Oyster - Finance and Planning

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Contents
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Finance and Planning 100 3

Introduction 100 3
Group Transport Planning and Policy 100 3
Group Marketing 100 3
Managing TfL’s Investment Programme 100 3
F&P – interchange development programme (FP-PR01) 102 5
F&P – new services, extensions and bridges (FP-PR02) 103 6
F&P – marketing technologies (FP-PR03) 105 8
F&P – LTM (FP-PR04) 106 9
F&P – Customer services integration (FP-PR05) 107 10
F&P – ticketing development (FP-PR06) 108 11
Finance and Planning IPOP index 448 12
Glossary of abbreviations 509 42
Contents IPOP index Glossary  Previous page Next page   Back Forward  Transport for London Investment Programme 2008
Finance and
Planning
F&P is TfL’s multi-disciplinary planning and vision for transport in London (T2025). Group providing information via the web, mobile
strategy function, which provides strategic Transport Planning and Policy’s Major Projects phones and telephone, and in person. Group
oversight of the integrated transport system and Business Unit is also responsible for taking Marketing also oversees the operation of LTM.
plays a key role in the way TfL plans, undertakes, forward this transport vision by developing
£147m of infrastructure projects through Through Group Marketing, F&P is
monitors, markets and communicates its
the planning process. overseeing the delivery of a number of
activities to customers and staff.
customer service improvements utilising
The Major Projects Business Unit is developing various enabling technologies.
new infrastructure to expand London’s
Introduction transport system, reduce congestion, increase The Investment Programme also includes a
accessibility and assist regeneration and capital contribution of £5m to the renovation
F&P continues to play a key role in TfL’s of LTM, a project that is being funded by
Investment Programme, delivering more than development. The department has developed
key investment schemes to meet existing the Heritage Lottery Fund, as well as by the
£203m of capital improvements, primarily Museum’s external stakeholders.
demand on the transport network and
through Group Transport Planning and Policy
accommodate forecast growth in London,
and Group Marketing.
particularly in the Thames Gateway area.
Managing TfL’s
Group Transport Planning Investment Programme
Group Marketing Last year’s Investment Programme
and Policy
Group Marketing is responsible for update included a programme for ticketing
Group Transport Planning and Policy is coordinating marketing messages across TfL, development that was intended to comprise
leading the development of TfL’s 20-year and for managing the customer interface by three Oyster projects. Two of these three
100
proposed projects have had to be cancelled, take this forward by seeking to conclude an prudential borrowing regime through its Group
as TfL was unable to secure terms for the agreement with the train operating companies Finance and Corporate Finance directorates.
contemplated work from its PFI contractor, that will allow customers to use Oyster pay as This is integral to F&P’s role in providing
TranSys, that it considered value-for-money. you go for train journeys in the Capital. oversight for budgeting, financing, accounting
The final project envisaged the rollout of and treasury functions for the Group.
Oyster validators across all National Rail F&P also plays a crucial role in the management
stations in London. London Rail will now of TfL’s Investment Programme and the
Table 12: Summary of business unit investment expenditure
Actual Forecast Plan Total

F&P £m Code 2005/06 2006/07 2007/08 2008/09 2009/10 2005–2010
Interchange development FP-PR01 6.3 4.5 7.4 7.6 7.9 33.8
New services, extensions and bridges FP-PR02 19.6 27.4 25.2 22.9 15.8 110.9
Marketing technologies FP-PR03 2.2 3.3 2.8 2.1 0.6 11.1
LTM FP-PR04 4.2 9.7 5.4 0.0 0.0 19.3
Customer services integration FP-PR05 1.2 6.1 13.5 0.2 0.0 21.0
TfL ticketing development FP-PR06 2.4 (0.4) 5.0 0.0 0.0 6.9
Total - 35.9 50.7 59.4 32.8 24.3 203.0
101
F&P – interchange development programme (FP-PR01)
The interchange programme is a key part of to users, attract new users and improve the
the Mayor’s transport strategy and aims to ambience of the network, while exploring
improve interchanges across London. The any commercial opportunities available in the
Interchange Programme Team will identify, larger schemes.
plan and coordinate other partners to enable
delivery of a portfolio of priority interchange Recent developments
improvements. The programme also has an
ongoing and central role within TfL and the • Completion of the interchange gallery
wider GLA family to ensure integration of (phase 4B) and cycle park (phase 5) at
transport and land use projects at interchanges. Finsbury Park project. The facilities are
now fully operational
The interchange programme delivers
enhancements to interchanges in terms of • Following the success of the interchange
improved capacity, accessibility, way-finding programme, additional schemes will now
and distances, security, environment and be reviewed and developed, resulting in a
ambience, passenger information and facilities. corresponding increase in scope for
It also aims to deliver improved journey times the interchange programme
8
7
6
5
4
3
2
1
£m 2005/06 2006/07 2007/08 2008/09 2009/10 2005–2010
0
Interchange development 6.3 4.5 7.4 7.6 7.9 33.8 2005/06 2006/07 2007/08 2008/09 2009/10
Total 6.3 4.5 7.4 7.6 7.9 33.8 Interchange development
102
F&P – new services, extensions and bridges (FP-PR02)
This programme includes new major The TGB is to be a new bridge over the The feasibility study for phase 2A, a
infrastructure projects and light transit Thames, with dedicated public transport revised phase 1 segregated alignment
schemes. The programme aims to stimulate lanes between Beckton in the Borough of through Charlton Retail Park linking
regeneration of the Thames Gateway area Newham and Thamesmead in the Borough of Charlton to the existing Millennium
through the delivery of the ELT and GWT Greenwich, to stimulate regeneration of the Transit way, will be completed by the
schemes, and the construction of the TGB. Thames Gateway area. end of 2007.
These projects are crucial for removing The Secretary of State has deferred the The future programme of work for the
social exclusion by providing improved decision on awarding the powers to construct development of the respective phases is
access to public transport, employment the bridge and has called for the public inquiry subject to the outcome of the Spending
opportunities, education, healthcare and to be reopened on the planning permission Review 2007 and the associated availability
of funding.
other social facilities. for the TGB on the basis of needing further
evidence on the regeneration benefits of
The programme also includes West
the bridge and to address issues raised by
London Tram, Croydon Tramlink Extension
objectors in post-inquiry correspondence.
(CTLE), CRT and the VTI project.
30
GWT is a busway transit scheme that is
The scope of the programme includes project
being developed in phases. 25
development work to take these and other
schemes through planning to the attainment of Phase 1, which will link Abbey Wood to North 20
statutory powers for potential implementation Greenwich, was handed over to Surface
in future investment programmes. Transport for detailed design in June 2006. 15
10
5
£m 2005/06 2006/07 2007/08 2008/09 2009/10 2005–2010
Light transit 4.4 8.0 10.2 13.4 10.8 46.9 0
2005/06 2006/07 2007/08 2008/09 2009/10
Other major schemes 15.1 19.5 15.0 9.5 5.0 64.1
Light transit
Total 19.6 27.4 25.2 22.9 15.8 110.9 Other major schemes
103
ELT is a busway transit scheme that has the and submit a Transport and Works Order (TWO) The future programme of work for the
potential to expand to more than 50km in the application to obtain powers for the tram development of the tram is subject to the
Thames Gateway area. Phase 1A has already scheme linking Uxbridge with Shepherd’s Bush. outcome of the Spending Review 2007 and
been handed over to Surface Transport for the associated availability of funding.
From 2 August 2007, the Mayor has
detailed design, and phases 1B and 2 are
announced that the West London Tram project CTLE is an extension of the current tram
currently in the feasibility stage.
will not be developed now due to the positive network from Crystal Palace to Croydon
Phase1B will split from the phase 1A route announcement on Crossrail. The project providing six trams per hour, and will increase
on River Road, pass through a proposed is developing a plan and programme for the number of Tramlink passengers. In
residential development site (where 10,800 closing out the work by the end of 2007, and October 2006, the project commenced
new homes are proposed), and terminate at discussions are commencing on the scope of public consultation on the route options.
Dagenham Dock station. the alternative bus options.
The future programme of work for the
Phase 2 is planned to run from Barking CRT is a street-running tram that would operate development of the tram is subject to the
station to the TGB via Fresh Wharf and through the centre of London. A core route is outcome of the Spending Review 2007 and
Gallions Reach Shopping Park, and will proposed between Euston and Waterloo, with the associated availability of funding.
provide interchange at Gallions Reach branches to Camden and King’s Cross in the
VTI is a feasibility study that will evaluate the
DLR station. north and Brixton and Peckham in the south.
benefits and disadvantages of the proposed
The 16.5km route is planned to be almost
interchange development at Victoria, and
The future programme of work for the entirely on-street and will carry 65 million
provide a quantified assessment of the
development of the phases is subject to passengers a year.
proposed options under consideration.
the outcome of the Spending Review 2007
and the associated availability of funding. The project is completing feasibility work The 18-month feasibility/design development
and preparing for and submitting a TWO is scheduled for completion in 2007/08.
The scope of the West London Tram project application to obtain the required powers
was to undertake feasibility work, and prepare to construct the tram.
104
F&P – marketing technologies (FP-PR03)
This programme involves providing an Over the past few years, TfL’s marketing information such as careers, legal and
integrated information flow across the system and development programmes have led to company information.
for faster and more consistent delivery of a significant increase in demand for Journey
information, improving the customer-facing Planner and positioned it as a leading The redesign will provide navigation
internet and creating a comprehensive journey that delivers information to customers
application for Londoners.
in their preferred format, and the speed
planning service available on the web, digital
The real-time integration programme (RTIP) and consistency of information delivery
television and mobile channels.
seeks to integrate all real-time data held will be enhanced.
These will allow for better journey choices, within TfL and appropriate stakeholders for
resulting in more efficient use of the system and the benefit of passengers travelling in London.
the integration of real-time information across RTIP does not seek to replace or dictate
the modes for improved capture of information existing real-time programmes and projects
and delivery to customers and staff at TfL. within the modes.
Journey Planner integration programme: TfL website redesign: The existing TfL
Journey Planner is TfL’s principal multi-modal website has been split into two new dynamic
customer information tool. It is used by TfL websites, one for customer information
customers and TfL staff in call centres, and is relating to the use of TfL services such as 4
accessible online, and via mobile devices and Oyster, Congestion Charging and travel
interactive digital television. planning, and the other for corporate 3
2
£m 2005/06 2006/07 2007/08 2008/09 2009/10 2005–2010
Customer information via 1.4 1.4 1.0 1.5 0.0 5.3 1
new technologies
RTIP 0.5 1.4 1.3 0.0 0.0 3.2 0
2005/06 2006/07 2007/08 2008/09 2009/10
Improvements to new 0.3 0.5 0.6 0.6 0.6 2.6
media channels Customer information via new technologies
RTIP
Total 2.2 3.3 2.8 2.1 0.6 11.1 Improvements to new media channels
105
F&P – LTM (FP-PR04)
The Investment Programme includes £5.1m access, a better internal environment and
of funding for the renovation and redisplay an exciting programme of exhibitions and
of LTM, to update the content of the Museum events, TfL aims to make LTM one of London’s
and enlarge the display area, and add a premier tourist attractions.
new lecture theatre, educational suite and
improved facilities for corporate hire. Seventy per cent of project funds are coming
from the Heritage Lottery Fund and other
The Museum has new facilities, extra space external sponsors.
and a remit to explore and explain the past,
present and future of London’s transport. Construction began in 2005/06, and the
Through improved physical and intellectual refurbished Museum opens in November 2007.
10
Actual Forecast Plan Total 2

£m 2005/06 2006/07 2007/08 2008/09 2009/10 2005–2010
0
LTM 4.2 9.7 5.4 0.0 0.0 19.3 2005/06 2006/07 2007/08 2008/09 2009/10
Total 4.2 9.7 5.4 0.0 0.0 19.3 LTM
106
F&P – Customer services integration (FP-PR05)
TfL’s customer service operations on a single technical platform and database

consist of 12 customer service centres system using a common set of business
with more than 50 telephone numbers and processes. This will provide TfL with a
correspondence addresses, managing five single view of the customer.
million telephone calls, one million emails
and one million letters per year. The centres The CSIP has been developed by a team
operate independently of each other on of more than 30 managers from a range of
separate technical platforms, managed departments (including operational, finance,
using independent business processes technical and marketing) across all modal
and independent databases. business units and the Corporate Directorate.
Currently, a TfL customer could have a contact In addition to providing for the increase in
history with each of the 12 centres, without demand forecast for the next 10 years, the
TfL managing a central view of the customer revised CSIP business case provides for
relationship. This results in duplication of additional strategic initiatives, such as fully
effort, inefficiencies and additional cost in integrating all Oyster customer management
customer management. Customers experience demands resulting from the significant growth
less than efficient customer management and in Oyster sales, the business processes
unnecessary delays in customer service. Many supporting Oyster and the promotion of
Oyster self service. 14
of the 12 centres use outdated and inefficient
technology, databases and business processes. 12
Under CSIP, TfL’s customer contact centres 10

will be consolidated and operate 8
6
4
Actual Forecast Plan Total 2
£m 2005/06 2006/07 2007/08 2008/09 2009/10 2005–2010
0
Customer services integration 1.2 6.1 13.5 0.2 0.0 21.0 2005/06 2006/07 2007/08 2008/09 2009/10
Total 1.2 6.1 13.5 0.2 0.0 21.0 Customer services integration
107
F&P – ticketing development (FP-PR06)
This programme has now been cancelled, as to conclude an agreement with the train
all three projects that it comprised proved to operating companies that will allow customers
be unworkable. to use Oyster pay as you go for train journeys
in the Capital.
In the case of the project to install validators
across the National Rail network, the train With the other two projects, TfL was unable to
operating companies declined TfL’s offer to secure terms for the contemplated work from
finance the Oyster equipment. London Rail its PFI contractor, TranSys, that it considered
will now take forward this work by seeking to be value-for-money.
0
£m 2005/06 2006/07 2007/08 2008/09 2009/10 2005–2010 -1
TfL ticketing development 0.4 (0.4) 4.7 0.0 0.0 4.7 2005/06 2006/07 2007/08 2008/09 2009/10
Commercial opportunities 1.9 0.0 0.3 0.0 0.0 2.2

TfL ticketing development
Total 2.4 (0.4) 5.0 0.0 0.0 6.9 Commercial opportunities
108
Total
Page Code Title £m 2005/06 2006/07 2007/08 2008/09 2009/10 2005–2010
F&P 35.9 50.7 59.4 32.8 24.3 203.0
450 FP-PR01 Interchange development 6.3 4.5 7.4 7.6 7.9 33.8
451 FP-PF01 Interchange development 6.3 4.5 7.4 7.6 7.9 33.8
452 FP-PJ01 Finsbury Park CAP 2.0 3.7 0.0 0.0 0.0 5.7
453 FP-PJ03 Interchange development projects 2.7 0.9 7.4 7.6 7.9 26.5
454 FP-PR02 New services, extensions and bridges 19.6 27.4 25.2 22.9 15.8 110.9
455 FP-PF02 Light transit 4.4 8.0 10.2 13.4 10.8 46.9
456 FP-PJ06 Cross River Tram 2.5 5.4 6.8 5.1 4.6 24.3
457 FP-PJ07 Croydon Tramlink Crystal Palace extension 0.6 1.5 1.2 4.3 2.2 9.7
458 FP-PJ08 East London Transit 0.6 0.5 1.5 2.1 1.1 5.8
459 FP-PJ09 Greenwich Waterfront Transit 0.8 0.5 0.8 1.9 3.0 7.0
460 FP-PF03 Other major schemes 15.1 19.5 15.0 9.5 5.0 64.1
461 FP-PJ10 Thames Gateway Bridge 7.2 5.7 4.4 4.5 5.0 26.9
462 FP-PJ11 West London Tram 7.5 8.3 5.3 5.0 0.0 26.0
463 FP-PJ30 Victoria Transport Interchange 0.0 0.0 3.8 0.0 0.0 3.8
464 FP-PR03 Marketing technologies 2.2 3.3 2.8 2.1 0.6 11.1
465 FP-PF04 Customer information via new technologies 1.4 1.4 1.0 1.5 0.0 5.3
466 FP-PJ12 Journey Planner investment programme 1.4 1.4 1.0 1.5 0.0 5.3
467 FP-PF05 Real-time integration programme 0.5 1.4 1.3 0.0 0.0 3.2
468 FP-PJ13 Real-time integration 0.5 1.4 1.3 0.0 0.0 3.2
469 FP-PF06 Improvements to new media channels 0.3 0.5 0.6 0.6 0.6 2.6
470 FP-PJ14 TfL website redesign 0.3 0.5 0.6 0.6 0.6 2.6
471 FP-PR04 London Transport Museum 4.2 9.7 5.4 0.0 0.0 19.3
472 FP-PJ15 Covent Garden project 3.8 9.7 7.3 0.0 0.0 20.8
448
Total
Page Code Title £m 2005/06 2006/07 2007/08 2008/09 2009/10 2005–2010
473 FP-PR05 Customer services integration 1.2 6.1 13.5 0.2 0.0 21.0
474 FP-PF08 Customer services integration 1.2 6.1 13.5 0.2 0.0 21.0
475 FP-PJ16 Customer services integration 1.2 6.1 13.5 0.2 0.0 21.0
476 FP-PR06 TfL ticketing development 2.4 (0.4) 5.0 0.0 0.0 6.9
477 FP-PF10 CID and SAM development 0.4 (0.4) 4.7 0.0 0.0 4.7
449
Programme: Interchange development FP-PR01
Project locations: London-wide category:Accommodating London’s growth
Primarycategory:
Primary
Manager: John McNulty – Interchange Director

Portfolios: Interchange development
Outputs Key milestones
• Various interchange improvement projects, including Details shown at project level.
Projects: Various
priority projects, mainly delivered in phased stages
• Support to other schemes led externally or by other Outcomes
TfL modes The development of the programme is subject to initial 8
evaluation and assessments at the inception stage. This is
Justification a dynamic process that is regularly updated. 6
• Makes interchanging safer, quicker, more convenient and Post-evaluation and approval, the programme will undergo
£ millions
more secure, which in turn helps improve the overall the following stages: 4
integration, flexibility and efficiency of the network, and • Stage 1 – completed feasibility schemes approved for
encourages its greater use further development
2
• Provides a catalyst for regeneration and social inclusion • Stage 2 – detailed design, planning powers with approved
by improving transport links to local communities, business case and funding
transforming the areas around interchanges and enabling 0
• Stage 3 – implementation 2005/06 2006/07 2007/08 2008/09 2009/10
land use developments
• Mitigates major threats and opportunities presented by
Environmental impacts
large scale land use development at many interchanges
across London Improvements through increased modal shift.
There is a need to:
E&I impacts
• Continuously monitor developments to identify priority
transport interchanges • Access improvements for mobility-impaired people
that are DDA-compliant
• Continue to invest in transport feasibility studies at these
priority interchanges to mitigate threats, capitalise on • Enhanced security
opportunities and ensure that the transport is not
sub-optimal or overloaded Narrative on cost changes
Cost changes reflect the increase in scope of the
interchange programme. The costs presented are for the
development work only and do not include any capital cost
for the implementation of the projects.
FP-PR01 450
Portfolio: Interchange development FP-PF01
Primarycategory:
Primary
Manager: John McNulty – Interchange Director

Programme: Interchange development
• Various interchange improvement projects, including Details shown at project level.
Projects: Various
priority projects, mainly delivered in phased stages
• Support to other schemes led externally or by other Outcomes
TfL modes The development of the programme is subject to initial 8
evaluation and assessments at the inception stage. This is
Justification a dynamic process that is regularly updated. 6
• Makes interchanging safer, quicker, more convenient and Post evaluation and approval, the programme will undergo
£ millions
more secure, which in turn helps improve the overall the following stages: 4
integration, flexibility and efficiency of the network, • Stage 1 – completed feasibility schemes approved for
and encourages its greater use further development
2
• Provides a catalyst for regeneration and social inclusion • Stage 2 – detailed design, planning powers with approved
by improving transport links to local communities, business case and funding
transforming the areas around interchanges and enabling 0
• Stage 3 – implementation 2005/06 2006/07 2007/08 2008/09 2009/10
land use developments
large scale land use development at many interchanges
across London Improvements through increased modal shift.
There is a need to:
E&I impacts
transport interchanges • Access improvements for mobility-impaired people
priority interchanges to mitigate threats, capitalise on • Enhanced security
sub-optimal or overloaded Narrative on cost changes
Cost changes reflect the increase in scope of the
interchange programme. The costs presented are for the
development work only and do not include any capital cost
for the implementation of the projects.
FP-PF01 451
Project: Finsbury Park CAP FP-PJ01
Project locations: Finsbury Park – north London Primary category: Enhancing quality of service
Manager: Peter Harrison – Project Manager

This project delivered a secure cycle park, better access January 2005: Commence phase 4A implementation
Portfolio: Interchange development
to buses, improved passenger facilities, a landmark June 2005: Complete phase 4A
interchange gallery and a new integrated CCTV and
July 2005: Operational handover of phase 4A
public address system. 4
March 2006: Complete cycle station phase 5
Justification April 2006: Operational handover of phase 5
3
Reorganisation and renewal of the transport facilities that November 2006: Complete phase 4B
£ millions
surround the Finsbury Park Underground, bus and main line November 2006: Operational handover of phase 4B
2
railway stations. The project improves and integrates all of March 2007: Major Projects Business Unit close out
the transport modes, including walking routes to and from of project
the station, resulting in journey time savings. The project 1
also includes a series of ambience and environmental E&I impacts
enhancements to the immediate surroundings. It will assist 0
with the increased throughput due to rising demand over Improved customer facilities address barriers associated
2005/06 2006/07 2007/08 2008/09 2009/10
the next 10 years. The new cycle park will provide secure, with access and personal security.
staffed parking for 125 bicycles.
Benefit cost ratio
Outcomes Phase 4A and 4B 33:1
• Interchanging throughput increased by 20% Phase 5 3.3:1
• 125 cycles parked daily by end of 2007
• Ticket fraud reduction of £140,000 each year Net financial effect
• Increased safety and personal security Phase 4A and 4B: £91,000
Phase 5: £762,000
• Encourages modal shift, helping to improve air quality, Estimated final cost
and reduce noise and CO2 emissions 2005/06–2009/10: £5.7m
• Improved facilities for cyclists will encourage modal shift Out-turn cost: £9m (includes third-party funding)
towards this form of transport
FP-PJ01 452
Project: Interchange development projects FP-PJ03
Primarycategory:
Primary
Manager: John McNulty – Programme Director, Interchange

• Various interchange improvement projects, including 2007 quarter 4: Ealing Broadway
Portfolio: Interchange development
priority projects, mainly delivered in phased stages 2007 quarter 4: Tottenham Hale interchange detailed
• Support to other schemes led externally or by other design complete
TfL modes 2007 quarter 4: Finsbury Park tidemarks – 8
complete implementation
Justification 2007 quarter 4: Highbury corner gyratory 6
• Makes interchanging safer, quicker, more convenient and 2008 quarter 1: Elephant & Castle – option selection
£ millions
more secure, which in turn helps improve the overall 2008 quarter 1: Abbeywood – complete feasibility study 4
integration, flexibility and efficiency of the network, and 2008 quarter 3: Commence Crystal Palace feasibility study
encourages its greater use
2009 quarter 1: Waterloo – complete feasibility stage 2
• Provides a catalyst for regeneration and social inclusion
2009 quarter 4: Euston – complete feasibility stage
by improving transport links to local communities,
transforming the areas around interchanges and enabling Highbury & Islington – 0
land use developments commence construction 2005/06 2006/07 2007/08 2008/09 2009/10
large-scale land use development at many interchanges Outcomes
across London The development of the programme is subject to initial
There is a need to: evaluation and assessments at the inception stage. This is
a dynamic process that is regularly updated.
Post evaluation and approval, the programme will undergo
transport interchanges
the following stages:
• Stage 1 – completed feasibility schemes approved for
priority interchanges to mitigate threats, capitalise on
further development
sub-optimal or overloaded • Stage 2 – detailed design, planning powers with approved
business case and funding
Environmental impacts • Stage 3 – implementation
Improvements through increased modal shift.
Benefit cost ratio
Not applicable.
E&I impacts
• Access improvements for mobility-impaired people
Net financial effect
Not applicable. FP-PJ03 453
• Enhanced security
Programme: New services, extensions and bridges FP-PR02
Project locations: East, west and central London Primary category: Meeting demand growth
Manager: Luke Albanese, Tony Antonio, Christopher Dean, Martin Stuckey – Project Directors
Portfolios: Light transit and other major schemes
• CRT project is completing feasibility work and preparing Details shown at project level.
Projects: Various
for and submitting a TWO application to obtain powers
for the scheme across central London. The scheme Outcomes
services Camden, King’s Cross, Euston, Waterloo, 30
• Increased modal shift from private to public transport
Elephant & Castle, Peckham and Brixton
• Increased accessibility to areas targeted for regeneration 25
• CTLE is completing an assessment of business case,
environmental scoping methodology report, option • Supports reduction in congestion during peak periods on 20
other public transport routes
£ millions
development and technical feasibility of CTLE base case
(Crystal Palace to Croydon) 15
• GWT and ELT – scope of this work is to establish the Environmental impacts 10
feasibility and business case for each phase Improvement of local built environment.
5
• Future GWT and ELT phases for feasibility assessment
will be determined by the Thames Gateway Transit E&I impacts 0
Options Review study. Future phases being investigated Stimulates regeneration of Thames Gateway Area, assisting 2005/06 2006/07 2007/08 2008/09 2009/10
by the review include: in removing social exclusion by providing improved access
- A route to facilitate regeneration between Dagenham to public transport, employment opportunity, education,
Dock and Rainham health care and other social facilities.
- TGB – to address the need for additional
transport services in areas where population is Narrative on cost changes
projected to increase Detailed cost breakdown and phasing are shown at
- West London Tram – the Mayor has agreed with the portfolio and project levels.
London Borough of Ealing that further development of
the tram scheme will stop, as Crossrail is to proceed,
and an alternative bus scheme can be developed
FP-PR02 454
Portfolio: Light transit FP-PF02
Project locations: Croydon, Bromley, Greenwich, Bexley, Barking and Dagenham, and Redbridge Primary category: Meeting demand growth
Manager: Luke Albanese – Project Director, Tramway Development; Tony Antonio, – Project Director, Bus Transit Schemes
Programme: New services, extensions and bridges
• CRT project is completing feasibility work and preparing Details shown at project level.
Projects: CRT, ELT, GWT and CTLE
Projects:
for and submitting a TWO application to obtain powers for
the scheme across central London. The scheme services Outcomes
Camden, King’s Cross, Euston, Waterloo, Elephant & 15
• Increased modal shift from private to public transport
Castle, Peckham and Brixton
• Increased accessibility to areas targeted for regeneration
• CTLE is completing an assessment of business case,
environmental scoping methodology report, option • Supports reduction in congestion during peak periods on 10
£ millions
development and technical feasibility of CTLE base case
(Crystal Palace to Croydon)
• GWT and ELT – scope of this work is to establish the Environmental impacts 5
feasibility and business case for each phase • Some road traffic reduced, improving air quality,
• Future GWT and ELT phases for feasibility assessment noise and vibration
will be determined by the Thames Gateway Transit • Urban design enhancements 0
Options Review study. Future phases being investigated 2005/06 2006/07 2007/08 2008/09 2009/10
by the review include a route to facilitate regeneration E&I impacts
between Dagenham Dock and Rainham • Fully accessible transit systems that are DDA compliant
• GWT and ELT will provide target groups in Thames
Justification Gateway with improved accessibility
• CRT will increase capacity between Waterloo and Euston,
relieving congestion on Northern and Victoria lines from Narrative on cost changes
Euston to Waterloo and improving interchange with LU,
Network Rail and London Buses Cost changes include project development and capital
expenditure over the portfolio life of the busways,
• CTLE will improve public transport connectivity and but development costs only for the CTLE Crystal
accessibility within the sub-region; improving modal Palace extension.
share and reducing private vehicle congestion, pollution
and noise. It also supports the redevelopment of Crystal The costs for CRT reflect the rephased programme.
Palace Park, provides interchange with the bus and rail
stations, including the ELL extension, and improves
connectivity to the Upper Norwood shopping area,
Anerley and Croydon
• GWT and ELT will aid regeneration and modal shift
FP-PF02 455
Project: Cross River Tram FP-PJ06
Project locations: London Boroughs of Southwark, Lambeth, Westminster and Camden Primary category: Meeting demand growth
Manager: Luke Albanese – Project Director, CRT

This project is completing feasibility work and preparing September 2004: Deliver CRT traffic feasibility
Portfolio: Light transit
for and submitting a TWO application to obtain powers for October 2004: Commence technical work on options
the scheme across central London. The scheme services for safeguarding
Camden, King’s Cross, Euston, Waterloo, Elephant 8
May 2006: Complete selection of options
& Castle, Peckham and Brixton.
January 2007: Complete public consultation
The future development of this scheme is subject to: 6
on options
• The outcome of the SR2007 settlement
Future milestones are subject to the SR2007 settlement.
£ millions
• Subsequent review of funding relevant priorities and 4
technical assessment strategy
E&I impacts
• The timeline for progressing TGB
• DDA compliant 2
• Substantial interface and accessibility improvements for
Justification
E&I target communities 0
Increased capacity between Waterloo and Euston, relieving 2005/06 2006/07 2007/08 2008/09 2009/10
congestion on the Northern and Victoria lines from Euston
Benefit cost ratio
and Waterloo, and improving interchange with LU, National
Rail and London Buses. 2.0:1
The CRT will service inaccessible communities suffering
from deprivation, and provide E&I target groups with high- Net financial effect
quality, reliable, surface public transport. -£579m
Outcomes Estimated final cost

• Increased modal shift from private to public transport 2005/06–2009/10): £24.3m
• Increased accessibility to areas targeted for regeneration
• Supports reduction in congestion during peak periods on
• Local improvements in air quality due to modal shift
• Local improvements in noise due to traffic reductions
FP-PJ06 456
Project: Croydon Tramlink Crystal Palace extension FP-PJ07
Project locations: London Boroughs of Croydon and Bromley Primary category: Meeting demand growth
Manager: Luke Albanese – Project Director Tramway Development

• Assessment of business case, environmental scoping May 2006: Delivery of Tramlink feasibility and
methodology report, option development and technical preliminary business case reports
feasibility of CTLE base case (Crystal Palace to Croydon) for TfL review
• The future development of this scheme is subject to the May 2006: Commence options development phase 5
outcome of the SR2007 settlement October 2006: Public consultation on route options
4
Future milestones are subject to SR2007 settlement.
Justification
£ millions
3
• Improved public transport connectivity and accessibility E&I impacts
within the sub-region 2
• DDA compliant
• Improved public transport modal share
• Some positive effect on Penge area, which has a
• Reduced private vehicle congestion, pollution and noise 1
moderately high level of multiple deprivation
• Supports redevelopment of Crystal Palace Park
0
• Improved connectivity to Upper Norwood shopping area, Benefit cost ratio 2005/06 2006/07 2007/08 2008/09 2009/10
Anerley and Croydon 1.4–2:1
• Interchange with Network Rail, buses and ELL extension
• Supports improvements in existing Tramlink services and Net financial effect
further expansion of Tramlink network -£70–£115m
Outcomes Estimated final cost

• More Tramlink passengers per year 2005/06–2009/10: £9.8m
• Positive property and retail development impacts Estimated out-turn cost: £90–£148m at 2005 prices
• Increased modal shift (depending on option chosen, and including operation and
maintenance cost over 60 years)
• Local improvements in air quality, due to modal shift
• Small local improvements in noise, due to slight
traffic reductions
FP-PJ07 457
Project: East London Transit FP-PJ08
Project locations: Barking Riverside, Dagenham Dock, East Beckton and Gallions Reach Primary category: Meeting demand growth
Manager: Tony Antoniou – Programme Director, Busway Transit

The scope of this work is to establish the feasibility and Future milestones are subject to SR2007 settlement,
business case for each phase. subsequent review of funding relevant priorities and technical
Future ELT phases for feasibility assessment will be assessments strategy, and timeline for progressing the TGB.
determined by the Thames Gateway Transit Options 2008: Phase 1B feasibility and business case work 2.5
Review study. Future phases being investigated by the completed (quarter 3)
study include a route to facilitate regeneration between 2008/09: Phase1B handover to Surface Transport 2.0
Dagenham Dock and Rainham.
2008/09: Phase 2 feasibility and business case
£ millions
The future development of this scheme is subject to: 1.5
work completed
2008/09: Phase 2 handover to Surface Transport – 1.0
• Subsequent review of funding relevant priorities and subject to funding and revised TGB programme
technical assessments strategy 0.5
2012/13: Phase 1B start of phased physical works
• Timeline for progressing the TGB
2017/18: Phase 1B completion date, depending on
0.0
Barking Riverside build-out dates 2005/06 2006/07 2007/08 2008/09 2009/10
Justification
ELT will aid regeneration and modal shift. Phase 1B will
link Barking to a 10,800 home development site at Barking
Riverside. Phase 2 will link Barking to Abbey Wood and • The resulting modal shift from private car use will have
Woolwich via the TGB. Future ELT phases for feasibility an indirect impact on reducing emissions and noise
assessment will be determined by the Thames Gateway • Each phase will include improvements to the
Transit Options Review study. built environment
• Transit vehicles will use the latest hybrid, low-emission
Outcomes engine technology
All phases will increase accessibility to public transport and
encourage regeneration in the Thames Gateway: E&I impacts
• Phase 1B: Annual patronage about 4 million • Improved social inclusion through the development of
• Phase 2: Annual patronage about 11 million the bus network, which is disproportionately used by
disadvantaged groups
Benefit cost ratio • Stops and vehicles will be fully accessible and, at a
Phase 2: 1.89:1 Phase 1B: 4.36:1 minimum, meet the standards of the DDA
Net financial effect Estimated final cost

Phase 2: -£28.65m Phase 1B: -£19.5m 2005/06–2009/10: £5.8m FP-PJ08 458
Project: Greenwich Waterfront Transit FP-PJ09
Project locations: Charlton, Woolwich, Thamesmead and Abbey Wood Primary category: Meeting demand growth
Manager: Tony Antoniou – Programme Director, Busway Transit

The scope of this work is to establish the feasibility and Future milestones are subject to SR2007 settlement,
business case for each phase. Future GWT phases for subsequent review of funding relevant priorities and
feasibility assessment will be determined by the Thames technical assessments strategy, and timeline for
Gateway Transit Options Review study. Future phases being progressing the TGB. 3.0
investigated by the study include a GWT route to facilitate 2007/08 quarter 3: Phase 2A completion of feasibility
regeneration between North Greenwich and Greenwich 2.5
and business case
town centre. 2.0
2007/08 quarter 4: Phase 2A handover to Surface Transport
£ millions
The future development of this scheme is subject to:
2007/08 quarter 4: Phase 2D complete business case report 1.5
2013: Phase 2A operations begin
• Subsequent review of funding relevant priorities and 1.0
technical assessments strategy
Environmental impacts 0.5
• Timeline for progressing the TGB
• The resulting modal shift from private car use will have
0.0
an indirect impact on reducing emissions and noise 2005/06 2006/07 2007/08 2008/09 2009/10
Justification
• Each phase will include improvements to the
GWT will aid regeneration and modal shift. Phase 2A is built environment
an upgrade to the phase 1 route to provide a segregated
alignment through the Charlton Retail Park. Phase 2B is • Transit vehicles will use the latest hybrid, low-emission
an upgrade to the phase 1 route to provide a segregated engine technology
alignment from Charlton to the Woolwich Ferry
roundabout. Phase 2C is an upgrade to the phase 1 route E&I impacts
to provide greater priority on Harrow Manor Way. Phase • Accessibility improvements in socially excluded areas
2D is a diversion of the phase 1 route to serve the new • Stops and vehicles will be fully accessible and at a
Tamesis Point development in Thamesmead. minimum meet the standards of the DDA
Outcomes Net financial effect

All phases will reduce journey times, increase accessibility to -£15.62m
public transport and encourage regeneration in Greenwich.
Estimated final cost
Benefit cost ratio
2005/06–2009/10: £7m
Phase 2A: 2.8:1
FP-PJ09 459
Portfolio: Other major schemes FP-PF03
Project locations: Newham/Greenwich and west London Primary category: Meeting demand growth
Manager: Christopher Dean – West London Tram Project Director; Martin Stuckey – TGB Project Director
Outputs Environmental impacts
• Overview – investment in new capital assets and services • Improvements to the local built environment
Projects: TGB; West London Transit
• TGB: Address the need for additional transport services • Slight increase in traffic noise, vibration and air emissions
in areas where population is projected to increase
• West London bus alternative scheme: The Mayor has E&I impacts 20
agreed with the London Borough of Ealing that further • Improved access to public transport and town centres
development of the tram scheme will be put on hold. 15
• Improved ambience and signage
This decision was conditional on a positive funding
£ millions
decision on Crossrail in 2007/08 (now confirmed) and an
Narrative on cost changes 10
acceptable alternative bus scheme being developed
A bus alternative study is being scoped in partnership with West London bus alternative scheme: Development cost
the London Borough of Ealing. changes reflect the winding down of the tram scheme, 5
and retention of the unspent £5m for developing the bus
alternative scheme.
Outcomes 0
TGB: Cost profile changes over the business planning period 2005/06 2006/07 2007/08 2008/09 2009/10
TGB
reflect the rephasing of the cash flow in accordance with the
• Travel times for local cross river journeys will be reduced requirements of the programme.
• Increased accessibility to a wider range of amenities,
jobs and other opportunities
• Reduced travel times across Dartford and Blackwall crossings
West London bus alternative scheme
• Scope of scheme being defined
FP-PF03 460
Project: Thames Gateway Bridge FP-PJ10
Project locations: Newham and Greenwich category:Accommodating London’s growth
Primarycategory:
Primary
Manager: Martin Stuckey – Project Director, TGB

This activity is part of the Mayor’s Transport Strategy June 2005: First public inquiry commenced
Portfolio: Other major schemes
for a new fixed link between Beckton in the Borough of May 2006: First public inquiry completed
Newham and Thamesmead in the Borough of Greenwich,
July 2007: Secretary of State’s decision announced
to stimulate the regeneration of the Thames Gateway area. 8
Future milestones are currently being reprogrammed,
following the Secretary of State’s decision to reopen the
Justification public inquiry. 6
• Major improvement in connectivity and integration
£ millions
between north and south of Thames
E&I impacts 4
• Supports Thames Gateway area (East London adjacent
The bridge will assist in removing social exclusion by
boroughs) regeneration and development of London
improving accessibility to and within the Thames Gateway 2
as a whole
London area and will support the creation of jobs and
• Improves accessibility and reduces social exclusion housing in the area. The bridge will contribute to the
• Supported by the Mayor’s Transport Strategy and the regeneration of East London by providing access to 0
2005/06 2006/07 2007/08 2008/09 2009/10
London Plan employment opportunities, education, health care and
other social facilities.
Outcomes
• Travel times for local cross-river journeys will be reduced Benefit cost ratio
• Increased accessibility to a wider range of amenities, jobs 4.2:1 (for a 30 year appraisal period)
and other opportunities 5.9:1 (for a 60 year appraisal period)
• Reduced travel times across Dartford and Blackwall crossings
Environmental impacts -£152m
• Beneficial impact on landscape and townscape
• Overall slightly adverse effect on air quality Estimated final cost
• Slightly adverse impact on noise Development cost 2005/06–2009/10: £26.4m
• Small net loss of habitat in the TGB corridor, with a slight Out-turn cost: £455m
adverse impact on biodiversity
FP-PJ10 461
Project: West London Tram FP-PJ11
Project locations: West London Primary category: Meeting demand growth
Manager: Christopher Dean – Project Director, West London Tram

The Mayor has agreed with the London Borough of Ealing Following the decision to stop further development of the
that further development of the tram scheme will stop. tram, any future milestones for this scheme are now not
This decision was conditional on a positive funding valid. Once the scope for the bus option has been agreed,
decision on Crossrail in 2007/08 and an acceptable an indicative set of new milestones will be identified. 10
alternative bus scheme being developed.
A bus alternative study is being scoped in partnership with E&I impacts 8
the London Borough of Ealing. • Improved accessibility to public transport
£ millions
6
• Improved access to town centres and employment
Justification
4
• Improves the quality and reliability of public transport Benefit cost ratio
services to encourage modal shift from private to 2
To be determined after scope defined.
public transport
• Provides additional capacity to cater for anticipated 0
Net financial effect 2005/06 2006/07 2007/08 2008/09 2009/10
growth in demand for public transport
Not applicable – final business case not yet ready.
• Improves levels of accessibility for all users, including
disabled and mobility-impaired people
• Contributes to an overall environmental improvement
along the route 2005/06–2009/10: £26m
Some funding is being set aside for the development
Outcomes of the bus alternative.
• High quality, reliable public transport
• Modal shift from private vehicle use
• Sustainable transport provision, with modal shift
• Stimulates regeneration
FP-PJ11 462
Project: Victoria Transport Interchange FP-PJ30
Project locations: Victoria – south-west London category:Accommodating London’s growth
Primarycategory:
Primary
Manager: John McNulty – Interchange Programme Director

Victoria is the busiest multi-modal interchange in London 2007/08 quarter 3: Complete feasibility stage
and a principal National Rail gateway, handling 2007/08 quarter 3: Commence detailed design
75 million passengers a year. Forecast demand at Victoria
2007/08 quarter 4: Commence procurement
is about a 16% increase in peak period numbers from 2001 4
to 2016. 59% of these passengers will be interchanging The future programme is subject to funding for the
between the main transport modes (Tube, bus and next stages.
3
National Rail), with the remainder transferring in or out of
£ millions
the interchange zone as pedestrians. Environmental impacts
The feasibility study proposed will evaluate the benefits Improvements through increased modal shift. 2
and negatives and provide a quantified assessment of the
proposed options under consideration. E&I impacts 1
• DDA compliant improvements to access for mobility-
Justification impaired people 0
Benefits that could emerge from this scheme include major • Enhanced security for excluded passengers 2005/06 2006/07 2007/08 2008/09 2009/10
public realm improvements and mixed use development.
By using funding from the development and contributing Benefit cost ratio
its own land holdings, TfL could upgrade the District and
Circle line station and generate pedestrian benefits. Not applicable.
Outcomes Net financial effect

• The feasibility study will include a design for a single Not applicable.
preferred option for the District and Circle line station
• A completed network assurance process Estimated final cost
• Reliable cost estimates for TfL’s elements in the programme 2006/07–2007/08: £3.8m
• A pan-VTI business case
• A public realm design that TfL can stand behind and
a firm understanding of the heads of terms for
stakeholder agreement
• Planning consents strategy, including interface with
Victoria station upgrade scheme
• Proposals for next step of work
FP-PJ30 463
Programme: Marketing technologies FP-PR03
Project locations: London-wide Primary category: Enhancing quality of service
Manager: Nigel Marson – Director of Group Marketing

Portfolios: Various
• Integrated information flow across the system for faster October 2006: Detailed technical design agreed
Projects: Various
and more consistent delivery by Board
• Improved customer-facing internet December 2007: Build and migration of core RTIP solution
• Creation of a comprehensive journey planning service January 2008: Intranet enhancements for the business 4
available on web, digital television and mobile channels and extranet provision for partners
January 2009: Internet improvements 3
Justification Intranet improvements
£ millions
January 2010:
Research and investigation in 2004/05 identified the need 2
for a multi-modal view of customer information across Environmental impacts
TfL, and the need to consolidate real-time information
• Reduced paper and posters 1
to manage the wide range of interfaces for collection and
distribution of outputs, as well as feeding existing and • Better journey choices, resulting in more efficient
new applications such as Journey Planner and CSIP. use of system 0
2005/06 2006/07 2007/08 2008/09 2009/10
Outcomes E&I impacts

• Integration of real-time information across modes Information targeted and delivered to specific communities.
for improved capture of information and delivery to
customers and staff Narrative on cost changes
• Improved website and Journey Planner allow more This is an evolving area that needs to reflect changing
effective journey planning and delivery of information customer expectations and business needs. The costs
outlined in this submission will reflect business efficiencies
in specifying, developing and procuring this work.
FP-PR03 464
Portfolio: Customer information via new technologies FP-PF04
Manager: Ian Henderson – Head of Group Marketing Operations

Programme: Marketing technologies
This project will lead to an increase in TfL IT assets, June 2005: Manipulation of live Journey Planner
Projects: Journey Planner and new technology
through the development of software and systems that data to facilitate information provision
support delivery of Journey Planner and more general for major events
travel information. October 2006: Additional 14 languages on 1.5
Journey Planner
Justification March 2007: Journey Planner unique users
Enhancement of TfL’s travel information services via (web) 1.5 million 1.0
£ millions
investment in new technology. This will fulfil TfL’s group March 2009: Ongoing improvements and
marketing strategy 2006–2009 and the customer travel enhancements to drive up usage
information strategy. Investment will be made in multi- of Journey Planner, travel alert 0.5
modal information services, mainly in the areas of creating subscriptions and mobile interactions
timely, accurate and personalised information services continue until March 2009
delivered via the internet, mobile, telephone and other 0.0
emerging information platforms. 2005/06 2006/07 2007/08 2008/09 2009/10
Provision and integration of road congestion information to
Reduced amount of printed material, supporting litter
the public is also included. This is a new initiative for TfL
reduction and protection of forests.
that will aid congestion reduction.
E&I impacts
Outcomes
Benefits identified at project level.
• Services that will enable the transformation of TfL
customer information into technology-delivered services
Narrative on cost changes
• Savings in journey time for customers as a result of
improved real-time and route planning information This is an evolving work area that is now presenting
significant business opportunities for TfL to provide better
information and make savings in business expenditure.
FP-PF04 465
Project: Journey Planner investment programme FP-PJ12
Manager: Ian Henderson – Head of Group Marketing Operations Programme: Journey Planner
Programme:
investment programme
• A world-leading journey planner service providing August 2007: Journey Planner interactive maps
Portfolio: Journey Planner
comprehensive and competitive service on web and October 2007: Mobile downloadable Tube map
mobile channels October 2007: Accessibility information on
• Leading alerts and other customer information services Journey Planner 1.5
on various platforms November 2007: Overground rebranding
March 2008: Carbon calculator
Justification April 2008: Mobile services OJEU 1.0
£ millions
Enhancement of TfL’s travel information services via March 2009: Ongoing improvements and
investment in new technology. This will fulfil TfL’s Group enhancements to drive up usage
Marketing strategy 2006–2009 and the customer travel of Journey Planner, travel alert 0.5
information strategy. Investments will be made in multi- subscriptions and mobile interactions
modal information services, mainly in the areas of creating continue until March 2009
timely, accurate and personalised information services 0.0
delivered via the internet, mobile, telephone and other 2005/06 2006/07 2007/08 2008/09 2009/10
E&I impacts
emerging information platforms.
• Work will broaden our technology customer travel
Provision and integration of road congestion information to information initiatives to include diverse communities
the public is also included. This is a new initiative for TfL
• Provides more in-depth service provision on these
that will aid congestion reduction.
channels, in order to offer services more likely to be used
by socially excluded groups
Outcomes
• Services that will enable the transformation of TfL Net financial effect
customer information into technology-delivered services £2.09m over the five-year period.
• Savings in journey time for customers as a result of
improved real-time and route planning information Estimated final cost
2005/06–2009/10: £5.7m
Environmental impacts Journey Planner development: £2.5m
This work will reduce the amount of printed material Travel alerts development and support: £2.4m
produced by TfL, supporting litter reduction and protection Development of mobile phone partnerships: £0.6m
of forest cover.
Other expenditure: £0.2m
Benefit cost ratio
Financially positive. FP-PJ12 466
Portfolio: Real-time integration programme FP-PF05

The real-time system will provide the means for each mode February 2006: Set up programme office
Projects: Real-time integration
to display other modal information coherently for the May 2006: RTIP design document
customer. Sharing distribution channels will be possible.
June 2006: Ratification of programme scope
This programme has a direct impact on Journey Planner 1.5
August 2006: Mobile demonstrators started
and the distribution of information in the modes.
October 2006: Programme design strategy agreed
Journey Planner can be focused on the delivery of planning
by Board 1.0
information and fixed incidents.
£ millions
December 2007: Formulation of business design and
production of URS V1.0
Justification
December 2008: Build and migration of core RTIP solution 0.5
Research and investigation in 2004/05 identified the need for
a multi-modal view of customer information across TfL, and
the need to consolidate real-time information to manage Environmental impacts
the wide range of interfaces for collection and distribution of • Reduced paper and posters 0.0
outputs, as well as feeding the existing and new applications 2005/06 2006/07 2007/08 2008/09 2009/10
• Better journey choices and better use of roads and
such as Journey Planner and CSIP. The project will create a vehicles, with reduced CO2 and safety impacts
system to collect all real-time information from all modes, • Enhanced confidence in public transport
store it and make it available to any of the customer-facing
systems such as Journey Planner or CSIP, as well as the
other distribution channels to broadcast, mobile devices E&I impacts
or vehicle users. • Better availability of coherent accessibility information
• Targets relevant information to communities
Outcomes • Enables distribution to the technologies appropriate for
• Integrated travel process and information flow across different groups
all modes
• Inclusive sets of accurate data for use in real-time Narrative on cost changes
information services This is a new set of capabilities to provide consistent data
• Faster, consistent delivery of information to customers across all of TfL. The costs cover the data analysis, process
and staff development and people to implement the changes across
• Management of complex data sources and distribution the organisation. They do not include modal spend.
• Standards implementation to expedite distribution of
information to third parties for commercial benefit
FP-PF05 467
Project: Real-time integration FP-PJ13

• Comprehensive, world-class real-time information February 2006: Set up programme office
Portfolio: Real-time integration
multi-modally for travellers in London May 2006: RTIP design document
• Integration and choice of presentation of instant picture December 2007: Project VORTIX complete
including public transport and road information 1.5
December 2007: Mobile demonstrators completed
December 2008: Build and migration of core real-time
Justification information solution
The integration of real-time information across TfL is a 1.0
£ millions
critical part of meeting the customer service strategy and
E&I impacts
TfL vision. Investment in a model for collecting, storing
and distributing real-time information targeted at customer • Better availability of coherent accessibility information 0.5
need is a mixture of modal and central work. This covers the • Targets information to relevant communities
central work, which has not received investment to date. • Enables distribution through use of standards to the
Standards will enable the distribution of information as a technologies appropriate for different groups 0.0
regular and commercial benefit. The project includes road 2005/06 2006/07 2007/08 2008/09 2009/10
conditions, new rail commitments and the ability to react Benefit cost ratio
quickly to incidents in a consistent and predictable manner.
Financially positive.
Outcomes
• Integrated process and information flow across all modes
£5.5m over the five-year period.
• Inclusive sets of data for use in real-time
information services
• Faster, consistent delivery of information
From 2004/05: £5.5m
• Management of complex data sources and distribution
Develop real-time engine, repository and architecture: £2.4m
• Standards implementation to expedite distribution of
information to third parties for commercial benefit Interface modal data feeds: £0.8m
Develop distribution channels: £1.4m
Environmental impacts Develop and implement standards and business process,
• Reduced paper and posters including recruitment: £0.8m
• Better journey choices and better use of roads and TfL is in the process of implementing plans to generate
vehicles, with reduced CO2 and safety impacts revenue from premium travel information services. Income
should start from 2005/06.
FP-PJ13 468
Portfolio: Improvements to new media channels FP-PF06
Project locations: Internet and intranet sites Primary category: Enhancing quality of service
Manager: Caroline Little – Head of Group New Media

Due to the ever-changing and developing availability of To ensure that these channels advance in line with new
new media channels, there is a need to plan for future Projects: Internet and intranet redesign
technology, an ongoing capital investment will allow
development and enhanced use of these channels. An revisiting and improvement of channels on an annual basis.
ongoing investment in this service will ensure that TfL March 2007: New TfL website launched 0.6
continues communicating with its 22,000 strong workforce,
January 2008: Intranet enhancements for the business 0.5
targeting messages and listening to our diverse customers’
and extranet provision for partners
needs. This requires intelligent use of ever-limited resources, 0.4
and meeting GLA and Government requirements make January 2009: Internet improvements
£ millions
this task all the more challenging. To carry out this task, January 2010: Intranet improvements 0.3
it is proposed to introduce an ongoing capital investment
allowance into the new media budget. 0.2
Outcomes
• Compliance with Website Accessibility Initiative and 0.1
Justification statutory accessibility and usability requirements
Due to the ever-changing and developing availability of 0.0
• Reduced print and production costs 2005/06 2006/07 2007/08 2008/09 2009/10
new media channels, there is a need to plan for future
development and enhanced use of these channels. An • Meets Implementing Electronic Government requirements
ongoing investment in these services will ensure that TfL • FoIA compliance
continues to communicate with visitors to the website • Improved internal and external communications, including
(more than 24.3 million in 2006/07), bringing them with the GLA and boroughs
enhanced information upon which to base their travel
decisions. In addition, responsibilities for the intranet Narrative on cost changes
(Source) mean New Media acts as a key communication
resource for 22,000 TfL staff, who depend on it for timely Investment over 2002/03–2004/05 focused on bringing
and accurate business information. Improvements to this these services together. 2005/06 budget was spent on
channel will ensure TfL can more effectively deliver plans the successful relaunch of Source and integration with
for our transport network and service running on a SAP tools. In 2006/07 the TfL website was redesigned
day-to-day basis. and relaunched. The site was split into clear categories,
corporate, customer, business and partners and gave
greater focus to the distinct needs of these groups.
In 2007/08 and beyond the focus will be on further
Reduced print.
improving these services, implementing new technology to
ensure that TfL sustains its current status as a world-class
E&I impacts provider of electronic information services and using these
• Revisit Website Accessibility Initiative standards channels to realise further cost efficiencies.
• Continue to monitor and improve accessibility standards FP-PF06 469
Project: TfL website redesign FP-PJ14
Project locations: Internet and intranet sites Primary category: Enhancing quality of service
Manager: Caroline Little – Head of Group New Media

• New customer and corporate-facing TfL websites July 2006: Pre-design phase
Portfolio: Improvements to new media channels
• Introduced content management system to the web September 2006: Produce new designs
• Improved design based on customer feedback, research November 2006: Application reskinning into new designs
and best practice, and improved customer experience 0.6
December 2006: Content migration
• Increased take up in key services such as mobile December 2006: Build completion 0.5
travel alerts
March 2007: Website launch 0.4
£ millions
January 2008: Intranet enhancements for the business
Justification and extranet provision for partners 0.3
Due to the ever-changing and developing availability of Internet improvements
January 2009: 0.2
new media channels, there is a need to plan for future
development and enhanced use of these channels. An January 2010: Intranet improvements 0.1
ongoing investment in this service will ensure that TfL
continues to communicate with visitors to our website Outcomes 0.0
2005/06 2006/07 2007/08 2008/09 2009/10
(more than 24.3 million in 2006/07), bringing them This investment has greatly improved the customer
enhanced information upon which to base their travel experience of the website. Usage has increased and the site
decisions. The corporate site will allow better access to now gives improved access to travel information. Overall,
information about TfL and will have publishing devolved to 24.3 million TfL customers who use the website annually are
TfL staff, ensuring more timely and accurate information is better informed to make effective travel decisions.
presented to the public, stakeholders and partners. The TfL website developments have been both wide-
ranging in scope and specific to individual passengers.
Environmental impacts Around 81.5 million website visits are made per year.
Reduced print. Some of these visits may involve multiple use of different
services, such as real-time travel information, fares,
E&I impacts accessing Oyster or Journey Planner. Assuming that each
visit can be broadly matched to a single piece of travel
Aim for web accessibility initiative level 2 ‘AA’ standard for information, and assuming a value of 1.64p per visit, this
new website launched in March 2007. results in benefits of about £1.34m for 2007/08.
The new site has received several independent awards, and
Benefit cost ratio was nominated as the New Media Awards site of the week
Financially positive. in March 2007.

2005/06–2009/10: £2.65m FP-PJ14 470
Programme: London Transport Museum FP-PR04
Project locations: Covent Garden Primary category: Enhancing quality of service
Manager: Sam Mullins – Director, LTM

Portfolios: LTM
Building construction: Basement lecture theatre; new café March 2005: Heritage Lottery Fund –
Projects: Covent Garden project
and shop; new second floor; and refurbishment of existing permission to start
glazed roof. June 2007: Completion of main works package
Exhibition installation outputs: Displays for ground, first November 2007: Completion of exhibition fit-out 10
and second floors; dedicated child facilities; construction March 2008: Completion of financial close
of new gallery over the existing train table; creation of 8
new basement and mezzanines; and exhibition fit-out with
Outcomes
£ millions
3,000 square metres of new displays. 6
The project will improve and develop the Covent Garden
site to create a world-class museum reflecting the whole 4
Justification remit of TfL. It will:
The Museum will provide a substantially improved long- • Increase floor area by nearly 25%, replace worn-out 2
term home for its outstanding collection, and aims to displays and facilities and improve the visitor offer
document and meet the challenge of the transport debate, 0
• Increase annual visitor numbers by 20% 2005/06 2006/07 2007/08 2008/09 2009/10
reflecting future transport strategy for London.
• Provide 40% more retail space and increase sales
The project provides an opportunity to update, sustain
and develop one of London’s busiest and most accessible • Increase corporate hire capacity and income by 125%
museums. Without this investment and the ongoing • Provide a more controllable and sustainable environment
support of TfL and industry partners, the Museum and • Increase cultural diversity of audiences and improve
its unique collections would face an increasingly unstable physical and intellectual access
future. Around 70% of the project cost is being funded by • Provide first-class resources and facilities for more than
the Heritage Lottery Fund and other sponsors and donors. 24,000 school children visits each year
• Promote understanding of the key role of public
Environmental impacts transport in modern urban society
The project will provide a more controllable and
sustainable environment, with reduced energy use, passive E&I impacts
climate control systems and solar energy systems. Transport affects the lives of all, regardless of social
background, economic circumstances or age. The
Narrative on cost changes Museum’s collection reflects the experiences and lives
Project out-turn has increased due to inflationary pressures, of ordinary and extraordinary people, who have lived and
delays and increased scope. However, cost increases have worked in one of the world’s most complex and culturally
been mitigated by an increase in third party contributions. diverse cities. The project aims to increase cultural
Fund-raising events continue until the Museum opening and diversity of audiences and improve physical and intellectual
contributions are expected to be ongoing. access to the Museum and its collections. FP-PR04 471
Project: Covent Garden project FP-PJ15
Project locations: Covent Garden Primary category: Enhancing quality of service
Manager: Belinda Betts – Head of Design and Displays

Programme: LTM
Building construction: Basement lecture theatre; new café April 2005: Main contractor on site
Portfolio: LTM
and shop; new second floor; and refurbishment of existing April 2005: Commence soft-strip
glazed roof. June 2005: Commence enabling works
Exhibition installation: Displays for ground, first and September 2005: Discharge archeological risk 10
second floors; dedicated child facilities; construction of October 2005: Commence main works contract
new gallery over the existing train table; creation of new 8
June 2007: Commence exhibition works contract
basement and mezzanines; and exhibition fit-out with
November 2007: Completion date
£ millions
3,000 square metres of new displays. 6
Justification Environmental impacts 4

The Museum will provide a substantially improved long- The project will provide a more controllable and
sustainable environment, with reduced energy use, passive 2
term home for its outstanding collection, and aims to
document and meet the challenge of the transport debate, climate control systems and solar energy systems.
0
reflecting future transport strategy for London. The project 2005/06 2006/07 2007/08 2008/09 2009/10
provides an opportunity to update, sustain and develop E&I impacts
one of London’s busiest and most accessible museums. Transport affects the lives of all, regardless of social
background, economic circumstances or age. The
Outcomes Museum’s collection reflects the experiences and lives
The project will improve and develop the Covent Garden of ordinary and extraordinary people, who have lived and
site to create a world-class museum reflecting the whole worked in one of the world’s most complex and culturally
remit of TfL. It will: diverse cities. The project aims to increase cultural
• Increase floor area by nearly 25%, replace worn-out diversity of audiences and improve physical and intellectual
displays and facilities and improve the visitor offer access to the Museum and its collections.
• Increase annual visitor numbers by 20%
• Provide 40% more retail space and increase sales Benefit cost ratio
• Increase corporate hire capacity and income by 125% 1.2:1
• Provide a more controllable and sustainable environment
• Increase cultural diversity of audiences and improve Net financial effect
physical and intellectual access £3.9m
• Provide first-class resources and facilities for more than
24,000 school children visits each year Estimated final cost
• Promote understanding of the key role of public £22.4m (around 30% from TfL, and 70% from Heritage
transport in modern urban society Lottery Fund and other third-party sponsors/donors) FP-PJ15 472
Programme: Customer services integration FP-PR05
Project locations: TfL customer service departments Primary category: Enhancing quality of service

Portfolios: Customer services integration
The programme will involve investment in a customer February 2006: Best and final offers received from suppliers
relationship management system, sales application and data Projects: Customer services integration
May 2006: Design stage supplier appointment
warehouse within TfL customer services departments. The October 2006: Project review group approval for
system will replace a range of outdated contact management implementation phase 15
and related systems across the modes, many of which cease February 2008: LU, Travel Information Call Centres and
to be supported in the short to medium term. Surface Transport (part 1) go live
June 2008: Oyster goes live 10
£ millions
Justification
June 2008: Surface Transport (part 2) goes live
At the core of CSIP is a cross-modal business change
programme.This has mobilised the often neglected
Environmental impacts 5
business change activities crucial to the success of a
systems implementation, including staff communications, • Shorter or more efficient journeys through the provision
training, end-user engagement, benefits management, of information direct to customers
stakeholder management and process mapping. • Reduced paper and printed material 0
2005/06 2006/07 2007/08 2008/09 2009/10
• Reduced duplication and wastage
Outcomes
• Financial benefits: Lower cost to serve and sell; lower E&I impacts
total cost of technology ownership; and greater • Improved customer service to all parts of community,
efficiency of operations through process automation, including tourists
standardisation and a reduction in the duplication of
customer records across modes • Ability to provide improved service to non-English
speaking customers
• Customer benefits: Satisfaction improvements through
better service and provision of information; more effective
retrieval of customer data and information to answer Narrative on cost changes
queries first time; tailored information services across The costs cover the software, hardware and process
modes; seamless, cross-mode service provision; more development to implement the changes across the
transparent information; and improved service continuity organisation. The CSIP business case was updated in
• Staff benefits: Staff satisfaction improvements through September 2006 with market rates from the suppliers.
access to better tools to carry out roles more efficiently
and effectively, and greater flexibility and work-life balance
• Strategic benefits: Supporting TfL strategic objectives;
creation of the ‘TfL customer’ as opposed to mode
customer; brand enhancement; TfL as single point of
contact; and platform for future strategic initiatives FP-PR05 473
Portfolio: Customer services integration FP-PF08

Programme: Customer services integration
The programme will involve investment in a customer October 2006: Project review group approval for
relationship management system, sales application and data Projects: Customer services integration
implementation phase
warehouse within TfL customer services departments. The February 2008: LU, Travel Information Call Centres and
system will replace a range of outdated contact management Surface Transport (part 1) go live 15
and related systems across the modes, many of which cease June 2008: Oyster goes live
to be supported in the short to medium term.
June 2008: Surface Transport (part 2) goes live
10
£ millions
Justification
At the core of CSIP is a cross-modal business change
programme.This has mobilised the often neglected • Shorter or more efficient journeys through the provision
of information direct to customers 5
business change activities crucial to the success of a
systems implementation, including staff communications, • Reduced paper and printed material
training, end-user engagement, benefits management, • Reduced duplication and wastage
stakeholder management and process mapping. 0
2005/06 2006/07 2007/08 2008/09 2009/10
E&I impacts
Outcomes
• Improved customer service to all parts of the
• Financial benefits: Lower cost to serve and sell; lower community, including tourists
total cost of technology ownership; and greater
efficiency of operations through process automation, • Ability to provide improved service to non-English
standardisation and a reduction in the duplication of speaking customers
customer records across modes
• Customer benefits: Satisfaction improvements through better Narrative on cost changes
service and provision of information; more effective retrieval The costs cover the software, hardware and process
of customer data and information to answer queries first development to implement the changes across the
time; tailored information services across modes; seamless, organisation. The CSIP business case was updated in
cross-mode service provision; more transparent information September 2006 with market rates from the suppliers.
(via self-serve); and improved service continuity
• Staff benefits: Staff satisfaction improvements through
access to better tools to carry out roles more efficiently
and effectively, and greater flexibility and work-life balance
• Strategic benefits: Supporting TfL strategic objectives;
creation of the ‘TfL customer’ as opposed to mode
customer; brand enhancement; TfL as single point of
contact; and platform for future strategic initiatives FP-PF08 474
Project: Customer services integration FP-PJ16

Programme: Customer services integration
• Faster access to information for TfL customers October 2006: Project review group approval for
Portfolio: Customer services integration
• Coordinated TfL response to customers implementation phase
• Cost savings through reduced duplication and improved February 2008: LU, Travel Information Call Centres and
speed of response Surface Transport (part 1) go live 15
• Enables improved compliance with FoIA June 2008: Oyster goes live
• In accordance with implementation date – LU, June 2008: Surface Transport (part 2) goes live
10
Surface Transport and Travel Information Call Centres
£ millions
second quarter 2008 Environmental impacts
• By external supplier via Group IM service delivery • Reduced paper and print material
5
• Reduced duplication and wastage
Justification
TfL’s Group Marketing Vision and Strategy 2004 identifies a E&I impacts 0
number of key objectives for customer services. These aim to • Improved customer service to all parts of the community 2005/06 2006/07 2007/08 2008/09 2009/10
ensure that TfL customers receive a high quality and seamless • Ability to provide improved service to non-English
experience when communicating with the organisation. speaking customers
This application is to support investment that provides
an optimum level of integration across customer service Benefit cost ratio
systems, including telephone, contact management
Financially positive.
and knowledge management. In addition, investment is
required to facilitate the business change necessary to
ensure that the identified efficiency benefits are delivered Estimated final cost
to the business. £27.5m
Project element – technology procurement (to include
Outcomes user requirement specification, solution development
• Integration of customer service processes and installation, testing, support and decommissioning): £23.5m
technology across TfL to enable future integration and Programme and project management – development
business change and implementation of standards and business process
• Improved access to information for TfL customers and improvements: £4m
improved levels of customer service
• Improved customer perception of TfL as a single entity
FP-PJ16 475
Programme: TfL ticketing development FP-PR06
Manager: Shashi Verma – Director, Oyster card

Portfolio: CID and SAM development
• Compliance with Payment Card Industry (PCI) standards March 2007 QSA GAP analysis: LU, head office and
• Compliance with Integrated Transport Smartcards Congestion Charge (PCI standards)
Organisation (ITSO) standard for transit smartcards October 2007 QSA GAP analysis: DLR (PCI standards)
December 2007 Complete work packages: Head office 5
Justification (PCI standards) 4
The Oyster smartcard system introduced in 2003 is now April 2008 Stage 3 (ITSO on prestige proposal)
the largest contactless smartcard in Europe. By August 3
QSA audit: Oyster website and DLR
£ millions
August 2008
2007, more than 14 million cards had been distributed. November 2008 Detailed design (ITSO) 2
Enhancements to the Oyster system include the expansion November 2008 Complete work packages: Oyster
of pay as you go on National Rail, which will extend the 1
website and DLR (PCI standards)
convenience of Oyster to all rail customers in London. 0
This will enable customers to use one card for all public March 2009 Complete work packages: LU and
transport across London, with the functionality to load pay Congestion Charge (PCI standards) -1
as you go value and period tickets online, over the phone April 2009 Development (ITSO) 2005/06 2006/07 2007/08 2008/09 2009/10
and at passenger-operated machines. April 2009 QSA audit: Congestion Charge and LU
In addition to increased convenience to customers and July 2009 Integration
access to the cheapest fares for travel in London, the January 2010 Test/ITSO certification
Oyster system enables the reduction of fraud and queues
at ticket offices and, hence, the cost of selling tickets. June 2010 System ready for launch
Outcomes E&I impacts

• Compliance with new data protection standards that will • Access to cheapest fares on Oyster
enable TfL to continue to process payments by credit • Contributes to reduced threat of attack, as Oyster
and debit cards reduces the need to carry cash
• Ability for the Oyster ticketing system to process
transactions by ITSO compliant transit smartcards Narrative on cost changes
issued by other operators Cost changes are largely driven by the transfer of projects
from other parts of the TfL group (ie PCI standards) and the
Environmental impacts DfT funded programme to ensure the interoperability of
Reduced use of magnetic paper tickets. National Rail services (ie ITSO).
FP-PR06 476
Portfolio: CID and SAM development FP-PF10
Manager: Shashi Verma – Director, Oyster card

Programme: TfL ticketing development
• Compliance with PCI standards March 2007 QSA GAP analysis: LU, head office and
• Compliance with ITSO standard for transit smartcards Congestion Charge (PCI standards)
October 2007 QSA GAP analysis: DLR (PCI standards)
Justification December 2007 Complete work packages: Head office 5
The Oyster smartcard system introduced in 2003 is now (PCI standards) 4

the largest contactless smartcard in Europe. By August April 2008 Stage 3 (ITSO on prestige proposal)
2007, more than 14 million cards have been distributed. 3
QSA audit: Oyster website and DLR
£ millions
August 2008
Enhancements to the Oyster system include the expansion November 2008 Detailed design (ITSO) 2
of pay as you go on National Rail, which will extend the November 2008 Complete work packages: Oyster
convenience of Oyster to all rail customers in London. 1
website and DLR (PCI standards)
This will enable customers to use one card for all public 0
transport across London, with the functionality to load pay March 2009 Complete work packages: LU and
as you go value and period tickets online, over the phone Congestion Charge (PCI standards) -1
and at passenger-operated machines. April 2009 Development (ITSO) 2005/06 2006/07 2007/08 2008/09 2009/10
In addition to increased convenience to customers and April 2009 QSA audit: Congestion Charge and LU
access to the cheapest fares for travel in London, the July 2009 Integration
Oyster system enables the reduction of fraud and queues January 2010 Test/ITSO certification
at ticket offices and, hence, the cost of selling tickets.
June 2010 System ready for launch
Outcomes
E&I impacts
• Compliance with new data protection standards that will
enable TfL to continue to process payments by credit • Access to cheapest fares on Oyster
and debit cards • Contributes to reduced threat of attack, as Oyster
• Ability for the Oyster ticketing system to process reduces the need to carry cash
transactions by ITSO compliant transit smartcards
issued by other operators Narrative on cost changes
Cost changes are largely driven by the transfer of projects
Environmental impacts from other parts of the TfL group (ie PCI standards) and the
Reduced use of magnetic paper tickets. DfT funded programme to ensure the interoperability of
National Rail services (ie ITSO).
FP-PF10 477
Glossary of
abbreviations
3GBP Third generation bus priority CRT Cross River Tram DSRC Dedicated short-range communication
AAMP Annual Asset Management Plan CSIP Customer Services DTES Digital traffic enforcement system
Integration Programme
AC Alternating current DTO Directorate of Traffic Operations
CTLE Croydon Tramlink Extension
ALARP As low as reasonably practicable E&I Equality and inclusion
CTRL Channel Tunnel Rail Link
APM Asset performance management ELL East London line
DaR Dial-a-Ride
AVL Automatic Vehicle Location ELLP East London Line Project
DBFO Design, build, finance and operate
ELT East London Transit
BAA British Airports Authority DC Direct current
F&P Finance and planning
BCV Bakerloo, Central and Victoria DCLG Department for Communities
and Local Government FFM Few-fare machine
BVPI Best value performance indicator
DDA Disability Discrimination Act FoIA Freedom of Information Act
CAD Computer-aided drawing
DfT Department for Transport FRACA Freight, regeneration, accessibility,
CCTV Closed-circuit television carparking and air quality/noise
DLR Docklands Light Railway
CO Carbon monoxide GAP Graphics asset portal
DPA Data Protection Act
CO2 Carbon dioxide GIS Geographic Information System
DRNP Directorate of Road
CPO Compulsory purchase order Network Performance GLA Greater London Authority
509
GPS Global Positioning System MoU Memorandum of Understanding SCOOT Split-cycle offset
optimisation technique
GWT Greenwich Waterfront Transit NLL North London line
SO2 Sulphur dioxide
HC Hydrocarbon NLR North London Railway
SPAD Signals passed at danger
HGV Heavy goods vehicle NMP Network Management Plan
SSL Sub-surface lines
HMRI Her Majesty’s Railway Inspectorate NO2 Nitrogen dioxide
SSTA Single source of truth for assets
IM Information management NOC Network Operations Centre
SVD Selective Vehicle Detection
IT Information technology NOx Nitrogen oxides
T2025 Transport 2025
ITSO Integrated Transport ODA Olympic Delivery Authority
Smartcards Organisation TCC Transport Co-ordination Centre
OJEU Official Journal of the
JNP Jubilee, Northern and Piccadilly TDM Travel Demand Management
European Union
KSI Killed or seriously injured TfL Transport for London
OPUS Outstation production
LBPN London Bus Priority Network unified system TGB Thames Gateway Bridge
ORN Olympic Route Network TGDC Thames Gateway

LCN+ London Cycle Network Plus
Development Corporation
LEZ Low Emission Zone OVDS Offence viewing decision system
TMA Traffic Management Act
LGV Light goods vehicle PC Personal computer
TPED Transport Policing and
LIP Local Implementation Plan PCI Payment Card Industry Enforcement Directorate
LOCOG London Organising Committee for PCO Public Carriage Office TSG Technical Services Group
the Olympic Games PFI Private Finance Initiative TWA Transport and Works Act
LRC London Rail Concession Transport and Works Order
PM10 Particulate matter up to TWO
LTCC London Traffic Control Centre 10 micrometres in size UTC Urban Traffic Control
LTM London Transport Museum PPP Public Private Partnership VTI Victoria Transport Interchange
LU London Underground RTIP Real-time integration programme WEZ Western Extension Zone
MDT Mobile data terminal RTPI Real-time passenger information
510

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Finance and Planning 100 3

Table 12: Summary of business unit investment expenditure

Actual Forecast Plan Total

Actual Forecast Plan Total 2

TfL’s customer service operations on a single technical platform and database

Under CSIP, TfL’s customer contact centres 10

Commercial opportunities 1.9 0.0 0.3 0.0 0.0 2.2

Manager: John McNulty – Interchange Director

Manager: John McNulty – Interchange Director

Manager: Peter Harrison – Project Manager

Manager: John McNulty – Programme Director, Interchange

Manager: Luke Albanese – Project Director, CRT

Outcomes Estimated final cost

Manager: Luke Albanese – Project Director Tramway Development

Outcomes Estimated final cost

Manager: Tony Antoniou – Programme Director, Busway Transit

Net financial effect Estimated final cost

Manager: Tony Antoniou – Programme Director, Busway Transit

Outcomes Net financial effect

Manager: Martin Stuckey – Project Director, TGB

Manager: Christopher Dean – Project Director, West London Tram

Manager: John McNulty – Interchange Programme Director

Outcomes Net financial effect

Manager: Nigel Marson – Director of Group Marketing

Outcomes E&I impacts

Manager: Ian Henderson – Head of Group Marketing Operations

Manager: Ian Henderson – Head of Group Marketing Operations

Manager: Ian Henderson – Head of Group Marketing Operations

Manager: Caroline Little – Head of Group New Media

Manager: Caroline Little – Head of Group New Media

Estimated final cost

Manager: Sam Mullins – Director, LTM

Manager: Belinda Betts – Head of Design and Displays

Justification Environmental impacts 4

Manager: Ian Henderson – Head of Group Marketing Operations

Manager: Ian Henderson – Head of Group Marketing Operations

Manager: Ian Henderson – Head of Group Marketing Operations

Manager: Shashi Verma – Director, Oyster card

Outcomes E&I impacts

Manager: Shashi Verma – Director, Oyster card

The Oyster smartcard system introduced in 2003 is now (PCI standards) 4

ORN Olympic Route Network TGDC Thames Gateway

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