Interchange Best Practice

Guidelines 2009

Quick Reference Guide

Transport for London

www.tfl.gov.uk/interchange
Foreword

The Mayor wants to improve Londoners’ quality of life and

central to this is the experience of travelling around our
city. We will be investing billions in achieving this through
better transport - boosting capacity on our transport
network, delivering Crossrail and a host of other measures
to revolutionise the experience of navigating the Capital.
But we also want to fundamentally improve the interchange
experience and expand passenger choice, by making transfers
as smooth, seamless and stress-free as possible. London has
some fantastic interchanges but if your interchange is crowded
and unclear, impeded by clutter and poor signage, chances are
that you will take that stress into the rest of your day.
In carrying forward these interchange improvements, one of
our guiding principles must be to bring back a sense of place,
which is why I am so pleased these guidelines make us consider
more than Efficiency and Usability criteria in the way we design,
operate and maintain interchanges. They also encourage us
to consider Understanding (legibility, permeability, wayfinding,
information) and Quality (perception, built design, spaces and
sense of place).
Interchanges by their nature require cooperation, and - Network
Rail, the London Boroughs, developers and others are all
investing in and around interchange zones in order to make
them better places to live, work and play in, as well as travel
through. We must continue to work in partnership to transform
our interchange spaces which are so essential to making a
better city on behalf of the Mayor I welcome these guidelines
which will help deliver real results at our interchanges and their
interchange zones.

Kulveer Ranger
Transport Advisor to the Mayor

Interchange Best Practice Guidelines 2009 1

 The word
‘interchange’ can
mean a number
of things. To
avoid ambiguity,
the following
terminology is used
throughout this quick
reference guide:
Interchange the act of
transferring between
modes.
Interchange facility
a purpose-built facility
where interchange
takes place, such as
a railway station, bus
station or bus/tram
stop.
Interchange
zone a wider area
encompassing one
or more interchange
facilities creating a
multi modal hub, and
public spaces.

2 www.tfl.gov.uk/interchange
Introduction

The Interchange Best Practice This quick reference

Guidelines (comprised of a website guide:
and this guide) have been designed • provides a practical
to provide advice and guidance to tool for those
those within Transport for London involved in the
planning, design
and delivery partners, including
and operation
the boroughs, who are involved in of transport
improving the quality and efficiency interchanges;
of interchange. • provides a framework
The focus of this guidance is on multi- to evaluate the
quality of existing
modal interchange between one mode of and proposed
public transport and another, for example interchanges;
between bus and train. It also considers • raises awareness
interchange between public transport and of TfL’s view of
the ‘feeder modes’ used to get to and best practice and
from the interchange, for example walk, encourages its
cycle or motor vehicle. promotion and
adoption by all
This guidance supplements, rather than parties;
replaces, operators’ design and service • promotes design
delivery standards and other legal and which considers all
discretionary requirements, particularly forms of movement,
safety, that apply to the design and local context and
environmental issues;
operation of bus stops, bus stations, tram
• assists in the
stops, piers, cycling facilities, pedestrian
preparation of
environments, railway and Underground broader planning
stations and should be interpreted in the policies such as
context of these standards. Local Development
Frameworks and
Opportunity Area
Planning Frameworks;
• ultimately, aims to
improve the quality
of planning, design
Links to relevant documents are provided, and operation of
where available, on the Interchange Best public transport
Practice Guidance website. interchanges.

www.tfl.gov.uk/interchange

Interchange Best Practice Guidelines 2009 3

Why interchange is
important in London
Interchange facilities are the hubs that link London’s
public transport services together to form a network.
If transfers between these services can be made easier,
quicker, and more convenient; better, wider ranging
and more frequent travel opportunities will emerge for
existing and new passengers to broaden travel horizons.
A world-class public transport system, incorporating best
practice interchange hubs, will also help to meet the social,
economic and environmental needs of a thriving and growing
world city, including:
• supporting the continued economic development of London;
• minimising the need to travel, by concentrating new jobs and
homes around accessible locations;
• easing congestion and tackling climate change by promoting
more sustainable modes;
• meeting the increasing demand for travel by public transport;
• improving access to facilities and services in metropolitan and
urban centres;
• providing links between neighbourhoods and employment,
education and other opportunities;
• improving quality of life by improving air quality and by
reducing noise and other environmental impacts;
• acting as a catalyst for socio-economic and physical
regeneration in local communities;
• creating more attractive buildings and public spaces;
• removing barriers which prevent disabled people and others
with reduced mobility from travelling freely; and
• providing safer and more secure journeys.

4 www.tfl.gov.uk/interchange
Acknowledging the
challenges
The Interchange Best Practice Guidelines aim to inspire
everyone to deliver best practice wherever possible.
Achieving this in practice can be complex, with challenges
varying on a case-by-case basis.
There are however, a number of common themes facing those
seeking to improve interchange zones. In order to be a practical
tool, this guidance has been prepared with these challenges in
mind.
Some of the most common challenges are:
• an already overcrowded network;
• an increasing demand for travel;
• increasing passenger expectations of safety, security and
comfort;
• protecting the built and natural environment;
• working within a complex transport industry;
• differing needs of passengers and other users;
• differing objectives, priorities and processes of delivery
partners;
• spatial and other constraints imposed by the heritage of
London and its transport networks; and
• limited financial and human resources.

Interchange Best Practice Guidelines 2009 5

Justifying best practice

Achieving best practice is fundamentally about how

an interchange is planned, designed and managed. In
some instances, best practice outcomes may cost more,
particularly where these relate to quality of materials or
architecture-led design, but can also result in improved
cost efficiency through measures such as reduced energy
consumption. Justifying the additional costs whch may be
associated with higher quality can sometimes be difficult.
TfL’s Business Case Development Manual (BCDM) offers
some advice, particularly where the benefits relate to:
• facilities for disabled passengers;
• the ambience of the interchange experience;
• modal shift from public transport to walking and cycling;
• enhancement of the urban realm and creation of a ‘sense
of place’;
• improving personal safety and security;
• tackling social inclusion; or
• achieving energy efficiency.
The fact that these benefits may be harder to quantify should
not deter aspiration for features which deliver them. Planners
may be assisted in quantifying some of these benefits using
Pedestrian Environment Review Software (PERS) audits and the
BCDM guidance on assessing public realm benefits.
Improving the case for high quality schemes can be achieved
by clearly demonstrating, in addition to the traditional benefits
(such as journey time savings), the less tangible benefits accruing
to all stakeholders. These include, for example increasing the
value of businesses within or close to the interchange zone,
enhancing perceptions of safety, enhancing the urban realm,
meeting Borough targets for socio-economic regeneration or
achieving efficiency savings for operators.

6 www.tfl.gov.uk/interchange
Interchange zones

Whilst there are many purpose-built interchange facilities

in London, interchange frequently takes place in locations
where few formal facilities exist. For example a suburban
railway station with bus stops, car park or taxi rank close
by is an interchange zone.
Interchange zones often comprise spaces that fall within the
control of a number of different organisations and where the
public transport operators may have little direct control over
management of the space, for example at clusters of on-street
bus or coach stops. In many cases, the public highway, managed
by Transport for London or the borough, is the ‘glue’ joining the
public transport modes together. Transport providers should work
with the Boroughs to define the scope of the interchange zone.
An interchange zone is often a gateway to the public transport
network, in that it represents the interface between the public
transport services and the surrounding area (or the ‘urban
context’). This includes connections by the most common
mode of access, walking, but can also include provision for
access by bicycle, taxi or even the private car.
At the core of the interchange zone, the function of much of
the public space may be strongly influenced by its role as a
connection between public transport and feeder modes. At the
periphery, an interchange zone may simply be the catchment from
which passengers are drawn.
To help planners and designers identify the impact that
interchange functions place on different public spaces within
an interchange zone, spatial management guidelines have been
set out. These guidelines will help optimise the quality of the
interchange zone and passenger functions resulting in improved
efficiency. In so doing, consideration should be given to the
differing needs of those using the space and the activities going
on there (both relating to interchange or otherwise).

Interchange Best Practice Guidelines 2009 7

Interchange zones

Interchange Spatial Management

These guidelines refer to different spaces within the interchange
zone as one of three types:

for WEB
• decision spaces;
• movement spaces; and
• opportunity spaces.
Retail
When designing, or seeking to improveUnderpass
an interchange the
spatial management
Operation Room principles should be applied at brief
Vending Machines
development stage then considered throughout design
development to evaluate design concepts against anticipated
needs; and subsequently written into interchange facility
management agreements to ensure design integrityGate Line is retained
post implementation.Gate Line

The attributes of these spaces are defined as follows:

Decision spaces
Areas where passenger decisions take priority. Examples include
Retail Underpass
decision points such as entrances, ticket offices or corridor
junctions. AtRoom
Operation these locations there shouldVending
be good sight lines/
Machines
clear signing or transport information. There should be no non-
essential physical infrastructure or visual distractions such as
advertising/ retail or other land uses that would serve to distract
or confuse passengers. Gate Line
Gate Line

Retail Underpass

Operation Room Vending Machines

Gate Line
Gate Line

8 www.tfl.gov.uk/interchange
Interchange zones

Movement spaces
Movement spaces connect decision spaces. Typically these
include corridors and paths specially reserved for passenger
movement and connections to/ from/ between transport modes
or the surrounding area. These spaces should provide clear,
unobstructed routes matched to desire lines. Street furniture,
plantings, advertising, information displays, retail boards or any
other fixed items should not protrude into these zones but may
for WEB
be located adjacent to them.

Retail Underpass

Operation Room Vending Machines

Gate Line
Gate Line

for WEB

Opportunity spacesRetail
Retail Underpass
Underpass
Opportunity spaces include those areas of the interchange
Operation Room Vending
Vending Machines
zoneOperation
outside Room
the core corridors of movement Machines
or decisions.
They can accommodate cafés, retail entrances, retail display,
seating or landscaping. Street furniture, advertising or other
fixed or temporary infrastructure located in these
Gate
zones
Gate Line
Line
must be managedGate so as not to protrude or interfere with the
Gate Line
Line
requirements of decision or movement spaces in adjacent areas.

Retail
Retail Underpass
Underpass

Operation
Operation Room
Room Vending
Vending Machines
Machines

Gate
Gate Line
Line
Gate
Gate Line
Line

Retail Underpass

Operation Room Vending Machines

Interchange Best Practice Guidelines 2009 9
Design & Evaluation
Framework

A Design & Evaluation Framework has been established

for this guidance to help planners optimise interchange
facility design and operation and measure performance of
existing or proposed interchange zones. The framework
compliments, rather than replaces, the standard New
Approach to Appraisal (NATA) used to evaluate public
sector investment in transport improvements based on
the five NATA criteria:
• environment;
• economy;
• accessibility;
• safety; and
• integration.
The Design & Evaluation Framework is complimentary as
it offers the capability to emphasise different aspects of
interchange than in NATA. For example, the framework
can capture perceptions (which may differ) from different
viewpoints; it also aims to take into account the nature and
quality of the design for users, operators and others. These
aspects may cut across more than one NATA criteria and might
not be properly addressed or fully captured if considered only in
the context of the NATA criteria.
Two concepts underlie this approach:
• understanding how an interchange zone is perceived by all
those with an interest in it - passengers, non-users, transport
operators, regulatory authorities, providers or developers of
facilities and services; and
• the flows and movements of people and services within the
interchange zone and between the interchange zone and its
surrounding area.
Considering the framework from the perspective of those with
an interest in the interchange zone such as passengers, local
residents, station manager or service providers can help inform
our understanding of the optimal configuration of an interchange
zone and balance the needs of each of these groups.
The most important needs and aspirations of these groups,
where they differ, are set out on the next page.

10 www.tfl.gov.uk/interchange
Design & Evaluation
Framework

Commuters Transport operators

• fully accessible; • fast, simple and convenient
• maximum convenience; connection point between
• minimal journey times and services;
distances; • efficient movement of
• reliability; passengers, minimal
obstruction;
• real-time information;
• revenue generation;
• safety;
• efficient movement of public
• free from passenger transport vehicles;
congestion;
• built-in recovery time
• convenience shopping. and resilience to service
disruption;
Other passengers
e.g. tourists, leisure • passenger and vehicle safety
As commuters, plus: and security;
• staff presence; • ticket sales;
• simple and intuitive • minimising operating costs;
wayfinding; • transport operator facilities
• service and local information; and equipment.
• pleasant ambience;
Commercial/retail operators
• good waiting areas; and developers
• cleanliness; • maximum interior floor
• ticket sales and information; space/frontage for retail or
• comparison shopping. other commercial activities;
• external space for
Boroughs and the GLA family commercial, residential or
• space and time efficient cultural/leisure development;
transport interchange; • high passenger/visitor
• economic growth and numbers;
regeneration (both socio- • commercial/financial viability;
economic and physical); • high quality mixed-use space;
• access to jobs and services; • servicing arrangements;
• greater modal choice; • a recognisable, unique, and
• protection and enhancement attractive location.
of the built and natural
environment;
• improved safety and security;
• improved local image and
character.

Interchange Best Practice Guidelines 2009 11

Design & Evaluation
Framework

The Design & Evaluation Framework uses a question-based

approach to achieving best practice. The framework is set out as
four Themes, each with four Principles. Each principle includes
one or more questions (criteria) that must be considered and
addressed during the planning or design stage of an interchange.
To a greater or lesser extent, all sixteen principles will be
relevant to any interchange. However, the relative significance
or importance of each principle will vary depending on local
objectives and strategic priorities; regeneration may be the
highest priority at one location whilst transport provision may
be the key priority somewhere else and a combination of these
priorities will often need to be addressed. These priorities
should be agreed jointly with stakeholders at the project outset.
When and how to use the Design & Evaluation Framework
The framework can be used to evaluate the quality or design of an
interchange facility or zone at varying project stages. For example,
at the start of a project to inform design decisions, during
scheme development to ensure that problem areas are being
appropriately addressed, or at the end to review outcomes and
highlight lessons learned for future interchange schemes.

When the framework is used to evaluate an existing interchange

facility or zone, it can act as the basis of the interchange audit. A
simple approach to the evaluation is to use a ‘traffic light’ scoring
system whereby each principle is scored as ‘green’, ‘amber’ or
‘red’. Those principles scoring ‘red’ or ‘amber’ may require
further consideration if the interchange facility or zone is to be
considered best practice.

Using this approach, the quality of an interchange facility or

zone can either be evaluated at a high level considering all
users together, or evaluated from the different perspectives of
passengers, operators or commercial developers.

The framework is not intended to limit flexibility and as such, no

weightings are applied (although decisions about the transport
functionality of an interchange would always be expected to take
precedence over matters of aesthetics). However, where there
is a competition for space or the form of the design, it may be
appropriate to identify those principles which best reflect the
objectives of the project and weight them accordingly.

12 www.tfl.gov.uk/interchange
Design & Evaluation
Framework

• a green light signifies that all criteria under that principle have
been considered and addressed;
• an amber light signifies that some, if not all criteria have been
considered and addressed; and
• a red light signifies that few if any criteria have been
considered and addressed.

Efficiency
Operations
Movement [within an interchange facility]
Movement [through the wider interchange zone]
Sustainability

Usability
Accessibility
Safety and Accident Prevention
Personal Security
Protected Environment

Understanding
Legibility
Permeability
Wayfinding
Service Information

Quality
Perception
Quality of Built Design
Urban Realm
Sense of Place

Interchange Best Practice Guidelines 2009 13

Design Themes &
Principles

Efficiency
1 Operations - movement to and within
the interchange - sustainability

Usability
2 Accessibility - safety and accident prevention
- personal security - protected environment

Understanding
3 Legibility - permeability -
wayfinding - information

Quality
4 Perception - built design -
urban realm - sense of place

This section sets out an overview of the four design themes,

their supporting principles and criteria. Each principle includes
one or more criteria, presented as a series of questions, that
should be considered and addressed by operators, planners,
designers or engineers when evaluating the quality or design of
an interchange, both at the start of a project to inform design
decisions to improve the interchange zone, and at the end
to review outcomes and highlight lessons learned for future
interchange schemes.
Further detail on each criteria question is presented in the
Interchange Best Practice Guidelines website where you can
also find links to relevant detailed design and policy guideline
documents.

www.tfl.gov.uk/interchange

14 www.tfl.gov.uk/interchange
 London City Airport DLR

Theme 1: Efficiency

Best practice interchanges provide a seamless experience for

passengers as they move between public transport services,
complete their journey by a feeder mode, or take advantage
of the facilities on offer within the interchange. Best practice
interchanges allow for efficient movement of people and the
public transport services they use, as well as being simple to
manage and maintain.

Key Principles:
• Operations
• Movement within an interchange facility
• Movement through the wider interchange zone
• Sustainability

Interchange Best Practice Guidelines 2009 15

 CCTV coverage

Natural surveilance

Station PA

White City Bus Station

Operations

Effective planning, management and

delivery of interchange operations are
essential if an interchange is to deliver
an efficient experience for users and
cost effective functions for operators.
Operations include consideration of service
coordination, operating costs, integrated
ticketing, unimpeded passenger movement,
maintenance, safety and servicing.

Have you considered and addressed?

• How well are the different interchange functions
balanced and integrated?
• Does the interchange design offer sufficient capacity to
meet demand?
• Are public transport services coordinated?
• Are ticketing arrangements coordinated?
• Are fare paid areas clearly defined and do passengers
know when they are moving from one operating
environment to another?
• Is the interchange safe?
• Is maintenance effective and easy to carry out?
• Where will temporary information be displayed?
• Do access arrangements allow the interchange to be
efficiently serviced?

16 www.tfl.gov.uk/interchange
 Access to/ from street

Tickets located away from movement zone

Obstruction to movement

Lift access

St Pancras Station

Movement within an
interchange facility
Providing for movement between public
transport services, feeder modes and
other interchange facilities in a balanced
way is a prerequisite of any interchange
zone. Best practice examples offer routes
which feel safe, are accessible to all, are
unobstructed, have good surfaces, no Plaza Eliptica,
directional conflicts or overcrowding. Madrid multi -level
underground bus/
metro interchange
with good legibility
and clearly defined
movements between
services.

Have you considered and addressed?

• Is movement between locations and services easy and
accessible?
• Has access to feeder modes been prioritised to balance
passenger and operational needs?
• Have passenger flow conflicts been minimised?
• Are pedestrian routes unobstructed?

Interchange Best Practice Guidelines 2009 17

 Rail/ underground station

Cycle parking

Bus station Kiss & drop/ taxis

Car access route

Controlled crossing to retail centre

Cycle parking

Stratford Interchange

Movement through the

wider interchange zone
Connecting interchange facilities with the wider interchange zone
surrounding the interchange facility requires an understanding
of local patterns of movement and principal local origins and
destinations. Movement to, from and through the interchange zone
must be considered by all modes including, for example, vehicles
using the surrounding road network. Access to the interchange
facilities and movement within the interchange zone will be
improved through careful design of the local built environment
recognising the needs of all users.

Have you considered and addressed?

• Are patterns of movement understood?
• Have routes to and from the surrounding area been
optimised?
• Are feeder mode facilities appropriate?
• Is the interchange zone well connected with external
facilities?

18 www.tfl.gov.uk/interchange
 Sustainable timber roof

Rooftop park

Proposed Canary Wharf Crossrail Station

Sustainability

Sustainable interchange design

brings together social, economic and
environmental elements related to
national, regional and local policies and
targets. Sustainable design can make
places work better, help to mitigate Vauxhall Bus
against climate change, add value to an Interchange innovative
interchange enhancement business case, roof design that
and meet with the needs of people who includes 168 solar
panels producing a third
want to use the interchange now and into of the bus station’s
the future. energy needs.

Have you considered and addressed?

• Is the interchange future-proof?
• Are materials high quality, durable and sustainably
sourced?
• Is the design and management of the interchange
facility sensitive to the environment and as energy
efficient as possible?

Interchange Best Practice Guidelines 2009 19

 Stratford Interchange

Theme 2: Usability

As well as providing for seamless and efficient movement

of passengers and public transport vehicles, best practice
interchange zones offer accessibility for all potential users and
an environment which is safe, secure and comfortable. Not
only are accidents and crime removed, but the fear of these
unpleasant experiences is also removed, thereby increasing the
usability of the interchange zone.

Key Principles:
• Accessibility
• Safety and accident prevention
• Personal security
• Protected environment

20 www.tfl.gov.uk/interchange
 Automatic platform doors

High contrast manifestation

Level acess

Boarding zone marker

Jubilee Line Extension

Accessibility

Accessible interchange zone design is about making places

easier to use for all passengers – including those with reduced
mobility. This includes disabled people, those in wheelchairs
or otherwise, older people, young children and their carers,
people with heavy or bulky baggage, and those with bicycles. The
Disability Discrimination Act (DDA) makes it a legal requirement
to ensure disabled people are not discriminated against.
Transport providers have a duty to demonstrate reasonable
efforts in providing facilities to assist those with disabilities and
reducing, or removing, barriers to access both to and within
interchange zones. The requirements set out in the DDA should
be considered as minimum standards of provision – compliance
with the letter of the regulations does not necessarily mean that
an appropriate degree of accessibility has been provided. Best
practice exists where movement routes for all passengers are
one and the same across the interchange zone.

Have you considered and addressed?

• Can all areas of the interchange zone be reached by
avoiding steps?
• Is level boarding offered on all services?
• Are step and obstacle free routes clearly designated?
• Are lift and escalator locations and designs optimised?
• Are members of staff available to assist passengers?

Interchange Best Practice Guidelines 2009 21

 Statutory CCTV notice

Restriction warnings

Hazard warning

Canning Town Bus Station

Safety and Accident

Prevention
All those using an interchange zone, passengers, staff and non-
users, should be able to expect to do so in safety and without
fear of injury or accident.
All interchange facilities should be designed and operated to
be fully compliant with all fire, safety and security regulations.
Emergency procedures and an emergency management plan
should be agreed between all interchange zone stakeholders and
with the emergency services.

Have you considered and addressed?

• Does the interchange design meet with all emergency
and security requirements?
• Have potential hazards been minimised?
• Are locations where passengers and vehicles
meet safe?

22 www.tfl.gov.uk/interchange
 CCTV

Visible operations room

Customer help point

Shepherd’s Bush Station

Personal Security

Section 17 of the Crime and Disorder Act (1998), states that:

“Without prejudice to any other obligation imposed upon it,
it shall be the duty of each authority…to exercise its various
functions with due regard to the likely effect of the exercise of
those functions on, and the need to do all that it reasonably can
to prevent crime and disorder in this area.” The Police and Justice
Act 2006 added specific references to anti-social behaviour, drug
and substance misuse to the definition. TfL and local authorities
are therefore statutorily required to take all reasonably practicable
steps to prevent crime and disorder, and must consider the impact
of all of their decisions and actions on opportunities for crime.
In considering opportunities for crime and disorder in interchange
schemes it is crucial to involve crime prevention specialists as
early as possible in the scheme’s design. This will ensure factors
such as lighting, clear lines of sight and CCTV are included in the
context of existing crime factors in the vicinity.

Have you considered and addressed?

• Has specialist Crime Prevention Through Environmental
Design advice been sought?
• Have isolated locations been designed out?
• Does the physical layout provide for good natural
surveillance?
• Has effective use been made of CCTV?
• Have vandal-proof fixtures and fittings been used?

Interchange Best Practice Guidelines 2009 23

 Platform canopy

Wind break

Passenger information
Wind break

Protected seating

Stratford DLR Station

Protected Environment

Passengers should feel comfortable and secure in waiting

environments. Waiting areas should be well lit, well heated and/
or ventilated. In locations where temperatures may become
especially high and there is little natural ventilation, shade from
the sun and air conditioning may also be appropriate.
Waiting areas should also be designed so as to offer maximum
levels of natural surveillance (for example with glass walls), and
monitored by CCTV or staff.

Have you considered and addressed?

• Does the interchange zone provide effective
climate protection and control?

24 www.tfl.gov.uk/interchange
 Canada Water

Theme 3: Understanding

Understanding of an interchange zone

covers more than information – adopting
principles of legible design and interchange
zone management from the outset will
result in places that are intuitive for all
users, requiring minimal signing and
supporting information and well integrated
with their surrounding urban context.

Key Principles:
• Legibility
• Permeability
• Wayfinding
• Service information

Interchange Best Practice Guidelines 2009 25

 Clear, simple signs

Natural light used as a beacon

Good sightlines to/ from entrance

Canary Wharf Underground

Legibility

A legible environment makes navigation and movement easy and

seamless helping improve peoples’ understanding, enjoyment
and experience. It also reduces feelings of vulnerability caused
by confusion or uncertainty in a new environment. Elements
that influence legibility include sightlines to destinations,
consistency of materials, finishes and furniture, use of
lighting and supporting information such as signs, maps and
announcements. A legible interchange zone will result in quicker
and less stressful transfer between modes, easier identification
of landmarks, nodes, pathways and operational thresholds and
minimise the need for additional infrastructure and signs to aid
movement.

Have you considered and addressed?

• Does the layout of the interchange zone make it easy
for users to find their way around?
• Does lighting help to define routes and highlight
destinations?
• Do surfaces and materials have good visual and physical
contrast?
• Have infrastructure and street furniture been
rationalised?

26 www.tfl.gov.uk/interchange
 Level entrance

Permeable, protective barrier

High quality, level surface

St Pancras Station

Permeability

A permeable interchange zone gives

people the maximum amount of choice
for how to move around and makes clear
connections to existing routes, facilities
and destinations. This will offer all users
of the interchange zone more route
choices when making journeys. Stratford Station
open, legible and
permeable both
within the interchange
facility and the wider
interchange zone

Have you considered and addressed?

• Does the interchange zone connect easily with internal
and external destinations?
• Does the interchange facilitate movement through
paid/ controlled areas?
• Is it easy to move to and from the surrounding area?

Interchange Best Practice Guidelines 2009 27

 Station name

Directional sign

Heads up mapping
Transport nodes

Legible London pedestrian signing

Wayfinding

Effective wayfinding facilitates movement to, from and within

an interchange facility or zone. Good wayfinding includes
legible, well-designed spaces; signing and information when and
where passengers need it; effective use of surface treatments,
materials and lighting; and environmental interventions such
as public art combining to create pathways, landmarks and
destinations.
Wayfinding should be complementary to the layout of the
interchange facility or zone, minimising the need for signing.

Have you considered and addressed?

• Does wayfinding design and signing facilitate intuitive
movement?
• Have signs and lighting been installed to support
passenger movement needs whilst minimising
obstructions to flows?
• Has technology been used to support wayfinding?
• Are step and obstacle free routes clearly designated?
• Do interchange spaces retain their modal identity?
• Are members of staff visible and available to assist
passengers?

28 www.tfl.gov.uk/interchange
 Clock Bus stand signifier

Bus stand information

Local area map Bus spider map Clear sightlines

Vauxhall Bus Interchange

Service Information

Information is a fundamental requirement for a positive

passenger experience. Information within an interchange zone
can serve multiple uses, providing service information on public
transport operations, opening hours and locating the interchange
in the local area. Information should be delivered across the full
range of media including audio, visual and tactile to meet with
the needs of all interchange facility users.

Have you considered and addressed?

• Does information meet with the needs of all
passengers?
• Is pre-journey information located and available where
and when passengers need it?
• Is in-journey information located and available where
and when passengers need it?
• Is real time information visible, legible and located
where and when passengers need it?

Interchange Best Practice Guidelines 2009 29

 Southwark Underground

Theme 4: Quality

Providing a high quality interchange environment will improve

all aspects of a users’ experience. A high quality interchange
will influence how it is perceived by its users, operators
and providers; whether it has characteristics which give it a
significant identity; whether its quality of design, configuration
and facilities make it feel safe, give it a sense of place or make
it a destination in its own right creating social, economic and
environmental value and instilling a sense of civic pride in those
who use it.

Key Principles:
• Perception
• Quality of built design
• Urban realm
• Sense of place

30 www.tfl.gov.uk/interchange
 Retail outlets

Public facilities

Public telephone

Passenger information

Canning Town Station

Perception

The perception of an interchange is Finsbury Park, secure

based on a combination of performance, cycle park London’s
first smart card cycle
accessibility and function, all of which form park. Located next to
an essential part of a users’ experience. In a main cycle route to
some cases, the interchange may develop generate demand and
into a ‘destination’, where opportunities has helped reduce local
cycle theft.
present themselves to enhance the
interchange experience, lifting spirits for
users and encouraging investment and
socio-economic and physical regeneration
in surrounding areas.

Have you considered and addressed?

• Do interchange facilities meet the needs of
interchange users, operators and owners?
• Do interchange facilities add value to the user
experience?
• Do interchange connections maximise convenience
and ease of use?
• Does the interchange zone demonstrate high
standards of cleanliness, comfort and safety?
• Does the interchange zone exceed minimum
expectations for quality of materials and finishes?

Interchange Best Practice Guidelines 2009 31

 Heritage structure

Public art

High quality finishes

Retail opportunities

St Pancras Station

Quality of Built Design

Well designed interchanges create places that people enjoy

and want to use. The design quality of an interchange needs
to be assessed in terms of the functional effectiveness of its
spaces and the surfaces, appearance and arrangements of the
elements included. From an operator and provider viewpoint,
these qualities will reflect the types and status of the services
on offer, the markets being addressed and the demand being
sought.
Achieving a high quality finish can have added value in delivering
a landmark status project, helping communicate a sense of
place or making it a destination in its own right, creating social,
economic and environmental value and instilling a sense of civic
pride in those who visit and use it. High quality can also deter
anti-social behaviour and vandalism.

Have you considered and addressed?

• Does the layout of the interchange zone make it easy
to find your way around?
• Do materials and finishes used add value to the
interchange zone experience?
• Are products and furniture used within the
interchange zone consistent with TfL standards?
• Do landscape elements around the interchange zone
create added value?

32 www.tfl.gov.uk/interchange
 high quality built environment

Retail opportunities

High quality public space

Canary Wharf Station

Urban Realm

An interchange zone will typically include spaces that are both

integral to and related to, but not necessarily a part of, the
interchange facility itself. These spaces are as much a part of
the overall interchange zone design as its built elements. Their
quality therefore needs to be evaluated in a similar manner.
Attractive frontages of commercial space lining the corridors
and zones of the interchange zone can be an asset, providing
life to the interchange zone and links between internal and open
spaces.
Integration refers to the relationship between spaces within
the interchange zone and facilities or adjacent buildings and
the functions of both. For example, where opportunity spaces
within the interchange zone may also provide access to/from
retail facilities.

Have you considered and addressed?

• Are the size of the spaces provided appropriate for
predicted current and future uses?
• Do activities within the interchange add value and
convenience?
• Does the design of the interchange zone integrate
with the urban context?
• Does the spatial design feel open, connected
and safe?

Interchange Best Practice Guidelines 2009 33

 Retail centre

Integrated bus/ tram stop

Croydon Centrale bus/ tram interchange

Sense of Place

Design provides the opportunity to create places, streets and

spaces that meet the needs of people, are visually attractive,
safe, accessible, functional, inclusive, have their own distinctive
identity and maintain and improve local character. Place-making
architecture should be encouraged when upgrading or designing
a new interchange facility or zone to make the best use of the
opportunity for a better public building, helping to support a
sense of local pride and civic architecture.
Quality and affordability of facilities will affect the character of
the interchange zone and contribute to its quality and sense of
place.

Have you considered and addressed?

• Does the surrounding area have its own function and
identity?
• Is the interchange zone well connected with external
facilities?
• Does the quality of design create tangible added value
to the local area?
• Are commercial facilities on offer appropriate to the
interchange zone?
• Do landmark buildings or features add to the sense of
place?

34 www.tfl.gov.uk/interchange
Interchange Management

The Interchange Best Practice Guidelines have been developed

to encourage cooperation and coordination between those
organisations involved in designing, implementing and managing
London’s interchange facilities with the aim of providing
improved levels of service for passengers.
This cooperation is necessary both at individual interchange
facilities, and network wide. Network wide cooperation includes
network and service planning, ticketing, journey planning
information, service disruptions and marketing.
Interchange facility management agreements
If an interchange facility is owned, managed or served by more
than one organisation, the organisations involved should agree
cooperative procedures. Ideally, these procedures will be set
out in an interchange facility management agreement to:
• identify interfaces between all the parties involved in managing
and serving the interchange facility including external bodies,
particularly the fire brigade, ambulance service, police and
local authorities;
• establish clear responsibilities for managing these interfaces;
• provide unambiguous accountabilities for the tasks that are
required to ensure that the interchange facility operates
successfully.
These procedures should cover day-to-day operation of the
interchange facility and stipulate what should happen in case
of an emergency or service disruption. Interchange facility
management agreements should not be made in isolation from
existing agreements, such as for staffing, but should be built
into them if commercially or legally feasible, and supplement
them where it is not.
Scope of interchange agreements
The scope of the interchange facility management agreement
will depend upon the scale and complexity of the individual
interchange, but could include:
• agreement of interchange zone spatial management;
• arrangements for cooperation on interchange facility staffing;
• emergency and service disruption procedures;
• information, ticketing and advertising;
• cleaning and maintenance;
• temporary structures;
• hours of operation and access rights;
• passenger facilities provision.

Interchange Best Practice Guidelines 2009 35

Transport for London
Interchange
London has some 600 stations which involve multi-modal
interchange between various combinations of TfL and
Borough streets, walking, cycling, buses, taxis, tube, rail,
river services, light rail and tram.
TfL Interchange monitor any significant new or changed
transport and land-use developments at these interchanges, in
order to identify any interchange requiring a more coordinated
approach. Prioritised interchanges are thus recommended
to TfL’s Interchange Programme Board (IPB), which directs
accordingly. IPB is the joint sponsor group which governs
Interchange and is comprised of senior representatives from
the Mayoral team, GLA, LDA, Network Rail, TfL Modes (Surface
Transport, London Underground and London Rail) and TfL
corporate function, under the chair of TfL’s MD Planning.
Following IPB direction, TfL Interchange will either establish
and lead partnerships at the prioritised interchanges to deliver
required outcomes, or support other parties by coordinating
TfL activities and providing interchange planning and design
expertise. Any partnerships led by Interchange are under the
governance of a local Joint Sponsor Group, which involves
the local boroughs, property developers and any other key
sponsors, as well as appropriate representatives from the IPB
member organisations.
TfL Interchange lead TfL’s involvement in a flexible and balanced
way, improving conditions for passengers at multi-modal
interchange, while maximising the overall value to London
from transport and land use development in and around
interchange locations. TfL Interchange’s dynamic approach to
multi-modal improvements focuses on ensuring transport is
accessible and inclusive, providing links between communities
and employment, education and many other opportunities

36 www.tfl.gov.uk/interchange
TfL Interchange

throughout London. This work is integral TfL Interchange lead

to TfL’s delivery of improved transport through a programme
for London’s travelling public and the management
framework/process
integration of transport with the wider (Managing Schemes
public realm. at Interchanges)
TfL Interchange seeks to create a which includes the
following programme
common purpose and bring stakeholders lifecycle phases:
and organisations together to provide
a platform for joined up working to • dynamic planning
and prioritisation of
help bring about improved interchange interchange schemes;
facilities across London. Stakeholders • interchange
are vital in helping achieve this and requirements
TfL Interchange’s collaborative definition;
approach recognises that the transport • options investigation
requirements of London’s interchanges and assessment;
can only be met through the cooperation • single option
of all partners. development;
• implementation
TfL Interchange currently has a
and continued
portfolio of programmes which includes interchange
key strategic interchanges where governance; and
opportunities and threats are presented • programme closeout.
to the transport network by major
Further information
land-use planning and development and contact details
activities as well as many smaller, but can be found on the
locally important, interchanges where Interchange Best
improvements can make a real difference Practice Guideline
to customers and their neighbourhoods. website.
Work is also focused on interchanges
where significant impacts are presented
by major transport developments, such as
Crossrail.

Interchange Best Practice Guidelines 2009 37

Acronyms
Acronyms used throughout this document are listed
below.

BCDM (TfL) Business Case Development Manual

CCTV Closed circuit television
DDA Disability Discrimination Act(s)
DfT Department for Transport
DLR Docklands Light Railway
GLA Greater London Authority
LUL London Underground Ltd
NATA New Approach to Appraisal
PERS Pedestrian Environment Review Software
TfL Transport for London
WebTAG DfT’s Transport Analysis Guidance

38 www.tfl.gov.uk/interchange
Acknowledgments
This revision of the Interchange Best Practice Guidelines
has been developed under the governance of the
Interchange Programme Board, whose members are:

Michèle Dix, Managing Director Planning, TfL

Alex Williams, Director Borough Partnerships, TfL
John McNulty, Head of Interchange, TfL
David McNeil, Director Group Public Affairs and Stakeholder Engagement, TfL
Dick Halle, Director of Strategy, TfL Surface
John Ball, Interim Director of Strategy and Service Development, TfL London
Underground,
Peter Field, Director London Rail Development, TfL London Rail
Anthony Bickmore, Head of Corporate Finance Property Development, TfL
Keith Berryman, Managing Director, Crossrail London Links
Mike Smith, Route Enhancement Manager – Kent, Network Rail
Peter Bishop, Group Director Design, Development and Environment,
London Development Agency
David Soloman, Local Implementation Plan Manager, Greater London
Authority
Fiona Fletcher-Smith, Executive Director – Development and Environment,
Greater London Authority

In addition to Interchange Programme Board members, the

following organisations and TfL Departments have been
consulted in the revision of these guidelines. TfL Interchange
Team would like to thank the stakeholders for input into the
revised guidelines.

Association of Train Operating Companies

Commission of Architecture and Built Environment
Crossrail
Department for Transport
Greater London Authority
London Climate Change Agency
London Councils
London Development Agency
London Travelwatch
Network Rail
Steer Davies Gleave
TfL Borough Partnerships
TfL Corporate
TfL Interchange Team
TfL London Rail
TfL London Underground
TfL Office of the Commissioner
TfL Surface Transport

Interchange Best Practice Guidelines 2009 39

Contact details
TfL Interchange
8th Floor,
Windsor House,
42-50 Victoria Street,
London,
SW1H 0TL
email: [email protected]

www.tfl.gov.uk/interchange

Published: November 2009