Improving the Resilience of Transit Systems Threatened by Natural Disasters, Volume 3: Literature Review and Case Studies (2017) / Chapter Skim
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B‐122 Transport for London (TfL) Case Study: London, England Highlights: Transport for London (TfL)
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B‐123 Key Lessons Learned Because TfL manages all major modes of travel in London, including major streets, they have the ability to use many policy levers to achieve desired outcomes. Other cities should consider consolidating transportation modes into a single agency that can work in unison to promote resilience London has created a culture of resilience that addresses many aspects, including climate change, population growth, and affordable housing through systems planning, asset management, project planning, operations and maintenance, and emergency preparedness TfL provides all data to the public, which has resulted in innovative apps that the public use to obtain better information about their travel options. Such innovation would have never been possible if TfL kept the data confidential and tried to develop apps in‐house. By providing the data to the public, they achieved better results at no cost to the agency Agency Details Geographic Location International (Northern Europe) Modes Operated 14 modes Vehicles Operated [all modes]
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B‐124 TfL has broad and consolidated powers across London. They manage the roadway network, which includes an innovative congestion pricing zone, which charges a toll for driving on the streets of Central London. Congestion charge tolls are then used to encourage non‐driving in London. The Mayor of London takes the lead role in planning for the region as the GLA works with the 33 boroughs that operate under the GLA. Major strides were achieved toward resiliency efforts in collaborating across agencies in preparing for the 2012 London Olympics, given the expected surge in transit ridership during the games. However, since then London's population continues to grow and in 2015 more people were transported on an average weekday than during the peak of the Olympics. This fact underpins the need for TfL to remain in a constant state of preparedness for operational disturbances, which could include terrorism, weather‐related events, or employment strikes. Over the years, terrorist bombs and changing weather patterns including flooding and extreme heat have pushed TfL toward resiliency planning, especially given that much of the infrastructure is very old and is in constant need of repair and upgrading. The information collected and reviewed for this case study was gathered from several sources, including interviews with Professor David Banister of Oxford University, Reader Robin Hickman of University College London, and Robert di Cani, Planning Director of TfL. Links and citations to additional documents reviewed and used to support the development of this case study can also be found in the Bibliography section of this case description. Policy and Administration Summary: TfL has a robust set of policy and administration mechanisms in place to advance resilience. The efforts are coordinated with all levels of government, including the national government, GLA and the local boroughs. The centerpiece of policy‐ and plan making for resilience is the London Resilience Forum (LRF) (Mayor of London, 2016a)
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B‐126 The London Climate Change Partnership (LCCP) also provides a forum for topics related to transportation, with involvement from the GLA and TfL, along with other public, private and community sectors to prepare London for extreme weather today and climate change. Their vision states, "London will become the most climate‐resilient city in the world. London's people, infrastructure and systems are adapting dynamically to its changing climate, and its economy is reaping the rewards of being a world leader in this field." LCCP's project, "Understanding the Ripple Effect – Anytown" examines transportation and infrastructure, including disruptions to electricity, which powers much of the transport system. A recent report, Providing Transport Services Resilient to Extreme Weather and Climate Change (Transport for London, 2015b)
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Tools/Par Lo Lo Ex Successes Lo ac Lessons Le P fo Systems P A major fa reduction challenge Director o populatio the region housing in The Londo future inf (Mayor of F tnerships: ndon Resilie ndon Climat treme Weat : ndon has cre ross other se arned: lanning for th cus on resilie lanning ctor impacti targets of 60 , especially if f Planning, R n, are a majo , new transp transit‐orien n Infrastruct rastructure. London, 201 igure 2: Exam nce Forum e Change Par her and Clim ated a "cultu ctors that re e Olympics w nce ng systems p % of 1990 le air travel is i ichard di Can r challenge. ortation inve ted develop ure Plan 205 It considers h 6b) . As show ple of Extre (Transp tnership ate Risk Map re of resilien lates to publ as noted as lanning withi vels by 2025.
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that integ providers investors. The Mayo opportun capital pr and other Tools: Lo C Successes P C rates online d , developers, Figu r's office rele ities and requ ojects, includ information ndon Infrast ost estimatin : rovides data reates dialog ata. This all local govern re 3: London ased a specif irements of ing a descript (Mayor of Lo ructure Plan g future infra online for var ue about how ows for the p ment (Londo Infrastructur ic supporting a world‐class ion, timesca ndon, 2016b 2050 Mappin structure ne ious stakeho to plan the B‐128 lanning proc n boroughs)
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B‐129 Lessons Learned: Providing data online can help inform discussions about which infrastructure to invest in and/or when such infrastructure is needed Asset Management TfL is a leader in asset management, especially since as noted above the age of their infrastructure can result in increased vulnerabilities. The London rail systems (Tube and Overground) are some of the oldest in the world and in need on continual maintenance. Upgrading the Underground is very costly and difficult for the agency, which makes asset management so important. Moreover, continual population growth in the London region has even strained their infrastructure. For example, average weekday ridership in 2015 was greater than the peak during the Olympic Games in 2012. Figure 4 shows a graphic of TfL's asset management framework. The overarching vision for TfL informs the strategic framework for each mode, in this case the Underground system. Asset management policy, strategy, and line asset network plans guide the implementation of the plan. The Asset Management Policy sets out the high level principles for asset management for staff to manage our assets. It provides the links and line of sight from our vision, down to the asset strategies in the different business units, through to planning, delivery and monitoring of our work banks and processes. The Asset Management Strategy sets out the detailed strategies for each asset group to the end of the current business plan. These determine the performance and condition required in each asset group, the maintenance strategy (preventative and reactive)
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Tools: A Successes W Lessons Le Lo co ti Capital Pl Given sign and housi resilience promote s social equ developm class thou markets in might cho sset Manage : orking to sta arned: ndon has so ntinually mo me when pop anning, Prog ificant popu ng affordabil . The TfL Plan ustainability ity. The proj ent generato gh transit‐or the world, a ose other reg Figur ment Framew ndardize ass me of the old nitored and ulation is gro ramming and lation growth ity, the expan ning Directo and resilienc ects are not j rs to create n iented develo nd leaders fe ions to locat e 4: TfL Asset ork et manageme est transpor updated to re wing and de Finance in London, w sion of rail in r noted that e, including e ust viewed a ew housing pment (TOD ar that if the e future job B‐130 Managemen nt process w tation infrast duce the sys mands on th hich puts a s the region i Crossrail and conomic exp s transportat that can prov ) . London ha y do not pro growth. t Framework ith internati ructure in th tem to disru e infrastructu train on bot s seen as ma Crossrail 2 w ansion, envi ion mobility ide affordab s one of the vide adequat onal standard e world and i ptions. This i re are becom h the transpo jor factor to ill serve mul ronmental st projects, but le locations f most expens e affordable s (ISO 55000 t needs to be s occurring a ing more ac rtation syste encourage tiple benefits ewardship an economic or the workin ive housing housing indu )
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B‐131 Historically, the vast majority of the funding (approximately 90%) for new infrastructure came from the national government, but in recent years the national government has reduced funding commitments and are placing a larger burden of capital planning, programming and finance on the GLA. The TfL Planning Director noted that because of these changes, the agency is looking at using alternative value capture financing mechanisms, such as Tax Increment Financing (TIF)
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B‐132 logs. Design standards for all tunnel entrances are set to withstand a 1‐in‐200‐year flood. Anticipating higher temperatures, the trains and platforms will have air conditioning (8) . Another major new project, the Docklands Light Railway extension, also included climate adaptation considerations in the design. Future potential flood levels were analyzed and the elevation of the light rail adjusted accordingly (9)
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B‐133 The last element of operations resilience relates to a large increase of freight on roads. Di Cani noted that during morning peak hours, 30% of vehicles on the roads are "white vans" delivering small packages. TfL uses congestion charging and parking restrictions to incentivize freight delivery during non‐peak times. Tools: Making data publicly available Congestion pricing and parking restrictions to incentive freight to deliver during non‐peak times and for people to drive less, use transit and non‐motorized modes more Successes: App developers utilize TfL data to create innovative apps that customers use to more efficiently navigate the transportation system in London, which is fully integrated across modes Lessons Learned: Public transportation agencies can harness the power of mobile technology without having to invest much. All they need to do is make the data publicly available and the app developers will create new tools that significantly benefits the public's accessibility and mobility Emergency Preparedness Emergency preparedness has been an important topic for TfL, especially due to a series of bomb attacks in the recent past, the Olympics in 2012, and the high‐level terrorist concerns following the Paris attacks in the fall of 2015. David Banister and Robin Hickman noted that the bus system aids in the resilience of the transport system, especially when the rail system becomes unavailable. The United Kingdom has a detailed set of emergency preparedness policies, which is overseen by the Civil Contingencies Secretariat of the UK Parliament. The Emergency Planning College (EPC) , which is a government contractor, provides many training opportunities targeted to government agencies to become more prepared. Emergency preparedness has become a major sector that brings together police, fire brigades and other first responders with transportation planners at TfL and the UK Department for Transport. The Emergency Planning College maintains a number of resources related to resilience at: http://www.epcresilience.com/ Tools: EPC has online library of resources for emergency preparedness EPC offers a variety of training courses targeted to public agencies TfL collaborates more frequently with police, fire and other first responders in emergency preparedness, which was spurred from the Olympic preparations Successes: Collaboration and preparation from the Olympics resulted in permanent increased collaboration for emergency preparedness for TfL
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B‐134 Lessons Learned: Major events, such as the Olympics, can create long‐term benefits for increasing collaboration and emergency preparedness efforts. References 1.
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B‐135 Additional Resources: 1. Department for Transport. 2014. Transport Resilience Review: A review of the resilience of the transport network to extreme weather events. Presented to Parliament by the Secretary for Transport by Command of Her Majesty. England. Accessed 22 February 2016. Available at: https://www.gov.uk/government/publications/transport‐resilience‐review‐recommendations 2.
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