026; and • Subsequent modernisation of the Bakerloo line by 2028 and the Central line by 2033; 1.1. On 2 March 2016, the Finance and Policy Committee endorsed the recommendations in this paper.
    [Show full text]
  • Tfl Annual Report and Statement of Accounts 2016-17
    Annual Report and Statement of Accounts 2016/17 Contents About Transport for London (TfL) projects, using transport to unlock growth. We are working with partners Part of the Greater London Authority on major projects like Crossrail 2 and the family led by Mayor of London Sadiq Khan, Bakerloo line extension that will deliver we are the integrated transport authority the new homes and jobs London and 4 Message from the Mayor 64 Exploiting technology responsible for delivering the Mayor's aims the UK need. We are in the final phases for transport. of completing the Elizabeth line which, 8 Commissioner’s foreword 70 Remuneration Report We have a key role in shaping what life when it opens, will add 10 per cent to is like in London, helping to realise the London's rail capacity. Mayor's vision for a 'City for All Londoners'. Supporting the delivery of high-density, 12 Year at a glance 104 Statement of Accounts We are committed to creating a fairer, mixed-use developments that are greener, healthier and more prosperous planned around active and sustainable 14 Creating a city for all Londoners 282 Annual Governance Statement city. The Mayor's Transport Strategy sets travel will ensure that London's growth is a target for 80 per cent of all journeys to good growth. We also use our own land be made on foot, by cycle or using public to provide thousands of new affordable 16 Operational performance 290 Executive Committee transport by 2041. To make this a reality, we homes and our own supply chain prioritise health and the quality of people's creates tens of thousands of jobs and experience in everything we do.
    [Show full text]
  • New Tube for London Feasibility Report
    NEW TUBE FOR LONDON FEASIBILITY REPORT OCTOBER 2014 by John Hawkins The above report was approved for publication at the TfL February Board meeting, but finally appeared in an updated form in connection with the King’s Cross exhibition of designs for the proposed train. It is the first official detailed explanation of the NTfL project, which emerged after the collapse of the PPP to provide upgrades for the remaining deep-level lines employing a common design to reduce costs. These lines all date back to the pioneering period of deep tunnel construction, and are left with the problems of those times including inadequate ventilation to cope with increasing levels of heat from traction energy. These lines require specific solutions to their problems. The current Bakerloo and Piccadilly Line trains are beyond their design life, with reliability difficult to maintain. Traditional signalling limits services to 22tph on the Bakerloo and 24tph on the Piccadilly Line. The Central Line trains have first generation traction control equipment which requires medium term work to ensure continued reliability and serviceability. The 1990s automatic train signalling system enables 34tph for only half-hour in each peak. The NTfL feasibility stage considered the key challenges to modernising these lines, including capacity, saloon air cooling, managing tunnel temperatures, higher automation and an implementation strategy. These challenges are closely inter-related, calling for a comprehensive system-engineered design process. The NTfL train concept offers: A 10% capacity increase over an equivalent length conventional train design. Fewer bogies, thus reducing overall train weight and energy consumption. Additional under-frame space for fitting of saloon air cooling systems.
    [Show full text]
  • Modernisation of the District, Metropolitan, Circle and Hammersmith & City Lines, and Automatic Train Control Contract
    Board Date: 1 July 2015 Item: Modernisation of the District, Metropolitan, Circle and Hammersmith & City lines, and Automatic Train Control Contract This paper will be considered in public 1 Summary 1.1. The purpose of this paper is to provide an update to the Board on the status of the modernisation of the District, Metropolitan, Circle and Hammersmith & City lines (the Programme) including the reprocurement of the Automatic Train Control (ATC) Contract. 1.2. The Board is asked to approve a revised Project Authority for the Programme and subject to satisfactory close of the remaining issues with Thales Ground Transportation Systems UK Limited (Thales), to delegate to the Commissioner authority to: (a) grant Procurement Authority within the upper limits set out in the paper on Part 2 of the agenda for the award of the ATC Contract, Maintenance Support Contract and the Capital Framework Agreement (the Agreements) and to agree the substantive terms of the Agreements; and (b) grant Procurement Authority within the upper limits set out in the paper on Part 2 of the agenda for the Rolling Stock Contract with Bombardier Transportation UK Limited to enable the train fitment for the ATC Contract. 1.3 On 17 June 2015, the Finance and Policy Committee endorsed the recommendations in this paper. The issues raised by the Committee are summarised in section 11 of this paper. 1.4 A paper is included on Part 2 of the agenda, which contains exempt supplementary information. The information is exempt by virtue of paragraph 3 of Schedule 12A of the Local Government Act 1972 in that it contains information relating to the business affairs of TfL.
    [Show full text]
  • Renew and Expand
    December Cover_Layout 1 22/11/2018 12:08 Page 1 December 2018 | Volume 58 Issue 12 www.railjournal.com | @railjournal IRJInternational Railway Journal Renew and expand Incoming Brazilian president sets the agenda for rail freight development Houston, we have an answer Trailblazing Texas high-speed project taps into booming inter-city travel market Unlocking the Yucatan Can Mexico’s Maya Train take tourist dollars inland? IRJDECXX (UITP)_Layout 1 19/11/2018 12:08 Page 1 Register Now and Save 25%* *Applies to registrations before 27 January 2019 January 27 before registrations to *Applies THE DEFINING EVENT What Can You Expect? IN PUBLIC TRANSPORT 2,500 total delegates IS BACK ! from 80 countries international 13,000 visitors www.uitpsummit.org exhibitors 330 from 35 countries Local host December Contents_Layout 1 22/11/2018 12:49 Page 3 Contact us ContentsDecember 2018 Volume 58 issue 12 Editorial offices News 46 Killigrew Street Post 4 This month Falmouth Cornwall, TR11 3PP, UK 6 News headlines Tel +44 1326 313945 14 Transit Web www.railjournal.com 16 Financial Editor-in-Chief David Briginshaw [email protected] South and Central America Senior Editor 18 New government set to prioritise rail freight Keith Barrow 18 [email protected] Brazil’s president-elect to continue network development Managing Editor 22 São Paulo targets rail expansion Kevin Smith State pushes investment in urban rail [email protected] 28 Yucatan railway finally gets green light News & Features Writer Construction of the line is expected to start this month
    [Show full text]