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CONTACT
Tamar Bridge andTorpoint FerryJoint CommitteeFerry OfficeTorpointPL11 2AX
Tel 01752 812233Email [email protected] map ©Crown copyright
TAMAR BRIDGE ANDTORPOINT FERRYBusiness Plan 2011 to 2015
April 2011
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CCOONNTTEENNTTSS1 Foreword by the Chairmen of the Joint Committee 3
2 Executive Summary 4
3 The Tamar Crossings 5
4 Strategic Importance of the Crossings 6
5 Mission 8
6 Core Values 9
7 The Service 10
8 Risk Management 13
9 Long Term Plans 15
10 Plans for 2011-2015 16
11 Priorities 17
12 Financial Resources 19
13 Delivery Actions 24
14 Performance Management 27
15 Appendices 32
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11 FFOORREEWWOORRDD by the Joint Chairmen of the Committee
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We are pleased to present this first four-year Business Plan produced for the Tamar Bridge and Torpoint Ferry, covering the period 2011-2015.
The development of this plan follows a resolution by the Tamar Bridgeand Torpoint Ferry Joint Committee in December 2009 to adopt abusiness planning framework that would reflect the strategic nature of the two crossings and integrate operational and financial aspects of theundertaking into a single document.
This document represents a significant step forward in the governanceand management of these two crossings that are so strategicallyimportant to both Cornwall and Plymouth. We believe that it will be avaluable reference for a range of readers including councillors, officers,customers and other stakeholders in gaining a fuller understanding of the undertaking and of our plans for the next four years.
Councillor Edward Delbridge Councillor Mike Pearn MBEPlymouth City Council Cornwall Council
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2.1 The Tamar Bridge and Torpoint Ferry providethe travelling public with the two majorcrossings of the lower reaches of the River Tamar connecting Plymouth and South-East Cornwall. Their operation is governed bya Joint Committee representing the twoauthorities, Cornwall Council and PlymouthCity Council, that own the crossings. The strategic importance of these crossingswithin the context of Plymouth and Cornwallstresses the wider perspective within whichthe Business Plan has been developed.
2.2 Our mission is to provide the travellingpublic with safe, reliable and efficientcrossings of the Tamar through theoperation, maintenance and improvement ofthe Tamar Bridge and Torpoint Ferry.
2.3 Core values shape the organisation’s culture,priorities and decisions:
respect excellence creativity
integrity accountability openness
ownership accessibility teamwork
and these values underpin the way in whichthe undertaking operates.
2.4 The service relies on major infrastructureassets and human resources to deliver itsmission. Both crossings operate on a 24 hour,365 day basis and have significant peaks indemand predominantly eastbound onweekday mornings and westbound onweekday evenings, and the crossings areoperated to maximise the service availabilityto match those demands.
2.5 The undertaking employs approximately 100staff, and some services including tollcollection and vehicle recovery at the bridgeare provided by contractors.
2.6 Approximately 95% of the finance needed tooperate, maintain and improve the twocrossings is funded from tolls, with theremaining 5% derived from rentals, wayleavesand contribution from the Highways Agencyin relation to joint operation of the TamarBridge/Saltash Tunnel tidal flow system. Theundertaking works with many otherstakeholders through partnerships and jointworking arrangements which reflect the need to integrate the service within a wider context.
2.7 The undertaking recognises the importanceof managing risk so that it can achieve keystrategic objectives and organisational goals. Ittherefore maintains a contemporary riskregister which is used as the framework formonitoring and managing both strategic andoperational risks.
2.8 Longer term planning sets the context fordetermining key priorities for the BusinessPlan, which are set out together withassociated actions.
2.9 A range of improvements are included in theBusiness Plan, and most of these will befinanced by borrowing. The undertaking isfinancially self-sufficient, using toll income tofund the crossings and capital projects. Toll income forecasts assume that trafficlevels will fall by 2% in 2011/12 andthereafter remain unchanged. Based on theforecast income stream it is anticipated that asmall increase in tolls will be required in2014/15 in order to deliver the Business Planand maintain adequate reserves in line withgood business practice.
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3.1 The Tamar Bridge and Torpoint Ferry provide the major vehicularand pedestrian crossings of the lower reaches of the River Tamar.The two crossings are operated as a single undertaking by theTamar Bridge and Torpoint Ferry Joint Committee, which wasestablished by the Tamar Bridge Act 1957. The Joint Committeecomprises five elected councillors from each of the JointAuthorities, Plymouth City Council and Cornwall Council. JointChairmen are elected from each of the two councils and theychair Committee meetings on an alternating basis.
3.2 The Tamar Bridge Act 1957 gave the Joint Authorities powers tobuild the Tamar Bridge and to charge tolls to cross it. The Act alsomade provision for the Joint Authorities to take ownership andcontrol of the Torpoint Ferry, which at that time was owned andoperated by Cornwall County Council.
3.3 When opened in 1961 the Tamar Bridge was the longestsuspension bridge in the UK and it remains the only fixedcrossing of the Tamar between Plymouth and South East Cornwall.
3.4 The last decade has seen significant investment in the twocrossings. In 1998 a new Tamar Bridge Act came into force givingthe Authorities powers to strengthen and widen the TamarBridge (1999-2001). The strengthening ensured that the structurecould continue to carry all classes of vehicles permitted on UKhighways including the new class of 44 tonne heavy goodsvehicles. The widening added capacity and improved safety for all users.
3.5 In 2004 and 2005 the previous generation of Torpoint Ferries,then over forty years old, were replaced by faster, quieter andsafer craft with additional 50% capacity.
3.6 In 2007 the TamarTag electronic tolling system (ETC) wasintroduced at both crossings replacing a paper voucher pre-payment scheme. At the Bridge the toll plaza was upgradedwith new toll booths and a canopy, and the new ETC systemgave the toll plaza an increased traffic capacity approximatelymatching that of the bridge structure. At both crossings thesystem provides a more convenient method of payment forregular users.
3.7 The above projects together represent approximately £60million of capital investment over the last decade. Thisinvestment has been made to allow the provision of safe, reliable and efficient crossings into the future.
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4.1 Effective transport links between South East Cornwall andPlymouth are vital in building and maintaining a sustainable localcommunity. They contribute to the achievement of a strongercommunity with better local economies and also provide accessto health, education and leisure services. The Tamar Bridge andTorpoint Ferry make a significant contribution to these goals,providing the only links across the lower Tamar for public, privateand commercial vehicles, and provide significant access links forpedestrians and cyclists.
4.2 This Business Plan recognises the wider role of the crossings inthe future of the communities of Cornwall and Plymouth, andthe work necessary to ensure that role will continue during theperiod of the plan. An integrated approach must therefore beadopted that supports wider area strategies and predictedchallenges for both Cornwall and Plymouth.
4.3 A number of challenges may develop during the period coveredby this Business Plan. They include:
� accommodating the potential impact of population andhousing growth in Cornwall and Plymouth throughrespective Spatial Strategies and Local DevelopmentFrameworks;
� minimising the impact of the crossings on the naturalenvironment, heritage and landscape;
� ensuring that the crossings are able to support growth inthe economies of both Cornwall and Plymouth;
� maintaining and improving provision of good access tohealth, education and other services;
� adapting to climate change and mitigating its effects;
� managing the effect of traffic growth on the capacities ofthe Bridge and the Ferry;
� managing the demand for travel and influencing travelbehaviour where appropriate or necessary;
� improving the quality of journey integration by addressingpublic transport, walking and cycling;
� ongoing maintenance requirements to optimise the operational lives of both the Bridge and the Ferry.
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4.4 To ensure that safe, reliable and efficient crossings are available for thelong term future of the region, the strategy developed for the crossingsmust recognise these challenges in the wider strategic context forCornwall and Plymouth. In doing so the plan will aim to:
� maximise certainty for the community, investment and development;
� enable and support planned investment in infrastructure andservices;
� ensure that development of the crossings is informed by andintegrated into other strategic plans including the localdevelopment frameworks, local transport plans and economicdevelopment plans;
� ensure that investment is made in the crossings for theirmaintenance, operation and improvement and that the fundingis available to enable this to happen;
� provide a clear process to guide the management of the crossings.
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5.1 The mission of the undertaking is to providethe travelling public with safe, reliableand efficient crossings of the river Tamar through the operation, maintenanceand improvement of the Tamar Bridge andTorpoint Ferry.
5.2 This mission can only be achieved bymaintaining the assets to appropriatestandards, and by ensuring that the quality andcapacity of the service meet the changingdemands placed upon them.
5.3 The mission cannot be accomplished inisolation and we need to work with a range ofpartner organisations and stakeholders.
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6.1 An organisation’s core values shape its culture, its priorities and its decisions.
6.2 The undertaking’s core values are:
respect – valuing people, diversity and unique contributions byfostering a trusting, open and inclusive environment
integrity – striving to ensure that every aspect of theorganisation is founded on honesty, transparency, impartiality andconsistency
ownership – taking pride in our work and our performance
excellence – striving to excel at everything that we do
accountability – explaining actions and taking responsibility for them
accessibility – ensuring that our facilities are available to allsections of the community
creativity – maintaining an innovative and forward-thinkingapproach, looking for new ideas and using them to enhance the service
openness – making information about the undertaking and theJoint Committee’s decisions readily available to all users andstakeholders
teamwork – within the organisation, working in collaborationwith the Joint Authorities and partner organisations towardsorganisational or common goals
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The Assets
7.1 The core services are delivered using large infrastructure facilities.These facilities are key to the delivery of the service and theiravailability must therefore be optimised with robust and effectivemaintenance programmes. With appropriate maintenance theTamar Bridge has an anticipated remaining life of 120 years andthe current generation of Torpoint Ferries will serve for at leastanother 20 years.
7.2 Whilst the majority of traffic using the crossings is relatively localin terms of origin and destination, the Tamar Bridge is also a vitalelement in the trunk road network. Peak traffic flows occur onweekday mornings (predominantly eastbound) and weekdayevenings (predominantly westbound). To maximise capacity, trafficlanes on the bridge are operated in a tidal fashion to match thepredominant traffic flow or to facilitate specific trafficmanagement for activities such as maintenance work andbreakdown recovery. This tidal flow system includes the Bridgeand the Highways Agency’s Saltash Tunnel and requires 24 hour,365 day monitoring and control. Our Bridge control room istherefore staffed around the clock and is operated in partnershipwith the Highways Agency. The Bridge carries approximately50,000 vehicles on an average weekday and around 16 millionvehicles a year. The south cantilever lane of the Bridge provides adedicated pedestrian and cycle lane which forms part of theLocal and National Cycle Networks.
7.3 The Torpoint Ferry operation is the largest inland waterwayvehicular ferry crossing in the UK, transporting up to 8,000vehicles across the river on busy weekdays. The ferries also carry foot passengers providing a vital link between the Torpoint areaand Plymouth, and the crossing forms part of the National CycleNetwork. All three vessels are operated in peak periods, withtwo vessels operating off-peak and a single vessel operatingovernight ensuring continuity of service for the public andemergency services.
7.4 Both crossings offer priority arrangements and free crossings forbuses and also provide free crossings for pedestrians, cyclists,certain emergency vehicles and those individuals qualifying forour mobility scheme.
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People
7.5 Approximately 100 full-time and part-time staff are directlyemployed on the undertaking, 75% of whom work at the TorpointFerry operation. Many of the staff are employed on a shift workingbasis to resource the round the clock service.
7.6 At the Bridge fifteen toll collectors and four recovery vehicledrivers are employed by contractors to deliver 24 hour coverage of those two functions. These contracted staff are integrated intothe undertaking and form part of the operational teams.
7.7 An organisation chart is attached at Appendix 1.
7.8 The Joint Committee also relies upon professional support fromPlymouth City Council and Cornwall Council.
Funding
7.9 Approximately 95% of the finance to operate, maintain andimprove the facilities is funded from tolls. The ‘user pays’ principleensures that those who derive most benefit from the crossingscontribute accordingly.
7.10 The remaining 5% of income is generated from rentals, wayleavesand reimbursement of the costs of operating the Saltash Tunnel onbehalf of the Highways Agency. Funding is covered in more detail insection 12.
Management
7.11 The General Manager and officers of the Joint Authorities presentreports at the meetings of the Joint Committee. The reportsaddress contemporary issues and provide updates on expenditure,projects and studies, and also seek approval of the annual statementof accounts. The meetings allow the Joint Committee to considerreports reviewing the performance of the undertaking.
7.12 Certain powers are delegated to officers of the two Authoritiesand to the General Manager through schemes of delegation,financial regulations and individual decisions of the Joint Committee.
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Partnerships and Joint Working
7.13 As well as drawing on resources from the Joint Authorities forprofessional and support services, the undertaking operates inpartnership and joint working arrangements with a range oforganisations including:
Highways Agency – partnering on the operation of the TamarBridge/Saltash Tunnel Tidal Flow Corridor;
Department for Transport (DfT) – member of DfT’s InteroperabilityForum Operators’ Sub-Committee which represents UK current andpotential toll operators - also general partnering on exchange of trafficinformation and other data;
GoSkills – industry representation on development of nationaloccupational standards;
Devon and Cornwall Police – emergency planning, emergencyresponse and facilities surveillance;
Cornwall Fire and Rescue Service – joint working on rescueprocedures and emergency planning;
Devon and Somerset Fire and Rescue Service – joint working onrescue procedures and emergency planning;
UK Bridge Operators, UK Toll Operators and UK Chain and CableFerry Operators – joint working on shared documents and standards,benchmarking and exchange of information;
International Cable Supported Bridge Owners/Operators –representation, benchmarking and exchange of information.
7.14 These relationships contribute to the safety, reliability and efficiency ofthe crossings. Significant efforts are invested in the maintenance anddevelopment of these important relationships, and this investment isrewarded with a return, through shared benefits, exceeding that whichmay be achievable solely through contractual arrangements.
Contracts
7.15 Contracts are in place for a range of services and works including theTamar Bridge toll collection service, specialist engineering termconsultancy and engineering advice, and marine consultants tosupervise ferry refits.
7.16 As a public body the undertaking complies with all relevant UKlegislation and European Directives on procurement and value formoney and this is reflected in robust contract procedures.
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8.1 Risk management is both a statutory requirement and an essentialelement of good corporate governance. It embodies the culture,processes and structure that are directed towards the effectivemanagement of potential opportunities or threats to an organisationin achieving its objectives.
8.2 The Tamar Bridge and Torpoint Ferry Joint Committee recognises the importance of managing risk so that it can achieve key strategicobjectives and organisational goals. It recognises that riskmanagement must be embedded into the culture of the organisationso that it is an integral part of all business planning functions.
8.3 Until 2009 risks had been managed on an ad hoc or grouped basis.However a formal risk register has since been developed using inputfrom risk workshops for Joint Committee Members and officers. The risk register incorporates a formal hierarchy of risk probability,severity and outcomes which are adjusted to recognise existingmitigation measures. The management team will continue to monitorand review the register and prioritise further mitigation. Headlinerisks from the undertaking feed into the risk registers of the JointAuthorities.
8.4 Whilst the risk register will assist the management of theundertaking, recognition and management of risk continues to be afundamental part of day-to-day operations, influencing workingpractices, specifications and procedures.
8.5 The integration of risk management into the organisation, its businessplanning and its routine working practices has many benefits and as aresult the Tamar Bridge & Torpoint Ferry Joint Committee can:
� achieve the key strategic objectives and organisational goals;
� improve strategic, operational and financial management;
� be more efficient with resources;
� safeguard or improve its assets;
� mitigate key threats and identify key opportunities;
� improve decision making, planning and prioritisation ofkey issues;
� promote innovation, change and improvement;
� ensure value for money;
� avoid any unforeseen issues, unknown threats or failures;
� develop, support and protect employees.
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8.6 Our approach to risk management is defined in our RiskManagement Strategy and sets out:
� the overall process for identifying, assessing and managing risk;
� the requirements and responsibilities of members and officers;
� arrangements for monitoring and reporting risk.
8.7 One of the key objectives of the strategy is to identify, assess,record and manage those risks that threaten the delivery of keystrategic organisational objectives or goals. Therefore, the TamarBridge and Torpoint Ferry Joint Committee maintains riskregisters to record, review and monitor strategic and operationalrisks. The organisation recognises that Risk Management is notabout creating a totally risk free environment but more aboutpreparing a disciplined approach to managing uncertainty andbeing prepared to take mitigating action. The risk registers areregularly monitored and reviewed and, when used effectively, actas an early warning for any movement in risk.
8.8 The ultimate measure of effective Risk Management is that the Joint Committee has the resilience to deliver its key strategic objectives by providing safe, reliable and efficient crossings now and into the future.
8.9 The strategic risk register of key risks is attached as Appendix 2.
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9.1 Plans for the longer term must sustain the mission to providesafe, reliable and efficient crossings of the river Tamar.
9.2 These plans are influenced by the Local Transport Plans of theJoint Authorities through close liaison with their respectivetransportation teams.
9.3 To a large extent, major maintenance of the facilities occurs incycles and we must ensure that the physical and financialresources are available for major tasks such as resurfacing andrepainting the Bridge and undertaking refits of the Ferries. These maintenance cycles may span Business Plan cycles.
9.4 Changes in traffic demand, user expectations, legislation andother factors may stimulate changes in the way the undertakingoperates and may require improvements to facilities. Theundertaking must therefore continue to look ahead to maintain a clear strategy for the future.
9.5 Planning well ahead preserves the level of service, reducesoperational risks, maintains funding options, informs futureincome requirements and helps minimise disruption for thetravelling public. Therefore while this Business Plan spans fouryears, plans beyond that period must also be considered.
9.6 In accordance with good asset management practice, anyprojects proposed for potential future investment are tested byundertaking feasibility studies to investigate options and toconfirm their viability before higher costs are committed.
9.7 The current long term planning has been set to incorporateforecast replacement of the Torpoint ferries between 2025 and2030. Our detailed financial forecast model extends to 2025 andincorporates foreseeable expenditure on operations,maintenance and capital investment.
9.8 The Business Plan for 2011-2015 has been developed within thecontext of this longer term plan.
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Maintenance
10.1 We will continue to maintain the facilities inorder that the planned life of the assets areachieved or exceeded. Maintenance of thetwo facilities will continue to reflect currentbest practice and meet all regulatoryrequirements.
Operation
10.2 The undertaking will be operated tominimise disruption to the service whilst atthe same time ensuring efficient use ofresources.
10.3 The service we provide will be monitored to ensure that:
� current demand is met;
� user disruption is minimised;
� customer feedback is noted andqueries and complaints promptlyanswered;
� timely planning is undertaken to meetanticipated future demands.
Improvement
10.4 Capital projects already approved forcompletion before 2015 include:
� the installation of illuminated lanestuds on the Bridge to improve safetyand traffic management;
� stage I resurfacing of the Bridge toenhance safety and preserve the lifeof the structure;
� additional storage space at TorpointFerry to improve handling of bulkyspares and materials;
� installation of safer and morecomprehensive access arrangementswithin the Bridge structure;
� major repainting programme for the Bridge thereby preserving itsservice life;
� reinstatement of a footpath at theSaltash end of the Bridge;
� replacement of the main joint on the Bridge;
� replacement of the Bridge’s structuralmonitoring system;
� completion of replacement of ferrygantry chain tunnels;
� improvements to access arrangementsto the bridge plaza canopy;
� replacement of the Ferry’s Devonportcontrol system.
10.5 Rendel Park in Torpoint was de-contaminatedby a remedial project funded by the JointCommittee, and the Committee aims toreview and determine the future use of thesite within 2011.
10.6 Feasibility studies will be undertaken in 2011to review the need for improvement orreplacement of the offices and other facilitiesat both crossings.
10.7 Further enhancement of services will also bepursued, particularly in the development ofelectronic commerce and improvedcommunications. The latter will include theestablishment of periodic customersatisfaction surveys.
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1111 PPRRIIOORRIITTIIEESS Priorities for 2011-2015
11.1 Delivery of our mission is achieved through the operation,maintenance and improvement of the Tamar Bridge and TorpointFerry crossings. Our priorities during the period of this BusinessPlan reflect these three key delivery elements.
11.2 The undertaking will ensure that it is delivering an appropriateservice to users through close monitoring of demand andcustomer feedback, and through its awareness of industry bestpractice achieved by participation in industry workshops andlocal, regional and national forums.
Operations Priorities
� maximise the safety of users and staff and reduce risk toboth groups through ongoing risk assessment, education,involvement and communication;
� ensure that the crossings remain efficient throughcontinuous review of individual elements of our service,budgetary control and use of robust processes;
� ensure that the service provision meets reasonablecustomer service expectations;
� promote the use of electronic tolling to minimisecongestion and improve the predictability of journey times;
� ensure that performance standards meet or exceedindustry standards;
� ensure that staff terms and conditions and human resources policies remain appropriate for the organisation.
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Maintenance Priorities
� ensure that maintenance programmes for the assets aredesigned to meet contemporary best practice standards,are in compliance with all relevant statutory requirementsand are delivered in accordance with programmes;
� to minimise disruption to users wherever possible byscheduling maintenance tasks for periods outside peakuse, and by incorporating appropriate incentivemechanisms in supply contracts.
Improvement Priorities
� install illuminated lane studs on the Bridge to improvesafety and traffic management;
� complete partial (Stage 1) resurfacing of the Bridge toimprove safety and preserve the life of the structure;
� undertake major Bridge repainting programme;
� construct additional storage space at Torpoint Ferry toimprove handling of bulky spares;
� install safer and more comprehensive accessarrangements within the Bridge structure;
� improve communications with users of our facilitiesincluding an improved website(www.tamarcrossings.org.uk) and extend the use of online services;
� provide the infrastructure which allows us to improvemonitoring of journey times and improve themeasurement of our performance;
� review current operational, office and public receptionfacilities at both crossings and undertake the necessaryactions to ensure that the facilities are appropriate tomeet requirements into the future;
� strengthen our focus on environmental issues and worktowards registration to ISO14001 appropriate to thelocation, crossing the Tamar Estuary, a Europeandesignated Special Area of Conservation (SAC).
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12.1 Toll revenues represented 95% of Joint Committee income in2009-10. The remaining 5% consisted of rentals, wayleaves and acontribution from the Highways Agency to cover the costsincurred in managing traffic using the Saltash Tunnel.
12.2 Income received through tolls and other sources funds theoperation, maintenance and improvement of the two crossingsand can also be used to reimburse transport initiatives thatbenefit either of the two crossings. There are no grants orcontributions from other sources (eg Council Tax) and by law thecrossings cannot provide a revenue stream for the JointAuthorities or other organisations.
Anticipated Income 2011 to 2015
12.3 Toll income is determined by:
� the toll charging structure;
� the volume of traffic using the crossings;
� the proportion of users choosing our pre-paymentdiscount scheme (TamarTag) and the level of discount offered;
� the extent of free concession crossings offered to buses,emergency services, disabled drivers and others.
12.4 This means that changes in the general economic situation, fuelprice variations and the availability of public transport will directlyand indirectly affect our income.
12.5 Toll charges are authorised and limited by a Toll Order issued bythe Secretary of State for Transport. The order sets out themaximum charges that can be made for certain classes ofvehicles. In order to revise tolls, a statutory process must befollowed involving a formal application to the Secretary of Statefor Transport setting out a business case that supports the needfor a revision.
12.6 The Joint Committee offers a discount to users who set up apre-paid electronic payment account.
12.7 While longer term national forecasts predict traffic to grow and,because there is such uncertainty about many of the factors thatwill influence travel behaviour and therefore traffic demand, we
1122 FFIINNAANNCCIIAALL RREESSOOUURRCCEESS
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have not assumed any increase in the annual volume of trafficusing the two crossings during the period covered by thisBusiness Plan. For financial year 2011/12 the forecast for traffichas been set at 2% below the anticipated 2010/11 traffic volumeto account for identified trends.
12.8 Income forecasts assume that from April 2014 cash tolls for carswill rise by 10 pence and pre-paid tolls for cars by 5 pence. Tolls for larger vehicles are also assumed to rise by similarpercentages from that date.
12.9 Income forecasts are as follows
Expenditure plans 2011-2015
12.10 Expenditure is in the form of revenue expenditure fundeddirectly from income or reserves, and capital expenditure whichmay also be funded directly from income or reserves, but islargely funded by borrowing. Where significant investment isneeded to improve the facilities or to significantly extend servicelife, we generally borrow to smooth peaks in expenditure and inorder that those benefiting in the future will contribute towardsthe associated cost. The full cost of this capital expenditure isrepresented in accounts through the annual payment of intereston the associated loan and on the element of the loan that isrepaid during the course of each financial year.
12.11 Expenditure plans for each financial year are recommended bythe Joint Committee to each Council in the late Autumn of thepreceding year. Generally formal approval is only in place forrevenue expenditure for the current or immediately forthcomingfinancial year, while expenditure forecasts for subsequent yearsare noted and will be subject to approval in due course.However for contracts delivering beyond the routine budgetapproval timescales, approval for expenditure may be approvedon an ad hoc basis.
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Financial Year Tamar Bridge Torpoint Ferry Interest Other Total Toll Income Toll Income Recieved Income Income
2011/12 £8.56m £1.17m £0.01m £0.44m £10.19m
2012/13 £8.56m £1.17m £0.03m £0.45m £10.21m
2013/14 £8.56m £1.17m £0.03m £0.46m £10.22m
2014/15 £9.12m £1.25m £0.03m £0.46m £10.85m
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12.12 Our approved capital project plans for the period 2011-2015 are shown in the table below
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Project Description Financial Year(s) in Estimated Expenditurewhich Project will take place
Provision of additional walkways to 2011/12 £300,000improve access to Bridge structure
Replacement of Bridge weigh-in-motion 2011/12 £150,000system
Replacement and upgrade of bridge 2011/12 £500,000cable handstrands
Installation of illuminated road studs 2011/12 £600,000on Bridge carriageway
Provide storage building on Devonport 2011/12 £75,000side of Torpoint crossings
Bridge resurfacing (Stage 1) 2011/12 £600,000
Reinstate footpath 24 (Saltash) 2011/12 £210,000
Toll plaza canopy access improvement 2011/12 £40,000
Replacement traffic control system 2012/13 £26,000(Devonport)
Replacement paint system (Bridge) 2011/12-2013/14 £4,800,000
Replacement Bridge Structure 2014/15 £100,000monitoring system
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12.13 The forecast expenditure for the four years covered by thisBusiness Plan is as follows:
*Debt servicing forecasts for 2012/13 onwards include provisionof £380,000 per annum to fund possible bridge officedevelopment (estimated at £4.6m), but this project will besubject to approval of a satisfactory business case.
Efficiency and Value for Money
12.14 Competitive tendering is the default approach for externalprocurement of goods and services to achieve best value fromthe supply market.
12.15 Review of internal costs is also undertaken to ensure best valuedelivery of the overall service, to avoid duplication and toeliminate waste.
12.16 Key performance indicators are used to ensure that we aremeeting or exceeding our general service obligations and anyspecific planned levels of service.
12.17 Term contracts or multiple year contracts are adopted to realiseeconomies of scale and reduce overall tendering costs. Durationsof these contracts are moderated to allow periodic review,renewed market competition and innovation in delivery.
12.18 An independent efficiency review of the undertaking will becarried out during the second year of this Business Plan.
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Financial Year Tamar Bridge Torpoint Ferry Corporate Debt TotalOperations Operations Costs Servicing* Expenditure
2011/12 £2.47m £4.78m £0.56m £1.80m £9.60m
2012/13 £2.83m £4.80m £0.49m £1.98m £10.09m
2013/14 £3.18m £4.89m £0.58m £2.53m £11.18m
2014/15 £3.11m £5.01m £0.51m £2.66m £11.29m
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Funding
12.19 The major source of funding for the undertaking is through tollscharged at both crossings. Tolls at both crossings were increasedby 50% in March 2010 following a public inquiry.
12.20 Current projections of reserves are set out below. Theseprojections confirm indications noted at the inquiry that we willneed to seek a further increase in tolls in 2013/14 forimplementation in April 2014.
12.21 This will ensure that the finance is available to meet the costs ofmaintenance, operation and improvement of the crossings. The Joint Committee has agreed to pursue smaller but morefrequent increases in tolls to meet forecast income requirements.This approach is in line with the preference indicated in theresponse to public consultation undertaken in 2009.
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2011/12 2012/13 2013/14 2014/15
Reserves held at end of year £2,385,000 £2,503,000 £1,540,000 £1,102,000
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Our Priorities Key Actions Timeline/milestones
Maximise the safety of users and Compliance with all relevant legislation Ongoingstaff and reduce risk to both groups Continued development of policiesthrough ongoing risk assessment, Improve staff and public “buy-in” education, involvement and through education and communicationcommunication
Review of accidents, incidents and near Ongoingmisses to ensure that lessons are learned and future risk reduced
Health and Safety Officer to undertake a full By end of calendarreview of the Health and Safety year 2011management system for the organisation, and initiate action plans in identified key areas
Ensure that the crossings remain Continuous review of service levels Ongoing cost-effective through continuous review of individual elements of our Control of internal costs, reviewing Monthly reviewservice, budgetary control and use processes as necessary of expenditureof robust processes
Ensuring that appropriate specifications Procurementare used when procuring goods and exercises requiring reviewservices to maximise competition and of current practice, meansensuring value for money of delivery and
opportunities to obtain better value.
Perform external efficiency review Financial year 2012/13
Ensure that there is sufficient Maintain dialogue with users through our Ongoing but alsoknowledge of our service to comments and complaints procedures. introduce segmentedensure that provision meets customer surveysreasonable customer service Ensure that service conditions are requirements communicated in a timely manner through Ongoing with annual
appropriate channels reviews
Promote the use of electronic Ensuring that the schemes remain attractive Ongoingtolling to minimise congestion and to the user groups targeted (TamarTag, improve the predictability of Mobility Smart Card) and that there is journey times sufficient awareness of the schemes
24
13.1 In order to progress the undertaking’s priorities, key actions are required during the period of the Business Plan as outlined below:
1133 DDEELLIIVVEERRYY AACCTTIIOONNSS
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Our Priorities Key Actions Timeline/milestones
Monitoring journey times Installation of newtechnology by the end ofcalendar year 2011
Ensure that performance Networking with other organisations within Annual quantitative andmeets or exceeds industry the industry qualitative benchmarkingstandards exercises
Benchmarking against comparable organisations
Ensure that staff terms and HR meetingsconditions and human resources Monthly/Quarterly/(HR) policies remain appropriate Maintenance and routine review of relevant Annuallyfor the organisation statistics
Ensure that maintenance Ensure that specifications meet Ongoingprogrammes for the assets are contemporary standards and thatdesigned to meet contemporary programmes comply with current legislationbest practice standards, complywith all relevant statutory Networking with other organisations with Ongoingrequirements and are delivered similar requirementsin accordance with programmes
Incorporate technological developments Ongoingand innovations into programmes wherethey offer a net benefit for users
Wherever possible schedule Ensure that scheduling requirements form Ongoing weekly reviewmaintenance tasks for periods a key part of contracts of service availabilityoutside peak use, to minimise disruption to users Influence delivery wherever possible Ad hoc
through bonus and/or penalty clauses.
Ensure that routine surveys contain Annuallyelements which assist monitoring of usage patterns which can be fed back into maintenance scheduling
Improve communications with Publish an increased range of statistics 2011 onwardusers of our facilities including an onlineimproved website
Provide online application routes for Delivery 2012services and payments
Extend the use of online services Research and, where appropriate, deliver Research project 2011additional technology services (eg SMS/ with delivery during 2012Twitter traffic updates)
Review current operational, office Review overall requirements to meet Complete review and and public reception facilities at operational, staff and user demands for provide options by both crossings to ensure that the next 20 years September 2011facilities are appropriate to meet requirements into the future
25
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Our Priorities Key Actions Timeline/milestones
Strengthen our focus on Gain ISO14001 During financial year 2013environmental issues and work towards registration to ISO14001 Increase recycling by 25% By end of financial year appropriate to the location, 2014/15crossing the Tamar Estuary, aEuropean designated Special Area Reduce energy use by 10% By end of 2014/15of Conservation (SAC)
Investigate options for offsetting carbon Report to be finalised footprint of the internal organisation by June 2012caused by the use of the facilities
Maintain participation in relevant Ongoingmulti-agency forums including those offering reduced carbon transportation
Install illuminated lane studs on the Continue partnered procurement process Summer 2011Bridge to improve safety and traffic with Highways Agencymanagement
Coordinate with resurfacing works
Complete partial (Stage 1) Undertake procurement process April 2011resurfacing of the Bridge to improve safety and preserve the Undertake works May/June 2011life of the structure
Install safer and more Undertake procurement process May 2011comprehensive access for contractsarrangements within the Bridge structure Undertake works 2011-2014
Undertake major bridge Undertake procurement process 2011repainting programme to for contractspreserve the life of the structure Undertake works 2012-15
Construct additional storage space Gain planning approval and complete build 2011at Torpoint Ferry to improvehandling of bulky spares
26
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Key Performance Indicators (KPIs)
14.1 We use key performance indicators to measure our generalperformance and success in achieving priorities for 2011-2015and these KPIs are set out in the tables below.
27
1144 PPEERRFFOORRMMAANNCCEE MMAANNAAGGEEMMEENNTT
Table 1: Safe Services
Description KPI Target Why this is important?
Accidents involving Number of Reduction Public safety is paramountmembers of the public accidents year on year
Reportable incidents and Number of Minimise number of Need to mitigate risk to the lowestaccidents involving reportable and other accidents practicable level to avoid furtheremployees incidents and accidents
accidents involving employees at both crossings
Training hours Total hours in Training Appropriate training ensures a health and sessions per safe environment for safety training employee employees and public alikeper annum
Reduction Hours lost due to Reduction Provides a measure of the safetyLost time – employees accidents per. of the work environment. Reduces
100,000 hours costs associated with absence or worked reduced capability following
accident
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28
Table 2: Reliable Services
Description KPI Target Why this is important?
Bridge lane availability Peak time lane >99.5% Measures success of trafficavailability management and reliability
of infrastructure. Ensuring Off peak lane >98.5% that lanes are open is key availability to ensuring that journeys
are predictable and reduces the risk of accidents
Bridge toll booth % of scheduled >99% In addition to helping toavailability booth hours ensure that journey times
achieved are predictable, the measure assists assessmentof the performance of the contractor providing the toll collection service and provides a measure of the reliability of the technologies used at the plaza
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29
Description KPI Target Why this is important?
Bridge journey times Average journey To be confirmed Measures success of traffictime through the management and reliabilitytidal flow system. of infrastructure.
Peak traffic journey To be confirmed Predictable journey timestimes through the are essential for customerstidal flow system to plan the best mode of
transport
Availability of scheduled % of scheduled >99% Measures success of ferryferry crossings crossings achieved management and reliability
of infrastructure. Predictable service is essential for customers to plan the best mode of transport
Ferry waiting/ Average journey To be confirmed Measures success of journey times time from entry of ferry management and
waiting area to exit reliability of infrastructure.off ferry
Peak journey time To be confirmed Predictable journey timesfrom entry of are essential for customerswaiting area to exit to plan the best modeoff ferry of transport
14.2 The technology required to measure journey times reliably is notyet in place. It is anticipated that the necessary equipment will beinstalled during 2011/12 and that the updated plan for 2012/13will include appropriate performance measures for the itemsshaded blue in the table below.
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30
Table 3: Efficient Services
Description KPI Target Why this is important?
Expenditure Variance against Monthly Cost control, financial budgets review within management, efficiency
10% of profiled spendEnd of year within approved annual budget
Tag Usage Overall usage ≈60% Maintains plaza capacityPeak usage ≈80% Reduces uncertainty of
income level
Complaints Number 10% less than Indicator of customer previous year satisfaction
Response time 95% of complaints Those making complaints remainresponded to aware that their comments arewithin 10 working valued and investigations aredays prioritised
Presents correct image of a responsive organisation
Payment within 30 days % of invoices >95% Payment within terms assists theof invoice date paid within 30 days relationship with suppliers and
improves validity of financial monitoring process
Energy use Like for like energy Reduction of Our carbon footprint is reduceduse 10% from 2011 and costs associated with energy
base by 2015 use controlled
Recycling of waste % of waste recycled increase by Our impact on the environment is25% from a 2011 reducedbase by 2015
Staff sickness absence Days absence per 2011/12 Reflects a healthy workforce andemployee per annum average of <8 days sound HR practices
2014/15average of <7 days
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31
Monitoring Indicators
14.3 In addition to the key indicators that measure the organisation’sperformance, other indicators can provide information on aspects ofservice delivery but which are, by varying degrees, outside thecontrol of the organisation.
14.4 The indicators shown in the table below will be monitored. Annual reviews will report the actions that will be taken in thecourse of the year that are likely to impact on these areas.
Description Indicator Why this is important Why this is partly orto service users wholly outside our control
Road Traffic Number of RTCs Road users deserve and Many RTCs are mainly due toCollisions (RTCs) within TamarBridge/ require a safe environment driver erroroccurring within Saltash Tunnel RTCs impact on serviceJoint Committee tidal flow system delivery, requiring at leastcontrolled highway partial closure of roadways
Number of RTCs within Torpoint Ferry traffic control area
Incidents of recorded Reported incidents Users and neighbours Threatening, anti-socialanti-social behaviour at each crossing expect a safe and or illegal behaviour is theon Joint Committee secure environment responsibility of the property those performing the act(s)
Performance Review
14.5 Bi-monthly management meetings take place to review progressin relation to performance indicators and other issues. Progresson key delivery actions forms part of the staff appraisal andperformance review process. The General Manager reportscontemporary information regarding performance indicators to Joint Committee meetings.
14.6 A summary of past year performance will form part of theAnnual Report and Accounts presented to the Joint Committeeat its autumn meetings. Details of specific annual action plans tomeet the Business Plan goals will be presented to theCommittee at its spring meetings.
Public Information
14.7 Reports presented at Tamar Bridge and Torpoint Ferry JointCommittee meetings and minutes of these meetings are madeavailable on our website, and the undertaking complies with theFreedom of Information Act.
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1 Organisation chart
2 Risk Register
3 Contacts and Web Links
32
1155 AAPPPPEENNDDIICCEESS
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33
TAMAR
BRID
GEAND
TORPOIN
TFERRY
ORGANISATIO
NALSTRUCTURE
Con
trol
Roo
mAssistantsx3
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sHan
dymen
(Con
trac
tors)
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trac
tors)
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trician
The
fullCou
ncilof
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outh
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bour
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10
OORRGGAANNIISSAATTIIOONN CCHHAARRTT
Appendix 1
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34
RRIISSKK RREEGGIISSTTEERR
TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
1
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
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om
mitte
e
R
AW
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ES
ID
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L
Ris
k
Ref
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k D
escrip
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Pro
bab
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y
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k
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itig
ati
on
/C
on
tro
l P
ro
bab
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y
Resid
ual
Ris
k
Rati
ng
1
Eco
no
mic
d
ep
ressio
n/
recessio
n
Pro
longed p
eri
od o
f re
duced
revenue /
incom
e.
Unable
to
meet
financia
l com
mitm
ents
, capital
pro
gra
mm
e o
r re
venue
spendin
g r
equir
em
ents
.
Impact
on c
ashflow
5
5
25
G
enera
l M
anager
Busin
ess
Manager
Curr
ent
financia
l m
odel
based o
n 0
% t
raff
ic
gro
wth
. C
urr
ent
targ
et
financia
l re
serv
es
main
tain
ed a
t m
inim
um
cir
ca £
1,0
00,0
00.
Reserv
e
level to
be r
evie
wed
togeth
er
with t
rigger
levels
for
toll r
evis
ion.
Annual
revie
w o
f budgets
, spendin
g,
financia
l m
odel
and f
ore
cast
for
toll
revis
ion a
pplication.
Toll
Ord
er
allow
s f
or
the
curr
ent
concessio
n/d
iscount
to b
e
rem
oved o
r am
ended
5
4
20
Key O
bje
cti
ves I
mp
acte
d:
SA
FE
, E
FFIC
IE
NT
Cate
go
rie
s:
Fin
an
cia
l, C
om
mercia
l
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
Co
st/
Reso
urces
Pro
bab
ilit
y
Severit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
Appendix 2
Risk
Rating
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35
RRIISSKK RREEGGIISSTTEERR
TA
MA
R B
RID
GE &
TO
RP
OIN
T F
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JO
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OM
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ATEG
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0
1
Vers
ion 1
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ar
Bri
dge &
Torp
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t Ferr
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om
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Appendix 2
TA
MA
R B
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GE &
TO
RP
OIN
T F
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RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
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IS
TER
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2
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ion 1
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igati
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on
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k
Rati
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2
Fail
ure o
f key
su
pp
lier/
co
ntr
acto
r
Impact
on s
erv
ice p
rovis
ion.
Failure
to m
ain
tain
key
infr
astr
uctu
re o
r equip
ment
or
pro
vis
ion o
f serv
ices.
Failure
to m
eet
capital
pro
gra
mm
e o
r re
venue
spendin
g
3
5
15
Engin
eeri
ng
Manager
ICT M
anager
Opera
tions
Managers
Ferr
y
Manager
Busin
ess
Manager
Com
ply
with C
orn
wall
PAS t
o e
nsure
futu
re
contr
acts
/serv
ices a
re
pro
cure
d c
orr
ectly w
ith
rele
vant
due d
ilig
ence
and f
inancia
l checks
carr
ied o
ut.
Ensure
appro
pri
ate
contr
actu
al
pro
vis
ions
3
5
15
Key O
bje
cti
ves I
mp
acte
d:
SA
FE
, R
ELIA
BLE
Cate
go
rie
s:
Fin
an
cia
l, C
om
mercia
l,
Op
erati
on
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
Co
st/
Reso
urces
Pro
bab
ilit
y
Severit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
Risk
Rating
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TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
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igati
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Resid
ual
Ris
k
Rati
ng
3
Frau
du
len
t acti
vit
y
Mis
appro
pri
ation o
f Jo
int
Com
mitte
e r
esourc
es
inclu
din
g p
hysic
al or
financia
l, loss o
f
incom
e/r
evenue o
r oth
er
resourc
es,
loss o
f public
confidence
4
4
16
Busin
ess
Manager
ICT M
anager
Opera
tions
Managers
Ferr
y
Manager
Com
pliance w
ith f
inancia
l re
gula
tions,
Sta
ndin
g
Ord
er,
robust
accounting
pro
cedure
s,
inte
rnal
checks a
nd d
ivis
ion o
f duties.
Regula
r Auditin
g,
securi
ty a
nd t
echnolo
gy,
Em
plo
yee C
ode o
f
Conduct
3
4
12
Key O
bje
cti
ves I
mp
acte
d:
SA
FE
, R
ELIA
BLE
Cate
go
rie
s:
Fin
an
cia
l, C
om
mercia
l,
Op
erati
on
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
Co
st/
Reso
urces
Pro
bab
ilit
y
Severit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
36
Appendix 2
Risk
Rating
RRIISSKK RREEGGIISSTTEERR
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TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
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TER
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ion 1
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ar
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MA
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IN
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k
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k
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nersh
ip
Exis
tin
g
Mit
igati
on
/C
on
tro
l
Pro
bab
ilit
y
Severit
y
Resid
ual
Ris
k
Rati
ng
4
In
du
str
ial/
un
ion
acti
on
Failure
to p
rovid
e s
erv
ices,
loss o
f in
com
e,
dam
age t
o
reputa
tions,
loss o
f public
confidence,
litigation,
bre
ach o
f la
w
4
4
16
Busin
ess
Manager
Opera
tions
Managers
Ferr
y
Manager
HR A
dvis
or
Open d
ialo
gue a
nd
com
munic
ations w
ith
Unio
n.
Good
rela
tionship
s a
nd
engaged s
hop s
tew
ard
s.
Cro
ss t
rain
ing o
f sta
ff
3
4
12
Key O
bje
cti
ves I
mp
acte
d:
RE
LIA
BLE
, E
FFIC
IE
NT
Cate
go
rie
s:
Fin
an
cia
l, O
perati
on
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
C
ost/
Reso
urces
P
ro
bab
ilit
y
S
everit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
37
Appendix 2
Risk
Rating
RRIISSKK RREEGGIISSTTEERR
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TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
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IS
TER
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cto
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ar
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on
tro
l
Pro
bab
ilit
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y
Resid
ual
Ris
k
Rati
ng
5
Ep
idem
ic,
nu
cle
ar
incid
en
t o
r
restr
icti
on
of
mo
vem
en
t
Failure
to p
rovid
e s
erv
ices,
impact
on a
vailability o
f
serv
ice,
loss o
f in
com
e/r
evenue,
advers
e
publicity,
loss o
f public
confidence
3
4
12
O
pera
tions
Managers
Engin
eeri
ng
Manager
Ferr
y
Manager
Good S
takehold
er
com
munic
ation –
Em
erg
ency s
erv
ices,
MoD
, Local Auth
ori
ties,
Hig
hw
ays A
gency.
Appro
pri
ate
Busin
ess
Continuity P
lan (
teste
d)
3
4
12
Key O
bje
cti
ves I
mp
acte
d:
SA
FE
, R
ELIA
BLE
Cate
go
rie
s:
Fin
an
cia
l, O
perati
on
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
C
ost/
Reso
urces
P
ro
bab
ilit
y
S
everit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
38
Appendix 2RRIISSKK RREEGGIISSTTEERR
Risk
Rating
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OIN
T F
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RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
5
Vers
ion 1
| Tam
ar
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dge &
Torp
oin
t Ferr
y J
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t C
om
mitte
e
TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
6
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
R
AW
R
ES
ID
UA
L
Ris
k
Ref
Ris
k D
escrip
tio
n
Co
nseq
uen
ce
Pro
bab
ilit
y
Severit
y
Ris
k
Ou
tco
me
Ris
k
Ow
nersh
ip
Exis
tin
g
Mit
igati
on
/C
on
tro
l
Pro
bab
ilit
y
Severit
y
Resid
ual
Ris
k
Rati
ng
6
To
tal
or p
arti
al
loss
of
brid
ge,
ferry o
r
ferrie
s t
hro
ug
h
majo
r s
tru
ctu
ral
fail
ure,
imp
act,
accid
en
t o
r f
ire
Failure
to p
rovid
e s
erv
ices,
impact
on a
vailability o
f
serv
ice,
sig
nific
ant
loss o
f in
com
e/r
evenue,
sig
nific
ant
advers
e p
ublicity,
tota
l lo
ss
of
public c
onfidence
2
5
10
Engin
eeri
ng
Manager
Opera
tions
Managers
Ferr
y
Manager
Robust
inspection
regim
es,
securi
ty
measure
s a
nd r
obust
opera
tional and
com
munic
ation
pro
cedure
s.
Em
erg
ency
pro
cedure
s a
nd e
xerc
ises
2
5
10
Key O
bje
cti
ves I
mp
acte
d:
SA
FE
, R
ELIA
BLE
, E
FFIC
IE
NT
Cate
go
rie
s:
Fin
an
cia
l, O
perati
on
al,
Ph
ysic
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
C
ost/
Reso
urces
P
ro
bab
ilit
y
S
everit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
39
Appendix 2
RRIISSKK RREEGGIISSTTEERR
Risk
Rating
01 - Main Document:Layout 1 27/5/11 13:44 Page 39
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MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
7
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
R
AW
R
ES
ID
UA
L
Ris
k
Ref
Ris
k D
escrip
tio
n
Co
nseq
uen
ce
Pro
bab
ilit
y
Severit
y
Ris
k
Ou
tco
me
Ris
k
Ow
nersh
ip
Exis
tin
g
Mit
igati
on
/C
on
tro
l
Pro
bab
ilit
y
Severit
y
Resid
ual
Ris
k
Rati
ng
7
Terro
ris
t att
ack,
vio
len
t extr
em
ism
,
civ
il d
iso
rd
er
Unable
to p
rovid
e s
erv
ices,
impact
on a
vailability o
f
serv
ice,
loss/d
am
age o
f key
infr
astr
uctu
re,
sig
nific
ant
loss o
f in
com
e/r
evenue,
sig
nific
ant
advers
e p
ublicity,
tota
l lo
ss o
f public
confidence
3
5
15
O
pera
tions
Managers
Ferr
y
Manager
Engin
eeri
ng
Manager
Sta
kehold
er
liais
on,
good
com
munic
ation w
ith
D&
CC
, com
pre
hensiv
e
securi
ty m
easure
s a
nd
robust
opera
tional
pro
cedure
s.
Counte
r
terr
ori
sm
Securi
ty
Report
. Em
erg
ency
pro
cedure
s a
nd
exerc
ises.
2
5
10
Key O
bje
cti
ves I
mp
acte
d:
SA
FE
, R
ELIA
BLE
Cate
go
rie
s:
Fin
an
cia
l, O
perati
on
al,
Ph
ysic
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
C
ost/
Reso
urces
P
ro
bab
ilit
y
S
everit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
40
Appendix 2RRIISSKK RREEGGIISSTTEERR
Risk
Rating
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R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
7
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
8
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
R
AW
R
ES
ID
UA
L
Ris
k
Ref
Ris
k D
escrip
tio
n
Co
nseq
uen
ce
Pro
bab
ilit
y
Severit
y
Ris
k
Ou
tco
me
Ris
k
Ow
nersh
ip
Exis
tin
g M
itig
ati
on
/C
on
tro
l P
ro
bab
ilit
y
Severit
y
Resid
ual
Ris
k
Rati
ng
8
Ch
an
ge i
n
leg
isla
tio
n o
r p
oli
cy
Loss o
f re
venue/i
ncom
e,
unable
to d
eliver
serv
ice o
r
main
tain
key a
ssets
or
infr
astr
uctu
re
3
5
15
G
enera
l M
anager
Busin
ess
Manager
Robust
legal sta
tus,
financia
l re
serv
es,
Netw
ork
of
rela
tionship
s w
ith
opera
tors
and w
ork
ing
gro
ups,
liais
on w
ith D
fT.
Main
tain
conte
mpora
ry
know
ledge.
2
5
10
Key O
bje
cti
ves I
mp
acte
d:
RE
LIA
BLE
, E
FFIC
IE
NT
Cate
go
rie
s:
IT
, Fin
an
cia
l
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
Co
st/
Reso
urces
Pro
bab
ilit
y
Severit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
41
Appendix 2
RRIISSKK RREEGGIISSTTEERR
Risk
Rating
01 - Main Document:Layout 1 27/5/11 13:44 Page 41
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MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
9
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
R
AW
R
ES
ID
UA
L
Ris
k
Ref
Ris
k D
escrip
tio
n
Co
nseq
uen
ce
Pro
bab
ilit
y
Severit
y
Ris
k
Ou
tco
me
Ris
k
Ow
nersh
ip
Exis
tin
g M
itig
ati
on
/C
on
tro
l P
ro
bab
ilit
y
Severit
y
Resid
ual
Ris
k
Rati
ng
9
Sig
nif
ican
t IC
T
fail
ure
Dis
ruption t
o b
usin
ess
continuity.
Unable
to
pro
vid
e s
erv
ices,
impact
on
availability o
f serv
ices,
loss
of
incom
e/r
evenue,
loss o
f public c
onfidence a
nd
dam
age t
o r
eputa
tion
4
5
20
IT
Manager
Robust
syste
ms,
back u
p
serv
ers
, appro
pri
ate
levels
of
redundancy,
back u
p
ISD
N lin
e a
nd inte
rnal
fibre
optic lin
es,
separa
tion
of
serv
ice p
rovid
ers
,
robust
serv
ice/m
ain
tenance
contr
acts
. Busin
ess
continuity p
lan (
teste
d)
3
3
9
Key O
bje
cti
ves I
mp
acte
d:
RE
LIA
BLE
, E
FFIC
IE
NT
Cate
go
rie
s:
IT
, Fin
an
cia
l, O
perati
on
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
Co
st/
Reso
urces
Pro
bab
ilit
y
Severit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
42
Appendix 2
Risk
Rating
RRIISSKK RREEGGIISSTTEERR
01 - Main Document:Layout 1 27/5/11 13:44 Page 42
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MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
9
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
10
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
R
AW
R
ES
ID
UA
L
Ris
k
Ref
Ris
k D
escrip
tio
n
Co
nseq
uen
ce
Pro
bab
ilit
y
Severit
y
Ris
k
Ou
tco
me
Ris
k
Ow
nersh
ip
Exis
tin
g M
itig
ati
on
/C
on
tro
l P
ro
bab
ilit
y
Severit
y
Resid
ual
Ris
k
Rati
ng
10
A
vail
ab
ilit
y o
f key
perso
nn
el
Dis
ruption t
o b
usin
ess
continuity.
Unable
to
pro
vid
e s
erv
ices,
impact
on
availability o
f serv
ices,
loss
of
incom
e/r
evenue,
loss o
f public c
onfidence a
nd
dam
age t
o r
eputa
tion
3
5
15
G
enera
l M
anager
Busin
ess
Manager
Opera
tions
Managers
Ferr
y
Manager
HR A
dvis
or
Adequate
sta
ffin
g levels
, cro
ss t
rain
ing,
task
shari
ng,
com
petitive
rem
unera
tion,
and leave
managem
ent.
His
tori
c low
sta
ff t
urn
over.
Job
evalu
ation a
nd
benchm
ark
ing
3
3
9
Key O
bje
cti
ves I
mp
acte
d:
SA
FE
, R
ELIA
BLE
, E
FFIC
IE
NT
Cate
go
rie
s:
Fin
an
cia
l, O
perati
on
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
Co
st/
Reso
urces
Pro
bab
ilit
y
Severit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
43
Appendix 2
Risk
Rating
RRIISSKK RREEGGIISSTTEERR
01 - Main Document:Layout 1 27/5/11 13:44 Page 43
TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
11
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
R
AW
R
ES
ID
UA
L
Ris
k
Ref
Ris
k D
escrip
tio
n
Co
nseq
uen
ce
Pro
bab
ilit
y
Severit
y
Ris
k
Ou
tco
me
Ris
k
Ow
nersh
ip
Exis
tin
g M
itig
ati
on
/C
on
tro
l P
ro
bab
ilit
y
Severit
y
Resid
ual
Ris
k
Rati
ng
11
Im
pact
of
tran
sp
ort
init
iati
ves
Reduced/l
oss o
f in
com
e/r
evenue,
unable
to
meet
capital spendin
g o
r re
venue r
equir
em
ents
.
Impact
on o
pera
tions.
3
4
12
G
enera
l M
anager
Busin
ess
Manager
Opera
tions
Managers
Ferr
y
Manager
Lia
ison w
ith P
lym
outh
City
Council a
nd o
ther
Sta
kehold
ers
, financia
l contr
ibution t
o f
easib
ility
or
oth
er
investigation
work
. Fin
ancia
l m
onitori
ng
2
3
6
Key O
bje
cti
ves I
mp
acte
d:
RE
LIA
BLE
, E
FFIC
IE
NT
Cate
go
rie
s:
Fin
an
cia
l, O
perati
on
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
Co
st/
Reso
urces
Pro
bab
ilit
y
Severit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
44
Appendix 2
Risk
Rating
RRIISSKK RREEGGIISSTTEERR
01 - Main Document:Layout 1 27/5/11 13:44 Page 44
TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
11
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
TA
MA
R B
RID
GE &
TO
RP
OIN
T F
ER
RY
JO
IN
T C
OM
MITTEE S
TR
ATEG
IC
RIS
K R
EG
IS
TER
O
cto
ber 1
, 2
01
0
12
Vers
ion 1
| Tam
ar
Bri
dge &
Torp
oin
t Ferr
y J
oin
t C
om
mitte
e
R
AW
R
ES
ID
UA
L
Ris
k
Ref
Ris
k D
escrip
tio
n
Co
nseq
uen
ce
Pro
bab
ilit
y
Severit
y
Ris
k
Ou
tco
me
Ris
k
Ow
nersh
ip
Exis
tin
g M
itig
ati
on
/C
on
tro
l P
ro
bab
ilit
y
Severit
y
Resid
ual
Ris
k
Rati
ng
12
T
raff
ic l
evels
in
creasin
g b
eyo
nd
cu
rren
t servic
e
levels
/cap
acit
y
Incre
ased c
ongestion,
incre
ased journ
ey t
imes.
Incre
ased incom
e/r
evenue.
Im
pact
on o
pera
tions.
Loss
of
public c
onfidence a
nd
dam
age t
o r
eputa
tion.
Incre
ase e
nvir
onm
enta
l im
pact.
3
4
12
G
enera
l M
anager
Busin
ess
Manager
Opera
tions
Managers
Ferr
y
Manager
Quart
erl
y m
onitori
ng a
nd
report
ing o
f tr
aff
ic levels
.
Lia
ison w
ith k
ey
Sta
kehold
ers
such a
s t
he
Join
t Auth
ori
ties,
HA,
Dft
and o
ther
opera
tors
.
Annual re
vie
w o
f Busin
ess
Pla
n a
nd k
ey s
trate
gic
goals
. Revie
w r
isks
annually a
nd identify
em
erg
ent
thre
ats
/opport
unitie
s.
Appro
pri
ate
levels
of
investm
ent
for
develo
pm
ent/
impro
vem
ent
of
cro
ssin
gs
2
2
4
Key O
bje
cti
ves I
mp
acte
d:
RE
LIA
BLE
, E
FFIC
IE
NT
Cate
go
rie
s:
Fin
an
cia
l, O
perati
on
al
Op
tio
ns f
or a
dd
itio
nal/
rep
lacem
en
t co
ntr
ol
pro
ced
ures
C
ost/
Reso
urces
P
ro
bab
ilit
y
S
everit
y
Po
ten
tial
Resid
ual
Ris
k
Rati
ng
45
Appendix 2
Risk
Rating
RRIISSKK RREEGGIISSTTEERR
01 - Main Document:Layout 1 27/5/11 13:44 Page 45
46
TAMAR
BRID
GEAND
TORPOIN
TFERRY
STRATEGIC
RISK
REGISTER
SixmonthlyreviewsummaryOctober2010
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AD
OFF
ICER
RIS
K
OW
NER
SHIP
1Ec
onom
ic d
epre
ssio
n/re
cess
ion
22
43
39
54
205
420
Gen
eral
eco
nom
ic d
ownt
urn
resu
lting
in re
duce
d tra
ffic
leve
ls, e
rgo
redu
ced
reve
nue/
inco
me
for a
sig
nific
ant o
r pro
long
ed p
erio
d. T
oll r
evis
ion
awar
ded
in
Mar
ch 2
010.
Fin
anci
al m
odel
revi
sed
from
0%
traf
fic g
row
th to
neg
ativ
e -2
% c
ash
toll
inco
me
to re
flect
cur
rent
traf
fic g
row
th/fi
gure
s. C
urre
nt ta
rget
fina
ncia
l res
erve
s m
aint
aine
d at
min
imum
circ
a £1
,000
,000
but
to b
e re
view
ed.
Gen
eral
M
anag
erBu
sine
ss
Man
ager
2Fa
ilure
of k
ey s
uppl
ier/c
ontra
ctor
23
62
36
35
153
515
Gen
eral
eco
nom
ic s
ituat
ion
has
pote
ntia
l to
lead
to fa
ilure
of k
ey s
uppl
iers
or
cont
ract
ors.
Cor
nwal
l PAS
will
ensu
re fu
ture
con
tract
s ar
e pr
ocur
ed c
orre
ctly
with
re
leva
nt d
ue d
iligen
ce a
nd fi
nanc
ial c
heck
s ca
rried
out
.
Gen
eral
M
anag
erG
ener
al
Man
ager
3Fr
audu
lent
act
ivity
44
164
416
34
123
412
Miti
gatio
n/co
ntro
l mea
sure
s on
-goi
ng. N
o ch
ange
s to
repo
rt.G
ener
al
Man
ager
Busi
ness
M
anag
er
4In
dust
rial/u
nion
act
ion
44
164
416
34
123
412
Nat
iona
l eco
nom
ic s
ituat
ion
is a
maj
or fa
ctor
to c
onsi
der.
Con
tinue
to m
onito
r ris
k.G
ener
al
Man
ager
Ope
ratio
ns/
Ferry
M
anag
ers
5Ep
idem
ic, n
ucle
ar in
cide
nt o
r res
trict
ion
of tr
avel
34
123
412
34
123
412
Miti
gatio
n/co
ntro
l mea
sure
on-
goin
g. N
o ch
ange
s to
repo
rt.G
ener
al
Man
ager
Ope
ratio
ns/
Ferry
M
anag
ers
6To
tal o
r par
tial l
oss
of b
ridge
, fer
ry o
r fer
ries
thro
ugh
maj
or
stru
ctur
al fa
ilure
, im
pact
, acc
iden
t or f
ire2
510
25
102
510
25
10M
itiga
tion/
cont
rol m
easu
res
on-g
oing
. No
chan
ges
to re
port.
Gen
eral
M
anag
erEn
gine
erin
g/F
erry
Man
ager
7Te
rroris
t atta
ck, v
iole
nt e
xtre
mis
m, c
ivil
diso
rder
35
153
515
25
102
510
Miti
gatio
n/co
ntro
l mea
sure
s on
-goi
ng. N
o ch
ange
s to
repo
rt.G
ener
al
Man
ager
Ope
ratio
ns/
Ferry
M
anag
ers
8C
hang
e in
legi
slat
ion
or p
olic
y3
515
35
152
510
25
10C
hang
e in
Gov
ernm
ent a
nd o
n-go
ing
econ
omic
situ
atio
n m
ay in
fluen
ce p
olic
y or
le
gisl
atio
n. C
ontin
ue to
mon
itor r
isk.
Gen
eral
M
anag
erBu
sine
ss
Man
ager
9Si
gnifi
cant
info
rmat
ion,
com
mun
icat
ion,
tech
nolo
gy fa
ilure
45
204
520
33
93
39
Upg
rade
to s
yste
ms
- rep
licat
ed s
erve
rs n
ow in
ope
ratio
n, o
ne p
air a
t eac
h of
fice
loca
tion.
New
web
site
ser
ver i
nsta
lled
redu
cing
relia
nce
on C
C.
Gen
eral
M
anag
erIC
T M
anag
er
10Av
aila
bilit
y of
key
per
sonn
el3
515
35
152
36
33
9R
ecen
t lon
g te
rm s
ickn
esse
s an
d co
nseq
uent
ly ri
sk h
as b
een
revi
ewed
and
am
ende
d to
refle
ct in
crea
sed
prob
abilit
y.G
ener
al
Man
ager
Busi
ness
M
anag
er
11Im
pact
of t
rans
port
initi
ativ
es3
412
34
123
26
23
6G
ener
al
Man
ager
Engi
neer
ing
Man
ager
12Tr
affic
leve
ls in
crea
sing
bey
ond
curre
nt s
ervi
ce le
vels
/cap
acity
00
00
00
00
02
24
New
risk
add
ed o
n 13
/12/
2010
.G
ener
al
Man
ager
Busi
ness
M
anag
er
RIS
K R
AN
KIN
GS
RIS
K A
PP
ETIT
E*
P =
Pro
bab
ilit
y R
ati
ng
(1
= L
ow
, 5
= H
igh
)5
1015
2025
Ris
k m
ust
be
man
aged
urg
ently
with a
ppro
priat
e m
itig
atio
n m
easu
res
Hig
h R
isk
20-2
5*
S =
S
everi
ty R
ati
ng
(1
= L
ow
, 5
= H
igh
)4
812
1620
Ris
k m
ust
be
man
aged
in t
he
shor
t to
med
ium
ter
m a
nd m
onitor
edM
ediu
m R
isk
12-1
6*
O =
Ou
tco
me P
*S
36
912
15Ris
k co
nsi
der
ed a
ccep
table
but
shou
ld b
e m
onitor
ed f
or c
han
ge
Low
Ris
k6-1
0M
axim
um
Sco
re 5
x 5
= 2
52
46
810
12
34
5
Insignificant
Minor
Moderate
Major
Catastrophic
O
1-5
It m
ay b
e ap
pro
priat
e fo
r th
e risk
to
be
rem
oved
fro
m t
he
risk
reg
iste
r
PROBABILITY
CU
RR
ENT
RES
IDU
AL
RIS
K
RA
TIN
G
RES
IDU
AL
RIS
K
RA
TIN
GR
ESID
UA
L R
ISK
R
ATI
NG
RES
IDU
AL
RIS
K
RA
TIN
G
PS
Apr
-09
Oct
-09
OP
SO
Apr
-10
Oct
-10
SEV
ER
ITY
Tole
rable
Ris
k
Alm
ost
Cer
tain
>80%
Like
ly
51-8
0%
Poss
ible
21-5
0%
Unlik
ely
6-2
0%
Rar
e <
6%
OP
SP
S
Appendix 2
01 - Main Document:Layout 1 27/5/11 13:44 Page 46
47
CCOONNTTAACCTTSSOur offices
Tamar Bridge OfficePemros RoadSt BudeauxPlymouthPL5 1LP
Tel +44 (0)1752 361577
Email [email protected]
Torpoint Ferry Office2 Ferry StreetTorpointCornwallPL11 2AX
Tel +44 (0)1752 361577
Email [email protected]
Weblinks
www.tamarcrossings.org.uk
www.cornwall.gov.uk
www.plymouth.gov.uk
Appendix 3
01 - Main Document:Layout 1 27/5/11 13:44 Page 47
48
01 - Main Document:Layout 1 27/5/11 13:44 Page 48
CONTACT
Tamar Bridge andTorpoint FerryJoint CommitteeFerry OfficeTorpointPL11 2AX
Tel 01752 812233Email [email protected] map ©Crown copyright
TAMAR BRIDGE ANDTORPOINT FERRYBusiness Plan 2011 to 2015
April 2011
00 - TB & TF Cover:Layout 1 27/5/11 13:45 Page 1