Mayor`s Office - London Assembly

Transcripción

Mayor’s Office
City Hall
The Queen’s Walk
More London
London SE1 2AA
Switchboard: 020 7983 4000
Minicom: 020 7983 4157
Web: www.london.gov.uk
Sally Hamwee AM
Deputy Chair of the Budget Committee
London Assembly
City Hall
The Queen’s Walk
More London
London SE1 2AA
Our ref:
Date:
Dear Sally
Energy Funding Contribution and Co-Operation Agreement
Please find information in response to the Committees questions:
1. Details of the GLA office in Caracas including what staff are (currently or planned to be) based
there
On 20 February 2007 the Mayor signed the Energy Funding Contribution and Co-Operation
Agreement. The Agreement specified that an office would be set up in Venezuela to facilitate the
provision of technical advice and assist with the development of co-operation projects. Transport
for London are responsible for managing the contracts relating to the office and the costs of doing
so are provided in the response to the Committee made by Peter Hendy.
Two members of staff are currently employed by Transport for London (TfL) on temporary
contacts. They are as follows:
•
Consultant Advising London Venezuela Office - The primary function of this role is to advise
and assist the Mayor’s Office and appropriate Greater London Authority (GLA) functional
bodies with the development of co operation projects as agreed with the GLA and the
Bolivarian Government of Venezuela and outlined in the Energy Funding Contribution and
Co-operation Agreement. This position is a full time post
•
Representative Officer - This post provides administrative and logistical support to the
London Venezuela Office, including arranging meetings, translating documents and
providing interpretation where required. They also assist with the running of co-operation
projects as agreed with the GLA and the Bolivarian Government of Venezuela and outlined in
the Energy Funding Contribution and Co-operation Agreement as required. Initially this
position will be a part time post.
The recruitment of permanent positions will be undertaken in due course.
3
2. Records of visits made to Venezuela by the Mayor or GLA members, employees or contractors
since the agreement was made
Four trips to Venezuela have been completed by employees of the GLA since the signing of the
Agreement. These are as follows:
March - Kevin Austin (Head of Transport) and Anneliese Midgely (Business Manager Culture)
June
- Kevin Austin.
June - Kevin Austin, Joy Johnson (Director of Media & Marketing), Judith Woodward (Snr
Policy Advisor), Anneliese Midgely
September – Mark Watts (Snr Policy Advisor), Shirely Rodrigues (Head of Environment), Andy
Deacon (Strategy Manager), Kevin Austin
3. Full itineraries and schedules of those visits
Itineraries of these visits are contained in Annex A.
4. Records of any additional services or work required to cover for absent staff, including the costs
of such work
No additional services were required to cover absent staff as the length of time away did not
warrant the arrangement of cover.
5. All records of meetings and other business activities that took place on those visits
Following the March visit a paper was produced highlighting the potential areas of co-operation in
transport matters. This is contained in Annex B. A document detailing potential areas of cooperation in environmental matters is currently being prepared. I would be happy to provide the
Committee with this information in due course.
6. Documents produced to prepare for those visits
Please find these in Annex C
7. Reports or write-ups of the visits or their outcomes
See Annex B
8. Records of activities undertaken or commissioned by the GLA with or for the government of
Venezuela to fulfill this agreement
Encompassed within reports.
9. Any plans for future activity by or on behalf of the GLA to fulfill this agreement
There will be future visits by the relevant teams covering areas as specified in the Agreement.
4
10. Details of evaluation work and measurement of impact so far undertaken or planned for work
with or for the government of Venezuela
Transport for London’s submission to the Committee contains details of the take-up and usage of the Bus
and Tram Discount scheme. The GLA continues to work with the Government of Venezuela regarding cooperation projects as part of the Agreement. In additional to the environmental area discussions are
envisaged regarding co-operation in areas of tourism and culture. Future reports will be produced on these
areas.
Yours sincerely
Redmond O’Neill
Director of Public Affairs and Transport
5
This Page is Intentionally Blank
6
GLA Information: Annex A – Itineraries for Visits to Venezuela
VISITA DE TRABAJO FUNCIONARIOS ALCALDÍA DE LONDRES: ANNELIESE MIDGLEY Y KEVIN AUSTIN
25 AL 30 DE MARZO 2007
Agenda Propuesta
Domingo, 25 de marzo de 2007
HORAS
ACTIVIDAD
13:55
Arribo a Caracas
Vuelo – Air France 0460
Traslado Maiquetía-Hotel.
16:30
Arribo al Hotel Intercontinental Tamanaco
Final Av. Principal de Las Mercedes
Telf. Recepción 58-212-9097111
Fax: 58-212-9097116
Web: </h/d/ic/1/en/hotel/ccsha/transportation>
Propuesta Programa de Actividades Delegación GLA.
28/03/07 08:30
7
RESPONSABLE
OBSERVACIONES
Grupo de
Implementación
PDVSA asignará un vehículo con
conductor durante toda la visita a
Venezuela de la Delegación de GLA.
GLA
PDVSA asignará un intérprete que
acompañará durante toda la estadía a
los funcionarios de GLA.
Lunes, 26 de marzo de 2007
HORAS
ACTIVIDAD
RESPONSABLE
Grupo de
Implementación
Grupo de
Implementación
09:00
Traslado Hotel-MPPRE.
10:00
Reunión de trabajo con el Grupo de Implementación.
13:00
Almuerzo.
14:00
Horas de trabajo en las oficinas del Despacho de Europa.
16:00
Reunión Grupo de Trabajo Ambiente.
Lugar: MPPRE
Grupo de
Implementación
18:00
Traslado MRE-Hotel
Grupo de
Implementación
OBSERVACIONES
Se utilizará traducción simultánea.
Grupo de
Implementación
DVME
28/03/07 08:30
8
Instituciones Convocadas:
1. Grupo de Implementación.
2. Ministerio del Ambiente
3. Instituto de Canalizaciones
Martes, 27 de marzo de 2007
HORAS
ACTIVIDAD
RESPONSABLE
08:30
Grupo de
Implementación
10:00
Reunión Interinstitucional Grupo de Transporte.
Lugar: Casa Amarilla Almuerzo.
Grupo de
Implementación
OBSERVACIONES
Convocados:
1. Ministerio del Poder Popular para la Infraestructura;
2. Ministerio del Poder Popular para el Ambiente;
3. Gobernación de Miranda;
4. Alcaldía Mayor Metropolitana;
5. Alcaldía del Municipio Libertador;
6. Alcaldía del Municipio Sucre;
7. Alcaldía de Vargas;
8. Alcaldía de Guarenas;
9. Alcaldía de Guatire;
10. Alcaldía de Los valles del Tuy;
11. Fundación Fondo Nacional de Transporte Urbano;
12. Instituto Nacional de Transito y Transporte Terrestre;
13. C.A Metro de Caracas.
13:30
Almuerzo.
15:00
Reunión de trabajo Grupo de Información y Opinión.
Lugar: MPPRE.
Grupo de
Implementación
18:00
Traslado MRE-Hotel.
Grupo de
Implementación
DVME
28/03/07 08:30
9
Convocados:
1. Dirección de Información y Opinión
MRE.
2. Gcia. Comunicaciones
Internacionales PDVSA.
3. MINCI.
Miércoles, 28 de marzo de 2007
HORAS
ACTIVIDAD
RESPONSABLE
Grupo de
Implementación
Grupo de
Implementación
08:30
10:00
Reunión de trabajo Interinstitucional Grupo de Cultura.
Lugar: Instituto de Altos Estudios Diplomáticos Pedro Gua.l
10:00
Reunión de trabajo Interinstitucional con el Ministerio del Poder
Popular para el Ambiente.
Lugar: MPPA. Torre Sur, Centro Simón Bolívar, piso 28.
Almuerzo
Grupo de
Implementación
14:30
Reunión con la Gcia. de Planificación Metro de Caracas.
Incluye recorrido por las diferentes estaciones del Metro y otras
instalaciones del mismo.
Lugar: Oficinas Metro de Caracas.
Grupo de
Implementación
18:00
Traslado Hotel
Grupo de
Implementación
13:00
28/03/07 08:30
10
OBSERVACIONES
Por
GLA
asistirá
Anneliese
Migdgley, Convocados:
1. Dirección de Cultura DVME.
2. Ministerio de la Cultura/Dirección
de Rel. Internacionales.
3. Centro Arte La Estancia/ PDVSA.
4. Biblioteca Nacional.
5. Fundapatrimonio.
6. INAMUJER.
7. Dirección de Cultura de las
Alcaldías Metropolitana,Libertador,
Sucre, Guarenas, Guatire Vargas.
Por GLA asistirá Kevin Austin.
DVME
Convocados:
1. METRO
Dirección: Centro Empresarial del
Este, piso 5, al salir del ascensor
cruzar izq. y luego izq.
Jueves, 29 de marzo de 2007
HORAS
ACTIVIDAD
RESPONSABLE
06:00
Grupo de
Implementación
06:20
Partida hacia Petare.
Salida desde el Ministerio de Relaciones (Punto de encuentro
estacionamiento del Ministerio por la Av. Baralt, antes de Puente
LLaguno.
Grupo de
Implementación
OBSERVACIONES
Participantes Venezuela:
MPPRE:
1. Marisela González
PDVSA:
1. Jesús Gómez
Alcaldía Sucre:
1. Mirna Mendoza
2. 4 Funcionarios Alcaldía de Sucre.
Alcaldía Mayor/INMETRA:
1. Rafael Argotty, Presidente INMETRA
2. Rosa Ocaña, Asesora INMETRA
Alcaldía de Guarenas:
1. Ronald Maurera, Director de Transporte
de la Alcaldía
Enlaces Servicios Lingüísticos:
1. María Quijada o Ambar
Nº total de personas que se trasladan desde el
MRE hasta Petare en los vehículos:
05 Venezuela+ 02 GLA=07
En Petare se unirá el Dir. de Transporte de la
Alcaldía de Guarenas, los (5) funcionarios de
Alcaldía de Sucre y los (2) funcionarios de
INMETRA.
Total:11 Venezuela + 2 GLA=13
28/03/07 08:30
11
Continuación: Jueves, 29 de marzo de 2007
HORAS
ACTIVIDAD
RESPONSABLE
06:50
Grupo de
Implementación
10:00
Arribo a la Av. Francisco de Miranda pista sur (Frente a la estación
del metro Petare; Gran Muro), de allí nos trasladamos a la Plaza
las Madres (redoma de Petare), posteriormente se continúa el
recorrido por la Av. Las Vegas de Petare, Estación Palo Verde.
Retorno: Avenida Las Vegas de Petare pista norte (estación de
metro Palo Verde; Calle El Cerrito, Av. Vía Mesuca, Calle El
Carmen, Carretera Vieja Santa Lucia (bajada de Mesuca), Calle
Federación.
Traslado a Guarenas.
10:30
Arribo casco Central Guarenas y recorrido Sector “Las Clavellitas”.
Grupo de
Implementación
12:30
Regreso a Caracas MPPRE
13:30
Almuerzo
Grupo de
Implementación
Grupo de
Implementación
09:30
28/03/07 08:30
12
Grupo de
Implementación
Grupo de
Implementación
OBSERVACIONES
HORAS
ACTIVIDAD
RESPONSABLE
14:30
Salida desde el Ministerio de Relaciones
(Punto de encuentro estacionamiento del Ministerio por la Av.
Baralt, antes de Puente LLaguno.
Grupo de
Implementación
Vía autopista pasando por el puente Los Leones hasta llegar a la
redoma de La India.
OBSERVACIONES
MPPRE:
1. Zulima Rojas
PDVSA:
1. Jesús Gómez
1. Alexis Moros, Secretario Ejecutivo
2. Ángel González, Dirección Asuntos
Internacionales
Alcaldía Libertador:
1. Yadira Páez, Directora de Transporte
2. Luis Laplace, Asesor Asuntos Internacionales
Alcalde
3. Pedro García, Div. De Transporte
4. Edwin Urribarí, Div. De Transporte
5. Nicolás Delgado, Seguridad.
Alcaldía de Guarenas:
1. Ronald Maurera, Director de Transporte de la
Alcaldía
1. María Quijada o Ambar
Nº total de personas que se trasladan desde el MRE
hasta La Vega en los vehículos:
07 Venezuela+ 01 GLA=08
La Alcaldía de Libertador informó que llevarían un
vehículo de la institución.
15:30
1ra parada: 15. min. en la redoma de La India para observar la
estación de los transportes hacia las rutas troncales.
Posteriormente se continúa el recorrido en los vehículos por la Av.
Principal de La Vega.
28/03/07 08:30
13
Grupo de
Implementación
HORAS
ACTIVIDAD
RESPONSABLE
16:00
2da. parada: 40 min. sector “Las Casitas”.
Visita al Módulo Barrio Adentro, intercambio con los vecinos.
Grupo de
Implementación
16:40
Traslado La Vega MPPRE.
Grupo de
Implementación
18:00
Arribo MPPRE
Punto de llegada: estacionamiento del Ministerio por la Av. Baralt,
antes de Puente LLaguno.
Traslado MPPRE-Hotel
Grupo de
Implementación
18:10
28/03/07 08:30
14
OBSERVACIONES
ANNELIESE MIDGLEY
Jueves, 29 de marzo de 2007
HORAS
ACTIVIDAD
RESPONSABLE
13:30
Almuerzo
Grupo de
Implementación
15:00
A.M
Reunión de Trabajo Grupo de Turismo.
Lugar: MPPRE
Traslado MPPRE – Hotel.
Grupo de
Implementación
18:10
A.M
Grupo de
Implementación
28/03/07 08:30
15
OBSERVACIONES
Convocados:
1. MINTUR
Viernes, 30 de marzo de 2007
HORAS
ACTIVIDAD
07:00
Traslado Hotel-MPPRE
08:00
Reunión Grupo de Transporte.
Lugar: MPPRE
Reunión Grupo de Implementación.
Despacho Viceministro Europa, piso7.
Traslado Hotel Aeropuerto
10:30
11:45
16:45
RESPONSABLE
Grupo de
Implementación
Grupo de
Implementación
Grupo de
Implementación
Grupo de
Implementación
Grupo de
Implementación
Partida Maiquetía-Londres
Vuelo AF0461
28/03/07 08:30
16
OBSERVACIONES
VISITA DE TRABAJO FUNCIONARIOS ALCALDÍA DE LONDRES: SAM RICHARDS Y KEVIN AUSTIN
03 AL 08 DE JUNIO 2007
Agenda Propuesta
Domingo, 03 de junio de 2007
HORAS
13:55
ACTIVIDAD
Arribo a Caracas
Traslado Maiquetía-Hotel.
RESPONSABLE
Grupo de
Implementación
OBSERVACIONES
LOGÍSTICA
PDVSA asignará un vehículo Vehículo asignado a
con conductor durante toda la disposición
con
visita a Venezuela de la conductor.
delegación de GLA.
Kevin
Austin
y
Dave Adam arriban
en el en el vuelo Air
France Nº 0460
Hora: 14:25
Sam
Richards:
arriba en el vuelo
Lufthansa Nº 534
14.30
16:30
Arribo al Hotel Gran Meliá Caracas.
Av. Casanova, Urb. Bello Monte.
Grupo de
Implementación
Telf. Recepción 58-212-762.81.11
Fax: 58-212-762.37.37
Versión 01/06/07 – 10:30
17
Lunes, 04 de junio de 2007
HORAS
08:00
ACTIVIDAD
RESPONSABLE
Grupo de
Implementación
Punto de encuentro: Hotel Gran
Meliá, desde allí salida hasta la
estación de Metro de Sabana Grande
para tomar el Metro hasta Petare.
OBSERVACIONES
MPPRE:
PDVSA:
1. Jesús Gómez
Alcaldía Sucre:
1. Mirna Mendoza
1. Rosa Ocaña, Asesora INMETRA
LOGÍSTICA
Tickets
de
intérprete.
1. María Quijada ó Ambar
Nº total de personas que participan en el
recorrido por Petare: Total: 05 Venezuela +
2 GLA=07
08:30
Recorrido por Petare.
09:30
Traslado desde Petare hasta
Rinconada se utilizara el Metro.
Intérprete
Grupo de
Implementación
la
Grupo de
Implementación
MPPRE:
PDVSA:
1. Jesús Gómez
Metro de Caracas:
1. Josmari Carrillo (se incorporará en la
Rinconada)
Enlaces Servicios Lingüisticos:
1. Maria Quijada ó Ámbar
Nº total de personas que se trasladan hasta
La Rinconada: Total: 04 Venezuela + 2
GLA = 6
12:00
Almuerzo
Grupo de
Implementación
Versión 01/06/07 – 10:30
18
Intérprete
Metro
e
Continuación Lunes, 04 de junio de 2007
13:30
Visita al Centro de Control de Tráfico
del Municipio Libertador
Grupo de
Implementación
El punto de encuentro será el
Despacho
del
Viceministro
de
Relaciones Exteriores para Europa,
Torre MRE, piso 7, ala B.
Duración aproximada visita: 30 min.
14:00
Recorrido
por
los
corredores
planeados en “Bus CCS”.
Grupo de
Implementación
Duración aproximada del recorrido: 3 Hrs
MPPRE:
1 Zulima Rojas
PDVSA:
1. Jesús Gómez
1. Robert Márquez
2. Glency Rojas
3. Luis Laplace
4. Yadira Páez
1. Maria Quijada ó Ambar
Nº total de personas que harán el recorrido
Total: 07 Venezuela + 2 GLA = 9
MPPRE:
1 Zulima Rojas
PDVSA:
1. Jesús Gómez
1. Robert Márquez
2. Glency Rojas
3. Luis Laplace
4. Yadira Páez
18:00
Reunión Grupo de Implementación.
19:00
Lugar: MPPRE
Traslado MRE-Hotel.
Interprete
El punto de encuentro será
el Despacho del Viceministro
de Relaciones Exteriores
para Europa, Torre MRE,
piso 7, ala B.
1 Vehiculo: La Alcaldía
Libertador
pondrá
a
disposición 2 vehículos 4x4.
La Salida se efectuará
desde el Ministerio de
Relaciones Exteriores (Punto
de
Encuentro
Estacionamiento
del
Ministerio- (portón de color
negro, por la Av. Baralt,
antes del Puente Llaguno).
2. Interprete.
Grupo de
Implementación
Interprete.
Grupo de
Implementación
Vehículo
asignado
a
disposición con conductor.
Versión 01/06/07 – 10:30
19
Martes, 05 de junio de 2007
HORAS
ACTIVIDAD
08:30
09:00
Reunión
con
las
Instituciones
Vinculadas
con
el
tema
de
Planificación Urbana.
RESPONSABLE
Grupo de
Implementación
Grupo de
Implementación
Lugar: Planta Baja Torre Ministerio
del Poder Popular para Relaciones
Exteriores, Salón Simón Bolívar.
13:00
Almuerzo.
14:00
1ra Reunión Interinstitucional Grupo
de Transporte.
Grupo de
Implementación
Grupo de
Implementación
Lugar: Lugar: Planta Baja Torre
Ministerio del Poder Popular para
Relaciones Exteriores, Salón Simón
Bolívar.
18:00
Traslado MRE-Hotel.
OBSERVACIONES
LOGÍSTICA
Vehículo asignado a
Convocados:
1. Directores de Planificación de las
Alcaldías.
2. Instituto de Urbanismo Metropolitano.
3. Directores de Transporte Alcaldías
4. Directora de Planificación METRO de
CCS.
5. Director Planificación IAFE.
6. Dirección de Planificación MINFRA
Equipo
de
traducción
simultánea para aprox. 10
personas (equipo portátil).
Convocados:
1. Ministerio del Poder Popular para la
Infraestructura;
2. Ministerio del Poder Popular para el
Ambiente;
10. Fundación Fondo Nacional de
Transporte Urbano;
11. Instituto Nacional de Tránsito y
Transporte Terrestre;
12. C.A Metro de Caracas;
13. IAFE.
Equipo de traducción
simultanea para aprox.22
personas.
Grupo de
Implementación
Versión 01/06/07 – 10:30
20
Miércoles, 06 de junio de 2007
HORAS
08:30
ACTIVIDAD
Traslado Hotel a San Agustín.
RESPONSABLE
Grupo de
Implementación
OBSERVACIONES
MPPRE:
1 Marisela González
PDVSA:
1. Jesús Gómez
LOGÍSTICA
PDVSA pondrá a disposición
1 vans.
Punto de Encuentro: Lobby
Hotel Gran Melia CCS.
Recorrido por San Agustín, Proyecto
MetroCable.
Duración aproximada recorrido: 3 hrs.
Grupo de
Implementación
12:00
Visita al Terminal Urbano Río Tuy.
Grupo de
Implementación
13:00
Almuerzo
14:30
Proyectos Corto Plazo: Recorridos
por los corredores viales de la Av.
Baralt, Av. Urdaneta y Francisco de
Miranda.
Grupo de
Implementación
Grupo de
Implementación
16:30
Reunión con Mikel Menéndez,
Presidente
Instituto
Planificación
Alcaldía Metropolitana
Traslado Hotel.
09:00
20:00
Instituciones convocadas
Metro de CCS.
1. Josmari Carrillo
Alcaldía Libertador
1.xxxxxx
Instituciones convocadas
1. INMETRA
2. INTTT
1 vans.
Interprete.
Interprete.
Convocados:
1. INMETRA;
2. Directores de Transporte Alcaldías.
1 vans.
Grupo de
Implementación
Grupo de
Implementación
Versión 01/06/07 – 10:30
21
Jueves, 07 de junio de 2007
HORAS
ACTIVIDAD
RESPONSABLE
08:30
Grupo de
Implementación
09:00
Tiempo Reservado
Grupo de
Implementación
12:30
Traslado de Sam Richards y Dave
Adam al Aeropuerto de Maiquetía.
Grupo de
Implementación
13:00
Kevin Austin: Almuerzo
14:30
Reunión de Kevin Austin con el
Director del Despacho de MINFRA y
representantes de FONTUR
Grupo de
Implementación
Grupo de
Implementación
18:00
Lugar: MINFRA.
Traslado Hotel.
OBSERVACIONES
LOGÍSTICA
disposición con
conductor.
Vehículo asignado
a
disposición
con
conductor.
Sam Richards sale en el
vuelo Air France, Nº
0461- 16:45 Hrs.
Dave Adam sale en el
vuelo Lufthansa, Nº 535 16.25 Hrs.
Convocados:
1. Ministerio del Poder Popular
para la Infraestructura
2. Fundación Fondo Nacional
de Transporte Urbano.
simultánea para aprox.
08 personas, (equipo
portátil).
disposición con
conductor.
Grupo de
Implementación
Versión 01/06/07 – 10:30
22
Viernes, 08 de junio de 2007
HORAS
ACTIVIDAD
08:30
09:00
2da reunión Interinstitucional
Grupo de Transporte
RESPONSABLE
Grupo de
Implementación
con
Grupo de
Implementación
Lugar: MPPRE, Salón Las Américas.
12:30
Reunión
con
el
Grupo
de
Implementación.
Lugar: MPPRE.
Traslado al aeropuerto de Maiquetía
04:45
Vuelo CCS-LHR
11:30
OBSERVACIONES
Se utilizara traducción simultánea.
Convocados:
1. Ministerio del Poder Popular para
la Infraestructura;
2. Ministerio del Poder Popular para
el Ambiente;
Transporte Urbano;
11. Instituto Nacional de Transito y
12. C.A. Metro de Caracas;
13. IAFE.
LOGÍSTICA
Vehículo asignado
a
disposición
con
conductor.
simultánea para aprox.
22 personas.
simultánea para seis
personas,
(equipo
portátil).
Vehículo asignado
a
disposición
con
conductor.
Vuelo: Air France 0461Hora: 16:45
Grupo de
Implementación
Grupo de
Implementación
GLA
Versión 01/06/07 – 10:30
23
Versión 01/06/07 – 10:30
24
VISITA DE TRABAJO FUNCIONARIOS ALCALDÍA DE LONDRES: PETER HENDY, SAM RICHARDS Y KEVIN AUSTIN.
Agenda Propuesta
HORAS
ACTIVIDAD
RESPONSABLE
13:55
Arribo a Caracas de Peter Hendy,
Sam Richards y Kevin Austin.
Traslado Maiquetía-Hotel Melia.
Tlf:762.81.11
Grupo de
Implementación
16:30
Arribo al Hotel.
Grupo de
Implementación
Versión 19/06/07 – 16:30
25
OBSERVACIONES
LOGÍSTICA
PDVSA asignará un vehículo Arriban en el en el
con conductor durante toda la vuelo Nº AF 460
visita a Venezuela de la Hora: 13:55
delegación de GLA.
HORAS
06:30
07:00
ACTIVIDAD
Recorrido por Petare. (Terminal de
autobús, redoma, caminata hasta la
estación de Metro Palo Verde).
RESPONSABLE
OBSERVACIONES
LOGÍSTICA
Grupo de
Implementación
1. MPPRE: Marisela González
2. PDVSA: Jesús Gómez
Alcaldía Sucre:
1. Mirna Mendoza
Participantes GLA
1. Peter Hendy (GLA Head of Transport);
2. Sam Richards (Tfl Shief of Staff);
3. Kevin Austin (Head of Transport);
4. Judith Woodward (GLA - Senior Policy
Advisor to the Mayor);
5. Joy Johnson (GLA - Director of Media
and Marketing);
6. Anneliese Midgely (GLA - Business
Manager - Culture).
Punto de encuentro: Hotel,
Melia Caracas desde allí
salida hasta la estación de
Metro para tomar el Metro
hasta Petare.
Grupo de
Implementación
1.
2.
3.
4.
5.
1.
2.
3.
4.
5.
6.
09:25
Traslado hasta la Urb. La California
para visitar los proyectos relacionados
con el cruce de peatones.
Grupo de
Implementación
1.
2.
3.
4.
1.
2.
3.
4.
Versión 19/06/07 – 16:30
26
Participantes Venezuela
Alcaldía de Sucre
INMETRA
MPPRE: Marisela González
PDVSA: Jesús Gómez
Interprete
Participantes GLA
Peter Hendy (GLA Head of Transport);
Sam Richards (Tfl Shief of Staff);
Kevin Austin (Head of Transport);
Judith Woodward (GLA - Senior Policy
Advisor to the Mayor);
Joy Johnson (GLA - Director of Media
and Marketing);
Anneliese Midgely (GLA - Business
Manager - Culture).
INMETRA
Interprete
Participantes GLA
Peter Hendy;
Sam Richards;
Kevin Austin
Advisor Cultural Strategy)
1.
2.
Tkts. de Metro
Interprete.
1.
Interprete
1.
2.
Interprete
Vans de 12 puestos.
5.
6.
and Marketing)
Manager - Culture)
Continuación: Jueves, 21 de junio de 2007
HORAS
ACTIVIDAD
RESPONSABLE
10:00
Parada en la Urb. La California para
visitar los proyectos relacionados con
el cruce de peatones.
Grupo de
Implementación
10:30
Reunión en el Ministerio del Poder
Popular para el Ambiente.
Grupo de
Implementación
10:30
Traslado a San Agustín Proyecto
Metro Cable.
Grupo de
Implementación
11:00
Recorrido por ruta del Proyecto Metro
Cable.
Grupo de
Implementación
Versión 19/06/07 – 16:30
27
OBSERVACIONES
INMETRA
Interprete
1. Carlos Dávila
2. Zulima Rojas
3. Interprete.
Participantes GLA
Advisor Cultural Strategy).
Manager - Culture).
Participantes GLA
1. Peter Hendy;
2. Sam Richards;
3. Kevin Austin
1. INMETRA
2. MPPRE: Marisela González
3. PDVSA: Jesús Gómez
4. Interprete
Participantes GLA
4. Peter Hendy;
1. Sam Richards;
2. Kevin Austin
MPPRE:
PDVSA:
1. Jesús Gómez
Metro de CCS.
1. Fatima Goncalves
LOGÍSTICA
1.
2.
3.
4.
1.
Interprete. Equipo de
traducción portátil para
personas.
2.
3.
Interprete
Vans de 12 puestos.
2.
3.
2 Vans.
Interprete.
12:30
Almuerzo.
14:00
Recorrido corredores propuestos en el
proyecto “Bus Caracas”.
16:00
Visita al Centro de Control de Tráfico
del Municipio Libertador.
Grupo de
Implementación
Grupo de
Implementación
Grupo de
Implementación
Versión 19/06/07 – 16:30
28
Participantes GLA
Peter Hendy;
Sam Richards;
Kevin Austin
and Marketing)
Manager - Culture
MPPRE:
1. Zulima Rojas
PDVSA:
1. Jesús Gómez
1. Robert Márquez
2. Glency Rojas
3. Luis Laplace
4. Yadira Páez
1. Interprete.
Participantes GLA
7. Peter Hendy;
1. Sam Richards;
2. Kevin Austin
and Marketing)
Manager - Culture
MPPRE:
1 Zulima Rojas
PDVSA:
1. Jesús Gómez
1. Robert Márquez
2. Glency Rojas
3. Luis Laplace
4. Yadira Páez
1. Interprete.
1.
Vans de 12 puestos.
Punto de Encuentro:
Estacionamiento
Av.
Baralt del MPPRE.
2.
Interprete
1.
Interprete
1.
2.
3.
4.
17:00
Traslado al Hotel Melia.
17:40
Tiempo reservado
19:00
Traslado hasta la residencia de la
Embajadora Catherine Royle.
Recepción
con
motivo
del
Cumpleaños de la Reina Elizabeth II.
Traslado al Hotel Melia.
19:30
21:30
Grupo de
Implementación
Se utilizará Metro desde la
estación Teatros hasta la
estación de Metro
de
Sabana Grande.
GLA
Grupo de
Implementación
Vehículo
asignado
con
conductor. Sr. Simón Pérez
Grupo de
Implementación
Vehículo
asignado
con
conductor. Sr. Simón Pérez
Versión 19/06/07 – 16:30
29
Viernes, 22 de junio de 2007
HORAS
ACTIVIDAD
08:30
09:00
Reunión Interinstitucional Grupo de
Transporte y Planificación Urbana.
RESPONSABLE
Grupo de
Implementación
Cada institución cuenta con aprox.
10-15 min.
Lugar:
Salón
Comedor,
Casa
Amarilla- Ministerio del Poder Popular
para Relaciones Exteriores.
Almuerzo.
Lugar: Salón Comedor, Casa Amarilla
MPPRE.
LOGÍSTICA
Se utilizará Metro para el
traslado.
Puntos a tratar:
1. Exposición de los Planes de
ordenamiento urbanístico
2. Exposición Planes Integrados de
Transporte.
13:00
OBSERVACIONES
Grupo de
Implementación
Versión 19/06/07 – 16:30
30
Participantes GLA
Peter Hendy;
Sam Richards;
Kevin Austin
and Marketing)
Manager - Culture
Convocados: Directores y/o Presidentes de
Transporte y Planificación de las siguientes
instituciones.
1. Ministerio del Poder Popular para la
Infraestructura;
Transporte Urbano;
3. Instituto Nacional de Tránsito y
4. C.A Metro de Caracas;
5. IAFE.
6. Ministerio del Poder Popular para el
Ambiente; (Dir. Gral. de Calidad
Ambiental)
8. Instituto Metropolitano de Transporte;
9. Instituto Metropolitano de Urbanismo
“Taller Caracas”;
Se invitará a todos los asistentes que
participaron en la reunión interinstitucional
del Grupo de Transporte y Planificación
1.
2.
3.
6.
1.
simultánea.
Urbana en horas de la mañana.
14:30
Recorrido por corredores viales
incluidos en los proyectos a corto
plazo: Avenidas Baralt y Urdaneta.
Grupo de
Implementación
1.
2.
3.
Participantes GLA
Peter Hendy;
Sam Richards;
Kevin Austin
1.
2.
Interprete.
El
recorrido
se
efectuara caminando.
MPPRE:
1 Zulima Rojas
PDVSA:
1. Jesús Gómez
INMETRA.
Directores de Transporte Alcaldías.
Enlaces Servicios Lingüísticos.
Lugar: MPPRE
Continuación: Viernes, 22 de junio de 2007
HORAS
ACTIVIDAD
15:00
Traslado hasta la Rinconada para
visitar el Módulo del Sistema de
Orquestas Juveniles de Venezuela.
15:00
Visita Terminal Río Tuy.
16:00
Traslado hasta la Rinconada
RESPONSABLE
Grupo de
Implementación
Grupo de
Implementación
Versión 19/06/07 – 16:30
31
OBSERVACIONES
MPPRE:
1. Zulima Rojas
Participantes GLA
and Marketing)
Manager - Culture)
Participantes GLA
1. Peter Hendy;
2. Sam Richards;
3. Kevin Austin
MPPRE:
1 Marisela González
PDVSA:
1. Jesús Gómez
INMETRA.
Participantes GLA
1. Peter Hendy;
2. Sam Richards;
3. Kevin Austin
MPPRE:
LOGÍSTICA
1.
Interprete.
2.
Interprete
1.
2.
Interprete
El traslado desde el
Terminal Río Tuy hasta
la
Rinconada
se
efectuará en Metro.
16:50
17:00
Arribo estación
METRO-IAFE.
de
transferencia
Recorrido por la estación de
transferencia
METRO-IAFE
y
presentación del Metro sobre Planes
de Expansión.
Grupo de
Implementación
Grupo de
Implementación
PDVSA:
1. Jesús Gómez
Maria Quijada ó Ámbar
Participantes GLA
1. Peter Hendy;
2. Sam Richards;
3. Kevin Austin
MPPRE:
PDVSA:
1. Jesús Gómez Enlaces Servicios
Lingüísticos:
Maria Quijada ó Ámbar
Participantes GLA
1. Peter Hendy;
2. Sam Richards;
3. Kevin Austin
and Marketing)
Manager - Culture
MPPRE:
2. Zulima Rojas
PDVSA:
1. Jesús Gómez
Metro de Caracas:
1. Josmari Carrillo (se incorporará en la
Rinconada)
1. Maria Quijada ó Ámbar
18:00
Traslado al Hotel.
Grupo de
Implementación
Versión 19/06/07 – 16:30
32
1.
Interprete
1.
Interprete
Sábado, 23 de junio de 2007
HORAS
09:00
ACTIVIDAD
RESPONSABLE
Grupo de
Implementación
Traslado Hotel hasta Guarenas.
OBSERVACIONES
7.
1.
2.
3.
4.
5.
1.
2.
3.
4.
09:30
Recorrido por Guarenas. (visita al
Terminal)
Grupo de
Implementación
1.
2.
3.
4.
5.
10:30
Grupo de
Implementación
Partida hacia Guatire.
11:00
Arribo a Guatire.
11:30
Recorrido por
Terminal).
Guatire
(visita
al
Grupo de
Implementación
Grupo de
Implementación
1.
2.
3.
4.
1.
2.
3.
4.
5.
12:30
Regreso a Caracas.
13:00
Almuerzo.
Grupo de
Implementación
Grupo de
Implementación
Versión 19/06/07 – 16:30
33
Participantes GLA
Peter Hendy;
Sam Richards;
Kevin Austin
and Marketing)
Manager - Culture
INMETRA
Interprete.
Director de Transporte Alcaldía de
Guarenas, Ing. Ronald Maurera
INMETRA
Interprete
MPPRE, Carlos Dávila
Marisela González
Interprete
Director de Transporte Alcaldía de
Guatire, Henry Colmenares
INMETRA
Interprete
LOGÍSTICA
1.
2.
Vans de 12 puestos.
Punto de encuentro:
Metro de Palo Verde.
Interprete
1.
2.
Vans de 12 puestos.
Interprete.
1.
2.
Vans de 12 puestos.
Interprete.
1.
2.
Vans de 12 puestos.
Interprete.
13:00
Traslado de
Aeropuerto.
Kevin
Austin
al
Vehículo asignado
con
conductor.
Salida en el vuelo Nº AF461,
- 16:45 Hrs. Sr. Simón Pérez
Grupo de
Implementación
Continuación: Sábado, 23 de junio de 2007
HORAS
ACTIVIDAD
15:30
Traslado Hotel.
14:30
Tiempo Reservado.
RESPONSABLE
Grupo de
Implementación
Versión 19/06/07 – 16:30
34
OBSERVACIONES
LOGÍSTICA
1.
2.
1 Vans
Interprete.
Domingo, 24 de junio de 2007
HORAS
13:00
ACTIVIDAD
Traslado de Peter Hendy,
Richards y Dam Hodges
Aeropuerto.
RESPONSABLE
OBSERVACIONES
LOGÍSTICA
Vehículo
asignado
a
Peter Hendy: Salida en el
vuelo Nº IB6700, - 17:10
Hrs.
Sam
Richards:
Por
Confirmar.
Sam
al
Versión 19/06/07 – 16:30
35
Lunes, 25 de junio de 2007
HORAS
13:00
ACTIVIDAD
RESPONSABLE
OBSERVACIONES
LOGÍSTICA
Vehículo
asignado
a
disposición
con
conductor,(Sr. Simón Pérez).
Salida en el vuelo AF.
Traslado de Judith Woodward, Joy
Johnson y Anneliese Midgely al
Aeropuerto.
Versión 19/06/07 – 16:30
36
VISITA DE TRABAJO FUNCIONARIOS ALCALDÍA DE LONDRES: Judith Woodward, Joy Jonson y Anneliese Midgely.
HORAS
09:30
ACTIVIDAD
Reunión Interinstitucional Grupo de
Comunicación e Información.
RESPONSABLE
Grupo de
Implementación
OBSERVACIONES
1.
2.
Lugar: Ministerio del Poder Popular
para Relaciones Exteriores, Piso 7,
Despacho
del
Viceministro
de
Relaciones Exteriores para Europa.
.
3.
4.
1.
2.
3.
11:30
13:00
Reunión con Director de Cultura y
Solidaridad
Despacho
del
Viceministro para Europa, Luis
Delgado.
Grupo de
Implementación
Almuerzo
Grupo de
Implementación
1.
2.
3.
Versión 19/06/07 – 14:30
37
Carlos Dávila, Director de Cooperación
Integral, DVME
Endrina Yépez, Directora de Gestión
Estratégica y Seguimiento de Políticas
Pública MPPINCI.
Luis Alfredo Gómez, Director
Corporativo MPPRE.
Gustavo González, Comunicaciones
Internacionales PDVSA
Participantes GLA
Advisor to the Mayor.
and Marketing)
Manager - Culture)
Participantes GLA
Advisor to the Mayor.
and Marketing)
Manager - Culture)
LOGÍSTICA
1.
Traslado desde el Hotel
Hilton al Ministerio de
Relaciones Exteriores.
2.
Simultánea Portátil para
8 personas.
Versión 19/06/07 – 14:30
38
VISITA DE TRABAJO DELEGACIÓN DE AMBIENTE FUNCIONARIOS ALCALDÍA DE LONDRES
09 AL 13 DE SEPTIEMBRE 2007
Agenda Propuesta
Domingo, 09 de septiembre de 2007
HORAS
13:55
ACTIVIDAD
Arribo a Caracas de:
RESPONSABLE
Grupo de
Implementación
1. Mark Watts, Senior Policy Advisor
on Transport, Air Quality and
Energy;
2. Kevin Austin, Head of Transport;
3. Shirley Rodrigues, Head of
Environment;
4. Andy Deacon, Strategy Manager
Air Quality, Energy and Climate
Change.
16:30
Traslado Maiquetía-Hotel Melia.
Tlf:762.81.11
Arribo al Hotel.
OBSERVACIONES
LOGÍSTICA
PDVSA asignará un vehículo Arriban en el en el
con conductor durante toda la vuelo Nº AF 460
visita a Venezuela de la Hora: 13:55
delegación de GLA.
Conductores
asignados:
Sr. Simón Pérez,
Sr. Angel Moreno
Grupo de
Implementación
Versión 11/09/07 – 10:30
39
Lunes, 10 de septiembre de 2007
HORAS
ACTIVIDAD
RESPONSABLE
OBSERVACIONES
LOGÍSTICA
Para la reunión en el Campamento Los
Venados, PDVSA dispuso de 4 (cuatro)
vehículos rústicos, c/u con capacidad
máxima para 9 personas.
1 de los vehículos
rústicos buscará a la
delegación de GLA en el
Hotel
Melia
para
trasladarlos directo al
Campamento
Los
Venados.
08:30
Traslado Hotel Melia – Campamento
Los Venados.
Grupo de
Implementación
08:30
Partida
funcionarios
instituciones
venezolanas hacia el Campamento
Los Venados
Grupo de
Implementación
09:30
09:45
Arribo al Campamento Los Venados,
Parque Nacional el Ávila.
Inicio Reunión
Grupo de
Implementación
Grupo de
Implementación
1.
2.
3.
4.
5.
Relaciones Exteriores/Despacho
Europa;
PDVSA
Ministerio del Poder Popular para el
Ambiente.
IMPARQUES.
Corporaciones/Direcciones de
Servicios Municipales de las
Alcaldías de la Gran Caracas.
(Ver listado participantes en Anexo)
Participantes GLA
Versión 11/09/07 – 10:30
40
1.
Punto de Encuentro
para la salida hacia el
Campamento
Los
Venados:
sede
de
IMPARQUES.
2.
3 Vehículos 4x4 para
transportar
a
25
personas.
3.
Interprete con equipo
de
traducción
simultánea para 30
personas.
1.
2.
3.
4.
13:00
Almuerzo
14:30
Conclusiones Reunión
16:30
Traslado a Caracas
17:30
Arribo a Caracas
Kevin Austin, Head of Transport;
Mark Watts, Senior Policy Advisor on
Transport, Air Quality and Energy;
Shirley
Rodrigues,
Head
of
Environment;
Andy Deacon, Strategy Manager Air
Quality, Energy and Climate Change.
Grupo de
Implementación/
IMPARQUES
Grupo de
Implementación
Grupo de
Implementación
Grupo de
Implementación
1 de los vehículos rústicos
trasladará a la Delegación
de GLA al Hotel Melia
Caracas.
Los otros 4 vehículos
rústicos trasladarán a los
participantes por Venezuela
a la sede de IMPARQUES.
19:00
Reunión de Mark Watts y Kevin Austin
con el Director General del Despacho,
Temir Porras.
Lugar: MPPRE
Grupo de
Implementación
1.
2.
1.
2.
3.
Versión 11/09/07 – 10:30
41
Participantes GLA
Kevin Austin, Head of Transport;
Temir Porras Ponceleón, Shief of
Staff MPPRE
Ginette González, Europe ViceMinistry
Shief of Staff
Marisela González, MPPRE
Martes 11 de septiembre de 2007
HORAS
ACTIVIDAD
RESPONSABLE
OBSERVACIONES
08:30
Traslado desde el Hotel Melia al
Núcleo de Desarrollo Endógeno
Fabricio Ojeda.
Grupo de
Implementación
Relaciones Exteriores
1. Oramaica Espinoza,
1.
2.
3.
4.
13:00
Almuerzo
14:30
Visita
de
Shirley
Rodrigues,
Coordinadora de Ambiente y Andy
Deacon, Gerente de Estrategias de
Calidad del Aire, Energía y Cambio
Climático de la Alcaldía de Londres
Grupo de
Implementación
Grupo de
Implementación
Traslado desde el Estado Vargas al
Hotel Meliá Caracas de Shirley
Rodrigues, y Andy Deacon.
Punto de salida hacia la Guaira:
MPPRE.
El punto de encuentro en Vargas será
en la Corporación de Servicios
Municipales.
Calle los Cocoteros, frente al Centro
comercial Litoral.
Recorrido por el municipio Vargas y
las rutas de recolección de desechos
así como al vertedero de Santa
Eduvigis, Edo. Vargas
17:30
Participantes GLA
Mark Watts, Senior Policy Advisor
Energy;
Shirley Rodrigues, Head of
Environment;
Andy Deacon, Strategy Manager
Change
Kevin Austin.
LOGÍSTICA
1.
2.
Vehículo Asignado a
disposición
con
conductor.
Interprete
Punto de encuentro para
los
funcionarios
venezolanos
y
la
interprete: Hotel Melia
1.
disposición
con
conductor. Sr. Angel
Moreno.
2.
Interprete. Beatriz:
1.
disposición
con
conductor. Sr. Angel
Moreno.
Contacto en el Estado Vargas: Sr.
Pablo Márquez, Jefe de Operaciones
de la Corporación de Servicios
Municipales.
Grupo de
Implementación
Versión 11/09/07 – 10:30
42
14:30
Reunión de Mark Watts y Kevin
Austin con la delegación venezolana
que viaja a Londres en septiembre
2007.
Grupo de
Implementación
Lugar: Auditórium, Instituto de Altos
Estudios Diplomáticos Pedro Gual.
Alcaldía Libertador
1. Gonzalo Tovar, Asesor Alcaldía –
vinculado con el proyecto Bus
Caracas.
2. Coromoto Mirabal, Jefa de
División de Ingeniería y Vialidad.
3. Luis Laplace, Asesor Asuntos
Internacionales del Alcalde.
Alcaldía Mayor
1. Rafael
Argotty,
Presidente
INMETRA.
2. Alexis
Moros,
Coordinador
General de Transporte INMETRA.
3. Rosa Ocaña, Asesora Técnica
INMETRA.
4. Nestor López, Asesor Dirección
de de Cooperación Internacional.
MPPINFRA
1. Mercedes Sánchez, Directora
General
de
Planificación
Estratégica de Transporte.
2. Maribel
Chellini,
Directora
General
de
Planificación
y
Regulación de Obras Publicas y
Desarrollo Urbano .
Participante GLA:
1.
2.
Versión 11/09/07 – 10:30
43
Kevin Austin, Head of Transport
Transport, Air Quality and Energy
1.
Interprete con equipo
de
traducción
simultánea para 15
personas.
Agenda Mañana del Miércoles, 12 de septiembre de 2007
HORAS
ACTIVIDAD
RESPONSABLE
OBSERVACIONES
08:30
Traslado desde el Hotel Melia a la
urbanización Los Ruices para ver uno
de los puntos de medición de gases
contaminantes.
Grupo de
Implementación
Ambiente/
Dirección
de
Calidad
Ambiental
1. Nadia Guadarjo,
1.
2.
3.
10:30
Arribo Estación de Medición Los
Ruices.
Traslado hacia San Agustín.
1.
2.
Lugar: Edf. Roche, Los Ruices.
09:00
LOGÍSTICA
Participantes GLA
Shirley
Rodrigues,
Head
of
Environment;
Quality, Energy and Climate Change
Punto de encuentro para los
funcionarios venezolanos y
la intérprete: Hotel Melia.
Grupo de
Implementación
Grupo de
Implementación
Ambiente/
Dirección
de
Calidad
Ambiental
1. María Gabriela Landaeta
1.
2.
1.
2.
11:30
Arribo a San Agustín e inicio recorrido
ruta de recolección.
Grupo de
Implementación
1.
2.
3.
4.
13:00
13:30
Fin del Recorrido y traslado al
Ministerio de Relaciones Exteriores.
Almuerzo
disposición
con
conductor. Sres. Simón
Pérez,
y Angel
Moreno
Interprete
Grupo de
Implementación
Grupo de
Implementación
Versión 11/09/07 – 10:30
44
Participantes GLA
Shirley
Rodrigues,
Head
of
Environment;
Participantes GLA
Shirley
Rodrigues,
Head
of
Environment;
Kevin Austin.
disposición
con
Pérez,
, y Angel
Moreno
Interprete
Agenda Mark Watts y Kevin Austin Mañana del Miércoles, 12 de septiembre de 2007
08:30
Traslado de Mark Watts y Kevin
Austin hacia Parque Central.
Grupo de
Implementación
1.
2.
Participantes GLA
Lugar: Av Edf. Roche, Los Ruices
09:00
Entrevista de Mark Watts y Kevin
Austin con el Sr. Rodrigo Guerrero
del Sistema de orquestas Juveniles e
Infantiles de Venezuela.
Grupo de
Implementación
1.
2.
1.
Lugar: Parque Central, Nivel Bolívar,
sede Orquesta Sinfónica Juvenil.
2.
3.
Versión 11/09/07 – 10:30
45
Participantes GLA
Rodrigo Guerrero, Sistema de
Orquestas
Álvaro Sánchez, MPPRE
1.
El traslado se efectuará
en METRO.
Punto de encuentro para los
funcionarios
venezolanos
Hotel Melia.
Agenda tarde del Miércoles, 12 de septiembre de 2007
14:45
19:00
Ruta
con
IMPARQUES.
funcionarios
de
Grupo de
Implementación
1.
4.
Participantes GLA
Shirley
Rodrigues,
Head
of
Environment;
1.
2.
3.
4.
Ysrael Wever, PDVSA
Jesús Gómez, PDVSA
1.
2.
Punto de encuentro: Ministerio del
Poder Popular para Relaciones
Exteriores.
Parque del Oeste, Parque del Este y
Parque Los Chorros.
Reunión Grupo de Implementación
3.
1.
2.
Versión 11/09/07 – 10:30
46
Participantes GLA
Kevin Austin
2.
3.
disposición
con
Pérez,
y Angel
Moreno
Interprete
HORAS
ACTIVIDAD
RESPONSABLE
08:30
Traslado desde el Hotel Melia a
PDVSA
Grupo de
Implementación
09:00
Reunión de Trabajo con Ricardo
Menéndez, sobre la Nueva Geometría
del Poder.
Lugar. PDVSA
Grupo de
Implementación
12:00
Traslado al aeropuerto de:
1. Mark Watts, Senior Policy Advisor
Energy;
2. Kevin Austin, Head of Transport;
3. Shirley Rodrigues, Head of
Environment;
4. Andy Deacon, Strategy Manager
Change.
OBSERVACIONES
1.
4.
Participantes GLA
Shirley
Rodrigues,
Head
of
Environment;
1.
2.
3.
4.
Jesús Gómez, PDVSA
Ricardo Menedez
1.
2.
3.
Grupo de
Implementación
Versión 11/09/07 – 10:30
47
LOGÍSTICA
1.
Vehículos asignados a
disposición
con
conductores.
Sres.
Simón Pérez,
, y
Angel Moreno
Vehículos asignados a
disposición
con
conductores.
Sres.
Simón Pérez,
, y
Angel Moreno
Salida en el vuelo Nº AF
0461 - 16:45 Hrs.
Versión 11/09/07 – 10:30
48
GLA Information: Annex B - GLA Paper Produced following Trip of March
Areas of Co-operation in Transport between London and Venezuela
1.
Background
1.1
I visited Venezuela on 25-31 March 2007, as Head of Transport for the Greater London Authority
(GLA), together with Anneliese Midgley, Business Manager in the Mayor’s Office.
1.2
During the visit I had the opportunity to view a number of transport projects and meet with
transport experts. This report summarises my provisional conclusions from the trip with regard to
the possible areas of co-operation within the framework of the London – Venezuela Agreement.
1.3
On 30 March, a transport meeting was convened at PDVSA. The meeting was attended by highlevel representation of the transport organizations.
1.4
The object of the meeting was to give a report to the transport bodies areas in which London could
assist through expertise and advice in transport projects. The conclusions were drawn from the
transport meetings and visits, which we had participated in during that week.
1.5
This document is a summary of the issues raised and the specific areas in which the Greater London
Authority and Transport for London could work together with their counterpart organisations in
Venezuela. The areas of interest are:
• Legal and institutional
• Public Transport
• Highways and Traffic
1.6
These work areas will be refined following the visit of Peter Hendy, Commissioner of Transport for
London in June. During and following the visit London and Venezuela will work together to
identify the priority areas for advice and the details of each specific area of co-operation.
2.
Legal and Institutional
Issues
• The need for greater coordination between the bodies and organizations responsible for
transport and planning.
• The need to develop a common methodology and transport models when developing or
delivering city schemes.
• The need for a common mechanism is in place to assess or prioritise city-wide transport projects.
• The need to establish region-wide land use planning to assist with the development of long-term
transport planning.
• There is a need to provide a co-ordinated approach towards taking forward implementation of
the infrastructure programme.
49
Areas of Co-operation
2.1
Co-operation on Long Term Transport Plan
2.1.1 At present, the Metropolitan Committee of Transportation is to discuss issues common to
Metropolitan District of Caracas (DMC) and the municipalities. This is an important function but is
not enough.
2.1.2 Coordination between all the major strategic transport organisations is essential to develop and
plan the future transport requirements across the wider Caracas area. This should include, but not
be limited to: MINFRA; FONTUR; CAMETRO; INMETRA; and INVITRAMI. London could work with
these organisations to:
• Advise on future levels and distribution of land use, population and employment (see point 3
below)
• Advise on the baseline transport situation
• Advise on developing a single transport model to reflect the current transport conditions in
Caracas and be able to model future conditions
• Advise on developing an agreed methodology to assess the business case of transport proposals
to ensure that the highest priority schemes are taken forward
• Advise on developing a 20 year plan to take account of transport issues.
• Advise on a funding plan to deliver a 20 year transport strategy
2.1.3 The aim is to provide a coherent approach across all organisations. Interaction between modes of
travel – surface transport, underground, public and private will be significantly improved and
integrated. Other bodies, such as the municipalities will be able to feed their project proposals into
this process and use the model to test alternative schemes they put forward for funding. The
intended result being an integrated transport delivery plan.
2.2
Developing an investment and delivery plan
2.2.1 Transport for London is currently implementing a US$25bn five year capital investment programme
and has established techniques to ensure that the schemes are delivered in the most cost effective
and efficient way. London would work with organisations in Venezuela to advise on an
appropriate, cost effective and efficient delivery process for the implementation of their
infrastructure programme.
2.3
Land Use Planning
2.3.1 It is essential that a greater degree of planning is undertaken with regard to the longer term urban
development of Greater Caracas, particularly the development and integration of the barrios. This
work must inform all the other areas, particularly transport, environment and waste. Any
integrated land use plan needs to consider the wider region. Many of the largest developments in
the future will almost certainly be located outside the city of Caracas. London would work with
the appropriate regional and national organisations to agree priorities for urban planning and assist
in the development of a flexible spatial strategy for the wider region.
2.3.2 The location of major housing developments in areas with poor provision of public transport
encourages car use, which leads to increased traffic and congestion. Setting limits to housing
density on the basis of access to public transport can assist in limiting traffic growth. London
50
would work with organisations in Venezuela to develop planning guidelines to relate to the size
and density of permitted housing development to public transport accessibility.
2.3.3 Planning of major commercial developments needs to consider access by public transport. A
strategic land use plan should set out areas where future commercial development is permitted and
the transport improvements that are required for this to be realised.
3.
Public transport:
Issues
• Travel by Metro is cheaper, quicker and more reliable than bus. The Metro is very efficient. Over
certain sections, capacity is exceeded, particularly at peak times. Measures need to be
implemented to relieve this situation.
• There are no bus priority schemes in Caracas, although one scheme (BusCaracas) will soon begin
construction. Others (eg Caracas Insurgente) are in the feasibility stage. At present, buses
are slower than cars. The cost of petrol is very low giving little incentive to use the bus.
• Co-ordination between the metro system and the bus network is limited. The Metro run bus
company - Metrobus provides an efficient feeder system for the Metro, local bus companies
do the same in Los Teques.
• Interchange between public transport modes is insufficient. There is a growing informal
transport sector, e.g. mototaxis, making it difficult to provide a regulated environment for
transfer between modes. At Petare, the volume of people and vehicles requiring access to
the area leads to chaos and safety problems.
• Most of the bus fleet is managed by small firms or owner-drivers. The fleets are unregulated, run
overlapping routes, and are not integrated.
• There are few formal bus stops, which reduces efficiency of the bus services and has a great
impact on traffic.
• The surface transport fleet is on average very old, 40% of buses are over 20 years old, with the
remainder less than 10 years old. For minibuses 30% are over 20 years old, 45% between 10
and 20 years old and the remainder built less than 10 years ago. There are no periodic
technical reviews meaning that a number of the vehicles are in a poor or dangerous state of
repair. Most also lack the technology to control the emission of pollutants.
• No body assumes overall responsibility for the different public transport systems. There is no
integrated fare system on surface transport therefore people required to make several
changes pay more. Those with the lowest income tend to live furthest away from the City
centre and are affected by this most.
• The barrios have limited access by road, which becomes highly congested at peak times. Many
people have to walk a considerable distance from the top of the Barrios to the point of
interchange with the main public transport system.
• There could be potential improvements to assist the taxi sector. Furthermore, issues have arisen
surrounding the rapid expansion of mototaxi services.
• The surface public transport system is not considered to be as safe as the Metro as a means of
transport for both passengers and drivers alike.
• There are significant opportunities to improve the level of reassurance and safety on the public
transport network through improved policing. Furthermore, there is a need for a greater
level of enforcement of the traffic system.
51
3.1 Deliver Expansion to public transport network
3.1.1 The Metro has demonstrated that a fast, reliable, safe and high quality public transport system is
well used and is a suitable alternative to bus and car. The success of Line 1 is clear, but this has led
to high levels of overcrowding. Line 1 is at capacity, and the Metro are undertaking feasibility and
design work on a number of proposed enhancements, including parallel services to Line 1. This will
take a number of years to implement. Improvements to the public transport system on this corridor
need to be in place much more quickly.
3.1.2 The rapid development of segregated bus priority schemes is the best way to do this. INMETRA
is developing Caracas Insurgente, which will provide a trunk route across the city from East to
West. This could be expanded in the future to include a range of other routes from the wider area
utilising part of the trunk route. The scheme is at an early stage of development and London
would work with the relevant authorities to develop this scheme.
3.1.3 We have been provided with detailed plans and a detailed description of the BusCaracas scheme
and are currently reviewing the designs. We have had preliminary discussions on the details of the
scheme with Libertador Municipality and will advise on the implementation this project.
3.1.4 Urgent consideration needs to be given to the strategic development of bus schemes throughout
the city over the next decade. London would advise on the selection and development of other bus
priority projects, utilising experience that has been gained from extensive implementation in
London.
3.1.5 Bus lanes need to be kept free from obstructions and other vehicles from entering them. Traffic
police are the responsibility of the Municipalitie and it will be necessary to develop processes to
ensure consistent and effective levels of enforcement across the city. London would work with the
relevant authorities in Venezuela to provide advice on these improvements as part of these
schemes.
3.2 Integration of Bus and Metro
3.2.1 There is great potential to improve the integration of the bus and Metro system. Metrobus
delivers a high quality bus service with integrated ticketing. Furthermore, the Metro has
implemented a similar arrangement at Los Teques utilising existing bus operators. These operators
have been given grants to upgrade their bus fleets and the Metro has provided training for drivers
and assistance to the operators. This principle can be extended. London would work with relevant
organisations to advise on the feeder routes that would deliver the greatest passenger benefits and
to provide assistance on service specifications for the operators involved.
3.3 Improvements to Interchanges
3.3.1 Most of the organisations stated that there was an urgent need to improve public transport
interchanges. Petare was highlighted as a particular problem, which was evident from the site visit
undertaken. London would work with the relevant organisations to advise on an interchange
scheme at this location. Any design will need to be integrated with Caracas Insurgente and
schemes that link with the barrio, and road network changes will be required to reduce the conflict
between pedestrians and vehicles.
52
3.3.2 A number of other terminals have been identified as requiring action as stated in “Proyecto Aire
Limpio”. London will work with the relevant organisations to advise on a prioritised a city-wide
interchange plan. This will ensure that those locations in greatest need of remediation are
prioritised.
3.4 Improvement of surface public transport system
3.4.1 Change in the structure of the surface public transport system is long-term and requires the
transport organisations to work closely with operators to deliver improvements in the quality and
reliability of service. In London, TfL give financial incentives to those bus fleets that surpass set
standards of reliability or quality of fleet. London would work with relevant organisations to
investigate ways to improve the management of the surface public transport system.
3.4.2 As the system becomes more regulated with a greater number of timetabled services then the
provision of good information on services and potential delays becomes more important. The high
quality routes that are being implemented (BusCaracas) will include better information on services
offered and this should be included on all new schemes as standard. Transport for London is
currently implementing a system (iBus), which upgrades the existing bus location and information
system to provide a more accurate assessment of bus location and enables information to be
disseminated more widely, e.g. via internet, mobile phone etc. London would work with relevant
organisations to advise on improving the quality of information on transport services, and in
particular, real time information on buses.
3.5 Fares
3.5.1 For public transport user price is an important consideration in the selection of mode and route
taken. Fares are paid for each leg of the journey, so people often do not take advantage of the
quickest journey. London would work with relevant organisations, such as Universidad Simón
Bolivar, to better understand the trips made by people in Caracas and the costs associated with the
trips they make. This will help understand the magnitude of the situation and the potential
improvement. London would then advise on a review of the fares structure for the city with a view
to developing a more rational and integrated fares structure to encourage the most efficient use of
the city’s transport assets.
3.5.2 Low petrol prices and low running costs for private vehicles encourage the use of private transport
over public transport. London would work with relevant organisations to better understand the
relationship between the factors that are involved in the choice of mode, in particular the costs of
motoring and public transport. This will help identify whether other potential interventions could
be successful to encourage a shift from car to public transport.
3.6 Access to the Barrios
3.6.1 Consideration has been given to the use of cable cars to improve access for those living higher up
in the Barrios. Particular locations that have been identified are Petare, El Valle and San Agustin.
London would work with the relevant organisations to provide advice to assess the appropriateness
of this particular solution as well as other options to improve access to and from the barrios. The
review should consider: an assessment and prioritisation of the locations where improvements are
required; the routes to the main interchanges; and, an assessment of the best options in each case,
including:
• Demand for services
• capacity of the infrastructure
53
• cost of implementation and operating cost
• mechanical reliability
• geological conditions relating to construction of fixed infrastructure
3.7 Taxis and Mototaxis
3.7.1 There was only discussion on the role of taxis as part of public transport services in the city. They
revolved around the rapid increase in mototaxis. We would welcome further discussions to fully
understand the current regulatory regime for taxis, the limitations that arise and any potential
collaborative work.
3.8 Safety
3.8.1
In the development of new bus schemes, passenger and driver safety is a central feature. London
will advise Libertador and other relevant organisations on the implementation of specific safety
measures, including:
•
•
•
•
CCTV on buses
CCTV at major stops and interchanges
Help points at interchanges
Communications systems to allow the driver to call for assistance
3.9 Policing and Enforcement of Transport Network
3.9.1There is a need for better integration between transport and policing in order to improve the safety
and reliability of the transport network and to deliver improved community reassurance. London
will advise the relevant authorities in the following areas:
• Safety at public transport interchanges
• Safety on public transport itself
• Enforcement of traffic regulations
• Enforcement to ensure that the road network operates efficiently
4.
Highways and Traffic
Issues
• There is limited connectivity in the highway network of Caracas. The main issues are as follows:
o In order to travel by car from one side of the country to the other it is necessary to go
through the centre of Caracas. This increases congestion in the city centre and journey
times for car users.
o The river Guaire runs along the valley through the centre of the city. There are only a
limited number of crossing points of the river. This is made worse by the expressway
Francisco Fajardo, which broadly follows the course of the river. North and south Caracas
are effectively split into two. This extends the distance needed to travel between points
north and south of the river, and increases the level of congestion, particularly at these
crossing points.
o Only the Francisco Fajardo corridor constitutes a continuous axis along the central valley
of Caracas, and many of the other principal routes are poorly connected. This means that
54
circuitous routes often have to be made due to the lack of connectivity. Congestion also
occurs at the points where expressways with several lanes are narrowed.
• There is a lack of continuity in roadway maintenance programmes, which has lead to a reduction
in the efficiency of the road networks. For example, the report stated that less than 5% of
roads were in a good condition, that on less than 10% of roads the markings were of good
quality and there was also an inadequate amount of signing.
• The increase in the use of the private car has resulted in significant levels of congestion. Traffic
signals have been implemented at 522 locations, although only Chacao has a traffic control
centre in operation. A centre in Libertador is due to open shortly.
• Road safety investigation and remedial measures are carried out by a number of different
organisations and there is a lack of co-ordination. Safety priorities are not established at a
city-wide level, the highest priorities for action may not be delivered, in areas such as
engineering, enforcement or education campaigns. Many vehicles are in a poor state of
repair and traffic regulations are frequently ignored.
• Many vehicles emit excessive amounts of pollutants, particularly smoke (particulates). There are
a limited number of initiatives to deal with this problem and a need for better co-ordination
between environment and transport regulation agencies.
• The rapid increase in car use has also impacted upon the urban fabric of the city. Extensive oneway systems with limited pedestrian priority makes the City difficult and unsafe for
pedestrians. The informal economy that has sprung up alongside many roads further
worsens the conditions for pedestrians. These factors discourage people from walking
and/or spending time on the streets.
4.1 Providing a connected highway
4.1.1 Discussion concerning the road network structure of Caracas, was limited and the impact that this
may have on routeing and traffic congestion in the city.Before potential areas of collaboration are
agreed it is necessary to understand the background of the development of the highway projects
currently proposed and the expected benefits resulting from the schemes. We will discuss this
further with the Ministry of Infrastructure.
4.2 Improving Roadway maintenance
4.2.1 The existing highway network is in a bad condition and therefore cannot be used to its potential.
London would work with the relevant organisations to advise on the processes to catalogue the
highway infrastructure and assess their condition. London would also advise on the priorities for
capital renewal and maintenance of the network on a long-term basis.
4.3. Traffic Control
4.3.1 Libertador is developing a traffic control system to link a number of the traffic signals in their
municipality. The optimisation of traffic signals is an important element in improving the control
and flow of traffic. Representatives from London would offer general advice on the development
and operation of their traffic control system. Specific technical advice is dependant on
compatibility between the systems operated in London and the Caracas Municipalities. TfL would
work with other organisations and advise on the development, implementation and management of
urban traffic control systems. In addition, there was a desire to improve traffic flow on the major
road network, in a similar way to that operating along the “red routes” in London. Three major
55
roads were initially identified, which are Avenida Baralt, Avenida Urdaneta and Avenida Fransisco
de Miranda. London would advise the relevant authorities on measures that could be implemented
to improve traffic flow and reduce congestion.
4.4
Safety
4.4.1 A limited discussion on road safety issues took. The issue of road safety education was raised and
information on the work carried out by Inmetra on road safety education has been provided. The
main causes of collisions have been identified as excess speed and excess alcohol.
4.4.2 A greater level of collaboration between the different parties involved in road safety is necessary in
order to maximise the benefits from any investment. These parties could include: MINFRA
(INTTT/CTVTTT); INMETRA and the Municipalities. London could work with these organisations
and advise on the following areas:
• Commissioning research/reviewing data to better understand the main road safety issues in the
city – which could relate to locations, groups of people or specific issues that have a higher
incidence of being involved in road traffic collisions
• Identifying city-wide priorities for intervention of engineering measures and agreeing a coordinated work programme
• Further develop integrated education and enforcement campaigns across the city
4.5
Environment
4.5.1 Discussions are currently underway with the Ministry of Environment regarding co-operation in the
monitoring of air quality and the development of simulation models to test the impact of air quality
policies. With little industry in the City, much of the air pollution problems are as a direct result of
traffic. As part of the co-operation agreement London and Venezuela will work together to specify
measures that could be implemented to improve the level of air quality in the city.
4.6
Urban Realm
4.6.1 A small part of the city centre is pedestrianised. The recent improvements along Sabana Grande
and the renovation of the historic centre show how significant such improvements can be.
4.6.2 Limited discussions took place during the visit on this issue. Improving the quality of the urban
environment to reduce the dominance of the car is important. Physical measures, such as
pedestrianisation, could be linked to the ongoing renovation of the major historic buildings, which
would help to improve the ambience of the whole area. Other physical improvements could be
linked to other initiatives, such as bus priority or the relocation of the informal sector. London
would work with the relevant organisations to advise on the development and implementation of
plans for improving the urban realm. This should be focused in the major centres in the city where
pedestrian flows are higher, and in particular the historic city centre.
56
GLA Information: Annex C –Documents produced to prepare for those visits
Background to Co-operation Agreement.
On 18th May at a Press Conference in City Hall, with the Mayor of London, Ken Livingstone, President
Hugo Chavez said:
“Venezuelan oil: we have the largest reserve of oil in the whole planet, more than 300 thousand million
barrels of oil there, that we want to share with other peoples; but not just to benefit only the elite as we
had in Venezuela or other parts of the world – but everybody.
Co-operation between us has started already, of course, politically, socially, it has started. However,
with this visit, we are hoping to deepen this, not only in the matter of energy. I’m talking about a very
integral type of co-operation.
For example, traffic, public transport in Caracas.
Then the environment, the protection of the environment. What happens with all the waste? How is it
managed? These are just a few examples. The whole system of transportation, public security and
safety. As I was explaining to my friend , I have lived for a few years in Caracas, and it is very painful to
see what happens there. Just like in many other capital cities of Latin America, Caracas suffered the
consequences of a lack of a model. The growth of the city was not planned, the flight of so many
millions of people from the countryside to the city. And this is how Caracas was created: a huge city
where there is a small group of very rich people and then another Caracas where there is a huge
majority very poor people. So one of my dreams and aspirations, as I was saying to Ken Livingstone, is
to transform - together with the people of Caracas, and the Mayor of Caracas - to be able to transform
the city. Of course, is something that will require a great effort and vast knowledge; and the City Hall of
London has a lot of experience and also the good will and this is something in Caracas that we are
grateful for.
We are talking about joint co-operation, opening a certain amount of possibilities and opportunities.”
Subsequently an agreement was reached (attached) which provides TfL with discounted oil for use in
the bus fleet, the benefits of which are passed on to people on Income Support that receive cheaper
travel.
57
VENEZUELA
Background Introduction to Venezuela
Area: 916,445 sq km
Population: 25 million
Capital City: Caracas (greater Caracas population 5 million)
People: Mestizo (67%), Caucasian (21%), Black (10%), Indigenous (2%). Colombians form the largest
expatriate community (1.6million)
Language: Spanish
Religion(s): Roman Catholic
Currency: Bolivar
Major political parties: Hugo Chavez’s Movimiento Quinta República (MVR), Patria Para Todos
(PPT), Podemos . Main Opposition Parties: Acción Democrática (AD), the Comité de Organización
Política Electoral Independiente, (COPEI), Movimiento al Socialismo (MAS), Primero Justicia (Justice
First), Proyecto Venezuela.
Government: Federal Republic comprising 22 States, one Federal District and 72 islands which are
Federal Dependencies. The executive dominates the other four branches of government: the legislature,
the Consejo Moral Republicano (CMR, Moral Republican Council), the judiciary and the Consejo
Nacional Electoral (CNE, the National Electoral Council).
Legislature: Under the 1999 Constitution a unicameral National Assembly with 165 seats in which the
government has a small majority, Elections for the National Assembly are due in December 2005.
Head of State: President Hugo Chávez-Frías
Foreign Minister: Ali Rodríguez Araque.
Membership of international groupings/organisations:UN, OPEC, ALADI (the Latin American
Integration Association), IMF, the World Bank, the Inter-American Development Bank, the Organisation
of American States, the Community of Andean Nations, Association of Caribbean States, G77, G15, G3,
Mercosur (associate member).
Economy
Basic Economic Facts
GDP: US$ 99.5 billion (2004)
GDP per head: US$ 3,980 (2004)
Annual Growth: -9.2% (2003), 17.3% (2004)
Inflation: 27% 2003; 19% (2004)
Major Industries: Oil, Gas, Telecomms, Consumer Goods, Mining, Agriculture
Major trading partners: United States, Colombia, Brazil, Cuba, Japan
Venezuela is a country of vast economic potential. The petroleum sector dominates the economy,
accounting for 50% of central government revenue and 70% of exports. Venezuela's current account is
well in surplus. Central bank reserves stand at over 24.8 billion USD (March 2004). Debt is around 40%
of GDP.
Outlook
Following two years of double-digit recession, the economy is recovering some of the lost ground in
2004. Most analysts believe that GDP will grow by 8-10% this year. Attempts to diversify and build
infrastructure are making some headway, as are mineral exploitation projects in Guayana (carried out by
the state enterprise Corporacion Venezolana de Guayana – CVG). But it is too soon to say how
58
government-backed schemes will develop in the long term. Meanwhile private sector investment is
weak, at least in the non-oil sector. For the foreseeable future, Venezuela will remain dependent on
oil. PDVSA (state oil and gas company) is currently lagging behind in terms of maintenance and
exploration with the result that output is falling. It currently stands at around 2.4-2.6 mbpd (cf
3.5mbpd before the 2002/3 general strike). Foreign investors are lining up to invest in the Venezuelan
energy sector, but decision-making has been slow and unpredictable. On current performance,
especially the fact of high state spending due to political considerations, Venezuela could be vulnerable
to a sudden fall in oil prices.
From 1970 to 1998 per capita income in Venezuela fell by 35 percent. This was the worst economic
decline in the region and one of the worst in the world – much worse even than in Africa during that
period.
An economic upturn in 2000-2001 was sabotaged by the actions of the anti-Chávez opposition. The
results of political instability, including the attempted military coup in April of 2002, were intensified by
the oil ‘strike’ (employers’ lockout) from December 2002 to February 2003 which crippled the
economy. Between the fourth quarter of 2001 and the first quarter of 2003 GDP declined by 28%.
Economic growth would otherwise have been substantially higher and probably well above the average
for the region. As it was, following the defeat of the 2002-3 ‘strike’ the economy began to recover and
then grew very rapidly – 17.9% in 2004, 9.3% in 2005 and around 9% in 2006.
Though economic growth is expected to slow slightly to 5% in 2007, the Chávez government’s budget
plan, submitted to the National Assembly, provides for an increase of 32% in government spending in
2007, 44.6% of which will be for social projects such as cooperatives, housing, salaries, pensions and
health and education missions.
Despite the best efforts of the opposition, the Chávez government has succeeded in ending the
country’s long-term economic decline, promoting growth and expanding public services.
Banco Central de Venezuela
Data released by the Banco Central de Venezuela (BCV) confirm that the Venezuelan economy grew
at a cumulative 10.2 percent between the fourth quarter of 2004 and the fourth quarter of 2005.
Overall, in 2005, the gross domestic product (GDP) grew at 9.3 percent.
Just like in the previous eight quarters, the strong increase was fundamentally driven by activities not
related to oil: civil construction (28.3 percent), domestic trade (19.9 percent), transportation (10.6
percent), and manufacturing (8.5 percent). The oil sector had an increase of only 2.7 percent.
According to a report by the Instituto Nacional de Estadística (INE), the unemployment rate in
December 2005 was 8.9 percent, two percentage points below the rate in the same period of 2004. In
absolute terms, this means 266,000 additional jobs.
Last year, the inflation rate reached 14.4 percent, but that was below the 19.2 percent rate in 2004.
The nominal interest rate went down to 14.8 percent.
Hugo Chávez won the presidential elections of December 1998 because Venezuela was facing its most
catastrophic economic, political, social, institutional, and moral crisis, after 40 years of power sharing
between the traditional parties Acción Democrática (the socialdemocrats) and COPEI (the Christian
democrats). The country and the people agonized as a result of the rampant corruption, profligacy, and
perversity of the Fourth Republic (1958-98).
59
Venezuela, which hardly benefited from the oil shocks of 1973 and 1979, was sinking, at a faster speed
since the early 1980s.
According to Domingo Maza Zavala, currently a director of the BCV, between 1976 and 1995 alone, the
country was awash with nearly 270 billion dollars in oil revenues, equivalent to twenty times the
Marshall Plan. Yet, the national foreign debt owed by Venezuela doubled between 1978 and 1982.
In 1999, Venezuela's GDP fell 6 percent.
The contraction of the economy was a natural reflection of this period of adaptation, combined with
inertias that dated back to the third quarter of 1998, as well as the oil's extremely low international
price -- close to 9 dollars per barrel at the time.
The recovery of the prices of the crude -- direct fruit of actions undertaken by the Chávez government
-- and the expansive fiscal and monetary policies put in place marked the beginning of a new stage.
During the years 2000 and 2001, the GDP increases of 3.7 and 3.4 percent, respectively. In these eight
quarters, the non-oil GDP grew 4 percent on average, whereas the oil GDP only rose 1.2 percent. There
were verifiable drops in unemployment, the consumer price index and the interest rate, which led to an
increase in credit, consumption and GDP per capita.
Then a battle that lasted a year and a half, approximately. Between the end of 2001 and February
2003, everything happened in Venezuela: the bosses' lockout in December 2001; the coup d'etat
promoted by the CIA in April 2002; conspiracies and the "oil sabotage" between the last quarter of
2002 and February 2003. The foreseeable result: the Venezuelan economy fell 8.9 percent and 7.7
percent in 2002 and 2003, respectively. This was a collapse akin to a war economy.
The 2002 coup caused the collapse of oil production from 3 million barrels per day to 25,000,
paralyzing production and triggering the bankruptcy of hundreds of companies.
In the first and second quarters of 2003, the GDP fell 15 percent and 25 percent, respectively.
Altogether, for seven consecutive quarters, the economy, the income per capita, and the international
reserves fell -- all accompanied by a rise of the unemployment rate to 20.7 percent, of the annual
inflation rate to 27.1 percent, and of the interest rate to 22 percent.
But, the third quarter of 2003 ushered the beginning of the fourth and current phase of the Venezuelan
economy in the administration of Hugo Chávez: the recovery. To understand the magnitude of this
recovery, consider the size of the disasters in 2002 and 2003. Today, for example, the gross formation
of fixed capital -- the additional accumulation of capital assets --reaches 24.2 percent of total GDP. In
the middle of the 2003 conspiracies, it fell to 14.0 percent.
WHY IS THE ECONOMY GROWING?
This reinvigoration of the Venezuelan economy is direct -- although nonexclusive -- result of the
increase in oil prices to an average of 57.4 dollars per barrel (Brent blend, December 2005). The
hydrocarbons are -- and will continue to be for years to come -- a pillar of the economy.
Even more significant is the acceleration in the manufacturing industry between early 2003 and the
present. Manufacturing was the sector that grew the fastest in the period, recently surpassing oil GDP
-- for the first time since 1997, starting year of this statistical series at the BCV. The share of
manufacturing in total GDP, which shrunk to 14.7 percent during the "oil sabotage," is now reaching
16.7 percent with a momentum to grow briskly.
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From early 2003, the share of final consumption goods in total imports has gone down from 37.6
percent to 24.2 percent, accompanied by an increase in the acquisition of goods devoted to gross
capital formation from 12.3 percent to 25.7 percent of the total. That is to say, Venezuela has invested
its foreign exchange in purchasing machinery, parts, and equipment that make it possible for the
process of sovereign industrialization to proceed.
Luciano Wexell Severo is a Brazilian economist. This article was originally published in Spanish by
Rebelión on 12 March 2006. The English translation was provided by Julio Huato for MR Zine
From 2002 the economic situation meant that large numbers of people moved from the formal
economy to the informal economy. In Caracas over 1.5m people were classified as such in 2002, and
this have reduced by half over the proceeding 5 years.
The oil income has given the Venezuelan Government the opportunity to pay off its international debt
to the IMF and the World Bank. This was completed in 2007. The President stated:
'With this last payment (to the World Bank), paying off the debt that was almost 3 billion dollars in
1998, I can say to them today that we don't owe a cent of debt either to the International Monetary
Fund or to the World Bank,' he exclaimed.
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Background Information
Hugo Rafael Chávez Frías; born July 28, 1954 is the 53rd and current President of Venezuela. As the
leader of the "Bolivarian Revolution", Chávez is known for his democratic socialist governance, his
promotion of Latin American integration, and his criticism, which he terms anti-imperialism, of
neoliberal globalization and United States foreign policy.
A career military officer, Chávez founded the leftist Fifth Republic Movement after a failed 1992 coup
d'état. Chávez was elected President in 1998 on promises of aiding Venezuela's poor majority, and
reelected in 2000. Domestically, Chávez has launched Bolivarian Missions to combat disease, illiteracy,
malnutrition, poverty, and other social ills. Abroad, Chávez has acted against the Washington Consensus
by supporting alternative models of economic development, and has advocated cooperation among the
world's poor nations, especially those in Latin America.
Chávez has been severely criticized, mostly by Venezuela's middle and upper classes. He has been
accused of electoral fraud, severe human rights violations, assaulting democracy in favor of
dictatorship, and political repression, and has survived both a brief 2002 coup and a failed 2004 recall
referendum.
Achievements of President Chavez’s ‘missions’
Oil profits — approximately $25 billion in 2004 — have subsequently allowed the Chávez
administration to inject massive amounts of capital into various new social programs; these take the
guise of the Bolivarian "Missions".
Bolivarian Missions
1. Education
Mission Robinson (launched in July 2003) - uses volunteers to teach reading, writing, and arithmetic to
the more than 1.5 million Venezuelan adults who were at that time illiterate.
On October 28, 2005, Venezuela was officially declared illiteracy-free territory by the UNESCO. A total
of 1,482,543 Venezuelans learned to read and write; they were helped by 128,967 teachers in 136,041
classrooms. Many other governments, heads of states, personalities and organizations praised this
mission.
There are currently 11,700 Venezuelans registered for the new phase of this mission.
Mission Ribas (launched November 2003) - provides remedial high school level classes to the five
million Venezeulan high school dropouts; named after independence hero José Felix Ribas.
From 2003 to January 2006, the Bolivarian government has helped 885,410 Venezuelans enter this
mission. There are currently 578,668 Venezuelans studying in this mission with the help of 32,167
teachers, 5,177 coordinators at 8,306 school facilities nationwide. There are 32,291 classrooms and
173,834 students have received scholarships.
Mission Sucre (launched in late 2003) - provides free and ongoing basic education courses to the two
million adult Venezuelans who had not completed their elementary-level education.
So far, this program has registered 472,363 high school graduates, 429,215 of which have been assisted
and 318,381 have finished the University Introductory Program. A total of 330,346 high school
graduates have registered in the education programs. Also, the mission has granted 96,412 scholarships
($100) to the poorest students, and it is checking other 2,968 scholarships.
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Likewise, 10,212 teachers work for the education programs and 1,107 university villages are distributed
all around the country. These examples are a proof of the determination and strategy of the State to
cancel a social debt. Also, this program guarantees access to higher education to all Venezuelans.
2. Food and nutrition
Mission Mercal - seeks to provide access to high-quality produce, grains, dairy, and meat at discounted
prices. Seeks to provide Venezuela's poor increased access to nutritious, safe, and organic locally- and
nationally-grown foodstuffs. Seeks also to increase Venezuela's food sovereignty.
This program was created to trade and sell food and other essential products like medicines at
affordable prices. It is worth mentioning that the Ministry of Food’s goal for 2005 was to set up 6,000
sale points; this represents 14,539,300 people benefiting from this program.
Also, 6,004 Soup Kitchens are working; these benefits 900,600 people by giving them free meals. These
meals are given to the poorest sectors of the population. Regarding nutrition and protection, 1,374,312
people living in extreme poverty have benefited from this programme.
3. Healthcare
Mission Barrio Adentro ("Mission Inside the Neighborhood") - a series of initiatives (deployed in three
distinct stages: I, II, and III) to provide free, comprehensive, and high-quality community health care (at
both the primary (Consultorios y Clínicas Populares or clinics) and secondary (hospital) levels) in
addition to preventative medical counsel to the twenty million people that live in Venezuela's medically
underserved and impoverished barrios.
This mission’s general objective is to provide access to health care assistance to 60 percent of the
excluded population through the construction of 8,000 Popular Medical Centers, to provide a doctor to
250 families (1,200 people), to increase the life expectancy rate of the population and to contribute to
the development, growth and ageing with a good standard of life.
Barrio Adentro Mission I has made an important progress in this sense by providing 162,012,583 people
with medical assistance, 14,716,325 people with dental assistance and 3,811,741 people with eye
assistance, by saving 31,063 lives, by giving 375,144 glasses, and by constructing 1,012 medical
centers.
Barrio Adentro Mission II was launched on June 12, 2005. This mission opened 30 Integral Diagnosis
Centers and 30 Integral Rehabilitation Rooms all around the country. These centers have make possible
to perform 3,936,874 lab tests, 535,631 emergency surgeries, 775,690 ultrasounds, 285,415 X-Rays,
324,936 electrocardiograms, 108 operations, 55,499 endoscopies, 1,064,339 rehabilitation treatments.
Also, 200 Integral Diagnosis Centers (CDI, Spanish acronym) and Integral Rehabilitation Rooms (SRI,
Spanish acronym) have been opened during these last months. 103 are already finished and they are in
the endowment phase. 704 are still under construction.
Likewise, Barrio Adentro III Mission is already working. This mission has to do with the strengthening of
the hospital networks all around the country in order to meet the demand of Barrio Adentro II (CDI and
SRI). This project is known as People’s Hospitals since it implies the modernization of hospital centers
with medical and electromechanical equipment.
4. Housing
Mission Hábitat ("Mission Habitat") - has as its goal the construction of thousands of new housing
units for the poor. The program also seeks to develop agreeable and integrated housing zones that
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make available a full range of social services — from education to healthcare — which likens its vision
to that of New Urbanism. Critics have denounced the slow rate of construction (less than 10,000
housing units built over the last six years).
5. Identification
Mission Identidad - Provides Venezuelan national identity cards to facilitate access to the social services
provided by other Missions.
6. Indigenous rights
Mission Guaicaipuro (launched 12 October 2003) - carried out by the Venezuelan Ministry of
Environment and Natural Resources, this program seeks to restore communal land titles and human
rights to Venezuela's numerous indigenous communities, in addition to defending their these rights
against resource and financial speculation by the dominant culture.
This mission’s goal is to restore human rights to numerous indigenous communities. This program was
launched in August 2004 and it has handed over 21 communal land titles to an indigenous population
of 6,769 people.
The government has carried out a total of 61 projects, which represents an amount of more than 2
million dollars. The national government has financed 32 projects for a total of 600,000 dollars.
Guaicaipuro Mission represents the restoration of constitutional rights to indigenous people, as well as
economic development, land demarcation, strengthening of their identity, language, education, habitat
and health.
7. Land reform
Mission Zamora provides a comprehensive land expropriation and redistribution program that mainly
benefits poor Venezuelans.
Mission Zamora’s main goal is to hand over land titles to farmers in order to guarantee the food offer
for the have-nots and to bet for social economy and endogenous development. This mission is linked
with Mercal.
Since January 2005, the government has granted 68,528 future land titles. This represents an area of
7,222,880 acres, apart from the 80 awarded titles that represent an area of 87,739 acres. There are 48
Zamora Ranches, representing a total of 56,994 acres.
8. Rural development
Mission Vuelta al Campo ("Return to the Countryside"; announced in mid 2005) - seeks to encourage
impoverished and unemployed urban Venezuelans to willingly return to the countryside
9. Science
Mission Ciencia ("Mission Science") - scheduled to begin in February 2006
10. Socioeconomic transformation
Mission Vuelvan Caras ("Mission Turn Faces") - has as its objective the transformation of the present
Venezuelan economy to one that is oriented towards social, rather than fiscal and remunerative, goals.
It seeks to facilitate increased involvement of ordinary citizens in programs of endogenous and
sustainable social development, emphasizing in particular the involvement of traditionally marginalized
or excluded Venezuelan social and economic sectors, including those participating in Venezuela's
significant "informal" economy. The mission's ultimate goal, according to Hugo Chávez, is to foster an
economy that brings "a quality and dignified life for all".
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Vuelvan Caras Mission’s goal is to provide vocational training for work. People graduating from
different missions must gradually incorporate into the country’s economic production process and this
is fulfilled through Vuelvan Caras Mission. This program represents the claiming for our knowledge and
our creating potential and it serves the transformation of the socioeconomic model proposed by the
government of the Bolivarian Republic of Venezuela.
Since January 2004, 6,814 cooperatives have been shaped, 130 Endogenous Development Centers are
working, and there are 5,627 financed cooperatives and 264,720 graduates. The funds for these
cooperatives amount to $ 423,914.
ALBA
The Chavez administration proposed the Bolivarian Alternative for Latin America (ALBA) as a means of
integrating the Latin American economy. The basic concept of this agreement is that trade should be
based on comparative advantage, economic cooperation, hemispheric consensus and democratic
principles not on the needs of a handful of transnational corporations or the interests of one dominant
country.
More than that, ALBA is meant to counter the hegemony of US-dominated trading blocs. It is designed
to extend the concept of the Bolivarian social missions internationally and, contrary to the basic
structure of neoliberalism that denies the provision of basic services, would in fact insist on it.
Under this initiative in April 2006 - Bolivia, Cuba and Venezuela signed a three-way trade agreement
aimed at countering US influence in Latin America.
Eye Treatment
Working together with Cuba (who provided the medical skills) Chavez has funded eye treatment for
people across the Caribbean.
The joint Cuban-Venezuelan plan, covering people from all Latin America and the Caribbean, offers to
treat 600,000 people a year over the next 10 years.
Oil
Recently, 13 Caribbean governments signed the PetroCaribe accord, which supplies them with 185,700
barrels of Venezuelan oil daily and defers payments for 30 per cent of the imports for 15 years at an
interest rate of 2 per cent a year, the rate decreasing in proportion to the increase in the oil price on the
world market.
Chavez has also offered the islands a $50m grant for social programmes.
He is drawing up plans to provide cheap heating oil to poor communities in the U.S. after meeting with
Rev. Jesse Jackson in Caracas in August 2005. High oil prices have left many poor US citizens with
inadequate heating during cold winters.
More than 180 thousand homes and shelters (760 thousand people), have received heating fuel with a
40 percent discount. More than 400 elderly homes and homeless shelters also benefited from this
program. In this case, they received heating fuel totally free of charge.
So far eight states have benefited from this initiative: New York, Massachusetts, Delaware, Vermont,
Connecticut, Pennsylvania, Maine and Rhode Island.
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Media in Venezuela
The media in Venezuela has freedom of expression
Out of 180 newspapers 95% oppose the current administration
There are 5 private TV stations all of which oppose President Chavez.
There is one publicly owned TV station – Channel 8 – which has existed for 30 years.
Human Rights in Venezuela: The State Department’s 2005 Report
A recent report by the U.S. State Department provides information challenging the idea that
human rights problems are widespread under the Chavez Administration in Venezuela. International
media coverage of these issues often focuses on alleged human rights problems both regarding
long-term structural issues (such as prison reform, an endemic problem present long before the
present administration) and more recent accusations by government opponents regarding freedom
of press and political persecution. The following statements are taken directly from the U.S. State
Department’s 2005 Human Rights Report and address a number of areas relating to human rights
in Venezuela:
Political Freedoms
“The law provides for freedom of assembly, and the government generally respected this right in
practice.”
“There were no reports of politically motivated disappearances;”
“The government or its agents were not accused of committing any politically motivated killings;”
“…no deaths resulted from security force intervention in antigovernment demonstrations.”
Freedom of Press
“…print and electronic media were independent…”
Controversial charges against journalists, especially one high profile case defamation case against El
Universal, were dismissed by the Supreme Tribunal of Justice.
Education & Academic Freedom
“There were no government restrictions on the Internet or academic freedom.”
“…professional and academic associations indicated they generally operated without
interference…”
Government ministries “ran educational programs to reincorporate school dropouts and adults into
the educational system.”
“The government also provided free adult educational and technical training through the Barrio
Adentro Mission Program.”
Elections
“The law provides citizens with the right to change their government peacefully, and citizens
exercised this right through periodic elections held on the basis of universal suffrage.”
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“The government cooperated with international governmental organizations and permitted visits by
OAS representatives.”
Human Trafficking
“The government assisted with international investigations of trafficking.”
“In July authorities assisted in the repatriation of three Colombian victims of trafficking.”
“In January the Ministry of Foreign Affairs hosted the OAS and the International Organization for
Migration for the antitrafficking workshops to raise public awareness of the problem.”
“The government provided trafficking victims with psychological and physical examinations.”
Labor
“The law stipulates that the work week may not exceed 44 hours. Managers are prohibited from
obligating employees to work additional time, and workers have the right to weekly time away from
work. Overtime may not exceed 2 hours daily, 10 hours weekly, or 100 hours annually, and may not
be paid at a rate less than time-and-one-half. The ministry effectively enforced these standards in
the formal sector.”
“The law protects children from exploitation in the workplace. The Ministry of Labor and the
National Institute for Minors enforced child labor policies effectively in the formal sector of the
economy.”
“The law protects children from exploitation in the workplace. The Ministry of Labor and the
National Institute for Minors effectively in the formal sector of the economy…”
Replacement workers were not permitted during legal strikes.
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GLA Information: Annex C – Documents produced to prepare for visits
Venezuela Briefing
1
Country profile
2
Developments in Venezuela since the last Presidential election
3
Achievements of President Chavez’s Bolivarian ‘Missions’
4
Background to co-operation agreement
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1. Country Profile
Area: 916,445 sq km
Population: 26.6 million (2005 estimate)
Capital City: Caracas (greater Caracas population 5 million)
People: Mestizo (67%), Caucasian (21%), Black (10%), Indigenous (2%). Colombians form the
largest expatriate community (1.6million)
Language: Spanish
Religion(s): Roman Catholic
Currency: Bolivar
Major political parties: Hugo Chávez’s Partido Socialista Unido de Venezuela (PSUV) is a
broad based pro-Government unity party comprising his previous party Movimiento Quinta
República (MVR) and some representatives from Patria Para Todos (PPT), Podemos and other
smaller parties. The main opposition parties are: Un Nuevo Tiempo, Acción Democrática (AD),
the Comité de Organización Política Electoral Independiente, (COPEI), Movimiento al
Socialismo (MAS), Primero Justicia (Justice First), Proyecto Venezuela. The opposition parties
withdrew from the last elections for the National Assembly so are not represented in
parliament.
Government: Federal Republic comprising 22 States, one Federal District and 72 islands which
are Federal Dependencies. The executive dominates the other four branches of government:
the legislature, the Consejo Moral Republicano (CMR, Moral Republican Council), the judiciary
and the Consejo Nacional Electoral (CNE, the National Electoral Council).
Legislature: The 1999 Constitution established a unicameral legisture. The National Assembly
consists of 177 deputies.
Head of State: President Hugo Chávez-Frías
Foreign Minister: Nicolas Maduro
Membership of international groupings/organisations:UN, OPEC, ALADI (the Latin
American Integration Association), IMF, the World Bank, the Inter-American Development
Bank, the Organisation of American States, Mercosur, Association of Caribbean States, South
American Community of Nations (SACN) G77, G15.
Economy
GDP: US$ 118 billion (2005)
GDP per head: US$ 4,600 (2005)
Annual Growth: -9.2% (2003), 17.3% (2004), 9% (2005), 9.6 (est 2006)
Inflation: 27% 2003; 19% (2004), 14.4% (2005), 14.9% (Dec 2006)
Major Industries: Oil, Gas, Telecoms, Consumer Goods, Mining, Agriculture
Major trading partners: United States, Colombia, Brazil, Cuba, Japan, China
Venezuela is a country of vast economic potential. The petroleum sector dominates the
economy, accounting for 50% of central government revenue and 70% of exports. It has the
world’s largest conventional oil reserves outside the Middle East. The economy has
experienced ten consecutive quarters of sustained high growth, due in large part to high public
spending and private consumption, fuelled by high oil prices and historically low interest rates
(maintained at 14% - Dec 06). Venezuela's current account is well in surplus. Central bank
reserves stand at 28.9 billion USD (Jan 2006). International reserves at the Central Bank
totalled US$34.7bn in October 2006. Debt is around 40% of GDP. The national currency, the
Bolivar, is pegged to the US$. Price controls are in place for many key items.
2. Developments in Venezuela since the last Presidential election
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2.1 Chavez Re-election - A Mandate For Continuing Change
At Venezuela's presidential election on 3 December, Hugo Chavez received 63% of the vote
with main opponent Manuel Rosales on 37%.
The election saw the greatest ever number of votes cast in a presidential election in Venezuelan
history. The turnout of 75% was the highest for 18 years. Since Chavez was first elected
participation in presidential elections has risen from 7 to 11.6 million votes.
The number of absolute votes received by Chavez in Presidential elections has increased from
3.6 million in 1998 to 7.3 million votes in 2006 – a doubling of his vote.
This increased democratic legitimacy was indicated in a poll in December by Latinobarometro (a
respected Latin America think-tank) surveying support for democracy in Latin America. This
showed that over the eight years since Chavez was first elected president, the percentage of
citizens satisfied with their democracy increased more in Venezuela than any other country,
from 32% to 57%. Venezuela topped the poll in a number of areas.
2.2 New Policy Announcements – Extending Democracy, Social Justice and International CoOperation
Constitutional Reforms
Venezuela is set to have a national debate and referendum on proposed constitutional reforms
that include a strengthening of Community Councils, the shortening of the working week to six
hours a day and the limit of the number of times a person can run for President removed.
Re-nationalisations
In January, the Venezuelan government announced plans to:
a) renationalise Venezuela’s largest electric utility Electricidad de Caracas [EDC] and
the telecommunications company CANTV, privatised under previous governments
as part of financial arrangements with the IMF.
b) ensure a majority stake for the government in exploration of four heavy crude oil
sites in the oil rich Orinoco basin by 1 May 2007. The government’s minority stake
with private companies in current ventures in this region -- including with Chevron,
Exxon Mobile and BP-- will become a majority stake and the private companies are
invited to continue as minority partners.
These re-nationalisations of the electricity and telecommunications companies are now
underway. Compensation is being paid and the interests of small/employee shareholders
protected.
On February 8, the Venezuela’s state owned oil company, PDVSA, agreed to purchase a
majority stake in EDC. The agreement was formalized in a memorandum of understanding with
AES, the U.S.-based company that currently owned 82.14% of EDC
Additionally, the government and the New York-based Verizon Communications Inc. have
signed a memorandum of understanding for the government’s purchase of the company’s stake
in CANTV.
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Community Councils
David Velasquez, Minister for Popular Participation, announced recently that 25,000 Communal
Councils have been established. President Chavez has referred to the Councils as an “explosion
of popular power” and they are central to the government’s concept of participatory
democracy. Velasquez added that the aim is to have 50,000 Community Councils established by
the end of this year and that the state has earmarked 6 billion Bolivars (US$2.5 million) for
local projects to be implemented and administered by the Councils.
International solidarity
The government has continued to promote Latin American integration as a way of dealing with
the problems of poverty affecting large sections in the region. Since December a number of
agreements have been signed with the recently elected governments in Ecuador and Nicaragua,
including the provision of discounted energy resources, which are expected to reduce poverty
significantly. Venezuela is also assisting with new measures to expand health and education in
these countries and others such as Bolivia.
On 24 December, Joseph P. Kennedy II, a former member of Congress from Massachusetts
explained in an article in the Boston Globe the benefits to poor and vulnerable US citizens of
the cheap oil provided by Hugo Chavez.
(http://www.boston.com/news/globe/editorial_opinion/oped/articles/2006/12/24/yes_oil_
from_venezuela/)
Other
• Chavez has also called for a constitutional amendment to strip the autonomy of the
Central Bank.
• Chavez has said he would like to see a constitutional amendment to remove the twoterm limit on Presidents.
2.3 Media distortions since the elections: the Enabling Legislation and RCTV
Since his re-election a large amount of press coverage has sought to portray Chavez as
following an anti-democratic path, in particular for the passing of Enabling Laws -- allowing
him to enact legislation -- and for the government decision not to renew the license of TV
company RCTV when it expires in May. The coverage is inaccurate.
Enabling Laws – Rule by decree
In order to facilitate the rapid implementation Chavez electoral mandate, the National Assembly
has granted the President the power to enact legislation directly in 11 areas of government for
the next 12 months.
Contrary to some media coverage, these Enabling Laws have strict boundaries and are in line
with both the Venezuelan constitution and historical precedence.
Article 236 (8) of the Venezuelan Constitution allows Enabling Laws to be passed, and any
legislation passed by the President using these powers must be in line with the constitution.
Further, the President can only issue ‘law-decrees’ in the specific areas agreed by the National
Assembly (with a 3/5ths majority) and for the time limit it imposes. Some of the laws also need to
be submitted to the Supreme Court, which vets the law for its constitutionality.
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Article 74 of the constitution allows for any of the law-decrees issued by the President to be
reversed by referenda if at least 5 per cent of registered voters request one (800,000 out of 16
million registered voters).
It is the eighth time since the re-establishment of democracy in 1958 that the Venezuelan
President has been empowered to enact legislation. In the past these powers were used to take
important decisions about Venezuela’s direction, without an outcry from Washington and the
international media. Examples include:
•
•
•
1974, the Venezuelan Congress gave President Carlos Andres Perez the right to `rule by
decree’ on a number of economic matters, which he used to pass new regulations on a
minimum wage increase, freezing the market price of ‘necessary’ goods, on taxes and
pensions, and to establish new state institutions, including the National Institute of
Housing and an Industrial Development Fund.
1984, Congress gave authority to the President Jaime Lusinchi, to deal with the country's
financial crisis by decree, via an exchange rate scheme.
1993, interim President Ramon Jose Velasquez used special ‘decree’ powers on matters of
the country's debt and to reform the financial system.
Even U.S. diplomat, Thomas Shannon, noted that the Enabling Law that “It's something valid
under the constitution,” said Shannon, the assistant secretary of state for Western Hemisphere
affairs. “As with any tool of democracy, it depends how it is used,'' he added. “At the end of
the day, it's not a question for the United States or for other countries, but for Venezuela.”
RCTV:
Another issue which has received much hostile press coverage is the decision not to renew the
license of the RCTV television station.
Contrary to some reports, the station was not closed down and is now broadcasting on cable
television. The government’s broadcasting concession was not renewed in line with public
regulation legislation, which is common to all democracies.
The government based this decision on RCTV’s lack of cooperation with tax laws over a number
of years, its failure to pay fines issued by the telecommunications commission, and its refusal to
abide by laws prohibiting incitation to political violence.
Specifically, RCTV played a key role in the April 2002 illegal coup d’etat against President
Chávez. As shown in one of the scenes of the documentary ‘The Revolution Will Not be
Televised’, the morning after the military coup against Chavez a number of journalists and
military plotters boast of their joint role in it. They cite how they made “Chavez stay in the
country ... then we activated the plan" to get the people on the street and, when things
reached their peak, to "activate the army." In this exchange, one conspirator says, for this: "I
must thank Venevision and RCTV."
In its place, press reports indicate that the license will go to (a number of) community based
stations, increasing grassroots participation in the media in Venezuela.
It is also important to recognise the private media in Venezuela is overwhelmingly anti-Chavez,
so there is no question of suppressing different voices. The anti-Chavez private media consists
of five privately owned major television channels, and nine out of the ten major newspapers
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available. The five private television networks control over 90 percent of the market. As early as
1999, 95 percent of the media was anti-Chávez.
2.4 Chavez calls for a new united socialist party
Following his election victory Chavez called for all the parties who supported him in his election to
unite into one party which he suggested could be called the United Socialist party of Venezuela.
At the 2006 election, Chavez was supported by 24 parties. His own party the ‘Movement For A
Fifth Republic’ provided him with 41.7% of the 63% he won for president; 15% came from
PODEMOS – the party for social democracy, the Communist party of Venezuela and Fatherland for
All; whilst the remaining 7% came from a number of small parties. It is these parties that Chavez
wants to unite.
To date over five million people have joined the party and Movemento Fifth Republic has been
dissolved.
Media misrepresentation claims this single party evidence of a shift to a one party state, but
opposition parties will still exist and contest elections, as will pro-Chavez parties that decide to not
to joint the new party.
2.5 Petrocaribe Unites The Caribbean
Petrocaribe is a Caribbean oil alliance launched in 2005 with Venezuela to purchase oil on
conditions of preferential payment, aiming at energy integration of the region as part of moves
towards closer economic, political and social co-operation, as part of Venezuela’s project to
work with other nations to turn Latin America and the Caribbean into a big bloc within the
framework of an emerging multipolar world.
The payment system allows for nations to buy oil on market value but only a certain amount is
needed up front; the remainder can be paid through a 25 year financing agreement on 1%
interest, allowing Caribbean nations to purchase up to 185,000 barrels of oil per day on these
terms. In addition it allows for nations to pay part of the cost with other products provided to
Venezuela, such as bananas, rice, and sugar. Dominican President Leonel Fernandez, for
example, has said his country hopes to begin an exchange program offering hotel and tourism
training to visiting Venezuelans.
PetroCaribe only deals with state controlled entities, meaning that the agreement eliminates all
intermediaries, reducing corruption and other inefficiencies to help economic and social
development. So far, Caribbean countries have already financed nearly $1 billion in fuel
purchases, and due to interest as low as 1%, have seen savings of $450 million.
At a summit held on 11 August 2007, the agreement was extended to 15 nations, with
Nicaragua and Haiti becoming the latest nations to join. Speaking at the summit, Hugo Chavez
pledged to meet Caribbean nations' oil needs for years to come, and urged the region to unite
and become less reliant on the US, saying: "If we truly unite ... the grandchildren of our
grandchildren will have no energy problems." Explaining the thinking behind the agreement he
added, "Venezuela puts this oil wealth at the disposition of our peoples of the Caribbean. It
belongs to all of us."
74
2.6 Ongoing US Threats Against Venezuelan Sovereignty
Despite the clear democratic mandate Chavez received in December, the Bush Administration
has continued to express its hostility.
On 18 January, CIA director General Michael Hayden, told the Intelligence Committee of the
House of Representatives that George W Bush had ordered the CIA to `pay more attention’ to the
activities of Hugo Chavez.
On January 30, US Deputy Secretary of State John Negroponte told a Senate Committee that
Chavez's behaviour “is threatening democracies in the region”, adding he did “not think [Chavez]
has been a constructive force in the hemisphere.”
And on 7 February, US Secretary of State Condoleezza Rice, at the Foreign Affairs Committee
of the House of Representatives, said, “the Venezuelan President is actually destroying his
country both economically and politically.”
2.7 Presidential Term limits
The Venezuelan parliament has given initial approval to reforms proposed by President Chavez,
including an end to presidential term limits. The proposals still require a final endorsement by
parliament and must then be put to a referendum. The constitutional reforms would also
increase presidential control over the central bank. Current rules mean Mr Chavez must step
down when his term ends in 2012.
75
3. Achievements of President Chavez’s Bolivarian ‘missions’
Oil profits — approximately $25 billion in 2004 — have subsequently allowed the Chávez
administration to inject massive amounts of capital into various new social programs; these take
the guise of the Bolivarian "Missions".
Bolivarian Missions
1. Education
Mission Robinson (launched in July 2003) - uses volunteers to teach reading, writing, and
arithmetic to the more than 1.5 million Venezuelan adults who were at that time illiterate.
On October 28, 2005, Venezuela was officially declared illiteracy-free territory by the UNESCO.
A total of 1,482,543 Venezuelans learned to read and write; they were helped by 128,967
teachers in 136,041 classrooms. Many other governments, heads of states, personalities and
organizations praised this mission.
There are currently 11,700 Venezuelans registered for the new phase of this mission.
Mission Ribas (launched November 2003) - provides remedial high school level classes to the
five million Venezeulan high school dropouts; named after independence hero José Felix Ribas.
From 2003 to January 2006, the Bolivarian government has helped 885,410 Venezuelans enter
this mission. There are currently 578,668 Venezuelans studying in this mission with the help of
32,167 teachers, 5,177 coordinators at 8,306 school facilities nationwide. There are 32,291
classrooms and 173,834 students have received scholarships.
Mission Sucre (launched in late 2003) - provides free and ongoing basic education courses to
the two million adult Venezuelans who had not completed their elementary-level education.
So far, this programme has registered 472,363 high school graduates, 429,215 of which have
been assisted and 318,381 have finished the University Introductory Programme. A total of
330,346 high school graduates have registered in the education programmes. Also, the mission
has granted 96,412 scholarships ($100) to the poorest students, and it is checking other 2,968
scholarships.
Likewise, 10,212 teachers work for the education programs and 1,107 university villages are
distributed all around the country. These examples are a proof of the determination and
strategy of the State to cancel a social debt. Also, this programme guarantees access to higher
education to all Venezuelans.
2. Food and nutrition
Mission Mercal - seeks to provide access to high-quality produce, grains, dairy, and meat at
discounted prices. Seeks to provide Venezuela's poor increased access to nutritious, safe, and
organic locally- and nationally-grown foodstuffs. Seeks also to increase Venezuela's food
sovereignty.
This programme was created to trade and sell food and other essential products like medicines
at affordable prices. It is worth mentioning that the Ministry of Food’s goal for 2005 was to set
up 6,000 sale points; this represents 14,539,300 people benefiting from this programme.
Also, 6,004 Soup Kitchens are working; these benefits 900,600 people by giving them free
meals. These meals are given to the poorest sectors of the population. Regarding nutrition and
protection, 1,374,312 people living in extreme poverty have benefited from this programme.
76
3. Healthcare
Mission Barrio Adentro ("Mission Inside the Neighbourhood") - a series of initiatives to provide
free, comprehensive, and high-quality community health care (at both the primary
(Consultorios y Clínicas Populares or clinics) and secondary (hospital) levels) in addition to
preventative medical counsel to the twenty million people that live in Venezuela's medically
underserved and impoverished barrios.
This mission’s general objective is to provide access to health care assistance to 60 percent of
the excluded population through the construction of 8,000 Popular Medical Centers, to provide
a doctor to 250 families (1,200 people), to increase the life expectancy rate of the population
and to contribute to the development, growth and ageing with a good standard of life.
Barrio Adentro Mission I has made an important progress in this sense by providing
162,012,583 people with medical assistance, 14,716,325 people with dental assistance and
3,811,741 people with eye assistance, by saving 31,063 lives, by giving 375,144 glasses, and by
constructing 1,012 medical centres.
Barrio Adentro Mission II was launched on June 12, 2005. This mission opened 30 Integral
Diagnosis Centres and 30 Integral Rehabilitation Rooms all around the country. These centrs
have make possible to perform 3,936,874 lab tests, 535,631 emergency surgeries, 775,690
ultrasounds, 285,415 X-Rays, 324,936 electrocardiograms, 108 operations, 55,499
endoscopies, 1,064,339 rehabilitation treatments.
Also, 200 Integral Diagnosis Centres (CDI, Spanish acronym) and Integral Rehabilitation Rooms
(SRI, Spanish acronym) have been opened during these last months. 103 are already finished
and they are in the endowment phase. 704 are still under construction.
Likewise, Barrio Adentro III Mission is already working. This mission has to do with the
strengthening of the hospital networks all around the country in order to meet the demand of
Barrio Adentro II (CDI and SRI). This project is known as People’s Hospitals since it implies the
modernization of hospital centres with medical and electromechanical equipment.
4. Housing
Mission Hábitat ("Mission Habitat") - has as its goal the construction of thousands of new
housing units for the poor. The programme also seeks to develop agreeable and integrated
housing zones that make available a full range of social services — from education to
healthcare. Critics have denounced the slow rate of construction (less than 10,000 housing
units built over the last six years).
5. Identification
Mission Identidad - Provides Venezuelan national identity cards to facilitate access to the social
services provided by other Missions.
6. Indigenous rights
Mission Guaicaipuro (launched 12 October 2003) - carried out by the Venezuelan Ministry of
Environment and Natural Resources, this program seeks to restore communal land titles and
human rights to Venezuela's numerous indigenous communities, in addition to defending their
these rights against resource and financial speculation by the dominant culture.
77
This mission’s goal is to restore human rights to numerous indigenous communities. This
program was launched in August 2004 and it has handed over 21 communal land titles to an
indigenous population of 6,769 people.
The government has carried out a total of 61 projects, which represents an amount of more
than 2 million dollars. The national government has financed 32 projects for a total of 600,000
dollars. Guaicaipuro Mission represents the restoration of constitutional rights to indigenous
people, as well as economic development, land demarcation, strengthening of their identity,
language, education, habitat and health.
7. Land reform
Mission Zamora provides a comprehensive land expropriation and redistribution program that
mainly benefits poor Venezuelans.
Mission Zamora’s main goal is to hand over land titles to farmers in order to guarantee the food
offer for the have-nots and to bet for social economy and endogenous development. This
mission is linked with Mercal.
Since January 2005, the government has granted 68,528 future land titles. This represents an
area of 7,222,880 acres, apart from the 80 awarded titles that represent an area of 87,739
acres. There are 48 Zamora Ranches, representing a total of 56,994 acres.
8. Rural development
Mission Vuelta al Campo ("Return to the Countryside"; announced in mid 2005) - seeks to
encourage impoverished and unemployed urban Venezuelans to willingly return to the
countryside
9. Socioeconomic transformation
Mission Vuelvan Caras ("Mission Turn Faces") - has as its objective the transformation of the
present Venezuelan economy to one that is oriented towards social, rather than fiscal and
remunerative, goals. It seeks to facilitate increased involvement of ordinary citizens in programs
of endogenous and sustainable social development, emphasizing in particular the involvement
of traditionally marginalized or excluded Venezuelan social and economic sectors, including
those participating in Venezuela's significant "informal" economy. The mission's ultimate goal,
according to Hugo Chávez, is to foster an economy that brings "a quality and dignified life for
all".
Vuelvan Caras Mission’s goal is to provide vocational training for work. People graduating from
different missions must gradually incorporate into the country’s economic production process
and this is fulfilled through Vuelvan Caras Mission. This program represents the claiming for our
knowledge and our creating potential and it serves the transformation of the socioeconomic
model proposed by the government of the Bolivarian Republic of Venezuela.
Since January 2004, 6,814 cooperatives have been shaped, 130 Endogenous Development
Centers are working, and there are 5,627 financed cooperatives and 264,720 graduates. The
funds for these cooperatives amount to $ 423,914.
ALBA
The Chavez administration proposed the Bolivarian Alternative the Americas (ALBA) as a means
of integrating the Latin American economy. The basic concept of this agreement is that trade
78
should be based on comparative advantage, economic cooperation, hemispheric consensus and
democratic principles not on the needs of a handful of transnational corporations or the
interests of one dominant country.
More than that, ALBA is meant to counter the hegemony of US-dominated trading blocs. It is
designed to extend the concept of the Bolivarian social missions internationally and, contrary to
the basic structure of neoliberalism that denies the provision of basic services, would in fact
insist on it.
Under this initiative in April 2006 - Bolivia, Cuba and Venezuela signed a three-way trade
agreement aimed at countering US influence in Latin America.
Eye Treatment
Working together with Cuba (who provided the medical skills) Chavez has funded eye
treatment for people across the Caribbean. The joint Cuban-Venezuelan plan, covering people
from all Latin America and the Caribbean, offers to treat 600,000 people a year over the next
10 years.
Oil
Recently, 13 Caribbean governments signed the PetroCaribe accord, which supplies them with
185,700 barrels of Venezuelan oil daily and defers payments for 30 per cent of the imports for
15 years at an interest rate of 2 per cent a year, the rate decreasing in proportion to the
increase in the oil price on the world market.
Chavez has also offered the islands a $50m grant for social programmes.
He is drawing up plans to provide cheap heating oil to poor communities in the U.S. after
meeting with Rev. Jesse Jackson in Caracas in August 2005. High oil prices have left many poor
US citizens with inadequate heating during cold winters.
More than 180 thousand homes and shelters (760 thousand people), have received heating
fuel with a 40 percent discount. More than 400 elderly homes and homeless shelters also
benefited from this programme. In this case, they received heating fuel totally free of charge.
So far eight states have benefited from this initiative: New York, Massachusetts, Delaware,
Vermont, Connecticut, Pennsylvania, Maine and Rhode Island.
Media in Venezuela
The media in Venezuela has freedom of expression
Out of 180 newspapers 95% oppose the current administration
There are 5 private TV stations all of which oppose President Chavez.
There is one publicly owned TV station – Channel 8 – which has existed for 30 years.
79
4.
Background to Co-operation Agreement
4.1 An Agreement between Petroleos de Venezuela S.A. (PDVSA) and the Greater London
Authority was signed by the Mayor, Peter Hendy, Commissioner – Transport for London (TfL)
and Alejandro Granados – Vice President of Refining PDVSA on 20 February 2007. The scheme
went live with a soft launch on 10 August 2007.
4.2 Under the agreement, the energy funding contribution from PDVSA to TfL would be a cash
payment equivalent to 20 per cent of the cost fuel incurred by London Bus Operators (the
Energy Funding Contribution). At current prices this is estimated to be around £12 million a
year.
4.3 The Energy Funding Contribution would operate on a yearly basis and will be used by TfL
for the provision of discounted bus and tram travel at a rate of 50% from the “Oyster Pay as
You Go” and “Bus Pass Season Ticket” prices published by TfL to recipients of Income Support
resident within Greater London who are not otherwise eligible for any discounted travel or
other travel concession on public passenger transport services for which TfL is responsible.
4.4 The main groups who receive income support are:
•
•
•
•
Lone parents;
The long and short term sick;
People with disabilities; and
Other special groups for example, students who are either a lone parent or disabled or
carers of the sick and disabled.
4.5 It is expected that around 250,000 people would be eligible for this concession.
4.6 TfL shall provide to PDVSA and the Bolivarian Republic of Venezuela the Technical Advice
consistent with TfL’s statutory duties in the following areas:
•
•
•
•
•
•
The integration of different transport systems
Traffic management
Management of the bus network
Management of the Underground
The regulation and operation of taxis
Passenger safety and security
4.7 Potential areas in which the GLA will engage in cooperation to exchange best practice
include: marketing and promotion strategies for major cities, promotion of tourism including
the Miranda Museum, planning, housing, environment, waste disposal, community safety,
transport, sanitation, waste management, river management, security and community
monitoring, techniques for the education and enabling of adults, women’s rights and equality.
Other areas of cooperation are to be evaluated.
4.8 Officers will meet their opposite numbers in Venezuela to develop these programmes of
cooperation.
Experts from Venezuela will also be invited to London to form their own view of where
cooperation will be most helpful and to discuss with their opposite numbers areas of
80
cooperation. Cooperation can take the form of technical assistance or exchange of best
practice.
4.9 A number of trips have been undertaken in recent months to establish areas of cooperation in transport between London and Venezuela. This culminated in the trip by Peter
Hendy in June. The conclusion of Peter Hendy was that the main areas of assistance were:
To assist with the creation of a organisational structure in Caracas capable of delivering the
necessary transport improvements in an integrated manner
To assist in the development of bus priority - there are no bus lanes in the city (or in
Venezuela), although they will begin construction of a segregated busway soon
To assist with the implementation of a urban traffic signal control centre
To assist with improving intermodal interchange between the metro and other modes
To advice on major highway improvements required to improve traffic flow.
In late September delegates from organisations within Venezuela will travel to London to
review the approaches London has adopted in the above areas. This will be followed by a
number of visits from TfL officials.
81
82
Environment May 2007
PA to Head of Environment
Sue Lovemore / Althea Dahl
(job share)
Head of Environment
Shirley Rodrigues
C40 Officer
Oliver Haugen
Biodiversity, AW & Noise
Waste
AQ, Energy &
Climate Change
Mitigation
Climate Change
Adaptation &
Water
Strategy Manager
Andrew Jones
Strategy Manager
Wayne Hubbard
Strategy Manager
Andy Deacon
Strategy Manager
Climate Change &
Water
Alex Nickson
Principal
Policy Officer
(Biodiversity)
John Archer
Senior Policy
Officer
(Biodiversity)
Mike Waite
Senior Policy
Officer
(Biodiversity)
Richard
Barnes
Principal
Policy Officer
(Biodiversity)
Ian Yarham
Senior Policy
Officer
(Animal
Welfare)
Job share
Natasha
Fuchs /
Sally
Hamilton
Principal
Policy Officer
(Noise)
Max Dixon
Senior Policy
Officer
(Noise)
Alan
Bloomfield
Principal
Policy Officer
- Waste
Strategy
Development
Judy
Henderson *
Principal
Policy Officer
- Waste
Strategy
Principal
Policy Officer
- Waste
Management
Pete Daw
Implementation
vacant
Senior Policy
Officer
(Waste)
Doug
Simpson
Senior Policy
Officer
(Waste)
Kizzian
Owen
Policy Officer
(Waste)
Julie Oram
Fran Evans
(job share)
Reycle for
London
x 2 posts
1) Ellie
Russell
Senior Policy
Officer
(Waste)
Andy
Richmond
Senior Policy
Officer
(Waste)
Sophie
Easteal
Senior Policy
Officer
(Biodiversity)
Jan Hewlett
* Maternity cover for Katherine Higgins
** Replaces Matthew Chell who is on secondment
visiodocument
C40 Manager
Simon Reddy
LHP Project
Manager
Danny
Pizaro
London
Hydrogen
Partnership
Manager
Zoe
Jennings
83
LEP
Project
Manager
Paula
Kirk
Principal
Policy Officer
(Climate
Change &
Energy)
Syed Ahmed
Senior Policy
Officer
(Climate
Change &
Energy)
Job share
Tim Brooks
London
Energy
Partnership
Manager
vacant
LEP Project
Manager
Suzanne
Le Miere
Principal
Policy Officer
(Air Quality)
Sarah Legge
Senior Policy
Officer
(Air Quality)
Lucy Parkin
Principal
Policy Officer
(Water)
David
Hutchinson
Water
Strategy
Officer
(EA
secondee)
Natasha
Glennon
Senior Policy
Officer
(Air Quality)
David
Vowles
Principal Policy
Officer (Climate
Change & Energy)
(new)
Senior Policy Officer
(Climate Change &
Energy)
(new)
Principal
Policy Officer
Sustainable
Design &
Construction
(new)
London
Climate
Change
Partnership
Manager
Andrew
Tucker **
Partnerships,
Projects &
Performance
Partnerships,
Projects &
Performance
Co-ordinator
Annette
Figueiredo
Senior Policy
Officer (PPP)
Liz Charter
Data
Manager
Julius Mattai
84
85
TfL Information
Budget Committee: Information Required on Energy Funding
Contribution and Co-Operation Agreement with Venezuela
Information required from Peter Hendy, Commissioner, Transport for
London (Appendix B of Budget Committee invite 19.10.07)
1.1
Regarding work in or for Venezuela
i)
Records of visits made to Venezuela by TfL employees or
contractors since the agreement was made
There have been two visits to Venezuela since the agreement was made:
1.
The Commissioner’s Chief of Staff visited Caracas 3 – 7 June (2 days
travel, 3 working days) to prepare for the Commissioner’s visit
2.
Peter Hendy visited Caracas 20 – 24 June (2 days travel, 3 working
days) to view transport conditions and proposed schemes, and to meet with
transport officials from local, city and national government. The Commissioner
was accompanied on this trip by the following staff from Transport for London:
Commissioner’s Chief of Staff, Director of News, and a Press Officer (a
Spanish speaker).
ii)
Full itineraries and schedules of those visits
The itineraries of both the visits referred to above will be supplied to the
Budget Committee by the Greater London Authority.
iii)
All records of meetings and other business activities that took
place on those visits
The majority of both visits was spent touring Caracas with transport officers,
looking at schemes and problems. There were two inter-institutional meetings
of the transport group; the agreed record will be provided when it is available.
The document ‘Presentaciones en materia de Planificacion Urbana y
Transporte en el Area Metropolitana de Caracas’ (250 pages, Spanish)
includes the 7 presentations given at the 22 June meeting and is available
should the Committee require it.
iv)
Documents containing plans for future activity by or on behalf of
TfL to fulfil this agreement
The result of the Commissioner’s visit to Venezuela was the ‘Report of
Commissioner for Transport for London: Areas of Co-operation in Transport
between London and Venezuela’ which prioritises the areas of future activity
(Appendix 1).
86
TfL Information
v)
Documents containing details of evaluation work and
measurement of impact so far undertaken or planned for the advice
provided under this agreement
The agreement is at too early a stage to evaluate the impact of advice given.
1.2
Regarding the London travel discount
i)
Figures on the number of people claiming the discount including
any breakdowns of the take-up for example by area or type of claimant
The scheme was launched on 20 August 2007. By 27 October, after nearly
ten weeks of operation, 47,000 applications for photocards had been
received. More recent provisional data indicates take-up is in excess of
50,000. Some 4,000 new applications are currently being made each week. A
breakdown of applications and numbers claiming income support by London
Borough is given in Table 1. TfL did not request and does not hold any further
breakdown of applicants.
ii)
Figures on the number of journeys made and tickets purchased
using the discount including any available breakdowns such as by
destination, mode, and time
In the four weeks to 13 October, an average of 46,000 bus and tram journeys
(less than 1% on trams) were made each day using Discount Bus and Tram
Passes. 19,000 bus and tram journeys were made using discounted pay as
you go fares.
Over the same period 43,775 seven day and 674 monthly Discount Bus and
Tram Passes were purchased.
iii)
The current expectations for future take-up in number of
claimants and journeys, including how many additional journeys due to
the lower cost of discounted travel are now expected to be made and
what percentage of the bus network usage this represents
The operation of the discount scheme is at too early a stage to be able to
provide accurate information on expectations for future take-up in number of
claimants and journeys.
It is not known how many additional bus and tram journeys are being made by
photocard holders as a result of the discount and it will never be possible to
determine this precisely.
iv)
Details of work so far undertaken and planned to promote take-up
and awareness of the discount
Publicity for the scheme commenced on 20 August 2007 with colour page
advertisements appearing in the London editions of some national
87
TfL Information
newspapers and full page advertisement appearing in disability and ethnic
press. Inserts were placed in over 1 million London magazines and posters
were also used.
Radio advertising ran on radio Heart, Kiss, Islam Radio, Spectrum, Capital,
Sunrise, and Choice FM between August and October and advertisements
have also been shown on TV screens in Post Offices.
Face-to-face leafleting has also been carried out.
Advertising activity is now scaling down but a further round of activity is
scheduled for January. Take-up of the scheme is currently being monitored
and future promotion will be reviewed and revised as necessary in the light of
this.
v)
Details of work so far undertaken and planned with Jobcentre
Plus and the Post Office including any staff training
TfL maintains regular contacts with Jobcentre Plus. TfL has provided
Jobcentre Plus with leaflets explaining the scheme, enabling them to pass this
information on to claimants.
TfL has also provided briefing notes for the scheme to the Post Office which
they have used to compile guidance for staff in Post Office branches. The
Post Office has also provided a help line for their staff to provide answers to
any queries that arise in dealing with claimants. The manual for staff will be
updated and further information provided to the helpline as experience is
gained with the scheme.
88
TfL Information
Request for Financial Information under Section 110 of the GLA Act,
19.10.07 Annex
1.1
Regarding work in or for Venezuela
i)
All costs of visits to Venezuela by TfL employees or contractors
since the agreement was made, including: travel; accommodation;
expenses; insurance; costs of staff time spent on the visit and preparing
for it; costs of additional services or work required to cover for absent
staff; other goods or services for the visit; any other costs.
Travel costs
5 return flights to Caracas:
£13,550
Costs of accommodation
The costs of accommodation:
£3,069
Expenses
The expenses claimed
£1,117
Insurance
No insurance in addition to the TfL standard overseas cover was taken out for
the trip.
Costs of staff time spent on visit and preparing for the trips
On the basis of a total of 6 days preparation and 25 days in Venezuela:
£19,500
Costs of additional services or work required to cover for absent staff
No additional services were required as the insignificant time away did not
warrant the arrangement of cover. The Commissioner was in contact with his
office for the entire time he was away.
Other goods or services for the visit
None
Any other costs
Cost of translating documents sent from Venezuela prior to the visit: £2,218
ii)
All costs of any other activities undertaken or commissioned by
TfL to fulfil the agreement
In September a delegation of 12 people from Caracas visited London for a
week to look at both strategic planning and technical aspects of TfL's work,
covering the priority areas set out in the Commissioner’s report following his
visit. The total cost to TfL was £16,595, of which £11,874 was on translating
and £4,721 on travel and two meals for the party. The translating cost
represented the time of two translators working for 5 days providing
simultaneous translations (and the necessary equipment) and the translation
of 11 presentations for the visit. As part of a reciprocal arrangement,
89
TfL Information
simultaneous translations were provided for TfL’s visits to Caracas at no
expense to TfL. The programme for the Venezuelan delegations visit is
attached (Appendix 2)
iii)
Anticipated costs of any future activities to be undertaken or
commissioned by TfL to fulfil the agreement
A 12 month lease on an office in Caracas was completed at the end of July.
The anticipated associated costs are as follows:
Office set up costs Including legal costs and IT for office:
£22,290
Running costs for 12 months (including rent, service charge):
£35,200
(The GLA will contribute up to £15,000 towards these costs.)
Office staff (one full-time and one part-time), estimate:
£42,000
As part of the next stage in the provision of technical advice as part of the
Energy Funding Agreement, it is envisaged that staff from TfL will visit
Caracas for short periods (e.g. 5 days) to offer more in-depth advice on the
priority areas identified. The estimated costs of these visits are estimated at
£4,000 per person per trip.
1.2
Regarding the London travel discount
i)
The costs so far and current projections of the lost revenue (MF to
update)
By 27 October an estimated £0.97m had been received from the sales of
discounted half-fare Bus and Tram Passes and discounted bus Pay As You
Go journeys. At full adult prices, the same travel would have cost £1.94m, i.e.
twice the £0.97m. The reduction in fares revenue will have been less than
£0.97m, if it is assumed that part of the discounted travel made has been
generated by the scheme.
Operational costs of additional journeys
These are not considered to be material. No additional services are being
operated to cater for any additional journeys which cardholders may be
making.
Costs of promoting the discount
Publicity for the scheme commenced on 20 August 2007 and, to date, about
£600k has been spent on media advertising, which is reclaimable from the
diesel subsidy.
Costs of administering and implementing the discount
Producing and distributing photocards and application forms, paying the Post
Office for issuing the photocards and additional back office activity in
developing systems and data capture has cost around £250,000 to date. The
full first year cost of these activities is projected as £650,000, which is
reclaimable under the agreement.
90
TfL Information
Overall it is believed that the total costs of the scheme, including revenue
foregone, marketing and administration, will be broadly as originally projected
at up to £15m.
91
TfL Information
Table 1: Percentage of Bus and Tram discount scheme applicants by
Borough
Total
Income
Support
Claimants
Photocard
applications
by 25/10/07
16,690
3,035
160
30
Hackney
18,390
3,102
Ealing
14,080
2,291
Lambeth
18,690
2,815
Islington
15,690
2,384
Newham
18,340
2,547
Wandsworth
Waltham
Forest
Hounslow
11,005
1,546
12,535
1,656
9,755
1,298
Brent
15,040
2,111
Enfield
15,515
2,213
9,325
1,155
9,935
1,344
14,865
1,725
9,885
1,218
Tower Hamlets
15,775
1,835
Southwark
17,880
2,089
Barnet
11,985
1,457
Merton
5,635
606
14,570
1,610
Haringey
City of London
Hillingdon
Hammersmith
and Fulham
Croydon
Redbridge
Greenwich
Harrow
7,020
824
Camden
13,395
1,575
Westminster
Barking and
Dagenham
Richmond
upon Thames
Lewisham
Kensington
and Chelsea
Sutton
Kingston upon
Thames
Bromley
11,515
1,260
11,155
1,241
3,750
387
15,915
1,652
7,025
679
5,090
413
3,560
311
8,595
622
Bexley
6,630
457
Havering
6,760
403
376,155
47,891
Total
IS claimant numbers as at August 2006
Majority of IS claimants on incapacity benefits not in scope as already getting Freedom Pass
92
TfL Information: Appendix 1
REPORT OF COMMMISSIONER FOR TRANSPORT FOR LONDON
Areas of Co-operation in Transport between London and
Venezuela
1.
Introduction
1.1 I visited Venezuela on 20-24 June 2007, as Commissioner of Transport
for London (TfL).
1.2 During the visit I had the opportunity to view a number of transport
projects and meet experts from various national, regional and local
transport bodies. I was impressed by their ability and dedication and this
was reflected in the innovative ideas and projects which were being
discussed.
1.3 This report summarises my conclusions from the trip with regard to the
possible areas of co-operation within the framework of the London –
Venezuela Cooperation Agreement.
1.4 On 22 June, a high level meeting was convened, which was attended by
high-level representation of the transport organisations. The object of the
meeting was to discuss areas where London could assist through
expertise and advice.
1.5 On the basis of the presentations given at this meeting, at which the
organisations identified their priorities for technical assistance, and my
discussions and visits to sites of various transport proposals I identified
the following five priority areas for TfL to provide technical advice during
the first year of the Cooperation agreement:
•
•
•
•
•
Metropolitan Transport Plan and Organisation
Traffic Signal Control Centre*
Bus Interchanges and Terminals*
Bus Priority*
Major Highway Improvements
*These three areas to be subject to of a technical delegation from
Venezuela in September 2007.
1.6 I will address each of these in turn and also identify some additional
areas where co-operation could be considered.
93
2.
Metropolitan Transport Plan and Organisation
2.1 Almost all of the organisations represented at the meeting stated that the
development of a metropolitan transport plan for Caracas was a top
priority.
2.2 Our own experience, and that of other major cities, indicates that it is
essential that any transport plan is developed in conjunction with an
integrated land use planning strategy for the wider Caracas area. If
housing and employment objectives are to be achieved, then transport
proposals must be developed in parallel to provide adequate access and
capacity to those areas earmarked for expansion.
2.3 Currently, a number of organisations at different levels are progressing
land use and transport plans independently of one another. This makes
it difficult to establish strategic priorities for the wider Caracas area, and
consequently, to deliver those projects that best meet these priorities.
This will result in piecemeal implementation of projects, with a lack of
integration between modes and organisations.
2.4 In order to give greater clarity in this area I would recommend that a
single organisation to assume sole responsibility for managing the
development and implementation of a long-term land use and transport
plan. This body would be responsible for establishing priorities (following
consultation with all relevant parties), agreeing business cases,
allocating funding and managing interactions between the different
organisations. TfL can advise on the structure of this body if required.
2.5 The main functions of this body would include:
•
Develop a long term development and land use plan for wider
Caracas;
•
Develop a long term transport plan consistent with this
development plan;
•
Establish a prioritised transport implementation plan including
timelines for action;
•
Develop a transport investment plan to cover funding over the
period in question; and
•
Co-ordinate the organisations responsible for implementation of the
plan.
2.6 The last point in very important, as a crucial role will be to ensure that
the projects are developed in a compatible way and that the maximum
benefit is obtained from major upgrades to the transport system.
2.7 The body responsible for the long-term transport plan will require
sufficient expertise across a range of technical areas, including: land use
planning, transport planning, project management and financial
management in order for it to successfully meet its objectives. It also
requires sufficient financial resources in order to develop the long-term
transport plan and to fund the projects contained within it.
94
2.8 London has considerable experience in the development of planning (the
London Plan) and transport strategies (Mayor’s Transport Strategy).
Furthermore, Transport for London is currently implementing a US$25
billion investment programme to deliver the projects contained in the
Transport Strategy. Transport for London can provide advice on
developing a transport plan for Caracas and in the establishment of the
functions necessary to manage project delivery if required.
3.
Traffic Signal Control Centre
3.1 Car use in Caracas has increased rapidly in recent years. This has led
to the inevitable growth in congestion, with even short journeys taking
some considerable time by both car and bus. The dense urban
development in the centre of the city and in many other areas means
that road building to ease congestion is not a practical solution. In these
areas other measures will be required to make the best possible use of
existing roads to improve traffic flow and reduce congestion.
3.2 Effective use of traffic signals is crucial to achieve this. Currently, most
of the 500 plus traffic signals in Caracas operate independently of one
another and do not have the capability to adjust their timings according
to changes in traffic flow. Integrated traffic signal systems were
installed in Libertador and Chacao in the late 1990s, although, these
only cover a small number of signals and the technology adopted is now
out of date. This means that their ability to deal with existing traffic
levels is severely limited.
3.3 Both Libertador and Sucre identified the development of an urban traffic
signal control system as a top priority for the London-Venezuela
Cooperation Agreement. Furthermore, in their presentation to the
transport and planning group INMETRA stressed the importance of real
time traffic information as part of an integrated system. A good urban
traffic control system will optimise the signal timings, which will reduce
congestion and at the same time give greater pedestrian crossing
opportunities.
3.4 Libertador have already undertaken a feasibility study to identify the
requirements for such a system. Sucre are also keen to implement a
system in their area but are at an earlier stage in the development
process.
3.5 Transport for London is responsible for all of London’s 4600 traffic
signals, which are managed through the London Traffic Control Centre.
As part of the London-Venezuela Cooperation Agreement Transport for
London will advise the relevant authorities on the development,
implementation and management of urban traffic control systems.
3.6 I would propose that in the first instance technical representatives of
Sucre, Libertador and INMETRA visit London to assimilate information
95
on the urban traffic control system adopted in London. If it would prove
helpful this will be followed a visit to Caracas by experts from Transport
for London to review the proposals to be developed.
4.
Bus Interchanges and Terminals
4.1 A number of organisations stated that there was an urgent need to
improve public transport interchanges, and in particular the co-ordination
between the metro system and the bus network. The main priorities put
forward were:
•
A new bus terminal integrated with the metro at Petare (Mun.
Sucre)
•
A new bus terminal integrated with the proposed metro station at
Guerenas (Municipal Plaza)
•
Construction of a bus terminal at Rio Tuy (INMETRA)
4.2 During the course of my visit other interchange proposals were also
discussed, and these will be considered on an ongoing basis as part of
the London-Venezuela Co-operation Agreement.
Petare
4.3 The area around Petare metro station exhibits high levels of pedestrian
flow (more than 12,000 in the peak hour) and a high volume of traffic.
This results in severe congestion and safety problems. These problems
are further amplified by the fact that the carriageway is used as a waiting
area for buses and by passengers waiting to board their bus.
4.4 Municipal Sucre have proposed the construction of a bus terminal
adjacent to the metro station on land currently being used by the Metro
as Metrobus workshop. This location is ideal for an interchange of this
type as it will significantly reduce the number of buses waiting on the
street and will improve safety for passengers interchanging between bus
and metro.
4.5 I would strongly recommend that this project is taken forward and that
discussions between Metro de Caracas and Municipal Sucre are
established in relation to relocating the Metrobus workshop. Transport
for London will work with Municipal Sucre to advise on the development
of the scheme.
Guaranes
4.6 An extension of the Metro to Guarenas and Guatire is currently being
planned with a view to be operational by 2012. It is essential that the
planning of this extension adequately incorporate bus/metro
interchanges at the key locations. If this is not the case then the buses
will be forced to wait on the road, which will inevitably lead to an a
reduction in the capacity of the road network and an increase in
congestion. Pedestrian safety will also be compromised. There are
currently no proposals to implement a bus/metro interchange at this
location.
96
4.7 I would recommend that Metro de Caracas work closely with Municipal
Plaza to develop, design and implement intermodal interchanges in this
area. I visited one of the potential locations of a metro station in
Guarenas and consider that an excellent bus/metro interchange could be
constructed at this location.
4.8 Transport for London will work with the Metro and the municipalities to
advise on the design and operation of these interchanges. Similar issues
have also arisen in Guatire and Transport for London would also be
happy to work with Municipal Zamora regarding future bus/metro
interchange improvements in their area.
Rio Tuy
4.9 A number of bus routes (27) currently wait for passengers on the roads
surrounding Plaza Caracas, notably Este 6 and Este 8. This reduces the
available capacity for circulating traffic, leading to increased congestion.
4.10 To solve this problem INMETRA have proposed the reorganisation of the
bus network in this area by the conversion of a former underground car
park within Plaza Caracas to the Rio Tuy bus terminal. All buses
terminating in the area around Plaza Caracas will be required to use this
terminal, which will remove the large number of buses waiting on the
road and provide a more controlled environment for passengers to board
and alight.
4.11 Transport for London will work with INMETRA in the development of this
scheme. If this has not already been undertaken a useful first step
would be to elicit the views of passengers to these proposals. This will
help establish the requirements of the scheme and ensure that the
proposals best meet the needs of the users.
4.12 I would propose that the next step is for technical representatives of
Sucre, Libertador and INMETRA to visit London to assimilate information
on the design and operation of public transport interchanges adopted in
London. If it would prove helpful this will be followed a visit to Caracas
by experts from Transport for London to review the proposals to be
developed.
5.
Bus Priority
5.1 From the experience in other cities worldwide, bus priority is shown to be
effective in speeding up bus journeys and in encouraging people to
switch from cars to public transport. Currently, no bus priority schemes
exist in Caracas, although phase 1 of the BusCaracas will soon begin
construction. TfL can offer advice and assistance on future phases of the
project if this is required.
Bus Caracas
97
5.2 During my visit I was able to travel along this route and discuss the
proposals with the engineers responsible for the scheme. I consider this
to be an excellent scheme that has been well thought out and well
designed.
5.3 This scheme is the first of six proposed phases. Design work has yet to
commence on the other phases. However, to ensure that new bus
priority schemes continue to be implemented at a rapid pace I would
advise that funding is provided as soon as possible. This will enable
design work for phase 2 to commence soon after construction begins on
the first phase. Construction of phase 2 could then begin as soon as
phase 1 is operational.
5.4 TfL has produced a report on Bus Caracas which I will send under a
separate cover. TfL can offer further assistance on the detailed issues
raised in this report, but this should not hold up the implementation of
this excellent scheme. TfL can work with Municipal Libertador to assist
on further stages of this project.
Caracas Insugente
5.5 The Metro has demonstrated that a fast, reliable, safe and high quality
public transport system can be successful and is a suitable alternative to
bus and car. The success of Line 1 is clear, but this has led to high
levels of overcrowding. Line 1 is at capacity. The Metro are working on
a number of proposed enhancements, but these will take a number of
years to implement. Improvements to the public transport system on this
corridor need to be in place much more quickly.
5.6 INMETRA is currently undertaking an early feasibility study into a crosscity bus priority scheme (Caracas Insurgente). Two routes are
proposed:
• Route 1 – Catia – Petare, which will provide a trunk route across the
city from East to West.
• Route 2 – Petare – Prados del Este y Cafetal, which follows route 1
until Chacaoito where it runs in a south and south-westerly direction.
5.7 Within Libertador, Route 1 follows two of the proposed extensions to the
Bus Caracas project. Careful consideration needs to be given to how
this scheme is developed and how it can be integrated with other bus
priority schemes being proposed elsewhere.
5.8 Transport for London will work with INMETRA and the municipalities in
the development of such a bus priority plan. It will also share knowledge
on the development of the bus priority programme in London. I would
propose that in the first instance technical representatives of Sucre,
Libertador and INMETRA visit London to review the design and
operation of bus priority in London. If it would prove useful this should
be followed a visit to Caracas by experts from Transport for London to
review the proposals to be developed
98
6.
Major Highway Improvements – Fco. Farajdo
6.1 Within the state of Miranda significant urban development is taking place
and this is planned to continue for the foreseeable future. Serious
congestion currently exists on many of the major roads within the state
and additional development will further increase pressure on the road
network.
6.1
At the transport meeting Miranda State presented a number of highway
options to improve the connection between some of the main urban
centres and to upgrade a number of major intersections.
6.2
Transport for London can offer advice to Miranda State on the options
they are considering if this is needed.
7
Other Areas of Cooperation
7.1
Public Transport Safety
7.1.1 Passenger safety is vital to further encourage the switch from car to
public transport. There are significant opportunities to improve the
level of reassurance and safety on the surface public transport network
through improved policing and technology.
7.1.2 Transport for London has already implemented a package of such
measures, which include:
•
CCTV on 8000 buses
•
CCTV at interchanges
•
Help points at interchanges
•
Communication systems on buses that allow the driver to call for
assistance
7.1.3 Transport for London would be happy to provide advice on these
matters. As an initial step Transport for London will provide details of
the systems in operation in London. Following this TfL can host a visit
to London to fully appraise the technical officers from the authorities in
Caracas of the approach adopted in London.
7.2
Regulation and Enforcement of on-street Parking
7.2.1 On routes where capacity is limited and traffic levels are high,
inappropriate parking reduces the available space for moving traffic,
leading to a significant worsening in congestion.
7.2.2 An effective strategy to deal with this issue is essential. This should
include parking of vehicles, loading and unloading of goods and the
boarding and alighting of bus passengers. The objective of such
regulations is to optimise the traffic flow along the key routes, whilst
meeting the needs of businesses and public transport users. A more
regularised approach to parking, servicing and bus stopping patterns
99
can do this, but the regulations will only be successful if they are
properly enforced.
7.2.3 Transport for London has established such regulatory controls across
the 580 km of roads that it is responsible for. These represent the
busiest roads in London carrying over a third of all traffic in London.
Transport for London enforce these regulations using on-street patrols
employed by the Metropolitan Police Service and cameras managed by
their own staff.
7.2.4 Transport for London will work with the relevant organisations to advise
them on the development of such traffic regulations and mechanisms
for their enforcement. I would propose that in the first instance
technical representatives of Sucre, Libertador and INMETRA visit
London to review the system adopted in London.
7.3
Access to the Barrios
7.3.1 Metro de Caracas is already developing a series of projects, using
unconventional modes, such as cable cars, to link points in the barrios
to the Metro system. The San Agustin cable car is currently under
construction and is expected to be operational by early 2008. Further
locations are being considered, which include: Ciudad Socialista
Camino de Los Indios; Ciudad Mariche; Petare Norte; Petare Sur; El
Guarataro; Macuto-El Ávila; El Valle.
7.3.2 It is essential that the best possible interchange between these
systems and the main public transport system is established. This
should not only consider the linkage to the Metro but also the bus
network. Transport for London can advise the relevant organisations in
the development of such interchanges between these unconventional
modes and the bus and Metro system
7.3.3 Furthermore, improving access to the points of entry to these modes
within the barrios is vital. The Metro and the municipalities need to
work together to investigate measures that could be put in place within
the barrios to help achieve this.
7.4
Mototaxis
7.4.1 In recent years there has been a rapid rise in the number of mototaxis
operating within Caracas. This indicates that there is a demand for
their services. However, concern has been expressed about the safety
of the vehicles and drivers and the location of their ranks.
7.4.2 Transport for London currently licenses over 60,000 cab drivers and
55,000 vehicles. We have recently been through the process of
regulating the previously unregulated minicab trade which involves
35,000 vehicles and drivers and 2,300 companies. This has posed
issues of driver and company integrity, vehicle quality and training.
100
This experience may well have useful lessons for Caracas. Transport
for London will share with the authorities in Venezuela their experience
of this matter and the work that they have undertaken to date.
7.5
Fares
7.5.1 Fares are a critical factor in influencing transport behaviour. An
integrated fare system does not currently exist for the surface transport
system, hence people that need to make several changes have to pay
separately for each leg of the trip. In whether to use public transport
and in the selection of mode and route taken price etc is an important
consideration. People often base their journey on the overall cost
rather than the quickest journey. The pricing structure is further
complicated by the unusual fact that it is more expensive to use buses
than the Metro.
7.5.2 The current structure of the bus industry in Caracas makes the
integration of fares very difficult. However, the further development of
bus priority projects, such as BusCaracas, which make use of feeder
routes, may help to make this possible. In the longer term as these
bus projects begin to develop, Transport for London can advise the
authorities on the development of a more integrated fares structure for
Caracas.
7.6
Other areas
7.6.1 Issues relating to urban realm and environment will be covered as part
of the other strands of cooperation.
8.
Short Term Projects
8.1 The Transport and Planning co-ordination group presented two projects
for implementation over in the short term. These were:
•
Congestion reduction measures along specific public transport
corridors; and
•
Pedestrian safety measures at public transport interchanges
8.2 It is proposed that the congestion reduction measures will be initially
targeted at three locations: Av Fransisco de Miranda (Municipal Sucre),
Av Urdeneta (Municipal Libertador) and Av Baralt (Municipal Libertador).
The measures will comprise:
•
coordination of traffic signals along the route;
•
the creation of marked bus stops and bus shelters along the route;
and
•
enforcement of parking and loading/unloading regulations
8.3 Furthermore, this package of measures will act as a pilot for a further roll
out of these and other measures across the network. For example,
urban traffic control systems, better interchanges and improved
enforcement and the regulation of bus stopping patterns (as stated in the
101
previous sections) should all combine together to improve traffic flow and
reduce congestion.
8.4 It is proposed to implement pedestrian safety measures at four locations:
Redoma de Petare (Municipal Sucre); La California (Municipal Sucre);
Terminal Trapichito (Municipal Plaza) and Terminal Guatire (Municipal
Zamora). The measures proposed include traffic signalling, signing,
guard railing and improvements to the pavements.
8.5 I visited the locations where the proposed congestion reduction and
pedestrian safety measures are to be implemented. These projects are
clearly needed, and when implemented, should help to reduce traffic
congestion along three routes and improve pedestrian safety at five
locations. Transport for London will work with the organisations involved
once funding for these projects has been confirmed
9
Next Steps
9.1 This report highlights a range of areas for joint work, as part of the
London-Venezuela Cooperation Agreement. These are discussed in the
previous sections.
9.2 I am keen to take forward joint work in these areas as a matter of
priority. As a first step, I would like to invite a technical delegation from
Caracas to London to exchange ideas and information with their
counterparts in each of the areas listed above.
9.3 In order to maximise the effectiveness of the technical visit I would
recommend that the size of the delegation is limited to no more than 1012 people, with up to three representatives from MINFRA, Libertador,
Sucre and the Mayor of Caracas. Priority should be given to these
organisations. However, I am sure that further delegations will follow as
other organisations take forward schemes in their areas.
9.4 I would recommend that this visit takes place in the last week of
September,. A detailed itinery will be worked up in advance of the trip,
however, the following areas should be included:
•
•
•
•
•
Day 1 – Overview of transport in London and the development of
transport and planning strategies and plans
Day 2 – Urban Traffic Control Systems and the London Traffic
Control Centre
Day 3 - Bus Priority schemes and design in London
Day 4 – Interchange schemes and design in London
Day 5 – Parking regulations and enforcement/Public Transport
Safety
102
Visit by representatives of the
London-Venezuela
Co-operation Agreement
Week commencing
Monday 24 September 2007
Programme
&
Contact details
103
Names of Guests x 11
Nestor Lopez
Diana Gongora
Jose Menendez
Rafael Argotty
Alexis Moros
Rosa Ocana
Gonzalo Tovar
Coromoto Mirabal
Luis Laplace
Marisela González Tolosa
Álvaro Sánchez
Title
Title
Title
Title
Title
Title
Title
Title
Title
Title
Title
The guests will arrive on Saturday 22 September (Flight LH4726 ) and
will stay at the
Premier Travel Inn
London County Hall
Belvedere Road
London SE1 7PB
Telephone: 0870 238 3300
The party will leave London on Day/Date on
Flight xxxxxxxxx
104
DAY 1
MONDAY 24 SEPTEMBER
09.00
Assemble in Hotel reception
Met by Steve NEWSOME, Head of International &
European Affairs, TfL/Emily HERRERAS-GRIFFITHS,
Press Officer, TfL and escorted to City Hall, Committee
Room 2
10.00
Welcome by Kevin AUSTIN, Head of Transport, GLA
and Sam RICHARDS, Chief of Staff – Office of the
Commissioner, TfL outline of the week’s visit and
London governance and questions
10.30
Outline of the London Plan and questions by Debbie
MCMULLEN, Head of London Plan Team, GLA
11.00
Coffee Break
11.15
Presentation on strategic Transport Planning and related
issues and questions by Elaine SEAGRIFF, Head of
Policy and Strategy, TfL and Mike KEEGAN, Transport
Strategy & Cross Modal Policies Manager, TfL
13.00
Light Lunch
14.00
Depart for private bus tour
16.30
Drop off at Hotel
17.30
Pick up at Hotel
18.00
Official welcome from Peter HENDY, Commissioner for
Transport, TfL
Hot buffet reception at 10th Floor, 55 Broadway, London
Underground Headquarters
19.30
Reception ends
Guests escorted back to Hotel
105
Peter Hendy
Commissioner of Transport
Tranport for London
July 2007
106
DAY 2
TUESDAY 25 SEPTEMBER
09.30
Met by Steve NEWSOME/Emily HERRERASGRIFFITHS and escorted to London Transport Museum,
Covent Garden
10.00
Welcome by Stephen PALMER, Head of Strategy and
Business Planning, TfL, bus priority and outline of the
day
10.20
Presentation on Bus Stop and Bus Garage Infrastructure
by Chris KERSHAW, Head of Infrastructure, TfL
10.40
Coffee Break
11.00
Presentation on i-Bus by Kate MYERS, Technical
Services Group (TSG) Communications Manager, TfL
11.20
Presentation on Selective Vehicle Detection (SVD)by
Tony BOWEN, SVD Planning and Delivery Manager,
TfL
11.40
Presentation on Bus Service Planning by John BARRY,
Head of Network Development, TfL
12.10
Itinerary for afternoon visit by Stephen PALMER, Head of
Strategy and Business Planning, TfL
12.30
Lunch
13.30
Meet and board bus for tour of strategic sights around
London including Stamford Hill Bus Garage and Finsbury
Park Bus and Train station
17.30
Visit ends
107
DAY 3
WEDNESDAY 26 SEPTEMBER
08.30
Met by Steve NEWSOME/Emily HERRERASGRIFFITHS and escorted on bus to 25 Eccleston Place
Boardroom
09.00
Welcome by Phil DAVIES, Director of Traffic
Operations, TfL and the following presentations:
Introduction by Tony EARL, Head of Urban Traffic
Control (UTC), TfL
Outline of Directorate of Traffic Operations by Phil
DAVIES and Steven KEMP, Head of Traffic
Infrastructure, TfL
Red Routes by Steven KEMP
10.30
Coffee Break
10.45
Presentations:
Modern Traffic Signal Control by Tim PIPER, Principal
Traffic Control Engineer, TfL
Urban Traffic Control Strategies by Neil ADAMS, Chief
Engineer – UTC Network Operations, TfL
12.30
Summary and Outline of Site Visit by Tony EARL, Head
of Urban Traffic Control (UTC), TfL and Paul GLOVER,
Development Requirements Manager – UTC Network
Operations, TfL
13.00
Lunch
14.00
Depart for Site visit to London Traffic Control Centre
Viewing Gallery and the following presentations:
Supporting the Network by Jason ROBINSON, Chief
Engineer – UTC Network Operations, TfL
Network Optimisation by Neil ADAMS, Chief Engineer –
UTC Network Operations, TfL
15.00
Refreshments
108
15.30
Presentation on London Traffic Control Centre (LTCC) by
Esmon GEORGE, LTCC Operations Manager, TfL
16.00
Visit ends
109
DAY 4
THURSDAY 27 SEPTEMBER
08.45
Met by Steve NEWSOME/Emily HERRERASGRIFFITHS and escorted to South Bank Room, 19th Floor,
Portland House
09.30
Welcome by John MCNULTY, Interchange Programme
Director, TfL presentation and Question and Answer
11.00
Coffee Break
11.30
Depart for Site Visit to Vauxhall Cross Interchange
12.00
Summary and Outline of Site Visit by John MCNULTY
13.15
Lunch
14.15
Depart for the Jubilee Line Extension (from Victoria
change at Westminster)
15.30
Visit Canada Water and Canning Town stations on the
way to Stratford Station
16.30
Wrap up Question and Answer at Stratford Underground
Station
17.00
Return via DLR, change at Canary Wharf for Jubilee Line
Visit ends
19.00
Met by Steve NEWSOME/Emily HERRERASGRIFFITHS and escorted to National Café, National
Gallery, St Martins Place entrance
19.30
Dinner at National Café
Hosted by Peter HENDY, Commissioner for Transport,
TfL
110
DAY 5
FRIDAY 28 SEPTEMBER
08.45
Met by Steve NEWSOME/Emily HERRERASGRIFFITHS and escorted to 200 Buckingham Palace
Road Conference Room
09.30
Welcome by Jeroen WEIMAR, Director of Transport
Policing and Enforcement, TfL and presentation
10.00
Site Visit to see bus fare evasion operation on Vauxhall
Bridge Road and witness on-street traffic enforcement
operation
11.25
Room 507B, King’s Buildings, Smith Square - Welcome
and refreshments
11.45
Tour of the facility and presentation on technology by
Patrick TROY, Head of Traffic Enforcement, TfL
12.45
Lunch
14.00
Delegation de-brief hosted by Sam RICHARDS, Chief of
Staff – Office of the Commissioner, TfL and Kevin
AUSTIN, Head of Transport, GLA
16.00
Visit ends
111
. r*.B-8
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Finance and Performance
City Hall
The Queen's Walk
More London
London SE1 2AA
Switchboard: 020 7983 4000
Minicom: 020 7983 4157
Web: www.london.gov.uk
Sally Hamwee AM
Deputy Chair of the Budget Committee
Our ref: hamwee021107
London Assembly
City Hall
The Queen's Walk
More London
London SEl 2AA
Date: 2 November 2007
Dear Sally
Energy Funding Contribution and Co-operation Agreement
Thank you for your letter of 19 October 2007.
On 20 February 2007 the Mayor signed the Energy Funding Contribution and Cooperation Agreement. The table below provides a breakdown of expenditure incurred
by t h e GLA from its work on the Agreement in the period since it was signed. There
have been five trips t o Venezuela involving CLA officers since the Agreement was
signed - one in March 2007, two in June 2007, one in September 2007 and one taking
place this week (for which costs have yet t o be recorded).
2W6/07
-wVJJY
Translation services
- _ .-
--2
<.-"
.-
< "
-
*
-"-
Total
m7fW
[a
Total 4
9
5,069
1,170
6,239
2,902
32,560
35,462
-
126
126
7,971
33,856
41,827
- ". -
Travel'&-accommodation
Hospitality
[a
On staff time, it is estimated that CLA officers have spent 60 days of their time on this
work in total a t a cost of approximately 1524,000.
This estimate is based on the number
of days spent by officers in Caracas with some preparatory time also built in.
Direct telephone: 020 7983 4435 Fax: 020 7983 4241 Email: [email protected]
112
In terms of future budget commitments:
TfL is responsible for the office in Caracas. The CLA will contribute up t o f 15,000
per annum towards the running costs of the office
The CLA has allocated £100,000 t o the direct costs arising from this work from its
Project Development Fund. This sum covers both 2006/07 and 2007/08. To date
£62,211 has been spent.
Yours sincerely
/
!
-
Martin Clarke
Executive Director
Cc:
Ian Williamson - Scrutiny Manager
John Barry - Committee Co-ordinator
113

Mayor`s Office - London Assembly

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