Public Document Pack
LIVERPOOL CITY REGION COMBINED AUTHORITY
Our Ref: Contact: Colin Moneypenny
Tel: 0151 330 1086
Date: 29 November 2017
To: All Members of the Transport Committee Councillors L Robinson (Chair), G Friel (Deputy Chair), R Abbey, J Bradshaw, A Carr, T Crone, G Cross, K Deakin, J Dodd, G Flatley, S Foulkes, H Howard, A Jones, K McGlashan, P McKinley, V McNeill, N Nicholas, G Philbin, M Rasmussen, K Roberts, L Rowlands, J Stockton, P Thomas, J Williams, J Wolfson and M Wynn
Dear Councillor
You are requested to attend a meeting of the Transport Committee to be held on Thursday, 7 December 2017 at 2.00 pm in the Authority Chamber, Merseytravel Offices, No.1 Mann Island, Liverpool, L3 1BP.
The agenda for the meeting is attached.
Should Members need to declare an interest in any items included on the agenda, forms are obtainable from the Democratic Services Team or in the meeting.
Yours faithfully
Head of Paid Service
Enc.
Transport Committee
7 December 2017
Agenda
1. Apologies for Absence
2. Declarations of Interest
3. Minutes of the Last Meeting 1 – 10
4. Quarter 2 Corporate Plan Performance and Financial 11 - 44 Monitoring Report 2017/18 To consider a report of Merseytravel presenting an overview of the corporate and operational performance of Merseytravel for Quarter 2 and identifying any potential risks to future performance.
5. Mersey Tunnels Update Report - December 2017 45 - 48 To consider a report of Merseytravel providing a summary of key activities within the Mersey Tunnels.
6. Merse y Ferries Update Report 49 - 52 To consider a report of Merseytravel providing a summary of key activities within the Mersey Ferries.
7. LCR Smarter Ticketing Update 53 - 56 To consider a report of Merseytravel providing an update on Smarter Ticketing.
8. Public Question Time Members of the public will be given the opportunity to ask questions which have been submitted in accordance with Meetings Standing Orders No. 11.
A period of 30 minutes will be allocated for this item and copies of valid questions will be circulated at the meeting.
Members of the public who wish to submit questions are asked to contact Democratic Services by either: Email: [email protected] Telephone: 0151 330 1086
In writing: Democratic Services, Merseytravel, No.1 Mann Island, PO Box 1976, Liverpool, L69 3HN
A pro-forma will be supplied which, for this meeting must be returned by 5.00pm on Monday 4 December 2017. In this respect, return details are set out in the pro-forma.
9. Petitions and Statements Members of the public will be given the opportunity to submit a single petition or statement in accordance with Meetings Standing Orders No. 11.
Members of the Public who wish to submit a single petition or statement are asked to contact Democratic Services by either:
Email: [email protected] Telephone: 0151 330 1086 In writing: Democratic Services, Merseytravel, No.1 Mann Island, PO Box 1976, Liverpool, L69 3HN
All petitions and statements for this meeting should be submitted to Merseytravel, using the contact details above, by 5pm on Monday 4 December 2017.
10. Items of Business Containing Exempt Information The press and public may be excluded from the meeting for the following item of business on the grounds that it may involve the likely disclosure of exempt information.
11. Review of Merseytravel Paper Timetables and 57 - 66 Information Outlets To consider a report of Merseytravel concerning proposals to carry out a pilot scheme across St Helens involving the withdrawal of paper based bus and rail timetables leaflets for a 3 month period from January 2018.
12. Any Other Urgent Business Approved by the Chair
This page is intentionally left blank Agenda Item 3
Transport Committee
Transport Committee
2 November 2017
Present: Councillor L Robinson, Chair
Councillors R Abbey, J Bradshaw, A Carr, T Crone, G Cross, K Deakin, J Dodd, S Foulkes, H Howard, A Jones, K McGlashan, P McKinley, V McNeill, N Nicholas, G Philbin, M Rasmussen, K Roberts, L Rowlands, P Thomas, J Williams and J Wolfson
Apologies for absence were submitted by Councillors G Friel, G Flatley, J Stockton and M Wynn
47. Declarations of Interest
Councillor Steve Foulkes declared a non-pecuniary interest in item 4 on the agenda relating to the Long Term Rail Strategy as a member of the Scrutiny Committee of Wirral Borough Council examining one of the potential new Stations referred to in the report.
48. Minutes of the Last Meeting
Resolved that the minutes of the last meeting held on 5 October 2017 be approved as a correct record.
In response to the question raised in the meeting by Councillor Abbey and recorded in Minute 39 with regard to loading times and the use of Walrus Cards, the following answer was noted:-
Bus operators have not reported any problems with boarding times in live operation due to smart tickets on Walrus.
Merseytravel undertakes extensive testing with bus operators upon every release of a new smart ticket product involving all tickets currently in live operation. Testing would indicate an average validation time of 2 to 3 seconds for a smart ticket on a Walrus card. There are
Page 1 Transport Committee
a number of factors that determine the time taken to validate a smart ticket, viz:-
(a) the setup of the Electronic Ticket Machine (ETM) – this is probably the single most important factor in the speed of validation. The operator must keep the ticket machine updated with new software versions released by the supplier and ensure that all Merseyside products are properly configured;
(b) the configuration of the smart product and how it is encoded on the card – this will vary from product to product. The only product with a known issue is the Merseytravel staff pass – this is slower on average on-bus ( 3 to 5 seconds) than other bus products as it needs to also work in the rail environment; and
(c) there is a known problem with the Parkeon ETM (used by Arriva and most small operators) where the very first transaction of the day takes a long time to validate as the ETM loads in the required software modules. Subsequent smart card reads are much quicker as the required modules once loaded are available straight away and until the ETM is powered down at the end of the day.
In order to determine the cause of any boarding delays related to a smart ticket it would be necessary to report the issue to the bus operator straight away for a check to be made of the ETM involved. The bus operator will need to know the ticket product loaded onto the Walrus card (Arriva Weekly, SaveAway, Solo Weekly, Stagecoach MegaRider, Concessionary, etc.); the bus service involved, the boarding location and time. If an ETM (or group of ETMs in a depot) have a particular problem then the bus operator can investigate with the supplier and resolve any underlying problems.
49. Updated Long Term Rail Strategy
The Committee considered a report of Merseytravel concerning the updated Long Term Rail Strategy.
The Head of Rail, Wayne Menzies, provided a summary of the key points addressed in the updated Strategy. It had been conceived when the Strategy was initially adopted in 2014 that it would be subject to regular review
Page 2
Transport Committee
and it had been clear that there had been national and local changes which needed to be reflected in the revised document. He then explained the progress so far made in terms of delivery, the challenging funding environment and the importance of the development of Liverpool Central Station.
Councillor Carr said that a major priority for the City Region was the Port of Liverpool and the continuing development of a cohesive approach to freight traffic where Liverpool was very clearly a national hub. As one of the purposes of HS2 was to move freight traffic on to the West Coast Line his question was, how much of a priority was this now. Wayne Menzies answered that freight and access to the Port remained a key priority as the new line would release much needed capacity on the existing line. There were some challenges of course but for the City Region this remained a major aspiration and discussions with the Department for Transport on the issue were continuing at a very senior level. There was also a need to address the capability of the Port itself.
Councillor Abbey commended the report and referred to the issue of passenger capacity limitations on the existing trains as set out in Appendix One. He believed the additional capacity which would be provided by the new rolling stock was extremely positive news which merited greater focus as it would contribute significantly to meeting the anticipated future growth in demand on the network. In addition Councillor Abbey commented on the need for a shorter term solution to strengthen services on the Wrexham/Bidston line so that there could be a link directly into Liverpool.
Wayne Menzies responded that discussions were ongoing with the Department for Transport and Network Rail about developing the infrastructure on the Merseyrail network and so providing more capacity and trains. As passenger numbers continued to grow there was a need to address a range of associated issues, such as park and ride. With regard to the Wrexham/Bidston line, the long term proposal was for electrification of the line but in the meantime the use of independent motive power (battery power) was being considered. The Chair added that the Mersey/Dee Alliance continued to monitor progress and lobby with regard to this Line as they wished to see major improvements in its services.
Page 3 Transport Committee
Councillor Howard also commended the report but he referred to the indication of a possible new Station at Beechwood and said that there were two Beechwood areas in the City Region, one in Runcorn and one in Birkenhead, and so therefore indications in reports needed to be more precise about which location was being referred to. He also asked for it to be noted that Runcorn East Station was in the City Region and he suggested that the wording in paragraph 3.30 of the report referring to the train services between Liverpool and London should really have “calling at Runcorn” added.
The report was also commended by Councillor Thomas although she believed that issues of access and disability could easily be overlooked when formulating such reports and she asked that careful thought always be given to these issues and their implications. Wayne Menzies confirmed that all issues of accessibility were clear priorities for all of the major rail projects including the new Rolling Stock project and he agreed that the effort should be made to provide more explicit wording for future reports.
Councillor Foulkes referred to the phraseology used in the report to describe the potential for new stations on the network and Wayne Menzies explained how the new station assessment process worked and the criteria used to determine the schemes that carried the most sustainable business cases. The difference between short term and long term schemes lay in the ease with which they could be delivered so a station such as St. James was feasible for delivery in a relatively short space of time but a station at the airport would require a greater level of work at a more complex level in order for there to be a possibility of it being achieved. The Chair added that it was anticipated that a report on the St. James scheme would be presented to the Committee in the near future.
Councillor Rasmussen raised the issue of parking at Liverpool South Parkway which she believed was becoming a significant issue in South Liverpool. The response from Wayne Menzies was that this particular matter and the wider issue of park and ride across the network were acknowledged as very important cross network matters and the park and ride strategy was currently being enhanced. The aim was to acquire land where possible to develop park and ride facilities in appropriate places but this depended upon the right land
Page 4
Transport Committee
becoming available at the right price. Better park and ride facilities were crucial to facilitating growth on the network and to encouraging better and more sustained use of public transport.
Councillor Crone added his support to proposals to develop the freight capacity of the Port and to seek to take freight off the road and on to rail. He referred to the strong case in favour of developing road pricing schemes. Councillor Crone also said he would be pleased if the St. James and Smithdown Station schemes in particular came to fruition.
David Jones, the Rail Development Manager, agreed that road pricing could be beneficial to the rail industry and he re-iterated the intention to bring forward the proposal in relation to St James in the near future. However he noted that the further development work needed would depend on appropriate funding being sourced and such funding was not always guaranteed in the long term. Wayne Menzies agreed and suggested that a significant part of the work in developing new schemes, notably in relation to the further enhancement of Liverpool Central Station, was overcoming the challenges on funding which were becoming increasingly significant and difficult.
On the issue of freight by rail, the Chair outlined his view that transporting goods and freight over long distances by rail was cheaper than doing so by road but to do this much greater capacity needed to be added to the network and this linked very much to the potential developments and benefits that could arise from HS2 and indeed from the Northern Powerhouse Rail concept.
Councillor McGlashan said the report was excellent and the Strategy placed the City Region at an advantage in relation to the Northern Powerhouse rail plans. The City Region was clearly adept at putting schemes together so that it they were ready for submission when Government asked for bids. He also said that the idea of transferring more freight traffic to rail was a good one, although a difficulty was that most freight routes ended in retail parks or close to the road network rather than at the end of a rail track. In terms of park and ride he commented that Huyton Station had recently been upgraded but without any significant car parking arrangement.
Wayne Menzies aqreed that the City Region was well organised in terms of the way in which it set out clear rail
Page 5 Transport Committee
priorities and in its vital close liaison with Transport for the North (TfN) and the funding opportunities that arose through TfN.
The potential future rail link to Skelmersdale servicing Rainford was raised by Councillor Jones. He expressed some reservations about the possible further rail link to Wigan and asked if a frequency of three trains an hour servicing Rainford at least at peak hours could be considered.as the scheme developed. David Jones responded that the scheme was of course at a very early stage of its development but this suggestion could be assessed for feasibility in the course of the engagement meetings being held with West Lancashire Council although there was no guarantee that it would be adopted in the final scheme. No timetable had been fixed at this stage and there were a number of possibilities for how the scheme may develop and be configured including the possible use of battery power.
Councillor Nicholas asked about the resource implications in the report and the suggestion that there were no human resources issues to note. David Jones explained that this was correct in respect of the preparation of this particular report although there would certainly be human resources implications arising from the development of individual schemes and such issues would be reflected in reports that were submitted in future about those schemes.
Councillor McKinley said that the Strategy contained many interesting and positive schemes but he asked that it be remembered in the course of their development that there could be possible disadvantages to some people and communities arising from the impact of a particular scheme. He therefore suggested that careful and continuous communication with the full range of stakeholders needed to be a part of the development process for each scheme. Wayne Menzies acknowledged this as an important point and that although he was aware that Network Rail generally prided itself on how it undertook community engagement, there had been some instances, notably with Maghull North, where this engagement aspect of the process could have been improved upon. However that particular lesson had been learned from that scheme and as a result he believed that the process would be more robust in future.
Page 6
Transport Committee
The Chair thanked everyone for their contributions to the debate. He cited having recently had access to viewing the Liverpool Local Transport Plan for 1972 and that while this was an interesting and historical document, it had to be noted that many of the laudable schemes contained within it had never actually materialised as delivered projects. He contrasted this with the current Long Term Rail Strategy, which although only launched three years ago, had already delivered a significant number of completed schemes and he believed that it was likely many more would be completed in the course of the full Plan.
Councillor Robinson continued that the Strategy had been planned so that it could be reviewed and revised according to changing needs and circumstances and so that the schemes remained contemporary, accurate and deliverable. Of course the delivery of schemes would not always be easy and the development of Liverpool Central was of particular importance but each item would be brought forward for close scrutiny at the appropriate time and the gradual improvement of the network and the services provided would be of major economic benefit to the City Region.
Resolved that the update to the Long Term Rail Strategy, as set out in Appendix 1 to the report submitted to the meeting, be approved for submission to the Combined Authority for its endorsement.
50. High Speed 2: Crewe Hub Consultation Response
The Committee considered a report of Merseytravel concerning the Merseytravel/Liverpool City Region Combined Authority response to the recent High Speed 2 Crewe Hub Consultation exercise of the Government.
Tom Carbery, the Rail Development Advisor, presented the report and outlined its key points around the proposal for an HS2 Hub at Crewe and the robust response provided to the Government expressing concern at the suggestion of splitting both Liverpool HS2 services, the potential hindering of the growth of freight traffic and the potential that the provision of HS2 services to Liverpool via a new direct line would provide for journey times and capacity on the West Coast Main Line (WCML).
Page 7 Transport Committee
Councillor Crone commented that the robust response was justified by the concem that the City Region could be disadvantaged by the current proposals but he also asked if capacity could be increased on the West Coast Main Line by conventional means without the need for HS2.
Tom Carbery responded that there were numerous previous studies that had looked at alternatives but each one had conclusively demonstrated that there was no better way of freeing capacity on the WCML than by the building of HS2. The biggest problem for trains in the UK was the relatively scarce amount of track being required to service many trains traveling at a variety of speeds and a large uplift in investment to provide added capacity was very much needed. The ideal solution would be HS2 linked in to the Northern Powerhouse Rail plans.
Councillor Thomas referred to the growing strength of the visitor economy in the City Region and to how important it was to continued growth to recognise that equality was about ensuring the needs of all people were considered. She said that the “purple pound” provided by disabled people and their families represented a significant economic input to the region and to its transport network so there were clear benefits to making the network fully accessible as well as serious implications arising if it did not do so. She referred to the report and to the paragraph related to equality and diversity implications and she suggested that there clearly would be equality implications arising from all major rail projects and reports should reflect this accordingly.
Tom Carbery accepted this point and said that access would be a key thread as this Project moved forward and that it would be fully reflected in future reports. The Chair also indicated that the wording for this aspect of meeting reports was under review by Directors. .
Councillor Carr referred to the reference in the report to freight traffic not being hindered and he asked how this might be manifested. Tom Carbery explained how this was about choice between passenger and freight services and that the Crewe Hub could provide further passenger services to other parts at the expense of freight services in to Liverpool. Therefore it was important to lobby and show the evidence to demonstrate the importance of freight.
Page 8
Transport Committee
It was then added by Councillor Carr that freight was crucial to the UK post Brexit economy and the Port of Liverpool was positioned to play a major part in this aspect of the economy. Tom Carbery agreed and said it was understood by Merseytravel and the Combined Authority that freight was vital to the future prosperity of the region.
The Chair concluded by thanking the Rail team and Tom Carbery in particular for the excellent job they continued to do in representing the interests of the City Region in the ongoing development of this major rail project.
Resolved that the contents of the report and the submission of the Liverpool City Region response to the consultation by the Government on proposals for a Crewe Hub as part of the planned High Speed 2 network, be noted.
51. Public Question Time
The Chair advised that a number of public questions had been received all relating to the omission of horse riding from the Liverpool City Region Road Safety Strategy 2017 – 20 but that as this Strategy had been considered and approved directly by the LCR Combined Authority at its meeting on 14 July 2017, it had therefore been determined appropriate to re-direct such questions to the meeting of the Combined Authority to be held on 17 November 2017 and to advise the questioners of this referral accordingly.
52. Petitions and Statements
The Committee were advised that no petitions or statements had been received.
53. Any Other Urgent Business Approved by the Chair
The Chair placed on record the best wishes of the Committee to the Director of Corporate Development, Liz Chandler, for a speedy recovery following her recent operation.
CHAIR
Page 9 This page is intentionally left blank Agenda Item 4
LIVERPOOL CITY REGION COMBINED AUTHORITY
To: The Chair and Members of the Transport Committee
Meeting: 7 December 2017
Authority/Authorities Affected: All
EXEMPT/CONFIDENTIAL ITEM: No
REPORT OF THE LEAD OFFICER: TRANSPORT
QUARTER 2 CORPORATE PLAN PERFORMANCE AND FINANCIAL MONITORING REPORT 2017/18
1. PURPOSE OF REPORT
1.1 The purpose of this report is to present an overview of corporate and operational performance of Merseytravel for Quarter 2 (July to September) 2017/18 and provide an indicator to any key risks to future performance during the year.
1.2 The Quarterly Performance Monitoring Report includes the following elements:
(a) performance against the Corporate Plan Priorities for Quarter 2 2017/18;
(b) report performance against the 8 Corporate Key Performance Indicators (KPIs) for Quarter 2 2017/18; and
(c) provides an overview of results of financial monitoring for Quarter 2 2017/18.
2. RECOMMENDATIONS
Members are recommended to note the contents of this report and request further information as appropriate.
3. BACKGROUND
3.1 The 2017/18 Corporate Plan summarises the strategic direction for Merseytravel based on requirements of the Combined Authority, Liverpool City Region priorities and the needs of our stakeholders and customers.
3.2 This report focuses on the second quarter of 2017/18 and summarises delivery and performance against corporate KPIs.
3.3 Merseytravel applies a RAG rating system for the corporate performance reporting processes and an amended rating system has been applied for 2017/18 to add a degree of sophistication. The definition of RAG is:– Page 11 Highly Problematic – Delivery at significant risk OR RED abandoned
AMBER / RED Problematic – Delivery at risk but not significant
AMBER / GREEN Manageable – Delivery at marginal risk
GREEN Well Managed – No risk to delivery OR complete
3.4 A brief narrative is provided along with each rating to provide clarity on the rating and support management decision-making to improve overall performance.
3.5 Corporate KPI Progress Summary - Further detail on the corporate KPIs and performance against these is attached as an Appendix to this report. The table below gives a headline of that data. Where there is more than 1 measure or activity, the average RAG rating (either over 50% or the midpoint between the extremes) has been applied.
PERFORMANCE AGAINST 2017/18 CORPORATE KPIs
3.6 Full details of the data that contributes to the overall progress ratings of the KPIs can be found in Appendix 1. The term “Monitoring Purposes” means data is gathered for comparison or noting as it cannot readily be influenced on a quarterly basis, requiring wider strategic intervention to improve beyond direct Merseytravel control and influence. However, a RAG rating is provided (where appropriate) based on historic data or industry standards to give an indication of the current position.
3.7 For 2017/18, an additional KPI has been added (KPI 8) which outlines the major projects that are being delivered during the period.
Key Performance Overall Comments Indicator Status Q4 Monitoring purposes This data has been rebased to 2012 for the 2017/18 performance cycle and is AMBER/ reported annually. The Benchmark is RPI KPI 1 GREEN +1% and the data show a drop in bus Affordability commercial fares, this is due to the Bus Alliance creating uniformed fares between Arriva and Stagecoach.
Supported Bus Patronage remains Green as there is a managed reduction of AMBER/ Supported Bus Services which is leading KPI 2 GREEN to a reduction in Patronage. Patronage Commercial Bus and Rail data is not yet available for this quarter. Queensway and Kingsway Tunnels saw an increase of traffic throughout on the Page 12 Key Performance Overall Comments Indicator Status Q4 same period of the previous year. Mersey Ferries are showing a 7.1% reduction compared to Q2 2016/17 River Explorer patronage due to failed services throughout the summer.
Reliability of bus services is marginally below target. Merseyrail are slightly below target due to the Open Golf Championship, AMBER / infrastructure related issues, illness and KPI 3 GREEN RMT industrial action which has also Reliability impacted on City Line figures. Ferries had technical failures which have resulted in them not hitting their benchmark figure. Both Tunnels exceeded their targets.
Punctuality of commercial bus is improving. Merseyrail and Northern operated a AMBER / slightly below target due to the KPI 4 GREEN Infrastructure issues, such as signal Punctuality problems, and RMT industrial action. Mersey Tunnels journey times are quicker than the benchmark.
Monitoring purposes The latest annual surveys for bus was Autumn 2016 and Merseyrail services Spring 2017. Merseyrail: there was AMBER not a significant change in the on board KPI 5 /GREEN figures for spring 2017 results since Safety spring 2016 -5% drop, this is a significant change from Autumn 2016 - 9% drop. Violence figures have increased due to staff reporting.
The number of complaints rose slightly this quarter; however responses AMBER / KPI 6 remained on track with 96% of GREEN Customer complaints being responded to within the Comments 21 days target (1,524 out of 1,588).
Page 13 Monitoring purposes There have been no changes to connectivity since Q1. KPI 7 Connectivity to and GREEN The Northern and TransPennine within the City franchises will improve connectivity Region between the LCR and further afield, with improved service provision, journey times and routes; including restoring direct links to Scotland from December 2018.
The Newton-Le-Willow programme is behind schedule impacting the station's completion date. Issues with approvals for designs, changes in methodology for the subway, problems with ground conditions and technical difficulties. Impacting on the KPI 8 AMBER construction start date of the bus Key Strategic Projects /GREEN interchange.
The Walrus project has been experiencing a number of technical issues over the previous reporting period. The request for additional staff is being considered. The other projects remain on schedule.
Page 14 PERFORMANCE AGAINST 2017/18 CORPORATE PRIORITIES
3.8 Directors are accountable for overall delivery of the Priorities. Where there is more than 1 activity supporting the delivery of the Priority, the average RAG rating (either over 50% or the midpoint between the extremes) has been applied. Discussion during the preparation of the quarterly report may also influence the final RAG decision to add a qualitative input. The chart below summarises overall performance against the 5 priorities. The priorities are delivered as a result of the performance of 242 Service Level Activities (SLA). There are 18 SLAs at an Amber/Red or Red status.
2017/18 Q2 Service Level
4.5% 2.9%
14.0% Priorities 1 to 5
242
Service Level Activities
78.5%
Green 190 Amber / Red 11 Amber / Green 34 Red 7
Page 15 Priority 1 Improving connectivity through leading and developing strategic transport initiatives linked to the LCR Growth Plan and wider Regional and National Transport strategies 5 strategic activities: 5 Green
Green
Strategic Activities RAG Updates 1.a Continue to develop the long- Works on these projects are progressing. term rail strategy and progress Construction work is progressing slower further elements of the strategy than anticipated at NLW and the towards delivery including support programme is now several weeks behind of development of Maghull North, schedule. Issues with approvals for Newton-le-Willows and Halton designs, along with the unforeseen Green Curve. problems with ground conditions have impacted on the progress. Reviews are taking place to allow acceleration of the site activities to mitigate the delays experienced.
1.b Lead and support development Discussions with TfN are ongoing. of Transport for North including Significant progress has been made further development of Road, Rail, towards securing a link onto the NPR Freight, Airports and Ticketing on network that will provide for an improved behalf of the LCRCA. HS2 connection between Liverpool and Green London. Options have been developed for a new NPR/HS2 station in Liverpool with engineering and wider area economic impact assessments have been undertaken. Page 16 1.c Manage the delivery of the Local Journeys Strategy approved by Transport Plan for Growth on behalf LCRCA and a members’ workshop is to be of the LCRCA. Green delivered. Reports to TAG are regularly submitted.
1.d Influence the development of LCR continues to engage at officer and national rail franchises for the senior level with Transport for the North benefit of the LCRCA through the and the Department for Transport. LCR promotion of new services on the are represented at Working Group, Green Northern Franchise and by Executive Group and Partnership level in influencing the development of the governance arrangements for the West Coast Mainline franchise programme. services. 1.e Develop a collaborative All Merseytravel tasks have been approach with Halton Council within completed to date as required. However, the LCRCA to river crossing by all collaborative work on this has been Green road, recognising the linkages suspended at present at the request of the between the Mersey Gateway Mersey Gateway Crossing. Crossing and Mersey Tunnels.
Page 17 Priority 2 Deliver a comprehensive Bus Strategy for the City Region as part of a multimodal transport approach 3 strategic activities: 3 Amber/Green
Amber / Green
Strategic Activities RAG Updates 2.a Maximise the benefits of the The Strategic Outline Programme has LCRCA’s devolved powers under been completed and presented to the Bus Services Bill to deliver Merseytravel. Work is ongoing. Amber customer-focussed improvements /Green to the Network and an increase in fare paying passenger growth.
2.b Work with bus operators within There are regular meetings with the Bus the Alliance to ensure that the bus Operators. network and customer offer Amber/Red - Bus Priority Measures is supports the City Region’s current being progressed by AECOM on four and future requirements leading to fronts (1) Traffic Signal Condition Survey; fare paying patronage growth. (2) Bus Priority ITS; (3) Red Route Trial; and (4) Bus Problem Spot Analysis. The Amber scheme is progressing well and on time for /Green delivery by November 2017.
Red – The monthly workstream meetings that are part of this activity that were being held with bus operators via the Bus Alliance are now being managed by the Ticketing Steering Group and its subset of Page 18 forums. 2.c Deliver financial savings within Savings plan agreed and subject to the Supported Bus Network by monthly review meetings. It is currently increasing the number of services too early to confidently report net impacts that can be provided on a of implemented Sefton/Liverpool/Wirral commercial basis. reviews and forthcoming Knowsley review. Bus budget showing a favourable variance in line with the requirement for savings and Amber ahead of budgetary requirements. /Green
Red – Knowsley Network Review: The implementation of the Knowsley Bus Network Review has been delayed and is awaiting agreement from Knowsley Council.
Page 19 Priority 3 Manage and develop a range of transport assets and services including infrastructure, information, the Merseyrail concession, Mersey Tunnels and Ferries 10 strategic activities 6 Green; 4 Amber/Green
Amber/ Green
Strategic Activities RAG Updates 3.a Develop and deliver changes to Amber/Red - The supplier team have tolling that work within the Tunnels recently been on site to review progress of Act to support LCR objectives and the Tolls Refresh and implement further ensures that the collection of tolls is system enhancements. The "back office" undertaken in a safe, effective software is now installed and working well. Amber environment that provides value for Work is also well under way in terms of /Green money and promotes the smooth website development and card payment flow of traffic through the tunnels. devices. Initial testing of lanes has identified a range of issues that require resolving prior to full roll out across the plazas. 3.b Maintain infrastructure assets in Red - Progress has been made during Q2 support of Bus, Rail, Mersey but delivery risks within the set timescales Tunnels, Mersey Ferries and remain. Attractions within a safe and Other support and maintenance continues. Amber sustainable resource and asset The base study for the Wapping Tunnel /Green management framework. line has been completed. The LCR Freight study is being reviewed and its requirements have been incorporated into the LCR LTRS. 3.c Support the transformation of Plans have now been shared with the public services agenda by working Green prospective tenants and it is anticipated with partners to maximise the that they will move into the building at Page 20 benefit of our assets for the benefit Queens Square by Q1 of 2018/19. of the wider public estate. Potential advertising opportunities have arisen and investigations are under way. The lease of Seacombe landing Stage is now agreed and operational with effect from 31 July 2017. There have been a variety of works at No1 Mann Island including LEP relocation, CA Support Team placement and 3rd Floor fit out in advance of sub-letting.
3.d Develop and deliver a long term Naval Architect has been commissioned strategy for the Mersey Ferries and concept drawings have been provided. including sustainable operation of Capital programme in place for 17/18. Green services. Programme Board considering a number of issues.
3.e Maximise the benefits of our A draft Strategic Outline Case for devolution deal with respect to the devolution of rail stations has been devolution of rail stations to identify produced and is presently under review. financial and commercial opportunities associated with Amber Merseyrail network station assets /Green and ensure that the terms of the concession agreement remain relevant to current operations.
3.f Effectively programme-manage The Business Transfer Agreement (BTA) the transformation of the Merseyrail that saw Stadler taking control of Network through the provision of maintenance of the existing fleet took place new rolling stock, and associated Green on the first of October. As a priority there depot and infrastructure are changes to the payment of the Annual improvements. Contract payment that reflects the BTA.
3.g Continue to develop effective The draft Rail Stakeholder Management strategic and operational Strategy and Plan has been given a lower relationships with National bodies level of priority with resources being and stakeholders to maximise targeted towards the Wirral Loop Line opportunities for the LCR and renewals and the Liverpool Lime Street facilitate joint delivery where closure. This will be concluded as soon as appropriate. is practicable. LCR continues to be strongly represented and influential within Amber the JAG/JIRG arrangements for the /Green engineering works and through the Major Events Transport Board (METB) the key stakeholder forum for major planned and disruptive events for LCR.
Amber/Red - Update Strategic Stakeholder Engagement Strategy and delivery plan has been passed to Corporate Page 21 Development for delivery.
3.h Influence the development and Chair of KRN group sits on the LCR Bus delivery of a LCRCA Key Route Alliance Programme Board. LGF3 funding Network strategy and Road Safety earmarked, subject to satisfactory strategy to facilitate multi-modal Business Case Road Safety - approved Green journeys. and adopted by LCRCA. Roll out of strategy led by Merseyside Police, with support from Merseytravel & Districts.
3.i Provide transport advice and Service plans for Ferries, Hubs and affordable transport services and Tunnels are in place and monthly service information to support the area meetings are held in order to update management of the customer and track the progress of elements of the mitigation in support of the Liverpool Service Plan. Joint Rail Investment event City Region Rail Improvement held with NR/Merseyrail/RE at the Programme (17/19), the LCR beginning of July outlining progress to date Green 2017/18 programme of major on £340million rail investment scheduled to events and prepare for significant be completed in 2019. Focus of latest events in 2018/19. Major Events Board have been Open Golf Championship in Sefton and preparations for closure of Lime St Station 30th September - 22nd October.
3.j Ensure that the Merseylink Merseylink services continue to be Service continues to provide delivered in line with expectations. appropriate transport support for Merseytravel review subsumed in a LCR Green vulnerable residents. wide review led by Wirral BC Chief Executive.
Page 22 Priority 4 Develop innovative, inclusive, contemporary and affordable travel initiatives that significantly improve customer experience, including Smart and integrated ticketing within the City Region 5 strategic activities – 3 Amber/Green; 2 Green
Amber /Green
Strategic Activities RAG Updates 4.a Work within the Bus Alliance, rail Red - Comprehensive fares and operators and with TfN to develop and ticketing strategy for the LCR to support deliver an affordable Smarter Ticketing SMART platform rollout has been programme that provides greater deferred due to issues around convenience, choice, flexibility and ownership of the SMART ticketing value for money for customers. programme.
Amber/Red - Given some technical Amber limitations with the ETMs on bus, some /Green of the deliverables have been re- baselined with delivery now planned in early 2018. Work on the portal milestones is currently behind schedule given a lack of technical resource in the IT Team.
Other activities progressing. 4.b Improve and modernise customer Red – Merseytravel website interactions and information provision development: Development of website to enhance the customer experience is ongoing. and align with operator provision to ensure a seamless service to Amber Amber/Red - Design for refurbishment customers. /Green of Queen Square facilities building is complete. No funding available in 17/18 to allow the scheme to progress.
Other activities on track Page 23 4.c Within the context of corporate data Red - Full service sales and marketing management, make better use of CRM tool: Capital funding withdrawn customer information collected, held and in now with Directors for and used across the organisation to Amber consideration of project continuation. evaluate the effectiveness of travel /Green initiatives and target our interventions Other activities progressing well. and marketing accordingly.
4.d Develop an affordable stakeholder All activities progressing and customer centric organisational culture which delivers high customer Green satisfaction and influences the operators to do the same.
4.e Develop an affordable and All activities progressing sustainable concessionary travel scheme for the Liverpool City Region Green Combined Authority.
Page 24 Priority 5 Provide high quality, professional advice to the Liverpool City Region Combined Authority in respect of: i. The transport delivery executive; and ii. The Executive Body function supporting the developing governance arrangements for the LCR 5 strategic activities - 1 Amber/Green, 4 Green
Green
Strategic Activities RAG Updates 5.a Advise the Combined All activities progressing and relevant advice Authority on taking advantage given. of the transport opportunities presented through the City Green Region’s devolution agreement with government.
5.b Supporting the development Activities either ongoing or have been and delivery of effective delivered. Assessed as compliant with the governance and accountability Public Sector Internal Audit Standards for the Combined Authority (PSIAS) in June 2017. CA Scrutiny Officer through Merseytravel’s role as has been appointed (Sue Jarvis). All other Accountable Body and activities delivered satisfactorily. Amber Transport advisory role. /Green Ensuring that this support is Amber/Red – a number of PMO related effective and represents good activities have been identified as value for money for both underperforming due to resource issues. 2 Merseytravel and the CA. members of staff to commence roles in December 2017 which should improve performance. Page 25 5.c Continue to provide Ongoing activity. effective leadership and management of LCR Transport Partnership through the Transport Advisory Group and Green the Transport Plan for Growth operating within agreed terms of reference.
5.d Ensuring that Merseytravel The Pipeline refresh and other activities are and the CA has an effective ongoing. prioritisation framework for allocating resources across transport and other priority Green areas, including those services provide on behalf of the CA by Merseytravel.
5.e Develop centralised Activities ongoing. Evidence and intelligence Green support for TAG.
Page 26 4. FINANCIAL IMPLICATIONS
4.1 The detailed revenue spending financial monitor shown at Appendix 2 contains 6 months employee expenditure, together with 26 weeks creditor and debtor activity. Appendix 3 is a summary of capital spend against the capital programme in 2017/18.
4.2 The following tables show the summarised financial performance against revenue budgets for all operational services and include recharges in respect of support services:
Allowed Budget Spend to Projection Variance Budget to Date Date 2017/18 Underspend/ £’000 £’000 £’000 £’000 (Overspend)
Bus Services 19,260 8,427 6,272 16,762 2,498 Rail Services (inc 1,610 805 11,926 9,538 (7,928) Rolling Stock) Hubs 7,600 3,800 3,189 7,153 447 Concessionary Travel 55,205 11,921 11,921 55,205 0 Corporate 2,747 1,373 1,276 2,503 244 Management 2,147 1,073 940 2,110 37 Policy & LTP 3,529 1,765 1,650 3,400 129 Development 2,131 262 (1,313) 310 1,821 People & Customer 6,077 3,039 25 6,077 0 Devpt Mersey Ferries Corporate Costs Total Expenditure 100,306 32,465 35,886 103,058 (2,752) Funded by: Merseytravel Grant (92,020) (46,010) - (92,020) - from the CA Application of (8,286) (4,143) - (11,038) 2,752 Reserves
Total Income (100,306) (50,153) - (103,058) 2,752
Allowed Budget Spend to Projection Variance Budget to Date Date 2017/18 Underspend/ £’000 £’000 £’000 £’000 (Overspend)
Employees 18,199 9,109 6,540 17,619 580 Premises 5,038 2,688 2,115 4,967 71 Transport 1,198 612 699 1,244 (46) Supplies & Services 86,612 27,602 29,636 91,302 (4,690) Third Party Payments 105,565 52,782 47,463 102,044 3,521 Fees and Charges 17,130 8,565 7,569 17,233 (103) Income (133,436) (68,893) (58,136) (131,351) (2,085)
Total Expenditure 100,306 32,465 35,886 103,058 (2,752)
Page 27 4.3 The favourable variance in respect of employees has arisen as a result of staff slippage. The favourable variance in relation to Mersey Ferries is due £972k being received in year in respect of the Royal Iris insurance claim and income from visitors at the Beatles Story exceeding budget projections. The overspend on Rolling Stock is the result of programmed spend being brought forward from 2018/19. This spend will be funded by the application of reserves.
4.4 Merseytravel manages and operates the Mersey Tunnels on behalf of the Liverpool City Region Combined Authority (LCRCA). The costs incurred in meeting the costs of operation are paid to Merseytravel from the tunnels tolls generated. For 2017/18 an operating grant of £27.74m was agreed by the LCRCA. Spend on Mersey Tunnels at the end of Quarter 2 was £3.9m which is broadly in line with the phased budget for the period.
4.5 The following table summarises spend on Support Services during Quarter 2.
As at the end of Employees Other Income Net Budget Variance Quarter 2 £’000 £’000 £’000 £’000 Profile Underspend £’000 (Overspend) to date
HR & Learning 541 394 (952) (17) - 17 ICT 852 2,102 (2.231) 723 729 6 Finance 441 495 (943) (7) - 7 Legal & 355 561 (820) 96 73 (23) Procurement 161 74 (239) (4) - 4 Internal Audit 3,321 3,118 (6,799) (360) (274) 86 Asset Management Total 5,671 6,124 (9,919) 431 528 97
4.6 Appendix 3 details spend against the capital programme. The value of the 2017/18 capital programme is £79.23m including the rolling stock programme. Spend to date, including commitments, is £60.6.m. Rolling stock commitments account for £49.6m of the total.
5. Human Resources
5.1 Whilst there may be HR issues as a result of the delivery of the Corporate Plan and its Priorities, there are no direct HR implications as a consequence of the delivery of this performance report.
5.2 However, depending on the feedback received, there may be HR issues that may need to be resolved to improve performance.
5.3 Physical Assets
Whilst there may be Physical Asset issues as a result of the delivery of the Corporate Plan and its Priorities, there are no direct Physical Asset implications as a consequence of the delivery of this performance report.
Page 28 5.4 Information Technology
Whilst there may be IT issues as a result of the delivery of the Corporate Plan and its Priorities, there are no direct IT implications as a consequence of the delivery of this performance report.
6. PROGRAMME MANAGEMENT OFFICE (PMO)
Whilst there may be PMO issues as a result of the delivery of the Corporate Plan and its Priorities, there are no direct PMO implications as a consequence of the delivery of this performance report.
7. RISKS AND MITIGATION
7.1 While the report identifies a number of emerging risks to individual service performance, these are being managed within the 2017/18 current budget, service planning process and risk management process.
7.2 There were no identified emerging risks that would require changes to overall budgets for 2017/18 or needed further consideration by the Primary Assurance and Risk Group or Audit and Risk Management Board.
8. EQUALITY AND DIVERSITY IMPLICATIONS
There are no adverse implications arising directly from this report. Any decisions and policies adopted or changed in the discharge of these priorities or activities will each be subject to an Equality Impact Assessment (EIA).
9. COMMUNICATION ISSUES
Communications and Stakeholder issues will be considered as part of the delivery of each of the Corporate Priorities.
10. CONCLUSION
10.1 This report summarises performance in Quarter 2 of 2017/18 against the Corporate Plan Priorities and Key Performance Indicator supporting the application of effective evidence-based management of resources and increased focus on the delivery of corporate priorities.
10.2 Overall, progress is well on track or has been completed during the year, but it should be noted that comparison with previous quarterly performance data shows some areas of delivery taking a slight downward trajectory despite still maintaining good overall performance. Attention to the detailed delivery across all Service Areas is crucial to prevent any slippage.
Page 29 10.3 Where there have been areas of underperformance against key strategic activities, actions have been put in place to address this and are summarised in the responses.
FRANK ROGERS Lead Officer: Transport
Contact Officer(s):- Stephen Littler – Performance Manager, Merseytravel, 0151 330 1184 Katriona Lloyd – Performance Reporting Co-ordinator, Merseytravel, 0151 330 1148 Jason Roberts – Implementation Officer, Merseytravel, 0151 330 1364 Sarah Johnston – Head of Finance, Merseytravel, 0151 330 1015 Jo Sawyer – Corporate Communications Manager, Merseytravel, 0151 330 1129
Appendices: Appendix One – Corporate Plan Key Performance Indicators Appendix Two – Employee expenditure and creditor and debtor activity. Appendix Three – Capital spend against the capital programme in 2017/18
Background Documents: Corporate Plan 2017-18
Page 30 KPI 1: Affordability Page 31 Page KPI 2: Patronage Page 32 Page KPI 3: Reliability
Bus Commercial Bus Supported Rail - Merseyrail Rail - Northern (City Line)
Target (99.5%) Target (99.5%) Benchmark (94%) Target (91%)
98% 97% 98% 98% 93% 97% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 90% 88% Q1 Q2 Q3 Q4
AG AG G AG
AG AG AG AG
Q2 figure of 97.6% (commerical only) has been Q2 figure is for July only. The full Q2 figures will Public Performance Measure Public Performance Measure taken from survey data. be available on the 30th October. (Average of Periods 4-6 2017/18) (Average of Periods 4-6 2017-18) Various issues have impacted performance Performance is below the target set however Page 33 Page resulting in the benchmark not being met. Impacts there has been some improvement in comparison included the Open Golf Championship, to Q1 (87.63%). Infrastructure issues, such as infrastructure related issues, illness on services signal problems, and RMT industrial action have and RMT industrial action. impacted on performance.
Mersey Tunnels: Queensway Mersey Tunnels: Kingsway Mersey Ferries: Commuter & Leisure Benchmark (98%) Target between Target between 85-90% 85-90%
` 100% 100% Q1 Q2 Q3 95% 92% Q1 Q2 Q3 Q4 93% 94% Q1 Q2 Q3 Q4 Q4
G G AR G G AR
Vessel availability is down 4% on previous year, Tunnels closed for no more than 10% of total Tunnels closed for no more than 10% of total currently reviewed root causes to resolve. available operating hours per annum due to available operating hours per annum due to planned/unplanned maintenance work planned/unplanned maintenance work No full closure occurred.
G Green AG Amber / Green AR Amber / Red R Red KPI 4: Punctuality
Bus Commercial Bus Supported Rail - Merseyrail Rail - Northern (City Line) Benchmark (94%) Target (91%)
85% 82% Q1 Q2 Q3 Q4 91% 91% Q1 Q2 Q3 Q4 93% 97% Q1 Q2 Q3 Q4 90% 88% Q1 Q2 Q3 Q4
AR G G AG
AG G AG AG
Q2 figure of 85.2% (commerical only) has been This figure is for July only. The full Q2 figures will Public Performance Measure Public Performance Measure Page 34 Page taken from survey data. be available on the 30th October. (Average of Periods 4-6 2017/18) (Average of Periods 4-6 2017-18) Various issues have impacted performance Performance is below the target set however resulting in the benchmark not being met. Impacts there has been some improvement in comparison included the Open Golf Championship, to Q1 (87.63%). Infrastructure issues, such as infrastructure related issues, illness on services signal problems, and RMT industrial action have and RMT industrial action. impacted on performance.
Mersey Ferries: Commuter Mersey Ferries: Leisure Mersey Tunnels: Queensway Mersey Tunnels: Kingsway Benchmark (95%) Benchmark (95%) Benchmark (05:10) Benchmark (04:55)
99% 99% Q1 Q2 Q3 Q4 94% 94% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
G AG G G G G G
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Liverpool to Liverpool to Birkenhead ► 04:51 04:16 Wallasey ► 04:18 04:46 (mm:ss) (mm:ss) Birkenhead to Wallasey to G Green AG Amber / Green AR Amber / Red R Red Liverpool ◄ 04:44 04:26 Liverpool ◄ 04:36 04:35 (mm:ss) (mm:ss) KPI 5: Safety
Public Transport Customer Satisfaction (Quantitative Survey)
Benchmark Q4 16/17 Q1 17/18 Q2 17/18 Q3 17/18 Q4 17/18 Benchmark RAG / (80%) (Reported) (Reported) (Reported) (Reported) (Reported) Direction Comments The autumn 2017 surveys for bus and rail started in September and will finish in Bus Stops Green ► December. The results will be reported in Q4. 79% No data No data The latest annual surveys for Merseyrail services was spring 2017 and for bus autumn 2016. On the Bus Green ► Merseyrail: there was not a significant change 87% No data No data in the on board figures for spring 2017 results since spring 2016 (5% drop), this is a significant change from Autumn 2016 (9% Rail Stations: Green ► Merseyrail drop). 80% 81% No data Page 35 Page Rail Stations: Green ► Northern 70% No data No data
On the Train: Amber / Green Merseyrail ▼ 84% 75% No data
On the Train: Green ► Northern 80% No data No data
On Bus Incidents For Monitoring Benchmark RAG / Purposes Q2-16/17 Q3- 16/17 Q4-16/17 Q1- 17/18 Q2- 17/18 Direction Comments Data is indexed to the same quarter the Criminal Damage Amber Red ▼ previous year. ▬▬▬▬ The late reporting of issues by depots is 95.2 120.1 142.5 91.3 105.0 causing delays of identifying problems and Anti-social deployment of resources. A new weekly Behaviour Green ► process was introduced to identify issues ▬▬▬▬ 74.0 85.2 54.5 57.6 110.8 quicker. Violence figures have increased due to staff reporting. Violence Against staff Amber Green ► ▬▬▬▬ 90.7 92.3 112.5 130.4 114.3 KPI 6: Customer Comments
Response Times to customers - Q2 2017/18 Comments Resolved within 21 Days: By Service Area All Service Areas
Customer Delivery: Asset Management 88% 99% IT100% - Ferries ► AG AG ▼ AG ► 96 % Resolved within 21 days: 175 Resolved within 21 days: 225 Resolved within 21 days: 2
AG ► Customer Delivery: Legal, Democratic Bus 94% 99% 100% - Hubs Services & Procurement Total comments ► 1524 AG AG ► G ► resolved within 21 days:
Page 36 Page Resolved within 21 days: 473 Resolved within 21 days: 92 Resolved within 21 days: 1 Total comments 64 resolved later than 21 days: Customer Delivery: Corporate Engagement 100% 100% Rail 99% - Smart Ticketing G ► G ► AG ► Resolved within 21 days: 17 Resolved within 21 days: 77 Resolved within 21 days: 165 G Green AR Amber / Red Customer & Customer Delivery: Policy and AG Amber / Green R Red 100% 100% 67% Business Development - Tunnels LTP Development ▲ RAG Improvement on last quarter G ► G ► AR ▼ ► No change in RAG from last quarter Resolved within 21 days: 178 Resolved within 21 days: 117 Resolved within 21 days: 2 ▼ RAG declined since last quarter
Mystery Shopper (Qualitative Survey) Value RAG Comments 100 out of 100 visits completed for Wave 1 2017/18 during July 2017. Visits included rail and bus jour neys, bus stations outside of the travel centre ope ning 100/100 Green ► hours and calls to the new 'customer services' cont act number.
Public Transport Customer Satisfaction (Quantitativ e Survey) RAG Comments Bus Services Annual exercise. Rail Services: The autumn 2017 surveys for bus and rail started in September and will finish in December. The result s will be reported in Q4. Merseyrail The surveys for Merseyrail were carried out in Q4 2 017 and the results published in Q2 2017. Northern City Line The results are used internally to inform service d elivery and in discussions with operators. Ferry and visitor attractions Queensway and Kingsway Tunnels KPI 6:7: CustomerConnectivity Comments Page 37 Page KPI 8: Key Strategic Projects
Q2 2017-18 LGF 1 Rail Projects: Halton Curve RAG Amber / Green ⇩⇩⇩ Walrus Delivery Programme / Smart Ticketing RAG Amber / Red ⇩⇩⇩ The scheme remains on programme and is anticipated to It has not been possible for operators to resolve the technical deliver outputs as planned. The projects interdependencies with SPI 1 issues in time for the go live date - impacting SPI. On bus sales SPI 0.9 Weaver Wavertree scheme still exist, but at present have not have now been deferred and work on the portal is on hold until impacted on the SPI or CPI indicators, but for this purpose we CPI 1 resource is made available. CPI TBD are rating as amber/green.
LGF 1 Rail Projects: Newton-le-Willows RAG Amber / Red ⇩⇩⇩ Bus Alternative Delivery Model RAG Green ⇨⇨⇨ The programme is behind schedule impacting the station's Delegated approval has been obtained to vary the expenditure completion date. Issues with approvals for designs, changes in SPI 0.9 profile and to extend the content of the SOC to include for a Road SPI 1 methodology for the subway, problems with ground conditions Map and Appraisal Specification Report. and technical difficulties. Impacting on the construction start date CPI 1 CPI N/A of the bus interchange. Page 38 Page LGF 1 Rail Projects: Maghull North RAG Amber / Green ⇨⇨⇨ Mersey Ferries Programme RAG Amber / Green ⇨⇨⇨ The project has experienced some risks and issues but The ferries programme continues to progress. While we have mitigation is currently in place. Network Rail have provided SPI 0.8 had some slippage on activities which have impacted the SPI, at SPI 0.8 assurance/confidence in their ability to deliver the project on present it is likely that we can bring the programme back inline in time, and have started activity on site. A project schedule is in CPI 1 Q3. CPI N/A place.
Rail Station Devolution RAG Amber / Green ⇨⇨⇨ Tolls System Refresh RAG Amber / Green ⇩⇩⇩ The project team are awaiting clarification surrounding the A number of technical issues have been encountered following budget line, if funding is not identified shortly, this will impact on SPI 0.9 installation of the test lanes which have prevented the main works SPI 0.9 the ability to appoint consultants to develop the OBC. programme from progressing. These issues are being discussed CPI TBD urgently with supplier and mitigation has been put in place. CPI 1
Rolling Stock RAG Amber / Green ⇨⇨⇨ Kingsway Rewire RAG Amber / Green ⇩⇩⇩ Activities are broadly inline with expected outputs but are not The project is now progressing well against a revised schedule without risk. SPI TBD and is expected to meet the anticipated outputs. End date for full SPI 0.9 installation and testing programme is now indicated in March CPI TBD 2018. Discussions with contractor regarding final account CPI 1 ongoing.
SPI (Schedule Performance Index ) CPI (Cost Performance Index) indicates how efficiently the project is actually progressing compared to the planned project schedule. Provides an indication of how well the project is remaining on budget. • If the SPI is greater than one, this means more work has been completed than originally planned. In other words, you are ahead of schedule. • If the CPI is greater than one it indicates that the project is under budget. • If the SPI is equal to one, this means work is being completed at about the same rate as planned, or you are on time. • If the CPI is equal to one, this means the project is proceeding exactly as per the planned budget spend. • If the SPI is less than one, this means less work has been completed than had been planned. In other words, you are behind schedule. • If the CPI is less than one it indicates that a project is over budget. APPENDIX 2: MERSEYTRAVEL REVENUE MONITORING AS AT QUARTER 2
The tables below reflect the detailed revenue spending by service area as at Period 6: 6 Variance Budget Projection Underspend/ 2017/18 Budget to date Spend to date 2017/18 (Overspend) BUS SERVICES (£'000) (£'000) (£'000) (£'000) (£'000) Expenditure Employees 1,777 889 803 1,707 70 Premises 117 59 31 94 23 Transport 50 25 39 39 11 Supplies & Services 930 465 333 597 333 Third Party Payments 23,279 11,639 8,898 20,882 2,396 Fees & Charges (includes recharges) 2,375 1,188 1,188 2,375 0 Total Expenditure 28,529 14,264 11,291 25,695 2,834
Income: Net Subsidy/Minimum Cost Contracts -2,691 -1,346 -1,102 -2,400 -291 Concessionary/Pre-Paid Travel -3,248 -1,624 -1,147 -3,211 -37 Cross Boundary -190 -95 2 -181 -9 Revenue Grants -2,406 -2,406 -2,406 -2,406 0 Recharge Income -734 -367 -367 -734 0 Total Income -9,269 -5,838 -5,020 -8,932 -337
Net Total - Bus 19,260 8,427 6,272 16,762 2,497
Variance Budget Projection Underspend/ RAIL (Including Rolling Stock) 2017/18 Budget to date Spend to date 2017/18 (Overspend) Expenditure (£'000) (£'000) (£'000) (£'000) (£'000) Employees 1,394 697 574 1,347 47 Premises 320 160 111 336 -16 Transport 32 16 7 32 0 Supplies & Services 4,003 2,002 4,311 9,153 -5,149 Third Party Payments 82,286 41,143 38,565 81,162 1,124 Fees & Charges (includes recharges) 1,085 543 543 1,085 0 Total Expenditure 89,120 44,560 44,110 93,115 -3,995
Income: Special Rail Grant -80,345 -40,173 -31,434 -81,730 1,385 Operational Income -7,164 -3,582 -750 -1,848 -5,316 Total Income -87,509 -43,755 -32,184 -83,578 -3,931
Net Total - Rail 1,611 806 11,926 9,538 -7,926
Variance Budget Projection Underspend/ 2017/18 Budget to date Spend to date 2017/18 (Overspend) CUSTOMER DELIVERY (£'000) (£'000) (£'000) (£'000) (£'000) Expenditure Employees 4,347 2,174 2,012 4,070 277 Premises 2,444 1,222 668 2,272 172 Transport 9 5 2 8 1 Supplies & Services 967 484 364 989 -22 Third Party Payments 0 0 0 0 0 Fees & Charges (includes recharges) 2,701 1,351 1,351 2,701 0 Total Expenditure 10,468 5,234 4,396 10,040 428
Income: Departure/Facility Charges -1,184 -592 -564 -1,271 87 Stops & Shelter Advertising -368 -184 -15 -345 -23 Commericial Income -183 -92 -86 -174 -9 Commission -22 -11 -9 -11 -11 Contributions -162 -81 -58 -136 -26 Recharge Income -949 -475 -475 -949 0 Total Income -2,868 -1,434 -1,206 -2,887 19
Net Total - Customer Delivery 7,600 3,800 3,189 7,153 447
Page 39 Variance Budget Projection Underspend/ 2017/18 Budget to date Spend to date 2017/18 (Overspend) CONCESSIONARY TRAVEL (£'000) (£'000) (£'000) (£'000) (£'000) Expenditure Employees 0 0 0 0 0 Premises 0 0 0 0 0 Transport 0 0 0 0 0 Supplies & Services 76,765 22,701 22,701 76,765 0 Third Party Payments 0 0 0 0 0 Fees & Charges (includes recharges) 1,945 973 973 1,945 0 Total Expenditure 78,710 23,674 23,674 78,710 0
Income: Prepaid Income: Solo -7,928 -3,964 -3,964 -7,928 0 Prepaid Income: Saveaways -8,005 -4,003 -4,003 -8,005 0 Prepaid Income: Trio -7,572 -3,786 -3,786 -7,572 0 Total Income -23,505 -11,753 -11,753 -23,505 0
Net Total - Concessionary Travel 55,205 11,921 11,921 55,205 0
Variance Budget Projection Underspend/ 2017/18 Budget to date Spend to date 2017/18 (Overspend) CORPORATE MANAGEMENT (£'000) (£'000) (£'000) (£'000) (£'000) Expenditure Employees 788 394 369 763 24 Premises 0 0 0 0 0 Transport 31 16 8 26 5 Supplies & Services 553 276 211 339 214 Third Party Payments 0 0 0 0 0 Fees & Charges (includes recharges) 2,160 1,080 1,080 2,160 0 Total Expenditure 3,532 1,766 1,668 3,288 244
Income: Recharge Income -785 -393 -393 -785 0 Total Income -785 -393 -393 -785 0
Net Total - Corporate Management 2,747 1,373 1,276 2,503 244
Variance Budget Projection Underspend/ 2017/18 Budget to date Spend to date 2017/18 (Overspend) POLICY & LTP DEVELOPMENT (£'000) (£'000) (£'000) (£'000) (£'000) Expenditure Employees 1,084 542 520 1,052 32 Premises 7 3 0 8 -2 Transport 13 7 2 7 6 Supplies & Services 132 66 -26 134 -2 Third Party Payments 0 0 0 0 0 Fees & Charges (includes recharges) 928 464 464 928 0 Total Expenditure 2,165 1,082 960 2,130 35
Income: Grant Income 0 0 -19 -19 19 Other Income - Brussels Office -18 -9 0 0 -18 Total Income -18 -9 -19 -19 1
Net Total - Policy & LTP Development 2,147 1,073 940 2,110 36
Page 40 Variance Budget Projection Underspend/ MERSEY FERRIES includes Ferries, Spaceport and 2017/18 Budget to date Spend to date 2017/18 (Overspend) U534 (£'000) (£'000) (£'000) (£'000) (£'000) Expenditure Employees 1,896 939 919 1,848 48 Premises 1,116 727 773 1,181 -65 Transport 1,036 530 630 1,110 -73 Supplies & Services 252 103 182 236 15 Third Party Payments 0 0 0 0 0 Fees & Charges (includes recharges) 2,426 1,213 1,213 2,426 0 Total Expenditure 6,726 3,512 3,718 6,801 -74
Income: Royal Iris Insurance 0 0 -972 -972 972 Ticket Sales & Admissions - Ferries -2,966 -1,870 -2,047 -3,142 176 Ticket Sales & Admissions - Spaceport -140 -101 -101 -140 0 Ticket Sales & Admissions - U534 -89 -45 -65 -89 0 Retail Sales - Ferries -11 -6 -6 -11 0 Retail Sales - Spaceport -35 -11 -11 -23 -12 Retail Sales - U534 -28 -14 -16 -28 0 Coin Operated Machines - Spaceport -1 -1 -1 -1 0 Coin Operated Machines - U534 0 0 0 0 0 Commission - Ferries -44 -16 -29 -44 0 Misc Revenue - Ferries -22 -15 -15 -22 0 Managed Services - Ferries -633 -277 -277 -633 0 Catering Contribution - Spaceport -8 0 0 -8 0 Birthday Parties - Spaceport -3 0 0 -1 -2 Vending Sales - Spaceport -1 0 0 0 -1 Misc Income - Spaceport -11 0 0 -4 -7 Car Parking Fees - U534 -12 -6 -6 -14 2 Site Rentals -U534 -28 -14 -15 -30 3 Total Income -4,030 -2,375 -3,563 -5,161 1,132
Net Total - Mersey Ferries 2,696 1,137 155 1,639 1,057
Variance Budget Projection Underspend/ 2017/18 Budget to date Spend to date 2017/18 (Overspend) THE BEATLES STORY (£'000) (£'000) (£'000) (£'000) (£'000) Expenditure Employees 1,401 720 702 1,396 5 Premises 1,034 517 532 1,075 -41 Transport 15 7 8 16 -2 Supplies & Services 1,350 675 784 1,475 -125 Third Party Payments 0 0 0 0 0 Fees & Charges (includes recharges) 597 299 283 701 -103 Total Expenditure 4,397 2,218 2,310 4,663 -266
Income: Admissions -2,584 -1,597 -1,950 -3,091 507 Retail Sales -2,378 -1,495 -1,829 -2,903 525 Total Income -4,962 -3,093 -3,778 -5,993 1,031
Net Total - The Beatles Story -565 -874 -1,468 -1,330 765
Net Total - Mersey Ferries Group 2,132 262 -1,313 310 1,822
Page 41 Variance Budget Projection Underspend/ 2017/18 Budget to date Spend to date 2017/18 (Overspend) PEOPLE & CUSTOMER DEVELOPMENT (£'000) (£'000) (£'000) (£'000) (£'000) Expenditure Employees 1,385 693 642 1,308 77 Premises 0 0 0 0 0 Transport 11 6 2 6 5 Supplies & Services 1,662 831 776 1,615 47 Third Party Payments 0 0 0 0 0 Fees & Charges (includes recharges) 961 481 450 961 0 Total Expenditure 4,019 2,010 1,871 3,890 129
Income: Recharge Income -490 -245 -221 -490 0 Total Income -490 -245 -221 -490 0
Net Total - People & Customer Development 3,529 1,765 1,650 3,400 129
Variance Budget Projection Underspend/ 2017/18 Budget to date Spend to date 2017/18 (Overspend) CORPORATE COSTS (£'000) (£'000) (£'000) (£'000) (£'000) Expenditure Employees 4,126 2,063 0 4,126 0 Premises 0 0 0 0 0 Transport 0 0 0 0 0 Supplies & Services 0 0 0 0 0 Third Party Payments 0 0 0 0 0 Fees & Charges (includes recharges) 1,951 976 25 1,951 0 Total Expenditure 6,077 3,039 25 6,077 0
Net Total - Corporate Costs 6,077 3,039 25 6,077 0
Page 42 APPENDIX 3 - CAPITAL PROGRAMME 2017/18
Variance % Spend to & Name Budget Actual Commitments Total A&C Budget Commit Forecast £000 £000 £000 £000 £000 FERRIES Seacombe Pontoon and Bridges 250 21 27 48 (202) 19% 210 Royal Iris Deck renewal programme 48 15 12 27 (21) 56% 48 Snowdrop Main Engine (22) (22) (22) Naval Architect 27 20 7 27 0 100% 27 Total Mersey Ferries 325 34 46 80 (245) 25% 285
CORPORATE STRATEGY ITB Core Activity 1,362 362 392 754 (608) 55% 1,362 STEP LCR Charging Posts 89 15 98 113 24 127% 100 Better Bus Area 73 81 73 154 81 211% 160 Total Corporate Strategy 1,524 458 563 1,021 (503) 67% 1,622
HUBS Toilet - Huyton Bus Station 26 26 26 0 100% 26 St Helens Repairs (6) (6) (6) Traveline 29 27 4 31 2 107% 32 Total Hubs 55 47 4 51 (4) 93% 58 0 TRAVEL CONCESSIONS Smart Web Portal 20 7 38 45 25 225% 45 HOPS/ CMS Development 50 50 50 0 100% 50 Specialist Consultancy 52 0 (52) 0% 52 Programme Manager 60 0 (60) 0% 60 Equipment (6) (6) (6) Project Resource 40 0 (40) 0% 40 Non Retail Solution 20 0 (20) 0% 20 Paypoint Developments 30 8 8 (22) 27% 30 Paypoint - Walrus Activation Fee 48 48 48 0 100% 48 Total Travel Concessions 320 51 94 145 (175) 45% 345
ICT End Point Security 50 0 (50) 0% 50 Corporate WIFI Refresh 70 0 (70) 0% 70 IT System Management Tools 40 0 (40) 0% 40 Printers 25 21 8 29 4 116% 30 Wirral Council Hosting (15) (15) (15) Desktop Computers 130 41 41 (89) 32% 130 Server & Hardware Refresh 200 0 (200) 0% 200 Total IT 515 47 8 55 (460) 11% 520
Finance & MI Head Office 10 11 11 1 110% 11 Agresso Finance 257 0 (257) 0% 257 Total Finance & Mann Island 267 11 0 11 (256) 4% 268
BUS Station Road Melling 100 0 (100) 0% 0 Spellow Lane/County Road 120 0 (120) 0% 40 Rice Lane/Orrell Lane 120 0 (120) 0% 40 Black Bull 120 0 (120) 0% 40 ITS Bus priority Route 171 156 156 (15) 91% 160 City Centre Bus Hub 100 0 (100) 0% 100 Winster Drive 15 0 (15) 0% 15 Breck Road/Faraday Street 15 0 (15) 0% 30 City Centre Duke Street and others 100 0 (100) 0% 40 Wirral Schemes (129) (129) (129) Bus Stops re Knowsley Industrial Park 11 0 (11) 0% 11 Huyton Bus Station Access 15 0 (15) 0% 0 Bus Stop Upgrades (4) 4 0 0 Tuebrook Roundabout Contribution to LCC 120 0 (120) 0% Bus Stop (Flags) 414 213 213 (201) 51% 414 Formby Roundabout 18 0 (18) 0% 20 Queens Drive STEP 397 (6) 280 274 (123) 69% 397 DDA Access (66) 67 1 1 ERDF Upper Parliament Street 4 4 4 4 Queen Square Replacement (7) (7) (7) Old Roan 20 2 2 (18) 10% 20 Liscard Town Centre 126 99 50 149 23 118% 150 West Kirby 30 11 11 22 (8) 73% 30 Pilch Lane (27) (27) (27) General Bus Stops 7 (11) 5 (6) (13) -86% 22 Kirby Bus Station (165) 82 (83) (83) (42) Breck Road/Breckfield Road South 15 0 (15) 0% 15 Total Bus 2,034 (143) 712 569 (1,465) 28% 1,506
Merseytram Claims 100 22 90 112 12 112% 120
Page 43 RAIL Ainsdale National Stations Improvement Programme (NSIP) 400 0 (400) 0% 550 LSP Renewals 100 38 38 (62) 38% 100 St Helens Junction Park and Ride 2,175 8 8 (2,167) 0% 833 Wirral Loop Line 3 3 3 Wapping Station Study 75 0 (75) 0% 75 Liverpool Central Development 430 0 (430) 0% 430 Skelmersdale GRIP 3 work 765 0 (765) 0% 765 Maghull North (LGF) 11,396 250 5 255 (11,141) 2% 8,450 Newton-le-Willows (LGF) 12,128 1,914 859 2,773 (9,355) 23% 11,806 Halton Curve (LGF) 12,951 2,172 2,172 (10,779) 17% 12,951 Bhead North Carpark (Step) (50) 22 (28) (28) Spital Car Park - Land Purchase and design 200 Rail Studies 73 (24) 3 (21) (94) -29% 73 Rail Total 40,493 4,265 935 5,200 (35,293) 13% 36,233
Total Merseytravel Schemes 45,633 4,792 2,452 7,244 (38,389) 16% 40,957
ROLLING STOCK 24,900 8,796 40,843 49,639 24,739 199% 50,000
TUNNELS Kingsway Gore Link Carriageway resurfacing 200 0 (200) 0% 0 Kingsway Cladding Renewal - Outline Design 150 0 (150) 0% 150 Feasibility Study Water Mist System KW & QW 100 6 6 (94) 6% 100 Kingsway Tunnel Rewire 2,128 1,042 20 1,062 (1,066) 50% 2,128 Queensway Tunnel Rewire Outline design 250 0 (250) 0% 125 Queensway/ Georges Dock Concrete Repairs 500 23 23 (477) 5% 100 SCADA - Upgrade of Refuge Control System 708 0 (708) 0% 350 Radio System Upgrade 150 0 (150) 0% 150 Combined Control Room 0 0 Vehicle Replacement Programme ( Flatback Wagon) 25 0 (25) 0% 25 Inspect & Repair Ladders (4) (4) (4) Kingsway Tunnel - Asset Protection (liverpool Waters) 50 0 (50) 0% Various Tunnels inspections & assessments 100 12 3 15 (85) 15% 85 Repair Roof, Drains @ Vic Vent Stations 7 7 High Mast Lighting 40 29 29 (11) 73% 40 Tunnel Lane Traffic Management/Lane Control Systems 925 41 96 137 (788) 15% 500 New Toll Collection System Kingsway and Queensway 2,045 576 1,210 1,786 (259) 87% 2,045 UPS Battery renewals 11 17 17 6 155% 20 Queensway Vent Fan Overhauls programme 250 21 98 119 (131) 48% 225 GDB Transformer Room Gas Replacement System 15 0 (15) 0% 15 Long Term Strategy 60 0 (60) 0% 60 Electrical Switchgear/Transformers (19) 19 0 0 Georges Dock Electrical Renewals 445 348 10 358 (87) 80% 445 Telman/ESN Upgrade 150 65 115 180 30 120% 180 CCTV 150 0 (150) 0% 150 Vent Station Interior Refurbishment Programme 250 0 (250) 0% 250 Total Tunnels 8,702 2,129 1,606 3,728 (4,974) 43% 7,150
TOTAL 2017/18 79,235 15,717 44,901 60,611 (18,624) 98,107
Page 44 Agenda Item 5
LIVERPOOL CITY REGION COMBINED AUTHORITY
To: The Chair and Members of the Transport Committee
Meeting: 7 December 2017
Authority/Authorities Affected: All
EXEMPT/CONFIDENTIAL ITEM: No
REPORT OF THE LEAD OFFCER: TRANSPORT
MERSEY TUNNELS UPDATE DECEMBER 2017
1. PURPOSE OF REPORT
This report is aimed at supplementing the regular corporate quarterly performance report submitted to the Transport Committee, but providing a summary of key activities within the Mersey Tunnels.
2. RECOMMENDATIONS
It is recommended that the Transport Committee note the contents of the report.
3. BACKGROUND
3.1 The details within this report provide an update of key activities at Mersey Tunnels. For details on specific performance, please refer to the corporate performance report.
Key Projects
3.2 Delays have been experienced with the rewire of the Kingsway Tunnel. The lost time is being recovered, in part, due to the contractor rescheduling and bringing forward tasks within the programme and additional night time closures arranged. The lighting control programme has been determined following input from the CCC staff. The replacement LED lighting within the tunnel is expected to be working by mid-January 2018, after which a period of testing and commissioning will occur with a view to the lighting being fully operational by the end of March 2018. Electrical infrastructure works such as new electrical cables, replacement transformers, new distribution boards etc have been ongoing with no disruption to the travelling public.
3.3 The Toll System refresh has also suffered a delay in programme. The installation of two trial lanes in Queensway proved key in identifying a number of operational problems that needed resolving prior to full roll out. The supplier has since resolved these issues and full roll out commenced at the end of October 2017. The final completion date has been revised to March 2018, and works continue to be closely Page 45 monitored. One early change has focussed on development of the staffed lanes, which means all toll payments are taken by staff moving forward, simplifying the transaction for the customer.
3.4 The implementation programme is aimed at minimising disruption for our customers, particularly at Kingsway where we have fewer toll lanes and higher traffic volume. The programme has restricted work to only one lane at a time in Kingsway – but we still expect this will lead to congestion, so we will continue to be proactive in our customer messaging.
3.5 Work on the in lane card payment process, encouraging contactless payments in the main, and the new website are developing well and are on programme for deployment once the new toll hardware is installed in each lane, ie March 2018.
Other Activities
3.6 Work to support on-going rail and bus strikes has been developed, maximising traffic flow through both Tunnels on such dates. This has included providing additional staffing resource and suspending planned works where appropriate.
3.7 Initial review of traffic flows indicate that there has been no major change to traffic volumes following the opening of Mersey Gateway. The team will continue to monitor this.
3.8 Work continues with the communications inside both Tunnels. The current arrangements included a “leaky feeder” system which is now well beyond its life expectancy, and that is key for customer services such as the re-broadcasting of radio channels and mobile phone signals within the Tunnel – as well as our own internal radio communications. Officers are currently exploring how we improve this service for our customers at minimal cost to the organisation, even exploring potential revenue options. This work is embedded into the Service Planning arrangements.
4. RESOURCE IMPLICATIONS
4.1 Financial
There are no direct financial implications associated with this report. At Period 6, September 2017, the Mersey Tunnels overall revenue spend is broadly in line with budget. Management will work to ensure that the outturn financial performance remains in line with the budget set. Work is also progressed around the 2018/19 budget setting process.
4.2 Human Resources
There are no HR related issues associated with this report.
Page 46 4.3 Physical Assets
Projects associated with the assets within Mersey Tunnels are summarised within this update report.
4.5 Information Technology
There are no issues associated with Information technology within this report.
5. RISKS AND MITIGATION
There are no key risks associated with this report.
6. EQUALITY AND DIVERSITY IMPLICATIONS
As the report is for noting only and does not require any formal decisions, an Equality Impact Assessment has not been completed in this case. However, Equality related issues will be considered in detail as part of the different projects summarised above, and any key decisions will of course involve a completed EIA.
7. COMMUNICATION ISSUES
The information contained within this report is linked closely to communication plans in key projects to ensure key customer and stakeholder engagement where relevant.
8. CONCLUSION
This report summarises key activities within the Mersey Tunnels to ensure Members are aware of topical and relevant issues, along with progress of activities included within the relevant service plans.
FRANK ROGERS Lead Officer: Transport
Contact Officer(s): Gary Evans, Head of Customer Delivery, Merseytravel, 0151 330 3502 Tony Killen, Head of Asset Management, Merseytravel, 0151 330 4561 Liz Storey, Corporate Communications Manager, Merseytravel, 0151 330 1151
Appendices: None
Background Documents: None
Page 47 This page is intentionally left blank Agenda Item 6
LIVERPOOL CITY REGION COMBINED AUTHORITY
To: The Chair and Members of the Transport Committee
Meeting: 7 December 2017
Authority/Authorities Affected: All
EXEMPT/CONFIDENTIAL ITEM: No
REPORT OF MERSEYTRAVEL
MERSEY FERRIES UPDATE DECEMBER 2017
1. PURPOSE OF REPORT
This report is aimed at supplementing the regular corporate quarterly performance report submitted to the Transport Committee, but providing a summary of key activities within the Mersey Ferries.
2. RECOMMENDATIONS
It is recommended that the Transport Committee note the contents of the report.
3. BACKGROUND
3.1 The details within this report provide an update of key activities at Mersey Ferries. For details on specific performance, please refer to the Corporate Performance Report.
Operational Update and Performance
3.2 Whilst members will receive details around the Mersey Ferries patronage, reliability and punctuality measures in the standard corporate performance reports, it is also recognised that an update in other key activities and operational matters would raise awareness of the work on-going within the Service Area.
3.3 The underlying concern operationally is the continued unplanned technical issues, resulting in turn to regular loss of service during the summer period – this is evidenced by only a 95% performance in terms of vessel availability. To mitigate this issue, senior officers have commissioned a review of the underlying causes, so in turn we can generate a range of recommendations aimed at resolving this on a short term basis – with a wider understanding that the option of new vessels proposed on the horizon. What it also recognises is the importance of the longer term strategy and need for new vessels.
Page 49 3.4 The Manchester Ship Canal Cruise season is complete, and can be considered a reasonably successful season when compared with the problems last year. This has been evidenced by an average occupancy rate of 86.6%. It should be stressed however that on-going operations are challenging, with the canal itself in Salford being closed by the Manchester Ship Canal Company just 2 days before our first cruise in April 2017, with no confirmed date for reopening received.
3.5 A proposed lease with Dong Energy, allowing their vessels use of Seacombe landing stage to facilitate access for crews/ materials for the off shore windfarm, has now been formally entered into – bringing a positive contribution to Mersey Ferries operations as a result. The use of Seacombe Landing Stage by Dong has been in place since August 2017.
Ferries Strategy Update
3.6 A Mersey Ferries Programme Board has been established to oversee the implementation of the various key interventions identified as part of the long term Ferries Strategy. This has resulted in four key workstreams being developed to progress the various activities.
3.7 In terms of the Vessels, Naval Architects, appointed in March 2017, have been working towards outline design concepts – preparing for the next stage of the intended programme, ie the procurement to design and build a new Vessel. This work has looked to address key issues such as passenger capacity, expected to be 450 passengers, and other operational issues such as propulsion systems etc.
3.8 The work has identified a potential option to save design fees and reduce operational costs if two vessels are procured simultaneously. However, such a view will be tested during the procurement stage and clear evidence obtained prior to any decisions being taken.
3.9 Work is currently underway to both develop an affordability model, in effect a business case, to demonstrate any new vessel will be affordable and generate the expected savings. Work has also commenced with the Rail Rolling Stock project team to understand the procurement process associated with the purchase of the new rolling stock, and ensure the Ferries project learns lessons from such.
3.10 Members will recall the Ferries Strategy assumed the future of the Royal Daffodil would be resolved and key decisions taken alongside any decision to proceed with the procurement of new vessels. Officers have been exploring realistic opportunities linked to the future of the Royal Daffodil, but at the time of writing this report no viable option associated with her future has been identified. Any final decisions will of course be subject to a specific report.
3.11 The Strategy also identified a range of key interventions for the Landing Stages, in particular the two landing stages in Wirral, Seacombe and Woodside. In terms of Seacombe, the strategy assumed a necessary investment in both the landing stage and terminal in the first 5 years of the programme, and officers have been working to understand a range of feasibility options on the development of the landing stage and link span bridges. The most recent activities have seen development of a feasibility study for the bridges themselves, which appear to be the most critical
Page 50 infrastructure in terms of timescales. It is currently assumed the subsequent investment, subject to available budget, will be in 2019/20.
3.12 In terms of the Woodside terminal, officers have been working with colleagues in Wirral Council to ensure any longer term decisions are linked to Wirral Council’s long term plans for the area. These discussions continue, during which it has been stressed that the timescales associated with these discussions link to the need to invest heavily in the landing stage over the next 2 to 3 years. Thickness testing on the landing stage continues to monitor wear and tear of the asset in the short term.
3.13 A range of other marketing and commercial activities are underway aimed at growing patronage, including growth in our commuter market and growth in our special event cruises. It should be stressed however that on-going reliability of the existing vessels is proving problematic and puts the short term programme at risk – in effect strengthening the support for the strategic introduction of new vessels.
4. RESOURCE IMPLICATIONS
4.1 Financial
At period 5, 31 August 2017, the Mersey Ferries revenue budget, excluded support services re-charges, is showing a favourable variance of £43,850. Whilst patronage is down on previous years, the average ticket price has increased, showing a favourable ticketing income line. The overall position is however somewhat tempered by the fact that there has been some unforeseen expenditure on the vessels and in respect of insurance contributions. After factoring in the impact of support services recharges, it is expected that the outturn position will be in accordance with the approved budget and therefore will require no increase to the anticipated operations grant from Merseytravel that is required to allow the service to break even.
4.2 Human Resources
There are no HR related issues associated with this report.
4.3 Physical Assets
Projects associated with the assets within Mersey Tunnels are summarised within this update report.
4.4 Information Technology
There are no issues associated with Information technology within this report.
5. RISKS AND MITIGATION
The increasing risk linked to the Mersey ferry operations is the reliability of the existing vessels. Both are now 59 years old, and despite investment and effective maintenance over their life, the vessels performance is showing a worrying trend of loss of service for technical faults. To address this, the Ferry strategy aims to Page 51 mitigate many of these risks, and in the short term the operational activities are focussing on how we improve reliability and ensure we protect the Ferries brand moving forward.
The corporate risk register has been amended to reflect this increased risk.
6. EQUALITY AND DIVERSITY IMPLICATIONS
As the report is for noting only and does not require any formal decisions, an Equality Impact Assessment has not been completed in this case. However, Equality related issues will be considered in detail as part of the different Workstreams summarised above, and any key decisions will of course involve a completed EIA.
7. COMMUNICATION ISSUES
The information contained within this report is linked closely to communication plans in key projects to ensure key customer and stakeholder engagement where relevant.
8. CONCLUSION
This report summarises key activities within the Mersey Tunnels to ensure Members are aware of topical and relevant issues, along with progress of activities included within the relevant service plan and strategy.
FRANK ROGERS Director General
Contact Officer(s): Gary Evans, Head of Customer Delivery, Merseytravel, 0151 330 3502 Dil Masters, Head of Asset Management, Merseytravel, 0151 330 4561 Jo Sawyer, Corporate Communications Manager, Merseytravel, 0151 330 1151
Appendices: None
Background Documents: None
Page 52 Agenda Item 7
LIVERPOOL CITY REGION COMBINED AUTHORITY
To: The Chair and Members of the Transport Committee
Meeting: 7 December 2017
Authority/Authorities Affected: All
EXEMPT/CONFIDENTIAL ITEM: No
REPORT OF LEAD OFFICER: TRANSPORT
LCR Smart Ticketing Update
1. PURPOSE OF THE REPORT
1.1. This report is to update Members on the current development of the LCR Smart Ticketing Platform, including recent progress and future developments.
2. RECOMMENDATIONS
2.1. It is recommended that the Transport Committee note the contents of this report
3. BACKGROUND
3.1. This report is one in a series of reports that provides updates on the smart ticketing programme. To avoid repetition, the report builds on the information provided in previous reports and assumes a background knowledge of smartcards and ticketing.
3.2. Since its launch in November 2014 the LCR Ticketing Platform has facilitated the sale of over 2.5 million commercial tickets on smartcard.
3.3. During 2017 alone, current trends indicate that the platform will retail 1.5 million tickets and record in the region of 8 million journeys
3.4. The existing Walrus card now provides a smartcard platform for multiple digital tickets from Merseytravel, Arriva and Stagecoach.
4. RECENT DELIVERABLES
Page 53 4.1. From the beginning of November ‘bundles’ of Solo day tickets are available for sale from Paypoint stores and Merseytravel Centres. They are sold in 1, 3 or 5 days variant Given that this is technically a new way of selling tickets, the marketing campaign to launch these new tickets is being delivered in incremental stages to align with growing confidence levels. In the first 24 days of trading, 259 bundles have been sold with no issues reported.
4.2. These ‘ticket bundles’ are envisaged to benefit those who wouldn’t travel frequently enough to benefit from a season ticket e.g. part time workers. The ‘bundle’ affords customers with the ease and convenience of being able to buy a number of adult day tickets for travel in advance and use them when they need them. The three and five day bundles provide a discount e.g. a daily multi operator bus ticket is £4.70 but if a bundle of five is bought the price is reduced by 50p per ticket to £4.20.
4.3. The implementation of the ‘Activation Fee’ for new Walrus cards has also been completed with no significant issues to report.
5. PLANNED DELIVERABLES
5.1. Given the technical issues reported in the last update report, we have not yet been able to rollout the sale of some ticket types on-bus. Work continues in partnership with Arriva and Stagecoach, as well as with this 3rd party technical suppliers.
5.1.1. Once these technical issues have been resolved, this will allow us to sell the Solo day ticket bundles from Arriva and Stagecoach buses as well as the Solo Weekly.
5.1.2. Although this is subject to technical resolution from 3rd party suppliers, it is hoped that we will be able to move forward in this regard in Q1 2018.
5.2. The development of the Walrus Portal, which will allow ticket purchase online, remains on hold. This is mainly due to a lack of available resource within the Merseytravel IT Team.
5.3. In line with the recent announcement of the Mayor, a planned review of branding for Merseytravel sub-brands is shortly to commence. This review will include the Walrus brand and will consider some of the following: Customer awareness and perception Brand positioning and equity Brand personality/ attributes and values Brand identity, tone of voice and supporting guidelines
5.4. As noted in the last Walrus Development Programme Update, work continues in partnership with Merseyrail, other major Train Operating Companies (TOCs) and Transport for the North (TfN) to develop a smartcard offering for the region.
5.4.1. After a significant amount of work, we now have finalised legal documents available and these will almost certainly be signed in the coming days.
Page 54 5.4.2. Along with the legal documents, a detailed technical specification has been created for the validators (or Pvals) that will be used by Merseyrail in the procurement process.
5.4.3. The deliverables that have been identified for rail are significant and include:
the upgrade of the rail retail systems at Merseyrail stations to allow the sale of digital products on smartcard
the implementation of validators across stations that will allow customers to ‘activate’ their digital tickets and make them valid for their journey that day.
the adaption of the existing ticketing systems to integrate with the National Rail systems, processes and regulations in order to provide a platform for interoperability across the rail network and with the plans of Transport for the North (TfN).
The target date for this work to be completed is first quarter 2019.
5.5. Outside of the LCR Smart Ticketing activities, TfN continue discussions around Account Based Back Office Ticketing (ABBOT) proposals. It is anticipated that the initial plan will focus on a price promise based on a day’s travel that would be capped at a particular level. Ensuring the LCR Ticketing Scheme is incorporated into ABBOT will be important aspect of this.
6. RESOURCE IMPLICATIONS
6.1. Financial
6.1.1. The financial requirement for the agreed 3 Year Walrus Development Programme was noted within the Merseytravel capital requirements for 2017/18 and is now in place.
6.1.2. Through the legal arrangements being put in place, capital funding will be available through the TfN ‘Smart on Rail’ workstream that will facilitate the delivery of smartcard validators on the Merseyrail and ‘City Line’ stations.
6.2. Human Resources
6.2.1. As noted above, due to budget constraints, a lack of available resource in the Merseytravel IT Team is delaying the design and development of the Walrus Portal
7. RISKS AND MITIGATION
7.1. As noted above, there is currently a delay to the implementation of an online portal for smart ticket sales due to budget constraints and a lack of available resource Page 55 within the Merseytravel IT Team. This is currently being discussed within the Merseytravel Senior Management Team.
8. EQUALITY AND DIVERSITY IMPLICATIONS
8.1. In ensuring Merseytravel complied with its Public Sector Equality Duty an equality impact assessment has been completed for each new ticketing development delivered during the programme.
Given that this report is for update only and no decision is being made, there are no additional equality and diversity implications.
9. COMMUNICATION ISSUES
9.1. Any relevant communications for each of the deliverables are already dealt with either within the LCR Smart Ticketing Programme Team or by the Comms and Marketing Workstream of the Bus Alliance, depending on who is most appropriate.
10. CONCLUSION
10.1. Progress continues on the development of the LCR Ticketing Platform, although there are some delays due to resource constraints.
FRANK ROGERS Lead Officer: Transport
Contact Officer(s): Gary Ennis, Head of IT, Merseytravel, 0151 330 1338
Jo Sawyer, Corporate Communications Manager, Merseytravel, 0151 330 1151
Appendix/Appendices: None
Background Documents: None
Page 56 Agenda Item 11 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Document is Restricted
Page 57 This page is intentionally left blank By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Document is Restricted
Page 63 This page is intentionally left blank