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“An efficient and attractive network
of strategic interchanges for
people and goods will optimise links to
congested centres and
provide safe, secure efficient transfer.”
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An efficient and attractive network of strategic
interchanges for people and goods will optimise
links to congested centres and provide safe,
secure efficient transfer.
The role of transport nodes as interchange
points, holding areas and transhipment centres
will become more significant. Their functioning
as activity centres in their own right,
providing entertainment, retail and business
services, etc. (like airports and railway
termini) will grow.
There will be intense pressure to find
ways to alleviate local access problems.
Access schemes based on high-capacity park
and ride will be seen as an attractive alternative
- and possibly a necessary complement -
to road pricing and congestion charges and
other methods of traffic restraint. Existing
commercial and shopping centres, airports,
sports and entertainment centres, touristic
attractions and other major destinations
are all potential candidates.
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| Case for Network Operator
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- A key component of the “seamless journey”,
Interchange is often regarded as an impediment
or even a deterrent to PT use. For public transport
to provide an attractive alternative to the
convenience of a car, it must operate as a network.
- Congestion in towns and cities will place
severe economic pressures on businesses and
threaten the viability of local economies. Government
and local authorities will be under increasing
pressure to come up with remedies and solutions.
- Congestion will bring traffic queues, slow
and unreliable journey times, and poor productivity
for drivers and their vehicles. There will be
intense pressure to find ways to alleviate local
access problems. Commercial and shopping centres,
airports, sports and entertainment centres,
tourist attractions and other major destinations
are all potential targets for integration.
- Government will require the highway network
operators to work closely with local highway
authorities find solutions to these local problems
to meet the goals of Integrated Transport and
managing integration.
- The practice of just-in-time deliveries and
timetabled utilisation of loading and unloading
bays at commercial premises will grow, making
the problems for service vehicles, goods distribution
and deliveries even more serious.
- Access schemes based on interchange will
be seen as an attractive alternative - and possibly
a necessary complement - to congestion charges
and other methods of traffic restraint.
- Development of interchange sites needs to
be taken within an overall strategy - how the
site fits in with interchanges in adjacent towns
and how collectively they can help to improve
public transport.
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To shift real numbers of people onto public
transport will require a market driven customer
focussed approach that eliminates the impediments
that potential users see in the process of interchanging.
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- Estimated cost of congestion £19
billion per year (£2 billion of
which is in London alone).
- Designing for better interchange can
yield significant benefits and represents
good value for money.
- Availability of comprehensive real-time
information at the start of, and during
a journey is vital to increase attractiveness
of multi-modal journeys.
- In a recent study in Scotland, only
1 in 5 bus users rated interchanging as
convenient. The interchange penalty is
valued at 4.5 minutes for bus users, 8.0
minutes for train travellers and 8.6 minutes
for car commuters.
- Users feel that coping with the uncertainty
of travel by public transport involves
huge emotional effort.
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- Develop a network of ‘fast track’
park and ride facilities and ‘freight
villages’ at strategic locations
to service congested centres.
- Essential ‘fast track’ features
will be safe, attractive and convenient
parking and transfer facilities with direct
access from the highway, linked to collective
transport, operating with priority, often
on reserved rights of way.
- ‘Freight villages’ will be
a varied mix of distribution depots, warehousing
and transhipment facilities, also incorporating
lorry parking, sleeping accommodation
and other features, such as rest rooms,
dining areas, convenience shopping, recreation
and entertainment.
- Develop a perception of joined-up transport
and ‘seamless journeys’ through
good interchange design and partnerships
on support services (e.g. ticketing, seamless
interchange, combined services and facilities,
payment mechanisms, etc).
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- Develop the assessment methods to evaluate
the economic case for passenger and goods
interchange (e.g. freight villages and
park and ride schemes) thorough modelling
and forecasting.
- Develop the business case for freight
villages and a design brief, in discussion
with the Treasury, local authorities,
leading commercial players and likely
developers.
- Work with transport operators, vehicle
manufacturers, Railtrack and the highway
authorities on the technology of interchange:
automatic docking, vehicle-highway systems,
‘smart’ (e.g. self steering)
demountable bodies, load tracking, integrated
payment systems, etc.
- Establish demonstration projects to
test out the concepts and the means of
delivery.
- Develop a partnership with city centre
managers, airport operators and the like
to develop the operational specification
and design brief for interchange in discussion
with transport operators, local authorities,
etc.
- Search for suitable sites for interchange
including motorway junctions and service
areas. Develop the planning case for interchange
at these sites.
- Develop comprehensive information services
specifically targeted at interchange for
trip planning, including the inter-connections,
real-time scheduling and route choice
options.
- Discover what is important for all
groups of stakeholders in PT interchanges.
- Introduce through ticketing.
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Understanding the Customer
