Network Management Statement 2000 - Railtrack PLC (in Railway Administration) sitemap | contact us About Railtrack PLC Directors' Biographies Property & New Business Safety & Operations Regulatory Papers Corporate Documentation You are here: Home > Our Business > Corporate Documentation > Archive > Network Management Statement 2000 All of the documents with the symbol are available to download with the Adobe Acrobat reader. If you do not have this programme on your computer, click here to get it. Acrobat files are very easy to download and print. Just click on the document title and the file will open automatically. Chairman's Statement (13 kb) BACK TO REGULATORY PAPERS Volume 01 (3,414 kb) BACK TO CORPORATE Volume 02 (3,782 kb) DOCUMENTATION Regional Summary London and South East (1,967 kb) Regional Summary Midlands (904 kb) Regional Summary North (921 kb) Regional Summary Scotland (3,431 kb) Regional Summary South West (794 kb) Regional Summary Wales (761 kb) site by privacy statement | contact Railtrack PLC | legal notice | (c) 2001 Railtrack PLC vardus http://www.railtrack.co.uk/our_business/corp_doc/archive/network_man_state2000.cfm [25/06/2002 14:41:03] Developing rail services in London & the South East Developing rail services in London & the South East Base map ©MAPS IN MINUTES™ 1997 DEVELOPING RAIL SERVICES IN LONDON & THE SOUTH EAST 1 This is one of six regional documents which complement Railtrack’s Network Management Statement for 2000. It sets out a vision for the development of the rail network in London and South East England, covering: the role of the rail network in the economic and social development of the region; the improvements to which Railtrack is committed during the next ten years, ranging from maintenance and renewals of the existing network to major projects such as Thameslink 2000; our vision of how the network could be developed beyond those commitments – and a discussion of how such development could be achieved, in partnership with our stakeholders. In the first section we set out the strategic framework and key issues in planning the network, and describe the main upgrade schemes to which we are committed.The second section discusses a range of options for the further development of the network. Finally, we bring these together into a vision for the future of the rail network in the South East. CURRENT DEVELOPMENTS FUTURE DEVELOPMENTS OUR VISION FOR THE SOUTH EAST Strategic framework 2 Options for further network development 14 A coherent network 38 Key issues in planning the network 4 The East London Line 18 Expenditure tables 44 Our firm plans for the next five years 6 CrossRail 20 Committed schemes123 12 Interchanges and orbital transport hubs 22 Airport access 24 Airtrack 26 Channel Tunnel RailLink – Section Two 28 Radial route developments 30 Freight through and around London 32 Incremental outputs 34 Local authority aspirations 35 Other optional schemes 36 2 CURRENT DEVELOPMENTS Strategic framework The rail network serving London and the South East of England is a vital part of the infrastructure which supports the development of the region and maintains London’s position as a world city. Railtrack’s guiding objective is the integrated development of this network. We aim to build a strategic framework which provides firm guidelines for action yet which can respond flexibly to the changing needs of the many stakeholders. Unprecedented opportunity The year 2000 will be one of great significance for London and for the future of its rail network. The creation of Transport for London (TfL) will bring transport issues to the fore and offer an unprecedented opportunity to address them. Reporting directly to the new Mayor of London, TfL will have overall responsibility for all public transport within London and for services into and out of the capital. For the first time since the abolition of the Greater London Council, there will be a strategic body charged with planning London’s transport, in conjunction with the shadow Strategic Rail Authority.The Mayor will be required to produce a strategic plan for transport within 1a year of taking office. Growth in demand The London and South East England economy continues to grow. In London, extensive new office 2000 developments are under construction or planned both in the City and at key regeneration locations such as Docklands, King’s Cross, Paddington and the South Bank. In the region, there is strong economic growth in a 1500 number of areas such as the Thames Valley and Cambridgeshire. Both employment in London and levels of economic activity are forecast to increase over the next ten years, and this, together with current government policies, will stimulate increased demand for rail travel. Our current 1000 view is that demand for passenger rail travel in the South East will increase by approximately 36% by 2011. The recent substantial increases in passenger travel and freight movements mean that much of the 500 network is already operating at full capacity. Even though three substantial new railways have started operating in the past few months (the Jubilee Line extension to Stratford, Docklands Light Railway extension to Lewisham and Croydon Tramlink), further solutions are urgently needed to handle the increasing demand. Our proposals Passenger km (‘000) are set out later in this document. 1998/99 2010/11 Planning for an integrated future n Other n Commuting The development of the rail network needs to be seen in the context of the region’s transport as a whole, including the Underground system, buses, trams, taxis, riverboats and private transport. All play their role, and opportunities for integration must be sought out and exploited. And as patterns of demand for transport emerge, any plans for the future must be capable of amendment in response to changing needs. We therefore fully recognise that planning for the region’s future rail network is not something we can do in isolation. It needs the full involvement of all stakeholders including the shadow Strategic Rail Authority,Transport for London, local government, the train operating companies and other transport undertakings such as BAA plc. DEVELOPING RAIL SERVICES IN LONDON & THE SOUTH EAST 3 4 CURRENT DEVELOPMENTS Key issues in planning the network Complex interactions The extensive rail network which serves London and the South East of England is extremely complex. Minor timetable changes can require substantial retimetabling over a large area. Within the Greater London area alone, the network carries passenger trains operated by 22 different companies as well as freight trains and mail trains, travelling through 32 London boroughs and the City. Among the many different stakeholders in the rail network are its passengers, freight customers, passenger train operators, local and national government, other transport operators such as London Transport and BAA plc, and a variety of other businesses.These stakeholders have different needs and expectations, which often conflict operationally and commercially – sometimes even within a single group of stakeholders. For example, passengers travelling within London typically require high-frequency services stopping at all stations, while those travelling into London from the Home Counties require fast trains making relatively few stops within London. This complexity means that, particularly in the London area, it is simply not possible to consider individual routes in isolation. Network development must be considered holistically to take account of the interactions between routes.We are uniquely well placed, at the heart of the railway, to provide this overview and develop plans for the network as a whole, in close co-operation with all other stakeholders. Equally important are the interactions between our network and other transport networks. For example at central London termini adequate means of dispersal, in the form of buses, Underground and taxis, are essential to allow passengers to reach their ultimate destination. Funding and commercial realities Investment in rail infrastructure has to be justified by the benefits it generates. Railtrack, as a commercial company, is required to cover the costs of investment and to generate a commercial return on asset enhancement. We achieve this through charging for network access. In some cases, an improvement or enhancement scheme will lead directly to additional fares revenue and, provided regulatory agreement can be reached on a suitable increase in access charges, the scheme will be commercially viable for us. However, in other cases – particularly in London – the benefits of investment are non-financial, such as time savings, reduced crowding and reduced road congestion.While such benefits can be valued financially, they do not directly generate funds to meet the cost of investment – so a scheme which shows substantial benefits to the economy as a whole may be commercially unviable. In such a case, funding from local or national government would be needed for the scheme to proceed, in recognition of the wider benefits. DEVELOPING RAIL SERVICES IN LONDON & THE SOUTH EAST 5 Risk, reward and benefit The structure of today’s rail industry means that any scheme will involve a number of players. Even when a scheme produces overall benefits for rail users, some of these players may lose out. Addressing the way in which risk and reward are apportioned between industry partners is an important part of ensuring a project’s success. An everyday example which is specific to London is that of the Travelcard. Offering unlimited availability on rail, bus and Underground within specified geographical zones,Travelcards account for a high percentage of travel in the London area. While the benefits to customers are obvious, the situation is much less clear for transport operators.The revenue from Travelcard sales is allocated between the various operators based on a quarterly survey of travel patterns. It can therefore take a considerable time for the farebox benefits of a scheme to find their way through to a train operator – and the actual level of benefits will be affected by the inevitable statistical variations in the survey.