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
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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.
Research and Audit Findings
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).
Short Term Interventions – to End of 2016
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;
Medium Term Interventions – 2017 to End of 2018
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.
Long Term Interventions – 2019 +
Continue to interrogate passenger research to inform necessary improvements.
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
Research and Audit Findings
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.
Short Term Interventions – to End of 2016
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
Medium Term Interventions – 2017 to End of 2018
Work with Merseytravel to develop smartcard and contactless ticketing products that
enhance access to Airport connections.
Long Term Interventions – 2019 +
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
Continue to interrogate passenger research to inform necessary improvements.
Support TfN proposals to develop an integrated, smart ticketing product for the North
of England.
3.4 Marketing and Communications
Research and Audit Findings
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.
Short Term Interventions – to End of 2016
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;
Medium Term Interventions – 2017 to End of 2018
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.
Long Term Interventions – 2019 +
Continue to interrogate passenger research to inform necessary improvements.
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
Research and Audit Findings
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.
Short Term Interventions – to End of 2016
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.
Medium Term Interventions – 2017 to End of 2018
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
Long Term Interventions – 2019 +
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.
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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