Final LTP March 2006

Our key focus is tackling congestion in order to support the sustainable regeneration and other policy aims of the Metropolitan Area.  We will create the opportunities and quality of environment that will support the Regional Spatial Strategy’s aim of reversing population dispersal from urban areas into the surrounding shires.  Our  Strategy  supports regeneration by aiming to:

• halt the rise of congestion in the Metropolitan Area
• deliver good accessibility to jobs, education and services for all
• improve road safety, especially for the most vulnerable
• produce better air quality for everyone

The Strategy has three principal elements, which are to:

1. make best use of the existing transport network

2. enhance the quality of public transport

3. target investment in infrastructure to support regeneration

The balance of emphasis between these elements will be determined by the effectiveness of different demand management and congestion reduction approaches.  Work to identify the balance needed is underway as part of our initial Transport Innovation Fund study.  Thus it is possible that the contribution of different elements will differ in the short term compared with the longer term.  The following outlines the ways in which the different measures can contribute to achieving our aims by:

• creating a more efficient, safer road network through stronger management and by using new technology
• accommodating extra trips on a better quality, integrated  public transport network or through walking and cycling
• managing demand, with all options being examined, including road pricing.  Current approaches, for example by controlling and managing parking provision in accordance with the agreed joint policy framework ⁱ, may need strengthening if we are to meet the targets we have set.  Clearly in the longer term, any decision to proceed with a form of road pricing would be very influential in determining what other complementary measures would be needed
• Creating high quality 'Gateways' to the region such as New Street Station and Birmingham International Airport

Specific, detailed modal approaches, including the Bus Strategy and contribution of walking, cycling and powered two wheelers  are set out in the Appendices.

(a)  Making best use of the existing transport network

 This aspect of the Strategy contains seven main elements:

• Smarter Choices (Including walking and cycling)
• Red Routes
• Urban Traffic Management & Control improvements
• Park & Ride
• Enhancing Transport Information
• Managing the Network Assets
• Demand Management

Smarter Choices

People need information which enables them to choose the travel mode which has least impact on congestion and the environment.  This is potentially the best value-for-money way of managing demand.  Relatively small changes in modal split in favour of public transport, walking and cycling can significantly improve the efficiency of the network. 

A programme of awareness raising and promotion of sustainable travel modes is underway, with a target of achieving a 5% modal shift from car to non-car journeys by 2011.  Achieving this is critical to ensuring we are able to provide for the extra trips we anticipate in ways that are not harmful to  the environment - both locally and globally.  This programme  supports the successful Travelwise initiatives promoted by individual authorities and  includes the successful Company Travelwise scheme.  Discussions are also underway to implement a Community Travelwise programme specifically aimed at community groups and religious venues to encourage the promotion of sustainable travel to their patrons and members.

We have engaged professional communicators to ensure a coordinated, common approach which makes people aware of new facilities and how to use them.  This will see targeted campaigning to promote public transport, walking and cycling and capitalise on the synergy that can be created between local initiatives.  It is essential to ensure the maximum return on capital invested in infrastructure improvements and this will be an early focus of this work, for example by ensuring people are aware of the opportunities provided by a new Bus Showcase route.  Facilities for walking and cycling will continue to be improved using our Integrated Transport Block in association with campaigns to ensure best value for money.

People with mobility difficulties are of particular concern as they often have limited choices and their needs and restricted range of potential choices needs to be recognised.

'Smarter Choices' also aims to increase car occupancy, which improves network efficiency.  We will experiment with network management measures such as High Occupancy Vehicle lanes. 

We will continue alliances with bodies with common interests, such as Regeneration Companies and Health Agencies, in order to maximise the potential of 'Smarter Choices'.  The continued development of the Help2Travel (MATTISSE) information system, which delivers real time information on road, rail and some bus services, will also help more people make 'Smarter Choices'.  We will also seek to actively promote the Traveline online journey planning facility as a means of ensuring members of the public have access to the information that they require to make their travel choices.  Traveline is a Government-led initiative through DfT that aims to provide a comprehensive public transport information service for passengers.  Within the West Midlands the Traveline facility is provided by a single call centre, operated by West Midlands Transport Information Services Ltd. (WMTIS).  It is a joint company with shareholders representing all local bus operators, Centro and County and Unitary Authorities.  The Traveline service is available over the telephone and Internet.  The service is being developed to include SMS text to mobile messages and real time information.

Red Routes

Red Routes are intended to improve highway efficiency and the local environment.  They are essentially Urban Clearways with strict controls on stopping, parking and loading, and which also offer improvements in road safety and the 'street scene'.  They are widespread in London.  A pilot Red Route on the A34 through Solihull has improved highway efficiency, safety and the local environment.   Following the success in Solihull, it is intended to improve efficiency on all strategic roads through a network of Red Routes.  Phase 1 is currently being rolled out at a cost of some £28 million.  We anticipate submitting Phase 2 for approval in 2006.

Urban Traffic Management and Control Improvements

Traffic signals and other control systems are critical to network efficiency.  Junctions are a major source of delays.  Pollution associated with delays is a major contributor to poor air quality.  Small improvements in junction efficiency will bring noticeable benefits and we propose to:

• upgrade hardware and software
• improve management capability
• establish clear performance criteria

Major Scheme funding is being sought as part of the £1 billion pledged in the Government’s response to the West Midlands Area Multi Modal Study.  We will also seek new and innovative approaches to demand management in partnership with the DfT and HA, and identify solutions that are appropriate for our Area and compatible with measures on the national highway network.

The new Traffic Managers, appointed by the Metropolitan Authorities, are vital to this aspect of our Strategy.  Their day-to-day role is to manage local highway networks to the benefit of all highway users, including pedestrians.  Their work will contribute to the delivery of our objectives and targets, especially those related to congestion.  Our detailed approach is set out in ‘Congestion Strategy Statement’.

Park & Ride

This is a way of enabling car users to switch to public transport for the final part of their journey into congested inner urban areas.  It is another way of making better use of the network.  Park & Ride is important for longer journeys both within our Area and from the surrounding shires.  We will expand existing sites and develop new facilities, where appropriate in partnership with adjoining authorities.  Improvements to local sites will continue to meet local demand.  The programme includes a proposed Strategic Park & Ride site at Longbridge which will reduce congestion on one of Birmingham's busiest corridors and we support, in principle, the Brinsford proposal in Staffordshire.  The implementation timetable for these schemes will be influenced by the Regional Prioritisation Process.

Enhancing Transport Information

We will ensure that travellers are aware of the options available.  The 'Help2Travel' Internet site offers real time information on road, rail and some bus services and is a key tool in ensuring that transport networks are used more efficiently.  Development of new ways to deliver travel information, for example by mobile phone, is underway.  Trustworthy real time information gives people greater confidence to make 'Smarter Choices'.  It is intended that ongoing development will be funded from our Integrated Transport block allocation.  This is enhanced by the roll out of the bus Real Time Information programme, part funded by Transport Direct, that became fully operational in early 2006.  In addition traditional information will be enhanced.  Centro will be ensuring that every bus stop will have printed timetable information as part of the role out of the Network West Midlands re-branding

Managing Network Assets

Our aim is to identify the best allocation of resources for managing, operating, maintaining and enhancing our transport infrastructure.  We believe that effective maintenance is essential for the provision of an efficient  transport network, whether for walking, cycling, motor-cycling or for higher quality and more comfortable bus journeys.  We also consider that the relationship between maintainability and sustainability to be fundamental to every aspect of the renewal, replacement or network development process.

Our approach to Asset Management embraces this ethic for every aspect of the network infrastructure including the carriageway, and footway fabrics, signing, lighting, information and control systems, fencing, structures and cycle ways.  Together with non-highway assets, such as car parks owned and managed under separate Authority corporate asset management plans, these plans constitute the Transport Asset Management Plan.  We seek to minimise network disruption caused by maintenance and repair and embrace the provisions of the Transport Management Act in ensuring that our actions and proposals are planned and coordinated in conjunction with the many other network service providers with fixed infrastructure in place.

We have identified two key principles which embrace VFM and asset management:

• maintenance work must be done in good time so that costs are controlled and assets prevented from deteriorating so much that routine maintenance is no longer possible
• whole life costs of new infrastructure are considered carefully and compared against alternatives which could be more economic in the long term

Demand Management

Spreading the demands on the transport network to make most efficient use of it has been practiced for many years.  In public transport, the most obvious current example is pricing where off peak travel is encouraged by lower prices.  On the highway network, a long standing example has been using car parking provision and / or pricing to limit demand in peak periods.  The competitiveness of the Area is undermined by increasing congestion, as well as the quality of the environment being diminished.  As the nature and extent of the problem varies across the Area it is anticipated that a range of approaches, tailored to local circumstances will be pursued.  One approach could be to lessen the impact of the 'school run' by working towards adjusting school hours.

We need to build a consensus with stakeholders in respect of innovative ways of using the highway network more efficiently in the future.  It is imperative that any such discussions take account of our economic competitiveness as well as the alternatives needed, if people are to change their behaviour.

Examining approaches to, and the potential effects of, demand management measures, including road pricing is central to our initial Transport Innovative Fund (TIF) work.  The outcome from this will guide our future approaches.

(b)  Enhancing the Quality of Public Transport

It is critical that public transport  plays a major role in providing for extra trips if our congestion targets are to be achieved and problems relating to air quality, safety and accessibility are not to be made worse.  This is important against a background of rising car ownership and use.  We need to improve overall quality, including customer service and the operating environment, if it is to prove a realistic alternative to car travel.

Many elements of customer service are outside the control of the Authorities and need to be tackled in partnership with public transport operators.  These include cleanliness, customer care, enforcement of no-smoking regulations, security and the image and attractiveness of public transport.  One element that we can share is the provision of good travel information. If people have reliable accurate information at hand they can make 'Smarter Choices'.

Again, part of our TIF programme will include examining ways in which the quality of service needed can be provided.

Buses

Improving the operating environment for buses is mostly about achieving better reliability, punctuality and journey speeds.  Buses are the most used form of public transport  and are at the heart of our Strategy.  We have made significant investments in bus infrastructure in recent years, using a variety of tools such as bus gates, traffic management exemptions, bus lanes and new bus stations and interchanges.  We will continue to enhance network efficiency.

If motorists are to be attracted out of their cars, and congestion reduced, a much higher quality bus network is required, especially if road demand management is introduced.  Our Bus Strategy outlines the objectives, policies and detailed actions required across 16 policy areas to achieve a target of 355 million bus passenger journeys per year in 2010/11.

Current trends in bus usage are still downwards.  If this trend is to be reversed, and the objectives of the Bus Strategy and LTP2 achieved, the Metropolitan Authorities, including the PTA, require more influence in the specification and monitoring of bus services in our Area to ensure higher quality standards, a more integrated bus network and a bus service offering an attractive alternative to the car. 

The only practicable way of achieving the objectives of the Bus Strategy and the LTP2, using current legislation, is considered to be through the use of Quality Bus Contracts.  However, with the current statutory processes, getting Quality Bus Contracts in place will be time consuming, perhaps taking five years to achieve across the Metropolitan Area.  In the meantime, we will be working with all stakeholders to implement the recently approved Bus Strategy which has been significantly revised to grow bus patronage from the 2003/04 figure of 325 million passenger journeys per annum to 355 million by 2010/11.  This will require close working between PTA/Centro, local authorities and bus companies to achieve improvements in the short term.

We have Major Scheme proposals to help deliver improvements to operating conditions, alongside a significant Integrated Transport budget of some £9 -10 million per annum to deliver Showcase routes.

Metro

Light rail can provide a step change in the quality, reliability and attractiveness of public transport in key corridors.  Future expansion is a critical element of our overall approach and will be carefully phased to build a cohesive network.  Our plans will reflect deliverability, affordability, value for money and policy priorities and be responsive to changing requirements.  Light rail schemes have a proven record of attracting motorists, thereby reducing congestion and improving accessibility, air quality and road safety.  The ability to support modal shift is particularly important in ensuring our Area can accommodate extra trips from successful regeneration without congestion damaging our aspirations.

Currently two extensions to Metro Line 1 - through Birmingham City Centre and to Brierley Hill - are planned to begin construction during the LTP2 period.  A programme for further expansion of the network has been agreed in principle and includes a further Black Country route - the '5Ws' - linking important centres and radial routes serving Birmingham along corridors such as Coventry Road and Hagley Road.  In the long term, completion of the Metro network is seen as critical to regeneration of our Area.  Initial work on the Black Country Study sees Metro as a core public transport mode linking the Black Country centres. 

The development of the Metro network is a key proposal of the RSS and it is anticipated that longer term Metro proposals will emerge from the  sub-regional studies underway.

Heavy Rail

Heavy rail forms an increasingly important part of the public transport offer, and this is recognised in the Route Utilisation Strategy (RUS) produced by the Strategic Rail Authority.  Patronage has risen and is projected to continue to do so.  This has led to overcrowding on trains and at stations.  The RUS recommends a number of options for increasing capacity and Centro will work with industry partners to seek ways of delivering these options.  Proposals to enhance Birmingham New Street, Coventry and Wolverhampton stations are all in the Major Schemes programme. 

New Street Station is a major gateway of national and regional importance and is a priority not just for this LTP2 but for the whole West Midlands region.

In addition, the programme includes proposals for Rail Showcase enhancements.  These will seek to significantly improve the overall travel experience of customers using these popular local rail routes, reflecting the need to drive up quality. In the shorter term capacity problems will be tackled by providing longer trains and platforms where needed.

Providing more and better quality Park & Ride facilities at stations is another important part of the Strategy.   In some instances we will look to adjoining Authorities to provide facilities, such as the proposed Worcester Parkway station and the Coleshill Interchange which is under construction.

The re-franchising of the Central Trains franchise, changing rail responsibilities of PTEs and re-organisation of national rail responsibilities all bring uncertainty at present.  However, the Authorities want to work within the new arrangements to enhance rail capacity and to deliver higher quality and reliability.

These measures will provide value-for-money ways of  providing attractive and viable alternatives to the car, whether for whole trips or Park & Ride journeys.  They will support  the Strategy in making best use of the existing transport network.

(c)  Targeting Investment in Infrastructure to support Regeneration

The level of regeneration and renewal planned for the West Midlands means that although we seek to maximise the use of existing or already planned transport infrastructure, specific schemes to support proposals are needed.  Hence our LTP2 supports schemes arising from Housing Renewal Areas, Regeneration Zones and High Technology Corridors.

An example of how our LTP2 supports the objective of job creation on brownfield land is the provisionally approved Darlaston Strategic Development Access Major Scheme in Walsall.  Other examples of proposals which support industry and employment are the i54 Wobaston Road and Chester Road Major Schemes, both supporting investment by Advantage West Midlands and the private sector.  The proposed access project, incorporating a Quality Bus Network in the East Birmingham & Noth Solihull area will support the objectives of the East Birmingham & North Solihull Regeneration Zone (also a housing market restructuring area).

National and international links are critical to the successful regeneration of the West Midlands.  The Birmingham New Street Station and Birmingham International Airport proposals are among the enhancements in our programme in support of the Regional Spatial Strategy (RSS) and Regional Economic Strategy.

Birmingham International Airport (BIA)

The RSS identifies BIA as the principal international airport and improving access to it is a regional priority.  The expansion plans announced in late 2005 reflect the importance of BIA to the region.  It is both a major Gateway and generator of economic activity in its own right.  Once the expansion plans are finalised there is likely to be a need to re-assess our long term programme to consider issues like the re-alignment of the A45.  This will need to be a joint exercise with the rail industry and Highways Agency as well as the airport company and local authorities. 

Currently, we are awaiting a decision on a Major Scheme proposal to improve public transport access by bus.  A Surface Access Plan will be developed to ensure appropriate transport choices are available to people using the Airport.

Funding

The bulk of the funding will come from Major Schemes, Integrated Transport (IT) or Maintenance block allocations.  The Major Scheme programme, mainly derived from from WMAMMS and endorsed by the Secretary of State, receives ring fenced funding approvals when Schemes are accepted.

The IT block is used to support the delivery of the three key elements of the strategy.  Reflecting Government advice, we attach a high priority to enhancing the quality of the bus network.  One element of this is rolling out our Bus Showcase network.  This aims to bring all key routes (and their feeders) up to Showcase standards.  This is a comprehensive programme, undertaken in partnership with bus operators and the police.  It focuses on the whole journey experience and considers getting to and from bus stops, information, journey speed, reliability, etc.  Fuller details are included in the Bus Strategy.  We have consistently allocated 20-25% of our IT block to this work and plan to do so for the remaining LTP2 period.

This support of the aim to enhance the quality of public transport in our Area is furthered  by the decision to allocate 25% of the balance of the IT block, after joint initiative funding provision, to Centro.  This allocation is used to support a range of local rail and bus improvements, within the framework of the 20 Year Strategy, Bus Strategy and LTP2   This means we target some 45% - 50% of our IT block to enhancing public transport.  This has the twin benefits of improving the quality of choice available for travel and helping improve accessibility, for example our programme of accessible showcase bus stops has been mainly funded in this way.  This commitment of funding reflects the stretching target we have set to increase bus patronage.

The IT block is also used to support the strategy element 'making best use of the existing transport network'.

Efficient Urban Traffic Management, to get the best out of the existing system, is an important part of this approach.  This is now linked to the work of the Traffic Managers, appointed by each Authority.  A detailed description of the approach and joint working is set out in the Network Management Duty Statement.  Ongoing development of our traffic management systems is funded from an ongoing joint programme - running at some £300,000+  plus local contributions for specific improvements, for example to increase the number of CCTV cameras used to aid traffic management.  We recognise that significant benefits could be obtained from enhancing our work in this area and are considering increasing our annual joint development activity.  Currently we are evaluating options to determine which offers best value for money.  However, we have demonstrated in a Major Scheme bid that a substantial increase in expenditure could have significant benefits and are seeking Major Scheme funding to achieve this.

The development of the local Park & Ride programme is funded from this element.  This has resulted in a significant increase in the provision of spaces.  This programme is a combination of opportunistic improvements and a planned programme targeting the most congested routes and locations.  Hence the contribution year-on-year cannot be precisely determined in advance.  The recent expansion of the Stourbridge facility, intercepting traffic primarily bound for the Hagley Road (A456) which is one of the busiest radials serving Birmingham, is an example of this programme.  Such schemes help maximise the use of the rail network - however capacity problems at New Street Station are restricting the ability of the rail network to continue the carriage of increasing numbers of  passengers.

In addition the IT block is used to support our ongoing programme of minor schemes, such as safety scheme work, accessibility planning work, provision of cycling facilities, etc.  The balance of expenditure for these elements reflects the actions needed locally to achieve our targets and aspirations set out in the LTP2.  A number of programmes such as the Safer Routes to Schools initiative require a combination of capital and revenue funding.  Cycling expenditure has risen over the previous two years.

The current IT block profile is distorted by the costs of building the Blackheath Bypass.  This local scheme which has multi benefits in terms of congestion, air quality, safety and local regeneration is taking a substantial part of Sandwell's share of the IT block for a short period.

The Maintenance block is used to maintain our assets, and the approach is detailed in Chapter ‘Implementation’

Summary

To summarise, the three elements of our longer term Strategy provide a framework within which we can undertake programmes that tackle the issues of congestion, accessibility, air quality and road safety.  Our Major Schemes are focused on these elements and are designed to produce multiple benefits.  Packages of policies will also be introduced on key corridors.  The mix of schemes within our IT block clearly gives priority to enhancing public transport, particularly bus travel.  This reflects the Guidance to put the bus at the heart of our strategy.  Increasing the use of public transport is an essential part of achieving many of our targets.

Our approach supports the Regional Spatial, Economic and Housing Strategies.  The ambition is to create a quality of life within the Metropolitan Area which ensures that the dispersal of jobs and people, creating less sustainable development, is halted.  High levels of traffic and congestion degrade our quality of life.  This LTP2 sets out a Strategy which provides for the extra trips generated by renewal and regeneration without further degrading our environment. 

The following sections set out how our Strategy addresses the four themes of the Transport Shared Priority.