TAMAR BRIDGE AND TORPOINT FERRY · 3.1 The Tamar Bridge and Torpoint Ferry provide the major...

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TAMAR BRIDGE ANDTORPOINT FERRYBusiness Plan 2011 to 2015

April 2011

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CCOONNTTEENNTTSS1 Foreword by the Chairmen of the Joint Committee 3

2 Executive Summary 4

3 The Tamar Crossings 5

4 Strategic Importance of the Crossings 6

5 Mission 8

6 Core Values 9

7 The Service 10

8 Risk Management 13

9 Long Term Plans 15

10 Plans for 2011-2015 16

11 Priorities 17

12 Financial Resources 19

13 Delivery Actions 24

14 Performance Management 27

15 Appendices 32

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11 FFOORREEWWOORRDD by the Joint Chairmen of the Committee

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We are pleased to present this first four-year Business Plan produced for the Tamar Bridge and Torpoint Ferry, covering the period 2011-2015.

The development of this plan follows a resolution by the Tamar Bridgeand Torpoint Ferry Joint Committee in December 2009 to adopt abusiness planning framework that would reflect the strategic nature of the two crossings and integrate operational and financial aspects of theundertaking into a single document.

This document represents a significant step forward in the governanceand management of these two crossings that are so strategicallyimportant to both Cornwall and Plymouth. We believe that it will be avaluable reference for a range of readers including councillors, officers,customers and other stakeholders in gaining a fuller understanding of the undertaking and of our plans for the next four years.

Councillor Edward Delbridge Councillor Mike Pearn MBEPlymouth City Council Cornwall Council


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2.1 The Tamar Bridge and Torpoint Ferry providethe travelling public with the two majorcrossings of the lower reaches of the River Tamar connecting Plymouth and South-East Cornwall. Their operation is governed bya Joint Committee representing the twoauthorities, Cornwall Council and PlymouthCity Council, that own the crossings. The strategic importance of these crossingswithin the context of Plymouth and Cornwallstresses the wider perspective within whichthe Business Plan has been developed.

2.2 Our mission is to provide the travellingpublic with safe, reliable and efficientcrossings of the Tamar through theoperation, maintenance and improvement ofthe Tamar Bridge and Torpoint Ferry.

2.3 Core values shape the organisation’s culture,priorities and decisions:

respect excellence creativity

integrity accountability openness

ownership accessibility teamwork

and these values underpin the way in whichthe undertaking operates.

2.4 The service relies on major infrastructureassets and human resources to deliver itsmission. Both crossings operate on a 24 hour,365 day basis and have significant peaks indemand predominantly eastbound onweekday mornings and westbound onweekday evenings, and the crossings areoperated to maximise the service availabilityto match those demands.

2.5 The undertaking employs approximately 100staff, and some services including tollcollection and vehicle recovery at the bridgeare provided by contractors.

2.6 Approximately 95% of the finance needed tooperate, maintain and improve the twocrossings is funded from tolls, with theremaining 5% derived from rentals, wayleavesand contribution from the Highways Agencyin relation to joint operation of the TamarBridge/Saltash Tunnel tidal flow system. Theundertaking works with many otherstakeholders through partnerships and jointworking arrangements which reflect the need to integrate the service within a wider context.

2.7 The undertaking recognises the importanceof managing risk so that it can achieve keystrategic objectives and organisational goals. Ittherefore maintains a contemporary riskregister which is used as the framework formonitoring and managing both strategic andoperational risks.

2.8 Longer term planning sets the context fordetermining key priorities for the BusinessPlan, which are set out together withassociated actions.

2.9 A range of improvements are included in theBusiness Plan, and most of these will befinanced by borrowing. The undertaking isfinancially self-sufficient, using toll income tofund the crossings and capital projects. Toll income forecasts assume that trafficlevels will fall by 2% in 2011/12 andthereafter remain unchanged. Based on theforecast income stream it is anticipated that asmall increase in tolls will be required in2014/15 in order to deliver the Business Planand maintain adequate reserves in line withgood business practice.

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3.1 The Tamar Bridge and Torpoint Ferry provide the major vehicularand pedestrian crossings of the lower reaches of the River Tamar.The two crossings are operated as a single undertaking by theTamar Bridge and Torpoint Ferry Joint Committee, which wasestablished by the Tamar Bridge Act 1957. The Joint Committeecomprises five elected councillors from each of the JointAuthorities, Plymouth City Council and Cornwall Council. JointChairmen are elected from each of the two councils and theychair Committee meetings on an alternating basis.

3.2 The Tamar Bridge Act 1957 gave the Joint Authorities powers tobuild the Tamar Bridge and to charge tolls to cross it. The Act alsomade provision for the Joint Authorities to take ownership andcontrol of the Torpoint Ferry, which at that time was owned andoperated by Cornwall County Council.

3.3 When opened in 1961 the Tamar Bridge was the longestsuspension bridge in the UK and it remains the only fixedcrossing of the Tamar between Plymouth and South East Cornwall.

3.4 The last decade has seen significant investment in the twocrossings. In 1998 a new Tamar Bridge Act came into force givingthe Authorities powers to strengthen and widen the TamarBridge (1999-2001). The strengthening ensured that the structurecould continue to carry all classes of vehicles permitted on UKhighways including the new class of 44 tonne heavy goodsvehicles. The widening added capacity and improved safety for all users.

3.5 In 2004 and 2005 the previous generation of Torpoint Ferries,then over forty years old, were replaced by faster, quieter andsafer craft with additional 50% capacity.

3.6 In 2007 the TamarTag electronic tolling system (ETC) wasintroduced at both crossings replacing a paper voucher pre-payment scheme. At the Bridge the toll plaza was upgradedwith new toll booths and a canopy, and the new ETC systemgave the toll plaza an increased traffic capacity approximatelymatching that of the bridge structure. At both crossings thesystem provides a more convenient method of payment forregular users.

3.7 The above projects together represent approximately £60million of capital investment over the last decade. Thisinvestment has been made to allow the provision of safe, reliable and efficient crossings into the future.

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4.1 Effective transport links between South East Cornwall andPlymouth are vital in building and maintaining a sustainable localcommunity. They contribute to the achievement of a strongercommunity with better local economies and also provide accessto health, education and leisure services. The Tamar Bridge andTorpoint Ferry make a significant contribution to these goals,providing the only links across the lower Tamar for public, privateand commercial vehicles, and provide significant access links forpedestrians and cyclists.

4.2 This Business Plan recognises the wider role of the crossings inthe future of the communities of Cornwall and Plymouth, andthe work necessary to ensure that role will continue during theperiod of the plan. An integrated approach must therefore beadopted that supports wider area strategies and predictedchallenges for both Cornwall and Plymouth.

4.3 A number of challenges may develop during the period coveredby this Business Plan. They include:

� accommodating the potential impact of population andhousing growth in Cornwall and Plymouth throughrespective Spatial Strategies and Local DevelopmentFrameworks;

� minimising the impact of the crossings on the naturalenvironment, heritage and landscape;

� ensuring that the crossings are able to support growth inthe economies of both Cornwall and Plymouth;

� maintaining and improving provision of good access tohealth, education and other services;

� adapting to climate change and mitigating its effects;

� managing the effect of traffic growth on the capacities ofthe Bridge and the Ferry;

� managing the demand for travel and influencing travelbehaviour where appropriate or necessary;

� improving the quality of journey integration by addressingpublic transport, walking and cycling;

� ongoing maintenance requirements to optimise the operational lives of both the Bridge and the Ferry.

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4.4 To ensure that safe, reliable and efficient crossings are available for thelong term future of the region, the strategy developed for the crossingsmust recognise these challenges in the wider strategic context forCornwall and Plymouth. In doing so the plan will aim to:

� maximise certainty for the community, investment and development;

� enable and support planned investment in infrastructure andservices;

� ensure that development of the crossings is informed by andintegrated into other strategic plans including the localdevelopment frameworks, local transport plans and economicdevelopment plans;

� ensure that investment is made in the crossings for theirmaintenance, operation and improvement and that the fundingis available to enable this to happen;

� provide a clear process to guide the management of the crossings.

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5.1 The mission of the undertaking is to providethe travelling public with safe, reliableand efficient crossings of the river Tamar through the operation, maintenanceand improvement of the Tamar Bridge andTorpoint Ferry.

5.2 This mission can only be achieved bymaintaining the assets to appropriatestandards, and by ensuring that the quality andcapacity of the service meet the changingdemands placed upon them.

5.3 The mission cannot be accomplished inisolation and we need to work with a range ofpartner organisations and stakeholders.

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6.1 An organisation’s core values shape its culture, its priorities and its decisions.

6.2 The undertaking’s core values are:

respect – valuing people, diversity and unique contributions byfostering a trusting, open and inclusive environment

integrity – striving to ensure that every aspect of theorganisation is founded on honesty, transparency, impartiality andconsistency

ownership – taking pride in our work and our performance

excellence – striving to excel at everything that we do

accountability – explaining actions and taking responsibility for them

accessibility – ensuring that our facilities are available to allsections of the community

creativity – maintaining an innovative and forward-thinkingapproach, looking for new ideas and using them to enhance the service

openness – making information about the undertaking and theJoint Committee’s decisions readily available to all users andstakeholders

teamwork – within the organisation, working in collaborationwith the Joint Authorities and partner organisations towardsorganisational or common goals

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The Assets

7.1 The core services are delivered using large infrastructure facilities.These facilities are key to the delivery of the service and theiravailability must therefore be optimised with robust and effectivemaintenance programmes. With appropriate maintenance theTamar Bridge has an anticipated remaining life of 120 years andthe current generation of Torpoint Ferries will serve for at leastanother 20 years.

7.2 Whilst the majority of traffic using the crossings is relatively localin terms of origin and destination, the Tamar Bridge is also a vitalelement in the trunk road network. Peak traffic flows occur onweekday mornings (predominantly eastbound) and weekdayevenings (predominantly westbound). To maximise capacity, trafficlanes on the bridge are operated in a tidal fashion to match thepredominant traffic flow or to facilitate specific trafficmanagement for activities such as maintenance work andbreakdown recovery. This tidal flow system includes the Bridgeand the Highways Agency’s Saltash Tunnel and requires 24 hour,365 day monitoring and control. Our Bridge control room istherefore staffed around the clock and is operated in partnershipwith the Highways Agency. The Bridge carries approximately50,000 vehicles on an average weekday and around 16 millionvehicles a year. The south cantilever lane of the Bridge provides adedicated pedestrian and cycle lane which forms part of theLocal and National Cycle Networks.

7.3 The Torpoint Ferry operation is the largest inland waterwayvehicular ferry crossing in the UK, transporting up to 8,000vehicles across the river on busy weekdays. The ferries also carry foot passengers providing a vital link between the Torpoint areaand Plymouth, and the crossing forms part of the National CycleNetwork. All three vessels are operated in peak periods, withtwo vessels operating off-peak and a single vessel operatingovernight ensuring continuity of service for the public andemergency services.

7.4 Both crossings offer priority arrangements and free crossings forbuses and also provide free crossings for pedestrians, cyclists,certain emergency vehicles and those individuals qualifying forour mobility scheme.

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People

7.5 Approximately 100 full-time and part-time staff are directlyemployed on the undertaking, 75% of whom work at the TorpointFerry operation. Many of the staff are employed on a shift workingbasis to resource the round the clock service.

7.6 At the Bridge fifteen toll collectors and four recovery vehicledrivers are employed by contractors to deliver 24 hour coverage of those two functions. These contracted staff are integrated intothe undertaking and form part of the operational teams.

7.7 An organisation chart is attached at Appendix 1.

7.8 The Joint Committee also relies upon professional support fromPlymouth City Council and Cornwall Council.

Funding

7.9 Approximately 95% of the finance to operate, maintain andimprove the facilities is funded from tolls. The ‘user pays’ principleensures that those who derive most benefit from the crossingscontribute accordingly.

7.10 The remaining 5% of income is generated from rentals, wayleavesand reimbursement of the costs of operating the Saltash Tunnel onbehalf of the Highways Agency. Funding is covered in more detail insection 12.

Management

7.11 The General Manager and officers of the Joint Authorities presentreports at the meetings of the Joint Committee. The reportsaddress contemporary issues and provide updates on expenditure,projects and studies, and also seek approval of the annual statementof accounts. The meetings allow the Joint Committee to considerreports reviewing the performance of the undertaking.

7.12 Certain powers are delegated to officers of the two Authoritiesand to the General Manager through schemes of delegation,financial regulations and individual decisions of the Joint Committee.


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Partnerships and Joint Working

7.13 As well as drawing on resources from the Joint Authorities forprofessional and support services, the undertaking operates inpartnership and joint working arrangements with a range oforganisations including:

Highways Agency – partnering on the operation of the TamarBridge/Saltash Tunnel Tidal Flow Corridor;

Department for Transport (DfT) – member of DfT’s InteroperabilityForum Operators’ Sub-Committee which represents UK current andpotential toll operators - also general partnering on exchange of trafficinformation and other data;

GoSkills – industry representation on development of nationaloccupational standards;

Devon and Cornwall Police – emergency planning, emergencyresponse and facilities surveillance;

Cornwall Fire and Rescue Service – joint working on rescueprocedures and emergency planning;

Devon and Somerset Fire and Rescue Service – joint working onrescue procedures and emergency planning;

UK Bridge Operators, UK Toll Operators and UK Chain and CableFerry Operators – joint working on shared documents and standards,benchmarking and exchange of information;

International Cable Supported Bridge Owners/Operators –representation, benchmarking and exchange of information.

7.14 These relationships contribute to the safety, reliability and efficiency ofthe crossings. Significant efforts are invested in the maintenance anddevelopment of these important relationships, and this investment isrewarded with a return, through shared benefits, exceeding that whichmay be achievable solely through contractual arrangements.

Contracts

7.15 Contracts are in place for a range of services and works including theTamar Bridge toll collection service, specialist engineering termconsultancy and engineering advice, and marine consultants tosupervise ferry refits.

7.16 As a public body the undertaking complies with all relevant UKlegislation and European Directives on procurement and value formoney and this is reflected in robust contract procedures.


8.1 Risk management is both a statutory requirement and an essentialelement of good corporate governance. It embodies the culture,processes and structure that are directed towards the effectivemanagement of potential opportunities or threats to an organisationin achieving its objectives.

8.2 The Tamar Bridge and Torpoint Ferry Joint Committee recognises the importance of managing risk so that it can achieve key strategicobjectives and organisational goals. It recognises that riskmanagement must be embedded into the culture of the organisationso that it is an integral part of all business planning functions.

8.3 Until 2009 risks had been managed on an ad hoc or grouped basis.However a formal risk register has since been developed using inputfrom risk workshops for Joint Committee Members and officers. The risk register incorporates a formal hierarchy of risk probability,severity and outcomes which are adjusted to recognise existingmitigation measures. The management team will continue to monitorand review the register and prioritise further mitigation. Headlinerisks from the undertaking feed into the risk registers of the JointAuthorities.

8.4 Whilst the risk register will assist the management of theundertaking, recognition and management of risk continues to be afundamental part of day-to-day operations, influencing workingpractices, specifications and procedures.

8.5 The integration of risk management into the organisation, its businessplanning and its routine working practices has many benefits and as aresult the Tamar Bridge & Torpoint Ferry Joint Committee can:

� achieve the key strategic objectives and organisational goals;

� improve strategic, operational and financial management;

� be more efficient with resources;

� safeguard or improve its assets;

� mitigate key threats and identify key opportunities;

� improve decision making, planning and prioritisation ofkey issues;

� promote innovation, change and improvement;

� ensure value for money;

� avoid any unforeseen issues, unknown threats or failures;

� develop, support and protect employees.

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8.6 Our approach to risk management is defined in our RiskManagement Strategy and sets out:

� the overall process for identifying, assessing and managing risk;

� the requirements and responsibilities of members and officers;

� arrangements for monitoring and reporting risk.

8.7 One of the key objectives of the strategy is to identify, assess,record and manage those risks that threaten the delivery of keystrategic organisational objectives or goals. Therefore, the TamarBridge and Torpoint Ferry Joint Committee maintains riskregisters to record, review and monitor strategic and operationalrisks. The organisation recognises that Risk Management is notabout creating a totally risk free environment but more aboutpreparing a disciplined approach to managing uncertainty andbeing prepared to take mitigating action. The risk registers areregularly monitored and reviewed and, when used effectively, actas an early warning for any movement in risk.

8.8 The ultimate measure of effective Risk Management is that the Joint Committee has the resilience to deliver its key strategic objectives by providing safe, reliable and efficient crossings now and into the future.

8.9 The strategic risk register of key risks is attached as Appendix 2.

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9.1 Plans for the longer term must sustain the mission to providesafe, reliable and efficient crossings of the river Tamar.

9.2 These plans are influenced by the Local Transport Plans of theJoint Authorities through close liaison with their respectivetransportation teams.

9.3 To a large extent, major maintenance of the facilities occurs incycles and we must ensure that the physical and financialresources are available for major tasks such as resurfacing andrepainting the Bridge and undertaking refits of the Ferries. These maintenance cycles may span Business Plan cycles.

9.4 Changes in traffic demand, user expectations, legislation andother factors may stimulate changes in the way the undertakingoperates and may require improvements to facilities. Theundertaking must therefore continue to look ahead to maintain a clear strategy for the future.

9.5 Planning well ahead preserves the level of service, reducesoperational risks, maintains funding options, informs futureincome requirements and helps minimise disruption for thetravelling public. Therefore while this Business Plan spans fouryears, plans beyond that period must also be considered.

9.6 In accordance with good asset management practice, anyprojects proposed for potential future investment are tested byundertaking feasibility studies to investigate options and toconfirm their viability before higher costs are committed.

9.7 The current long term planning has been set to incorporateforecast replacement of the Torpoint ferries between 2025 and2030. Our detailed financial forecast model extends to 2025 andincorporates foreseeable expenditure on operations,maintenance and capital investment.

9.8 The Business Plan for 2011-2015 has been developed within thecontext of this longer term plan.

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Maintenance

10.1 We will continue to maintain the facilities inorder that the planned life of the assets areachieved or exceeded. Maintenance of thetwo facilities will continue to reflect currentbest practice and meet all regulatoryrequirements.

Operation

10.2 The undertaking will be operated tominimise disruption to the service whilst atthe same time ensuring efficient use ofresources.

10.3 The service we provide will be monitored to ensure that:

� current demand is met;

� user disruption is minimised;

� customer feedback is noted andqueries and complaints promptlyanswered;

� timely planning is undertaken to meetanticipated future demands.

Improvement

10.4 Capital projects already approved forcompletion before 2015 include:

� the installation of illuminated lanestuds on the Bridge to improve safetyand traffic management;

� stage I resurfacing of the Bridge toenhance safety and preserve the lifeof the structure;

� additional storage space at TorpointFerry to improve handling of bulkyspares and materials;

� installation of safer and morecomprehensive access arrangementswithin the Bridge structure;

� major repainting programme for the Bridge thereby preserving itsservice life;

� reinstatement of a footpath at theSaltash end of the Bridge;

� replacement of the main joint on the Bridge;

� replacement of the Bridge’s structuralmonitoring system;

� completion of replacement of ferrygantry chain tunnels;

� improvements to access arrangementsto the bridge plaza canopy;

� replacement of the Ferry’s Devonportcontrol system.

10.5 Rendel Park in Torpoint was de-contaminatedby a remedial project funded by the JointCommittee, and the Committee aims toreview and determine the future use of thesite within 2011.

10.6 Feasibility studies will be undertaken in 2011to review the need for improvement orreplacement of the offices and other facilitiesat both crossings.

10.7 Further enhancement of services will also bepursued, particularly in the development ofelectronic commerce and improvedcommunications. The latter will include theestablishment of periodic customersatisfaction surveys.


1111 PPRRIIOORRIITTIIEESS Priorities for 2011-2015

11.1 Delivery of our mission is achieved through the operation,maintenance and improvement of the Tamar Bridge and TorpointFerry crossings. Our priorities during the period of this BusinessPlan reflect these three key delivery elements.

11.2 The undertaking will ensure that it is delivering an appropriateservice to users through close monitoring of demand andcustomer feedback, and through its awareness of industry bestpractice achieved by participation in industry workshops andlocal, regional and national forums.

Operations Priorities

� maximise the safety of users and staff and reduce risk toboth groups through ongoing risk assessment, education,involvement and communication;

� ensure that the crossings remain efficient throughcontinuous review of individual elements of our service,budgetary control and use of robust processes;

� ensure that the service provision meets reasonablecustomer service expectations;

� promote the use of electronic tolling to minimisecongestion and improve the predictability of journey times;

� ensure that performance standards meet or exceedindustry standards;

� ensure that staff terms and conditions and human resources policies remain appropriate for the organisation.

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Maintenance Priorities

� ensure that maintenance programmes for the assets aredesigned to meet contemporary best practice standards,are in compliance with all relevant statutory requirementsand are delivered in accordance with programmes;

� to minimise disruption to users wherever possible byscheduling maintenance tasks for periods outside peakuse, and by incorporating appropriate incentivemechanisms in supply contracts.

Improvement Priorities

� install illuminated lane studs on the Bridge to improvesafety and traffic management;

� complete partial (Stage 1) resurfacing of the Bridge toimprove safety and preserve the life of the structure;

� undertake major Bridge repainting programme;

� construct additional storage space at Torpoint Ferry toimprove handling of bulky spares;

� install safer and more comprehensive accessarrangements within the Bridge structure;

� improve communications with users of our facilitiesincluding an improved website(www.tamarcrossings.org.uk) and extend the use of online services;

� provide the infrastructure which allows us to improvemonitoring of journey times and improve themeasurement of our performance;

� review current operational, office and public receptionfacilities at both crossings and undertake the necessaryactions to ensure that the facilities are appropriate tomeet requirements into the future;

� strengthen our focus on environmental issues and worktowards registration to ISO14001 appropriate to thelocation, crossing the Tamar Estuary, a Europeandesignated Special Area of Conservation (SAC).


12.1 Toll revenues represented 95% of Joint Committee income in2009-10. The remaining 5% consisted of rentals, wayleaves and acontribution from the Highways Agency to cover the costsincurred in managing traffic using the Saltash Tunnel.

12.2 Income received through tolls and other sources funds theoperation, maintenance and improvement of the two crossingsand can also be used to reimburse transport initiatives thatbenefit either of the two crossings. There are no grants orcontributions from other sources (eg Council Tax) and by law thecrossings cannot provide a revenue stream for the JointAuthorities or other organisations.

Anticipated Income 2011 to 2015

12.3 Toll income is determined by:

� the toll charging structure;

� the volume of traffic using the crossings;

� the proportion of users choosing our pre-paymentdiscount scheme (TamarTag) and the level of discount offered;

� the extent of free concession crossings offered to buses,emergency services, disabled drivers and others.

12.4 This means that changes in the general economic situation, fuelprice variations and the availability of public transport will directlyand indirectly affect our income.

12.5 Toll charges are authorised and limited by a Toll Order issued bythe Secretary of State for Transport. The order sets out themaximum charges that can be made for certain classes ofvehicles. In order to revise tolls, a statutory process must befollowed involving a formal application to the Secretary of Statefor Transport setting out a business case that supports the needfor a revision.

12.6 The Joint Committee offers a discount to users who set up apre-paid electronic payment account.

12.7 While longer term national forecasts predict traffic to grow and,because there is such uncertainty about many of the factors thatwill influence travel behaviour and therefore traffic demand, we

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have not assumed any increase in the annual volume of trafficusing the two crossings during the period covered by thisBusiness Plan. For financial year 2011/12 the forecast for traffichas been set at 2% below the anticipated 2010/11 traffic volumeto account for identified trends.

12.8 Income forecasts assume that from April 2014 cash tolls for carswill rise by 10 pence and pre-paid tolls for cars by 5 pence. Tolls for larger vehicles are also assumed to rise by similarpercentages from that date.

12.9 Income forecasts are as follows

Expenditure plans 2011-2015

12.10 Expenditure is in the form of revenue expenditure fundeddirectly from income or reserves, and capital expenditure whichmay also be funded directly from income or reserves, but islargely funded by borrowing. Where significant investment isneeded to improve the facilities or to significantly extend servicelife, we generally borrow to smooth peaks in expenditure and inorder that those benefiting in the future will contribute towardsthe associated cost. The full cost of this capital expenditure isrepresented in accounts through the annual payment of intereston the associated loan and on the element of the loan that isrepaid during the course of each financial year.

12.11 Expenditure plans for each financial year are recommended bythe Joint Committee to each Council in the late Autumn of thepreceding year. Generally formal approval is only in place forrevenue expenditure for the current or immediately forthcomingfinancial year, while expenditure forecasts for subsequent yearsare noted and will be subject to approval in due course.However for contracts delivering beyond the routine budgetapproval timescales, approval for expenditure may be approvedon an ad hoc basis.

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Financial Year Tamar Bridge Torpoint Ferry Interest Other Total Toll Income Toll Income Recieved Income Income

2011/12 £8.56m £1.17m £0.01m £0.44m £10.19m

2012/13 £8.56m £1.17m £0.03m £0.45m £10.21m

2013/14 £8.56m £1.17m £0.03m £0.46m £10.22m

2014/15 £9.12m £1.25m £0.03m £0.46m £10.85m


12.12 Our approved capital project plans for the period 2011-2015 are shown in the table below

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Project Description Financial Year(s) in Estimated Expenditurewhich Project will take place

Provision of additional walkways to 2011/12 £300,000improve access to Bridge structure

Replacement of Bridge weigh-in-motion 2011/12 £150,000system

Replacement and upgrade of bridge 2011/12 £500,000cable handstrands

Installation of illuminated road studs 2011/12 £600,000on Bridge carriageway

Provide storage building on Devonport 2011/12 £75,000side of Torpoint crossings

Bridge resurfacing (Stage 1) 2011/12 £600,000

Reinstate footpath 24 (Saltash) 2011/12 £210,000

Toll plaza canopy access improvement 2011/12 £40,000

Replacement traffic control system 2012/13 £26,000(Devonport)

Replacement paint system (Bridge) 2011/12-2013/14 £4,800,000

Replacement Bridge Structure 2014/15 £100,000monitoring system


12.13 The forecast expenditure for the four years covered by thisBusiness Plan is as follows:

*Debt servicing forecasts for 2012/13 onwards include provisionof £380,000 per annum to fund possible bridge officedevelopment (estimated at £4.6m), but this project will besubject to approval of a satisfactory business case.

Efficiency and Value for Money

12.14 Competitive tendering is the default approach for externalprocurement of goods and services to achieve best value fromthe supply market.

12.15 Review of internal costs is also undertaken to ensure best valuedelivery of the overall service, to avoid duplication and toeliminate waste.

12.16 Key performance indicators are used to ensure that we aremeeting or exceeding our general service obligations and anyspecific planned levels of service.

12.17 Term contracts or multiple year contracts are adopted to realiseeconomies of scale and reduce overall tendering costs. Durationsof these contracts are moderated to allow periodic review,renewed market competition and innovation in delivery.

12.18 An independent efficiency review of the undertaking will becarried out during the second year of this Business Plan.

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Financial Year Tamar Bridge Torpoint Ferry Corporate Debt TotalOperations Operations Costs Servicing* Expenditure

2011/12 £2.47m £4.78m £0.56m £1.80m £9.60m

2012/13 £2.83m £4.80m £0.49m £1.98m £10.09m

2013/14 £3.18m £4.89m £0.58m £2.53m £11.18m

2014/15 £3.11m £5.01m £0.51m £2.66m £11.29m


Funding

12.19 The major source of funding for the undertaking is through tollscharged at both crossings. Tolls at both crossings were increasedby 50% in March 2010 following a public inquiry.

12.20 Current projections of reserves are set out below. Theseprojections confirm indications noted at the inquiry that we willneed to seek a further increase in tolls in 2013/14 forimplementation in April 2014.

12.21 This will ensure that the finance is available to meet the costs ofmaintenance, operation and improvement of the crossings. The Joint Committee has agreed to pursue smaller but morefrequent increases in tolls to meet forecast income requirements.This approach is in line with the preference indicated in theresponse to public consultation undertaken in 2009.

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2011/12 2012/13 2013/14 2014/15

Reserves held at end of year £2,385,000 £2,503,000 £1,540,000 £1,102,000


Our Priorities Key Actions Timeline/milestones

Maximise the safety of users and Compliance with all relevant legislation Ongoingstaff and reduce risk to both groups Continued development of policiesthrough ongoing risk assessment, Improve staff and public “buy-in” education, involvement and through education and communicationcommunication

Review of accidents, incidents and near Ongoingmisses to ensure that lessons are learned and future risk reduced

Health and Safety Officer to undertake a full By end of calendarreview of the Health and Safety year 2011management system for the organisation, and initiate action plans in identified key areas

Ensure that the crossings remain Continuous review of service levels Ongoing cost-effective through continuous review of individual elements of our Control of internal costs, reviewing Monthly reviewservice, budgetary control and use processes as necessary of expenditureof robust processes

Ensuring that appropriate specifications Procurementare used when procuring goods and exercises requiring reviewservices to maximise competition and of current practice, meansensuring value for money of delivery and

opportunities to obtain better value.

Perform external efficiency review Financial year 2012/13

Ensure that there is sufficient Maintain dialogue with users through our Ongoing but alsoknowledge of our service to comments and complaints procedures. introduce segmentedensure that provision meets customer surveysreasonable customer service Ensure that service conditions are requirements communicated in a timely manner through Ongoing with annual

appropriate channels reviews

Promote the use of electronic Ensuring that the schemes remain attractive Ongoingtolling to minimise congestion and to the user groups targeted (TamarTag, improve the predictability of Mobility Smart Card) and that there is journey times sufficient awareness of the schemes

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13.1 In order to progress the undertaking’s priorities, key actions are required during the period of the Business Plan as outlined below:

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Monitoring journey times Installation of newtechnology by the end ofcalendar year 2011

Ensure that performance Networking with other organisations within Annual quantitative andmeets or exceeds industry the industry qualitative benchmarkingstandards exercises

Benchmarking against comparable organisations

Ensure that staff terms and HR meetingsconditions and human resources Monthly/Quarterly/(HR) policies remain appropriate Maintenance and routine review of relevant Annuallyfor the organisation statistics

Ensure that maintenance Ensure that specifications meet Ongoingprogrammes for the assets are contemporary standards and thatdesigned to meet contemporary programmes comply with current legislationbest practice standards, complywith all relevant statutory Networking with other organisations with Ongoingrequirements and are delivered similar requirementsin accordance with programmes

Incorporate technological developments Ongoingand innovations into programmes wherethey offer a net benefit for users

Wherever possible schedule Ensure that scheduling requirements form Ongoing weekly reviewmaintenance tasks for periods a key part of contracts of service availabilityoutside peak use, to minimise disruption to users Influence delivery wherever possible Ad hoc

through bonus and/or penalty clauses.

Ensure that routine surveys contain Annuallyelements which assist monitoring of usage patterns which can be fed back into maintenance scheduling

Improve communications with Publish an increased range of statistics 2011 onwardusers of our facilities including an onlineimproved website

Provide online application routes for Delivery 2012services and payments

Extend the use of online services Research and, where appropriate, deliver Research project 2011additional technology services (eg SMS/ with delivery during 2012Twitter traffic updates)

Review current operational, office Review overall requirements to meet Complete review and and public reception facilities at operational, staff and user demands for provide options by both crossings to ensure that the next 20 years September 2011facilities are appropriate to meet requirements into the future

25



Strengthen our focus on Gain ISO14001 During financial year 2013environmental issues and work towards registration to ISO14001 Increase recycling by 25% By end of financial year appropriate to the location, 2014/15crossing the Tamar Estuary, aEuropean designated Special Area Reduce energy use by 10% By end of 2014/15of Conservation (SAC)

Investigate options for offsetting carbon Report to be finalised footprint of the internal organisation by June 2012caused by the use of the facilities

Maintain participation in relevant Ongoingmulti-agency forums including those offering reduced carbon transportation

Install illuminated lane studs on the Continue partnered procurement process Summer 2011Bridge to improve safety and traffic with Highways Agencymanagement

Coordinate with resurfacing works

Complete partial (Stage 1) Undertake procurement process April 2011resurfacing of the Bridge to improve safety and preserve the Undertake works May/June 2011life of the structure

Install safer and more Undertake procurement process May 2011comprehensive access for contractsarrangements within the Bridge structure Undertake works 2011-2014

Undertake major bridge Undertake procurement process 2011repainting programme to for contractspreserve the life of the structure Undertake works 2012-15

Construct additional storage space Gain planning approval and complete build 2011at Torpoint Ferry to improvehandling of bulky spares

26


Key Performance Indicators (KPIs)

14.1 We use key performance indicators to measure our generalperformance and success in achieving priorities for 2011-2015and these KPIs are set out in the tables below.

27

1144 PPEERRFFOORRMMAANNCCEE MMAANNAAGGEEMMEENNTT

Table 1: Safe Services

Description KPI Target Why this is important?

Accidents involving Number of Reduction Public safety is paramountmembers of the public accidents year on year

Reportable incidents and Number of Minimise number of Need to mitigate risk to the lowestaccidents involving reportable and other accidents practicable level to avoid furtheremployees incidents and accidents

accidents involving employees at both crossings

Training hours Total hours in Training Appropriate training ensures a health and sessions per safe environment for safety training employee employees and public alikeper annum

Reduction Hours lost due to Reduction Provides a measure of the safetyLost time – employees accidents per. of the work environment. Reduces

100,000 hours costs associated with absence or worked reduced capability following

accident


28

Table 2: Reliable Services


Bridge lane availability Peak time lane >99.5% Measures success of trafficavailability management and reliability

of infrastructure. Ensuring Off peak lane >98.5% that lanes are open is key availability to ensuring that journeys

are predictable and reduces the risk of accidents

Bridge toll booth % of scheduled >99% In addition to helping toavailability booth hours ensure that journey times

achieved are predictable, the measure assists assessmentof the performance of the contractor providing the toll collection service and provides a measure of the reliability of the technologies used at the plaza


29


Bridge journey times Average journey To be confirmed Measures success of traffictime through the management and reliabilitytidal flow system. of infrastructure.

Peak traffic journey To be confirmed Predictable journey timestimes through the are essential for customerstidal flow system to plan the best mode of

transport

Availability of scheduled % of scheduled >99% Measures success of ferryferry crossings crossings achieved management and reliability

of infrastructure. Predictable service is essential for customers to plan the best mode of transport

Ferry waiting/ Average journey To be confirmed Measures success of journey times time from entry of ferry management and

waiting area to exit reliability of infrastructure.off ferry

Peak journey time To be confirmed Predictable journey timesfrom entry of are essential for customerswaiting area to exit to plan the best modeoff ferry of transport

14.2 The technology required to measure journey times reliably is notyet in place. It is anticipated that the necessary equipment will beinstalled during 2011/12 and that the updated plan for 2012/13will include appropriate performance measures for the itemsshaded blue in the table below.


30

Table 3: Efficient Services


Expenditure Variance against Monthly Cost control, financial budgets review within management, efficiency

10% of profiled spendEnd of year within approved annual budget

Tag Usage Overall usage ≈60% Maintains plaza capacityPeak usage ≈80% Reduces uncertainty of

income level

Complaints Number 10% less than Indicator of customer previous year satisfaction

Response time 95% of complaints Those making complaints remainresponded to aware that their comments arewithin 10 working valued and investigations aredays prioritised

Presents correct image of a responsive organisation

Payment within 30 days % of invoices >95% Payment within terms assists theof invoice date paid within 30 days relationship with suppliers and

improves validity of financial monitoring process

Energy use Like for like energy Reduction of Our carbon footprint is reduceduse 10% from 2011 and costs associated with energy

base by 2015 use controlled

Recycling of waste % of waste recycled increase by Our impact on the environment is25% from a 2011 reducedbase by 2015

Staff sickness absence Days absence per 2011/12 Reflects a healthy workforce andemployee per annum average of <8 days sound HR practices

2014/15average of <7 days


31

Monitoring Indicators

14.3 In addition to the key indicators that measure the organisation’sperformance, other indicators can provide information on aspects ofservice delivery but which are, by varying degrees, outside thecontrol of the organisation.

14.4 The indicators shown in the table below will be monitored. Annual reviews will report the actions that will be taken in thecourse of the year that are likely to impact on these areas.

Description Indicator Why this is important Why this is partly orto service users wholly outside our control

Road Traffic Number of RTCs Road users deserve and Many RTCs are mainly due toCollisions (RTCs) within TamarBridge/ require a safe environment driver erroroccurring within Saltash Tunnel RTCs impact on serviceJoint Committee tidal flow system delivery, requiring at leastcontrolled highway partial closure of roadways

Number of RTCs within Torpoint Ferry traffic control area

Incidents of recorded Reported incidents Users and neighbours Threatening, anti-socialanti-social behaviour at each crossing expect a safe and or illegal behaviour is theon Joint Committee secure environment responsibility of the property those performing the act(s)

Performance Review

14.5 Bi-monthly management meetings take place to review progressin relation to performance indicators and other issues. Progresson key delivery actions forms part of the staff appraisal andperformance review process. The General Manager reportscontemporary information regarding performance indicators to Joint Committee meetings.

14.6 A summary of past year performance will form part of theAnnual Report and Accounts presented to the Joint Committeeat its autumn meetings. Details of specific annual action plans tomeet the Business Plan goals will be presented to theCommittee at its spring meetings.

Public Information

14.7 Reports presented at Tamar Bridge and Torpoint Ferry JointCommittee meetings and minutes of these meetings are madeavailable on our website, and the undertaking complies with theFreedom of Information Act.


1 Organisation chart

2 Risk Register

3 Contacts and Web Links

32

1155 AAPPPPEENNDDIICCEESS


33

TAMAR

BRID

GEAND

TORPOIN

TFERRY

ORGANISATIO

NALSTRUCTURE

Con

trol

Roo

mAssistantsx3

TollCollector

sHan

dymen

(Con

trac

tors)

LRV

Drive

rx4

(Con

trac

tors)

Lead

Elec

trician

The

fullCou

ncilof

Plym

outh

City

Cou

ncil

Plym

outh

City

Cou

ncilCab

inet

Cor

nwallC

ounc

ilCab

inet

The

fullCou

ncilof

Cor

nwallC

ounc

il

The

JointCom

mitt

ee

Gen

eral

Man

ager

HR

Office

r(PCC

Employ

ee)

Bridge

Ope

ratio

nsMan

ager

x2Fe

rryMan

ager

Hea

lthan

dSa

fety

Office

rBu

sine

ssMan

ager

Engine

eringMan

ager

ICT

Man

ager

Tech

nica

lMan

ager

Ope

ratio

nsSu

perv

isor

Mainten

ance

Assistant

(Safety)

Adm

inistrationOffice

rBr

idge

Insp

ecto

rBr

idge

Supe

rvisor

x5

Adm

instratio

nAssistant

(Sec

retarial)

Adm

inistration

Assistant

x2

Bridge

Cus

tomer

Serv

ices

Assistant

x5

Shift

Supe

rvisor

x6

Relief

Supe

rvisor

x2

FerryCon

troller

x9

Relief/

Clean

erx13

Collector

x18

TempLa

bour

ers

variab

le

Lead

Fitter

Mec

hanics

x9

Stor

ekee

per

Mainten

ance

Assistant

Painter

Fitter

Shipwrigh

t

Lead

Shipwrigh

tLe

adElec

trician

Elec

trician

Stru

ctur

eas

atDec

embe

r20

10

OORRGGAANNIISSAATTIIOONN CCHHAARRTT

Appendix 1


34

RRIISSKK RREEGGIISSTTEERR

TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

1

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g M

itig

ati

on

/C

on

tro

l P

ro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

1

Eco

no

mic

d

ep

ressio

n/

recessio

n

Pro

longed p

eri

od o

f re

duced

revenue /

incom

e.

Unable

to

meet

financia

l com

mitm

ents

, capital

pro

gra

mm

e o

r re

venue

spendin

g r

equir

em

ents

.

Impact

on c

ashflow

5

5

25

G

enera

l M

anager

Busin

ess

Manager

Curr

ent

financia

l m

odel

based o

n 0

% t

raff

ic

gro

wth

. C

urr

ent

targ

et

financia

l re

serv

es

main

tain

ed a

t m

inim

um

cir

ca £

1,0

00,0

00.

Reserv

e

level to

be r

evie

wed

togeth

er

with t

rigger

levels

for

toll r

evis

ion.

Annual

revie

w o

f budgets

, spendin

g,

financia

l m

odel

and f

ore

cast

for

toll

revis

ion a

pplication.

Toll

Ord

er

allow

s f

or

the

curr

ent

concessio

n/d

iscount

to b

e

rem

oved o

r am

ended

5

4

20

Key O

bje

cti

ves I

mp

acte

d:

SA

FE

, E

FFIC

IE

NT

Cate

go

rie

s:

Fin

an

cia

l, C

om

mercia

l

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

Co

st/

Reso

urces

Pro

bab

ilit

y

Severit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

Appendix 2

Risk

Rating


35


TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

1

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

Appendix 2

TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

2

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g

Mit

igati

on

/C

on

tro

l

Pro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

2

Fail

ure o

f key

su

pp

lier/

co

ntr

acto

r

Impact

on s

erv

ice p

rovis

ion.

Failure

to m

ain

tain

key

infr

astr

uctu

re o

r equip

ment

or

pro

vis

ion o

f serv

ices.

Failure

to m

eet

capital

pro

gra

mm

e o

r re

venue

spendin

g

3

5

15

Engin

eeri

ng

Manager

ICT M

anager

Opera

tions

Managers

Ferr

y

Manager

Busin

ess

Manager

Com

ply

with C

orn

wall

PAS t

o e

nsure

futu

re

contr

acts

/serv

ices a

re

pro

cure

d c

orr

ectly w

ith

rele

vant

due d

ilig

ence

and f

inancia

l checks

carr

ied o

ut.

Ensure

appro

pri

ate

contr

actu

al

pro

vis

ions

3

5

15

Key O

bje

cti

ves I

mp

acte

d:

SA

FE

, R

ELIA

BLE

Cate

go

rie

s:

Fin

an

cia

l, C

om

mercia

l,

Op

erati

on

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

Co

st/

Reso

urces

Pro

bab

ilit

y

Severit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

Risk

Rating


TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

3

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g

Mit

igati

on

/C

on

tro

l

Pro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

3

Frau

du

len

t acti

vit

y

Mis

appro

pri

ation o

f Jo

int

Com

mitte

e r

esourc

es

inclu

din

g p

hysic

al or

financia

l, loss o

f

incom

e/r

evenue o

r oth

er

resourc

es,

loss o

f public

confidence

4

4

16

Busin

ess

Manager

ICT M

anager

Opera

tions

Managers

Ferr

y

Manager

Com

pliance w

ith f

inancia

l re

gula

tions,

Sta

ndin

g

Ord

er,

robust

accounting

pro

cedure

s,

inte

rnal

checks a

nd d

ivis

ion o

f duties.

Regula

r Auditin

g,

securi

ty a

nd t

echnolo

gy,

Em

plo

yee C

ode o

f

Conduct

3

4

12

Key O

bje

cti

ves I

mp

acte

d:

SA

FE

, R

ELIA

BLE

Cate

go

rie

s:

Fin

an

cia

l, C

om

mercia

l,

Op

erati

on

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

Co

st/

Reso

urces

Pro

bab

ilit

y

Severit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

36

Appendix 2

Risk

Rating



TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

3

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

4

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g

Mit

igati

on

/C

on

tro

l

Pro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

4

In

du

str

ial/

un

ion

acti

on

Failure

to p

rovid

e s

erv

ices,

loss o

f in

com

e,

dam

age t

o

reputa

tions,

loss o

f public

confidence,

litigation,

bre

ach o

f la

w

4

4

16

Busin

ess

Manager

Opera

tions

Managers

Ferr

y

Manager

HR A

dvis

or

Open d

ialo

gue a

nd

com

munic

ations w

ith

Unio

n.

Good

rela

tionship

s a

nd

engaged s

hop s

tew

ard

s.

Cro

ss t

rain

ing o

f sta

ff

3

4

12

Key O

bje

cti

ves I

mp

acte

d:

RE

LIA

BLE

, E

FFIC

IE

NT

Cate

go

rie

s:

Fin

an

cia

l, O

perati

on

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

C

ost/

Reso

urces

P

ro

bab

ilit

y

S

everit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

37

Appendix 2

Risk

Rating



TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

5

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g

Mit

igati

on

/C

on

tro

l

Pro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

5

Ep

idem

ic,

nu

cle

ar

incid

en

t o

r

restr

icti

on

of

mo

vem

en

t

Failure

to p

rovid

e s

erv

ices,

impact

on a

vailability o

f

serv

ice,

loss o

f in

com

e/r

evenue,

advers

e

publicity,

loss o

f public

confidence

3

4

12

O

pera

tions

Managers

Engin

eeri

ng

Manager

Ferr

y

Manager

Good S

takehold

er

com

munic

ation –

Em

erg

ency s

erv

ices,

MoD

, Local Auth

ori

ties,

Hig

hw

ays A

gency.

Appro

pri

ate

Busin

ess

Continuity P

lan (

teste

d)

3

4

12

Key O

bje

cti

ves I

mp

acte

d:

SA

FE

, R

ELIA

BLE

Cate

go

rie

s:

Fin

an

cia

l, O

perati

on

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

C

ost/

Reso

urces

P

ro

bab

ilit

y

S

everit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

38

Appendix 2RRIISSKK RREEGGIISSTTEERR

Risk

Rating


TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

5

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

6

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g

Mit

igati

on

/C

on

tro

l

Pro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

6

To

tal

or p

arti

al

loss

of

brid

ge,

ferry o

r

ferrie

s t

hro

ug

h

majo

r s

tru

ctu

ral

fail

ure,

imp

act,

accid

en

t o

r f

ire

Failure

to p

rovid

e s

erv

ices,

impact

on a

vailability o

f

serv

ice,

sig

nific

ant

loss o

f in

com

e/r

evenue,

sig

nific

ant

advers

e p

ublicity,

tota

l lo

ss

of

public c

onfidence

2

5

10

Engin

eeri

ng

Manager

Opera

tions

Managers

Ferr

y

Manager

Robust

inspection

regim

es,

securi

ty

measure

s a

nd r

obust

opera

tional and

com

munic

ation

pro

cedure

s.

Em

erg

ency

pro

cedure

s a

nd e

xerc

ises

2

5

10

Key O

bje

cti

ves I

mp

acte

d:

SA

FE

, R

ELIA

BLE

, E

FFIC

IE

NT

Cate

go

rie

s:

Fin

an

cia

l, O

perati

on

al,

Ph

ysic

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

C

ost/

Reso

urces

P

ro

bab

ilit

y

S

everit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

39

Appendix 2


Risk

Rating


TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

7

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g

Mit

igati

on

/C

on

tro

l

Pro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

7

Terro

ris

t att

ack,

vio

len

t extr

em

ism

,

civ

il d

iso

rd

er

Unable

to p

rovid

e s

erv

ices,

impact

on a

vailability o

f

serv

ice,

loss/d

am

age o

f key

infr

astr

uctu

re,

sig

nific

ant

loss o

f in

com

e/r

evenue,

sig

nific

ant

advers

e p

ublicity,

tota

l lo

ss o

f public

confidence

3

5

15

O

pera

tions

Managers

Ferr

y

Manager

Engin

eeri

ng

Manager

Sta

kehold

er

liais

on,

good

com

munic

ation w

ith

D&

CC

, com

pre

hensiv

e

securi

ty m

easure

s a

nd

robust

opera

tional

pro

cedure

s.

Counte

r

terr

ori

sm

Securi

ty

Report

. Em

erg

ency

pro

cedure

s a

nd

exerc

ises.

2

5

10

Key O

bje

cti

ves I

mp

acte

d:

SA

FE

, R

ELIA

BLE

Cate

go

rie

s:

Fin

an

cia

l, O

perati

on

al,

Ph

ysic

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

C

ost/

Reso

urces

P

ro

bab

ilit

y

S

everit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

40

Appendix 2RRIISSKK RREEGGIISSTTEERR

Risk

Rating


TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

7

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

8

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g M

itig

ati

on

/C

on

tro

l P

ro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

8

Ch

an

ge i

n

leg

isla

tio

n o

r p

oli

cy

Loss o

f re

venue/i

ncom

e,

unable

to d

eliver

serv

ice o

r

main

tain

key a

ssets

or

infr

astr

uctu

re

3

5

15

G

enera

l M

anager

Busin

ess

Manager

Robust

legal sta

tus,

financia

l re

serv

es,

Netw

ork

of

rela

tionship

s w

ith

opera

tors

and w

ork

ing

gro

ups,

liais

on w

ith D

fT.

Main

tain

conte

mpora

ry

know

ledge.

2

5

10

Key O

bje

cti

ves I

mp

acte

d:

RE

LIA

BLE

, E

FFIC

IE

NT

Cate

go

rie

s:

IT

, Fin

an

cia

l

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

Co

st/

Reso

urces

Pro

bab

ilit

y

Severit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

41

Appendix 2


Risk

Rating


TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

9

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g M

itig

ati

on

/C

on

tro

l P

ro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

9

Sig

nif

ican

t IC

T

fail

ure

Dis

ruption t

o b

usin

ess

continuity.

Unable

to

pro

vid

e s

erv

ices,

impact

on

availability o

f serv

ices,

loss

of

incom

e/r

evenue,

loss o

f public c

onfidence a

nd

dam

age t

o r

eputa

tion

4

5

20

IT

Manager

Robust

syste

ms,

back u

p

serv

ers

, appro

pri

ate

levels

of

redundancy,

back u

p

ISD

N lin

e a

nd inte

rnal

fibre

optic lin

es,

separa

tion

of

serv

ice p

rovid

ers

,

robust

serv

ice/m

ain

tenance

contr

acts

. Busin

ess

continuity p

lan (

teste

d)

3

3

9

Key O

bje

cti

ves I

mp

acte

d:

RE

LIA

BLE

, E

FFIC

IE

NT

Cate

go

rie

s:

IT

, Fin

an

cia

l, O

perati

on

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

Co

st/

Reso

urces

Pro

bab

ilit

y

Severit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

42

Appendix 2

Risk

Rating



TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

9

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

10

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g M

itig

ati

on

/C

on

tro

l P

ro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

10

A

vail

ab

ilit

y o

f key

perso

nn

el

Dis

ruption t

o b

usin

ess

continuity.

Unable

to

pro

vid

e s

erv

ices,

impact

on

availability o

f serv

ices,

loss

of

incom

e/r

evenue,

loss o

f public c

onfidence a

nd

dam

age t

o r

eputa

tion

3

5

15

G

enera

l M

anager

Busin

ess

Manager

Opera

tions

Managers

Ferr

y

Manager

HR A

dvis

or

Adequate

sta

ffin

g levels

, cro

ss t

rain

ing,

task

shari

ng,

com

petitive

rem

unera

tion,

and leave

managem

ent.

His

tori

c low

sta

ff t

urn

over.

Job

evalu

ation a

nd

benchm

ark

ing

3

3

9

Key O

bje

cti

ves I

mp

acte

d:

SA

FE

, R

ELIA

BLE

, E

FFIC

IE

NT

Cate

go

rie

s:

Fin

an

cia

l, O

perati

on

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

Co

st/

Reso

urces

Pro

bab

ilit

y

Severit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

43

Appendix 2

Risk

Rating



TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

11

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g M

itig

ati

on

/C

on

tro

l P

ro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

11

Im

pact

of

tran

sp

ort

init

iati

ves

Reduced/l

oss o

f in

com

e/r

evenue,

unable

to

meet

capital spendin

g o

r re

venue r

equir

em

ents

.

Impact

on o

pera

tions.

3

4

12

G

enera

l M

anager

Busin

ess

Manager

Opera

tions

Managers

Ferr

y

Manager

Lia

ison w

ith P

lym

outh

City

Council a

nd o

ther

Sta

kehold

ers

, financia

l contr

ibution t

o f

easib

ility

or

oth

er

investigation

work

. Fin

ancia

l m

onitori

ng

2

3

6

Key O

bje

cti

ves I

mp

acte

d:

RE

LIA

BLE

, E

FFIC

IE

NT

Cate

go

rie

s:

Fin

an

cia

l, O

perati

on

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

Co

st/

Reso

urces

Pro

bab

ilit

y

Severit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

44

Appendix 2

Risk

Rating



TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

11

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

TA

MA

R B

RID

GE &

TO

RP

OIN

T F

ER

RY

JO

IN

T C

OM

MITTEE S

TR

ATEG

IC

RIS

K R

EG

IS

TER

O

cto

ber 1

, 2

01

0

12

Vers

ion 1

| Tam

ar

Bri

dge &

Torp

oin

t Ferr

y J

oin

t C

om

mitte

e

R

AW

R

ES

ID

UA

L

Ris

k

Ref

Ris

k D

escrip

tio

n

Co

nseq

uen

ce

Pro

bab

ilit

y

Severit

y

Ris

k

Ou

tco

me

Ris

k

Ow

nersh

ip

Exis

tin

g M

itig

ati

on

/C

on

tro

l P

ro

bab

ilit

y

Severit

y

Resid

ual

Ris

k

Rati

ng

12

T

raff

ic l

evels

in

creasin

g b

eyo

nd

cu

rren

t servic

e

levels

/cap

acit

y

Incre

ased c

ongestion,

incre

ased journ

ey t

imes.

Incre

ased incom

e/r

evenue.

Im

pact

on o

pera

tions.

Loss

of

public c

onfidence a

nd

dam

age t

o r

eputa

tion.

Incre

ase e

nvir

onm

enta

l im

pact.

3

4

12

G

enera

l M

anager

Busin

ess

Manager

Opera

tions

Managers

Ferr

y

Manager

Quart

erl

y m

onitori

ng a

nd

report

ing o

f tr

aff

ic levels

.

Lia

ison w

ith k

ey

Sta

kehold

ers

such a

s t

he

Join

t Auth

ori

ties,

HA,

Dft

and o

ther

opera

tors

.

Annual re

vie

w o

f Busin

ess

Pla

n a

nd k

ey s

trate

gic

goals

. Revie

w r

isks

annually a

nd identify

em

erg

ent

thre

ats

/opport

unitie

s.

Appro

pri

ate

levels

of

investm

ent

for

develo

pm

ent/

impro

vem

ent

of

cro

ssin

gs

2

2

4

Key O

bje

cti

ves I

mp

acte

d:

RE

LIA

BLE

, E

FFIC

IE

NT

Cate

go

rie

s:

Fin

an

cia

l, O

perati

on

al

Op

tio

ns f

or a

dd

itio

nal/

rep

lacem

en

t co

ntr

ol

pro

ced

ures

C

ost/

Reso

urces

P

ro

bab

ilit

y

S

everit

y

Po

ten

tial

Resid

ual

Ris

k

Rati

ng

45

Appendix 2

Risk

Rating



46

TAMAR

BRID

GEAND

TORPOIN

TFERRY

STRATEGIC

RISK

REGISTER

SixmonthlyreviewsummaryOctober2010

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K

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TIFI

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redu

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reve

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for a

sig

nific

ant o

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long

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oll r

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awar

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to fa

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44

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ow

, 5

= H

igh

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k m

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man

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with a

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atio

n m

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table

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ge

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axim

um

Sco

re 5

x 5

= 2

52

46

810

12

34

5

Insignificant

Minor

Moderate

Major

Catastrophic

O

1-5

It m

ay b

e ap

pro

priat

e fo

r th

e risk

to

be

rem

oved

fro

m t

he

risk

reg

iste

r

PROBABILITY

CU

RR

ENT

RES

IDU

AL

RIS

K

RA

TIN

G

RES

IDU

AL

RIS

K

RA

TIN

GR

ESID

UA

L R

ISK

R

ATI

NG

RES

IDU

AL

RIS

K

RA

TIN

G

PS

Apr

-09

Oct

-09

OP

SO

Apr

-10

Oct

-10

SEV

ER

ITY

Tole

rable

Ris

k

Alm

ost

Cer

tain

>80%

Like

ly

51-8

0%

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ible

21-5

0%

Unlik

ely

6-2

0%

Rar

e <

6%

OP

SP

S

Appendix 2


47

CCOONNTTAACCTTSSOur offices

Tamar Bridge OfficePemros RoadSt BudeauxPlymouthPL5 1LP

Tel +44 (0)1752 361577

Email [email protected]

Torpoint Ferry Office2 Ferry StreetTorpointCornwallPL11 2AX

Tel +44 (0)1752 361577

Email [email protected]

Weblinks

www.tamarcrossings.org.uk

www.cornwall.gov.uk

www.plymouth.gov.uk

Appendix 3


48


CONTACT

Tamar Bridge andTorpoint FerryJoint CommitteeFerry OfficeTorpointPL11 2AX

Tel 01752 812233Email [email protected] map ©Crown copyright

TAMAR BRIDGE ANDTORPOINT FERRYBusiness Plan 2011 to 2015

April 2011

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