seltrans-legacy-crop

SeltransLegacy

Pre

face

The seven South East London boroughs form a unique quadrant of London with similar transport

challenges not only radially, towards the centre of London, but also orbitally around the capital. The

early years of the 1990s had seen little if any co ordination of strategy, direction or operation by the

boroughs, but the inception of Seltrans marked the first time that the seven South East London

boroughs, and its partners, had worked collectively towards common goals. The enthusiasm of the

boroughs, with differing political views, and with the Government Office's support, was an extremely

positive driver for a Seltrans-wide agenda and with the business community a Seltrans vision was born.

All partners pulled together with a shared agenda, bidding for government funding for the Seltrans area

as a whole, and by ensuring timely project completion credibility was obtained as an organisation, thus

gaining additional resources and very significant positive outcomes for the travelling public.

Intro

ductio

n

All members shared the common goal of working towards an integrated transport system that can help

enhance London's environment and economic prosperity, and promote social inclusion and improve the

quality of life of Londoners.

The South East London Transport Strategy or With a focus on South East London it had a core

Seltrans was established in 1998. It was a London membership of 7 London Boroughs, namely

sub-regional partnership formed to help shape the Bexley, Bromley, Croydon, Greenwich, Lambeth,

wider aspects of London's transport systems. Lewisham and Southwark as well as wider

partners with an interest in the sub-region’s

transport provision including service providers as

well as business and passenger representatives.

Seltrans

Success Factor

Clear Requirement! Seltrans' initial aims were

to improve co-ordinated delivery of public

transport improvements across multiple

partners and highlight the case for

investment in the South East London

boroughs.

Strategic VisionO

rigin

s of

seltra

ns The mid to late 90s was a period of adjustment within

London's transport operations. There was a growing

awareness of areas of commonality between some

London boroughs, the main area being transport.

During this period, transport was predominantly

addressed at a London wide level (via the Government

Office for London - GOL) or local level (via the London

Boroughs).

As many people realise, it is rare that a transportation

service affects just one borough but usually runs

through several. However, there was no co-ordinating

institutional framework for dealing with these issues at

the time. Increasingly, the need to consider key

transport corridors became apparent.

At this time, the South & West London Transport

Conference (SWELTRAC), formed in 1994, was

successfully gaining funding to look at these wider

borough issues that were similar to those in South East

London.

Also, during this period, the South London Economic

Development Alliance (SLEDA) understood that

transport helped to underpin economic growth and

many of the Borough Chief Executives realised the

opportunities that became apparent when looking at

transport from a sub-regional viewpoint.

Gordon Hayward, Director for the Environment and

Leisure Services at Bromley, set about bridging this gap

in South East London. The Seltrans partnership was

formed in 1998, with Bromley the host borough.

The E

arly Ye

ars 9

8-0

2

Success Factor

Support:

“Ensure you have senior level support for your

objective - both Political and Officer”.

Originally, through regular meetings and cross

personnel attendance. Later, through the very

successful annual meetings.

The Role of Seltrans

During the mid 1990s the face of transport within

London was changing rapidly. British Rail had been

privatised between 1993-97 and the separate

London Bus Operating Units were also fully

privatised within this period. In addition, extensions

to the Docklands Light Railway were underway (with

more planned), the Jubilee Line Extension and the

Croydon Tramlink were set to open in 2000.

Up until this point, a lack of co-ordination was

perceived. There was no formal regulating structure

so many schemes appeared to be happening in

isolation from all other sub-regional schemes, from

bus route changes through to major new rail lines.

With individual boroughs taking an insular

approach, Seltrans provided the perfect platform to

address this imbalance.

During this period Seltrans played a crucial role in

influencing transport development in the sub-region

as well as delivering small scale improvements with

minimal funding. So, how was this achieved?

Against this backdrop of change and investment, a

clear objective of Seltrans was to tie Member and

Chief Executive influence to best value transport

improvements across the sub-region to create a

strategic transport vision for the area.

John Barkley, who helped to establish SWELTRAC,

was asked to undertake a similar role for Seltrans.

As well as the 7 boroughs, key organisations such as

Metrobus and Connex Rail were active partners.

Success Factor

Clear Requirement! Seltrans' initial aims were

to improve co-ordinated delivery of public

transport improvements across multiple

partners and highlight the case for

investment in the South East London

boroughs.

Strategic Vision

Ori

gin

s of

seltra

ns The mid to late 90s was a period of adjustment within

London's transport operations. There was a growing

awareness of areas of commonality between some

London boroughs, the main area being transport.

During this period, transport was predominantly

addressed at a London wide level (via the Government

Office for London - GOL) or local level (via the London

Boroughs).

As many people realise, it is rare that a transportation

service affects just one borough but usually runs

through several. However, there was no co-ordinating

institutional framework for dealing with these issues at

the time. Increasingly, the need to consider key

transport corridors became apparent.

At this time, the South & West London Transport

Conference (SWELTRAC), formed in 1994, was

successfully gaining funding to look at these wider

borough issues that were similar to those in South East

London.

Also, during this period, the South London Economic

Development Alliance (SLEDA) understood that

transport helped to underpin economic growth and

many of the Borough Chief Executives realised the

opportunities that became apparent when looking at

transport from a sub-regional viewpoint.

Gordon Hayward, Director for the Environment and

Leisure Services at Bromley, set about bridging this gap

in South East London. The Seltrans partnership was

formed in 1998, with Bromley the host borough.

The E

arly Ye

ars 9

8-0

2

Success Factor

Support:

“Ensure you have senior level support for your

objective - both Political and Officer”.

Originally, through regular meetings and cross

personnel attendance. Later, through the very

successful annual meetings.


During the mid 1990s the face of transport within

London was changing rapidly. British Rail had been

privatised between 1993-97 and the separate

London Bus Operating Units were also fully

privatised within this period. In addition, extensions

to the Docklands Light Railway were underway (with

more planned), the Jubilee Line Extension and the

Croydon Tramlink were set to open in 2000.

Up until this point, a lack of co-ordination was

perceived. There was no formal regulating structure

so many schemes appeared to be happening in

isolation from all other sub-regional schemes, from

bus route changes through to major new rail lines.

With individual boroughs taking an insular

approach, Seltrans provided the perfect platform to

address this imbalance.

During this period Seltrans played a crucial role in

influencing transport development in the sub-region

as well as delivering small scale improvements with

minimal funding. So, how was this achieved?

Against this backdrop of change and investment, a

clear objective of Seltrans was to tie Member and

Chief Executive influence to best value transport

improvements across the sub-region to create a

strategic transport vision for the area.

John Barkley, who helped to establish SWELTRAC,

was asked to undertake a similar role for Seltrans.

As well as the 7 boroughs, key organisations such as

Metrobus and Connex Rail were active partners.

The E

arl

y Ye

ars

98

- 0

2

Changing Transport Scene

Success Factor

Live Mandate:

“Ensure your goals and objectives are reviewed to address current issues”.Seltrans reviewed and agreed their objectives each year aligned to a longer term strategy.

Seltrans structured itself in 2 ways; it had a Rail

Group and a Bus Group which allowed a strong

focus on mode issues. It also had a Steering Group;

for Senior Officers and Members and a Working

Group; for practical implementation and day-to-day

issues. This fused the strategic vision to realistic

deliverables as well as ensuring Political and Chief

Executive support. In addition, the strategic

priorities were agreed each year, providing a live

mandate for change.

Funding was provided by the Seltrans Partners and

Government Office for London. Funding grew from

around £500k to around £2m during this period.

The focus was very much on smaller schemes or

pump-priming larger schemes. As a partnership,

there was a clear attempt to share schemes

amongst the member boroughs.

Success Factor

Partnerships:

“Many transport schemes require cross

organisation partnerships to be successful”.Ravensbourne Station Access involved over 10

active partners.

Changing Transport Scene

Many excellent schemes were delivered during this

time such as Streatham Common Station foot tunnel,

a joint Lambeth/ Wandsworth project, creating the

foundations for Seltrans' strong reputation for

delivery which in turn led to more funding for more

schemes. However, it was probably at a strategic level

that Seltrans excelled during the early years. Strong

input to the rail and bus service provision levels based

on forecasted population and employment growth

areas was crucial. It also developed preferred Tram

and DLR services, thus improving orbital travel

through the region.

Just as importantly, Seltrans also developed close

working relations with large businesses and key service

users to ensure these interests were also captured.

This reputation for partnership working was to become

crucial in later years as Seltrans expanded its services

and advice offered as demonstrated by the growth in its exemplar Workplace Travel Planning section.

However, with the growth of the Mayor of London and Transport for London's influence from around

2002 and the emergence of Local Implementation

Plans from 2005, Seltrans needed to re-evaluate its

role and its Mandate.

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Project Development and Sustainable Travel

Success Factor

Adaptability:

“Ensure you are structured correctly for change to make the most of opportunities as they arise”.Move towards sustainable schemes in later years.

The governance of London changed dramatically

in 2000, with the creation and election of the

London Mayor. Ken Livingstone formed Transport

for London (TfL) out of the London Regional

Transport organisation and quickly started

consolidating the management of the Capital’s

transport system. By 2003, TfL was fully

established and attempting to fill the void in

transport strategy outlined previously. The

creation and operation of TfL created new

opportunities for Seltrans especially with the

increased investment being made into London's

transport systems.

By this time, both privatised rail and bus

industries had matured. This allowed Seltrans to

focus on longer term transport goals and work

with TfL on sub-regional development. Although

on-going strategic influence was maintained, such

as commenting on Network Rail's Route

Utilisation Strategies and Franchise renewals, the

established nature of the industries and the

growth of TfL reduced the day-to-day resource

requirement for Seltrans.

20

02

-09

Project Development and Sustainable Travel

Success Factor

Delivery:

“If you do not deliver you will not get support or

funding”.Ensure schemes and objectives are challenging

but realisable.

This freeing of resource gave Seltrans the

opportunity to develop and deliver more schemes

of their own, aided by greater funding to the

London Boroughs and sub-regional bodies.

Between 2006 and 2011 Seltrans secured over

£8.2m for investment in transport improvements

in South East London. This is reflected further

through the success Seltrans has had in funding

through Sub-Regional Spending Plans, which

guaranteed levels of funding for areas of work

such as Station Access and increased likelihood of

funding for Walking and Cycling schemes.

Seltrans quickly became leaders at delivering

sustainable transport schemes, as can be seen in

the Projects section. During this period, Seltrans

filled the gap in management resource.

Identifying the need to promote and manage

sustainable schemes across the sub-region it

capitalised on the desire of many new TfL

business units to see good schemes developed

and delivered. Seltrans boasted an award winning

Travel Planning Team, award winning Station

Access schemes, a ground breaking BioDiesel

scheme and perhaps most impressively the ability

to combine partners and funding from different

areas into cross-modal projects that were

unrivalled elsewhere.

Seltrans actively sought co-operation and

partnerships as well as ensuring both political

and officer support.

One of their most successful ways of doing this

was the hugely popular annual conference

where many celebrated transport professionals

gave informative presentations in inspiring

settings.

20

02

-09

20

02

-09

With the election of a new Mayor in 2008 came Seltrans ceased to exist from April 2011, ending

further proposed funding changes. many of the excellent initiatives, such as the Travel Planning section. However, perhaps more Greater freedom was given to the London importantly, it should be remembered that the Boroughs on how funding should be spent. In original sub-regional groupings were created to addition, changes were made via the Mayor’s reflect existing transport infrastructure. It will be Transport Strategy to London's sub-regional interesting to see if the new sub-regional boundaries. alignments continue to function as successfully as

their predecessors.From 2010 only Core Funding for sub-regional

bodies would be available directly from TfL. Any

project funding would need to be allocated

directly from the borough's Local Implementation

Plan allocation. Given that the latter has been

reduced as a result of austerity measures, it is

unlikely that many, or indeed any sub-regional

organisations would receive project funding. This

would effectively mean a return to a strategic and

influencing role. In addition, the sub-regional

groupings had been realigned into North, South,

East, West, and Central, effectively ending the role

and remit of Seltrans.

New Sub-Regional Grouping

Political Challenges and Austerity

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The Workplace Travel Plan co-ordinators funded and

employed through Seltrans have raised the

awareness of sustainable travel via various publicity

events and campaigns, seminars and visits to

businesses.

Seltrans used the experience and skill of its many

partners to lever in additional resources and

funding for a range of cross-borough projects as

well as collaborating with other sub-regions to share

knowledge and best practice.

As a result, over 400 employers have adopted Travel

Plans. Monitoring of these Plans has indicated

reductions in travel to work by car of 16% and

reduced single occupancy car use by 11% within the

region. Seltrans' monitoring also shows increased

bus and rail use and walking.

The Benefits of

Travel PlanningThe main reason for the involvement of local

authorities in the travel planning process is because

of the benefit to the environment and the

community. In particular, travel planning offers a

way of helping to limit or reduce traffic congestion

by encouraging a shift away from the use of single-

occupancy vehicles at peak times. Other

environment and community benefits include:

cleaner air

lower noise levels

less accidents - reducing danger

more attractive surroundings

safer and healthier workforces

reduction in global warming

n

n

n

n

n

n

Travel Plan Results

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Seltrans reduced single occupancy car use through the development of voluntary workplace travel plans

by nearly 10% amongst organisations that have carried out more than one survey. Seltrans also

increased bus use by 3.5%, cycling by nearly 1%, train travel by nearly 2% and walking by over 2% (all

figures have been collated using the iTrace monitoring system). Breakdown by borough can be found

below. These are encouraging figures and clearly show the success of workplace travel planning.

Delivery through

Partnerships

Seltrans achieved this high level of delivery by

investing time into fostering relationships and

creating a partnership approach. Seltrans was

particularly active within the voluntary sector and

driving behavioural change within new office

locations via the planning process.

Seltrans worked with 452 organisations between

2006-2011. 225 travel plans require as a condition

of the planning process, and 227 voluntary travel

plans were produced. A breakdown by borough is

as follows:

Although the main role was focussed on securing

voluntary travel plans through the sub-region, the

travel planning team also:

Assessed Development Control travel plans in

some boroughs using TfL’s ATTrBuTE tool and

providing necessary feedback to borough

officers

Worked with borough officers responsible for

sustainable transport to support and advise

where necessary on any work programmes,

events or activities taking place

Built relationships with business community

links including borough economic development

teams, chambers of commerce and business

support networks

Worked actively with borough environment

teams including the successful Envibe

partnership in Croydon and Southwark Council

Environmental Accreditation scheme

n

n

n

n

Table 1: Breakdown of Modal Shift Figures by Borough in Seltrans’ Region

Table 2: Number of Organisations Engaged by Borough

WTP Count

VoluntaryWTP

PlanningConditionWTP

3

31 33

43 32

22 43

38 76

23 5

62 33

8Bexley

Bromley

Croydon

Greenwich

Lambeth

Lewisham

Southwark

11

64

75

65

114

28

95

--

-

- - - - - --9.9% 0.3% -1.2% 0.3% 2.8% - 0.2% 0.6% - 1.9% 4.7% 0.3%

-25.01% 8.0% -0.01% -1.4% 3.8% -1.4% 1.4% 7.1% 2.7% 3.8% 1.2% -

-0.4% 5.2% 9.8% 1.6% 6.2% -2.6% -16.3% - 3.7% -7.2%-10.0% 1.5% -2.5% 1.0% 2.7% 1.9% 5.9% -0.2% -2.0% 0.9% 0.9%-7.1% 3.8% -3.2% 0.5% -1.0% 0.1% 1.5% 4.2% -0.1% 1.0% 1.0% -0.9%

-3.5% 2.4% 0.4% 0.4% 6.5% 0.1% -8.5% -3.3% 0.1% 0.7% 3.4% 1.5%

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The Workplace Travel Plan co-ordinators funded and

employed through Seltrans have raised the

awareness of sustainable travel via various publicity

events and campaigns, seminars and visits to

businesses.

Seltrans used the experience and skill of its many

partners to lever in additional resources and

funding for a range of cross-borough projects as

well as collaborating with other sub-regions to share

knowledge and best practice.

As a result, over 400 employers have adopted Travel

Plans. Monitoring of these Plans has indicated

reductions in travel to work by car of 16% and

reduced single occupancy car use by 11% within the

region. Seltrans' monitoring also shows increased

bus and rail use and walking.

The Benefits of

Travel PlanningThe main reason for the involvement of local

authorities in the travel planning process is because

of the benefit to the environment and the

community. In particular, travel planning offers a

way of helping to limit or reduce traffic congestion

by encouraging a shift away from the use of single-

occupancy vehicles at peak times. Other

environment and community benefits include:

cleaner air

lower noise levels

less accidents - reducing danger

more attractive surroundings

safer and healthier workforces

reduction in global warming

n

n

n

n

n

n

Travel Plan ResultsTra

vel P

lannin

g

Seltrans reduced single occupancy car use through the development of voluntary workplace travel plans

by nearly 10% amongst organisations that have carried out more than one survey. Seltrans also

increased bus use by 3.5%, cycling by nearly 1%, train travel by nearly 2% and walking by over 2% (all

figures have been collated using the iTrace monitoring system). Breakdown by borough can be found

below. These are encouraging figures and clearly show the success of workplace travel planning.

Delivery through

Partnerships

Seltrans achieved this high level of delivery by

investing time into fostering relationships and

creating a partnership approach. Seltrans was

particularly active within the voluntary sector and

driving behavioural change within new office

locations via the planning process.

Seltrans worked with 452 organisations between

2006-2011. 225 travel plans require as a condition

of the planning process, and 227 voluntary travel

plans were produced. A breakdown by borough is

as follows:

Although the main role was focussed on securing

voluntary travel plans through the sub-region, the

travel planning team also:

Assessed Development Control travel plans in

some boroughs using TfL’s ATTrBuTE tool and

providing necessary feedback to borough

officers

Worked with borough officers responsible for

sustainable transport to support and advise

where necessary on any work programmes,

events or activities taking place

Built relationships with business community

links including borough economic development

teams, chambers of commerce and business

support networks

Worked actively with borough environment

teams including the successful Envibe

partnership in Croydon and Southwark Council

Environmental Accreditation scheme

n

n

n

n

Table 1: Breakdown of Modal Shift Figures by Borough in Seltrans’ Region

Table 2: Number of Organisations Engaged by Borough

WTP Count

VoluntaryWTP

PlanningConditionWTP

3

31 33

43 32

22 43

38 76

23 5

62 33

8Bexley

Bromley

Croydon

Greenwich

Lambeth

Lewisham

Southwark

11

64

75

65

114

28

95

--

-

- - - - - --9.9% 0.3% -1.2% 0.3% 2.8% - 0.2% 0.6% - 1.9% 4.7% 0.3%

-25.01% 8.0% -0.01% -1.4% 3.8% -1.4% 1.4% 7.1% 2.7% 3.8% 1.2% -

-0.4% 5.2% 9.8% 1.6% 6.2% -2.6% -16.3% - 3.7% -7.2%-10.0% 1.5% -2.5% 1.0% 2.7% 1.9% 5.9% -0.2% -2.0% 0.9% 0.9%-7.1% 3.8% -3.2% 0.5% -1.0% 0.1% 1.5% 4.2% -0.1% 1.0% 1.0% -0.9%

-3.5% 2.4% 0.4% 0.4% 6.5% 0.1% -8.5% -3.3% 0.1% 0.7% 3.4% 1.5%

Case Studies Across Seltrans

The Catholic Agency for Overseas

Development (CAFOD)

n

n

n

CAFOD is a non governmental organisation.

CAFOD raises funds from the Catholic community

in England and Wales, the UK government and the

general public.

CAFOD employed 250 staff and began working

with Seltrans at the end of 2006 to develop a

travel plan. The main motivations for CAFOD

developing the travel plan were:

Over demand on car parking

Lack of cycle facilities

The need to be seen to be green

As part of the travel plan CAFOD:Installed 10 cycle stands in replacement of four

car parking spaces

Cycle2Work scheme was implemented

A travel information notice board was put up

for staff

Joined the TfL Enterprise scheme (cycle

package)

Locker & shower facilities were installed

Installed web cameras for tele-conferencing

needs

The results of the 2009 travel survey show that

the travel plan has increased walking by 7%,

increased cycling by 12% and reduced single

occupancy car use by 2%.

n

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n

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Chequers is a family run cleaning contract services

business established in 1987. With both ISO 9001

and 14001 accreditation, Chequers has a strong

commitment to responsible business practices and

green initiatives.

Main motivation for travel plan development

were:

reduced carbon emissions with an increase of

15% in the number of staff cycling or walking to

work

fleet fuel cost savings of £300 per month

through eco-driving training and the use of

hybrid vehicles

reduced car parking pressure through

reduction in number of staff driving to work

enhanced environmental credentials

n

n

n

n

As part of the travel plan, Chequers:

Introduced integrated walking, cycling and

public transport maps

Purchased five new hybrid vehicles to fleet

saving £300 per month in fleet fuel costs

Provided laptops to staff to enable them to

work from home

Held travel awareness events

These travel plan measures have resulted in

increases in walking, cycling, bus and rail use and

an impressive 29% reduction in car use. Not only

has Chequers reduced costs through improved

environmental performance, but 'going green' has

given Chequers a competitive edge, putting them

in the running for more contract tenders.

Chequers was awarded Best Business for

Sustainability crown in the RBS South London

Business Awards 2009.

n

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Chequers Contract Services Ltd

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Forster is an ethical marketing, design and PR

company based in Southwark, and was recently

named Britain's greenest business for 2009 by The

Sunday Times.


included:

ongoing commitment to reducing negative

environmental impactsencouraging the use of sustainable transport

reduce business travel costs

improve green credentials

n

n

n

n

As part of the travel plan Forster have:

introduced 4 fold up pool bikes for business

travel with 25 % of business journeys currently

being made by these bikes

conducted staff cycle training

introduced a policy of giving staff five minutes

extra holiday per walk or cycle commute, which

can add up to 2.5 days over a year

taken part in national travel awareness events

Forster is 'walking the talk' when it comes to

sustainable travel, with a 15 % increase in the

number of staff walking and 4 % cycling.

n

n

n

n

Forster


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Bptw partnership is an award-winning multi-

disciplinary practice based in South East London,

which delivers sustainable design solutions for the

built environment.

To help achieve its own business plan sustainability

targets, Bptw decided to work with Seltrans, who

provided travel planning advice and support.

“As well as reducing our carbon emissions, we also

needed a practical solution to relieve car parking

pressure;” explained Bptw Partner, Mark Waite.

A Seltrans travel advisor worked with Bptw to

understand their business and employee travel

needs, and recommended that they implement a

range of cycling initiatives to help reduce their

carbon footprint, including the provision of cycle

route information to staff. Seltrans also sourced

match funding for the installation of additional

showers for cyclists.

Promotional support was also provided; “To help

us promote the plan to staff, Seltrans provided us

with items such as rucksacks, water bottles and

cycle repair kits. As well as the showers, they've

been really well received by staff;” said Samantha

Holmes, Bptw Graphic Coordinator.

Since the introduction of the plan, Bptw has

reduced the number of staff driving to work by an

impressive 12 %, and increased the number of

people cycling by 7 %. “The green travel plan has

made me consider how I travel to work. I now

cycle and walk as much as possible. I feel much

better generally as a result!” said staff member

Duaine Phillips.

Bptw is impressed with the support provided by

Seltrans and would recommend it to others. “Our

travel plan has helped us not only to resolve

immediate issues, but has improved our green

credentials and staff well being;” says Mark.

Green Travel - a building block for success

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Forster is an ethical marketing, design and PR

company based in Southwark, and was recently

named Britain's greenest business for 2009 by The

Sunday Times.


included:

ongoing commitment to reducing negative

environmental impactsencouraging the use of sustainable transport

reduce business travel costs

improve green credentials

n

n

n

n

As part of the travel plan Forster have:

introduced 4 fold up pool bikes for business

travel with 25 % of business journeys currently

being made by these bikes

conducted staff cycle training

introduced a policy of giving staff five minutes

extra holiday per walk or cycle commute, which

can add up to 2.5 days over a year

taken part in national travel awareness events

Forster is 'walking the talk' when it comes to

sustainable travel, with a 15 % increase in the

number of staff walking and 4 % cycling.

n

n

n

n

Forster

Case Studies Across SeltransTra

vel P

lannin

g

Bptw partnership is an award-winning multi-

disciplinary practice based in South East London,

which delivers sustainable design solutions for the

built environment.

To help achieve its own business plan sustainability

targets, Bptw decided to work with Seltrans, who

provided travel planning advice and support.

“As well as reducing our carbon emissions, we also

needed a practical solution to relieve car parking

pressure;” explained Bptw Partner, Mark Waite.

A Seltrans travel advisor worked with Bptw to

understand their business and employee travel

needs, and recommended that they implement a

range of cycling initiatives to help reduce their

carbon footprint, including the provision of cycle

route information to staff. Seltrans also sourced

match funding for the installation of additional

showers for cyclists.

Promotional support was also provided; “To help

us promote the plan to staff, Seltrans provided us

with items such as rucksacks, water bottles and

cycle repair kits. As well as the showers, they've

been really well received by staff;” said Samantha

Holmes, Bptw Graphic Coordinator.

Since the introduction of the plan, Bptw has

reduced the number of staff driving to work by an

impressive 12 %, and increased the number of

people cycling by 7 %. “The green travel plan has

made me consider how I travel to work. I now

cycle and walk as much as possible. I feel much

better generally as a result!” said staff member

Duaine Phillips.

Bptw is impressed with the support provided by

Seltrans and would recommend it to others. “Our

travel plan has helped us not only to resolve

immediate issues, but has improved our green

credentials and staff well being;” says Mark.

Green Travel - a building block for success

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nnin

g

Seltrans was recognised at the Smarter Travel Awards 2008

where it won the Award for Marketing and Travel Awareness

Campaign and was Highly Commended for the European

PEWTA (Pan-European Workplace Travel Awards) Award 2009.

Trave

l Pla

nnin

g

Bio

Die

sel

BISTRO

The

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ISTR

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life

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le

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ase

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icle

e

mis

sio

ns

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cle

an

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air

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un

cil

fle

et

use

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al

bio

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sel

sto

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e

Gro

win

g o

il c

rop

s

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sse

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to

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il

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int

of

use

Pro

hib

ite

d in

a

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al f

ee

d

Du

mp

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use

d o

il

Use

d o

il c

olle

ctio

n

Bio

die

sel P

roc

ess

ing

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nt

Illegal

The Bistro project has raised the profile of

sustainable BioDiesel produced from UCO, which

is much greener than producing BioDiesel from

virgin crop such as rape seed.

Thames Water's desalination plant near Beckton

runs on BioDiesel and much of the research for

this was undertaken as part of the Bistro project.

Bistro also sparked many similar initiatives, such

as the Ealing Commercial Waste. Cooking Oil

Collection Trial operated by Proper Fuels who

were also involved in the Bistro project.

Bistro demonstrated that it was commercially

viable to produce BioDiesel from waste cooking

oil and highlighted its many environmental

benefits over other forms of BioDiesel.

Bistro stands for BioDiesel Initiative for

Sustainable Transport from Recycled Oil.

The aim of the project was to reduce dangerous

carbon emissions and to help the environment by

re-using unwanted Used Cooking Oil (UCO),

cleaning and processing the UCO into BioDiesel

fuel for use in vehicles at 100% or a blended mix

with regular diesel.

The Project was a joint venture between Seltrans

member boroughs, TfL and Thames Water.

Pouring used oil down drains causes many

problems to water treatment facilities and causes

over 55,000 sewer blockages annually.

BISTRO

Bio

Die

sel

Buses in Graz, Austria, already run on 100% BioDiesel produced from UCO

Bio

Die

sel

BISTRO

The

B

ISTR

O

life

cyc

le

ap

pro

ac

h

C0

2

ab

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ala

nc

ed

C0

2

rele

ase

Re

du

ce

d v

eh

icle

e

mis

sio

ns

&

cle

an

er

air

Co

un

cil

fle

et

use

Loc

al

bio

die

sel

sto

rag

e

Gro

win

g o

il c

rop

s

Pro

ce

sse

d in

to

co

okin

g o

il

Po

int

of

use

Pro

hib

ite

d in

a

nim

al f

ee

d

Du

mp

ing

of

use

d o

il

Use

d o

il c

olle

ctio

n

Bio

die

sel P

roc

ess

ing

Pla

nt

Illegal

The Bistro project has raised the profile of

sustainable BioDiesel produced from UCO, which

is much greener than producing BioDiesel from

virgin crop such as rape seed.

Thames Water's desalination plant near Beckton

runs on BioDiesel and much of the research for

this was undertaken as part of the Bistro project.

Bistro also sparked many similar initiatives, such

as the Ealing Commercial Waste. Cooking Oil

Collection Trial operated by Proper Fuels who

were also involved in the Bistro project.

Bistro demonstrated that it was commercially

viable to produce BioDiesel from waste cooking

oil and highlighted its many environmental

benefits over other forms of BioDiesel.

Bistro stands for BioDiesel Initiative for

Sustainable Transport from Recycled Oil.

The aim of the project was to reduce dangerous

carbon emissions and to help the environment by

re-using unwanted Used Cooking Oil (UCO),

cleaning and processing the UCO into BioDiesel

fuel for use in vehicles at 100% or a blended mix

with regular diesel.

The Project was a joint venture between Seltrans

member boroughs, TfL and Thames Water.

Pouring used oil down drains causes many

problems to water treatment facilities and causes

over 55,000 sewer blockages annually.

BISTROBio

Die

sel

Buses in Graz, Austria, already run on 100% BioDiesel produced from UCO

YQ? CampaignIn

itia

tive

s The context

The issue

The YQ campaign was an innovative campaign trialled during the formative years of sustainable transport

planning within London. Not only did it demonstrate Seltrans' ability to lead, it also reinforced the

advantages of sub-regional planning. It was an unusual campaign, marked by its approach towards

promoting sustainable transport and travel plans through marketing programmes.

During this period (summer 2003) figures showed that 30% of all journeys in Greater London were taken by

car and that congestion causes the average London car commuter to spend 20% of that journey stationary.

Reaching this 'car commuting' audience posed quite a problem and YQ was a ground breaking solution.

The plan

Essentially, YQ? was a series of banners that were

attached to 126 lamp columns at 'queue' points on

strategic roads. For instance, in Streatham High Road,

at peak time, queues form and tailback between

adjacent sets of traffic lights.

Alongside this queue length drivers passed three

banners. The first banner gives the name to the

campaign, 'YQ?' and this is followed by a sustainable

alternative banner message such as 'Give a Lift' or

'Ever Tried Walking?'. The final banner always

refered the viewer to the 'Don't Choke London'

website.

Running the initiative in conjunction with local 'Don't

Choke Britain' campaigns, ensured that those

boroughs that did not have the time, finance or staff

resources needed to dedicate to organising local

campaigns could still be part of the sub-regional

campaign.

The supporting web site, was just as important as the

banners as it made the step from a 'banner message

aware' driver to 'sustainably informed' driver.

The tone of the website was persuasive, not

confrontational. The campaign's strength was its

simplicity. With borough councils working together

it meant that for £20,000, every borough was

involved in a campaign which linked with 'Don't

Choke Britain' at a cost of around £2,800 per

borough - or O.O5p per commuter.

Seltrans lobbied for and obtained funding from TfL

for the campaign.

It took around six months of research and a great

deal of persuasion to organise. The key was sharing

information and facilitating boroughs in working

together, again showing the sub regional capability

of Seltrans.

Appropriate banner sites were identified that

considered issues such as: road & trip type, queue

points & length, did not obstruct the view of other

signage or divert drivers attention, clearance for all

vehicles and plant growth over the summer

months Strategic routes around London are

overseen by both the local borough councils and

the Transport for London Road Network (TLRN).

How was it delivered?

YQ? Campaign

Initia

tives

Roads in different boroughs have a different TLRN

officer, which essentially meant that there were 14

points of contact and permissions to be granted for

the campaign over the seven boroughs. Each of

these 14 sets of permissions varied in process to

attain.

YQ? was a strategic umbrella campaign providing a

single message, image and reference for all boroughs

to buy into within their local travel awareness

events.

The benefit

Car commuters recognised and experienced repeat

messaging whether driving through Bexley,

Lewisham or Greenwich. References made to the

campaign in Croydon would be understood in

Bromley and press covering the campaign in

Southwark would benefit Lambeth.

If ever a scheme demonstrated the benefits and

added value of sub-regional projects, this innovative

scheme, which reached around 500,000 vehicles

each day must be at the forefront of exemplars.

YQ? Campaign

Initia

tive

s The context

The issue

The YQ campaign was an innovative campaign trialled during the formative years of sustainable transport

planning within London. Not only did it demonstrate Seltrans' ability to lead, it also reinforced the

advantages of sub-regional planning. It was an unusual campaign, marked by its approach towards

promoting sustainable transport and travel plans through marketing programmes.

During this period (summer 2003) figures showed that 30% of all journeys in Greater London were taken by

car and that congestion causes the average London car commuter to spend 20% of that journey stationary.

Reaching this 'car commuting' audience posed quite a problem and YQ was a ground breaking solution.

The plan

Essentially, YQ? was a series of banners that were

attached to 126 lamp columns at 'queue' points on

strategic roads. For instance, in Streatham High Road,

at peak time, queues form and tailback between

adjacent sets of traffic lights.

Alongside this queue length drivers passed three

banners. The first banner gives the name to the

campaign, 'YQ?' and this is followed by a sustainable

alternative banner message such as 'Give a Lift' or

'Ever Tried Walking?'. The final banner always

refered the viewer to the 'Don't Choke London'

website.

Running the initiative in conjunction with local 'Don't

Choke Britain' campaigns, ensured that those

boroughs that did not have the time, finance or staff

resources needed to dedicate to organising local

campaigns could still be part of the sub-regional

campaign.

The supporting web site, was just as important as the

banners as it made the step from a 'banner message

aware' driver to 'sustainably informed' driver.

The tone of the website was persuasive, not

confrontational. The campaign's strength was its

simplicity. With borough councils working together

it meant that for £20,000, every borough was

involved in a campaign which linked with 'Don't

Choke Britain' at a cost of around £2,800 per

borough - or O.O5p per commuter.

Seltrans lobbied for and obtained funding from TfL

for the campaign.

It took around six months of research and a great

deal of persuasion to organise. The key was sharing

information and facilitating boroughs in working

together, again showing the sub regional capability

of Seltrans.

Appropriate banner sites were identified that

considered issues such as: road & trip type, queue

points & length, did not obstruct the view of other

signage or divert drivers attention, clearance for all

vehicles and plant growth over the summer

months Strategic routes around London are

overseen by both the local borough councils and

the Transport for London Road Network (TLRN).

How was it delivered?

YQ? CampaignIn

itiative

s

Roads in different boroughs have a different TLRN

officer, which essentially meant that there were 14

points of contact and permissions to be granted for

the campaign over the seven boroughs. Each of

these 14 sets of permissions varied in process to

attain.

YQ? was a strategic umbrella campaign providing a

single message, image and reference for all boroughs

to buy into within their local travel awareness

events.

The benefit

Car commuters recognised and experienced repeat

messaging whether driving through Bexley,

Lewisham or Greenwich. References made to the

campaign in Croydon would be understood in

Bromley and press covering the campaign in

Southwark would benefit Lambeth.

If ever a scheme demonstrated the benefits and

added value of sub-regional projects, this innovative

scheme, which reached around 500,000 vehicles

each day must be at the forefront of exemplars.

Initia

tive

s The South East London Green Chain Walk worked The Green Chain GIS has shown how

along side Seltrans since 2004. improvements arising from the access audit and

signage management affect the numbers of

During this time, the following have pedestrian journeys. This linked with

been delivered through Seltrans: the Seltrans GIS project and to other

Improved accessibility of the walking schemes in the sub-

Green Chain Walk, based on region.

the findings of an Access Local community groups have Audit undertakenprovided clear benefits and Improved signage along the added value to walking Green Chain Walk, in

improvements through keeping with London Walking partnership working. As a Forum standards, by utilising

consequence, the number of groups the Green Chain GIS systemassisting with footpath improvements Improved linkages between the Green Chain

has increased.Walk and other facilities and public transport

interchanges and to encourage more pedestrian Existing walking schemes, such as Safer Routes to journeys School, benefit from closer working with Green Support to community groups and Chain access project as it will provide the routes organisations to maintain the Green Chain Walk for this purpose and so lend added value. to a high quality

Over 60 schools and 3,000 young people have Liaison with other organisations to ensure that directly benefited from the schemes implemented. there is effective promotion to under represented In addition, a Circular Walks pack promoting public groups, encouraging more pedestrian journeys transport links to walks has been circulated to over along the Green Chain. 10,000 targeted individuals through Green Chain

partners in the Primary Care Trusts and Bromley An access audit provided the baseline for MyTime.measuring the further stretches of route that have

been upgraded to recognised standards.

n

n

n

n

Green Chain Walk

Seltrans also sponsored the Green Chain Walking

Festivals between 2004 and 2009

Objectives:

The festival consisted of 12 guided walks over 10 days.

The walks were all based on the 10 locations featured

in the 'Circular Walks Pack'. As already stated, this

pack was also funded by Seltrans and first produced in

2007. The aim of the pack was to introduce people to

special places on the Green Chain and this festival

was designed to complement the pack. A copy

was given away free to every participant.

Each walk was given a theme and an

informative talk was provided along the

route. In addition, the use of a station link

person was employed. The station link

person met train travellers at the station

and helped them get to the start of the

walk. This was designed to increase

sustainable travel to the walks.

The attendance on the 12 festival walks was very

high. A total of 546 people attended the festival. The

average number of walkers was 45,

Walk location by Seltrans Borough Number of People

Attending

Lesnes Abbey Bexley 28As an example of this work, the aims of the 2008

Southmere Bexley 29festival were to:

East Wickham Bexley 54To raise the profile of the Green Chain as an

Elmstead Bromley 50alternative (sustainable) transport route (hence

Cator Park Bromley 32the funding for the festival from Seltrans)

Avery Hill Greenwich 75Increasing the awareness of the Green Chain

Sutcliffe Greenwich 40Walk as a resource for health and leisure

Horn Park Greenwich 41To promote the work of friends groups along

Grove Park Lewisham 40the Green Chain

Beckenham AM Lewisham 61To raise awareness of London's history and

Beckenham PM Lewisham 36biodiversity

Southwark Southwark 60

Total 546

Average 45.5

n

n

n

n

Results

Initia

tives

Sta

tion A

ccess Seltrans has acted as a co-ordinator for Station Access schemes in South East London. Such projects aim

to encourage greater use of rail services by improving interchange with other transport modes, such as

bus stops and cycle parking, reducing the risk of crime around the station and upgrading pedestrian

access from both commercial and residential destinations.

Petts Wood Station Before and AfterSeltrans has successfully delivered these schemes via close partnership working, for example

Ravensbourne involved over 10 project partners, contributing funding of upwards of £1m.

Recently Seltrans has carved a niche within this area by focussing on greater sustainability and Carbon

Neutral schemes. The recently completed Croydon South scheme received the following plaudits:

ACoRP 'National Awards' Local Station Environment 2009 - 1st place

ATOC 'Cycling Awards' Station of the Year 2010 - 2nd place

Nominee 2010 - National Railway Awards

Short listed 2011 - National Car Park Awards

n

n

n

n

Access Improvements South Croydon Station

Sta

tion A

ccess

Sta

tion A

ccess Seltrans has acted as a co-ordinator for Station Access schemes in South East London. Such projects aim

to encourage greater use of rail services by improving interchange with other transport modes, such as

bus stops and cycle parking, reducing the risk of crime around the station and upgrading pedestrian

access from both commercial and residential destinations.

Petts Wood Station Before and AfterSeltrans has successfully delivered these schemes via close partnership working, for example

Ravensbourne involved over 10 project partners, contributing funding of upwards of £1m.

Recently Seltrans has carved a niche within this area by focussing on greater sustainability and Carbon

Neutral schemes. The recently completed Croydon South scheme received the following plaudits:

ACoRP 'National Awards' Local Station Environment 2009 - 1st place

ATOC 'Cycling Awards' Station of the Year 2010 - 2nd place

Nominee 2010 - National Railway Awards

Short listed 2011 - National Car Park Awards

n

n

n

n

Access Improvements South Croydon StationSta

tion A

ccess

Sta

tion A

ccess Seltrans has undertaken improvement schemes at

the following stations within its area:

Ravensbourne

South Croydon

Purley

Smitham

Albany Park

Beckenham Junction

Rotherhithe

St. Mary Cray

Streatham Common

West Norwood

Kenley

Brockley

Petts Wood

Norwood Junction

Plumstead

Denmark Hill

Woolwich Dockyard

n

n

n

n

n

n

n

n

n

n

n

n

n

n

n

n

n

Streatham Common StationLondon Borough of LambethBefore and After

Kenley Station London Borough of CroydonBefore and After

Brockley Station London Borough of LewishamBefore and After

Access Improvements

St Mary Cray StationLondon Borough of BromleyBefore and After

Beckenham JunctionLondon Borough of BromleyBefore and After

Albany ParkLondon Borough of BexleyBefore and After

Sta

tion A

ccess

Sta

tion A

ccess

Sta

tion A

ccess

St Mary Cray Station

Access Scheme

Reason for the project With the development of a new retail centre close to the station, together with changes the number of commuters using St Mary Cray, access to the station was less than desirable. Pavements were narrow with little to distinguish between footway and the road itself. The surface of both the pavements and the road were in great need of attention and repair. Junctions leading to the station were not best suited to bus movements, and there was little in the way of provision for pedestrians, motorists, and cyclists alike.

Main objectives of the project To transfer ownership of Stat ion Approach to Bromley, in

order to allow them to adopt the highway and bring it up to standard. Junction widening and bus lane extensions as well as improved cycle parking facilities and an improvement to the wider environment were all part of the project.

Partnership The scheme was developed in partnership with a wide range of bodies, without all of whom the project would never have come to fruition, and is a good example of best practice in partnership working.

Outcomes from the project

Station Approach is now a public highway, with a good footway and roadway for all users.

Improvements to the junction at either end of Station Approach to aid bus movements.

A new purpose-built community recycling point on land that was previously used as a litter dumping ground.

Parking restrictions along Station Approach to aid bus movements.

Removal of fly tipping and an unsightly fence line, replaced with a cleansed embankment with new fencing.

Improvements to walking routes to the station including new tactile paving and improvements to steps in the area.

Additional dedicated parking bays for disabled users.

Provision of dedicated cycle parking, monitored by CCTV, at the station.

BEFORE

BEFORE (2008) BEFORE

(2008)

AFTER (2009) AFTER (2009)

PREPARED AREA FOR

COMMUNITY RECYCLING POINT

SECURE CYCLE PARKING

Contact

For further information please contact:

Andy Blake

Alan Lucking

[email protected]

020 8461 [email protected] 8313 4996

•

•

•

•

•

•

•

•

Access Improvements Access Improvements

Ravensbourne, Beckenham Junction, Albany Park, St. Mary CrayndATOC 'Cycling Awards' 2 place - 'Best Local Government Contribution' 2010n

Purley

N 2011 Nominee

ACoRP Local Station Environment - 2011 Nominee

n

n

ational Railway Awards - Medium Sized Station -

In the 13 years of its existence, Seltrans can legitimately claim to have made a difference to

transport in South East London and has been recognised for it.

South CroydonstACoRP National Awards Local Station Environment 2009 - 1 place

ndATOC Cycling Awards Station of the Year 2010 - 2 place

National Railway Awards - 2010 Nominee

National Car Park Awards - 2011 Short listed

Station Access Awards

n

n

n

n

South Croydon, Ravensbourne, Purley

S 2011

Nominee

n ustainability Live 'Sustainability & Environment Awards', stations carbon negative programme -

Travel Planning Awards

S

Campaign for European PEWTA Award 2009 Highly Commended

n

n

marter Travel Awards 2008 - awarded for Marketing and Travel Awareness

Key

Ach

ieve

ments

Legacy

Workplace Travel planning team receive Marketing and Travel Awareness award from Philippa Forrester

Seltrans LegacyContact details:

Alan Lucking / Steven Heeley

London Borough of Bromley

Civic Centre

Stockwell Close

Bromley BR1 3UH

Switchboard: 020 8464 3333

Email:

Website:

David Hurren

Peter Brett Associates LLP

7 Soho Square

London W1D 3QB

Switchboard: 020 7025 7100

Email:

Website:

[email protected]

www.bromley.gov.uk

[email protected]

www.peterbrett.com

[email protected]

seltrans-legacy-crop

Documents

south east london boroughs

london membership

centre of london

unique quadrant of london

core seltrans

seltrans vision

seltrans area

inception of seltrans