Appendix 1:
REPORT : ENTRY BARRIER
Discussions regarding proposals for a barrier entry system with an associated charge date back to
2006. A barrier would be of benefit to the market as there would be a level of control on who
entered the market, and when, as well as an associated income that would be used to i) offset the
cost of implementation, ii) provide for large scale maintenance of the site in the 20 year plan, iii)
stabilise the service charge.
In the past there were concerns amongst the tenants that a charge may deter customers. This is no
longer the case. Both of the other London horticultural markets (New Covent Garden and Western
International) make similar charges which have now become an accepted part of trading life (see
charges below). As such, the SpMTA now fully endorse the installation of a payment barrier.
The scheme in operation:
The COL staff car park would be taken out of commission (there is adequate provision for
alternative parking) to create a three/four lane barrier system (with a fourth/fifth manual barrier at
the far end of the current staff car park for constabulary use for stop and search operations) (see
diagrams). Two/three barriers would be for cars and vans (they would be height restricted). These
vehicles would receive a ticket with the vehicle number plate printed on it (generated by the
ANPR). This would allow for 24 hours of access so that they can make multiple journeys. One
barrier (the right barrier) would be for HGVs and would have left and right high level ticket
machines so drivers can access tickets from the cabs. HGVs would be given a timed ticket. They
would have to pay to exit from an on-site ticket machine and leave via a corresponding HGV
barrier on exit. The longer they stay, the more the charge is. Any issues with vehicles could be
picked up at the gatehouse at these barriers. This would give staff time to address the vehicle as it
passes the gate house.
The most recent traffic survey indicated that on average 2956 vehicles use the site daily (17,736 a
week). 52.4% were vans, 10% HGVs and Artics and 37.6% cars with the most busy times being
between 00:00 and 01:00. There is not an analysis regarding what proportion of this number are
tenant and staff vehicles, an educated, conservative guess would suggest that half the vehicles on
site are customers. As there is such a high usage of the parking, any barrier and payment
mechanism would need to be of sufficient standard and speed so as not to cause any substantial
traffic build up. A debit card touch system would be desirable with the added option of using
quick “fee feed” coin machines. A nominal fee of £1 would be suggested as this amount would
allow for the quickest processing of traffic through the exits. At current levels of traffic and
conservatively assuming 50% of traffic are customers, this would create a minimum income of
approximately £461,141 per annum. This, less the running costs, would mean there would be a
significant fund each year to offset the service charge as well as provide for maintenance or
improvement works.
A suitable system would be implemented to ensure that staff had photo ID cards for swiping entry
for free. Customer vehicles would only be allowed on site during set hours. Pedestrians would not
be asked for payment, but they would also be restricted from entering the site (unless they were
staff). There would be two doors for pedestrians. One being a swipe card operated turn-style for
staff, the other, a simple gate, opened up at 2am when the market was opened to the public. This
would prevent anyone parking outside and walking on site before 2am. Barriers would have
screening below the barrier to discourage pedestrians entering under the barrier. Any transfer of
staff cards to the public would result in the confiscation of the entry card. Guests to the market
including contractors would receive a guest pass from the gate house which should ordinarily be
booked in advance.
Alongside the barrier works there would be the installation of a weigh bridge. This would enable
tenants to check (for a small fee) if they were legally loaded, and it would also mean that the COL
could fully audit the volumes of waste removed from site by the designated waste contractor.
PROS:
It would allow the constabulary to stop certain vehicles coming on site. Site opening times could
be enforced. It is a large income that offsets any future maintenance costs of the site. HGV
operations are controlled. It prevents the site being used as a lorry park. Public access is controlled
(which should reduce the level of accidents on site). The service charge could be controlled and
regulated.
CONS:
There may be issues with vehicles stacking up towards the highway. This would be addressed by
having three/four barriers working at all times. There is also the possibility of making the Sherrin
Rd slip into a two lane entry subject to highways approval and widening the area to the side of the
gatehouse to create two lanes.
Costs:
The scheme will be funded in total by the Market’s own, ring-fenced resources – the New
Spitalfields reserve fund - in which there is approximately £1.0m. This will not be a centrally
funded project. Costs will be fully reimbursed back to the reserve fund before any revenue is
earmarked for maintenance or improvement works. A number of providers have been contacted
and the process has begun to obtain quotations to install the barrier equipment. Procurement is
liaising with us currently on costs and available technology, but costs are largely dependent on
which parts of the scheme are implemented and which are not.
The barrier and associated hardware and software must be purchased and installed. There has to be
associated costs for groundwork and fencing. There would also be a cost of maintaining the
system going forward. This would all be met by the revenue created. The staff ID card system
would be a large administrative task. This would have to be accounted for in the budget to run the
system (one post must be created, out of the significant income mentioned above, to ensure that an
admin person is on site during market hours in the gate house to administer the system, print
passes etc. They would also be in charge of the FLT permit system. They would be on site to deal
with any lost passes, guests or issues that may arise).
With all this in mind, however, once the set up and running costs have been recouped there is still
a significant amount of ring-fenced, surplus money, year after year, that can be used to pay for
general, large-scale maintenance works in the 20 year plan (i.e roof repairs, solar panels etc.)
whilst also enabling us to stabilise the service charge.
Current Plan:
Proposed Plan:
Retain barrier at
gatehouse so
constabulary can stop
cars highlighted on
ANPR at barrier
Exit barrier
Widen roadway to
increase to two
lanes if required
Pedestrian gate and staff
turnstyle. Gate opens at
2am to allow public on
site. Area fenced to
prevent public climbing
in to site
Five staggered barriers.
Two for HGVs with raised
ticket machines on both
sides of cab. Car/van lanes
are height restricted as they
are charged a day rate.
HGVs charged for time on
site.
Mechanical barrier
for constabulary to
do stop and search
Increase to two
lanes if required
ANPR moved from
gatehouse to be
more effective
COMPETITOR CHARGES:
WESTERN INTERNATIONAL CHARGES
NEW COVENT GARDEN CHARGES