Street Trams for London Conference, 22 September 1994

Getting a Modern Tramway Built

By Paul T. Jackson

This afternoon I intend to briefly cover some of the many and varied aspects of "Getting a Modern Tramway Built".

As you will all appreciate there is not a lot of "hands on" experience in doing just that in the U.K. at the moment and although many studies have been made into the feasibility of introducing modern tramways in our major cities and conurbations only two northern cities have so far managed to get off the drawing board, i.e. Manchester and Sheffield. However there are those who think that creating a new system in existing and probably long established urban areas is a straightforward exercise of combining the well known basics of Civil Engineering and Electro-mechanical know how. Well it's not quite that simple. In the real world the promoter is faced with what can only be described as possibly one of the most difficult jobs ever conceived by man!

I am very fortunate in that I come from the second city to have re-introduced the tram and therefore have been in a position to witness and record the varying elements of how the South Yorkshire Supertram system was conceived and finally brought into operation, and with your kind permission I have based my presentation on this system.

I am sure you will all be aware that on 21 March this year S.Y.S.L. commenced operations between Meadowhall Retail Centre (a massive, some say the largest in Europe, out-of-town shopping and retail centre on the edge of Sheffield, just before the boundary with Rotherham) and Sheffield's traditional city centre. The former place has in fact completely revolutionised (although I personally don't like it) shopping in South Yorkshire, N.E. Derbyshire and North Nottinghamshire - mainly catering for those using the motor car. It has 12,000 free car parking places! Obviously with such facilities S.Y.P.T.E. was keen on providing public transport access to the centre, and has built a magnificent Interchange, linking Regional Railways, Supertram, local buses and long distant coaches. The tramway linking the two centres was requested by the City Council to act as a catalyst for development through the derelict Lower Don Valley, once the power-house of the world-famous steel industry. This tramway is laid on a mixture of old B.R. alignment and new construction, but the common feature is that the whole route is segregated, except at 6 road crossings, mostly light controlled, giving the tram priority. The route is also, in the main, away from housing, so the authorities building the line did not encounter any public outcry. However the other phases of the scheme are all, to some degree or other, in the street and this has created a constant moan about the construction works. (Not all the works in the city of course are the responsibility of the Supertram, but that doesn't stop the tram being blamed).

May I take it that we all understand, if that is the correct word to use, the necessary legislation, orders, etc. and financing rules, and concentrate on the events after those stages. It also makes it easier for me from the provinces because rules are different for the Capital.

Once you have done those straightforward things, the promoter starts the EASY tasks of getting statutory utilities moved and infrastructure built or laid, both of which cause tremendous upheaval in the areas under construction. Vehicles have to be delivered, commissioned, tested, etc. - and all in full view of a very misunderstanding population who are quite convinced that the whole lot of you are crazy or at the least spies from Europe where things are done differently, and not in the best interest of we British.

A rather nice quote taken from an conference in Manchester, relating to Portland Oregon: a report by the Retail Council stated: "If you are a public official or Transit Authority official, you're going to have the public, a large proportion of the business community and the news media sounding like a lynch mob." How true!!

Structure of the Promoting Authority

The first objective to be discussed is the structure of your own operation. In South Yorkshire the local P.T.E., who had promoted the system, wished to become more heavily involved in the management of the scheme, which included being prepared to accept a certain amount of risk for the project. Under the D.B.O.M. ruling the Government had placed on Manchester's scheme all decisions of design had been taken away from the local authorities, to be placed with the successful consortium. S.Y.P.T.E. convinced the Department of Transport that a Design & Build approach should be used. This way enabled local input, as well as giving the Government a comparison of how the two differing approaches could be monitored. (It looks like the West Midlands, who should be next on the list for finance, is to be a D.B.O.M.) One of the most important differences between Manchester/West Midlands and South Yorkshire is, as I have mentioned earlier, the fact that S.Y. is being built along existing roadways in the main, whilst the initial lines in the other two places are mainly conversions of old rail alignments. Given a remote strip of land within any Lines of Deviation it presumably is of no great detriment for the final design and positioning of the tracks to be known at a very early stage. On the roadways one must be in a position to change design overnight if necessary to accommodate the local residents' aspirations, etc., all of which can be the subject of variation orders on the original contract, which can make the costs go up enormously. South Yorkshire had a grant from the Government and insisted that this would not be exceeded, and with the figures I have been shown they are still within that budget.

Obviously the Government required a different, and somewhat complex structure to be set up to control this "new" approach and insisted on the operational aspects of Supertram being privatised two years after full operation. (1997.)

Therefore the following structure was set up:

Note: South Yorkshire Supertram Ltd. is responsible for:

• Financial and Commercial Activities
• Public Relations and Marketing
• Quality Control of the system
• Control of Contractors.

Project Management

Managing a project of this complexity can be tackled in more than one way. Either setting up an own in-house organisation or employing an outside company to provide specific expertise on engineering, quality, financial controls, etc. It was decided in South Yorkshire that the latter was more appropriate and therefore Turner Townsend Project Management Ltd. was engaged to oversee the whole scheme, rolling stock and electrical matters being controlled by Kennedy Donkin through T.T.P.M. The management of the main interfaces is one of the major assignments for the project team making certain that all these come together at the correct time and in the right way. Points of interaction between the elements of the project are many and various, and I show this on my first slide.

As you can see the contractor is not alone out there, there are a veritable array of other bodies working alongside, to ensure the best possible results.

It is however extremely important that the promoter has a senior manager in his organisation to provide direct responsibility for the decisions required on design alterations, etc. In the South Yorkshire context this manager is responsible for the Public Relations as well, so apart from him being extremely busy he has his finger on every aspect, and is at the centre of all decisions.

Pressures and Parameters of Building a Tramway

A quick survey of some of the pressures on the promoter and his project management team may be useful:

Traffic related

• Capacity of roadway, safety on roadway, accessibility.
• How should the existing traffic be handled, what traffic management is required.
• What alterations are required to traffic signals?
• L.R.T. Safety
• What changes are envisaged to bus service?
• Where pedestrian crossings points are to be provided?
• Parking for residents and shoppers.
• Loading access for premises.
• Problems of maximising right of way for the tramway to give the fastest possible journey times, etc., and at the same time provide the above facilities.
• Provide a safe passage for cyclists. (In Sheffield they seem to have problems staying on their bikes, when they encounter tramlines!)

Environmental

• Be instrumental in improving the general ambience of the areas you are operating through by:
• Integrating into the street scene.
• Design the O.H.L.E. as carefully as possible. Maximise building fixtures as much as possible, so that the number of poles can be reduced. This helps clear the streets of extra "clutter".
• What special protection is required in the city centre?
• How can construction be achieved whilst enabling the life of the city to continue?
• Improve paving, use superior materials. Design tramstops to enhance the environment. Fit superior lighting.
• Use a variety of surfacing to 1) identity swept path alignments, 2) enhance special, possibly conservation, areas, e.g. at Sheffield Cathedral Square printed concrete is being used, giving the effect of setts, without the cost.
• Co-ordinate all hard and soft landscaping and architecture to ensure that the new is in harmony with the existing.
• Look at ways to avoid property demolition wherever possible. Also trees and open spaces are very important to people therefore avoid excessive destruction.

Special Groups

• Take "on board" the local disabled groups at an early stage. Fully describe your plans and listen to their requirements, after all they know far more than able-bodied people what they require. It is also a fact that if you make your system accessible to the disabled, it is far more accessible for everybody.
• A very strong inter-relationship with the emergency services is essential. They, and of course yourselves, want to be capable of handling any emergency.

Stakeholders

• Appreciate and work with all stakeholders of the project. By this I don't only mean the promoters, the consultants, the contractors, but also the local authority it for no other reason than it more than likely will be the Highway Authority(!), the Railway Inspectorate for obvious reasons, the statutory undertakers (i.e. gas, electric, B.T. etc.), but most of all the PUBLIC - the residents, traders and business people. After working with all these and trying to satisfy all their requirements, you have to build a viable tramway. Easy isn't it!

Public Consultation

Of the above I would like to concentrate particularly on Public Consultation in all its forms. There is a massive education process not only for the promoter/operator, but also for the public at large. Understanding the fears (and that is exactly what they have initially) of the local population is of utmost importance. Rumours will abound. Quell these as soon as possible - don't sit back and hope they will go away, they won't, they will increase and cause you all sorts of problems.

In Sheffield we had rumours about:

• Expensive fares;
• Tower blocks would be pulled down because of vibration problems;
• The tram wouldn't have to abide by road regulations;
• Etc., Etc.

Prior to any work starting I would strongly advise the promoter to visit each and every property fronting the development and explain the works and assist in liasing on specific problem areas.

Be positive but always tell the truth, this is most important when construction works start. At this stage it is virtually impossible for the uninitiated to understand how light rail will benefit them when all they see is a series of roadworks, and traffic diversions.

Get into the schools, tell the kids the "good news" about the trams corning. They in turn will do you a good job telling their parents, etc. The kids are more likely to take a positive stance - emphasise the futuristic ideal of the tram - after all it's the kids who will benefit the most in the future.

Public perceptions and attitudes are major factors in "Getting a Modern Tramway Built", so don't be fooled into not giving this aspect your fullest attention.

Just for a pointer, I can tell you that well over £1M has been expended on the Supertram scheme on Public Consultation.

Local Liaison groups have been set up, and actively supported by S.Y.S.L. The benefits have been immense. However problem areas still exist but you just cannot beat the N.I.M.B.Y. or "I'm alright now Jack" attitudes.

In Sheftield, particular attention has been given to on-going consultation with special groups, and an information shop manned daily has been in operation at Hillsborough for many months.

A few "musts" which I believe are essential

1. Total Quality Management requirements.
2. A distinctive corporate image and logo.
3. Vehicle design and livery which are attractive.
4. Distinctive uniforms for staff, together with high quality training.
5. Attractive design of O.H.L.E.
6. Proper positioning of pointwork in roadway, i.e. not on traffic turning areas.
7. Proper maintenance and cleaning of vehicles and stations. Create a litter and graffiti-free environment. Clean off immediately.
8. Provide clear and concise information, timetables ticketing and signposting.
9. Provide help for disabled people to use your system. Use tactile paving to assist the sight-disabled for instance.
10. Inform the public exactly what is being done, and why, during building.
11. Make sure that all your designs aim to provide a safe environment. You should ensure that every person who is admitted to your system is carried safely. I can assure you that the Railway Inspectorate will do!

In closing may I encourage you to consider four things?

1. Work with the local bodies interested in Light Rail. They will have a combination of local knowledge and Light Rail knowledge which in the early days you may not possess.
2. Have a strong personality as Chief Executive, somebody who has great foresight and when he/she says yes or no it is meant!
3. Always remember, the wheel has already been invented. Don't over-design your proposals.
4. The Job of public transport is to get people where they want to go. In other words the system must take people to their destination. Don't miss destination points because it is easier to by-pass, your future customers will also by-pass.

Thanks for listening - Enjoy your next few years ! - I sincerely hope that the investigations that are taking place here in London prove fruitful.

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