WM Franchise. Central and Local Government Building a Strong Alliance. November Moving Britain Ahead. None

Transcription

1 WM Franchise Central and Local Government Building a Strong Alliance Moving Britain Ahead None November 16 1

2 Two sides of WMR engagement 1 WMR and DfT Collaboration November 16 Moving Britain Ahead November 16

3 Examples of WMR and DfT Collaboration WMR and DfT ran a joint public consultation between 15 December 2015 and 22 March 2016 which gathered feedback from over 1800 individuals and organisations. This feedback has been invaluable in informing the development of the specification and to determine what we would ask bidders to provide for in the next West Midlands Franchise. This was summarised in the Stakeholder Briefing Document which was a joint endeavour between WMR and DfT. 2 WMR and DfT Collaboration November 16 Moving Britain Ahead November 16

4 Separable Business Units Map 3 WMR and DfT Collaboration November 16 Moving Britain Ahead November 16

5 Strategic Board Comprises two senior representatives from each of DfT and WMR and an independent chair person appointed by the Strategic Board. The primary mechanism for the collaboration between the DfT and WMR: Seeks to achieve the joint objectives for the 2017 WM Franchise Oversees the creation and operation of the Business Units Oversees franchise management activity and provides appropriate input into the WCSBU concerning rail services in the WMR Area Prepares and approves WMSBU annual business plans Develops and keeps under review investment options in respect of the WMSBU Keeps WMSBU performance under review Reviews proposals for in-life changes to the WMSBU and makes recommendations to SoS 4 WMR and DfT Collaboration November 16 Moving Britain Ahead November 16

6 Franchise Management Structure Designed to be dynamic and to facilitate the development of local leadership of the WMSBU, with responsibilities transferring to WMR incrementally over time. The Strategic Board shall have primary responsibility for the WMSBU and the Secretary of State shall have primary responsibility for the WCSBU. One full-time Business Unit Manager to be provided by DfT and WMR reporting to the DfT Commercial Manager. Every quarter there will be a franchise-wide meeting between the Commercial Manager, the WMR Director and both SBU Managers. 5 WMR and DfT Collaboration November 16 Moving Britain Ahead November 16

7 COFFEE BREAK

8 WMR Rail Investment Strategy Clare Horton, Chair, Officers Group, West Midlands Rail

9 Why do we need a strategy? Existing West Midlands Rail Vision no longer meets required needs No strategy exists for WMR geography Clear need to bring everything together under one umbrella for rail investment

10 Aim of Strategy To create a regional rail vision and 30 year investment strategy Emerging vision: A rail network that drives and supports economic growth by enabling businesses, people and goods to connect efficiently and effectively with each other

11 Scope of Strategy

12 Key Areas of Focus The importance of the region s rail network in supporting local economic growth tourism and local communities Passenger services including HS2 Customer experience Single Network Vision Movement of freight Rail stations Delivery plan for investment/interventions and timescales

13 Strategy Timescales Research, data collection, fact finding 2047 workshop Development of draft strategy Scheme identification & prioritisation November 2016 January 2017 Key stakeholder Rail Summit February 2017 Review of strategy and scheme prioritisation Finalise draft strategy March/April 2017 Public consultation May July 2017 Publish strategy September 2017

14 westmidlandsrail.com Local Enterprise for Local Rail

15 Going Local Lessons for rail policy from London Overground and Merseyrail Lianna Etkind Public Transport Campaigner Campaign for Better Transport Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

16 Campaign for Better Transport Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

17 London Overground Most of it previously Silverlink metro Transferred to Transport for London 2007 Concession let to London Overground Operations Limited (LOROL) Extensions and new lines and stations, some as part of Olympics New trains and station upgrades Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

18 Merseyrail Merseyrail Electrics franchised in 1997, specified by Merseytravel but managed nationally Franchisor function transferred to Merseytravel year franchise by Abellio/Serco with 5 year reviews Revenue risk with operator but 50% profit share Investment in refurbished trains and stations Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

19 High levels of performance PPM: 94.8% LOROL 96% Merseyrail Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

20 Passenger satisfaction Silverlink 65% 2007, LOROL 88% 2016 Merseyrail from Misery Rail to 90% satisfaction Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

21 Increased patronage Merseyrail: 34 million journeys / year (27.8m in 2004) London Overground: 400% rise in passenger numbers since 2007 Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

22 Stations Almost all stations on both networks staffed from first to last trains Stations painted, upgraded, CCTV, real time information, better shelters All Merseyrail stations exceed the Better Stations report recommended standards Perceptions of safety and security improved Reduced suicides Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

23 Accessibility Investment in lifts, ramps etc Disability Equality Training Staffing first to last train Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

24 Lower fare evasion < 2% on London Overground 1.5% on Merseyrail Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

25 So what are the lessons? Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

26 Lessons for the West Midlands Better and more responsive management of contracts Integration with other modes (smartcards, information, buses) Branding and local ownership Local priorities Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

27 Public transport oriented development Link public transport and new development Joint rail/development projects including rail reopenings Use developments to fund rail investment Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

28 Linking with the bus Joined up ticketing Open data Integration between buses and trains Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

29 Conclusion London Overground and Merseyrail are good operations and have improved significantly on what was there before Benefits of local operations and local management of rail contracts Devolution could bring large benefits to users, staff and wider community in West Midlands Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

30 For more information Our vision is a country where communities have affordable transport that improves quality of life and protects the environment

31 Linda McCord Transport Focus

32 Panel Q&A