Capital Investment Plan 2009 - Heathrow Airport

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6.1.4 Project for the Sustainable Development of Heathrow (PSDH) In the March 2008 decision 38 on Q5 the CAA included monies for the progression of the PSDH workstreams. These monies were not detailed in the CIP 2008 publication. Consultation on PSDH workstreams is being undertaken via a PSDH working group. Consultation on the use of the PSDH monies has agreed use of funds to safeguard for a T2C satellite building in the development, during Q5, of the T2B satellite. Reference should be made to section 3.8 and Appendix A: Project for the Sustainable Development of Heathrow. 6.1.5 CIP Working Group In addition to the Stakeholder Programme Boards, HAL consults with the airline community and the overall delivery and development of the CIP through a monthly CIP Working Group. These meetings review the high level progress of Q5 delivery together with monitoring of capital efficiency, Annex G compliance and overreaching financial issues for current and future quinquennia. In preparation for the publication of CIP 2009 a series of special CIPWG meetings were convened to allow consultation on this document. As a result numerous sections of this document have been enhanced by airline community comments and some elements specifically make reference to airline provided or requested input. At recent CIPWG meetings the airline community has requested, and HAL has agreed to, commencing an audit of certain specific projects in respect of capital efficiency, consultation and scope changes. HAL has undertaken to start this process by provision of a “pack” of information for airline community review. 6.1.6 Constructive Engagement Fora for Capital Investment At the request of the airline community the following diagram of constructive engagement fora has been included to provide clarity. Joint Steering Team Stakeholder Stakeholder Stakeholder Programme Programme Programme Boards Boards Boards Airline Relocations Working Group Strategic Choices CIP Working Group PSDH Working Group Stakeholder Stakeholder Project Programme Programme Working Boards Boards Groups Figure 7: Constructive Engagement Fora 38 Economic Regulation of Heathrow and Gatwick Airports 2008 – 2013, CAA Decision, 11 th March 2008. Internal File Name: 0903XX-CIP 2009 Main Document-V71-IG 48
6.2 Discussions on Future Developments (Q6 and beyond) HAL are committed to ongoing consultation with the airline community on the development of the Capital Investment Plan and Masterplan for Heathrow under the provisions of the Annex G commitments. The aim, as introduced in section 2.3, is to jointly develop investment plans for Q6 and beyond that have a high level of confidence in respect of; scope, cost, and schedule, by the time CIP 2011 is published. In order to help achieve this a number of ongoing consultative working groups are being held with the airlines. These groups feed information for decision into the Strategic Choices meetings. 6.3 CIP Development Process During the last quarter of 2008 HAL has undertaken work to define the new process for the compilation and maintenance of the CIP. The process agreed with the airline community at the JST 39 recognises formally that a project will go through three distinct stages; a) Identification of strategic aspirations (which will generally be done for a business or geographical area such as Cargo or Western Apron.) This stage will not be shown in the CIP appendices. b) Development of strategic solutions for projects that individually or collectively meet the aspirations. c) Detailed delivery of the projects through the DGS / IGS 40 process. The status of the projects during the middle stage above will be subdivided into; • Pre-Outline • Outline, and • Developed The appropriate one of these classifications, or the relevant DGS / IGS stage, is shown on the Project Definition Sheets in the appendices. A further element of the new process is the Airline Engagement Status Marker which also recorded on the Project Definition Sheets. Further information on the marker is given in section 6.4 below. 6.4 Airline Engagement Status Marker A key element of the new process for the development of the CIP is the inclusion of a snapshot marker of airline community engagement with particular projects. Figure 8: Airline Engagement Marker shows how this classification (Red, Amber or Green) is determined between BAA and the Airline Community. The methodology outlined below was agreed at the CIPWG 41 . 39 Joint Steering Team held 8 th December 2008 40 The Design Great Solutions (DGS) / Implement Great Solutions (IGS) process is the standard project delivery methodology adopted by HAL, and in particular the Capital and Solutions directorate. The key aspect of the process, from an airline community and consultation perspective, is the use of decision gateways known as; Brief Decision, Options Decision and Construction Decision. 41 CIP Working Group held 18 th December 2008. Internal File Name: 0903XX-CIP 2009 Main Document-V71-IG 49
Page 1 and 2: Capital Investment Plan 2009 (CIP 2
Page 3 and 4: 3.3.2 List of Projects.............
Page 5 and 6: 1 Introduction This document is Hea
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Appendix B: Project Delivery: Cost
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Impact on User Charges: Not include
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Header Information Project Name: Na
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Appendix A: Overview: Internal File
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Appendix C: Project Delivery: High
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The following points cover any sign
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Operational Issues Financial Revenu
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Appendix A: Overview: Reference Dra
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enable a start on site 27 October 2
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Appendix D: PDS - Q5 Western Campus
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Operational Issues Note: Assumption
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• Entrance doors for zones C to F
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Internal File Name: 0903XX-CIP 2009
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those gaterooms at the end of Pier
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Revenue / Opex Cost Area: Maintenan
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Security 5 additional security lane
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The following points cover the sign
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Header Information Project Name: T4
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• Operational readiness will be c
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aggage process / facilities. The nu
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Impact per Annum: To be developed o
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Financial Revenue and Operational C
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Appendix F: PDS - Q5 Infrastructure
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• Structure & Civils • M&E (Ven
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Header Information Project Name: A3
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Appendix A Area Locations Phase 10A
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None Note: Impact on User Charge is
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Pier 6 stands to levels acceptable
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Appendix A: Overview: Scope of Addi
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Appendix A: Overview: Scope of Addi
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• Southern Tango Taxiway - Block
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per Annum: N/A due to minor nature
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Revenue / Opex Cost Area: Revenue (
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Exclusions (covered by separate PDS
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The following points cover any sign
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• Design safeguards for ability t
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• The Security Projects budget do
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Description: Ref. Drawings/ Images:
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Appendix I: PDS - Q5 Rail Project D
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None Note: Impact on User Charge is
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Rail Income Fare Evaluation progres
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August 2008 Refer to appendix C for
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Appendix K: PDS - Eastern Campus Ph
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Operational Issues • TTS Running
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Eastern Campus Phase 2 Safeguarding
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Appendix L: PDS - Q6 and Beyond Eas
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None. Note: Impact on User Charge i
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Note: Impact on User Charge is subj
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• Demolition of BA facility Cathe
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Appendix M: PDS - Q6 and Beyond Wes
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• Include all statutory approvals
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Header Information Project Name: CW
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Commentary: None. Note: Impact on U
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• 25% of whole current IDL area t
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• Existing closed gate rooms requ
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will draw on the experience of deli
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The project scope is inclusive of t
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this stage. Impact on User Charges:
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Areas of Disagreement The following
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Assumptions: The following points c
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• The requirement to remove above
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Appendix N: PDS - Q6 and Beyond Inf
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o This project will fund the provis
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Appendix A2: Overview: Scope of Add
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Appendix A4: Overview: Q6 Scope of
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- Off Site Investment - Offsetting
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Estimated Per Passenger Cost Impact
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Revenue / Opex Cost Area: Revenue (
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No revenue increase. Negligible ope
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None Areas of Disagreement The foll
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Areas of Disagreement The following
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Appendix Q: Cost Schedules Cost Sch
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Trigger Milestones Internal File Na
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Capital Investment Plan 2009 - Heathrow Airport

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