Surface Access Strategy - Liverpool Airport · 2016-07-20 · 1 1 Introduction and Context 1.1 Introduction This document is issue Five of Liverpool John Lennon Airport’s (LJLA)

Surface Access Strategy

Issue 5 - July 2016

Foreword

How people get to and from an Airport is a key factor in its success; it is a key component of the

Airport experience, and is important in terms of maintaining and improving passenger satisfaction

levels and in increasing an airport’s catchment area.

Straightforward, easy access helps to give the City Region the competitive edge over many rival cities;

it helps businesses connect to overseas markets, brings more tourists boosting the visitor economy

and makes the City Region a more attractive option for inward investment.

In recent months, Liverpool John Lennon Airport has made significant progress on delivering its

objectives in increasing the number of airlines and the choice of services available to the travelling

public. The growth in recent months has taken annual passenger numbers above 4.5million, and the

opportunity to drive further growth, increase connectivity, and improve access for passengers across

the Region is an opportunity not to be missed.

This updated version of the Airport’s Surface Access Strategy led by Liverpool John Lennon airport and

Merseytravel has the primary aim of facilitating the long term and sustainable growth of the Airport,

increasing the proportion of journeys made using sustainable transport modes.

It sets out how we will work with our various partners and stakeholders to further develop and

improve surface access between the Airport, the City Region and beyond, enhancing public transport

provision and encouraging more of our customers and employees to use sustainable modes of

transport.

The input of members of the Airport Transport Forum has brought an added dimension to the

strategy which will support the Airport in reaching its full potential to both benefit the people it serves

and the economy – that of the Liverpool City Region and the wider north, helping ensure that our City

Region is as the heart of the ‘Northern Powerhouse’.

Andrew Cornish, CEO Liverpool John Lennon Airport

Frank Rogers, Interim Chief Executive & Director General, Merseytravel

1 Introduction and Context ................................................................................................................................................ 1

1.1 Introduction................................................................................................................................................................ 1

1.2 A New Era of Growth and Opportunities........................................................................................................ 1

1.3 LJLA Growth Forecasts ........................................................................................................................................... 3

1.4 Economic Importance of LJLA ............................................................................................................................. 5

1.5 Importance of this ASAS ....................................................................................................................................... 5

2 Aims and Objectives.......................................................................................................................................................... 7

2.1 Objectives .................................................................................................................................................................... 7

2.2 Targets .......................................................................................................................................................................... 8

2.3 How we will achieve this ....................................................................................................................................... 9

2.4 Potential Issues ....................................................................................................................................................... 10

3 Interventions ...................................................................................................................................................................... 12

3.1 Passenger Transport Offer .................................................................................................................................. 12

3.2 Customer Experience ............................................................................................................................................ 15

3.3 Integrated Ticketing .............................................................................................................................................. 16

3.4 Marketing and Communications ..................................................................................................................... 18

3.5 Research..................................................................................................................................................................... 20

4 Delivery & Monitoring ................................................................................................................................................... 23

4.1 Monitoring and KPIS ............................................................................................................................................. 24

Annex A. Policy Context and Direction ................................................................................................................... 26

Annex B. Previous ASAS ............................................................................................................................................... 28

Annex C. Connectivity ................................................................................................................................................... 32

Annex D. Airport use and User Research ............................................................................................................... 37

Annex E. Staff ................................................................................................................................................................... 45

Annex F. ATF Membership .......................................................................................................................................... 50

1

1 Introduction and Context

1.1 Introduction

This document is issue Five of Liverpool John Lennon Airport’s (LJLA) Airport Surface Access Strategy

(ASAS) superseding Issue Four published in May 2011. A number of new routes and destinations will

be added to LJLA’s offer in the coming months and service frequencies on some existing routes will

increase. Passenger numbers are expected to continue to increase as a result and this issue of the

ASAS aims to ensure that transport connections act as an enabler and not a constraint to Airport

growth.

1.2 A New Era of Growth and Opportunities

This ASAS will be delivered against a backdrop of concentrated activity aimed at improving transport

connectivity in the North of England to create a Northern Powerhouse of economic growth and

opportunity.

The Northern Powerhouse

The UK Government aims to revitalise the northern city regions of Liverpool, Manchester, Leeds,

Sheffield, Hull, Tees Valley and Newcastle as well as the wider conurbations and counties of Northern

England.

This initiative will harness their potential and create one of the most competitive regions in the world

thus adding £36 billion to the UK economy. This in turn will help rebalance the UK economy and

complement the economic powerhouse in London and the Greater South East.

The population of the area covered by the Northern Powerhouse is over 16.7 million people and is

similar to that of the Netherlands and accounts for a quarter of the UK population.

The Government are investing £13 billion on faster, more efficient transport in the North of England

over the next five years as part of the Northern Powerhouse. The airports and ports of Northern

England make an important contribution to the Northern Powerhouse as vital gateways enabling

improved connectivity within the UK, across Europe and around the world.

Building on the Northern Powerhouse vision, the five Northern Cities (Liverpool, Manchester, Leeds,

Sheffield and Newcastle) published the One North report1 in August 2014. The One North report aims

to radically improve transport connectivity across Northern England and within city regions,

encouraging inward investment and economic growth. This was followed up in March 2015 by the

1 www.manchester.gov.uk/downloads/download/5969/one_north

2

"Northern Powerhouse: One Agenda, One Economy, One North" report2 and in March 2016 by the

TfN Northern Transport Strategy report3. The National Infrastructure Commission also published a

"High Speed North" report4 in March 2016.

Transport for the North (TfN)

These initial visions are being developed further as part of TfN. On 8th July 2015, the Government

pledged £30 million in funding over the next three years and plans were announced to develop TfN

into a statutory body by 2017. In the Autumn Statement / Spending Review 2015 this funding was

increased to £50 million over 5 years and included an additional £150 million to support development

of Oyster style and contactless smart ticketing across Northern England.

TfN’s work programme includes the development of plans to transform east-west rail and road

connections; the creation of implementation plans for integrated, contactless ticketing across the

North; and the production of regional policy to support international connectivity.

Devolution

Currently cities across the UK including the Liverpool City Region (LCR) are undergoing

transformational change as the UK Government encourages greater devolution to local level. There

are two main elements to this transfer of powers to the city region including the Growth Deal and the

Devolution Deal.

The LCR Growth Deal5 was announced on July 7th 2014 and allocated over £232m of resources to the

LCR. In January 2015, Government announced a further £31.6m of devolved funding as part of the

Growth Deal process to be allocated to low carbon project capacity and to create a LCR capital fund.

In November 2015 the LCR Combined Authority agreed a Devolution Deal6 with the UK Government

which will enable a new, directly elected Liverpool City Region Mayor to act as Chair to the Liverpool

City Region Combined Authority and who will exercise the powers and functions devolved from

central government from 2017 following the election of a City Region Mayor. This £900 million

package and raft of new powers over transport, planning and skills will be used to develop the local

economy over the next three decades, in particular, helping to grow the private sector and generate

higher value-added employment opportunities. The Chancellor announced the devolution of further

powers and responsibilities to the Liverpool City Region on 16 March 2016.

The LCR Combined Authority will be able to make direct investments in the projects that will create

the step-change in the local economy. In particular, the creation of a £30 million per year funding

allocation over 30 years to a LCR Single Investment Fund and Mayoral Development Corporation will

see the LCR Combined Authority gain greater control and influence over £3 billion of national funding.

Through devolution, the City Region is also seeking greater influence and decision making in respect

of the €220.9m 2014-2020 European Regional Development Funds (ERDF) and European Social Funds

(ESF) in Liverpool City Region. This will allow the City Region to integrate and align investments with

2 www.gov.uk/government/uploads/system/uploads/attachment_data/file/427339/the-northern-

powerhouse-tagged.pdf 3 www.gov.uk/government/publications/northern-transport-strategy-spring-2016

4 www.gov.uk/government/uploads/system/uploads/attachment_data/file/507791/High_Speed_North.pdf

5 www.gov.uk/government/publications/liverpool-city-region-growth-deal

6www.gov.uk/government/uploads/system/uploads/attachment_data/file/477385/Liverpool_devolution_deal

_unsigned.pdf

3

other aspects of the devolution deal and local economic priorities, to improve performance and

maximise economic impact.

1.3 LJLA Growth Forecasts

As a major international gateway, LJLA is key to supporting the Northern Powerhouse and the LCR.

LJLA achieved an 8% increase in passenger throughput in 2015 and is expected to see further

increases in throughput to 2020 and beyond. LJLA is targeting passenger growth in three key areas:

Connecting Liverpool to the world

New services provide connections to North American destinations, however there is also

potential to serve a wider US market, improve connectivity within Europe and to the Middle

East and Asia, with a connecting service to a hub European airport.

Growing the Charter/Tour Operator presence

There are around 1.6 million passengers flying on charter and package holiday services who

live within the Liverpool Airport catchment area. This market represents a key opportunity for

the Airport and the return of charter services to the Airport for 2016 is welcome and provides

the potential for growth from existing and new tour operators.

Connecting Liverpool to the major European Cities

To ensure that Liverpool Airport continues to play an important role in the growing City

Region economy, the Airport needs to be linked to the main European population centres and

capital cities attracting inward investment, bringing significant tourism benefits and helping to

boost the region’s economy.

In Summer 2016, nine different carriers will operate from Liverpool Airport, up from the four

carriers operating in 2014. This will increase competition within the region and provide greater

choice for passengers.

4

Passenger growth forecasts to 2020 are illustrated in Figure 1 below.

Figure 1: Passenger Growth Forecasts

The short term passenger growth forecasts come from additional frequencies and new destinations

from existing airlines and the introduction of services from new airlines.

Passenger throughput is expected to increase by circa 38% from the 2015 base of 4.3m to 5.8m

by 2020.

Reflecting the above forecasts, LJLA are currently producing a revised Masterplan which will set out a

long term framework for the development of the Airport and feed into emerging local and regional

land use and transport plans.

Passenger movements

In terms of levels of demand for surface access to and from the Airport to meet both existing and

future passenger forecasts it is important to understand when peak passenger movements take place.

Flights currently operate to and from LJLA throughout the day and into the evening, with the majority

of flights operating between the first departures at around 06:00 and the last arrivals at around 22:00.

There are however a handful of flights returning later, with some returning in the early hours.

Passengers on average arrive at the airport approximately 2 hours before their scheduled departure

time meaning that passengers can be arriving at or departing from the terminal building almost 24

hours a day.

The busiest period of any day is the first wave of departures from 06:00 onwards, with typically three

main peak periods of early morning, lunchtime and late afternoon/early evening.

In terms of seasonality, as expected the summer months (April - October) are busier than the Winter

months (November-March) with more flights and higher load factors. However the differential

between flight departures in the Summer and those in the Winter are less at Liverpool than a number

of other UK airports with many destinations served year round.

0

1,000,000

2,000,000

3,000,000

4,000,000

5,000,000

6,000,000

7,000,000

2015 2016 2017 2018 2019 2020

Passe ngers

Year

Passenger Growth Forecasts

5

1.4 Economic Importance of LJLA

LJLA is a key driver of economic growth in the North of England and the Liverpool City Region. A

2016 study7 considered direct, indirect and induced economic impacts of the Airport and also

estimated the wider economic impacts in terms of the benefits to the Liverpool City Region that result

from the connectivity provided by the Airport.

The study concludes that in 2016 the Airport:

Supports 6,000 full time equivalent jobs;

Generates £250m Gross Value Added (GVA) per annum for the City Region;

Supports 700,000 visitor arrivals per annum; and

The report estimates that the total economic impact of LJLA is the equivalent of 1.4 jobs and £57,500

in GVA per 1,000 passengers at the Airport. This study highlights that the economic impact of 6,000

jobs and £250m GVA in 2016 could rise to 12,280 jobs and £625m GVA over the next 10 years.

1.5 Importance of this ASAS

Whilst passenger growth will primarily be driven by the expansion of the number and range of flights

and destinations served, surface access remains a key component of the Airport experience and is

important in terms of maintaining and improving passenger satisfaction levels and increasing the

catchment area. Improving connectivity to the Airport will help to sustainably achieve the forecast

growth and deliver the maximum economic benefit to the region, whilst helping to reduce carbon

emissions.

82% of passengers surveyed in 2014 agreed that ease of reaching the Airport was a

prime consideration in choosing which Airport to use8.

LJLA is currently well served by public transport, with high frequency services to both the City Centre

and Liverpool South Parkway (LSP). While these physical connections exist, they are not joined up and

do not provide integrated transport solutions: there is a lack of consistency in marketing, signage

and vehicle branding; through-tickets are available to some locations and not to others, at some times

of the day but not all; there are gaps in real time information provision; and passengers state that

some services do not “feel” like Airport services. In short, the Airport lacks an integrated surface

access package. This ASAS aims to refocus delivery to a number of cross-cutting themes which

encompass all modes and aim to deliver an integrated package, rather than concentrating on

individual modes as component parts.

7 Liverpool John Lennon Airport and the City Region, York Aviation LLP, June 2016

8 LJLA Surface Access Research, Merseytravel, 2015

6

To achieve the passenger forecasts, surface access must offer effective and efficient end-to-end

connectivity capable of meeting user needs. To be effective and sustainable, this process cannot

happen in isolation and decision making (investment, strategic planning frameworks etc.) must be

founded on the short, medium and long term growth aspirations of the both LJLA and other

stakeholders including the LCR, Merseytravel and the Local Enterprise Partnership.

To deliver this ASAS LJLA will require on-going support from all of our transport partners, both in

terms of delivering short and medium term interventions and also in ensuring that the Airport’s

potential to contribute to the Northern Powerhouse is fully considered in all major investment

decision making processes. The Airport Transport Forum (ATF) has been established as the vehicle

through which this will be achieved.

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2 Aims and Objectives

In 2014 Peel Holdings acquired full ownership of the Airport, leading to a strategic shift in direction,

with the Airport adopting a broad strategy to target a variety of services including charter flights and

legacy carriers. As a result of this, passenger numbers are increasing and new routes and more

frequent flights are being introduced.

In March 2016, Liverpool City Council acquired a minority stake in the Airport with their investment

used to further improve facilities for passengers and airlines and maximise the opportunity for the

Airport and City Region to be a key gateway for the Northern Powerhouse.

This ASAS is designed to drive the delivery of real, integrated improvements to surface access in the

short term, to ensure that transport connections can support the forthcoming growth in patronage,

and to identify and begin the delivery process of improvements which will enable further growth in

the medium and long term.

LJLA recognise the importance of an accessible offer which enables an excellent customer experience

for Airport users with special needs. This ASAS seeks to provide integrated solutions that will cater for

all Airport users, alongside specific measures aimed cater for the needs of individual users. Delivery of

the key priorities within this strategy will improve the journey experience for all, improve connectivity

and provide passengers and staff with information allowing them to make informed travel choices.

The aims of this ASAS are to:

Facilitate long term sustainable growth of the Airport, increasing the proportion of journeys

made using sustainable transport modes;

Build on joint working with the LCR and wider regional bodies to fully integrate surface access

activities with the regional transport offer and ensure alignment with local, regional and

national policies.

Improve the overall journey experience by examining all facets and delivering timely, cost-

effective interventions where required; and

Measure and monitor the progress against key targets to identify priorities and deliver

continuous improvement.

2.1 Objectives

The primary objectives of this ASAS are to:

Increase the proportion of passengers travelling to / from the Airport by public transport; and

Decrease the proportion of Airport staff travelling to work in single occupancy cars.

In 2014 there were 12 Airports in England which catered for over 3 million passengers per annum. Of

these Airports, LJLA has the seventh highest public transport mode share and LJLA has the highest

8

public transport mode share of similar sized Airports in England which do not have a direct

fixed rail link. This is a significant achievement which LJLA and our partners can be proud of.

Blue = Airports with fixed rail links

Orange = Airports without fixed rail links

Green = LJLA

As passenger numbers at LJLA increase, the catchment area for the Airport is likely to expand, which

will result in longer journeys and journeys from areas which are less well connected by public

transport. This will make maintaining the current public transport mode share a significant challenge.

Alongside other measures, the delivery of this ASAS, will see the reinstatement of a branded, express

bus link connecting both Liverpool City Centre and Liverpool South Parkway (LSP) rail station to the

Airport. The provision of this service, accompanied with an appropriate through ticketing product and

extensive marketing campaign will help to address the challenges associated with increasing

passenger numbers and maintain the positive trend in increasing public transport mode share.

2.2 Targets

The ASAS is required to set challenging targets to increase public transport mode share. Taking into

account the negative and positive factors, it is estimated that to maintain the current trajectory of

increasing public transport mode share (following the opening of LSP) will be a challenging, but

achievable target.

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

LCY LGW STN LHR BHX LTN LJLA BRS MAN NCL LBA EMA

Public Transport Mode Share

9

The 2020 target public transport mode share for passengers is 22.4%9

This will result in an additional 510,000 passengers travelling to LJLA by public

transport by 2020

Employee single occupancy car mode share has increased to 73% since the last comparable sample

was taken in 2007 (65%). This ASAS aims to reduce single occupancy car use back to 2007 levels by

2020.

The 2020 target for staff single occupancy vehicle mode share is 65%.

This will result in 200 less staff driving to work on their own.

Green travel plan measures for Airport staff are integrated into the interventions included in this

strategy.

2.3 How we will achieve this

The surface access strategy includes a number of measures aimed at achieving the mode share

targets. The strategy aims to avoid siloed focus on individual access modes and instead has adopted

policies based on five cross-cutting themes. These themes encompass all modes of transport at the

Airport and focus on delivering integrated solutions to improve surface access. The delivery themes of

this strategy are:

Improve the Passenger Transport Offer;

Improving connectivity to the Airport, including service infrastructure, modal access and

regional connectivity.

o Enhancing connectivity and improving integration on key links;

o Working towards long term strategic enhancements to Airport connectivity;

Improve the Customer Experience;

Improvements to aid convenience and access to information, including signage, way finding,

journey continuation and accessibility.

o Provide information to enable passengers and staff to make informed travel choices;

o Ensuring sufficient signage within and outside the Airport, across all modes;

o Provision of assurance information;

Deliver Integrated Ticketing;

Multi modal, multi operator ticketing provision, including travel passes, add on fares, retail

channel development and point of sale.

o Delivering through-ticketing for bus, coach and rail services from key transport hubs

including the city centre, Lime Street Station and LSP; and

o Working towards a fully integrated smart ticketing offer for the North of England in

conjunction with Transport for the North.

9 This target will only be achievable if high quality connections between Lime Street Station, LSP and the

Airport are maintained.

10

Marketing and Communications

Customer Experience

Research

Passenger Transport offer

Integrated Ticketing

Deliver enhanced Marketing and Communications;

Focussing on integrated marketing and communications across the transport community,

including joint initiatives and incentives in product / ticket development, brand strategy,

channels of delivery and consistency of messaging and information through the customer

journey (inbound and outbound).

o Developing messaging to promote sustainable access to the Airport;

o Ensuring consistency of messaging and information across all transport partners;

o Monitoring success to enable continuous improvement;

Continue to undertake Research;

Detailed research to identify barriers to sustainable surface access and track progress towards

achieving mode share targets. This includes market and customer profiling, trend analysis,

modal preferences, barriers to access, competition and gap analysis.

Cross Cutting Themes

2.4

Potential Issues

There are currently issues with Airport users parking on Dunlop Road and Hale Road (near to the

Airport entrance) which is adversely impacting upon local residents. There are two parts to this

problem:

Airport staff using the area as staff parking. There is ample staff parking provision within the

Airport grounds and LJLA will work with all Airport based employers to actively discourage

staff parking on residential streets. If required, LJLA will designate additional parking spaces

for staff use to reduce this issue.

Following the introduction of the drop off charges, passengers and taxis are using the

residential streets to wait for up to half an hour before driving into the Airport once

passengers have exited the terminal building. LJLA will work with Liverpool City Council to

11

develop solutions to tackle this problem and to highlight the continued availability of the 20

minute free drop off pick up area.

Part of the revenue raised from the car parking at LJLA is used to enhance Airport facilities and this

includes services aimed at non-car users, helping to reduce reliance on car use and contribute to

increasing public transport mode share. However, sustainable transport initiatives at the Airport do

not benefit from parking outside the Airport boundary. If the objectives of the ASAS are to be met,

off-Airport parking provision must continue to be controlled by the relevant Local Authorities.

While both Liverpool and Halton Local Authorities have been instrumental in denying planning

permission to such developments and enforcing closure upon those that operate illegally, some

persistent offenders remain. In 2014 off-site private parking accounted for 7% (circa 150,000) of

all private car journeys to the Airport. The Airport recognises the enforcement efforts that have

been made to date by Liverpool and Halton Councils and will continue to work with them to prevent

future sites.

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3 Interventions

Customer Journey

The intent of this ASAS is to improve the entirety of the customer journey from the origin / destination

to the departures / arrivals hall within the Airport terminal. This will require the combination of a

number of measures, from the provision of pre-trip information to signage, physical transport

connections, integrated ticketing, cycling and luggage facilities. While LJLA and our regional partners

may have limited influence over the physical aspects of some long distance journeys to / from the

Airport, interventions such as information provision and through ticketing can help to improve the

journey experience for individuals travelling from outside the City Region and the North of England.

Transport for the North aim to improve connectivity across the North of England and it is important

that LJLA is well represented at this level to ensure that we can influence activities to promote

improved long distance public transport connections to the Airport.

Detailed Research and Audits

In June and July 2014, in conjunction with LJLA, Merseytravel conducted interviews with passengers at

LJLA, passengers at LSP travelling to the Airport and interviews with people living within the Airport’s

catchment who do regularly fly but had not recently used LJLA. The research focused on identifying

issues regarding surface access and understanding the potential for any short term “quick wins” to

improve public transport access to the Airport and enable increased passenger volumes. In addition

to the research, Merseytravel undertook a number of audits of existing facilities and information. The

research and audit findings underpin the short-term actions identified within this ASAS.

3.1 Passenger Transport Offer

The primary public transport connections to LJLA are currently bus services to the City Centre

including the Airlink 500 service to Liverpool One and bus services to LSP. LSP station provides

onwards direct rail connections to Manchester, Birmingham, Sheffield, Nottingham and Norwich in

addition to the local Merseyrail network.

Research and Audit Findings

Passenger transport provision does not maximise the use of key interchanges, particularly LSP and

Liverpool One. Passengers do not view the bus service from LSP as an “Airport bus service” and there

is confusion regarding the city centre calling points for the service linking the Airport with Liverpool

One. Key short-term areas for development therefore include frequency, route and facilities of the

Arriva 500 service and measures to improve journey times between LJLA and LSP.

Based on the accessibility LSP offers to mainline rail services and to key areas of the Liverpool City

Region via the Merseyrail electric network, improved marketing and ticketing may drive patronage

growth, resulting in requirements to increase the capacity and frequency of direct services to meet

demand. As such, performance should be reviewed and monitored on an on-going basis and

interventions developed with operators to capitalise on these opportunities as they arise.

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Planning and development requires integration with key infrastructure projects to support

opportunities for long term growth and LJLAs ability to reach into or build other markets in North

Wales and the wider North West. Projects that have significant potential to improve access to

potential catchment areas include Halton Curve, options for eastern access highway improvements,

HS2 and Northern Hub.

Short Term Interventions – to End of 2016

Provide high quality, high frequency, express connections between the Airport and the

City Centre and LSP;

o Ensure services operate at high frequencies during peaks and provide fast

connections with limited stops;

o Ensure services are integrated with flight times, rail service times (at LSP) and staff

rotas;

o Ensure vehicles are clearly branded as Airport buses and have sufficient luggage

space;

o Ensure services link to the City Centre and LSP;

Work with Community transport providers to offer services to staff working outside

core public transport hours;

Work with Merseytravel and rail franchise bidders to increase the frequency and range

of rail services calling at LSP;

o Forthcoming bids that LJLA should try to influence include the West Coast Main Line

and the East Midlands and West Midlands franchises;

Review the taxi offer at the Airport

o Work with taxi operators to identify potential interventions, including signage,

information provision, provision of taxi marshals, and through-ticketing;

o Work with taxi operators and Liverpool City Council to reduce the use of Dunlop Road

and Hale road as temporary parking;

Continue to promote the Airport car sharing scheme to staff and incentivise car sharing

by:

o Allocating car share parking bays in prime locations close to employees buildings;

o Rewarding car sharers with periodic prize draws or similar schemes to incentivise

sharing;

o Running “meet and greet” sessions where potential car sharers can get together and

find a suitable car sharing companion.

Designate a number of staff car parking spaces specifically for car sharers, monitor the

use of these and increase the provision of car share parking bays if required. Allocated

spaces should be in prime locations;

Work with Liverpool City Council to reduce the use of Dunlop Road and Hale Road for

parking;

o Work with Airport based employers to discourage the use of Dunlop Road and Hale

Road for staff parking. Increase the number of designated staff parking bays to

reduce this issue if required;

14

Continue to work with the local Authorities to oppose the establishment of off-site car

parks which undermine the efforts of this strategy to increase public transport mode

share;

Improve cycle facilities;

o Review existing cycle shelters and ensure they provide adequate protection against

the elements;

o Install a CityBike hire station at the Airport and explore the potential for staff

discounts;

o Provide cycle maintenance stations for passengers and staff.

Work with Merseyrail to explore the possibility of discounted cycle hire at LSP for staff.

Continue to ensure that Airport transport facilities include the necessary provisions for

passengers with special needs;

Medium Term Interventions – 2017 to End of 2018

Continue to work with Merseytravel and rail franchise bidders to increase the frequency

and range of rail services calling at LSP;

Work with TransPennine Express and Northern Rail to coordinate service patterns in

order to deliver coordinated, integrated solutions to LSP

Monitor the ability of Merseytravel’s Bus Alliance and the Liverpool City Region Long

Term Bus Strategy to grow patronage on bus services to the Airport from key local

markets such as St Helens, Halton and Knowsley;

Work with bus operators and event organisers to capture demand for events such as

football matches and offer integrated travel packages;

Lobby for additional rail routes and services to / from LSP;

Engage coach providers to encourage the provision of new connections to LJLA;

Work with Merseytravel, Network Rail and Train Operating Companies to change the

name of LSP to emphasise the link to Liverpool Airport;

Work with partners to encourage the maintenance and upgrading of existing and

development of new cycle routes to the Airport;

Monitor the use of cycling facilities and expand provision if required.

Monitor the use of existing electric vehicle charging points for passengers and staff and

increase provision if required;

Continue to review car parking pricing to ensure that it supports the targets set within

this ASAS;

o Drop off charges are fundamental to this and should be increased if necessary;

Continue to support the Mersey Gateway project;

Continue to support the Halton Curve project to expand public transport connectivity to

Cheshire and North Wales;

o Ensure new services on this link are integrated into the overall proposition through

signage, marketing and ticketing etc; and

o Support future extension of rail services through to North Wales through the 2018

renewal of the Wales and Borders Rail Franchise.

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Long Term Interventions – 2019 +

Continue to support and promote connections to Cheshire and North Wales;

Continue to support Merseytravel’s Long Term Rail Strategy;

o To investigate options for the provision of a fixed rail link to the Airport;

o To improve connections between the Merseyrail and City Lines resulting in more

trains serving LSP;

Continue to work with Merseytravel and rail franchise bidders to increase the frequency

and range of rail services calling at LSP;

Explore the feasibility of using low emission vehicles for Airport services, including car

park shuttles and external connections such as the Airlink services

Support improved inter-regional connectivity, including high speed rail connections

(HS2/HS3) to Liverpool and Smart Motorway Schemes across the region; and

Continue to interrogate passenger research to inform necessary improvements.

3.2 Customer Experience

Key to the customer experience are the impressions made when arriving, continuing or ending a

journey.


Using models of best practice, the end to end provision of information (ranging from consistency of

message, transport information, branding and signage etc) is not meeting customer expectations and

does not contribute to a good journey experience. Customer insight cites a lack of real time

information and the limited hours of operation of the Travel Information Centre (TIC) at the Airport as

areas for improvement.

Continuity, signposting and consistency are key themes within Merseytravel’s emerging customer

information strategy, with the design and production of visual assets, schedules and signage

considered for every mode at any given point of a journey. These will be of immediate bearing in

short term action planning and “quick win improvements” to enhance customer perceptions, ease of

interpretation and quality of guidance resources be they print or digitally formatted.

Specific weaknesses have emerged in terms of road signage to the Airport, signage within the Airport

terminal and signage at LSP (directing passengers to the bus link).


Improve signage at key public transport interchanges;

Improve signage to public transport connections within the Airport terminal;

Improve Real Time Information (RTI) Provision for public transport connections at LSP

and LJLA;

o Provision of RTI screens for Airport bus stances at LJLA and LSP;

16

o Provision of Real Time passenger information on the LJLA website.

Work with Train Operating Companies to ensure onboard announcements “LSP for

LJLA” are made across all services; and

Ensure Airport Company employees, those working for the many companies based at

the Airport and Public Transport staff are familiar with the public transport connections

to the Airport.

Review the TIC desk provision in the terminal including:

o Location;

o Signage and branding;

o Operating hours;

o Staffing;

o Functionality;

Conduct an annual review of interventions to ensure that they are combining to make

positive impacts on the customer experience;


Monitor signage provision to ensure it is well maintained and visible;

Review signage provision (all modes) to ensure it is adequate and accurate;

Continue to enhance RTI provision in line with service provision to LJLA; and

Continue to update and train new staff to increase awareness of public transport

connections to the Airport;

Continue to support the Mersey Gateway project.



Improve highways signage;

o Give signage to LJLA greater prominence and clarity from key motorway gateways to

the region eg proposed Junction 11A on M56

3.3 Integrated Ticketing

As part of the preparation of this ASAS, integrated ticketing was introduced in early 2016 in the form

of through ticketing for coach and bus services and rail and bus services. This is a major boost for the

Airport, however it is only one component of an integrated offer and some issues remain. There is no

provision of a combined local access ticket valid across modes or for a certain duration. Retail

channels are restricted in terms of points of sale for travel products at LJLA, there is no rail ticket

vending machine at the Airport and the nearest Merseytravel ticket vending machines are positioned

at remote Travel Centres. Though the Walrus, which is Merseyside's smartcard for public transport, can

be purchased in the terminal at the ground floor Spar shop outside the passenger arrivals area via

their PayPoint facility.

17

Anecdotal feedback from Airport users accessing mainline rail services from LSP also shows there is

frustration in terms of the lack of facilities to reserve and collect tickets to ease the convenience of

their onward journey. In comparison to other Airports such as Leeds / Bradford, there is a lack of links

to enable through booking / timetable information via online rail outlets, e.g. the national rail website.

The lack of ticket vending options, in tandem with a lack of cohesive way finding information combine

to create a direct barrier to access and connectivity. The public transport ticketing offer is of particular

importance to the inbound market who tend to make greater use of public transport services.

Improvements to existing provision must be considered in conjunction with better ticketing and

marketing


Customer insight cites a lack of ticket vending machines, real time information and the hours of

operation for the travel information centre at the Airport being areas for development. The process of

signposting travellers arriving at the Airport and informing them how to purchase tickets or reach LSP

via bus is a key area for improvement.

The historic lack of multi modal/multi day ticket options has prevented Airport users (particularly

inbound) from using passenger transport. Anecdotal evidence (e.g. Trip Advisor, customer feedback)

demonstrates this is particularly for those planning their onward journey from LJLA to destinations in

the Liverpool City Region and to connect to mainline rail services via LSP.

Limited options for retailing multi modal/multi day tickets at LJLA and other key hubs/gateways

(either via TVM or via the information desk) pushes passengers to other modes. Similarly, options to

reserve and pre book tickets (both operator own and Merseytravel) for collection on arrival to

facilitate onward travel must be seen as an urgent priority for development. Additionally there is a

need to enable through booking for tickets via online retail outlets, e.g. the national rail website.


Ensure through ticketing is available to support the provision of improved services from

LSP;

o Ensure the ticketing offer is simple and accessible;

o Ensure through tickets can be purchased at LJLA;

o Ensure appropriate marketing is in place to raise awareness;

Explore the possibility of retailing tickets to LSP and Liverpool City Centre on the 500

Airlink bus service (for inbound passengers) on airlines websites at the point of sale of

the flight tickets;

Work with Merseytravel to improve the range of products available via smartcard

ticketing and ensure that the products are sold and promoted at the Airport; and

Work with Arriva and Merseyrail to offer discounts to staff purchasing period products

for access to the Airport.

18


Work with Merseytravel to develop smartcard and contactless ticketing products that

enhance access to Airport connections.


Continue to work with new and incoming service providers (airline, taxi, rail and bus

operators) to ensure that integrated ticketing is available and promoted across all

routes and modes; and


Support TfN proposals to develop an integrated, smart ticketing product for the North

of England.

3.4 Marketing and Communications


There is little consistency in the presentation of transport information, both in print and digital

formats. This also applies to signage and way finding materials at the Airport’s entrance ways and

exits, concourses and bus stops.

The Travel Information Centre (TIC) / information desk located within the Airport’s main terminal

carries Merseytravel timetables, however there is little signage to prominently position this facility and

physical assets such as a designated Traveline phone are not in operation. Real time transport

information relating to bus, rail and flights at the Airport, LSP and Liverpool ONE is lacking too. There

is also little provision of public transport information provided within the LJLA website or exposure

within prominent partner sites such as the Council or LEP sites (Visit Liverpool) or those of key leisure

and civic destinations such Museums, Tate, Aintree, Anfield, ACC Liverpool, Cruise terminal etc.

There is the opportunity to install real time transport information relating to bus, rail and flights at the

Airport, LSP and Liverpool ONE

“Visibility” of the bus services from Liverpool One (city centre) bus station and from LSP to the Airport

is lower than could be expected. There is a lack of awareness of the range of rail services to / from

LSP.

The recent (June 2014) implementation of drop-off charges has resulted in a stated dissatisfaction in

the survey data. This should decline over time, but can also be addressed through marketing efforts.

Guiding Principles for Marketing efforts

Marketing must be tactical and structured to reflect the fact that inbound / outbound audiences are in

different geographic locations and countries. As a result, the routes / channels to market will be

different and messages / calls to action will need to reflect the differing needs of these users.

19

Outbound users will require information on travel options to and from many locations across the

Liverpool City Region. This should include information on services and interchanges that will get them

to / from LJLA in the most effective manner and can be dictated by where they live – Liverpool, Sefton,

Wirral etc.

Inbound leisure markets will be looking to travel to key tourism destinations in the LCR (Liverpool /

Southport / Wirral, Cheshire and further afield); major events such as The Open, Grand National or

European Football tournaments will also be part of this market. Inbound audiences need marketing /

information that promotes the benefit of passenger transport services and infrastructure available to

support their journey to / from LJLA, to access other modes (such as mainline rail services) and also

services that will be important to them for the duration of their visit. These services will be key

considerations for the decision making of passengers/visitors when planning their journey.

The promotion of improved surface access to inbound audiences, will need to be packaged so that it

is consistent with the wider positioning of the City Region and services are seen to be integrated and

joined up.


Strong promotion of the (forthcoming) reinstated Airlink service from LSP and

associated through ticketing provision from the rail network;

o Promotion of the new service, highlighting luggage space, express routes, dedicated

service, link with LSP;

o Promote the use of through / integrated tickets to the Airport via LSP;

o Promotion of tickets for the bus link to LSP on inbound flights;

o Ensure Airlink buses are distinctive and easily identified as Airport services with bus

stops featuring this same branding;

o Promotion of the new operating hours to staff;

Improve marketing of connections to the Airport, facilities and ticketing;

o Stronger branding of LSP as the Gateway to the Airport;

o Improved content and visibility of transport information on LJLA website;

o Clarify information regarding drop off charges and highlight the good value offered

by long stay car parking;

o Promote the new through-ticketing arrangement with Arriva and National Express;

Continue to promote public transport access to the Airport to passengers and staff via

the LJLA website and other media;

o The immediate focus should be to promote the new services at LSP and the

(forthcoming) improved bus connection;

Continue to promote Active Travel to work for staff;

o Promote availability of cycling facilities;

o Promote initiatives such as world car free day and walk to work week;

o Encourage drop in sessions and roadshows run by third parties such as Dr Bike;

o Work with Liverpool City Council to complete the installation of a City Bike hire

station at the Airport; and

o Continue to promote the cycle loan scheme.

20

Coordination of marketing efforts across all channels and partners to deliver consistent

messages;

o Link up all channels to improve marketing of public transport access to the Airport

o Develop a programme of integrated marketing to raise awareness;

o Improved content and visibility of transport information on LJLA website;

o Work with any new airlines / routes / public transport operators to ensure consistency

remains;

Develop multilingual public transport information for the Inbound passenger market;

Ensure Airport access information is available in a variety of formats, including on DDA

compliant websites and Braille publications etc;


Work with key Air traffic generators such as the Arena to provide an integrated offer;

o Work with bus operators to promote travel packages to events such as football

matches;

o Work with charter airlines to link services and routes to key events;

Ensure that local and regional rail information relating to access to Airports highlights

access to LJLA;

Develop a campaign reflecting anticipated changes to rail services and routing in 2017;

o Highlight access routes to the Airport following the transfer of TPE services to the

Chat Moss line;

Develop a framework for on-going monitoring of the marketing efforts;

o Measure the effectiveness of the marketing in changing perceptions; and

o Determine the value for money and inform improvements and areas of focus.



Coordinate marketing efforts and messages with other campaigns and activities in the

wider region such as TfN outputs.

3.5 Research

Passenger and non-user research is vital to the development of the ASAS and identification of

measures to help to meet mode share targets. The findings of the research undertaken to date have

informed short and medium term interventions and further research will be used to add to and refine

these.

21


At present there is a lack of understanding into wider market opportunities outside the local

geography. Similarly, there is a gap in understanding of the profile and behaviours of outbound

business markets in terms of how they travel and the facilities/services they are likely to demand.

There is also a disconnection between research work undertaken on an individual basis which fails to

capitalise on or develop opportunities to gain collective insight amongst key partners such as the

Local Enterprise Partnership, Merseytravel and LCR.

There is little insight into the strategic approach to surface access being undertaken by competitors

and analysis of best practice.


Undertake research to help to inform and assess medium term Interventions and align

infrastructure investments to support passenger growth at the Airport;

o Detailed profiling of inbound and outbound LJLA users from the wider City Region

and beyond;

o Review potential LJLA user markets from wider City Region and beyond;

o Identification of steps to overcome perceptual barriers;

o Economic impact analysis;

Geographically analysis of existing data to highlight gaps in public transport

connectivity;

Review existing provisions for people with special needs to identify future

interventions;

o Work with representative groups to help to inform and review proposed

interventions;

Monitor the use of staff car sharing and availability of car share parking bays; and

Monitor the use and condition of cycle storage facilities and changing facilities.


Continue to work with Merseytravel and Partners such as LEPs to strengthen and share

available data;

Undertake research to identify potential new catchment areas and inform options to

better link these to the Airport;

Ongoing monitoring of customer satisfaction and perceptions to inform and improve

the ASAS Interventions;

o Development of KPIs to monitor the success of the ASAS;

Undertake benchmarking against other Airports; and

Obtain more data from business users to better understand their priorities.

22


Review and update mode share targets as appropriate; and

Explore the use of technology to capture data and inform future interventions.

23

4 Delivery & Monitoring

Delivery of this ASAS will require extensive partnership working with key partners across the region

and beyond. As such, the primary delivery mechanism for the ASAS will be the Airport Transport

Forum (ATF).

The ATF was reconstituted in October 2015 with the objectives of:

Facilitating a long term approach to transport planning at the Airport, in line with the aims

and objectives of the Transport for the North and Liverpool City Region’s Transport for

Growth plan;

ATF

Local Authorities

Mersey travel

DfT

Local Entreprise

Partnership

Bus, Coach Taxis

Highways England

LJLA

Network Rail

Others

TfN Airport Community

& Rail Operators

24

Owning and driving forward the Airport’s Surface Access Strategy (ASAS) ensuring it is

compliant with government guidance and is in line with Liverpool City Region’s strategic

transport intent;

Contributing to a programme of activity that enhances the transportation synergies between

the Airport, the Liverpool City Region Combined Authority and key regional drivers for

growth;

Fostering a fully integrated approach to transport planning, with the customer offer at its

heart;

Assisting in monitoring the progress of the ASAS and associated passenger and staff action

plans; and

Promoting the environmental benefits that increased use of sustainable surface access modes

delivers.

To support the ATF, an Action Plan has been developed to keep track of on-going activity, push

forward key actions and ensure that activities are integrated. The ATF will meet on a quarterly basis,

with the Action Plan as a permanent agenda item.

4.1 Monitoring and KPIS

Monitoring of the ASAS implementation is required to enable continuous improvement of measures

and realignment of focus to achieve the ASAS targets. Monitoring will include:

Undertaking passenger and employee surveys every 2 years to determine mode shares and

understand roadblocks to increasing public / sustainable transport use. Full passenger traffic

counts should be undertaken every three years;

Monitoring car park usage and trends, in particular use of the drop off area by private cars;

Working closely with bus and rail operators to monitor the use of Airport services and

connections and identify and address any issues arising;

Working with Local Authorities, statutory bodies and Merseytravel to monitor road traffic

usage to the Airport;

Establishing separate monitoring specific to users with special needs to aid rapid

implementation of any improvements; and

Liaising with Airport employees to establish their needs and requirements to encourage a

modal shift away from the private car.

25

KPIs are detailed in Table 1 and targets for 2018 are detailed in Table 2. Targets for 2020 should be

reviewed once the results of interim (2018) monitoring are available10

.

Table 1: KPIs

KPI Purpose Measurement

Vehicle

Frequency of

review

Core Target:

Passenger public

transport mode share

to track interim progress

against the strategy targets

CAA Data Every 2 years

Additional Measure:

Passenger ease of access

to track the success of the

integrated ASAS measures to

improve surface access

Passenger

surveys

Every 2 years

Core Target:

Employee single

occupancy car use

to track interim progress

against the strategy targets

Staff survey Every 2 years

Additional Measure:

Employee public

transport and active

travel mode share

to provide a wider view of the

success of the travel plan

Staff survey Every 2 years

Table 2: KPI Targets

KPI 2018 Target

Core Target: Passenger public transport mode

share

21.4%

Additional Measure:

Passenger ease of access

=> 95% Good or Very good( LJLA users)

=> 88% Good or Very good (LSP users)

>50% Very good (LSP users)

Core Target: Employee single occupancy car use 69%

Additional Measure:

Employee public transport and active travel mode

share

21%

10

It is currently anticipated that the 2020 target mode share for passengers will be 22.4% and for employee public transport and active travel will be 23%

26

Annex A. Policy Context and Direction

White Paper: The Future of Air Transport

In 2003, the UK Government published the White Paper: The Future of Air Transport. This document

states that all Airports in England with scheduled passenger services should establish and lead an

Airport Transport Forum which should have the following objectives:

To draw up and agree short and long term targets for decreasing the proportion of journeys

to the Airport made by private car and increasing the proportion of journeys made by

sustainable transport;

to devise a strategy [the ASAS] for achieving those targets, drawing on the best practice

available; and

to oversee implementation of the strategy.

A Transport Plan for Growth

A Transport Plan for Growth (Liverpool City Region Combined Authority, March, 2015) provides a

single strategic framework and delivery plan for transport in the Liverpool City Region. The Plan

focuses on the national agenda for growth whilst facilitating a joint commitment among partners to

align resources in an effective and efficient way. The Plan identifies the delivery of the ASAS as a

strategic priority for the Visitor Economy.

Liverpool City Region Visitor Economy Strategy to 2020

The Visitor Economy Strategy (updated 2011) aims to help all stakeholders with a responsibility or

interest in tourism and the Visitor Economy to prioritise activity and as a result work together

effectively to optimise the performance of tourism as a key economic sector for the City Region. The

strategy notes that the Visitor Economy is now recognised as a driver for regeneration within the City

Region, noting that the tourism industry in the Liverpool City Region is estimated to be worth £2.8

billion in visitor spend and supports 41,000 jobs.

The strategy highlights that the growth of LJLA, as a gateway to the region for international and

European visitors, will play a key role in supporting the visitor economy.

Liverpool City Region Long Term Rail Strategy

Liverpool City Region’s Long Term Rail Strategy: Converting Strength to Lasting Long Term Economic

Growth sets out the role that an expanded rail offer can play in facilitating forecast accelerated

economic growth of the City Region. The Strategy notes that there are no through-trains between

Liverpool and North Wales and includes a commitment to progress the Halton Curve project to

provide a link between LSP and Chester. In addition, the Strategy aims to extend Merseyrail services

between Liverpool South Parkway and Airport / Speke / Runcorn, identifying the requirement to

“create a direct fixed rail link to Liverpool Airport, Speke and beyond, served by Merseyrail-type trains

and with connections at LSP”. The strategy commits to undertake optioneering and demand studies to

look at the potential for a new rail link to Liverpool Airport and Speke.

Local Transport Plans

The Merseyside Local Transport Plan 3 (LTP3) A New Mobility Culture for Merseyside identifies

Maximising Sustainable Accessibility as one of seven strategic objectives that help to deliver the vision

27

of the Core Strategy: A city region committed to a low carbon future, which has a transport network and

mobility culture that positively contributes to a thriving economy and the health and wellbeing of its

citizens and where sustainable travel is the option of choice. The Core Strategy supports LTP schemes

and programmes including improving access to LJLA. The Plan provides support for the development

and implementation of the Airport Surface Access Strategy, including work with private sector on the

long term aspirations for the development of the Eastern Access Corridor to the Airport.

Halton council’s LTP3 (2011) Providing for Halton’s Needs notes that LJLA has proven to be a catalyst

for regeneration in the region and aims to support further Airport growth. The LTP specifically

endorses a number of projects which will improve linkages to LJLA, including:

The Eastern Access Road;

The Halton Curve; and

The Mersey Gateway.

28

Annex B. Previous ASAS

The 2011 ASAS was developed within the framework of the Masterplan for 2030 (published in 2007)

which forecast a continuation of the rapid expansion in passenger numbers experienced prior to the

financial crash in 2008. The objectives of the ASAS were to establish:

challenging short and long term targets for increasing the proportion of journeys made to the

Airport by public transport / sustainable transport.

a strategy to achieve these targets, taking into account prospective growth at the Airport and

background growth in traffic; and

a system whereby the ATF can oversee implementation of the strategy, and monitor its

success.

The ASAS defined specific targets for (final mode) public transport use and employee single private

car use. The previous targets and actual performance against them are detailed in below.

2008

Target

2008

Achieved

2011

Target

2010

Achieved

2015

Target

2015

Achieved

Passengers:

Final mode

public

transport use

12% 16.7% 19% 17.3% 21% 19.6%*

*2014 data

Employees:

Single private

car use

60% 59%* *2009

data

57% 64.4% 54% 73%*

*2016 data

LJLA appears to have achieved a higher public transport mode share than targeted in both 2008 and

2010, but looks likely to miss the 2015 target of 21%. In terms of employee single private car use, LJLA

was successful in achieving a lower mode share than targeted in 2008, but unfortunately has not been

successful in meeting its aims in subsequent years, having exceeded the 2011 and 2015 targets by

considerable margins.

Key Changes since the 2011 ASAS

Since the 2011 ASAS LJLA has been through a period of contraction with falling passenger volumes

and a reduction in flights and destinations served which was in part a result of the Airport’s focus on

low-cost carriers and increased competition in this market from Manchester Airport. As a result of

falling passenger demands, some public transport services to the Airport have been reduced and

withdrawn. This section provides a summary of the key changes that have occurred since the last

ASAS was published.

Transport for the North

Transport for The North (TfN) brings together Northern Local transport authorities, city regions and

Local Enterprise Partnerships, working together and with Highways England, Network Rail and HS2 Ltd

29

as the Transport for the North Partnership Board with the aim of transforming Northern growth,

rebalancing the country’s economy and establishing the North as a global powerhouse.

TfN’s Transport Strategy: The Northern Powerhouse aims to enable growth in the North through the

delivery of improved strategic connectivity, including a focus on Rail, Highways, public transport

Ticketing, Connectivity to Airports and Local Connectivity.

Rail

TfN recognise recent improvements to the Northern Rail Network “In the last five years the

Government has invested substantially in the Northern rail network. It has committed to the Northern

Hub and electrification programmes, worth over £1 billion, commissioned a new fleet of trains on

TransPennine routes and committed to significant capacity increases for commuters”. However, The

Northern Powerhouse acknowledges that there is much still to be done and aims to deliver further

investment in the Northern rail network to reduce journey times, reduce overcrowding, provide more

choice for passengers and improve rolling stock.

Highways

The Northern Powerhouse aims to deliver:

Improved east-west major road links to ensure that the North can begin to operate as a single

economic area and improve access to local employment as well as markets for goods and

services.

Expanded capacity on north-south major road links through the North to improve journey

times and reliability, and ensure the North is well connected to the rest of the country and

markets beyond.

Ticketing

TfN’s vision is to “develop a ticketing solution across the North that makes travel by rail, bus, Metro and

tram as simple, attractive and convenient as possible for local trips and for longer journeys. We want to

support the development of a consistent and familiar travel experience across the North”.

This will be delivered through the introduction of a single smart ticketing solution that works on all

modes of public transport right across the region.

Connectivity to Airports

The Northern Powerhouse recognises that high quality surface access to Airports across the North is

required to ensure the region is a competitive location for multi-national businesses. In addition to

specific priorities for the region’s largest Airports, the Strategy promotes Airports working with

individual city regions to develop plans for improved connectivity.

Local Connectivity

The Northern Powerhouse notes that “Local connectivity relies on a combination of modes, including

road, rail, tram, bus, walking and cycling. In the Northern Powerhouse these different forms of transport

will be seamlessly linked, with high-quality customer information, so that people can make their

connections”.

30

The Northern Powerhouse notes that bus services need to play a stronger role as part of an integrated

network and aims to achieve:

better local connectivity to the priority areas for jobs growth;

Improved connectivity between communities and key employment growth areas, links to and

from high speed rail stations and international gateways, increased local rail/ metro/quality

bus capacity and frequency improvements and network extensions;

Better local rail, rapid transit and bus;

Good quality public transport fleets and infrastructure;

Good customer information, connections that work and a positive journey experience; and

Walking and cycling friendly streets and neighbourhoods providing door-to-door local

sustainable transport.

In addition, the Northern Powerhouse notes that: “Growth and Devolution Deals have allocated

funding for transport, skills and economic renewal; and handed over powers, responsibility and longer-

term funding to help Northern cities properly plan their future”.

Devolution

As part of the Government’s devolution agenda, Liverpool City Region has entered into a Devolution

Deal which allows the City Region to control certain budgets and services in exchange for a having

directly elected mayor.

One of the key outcomes of the devolution deal that will impact upon surface access to LJLA is a

transfer of powers to Merseytravel, who now have the ability to franchise local bus services.

Merseytravel are pursuing a formal partnership (alliance) with operators to deliver an improved bus

network, focusing on the Customer Experience, Network and Punctuality and Ticketing. Merseytravel

recognise the importance of LJLA as a key driver for economic growth in the region and are now

empowered to positively influence connectivity to the Airport.

In addition, the devolution deal gives Merseytravel the ability to bring rail stations into local

ownership, enabling easier delivery improvements and consistency of service provision which could

benefit passengers travelling to the Airport via Liverpool Lime Street or South Parkway stations.

It also gives the Combined Authority powers over a Key Route Network of city region strategic

highways

Merseytram

Working with Merseytravel to deliver the Merseytram project (which would have created a light rail

link between the Airport and LSP and the City Centre) was a medium to long term action within the

previous ASAS. In October 2013, the Merseytram project was formally closed and removed from

Merseytravel’s policy aspirations as a lack of funding made the project no longer viable. The Airport

Masterplan to 2020 included a policy to safeguard the access alignment of any future tram/light rail

project or some other bus priority system onto the Airport site and this will remain in the emerging

Masterplan.

Airlink 500 and 501 Bus Services

The Airlink 500 service provided a branded, dedicated express service between Liverpool City Centre

(calling at Lime Street Station) and the Airport, operating at a 20 minute frequency. The service was

31

rerouted in April 2015 and now terminates at Liverpool One shopping centre, no longer providing the

connection to Lime Street Station.

The Airlink 501 service provided a branded, dedicated express service between LSP and LJLA,

operating at a 20 minute frequency. Unfortunately the service was withdrawn in 2013 due to a lack of

patronage. At this time, the existing through ticket for rail and the 501 bus service was withdrawn

from sale.

Smartcard Ticketing

In 2015 Merseytravel introduced the “Walrus” smartcard which can be used on buses trains and ferries

across the region. The smartcard can be purchased at paypoint outlets (including the Airport Spar

shop and can in part replace the through ticketing product that was lost with the withdrawal of the

Airlink 501 bus service. The Walrus card is currently only available with Saveaway (off-peak) or Solo

(bus only) products, however Merseytravel are continuing to expand the number and type of products

available via the smartcard.

Car Parking Drop Off Charges

In June 2014 LJLA introduced a £2 charge for use of the express drop off in an attempt to reduce the

number of people being dropped off at the Airport by private cars. Free drop off facilities are

provided further away from the terminal. While complaints about the £2 charge have been raised in

surveys undertaken at the Airport, the addition of this charge does not appear to have reduced

demand with circa 20% of all passengers at the Airport using the (charged) drop off facility.

32

Annex C. Connectivity

Bus services provide the existing public transport connections to LJLA. There is one dedicated Airport

bus, the 500 which operates at a 30 minute frequency, connecting the Airport to Liverpool City Centre,

terminating at Liverpool One bus station. A further six bus services call at the Airport. With the

exception of the 883 service, all bus connections to the Airport are operated by Arriva. Operating

hours11

and mid-day frequencies are detailed in Table 3. An additional Taxi-1A provides three taxi bus

services between the city centre and the Airport per day (Monday – Sunday).

In 2006 Liverpool South Parkway (LSP) was opened as an interchange station serving the Airport. LSP

provides onward connections within the North West and further afield to destinations such as

Birmingham, Nottingham and Norwich. A summary of services calling at LSP is provided in Table 4.

In 2014, public transport accounted for 20% of all passenger journeys from the Airport and in

2016 it accounted for 12% of staff journeys to / from the Airport.

11

Operating hours displayed reflect the first arrival at, and last departure from, the Airport.

33

Table 3: Bus Services at LJLA

Service Route Via

LSP12

Monday - Friday Saturday Sunday

Operating

Hours

Mid-day

Frequency

Operating

Hours

Mid-day

Frequency

Operating

Hours

Mid-day

Frequency

500 City Centre – Airport N 05:27 – 18:54 30 minutes 05:27 – 18:54 30 minutes 05:27 – 18:54 30 minutes

80A City Centre – Airport Y 07:33 – 22:39 20 minutes 07:44 – 22:39 30 minutes 08:48 – 22:49 20 minutes

81A Bootle – Airport N 07:40 – 18:36 20 minutes 07:55 – 18:00 30 minutes 11:24 – 16:24 30 minutes

82A Halton Hospital –City Centre N 06:51 – 00:00 30 minutes 06:51 – 00:00 30 minutes 07:33 – 0000 30 minutes

86A City Centre – Airport (via Garston) Y 06:12 – 23:02 6 minutes 06:23 – 23:02 10 minutes 06:13 – 23:02 15 minutes

89 St Helens – Airport N 08:23 – 20:05 20 minutes 08:26 – 23:05 20 minutes 09:55 – 23:05 30 minutes

88313

Huyton Industrial estate – Airport N 05:28 – 23:00 Hourly No Service No Service

Table 4: Rail Services at LSP

Operator Route Monday - Friday Saturday Sunday

Operating

Hours

Mid-day

Frequency

Operating

Hours

Mid-day

Frequency

Operating

Hours

Mid-day

Frequency

Merseyrail Southport – Hunts Cross (via Liverpool) 06:42 – 23:24 15 minutes 06:42 – 23:24 15 minutes 08:57 – 23:09 30 minutes

London

Midland

Liverpool – Birmingham (via Crewe,

Stafford & Wolverhampton)

06:38 – 23:45 30 minutes 06:17 – 22:15 30 minutes 11:09 – 21:44 Hourly

Transpennine

Express

Liverpool – Scarborough (via

Warrington, Manchester, Leeds and

York)14

22:40 – 08:47 Hourly 22:40 – 08:47 Hourly 22:02 – 09:48 Hourly

Northern Rail Liverpool – Manchester (via Warrington) 06:28 – 23:53 30 minutes 23:53 – 06:28 30 minutes 22:39 – 08:55 Hourly

East Midlands

Trains

Liverpool – Norwich (via Warrington,

Manchester, Sheffield, Nottingham and

Peterborough

08:18 – 21:47 Hourly 08:18 – 21:47 Hourly 12:17 – 21:31 Hourly

12

Denotes services that call at LSP 13

Operated by HTL buses on behalf of Merseytravel 14

TPE services move to the Chat Moss route in Dec 2017, no longer serving Liverpool South Parkway and Warrington Central

34

Active Travel

Active travel is a free, healthy and environmentally friendly way of accessing LJLA and is best suited to

staff living in close proximity to the Airport who can travel unencumbered by luggage. 26% of Airport

employees currently live within 4 miles of the Airport. LJLA is well connected to local residential areas

by a network of footways, local cycle routes and National Cycle Network route 62.

LJLA has a number of existing facilities for cyclists, including eight cycle storage lockers located

outside the multi-storey car park and a further 4 lockers for employees at the Staff Admin Offices. In

addition, there are an additional 39 cycle racks at the Airport which accommodate both passenger and

staff cycle parking. There are 13 showers on site, 11 of which are designated for Airport staff and 2 for

Servisair staff.

In 2014, active travel accounted for 3% of all passenger journeys from the Airport and in 2016

active travel accounted for 7% of staff journeys to / from the Airport.

Taxi and Private Hire Vehicles

Liverpool houses England's largest hackney carriage fleet outside London and the city is also home to

some of the world’s largest private hire operators. Taxis are a key element of connectivity between

the Airport and Liverpool City Region and provide vital services to support early morning and late

night staff and passenger movements when public transport services are less frequent.

There is a hackney cab rank located directly outside the entrance to the Airport terminal. Many of the

hackney cabs serving Liverpool Airport now permit payment by debit or credit card providing a more

convenient service for Airport users. There are no current taxi sharing / marshalling operations at

LJLA.

Any customers using private hire taxis are required to be picked up / dropped off in the car parks.

In 2014 Taxis accounted for 20% of all passenger journeys from the Airport and in 2016 taxis

accounted for 1% of all staff journeys to / from the Airport.

Car Parking & Passenger Drop off

Speke Hall Avenue and Hale Road provide the primary road links to the Airport, with Speke Hall

Avenue linking to the A561 Speke Boulevard which in turn provides connections south to Runcorn and

the M56 and north towards Huyton and the M57 and M62.

There are currently circa 7,749 car parking spaces at Liverpool Airport. These are broken down as

follows:

Long Stay: 3,761 spaces

Multi-Storey: 778 spaces

Premium Car Park 202 spaces

Ipark 2,508 spaces

35

Staff car park c. 400 spaces

Admin car park 100 spaces

Onsite parking offers high levels of security, with high-tech CCTV systems, electronically controlled

entry and exit barriers and 24/7 monitoring. In terms of the commercial offer, LJLA provide a range of

options to customers, guaranteeing the lowest car parking prices in comparison to offers made

elsewhere.

An additional 180 drop off spaces are provided, 90 in the express drop off for which there is a

minimum £2 charge and 90 in the free drop off section where no charge is levied if the duration of

stay is less than 20 minutes.

Accessibility

LJLA recognises the importance of providing a seamless journey experience for individuals with special

needs and provides additional facilities and employs a dedicated service provider to deliver assistance

services.

Public Transport

The majority of buses in Merseyside are fully accessible and specially designed for people who are less

mobile. This includes:

Wide doors;

Low entrances (some buses “kneel” and have extending ramps to make them even easier to

get on and off);

Flat floors, no steps;

Plenty of bright, colour contrasting easy grip handles; and

Priority seats for people with mobility difficulties.

The bus stops at LJLA are situated directly in front of the terminal entrance, have raised kerbs for

easier boarding / alighting and provide level access to the terminal.

LSP includes a number features designed to support passengers with special needs, including

accessible ticket counters, induction loops, step free access to all areas of the station and a drop off

area for people with mobility impairments. All train services to LSP are wheelchair accessible.

There a numerous accessible taxis operating in Liverpool, both private hire and Hackney. The Airport

taxi rank is situated immediately to the north west of the terminal and provides level access to the

Airport terminal building.

Blue Badge Parking

Accessible parking bays for blue badge holders are provided in all Airport car parks with the exception

of ipark. Accessible parking bays are also provided in the express drop off / pick up area.

Assistance Services

Additional assistance services for those who need them. These services include:

36

Assistance with lifting baggage and / or mobility equipment on and off bus / taxi services and

out of vehicles;

Transit to and from the car park;

Assistance through the Airport terminal, including moving to toilets, retail facilities, check-in

and retrieving baggage;

Assistance boarding and alighting from aircraft

Passengers are asked to pre-book assistance services, however these services are made available to

those who have not booked in advance, subject to availability of staff and physical resources such as

Airport wheelchairs etc.

37

Annex D. Airport use and User Research

This section makes use of both CAA survey data and Merseytravel research, predominately focusing

on the “last leg” of travel to the Airport to identify gaps and opportunities for service provision. CAA

survey data has a relatively high sample rate and provides comparable data for previous years. While

the Merseytravel research sample rate is lower, the research allows us to explore more detailed

themes and differentiate between use of the two key public transport links to the Airport – City Centre

bus and bus from LSP.

Passenger numbers and forecasts

Source: CAA data and LJLA.

Since 2011 LJLA has been through a period of contraction with falling passenger volumes and a

reduction in flights and destinations served which was in part a result of the Airport’s focus on low-

cost carriers and increased competition in this market from Manchester Airport. However following a

change of ownership, LJLA has adopted a broader strategy, targeting a variety of services including

charter flights and legacy carriers. This has reversed the decline; passenger numbers are beginning to

rise and new routes and more frequent flights are being introduced.

Passenger volumes are forecast to increase to 2020 (and beyond), resulting in a 33%

increase (1.5m extra passengers) between 2015 and 2020.

3.0

3.5

4.0

4.5

5.0

5.5

6.0

6.5

2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020

Pas

sen

gers

(M

illio

n)

Year

LJLA Passengers

38

10%

90%

Journey Purpose

Business

Lesiure

Journey purpose

In 2014, 90% of all passenger journeys from LJLA

were undertaken for leisure purposes.

People travelling for leisure purposes will

often be carrying large suitcases and the

predominance of leisure travel to / from LJLA

underlines the importance of providing

suitable public transport connections with

space for luggage.

Source: 2014 CAA passenger survey data

Passenger origins

Key origins for LJLA passengers include Merseyside (43%), Greater Manchester (13%), Cheshire (13%)

Lancashire (10%) and West Yorkshire (4%).

North, South and West Yorkshire combined account for 7% of all LJLA passenger origins and 23% of

the passengers from this area access the Airport by public transport. Any reduction or loss of direct

rail links between LSP and Yorkshire in the forthcoming franchise changes is likely to have a

substantial impact on this market and will hamper efforts to maintain the current public transport

mode share.

39

Public Transport Mode Share

Source: 2011 ASAS & CAA data

The public transport mode share of passengers travelling to / from LJLA has increased significantly

over the past 15 years. There is a clear step change in mode share in 2008 which is likely to have

resulted from the construction of LSP and opening of this link. LSP opened in 2006 therefore it would

be reasonable to expect that increased public transport mode share would have been reflected in

2007 however this data appears to be somewhat of an anomaly and may have resulted from network

disruption, or issues with the survey methodology.

Public transport mode share from 2008 shows a distinct upwards trajectory, leading to the 2014 figure

of 19.6% public transport mode share which is significantly greater than that of LJLA’s closest rivals.

0%

5%

10%

15%

20%

25%

1999 2002 2003 2005 2007 2008 2010 2014

Year

LJLA Public Transport Mode Share

40

Source: CAA passenger survey data 2012, 2013 & 2014

Blue = Airports with fixed rail links

Orange = Airports without fixed rail links

Green = LJLA

Of the 12 Airports in England which catered for over 3 million passengers in 2012, LJLA has the

seventh highest public transport mode share. All Airports with higher public transport mode shares

have direct fixed rail links, highlighting the step change in mode share that can be realised with this

provision.

Source: CAA passenger survey data

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

LCY LGW STN LHR BHX LTN LJLA BRS MAN NCL LBA EMA

Comparable Airports: Public Transport Mode Share

0%

5%

10%

15%

20%

25%

30%

35%

Mode Share: 2010 - 2014 Comparision

2010

2014

41

57%27%

15%

Split of Public Transport Mode share

Bus from City Centre

Bus from LSP

Other (Including Terravision)

Passengers being dropped off at LJLA from private cars account for the highest proportion of trips to /

from the Airport. This reduced slightly from 30% in 2010 to 29% in 2014. For every drop off at the

Airport by a private car, two car trips are made making this the least desirable mode of access to the

Airport. Overall, private car (parking) recorded a 46% mode share of trips to / from the Airport in

2014; a slight increase on the 2010 figure of 45%. As a proportion of mode share, on Airport parking

actually fell by 3% during this period, with the overall increase in parking resulting from increase used

of off-Airport private car parks. These facilities now account for 7% of all private car use at the Airport

(including drop off).

The next highest mode shares are taxi / minicab and bus / coach use which have both increased as a

proportion of mode share over the period and account for 19.9% and 19.6% of journeys respectively.

Research undertaken by Merseytravel in 2014

gives further insight into the split of public

transport mode share between the key links

to the Airport. In 2014, 57% of all public

transport users travelled to LJLA using a bus

service from the city centre and 27% of

public transport users used a bus service

from LSP.

Source: Merseytravel Research, LJLA Study.

Public transport mode share at LJLA is weighted towards leisure users, suggesting that there may be

scope to increase the proportion of business users accessing the Airport by public transport. Business

travellers account for less than 10% of all Airport passengers so the overall impact of targeting this

group will be limited.

Frequency of Travel

In 2014, approximately 60% of LJLA users used the Airport twice a year or more often, compared to

just 36% of LSP users. 19% of these surveyed at the LJLA were using the Airport for the first time, in

comparison to 33% surveyed at LSP.

42

LSP users tend use the Airport less frequently and will therefore be less familiar with travel

arrangements. This emphasises the relative importance of information, signage, ticketing and other

elements that can make unfamiliar journeys easier and reassure passengers using this link.

Awareness of Transport Options

Research undertaken by Merseytravel in 2014 included surveys of non-LJLA users resident close to the

Airports hinterland. These surveys included questions regarding awareness of Airport connectivity

and can be used to identify areas of focus for transport marketing efforts. Due to the “local” nature of

these respondents, a high level of familiarity with many of the Airport links would be expected.

High levels of awareness of signposting from major roads and the City Centre bus were recorded (78%

and 75% respectively). Awareness of LSP links, including the bus link, rail services and

announcements, was significantly lower, ranging from 50% for announcements to 43% for the range

0%

5%

10%

15%

20%

25%

30%

35%

More often At least twice per year

Once a year < Once a year 1st Time

Frequency of Travel

LJLA Users

LSP Users

0% 20% 40% 60% 80% 100%

Terravision Coach

Any other local bus links

Range of rail services to LSP

Bus link from LSP

Announcements on board trains "LSP for …

Bus link from the City Centre

Signposting from major roads

Awareness of Transport Options (non-airport users)

43

0%

10%

20%

30%

40%

50%

60%

Awareness of Public Transport Links by Origin

City Centre Bus

LSP Bus

of rail services. LSP is likely to be of less importance to local residents than the city centre bus link

however the low levels of awareness suggest that there is a requirement to increase promotion of the

link. Awareness of the Terravision coach service to Manchester was particularly low, but this is to be

expected as it is unlikely to be of relevance to local residents. This service has now ceased to operate.

Surveys of LJLA users allow a comparison of awareness of the bus link from the city centre and the bus

link from LSP.

Source: Merseytravel LJLA users research

Unsurprisingly, for those areas closest to the Airport, which are best served by the local bus network,

the relative awareness of the city centre bus link is highest. Awareness of the links is more equal for

respondents with journey origins further from Liverpool. The most significant differences between

awareness beyond the City Region are identified with residents from Greater Manchester and

Lancashire. Awareness of the City Centre bus is a full 12 percentage points greater than that of the bus

link from LSP for respondents travelling to / from Manchester. This is surprising given the direct and

frequent train services from LSP to Manchester and suggests that there is some scope for targeted

marketing and information.

44

Ease of Access to LJLA

Merseytravel surveys asked LJLA and LSP users to rate the ease of access of the Airport.

Overall, LJLA users and LSP users expressed high levels of satisfaction with the ease of reaching the

Airport. 95% of LJLA users and 88% of LSP users rated this as good or very good. While the overall

score is very positive, this does mask significant disparities; 73% of LJLA users rated ease of access as

very good, in comparison to just 34% of LSP users.

Ease of access is a highly relevant measure as it captures the entire journey experience, from pre-trip

information to physical connections, ticketing and signage etc. Ease of access can be used as a Key

Performance Indicator to measure the success of this ASAS and identify areas where greater focus is

required. LJLA should aim to maintain or increase the current high levels of overall satisfaction and

specifically to increase the proportion of LSP users rating the ease of access to LJLA as very good.

3%10%

23%

54%

73%

34%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

All LJLA Users LSP Users

Ease of Access

Very Good

Good

Neither

Poor

Very poor

45

Annex E. Staff

Survey results & trend

In 2016 LJLA undertook a survey of employees based at the Airport (including both those directly and

indirectly employed by LJLA and employees of other companies within the Airport grounds. This

provides results which are directly comparable with the previous staff survey undertaken in 2009 and

can be used to show progress against current targets and inform future targets. Unfortunately the

sample size for the 2016 survey is fairly small (287 respondents, circa 11%) which may result in skewed

data. For the 2018 survey, LJLA will work with Merseytravel to identify additional resources and

incentives to increase the survey response rate. In addition, in 2015 Merseytravel undertook a survey

of employees directly employed by Liverpool Airport Company and employees of Vantage Air Traffic

Services Ltd. While this data is not directly comparable as it does not include employees from other

companies within the Airport grounds, key elements of feedback are drawn out in this section and

have been used to inform the interventions in Section 3.

Employee Main Mode of Travel to Work.

The staff survey asked employees which mode of travel covered the most significant part of their

journey to work. For ease of viewing, “taxi” and other (which, combined amount to just 1% in 2016)

have been excluded from this chart.

There has been a significant increase in single occupancy vehicle use by employees based at the

Airport. Single occupancy vehicle use has increased by 8% from 2007 to the 2016 figure of 73%.

Single occupancy vehicle use in 2009 was just 59% however there were significant differences in the

employee catchment area in 2009 which is likely to have been a key factor in this.

0%

10%

20%

30%

40%

50%

60%

70%

80%

2000 2003 2005 2007 2009 2016

Mo

de

Sh

are

Year

Main Mode of Travel

Single Occupancy Vehicle

Car Sharing

Active Travel

Public Transport

46

Employment Catchment Area

The staff survey asked respondents how far they travel to work.

With the exception of 2009 data, there is an upward trend in the proportion of respondents travelling

over 4 miles to get to work. This reflects the trend of lengthening commutes across England. The

contrasting data from the previous four surveys is displayed below.

2005 2007 2009 2016

Employee Catchment Area

Mode Share

As the proportion of employees resident within 4 miles of the Airport increases, public transport use

and active travel increases and as the proportion of employees resident within 4 miles of the Airport

decreases, car use for travel to work increases. 2009 stands out as a year in which employees

responding to the survey lived particularly close to the Airport. The substantial increase in the

0%

10%

20%

30%

40%

50%

60%

70%

80%

2000 2003 2005 2007 2009 2016

Distance Travelled to Work

Over 4 miles

34%

23%

27%

17%

47

proportion of employees resident more than 4 miles from the Airport is likely to be a key factor

behind the increased single occupancy vehicle use.

Due to the low sample size, mode share data for employees resident within 4 miles of the Airport

should be treated with caution.

While mode share has fluctuated over the years, 2009 again stands out as an exception, with single

occupancy car use amongst employees resident within 4 miles of the Airport being significantly lower

(34%) than the 2007 (53%) and 2016 (48%) surveys. This fall in single occupancy car use was linked to

the success of car sharing in 2009 (28%) which has fallen to just 11 % in 2016. In addition, 5% of

employees resident within 4 miles of the Airport travelled by taxi in 2009 in comparison to just 1% in

2016.

A key success recorded in the 2016 data has been the promotion of Active Travel and provision of

cycling facilities at the Airport. 25% of employees resident within 4 miles of the Airport walked or

cycled to work in 2016, the highest active travel mode share recorded across all employee surveys

since the year 2000.

Single Occupancy Car Users

Employees were asked what other

modes of transport they occasionally use

to travel to work. Of employees who

usually travel in single occupancy

vehicles, 10% occasionally car share, 14%

occasionally walk /cycle and 19%

occasionally use public transport.

0%

10%

20%

30%

40%

50%

60%

70%

80%

2000 2003 2005 2007 2009 2016

Mo

de

Sh

are

Year

Main Mode of Travel(Resident within 4 Miles)

Single Occupancy Vehicle

Car Sharing

Active Travel

Public Transport

48

52% of employees suggested that they have no alternative to driving to work on their own. This is

highly unlikely and indicates that there is work to be done to promote alternative modes, including car

sharing. Other key findings for this group include:

58% indicated that they would be prepared to car share.

o 57% of these individuals stated that help in finding someone to share with would

encourage them to car share, indicating that there is considerable scope for holding

“meet and greet” sessions for potential car sharers

9% indicated that they would use public transport if there were better connections between

the Airport and LSP, As better connections are about to become a reality, this is a key area to

focus on for promoting public transport to staff.

Merseytravel surveys also included a section for general comments with several responses

highlighting the limited public transport options due to very early or late shift starts/ends and some

respondents noting that the cost of their (taxi) journeys to work had increased as a direct result of the

new drop off charges. In addition, one user of the cycle racks reported that the cycle racks provide

inadequate weather protection.

Staff Travel Plan

There has been an increase in single occupancy vehicle use by employees based at the Airport. While

some of this may be a result of demographic changes, the proportion of employee car sharing has

fallen to its lowest level since 2000. Promoting car sharing is a key short term focus for the Staff

Travel Plan.

25% of employees resident within 4 miles of the Airport walked or cycled to work in 2016. This is a

significant achievement. It will require on-going work to maintain and increase this level of active

travel and LJLA will continue to encourage participation in events such as walk to work week and bike

to work day, in addition to hosting technical events including Dr Bike sessions.

LJLA are members of Merseytravel’s employers network and will continue to actively work with

Merseytravel to support and host initiatives and disseminate information to Airport staff with the aim

of further promoting the use of public and sustainable transport to access the Airport.

LJLA currently provide the following to support staff travel:

Interest free loans to purchase public transport season tickets;

Dedicated Airport car sharing scheme;

Discounted Arriva (bus) season tickets for staff;

Interest free loans to purchase bicycles tax free;

Provision of public and sustainable transport / travel information; and

Joint working with Merseytravel and other partners to promote specific initiatives aimed at

encouraging public and sustainable travel.

In addition LJLA are currently working with Arriva to extend bus operating hours to / from the Airport

to better accommodate staff shift patterns and LJLA will take steps to improve the (surface) travel

information on their website which will be of benefit to both passengers and staff alike.

49

LJLA will continue to monitor the use of facilities specifically aimed at encouraging sustainable travel

by staff. This includes regular monitoring of the use and condition of cycle storage and changing

facilities. LJLA will increase the provision / quality of these facilities if required. In addition, LJLA will

reinstate dedicated parking spaces for car sharers and monitor the use of these, increasing it if

necessary.

In line with the integrated approach adopted by this ASAS, specific interventions to reduce staff

reliance on single occupancy car journeys are included in Section 3.

50

Annex F. ATF Membership

Organisations represented at the ATF include:

Liverpool Airport

Merseytravel

Arena and Conference Centre Liverpool

Department for Transport

Easyjet

Halton Borough Council

Highways England

Knowsley Council

Liverpool Airport Consultative Committee

Liverpool City Council

Liverpool Chamber of Commerce

Local Enterprise Partnership

Liverpool Vision

East Midlands Trains

Transpennine Express

Merseyrail

London Midland

Northern Rail

Virgin

Network Rail

North Cheshire Rail Users Group

Documents

Surface Access Strategy - Liverpool Airport · 2016-07-20 · 1 1 Introduction and Context 1.1 Introduction This document is issue Five of Liverpool John Lennon Airport’s (LJLA)