CITY REGION COMBINED AUTHORITY

To: The Chair and Members of the Transport Committee

Meeting: 7 July 2018

Authority/Authorities Affected: All

EXEMPT/CONFIDENTIAL ITEM: No

REPORT OF

MERSEY UPDATE JULY 2018

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, including an update on progress of the long term Ferries strategy.

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 since our last update report in December 2017. For details on specific performance, please refer to the corporate quarterly 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 Work on the underlying technical issues, resulting in vessel reliability, has been progressed. One of the two vessels, Snowdrop, has been fitted with a new Engine Management system, aimed at reducing the unplanned technical failures suffered by the vessels over the last 18 months. This work was completed during the Snowdrop’s current annual maintenance activities ahead of the new season, and if considered successful after a period of monitoring, similar works will be planned on Royal Iris of the Mersey.

3.4 Another extensive reason for failure over the last 12 months has related to the vessel entering the docking system on a Friday and Saturday evening – causing failures on the electrical system during re-start the following morning or encountering delays in accessing the locking system to access the river. In order to avoid this, interim plans are now in place to ensure the operating vessel remains on the river on a Friday and Saturday evening during potentially during our peak periods, June to September. Detailed performance on the initial trial will be monitored.

3.5 Our full events programme for 2018 has now been launched and available for sale including the following special cruises: -

Ship Canal Cruises  Summer Evening Cruises  Beatles Themed Cruises  Wildlife Viewing Cruises  Murder Mystery Cruises

As well as the above, resources have been planned to link to the region’s major events as more details of their plans emerge, including Tall Ships, the Clipper return, Giants and the Fireworks in November 2018.

3.6 The Mersey Ferries continue to support one off and annual events on the river aimed at commemorating certain events in history. On 28 February 2018, the supported a Wirral based event to commemorate Jack Potter and his family, and on 23 April 2018 we saw the 100 year anniversary of Zeebrugge - where the Mersey Ferries role in events saw them awarded the Royal Charter status in their names today. As with every year, Mersey Ferries supported the Royal Marines Association in their commemorative event.

3.7 The Royal Iris of the Mersey underwent her out of water maintenance programme from January to March 2018. This work is necessary every two years in line with MCA guidelines. The works were completed on time and within budget at shipyard, with the vessel returning to service on Monday 5 March 2018 ahead of the new season.

Ferries Strategy Update

3.8 In terms of the new Vessels, on 25 April 2018, Merseytravel considered a formal report in respect of affordability for the new vessels, with an outline business case demonstrating funding options. It was clear from that work how critical grant funding will be to positively impact the Ferries revenue account and in turn the public subsidy required annually to maintain the service. Merseytravel formally approved the commencement of the procurement process for new vessels as a result of that report.

3.9 Work continues to develop the outline specification requirements, including officers visits to supplier and other Ferry operations within the UK. Particular interest has focussed on the and Red Funnel ferry operations who are also undertaking a procurement of new vessels. This work has been invaluable in allowing the team to determine our options and requirements. .

3.10 The project team continue to meet with procurement colleagues to finalise the procurement timetable. On 15 June 2018 a PIN notice was issued by Merseytravel in respect of this procurement, formally announcing to the market our intention to procure and advertise a supplier engagement day, aimed at promoting interest in the procurement and connecting local suppliers to the project. The supplier Engagement event is scheduled for 11 July 2018. It is expected that the procurement process will include key gateways around affordability, as well as option around 1 or 2 vessels which will allow final and informed decisions to be made around procurement.

3.11 The procurement process is likely to be based on a design and build principal, and to ensure stakeholder/ customer engagement in the process steps have commenced to commission independent customer and stakeholder engagement specialists to help inform the overall design process. Adopting a similar model to the rolling stock project, it is expected the outcome of this work will see a summary of customers expectations used to inform the vessel design process.

3.12 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. In a final attempt to attract interest, officers have launched an advertisement calling for interest in a joint venture opportunity for the vessel – promoting interest from commercial operators/ investors who may be interested in generating a future for the vessel. This process was launched on 15 June 2018 and set a deadline for responses as Friday 13 July 2018.

3.13 In parallel, officers are working towards changing the names of the Mersey Ferries fleet, with an aim to retaining the vessel names with the “Royal” status in the long term. Options around renaming the current Royal Daffodil to her original name, Overchurch, and using the Royal Daffodil name on the current Snowdrop are being explored. Such an approach will align the option of naming the new vessels the same names once introduced, retaining the heritage of the Ferries.

3.14 The Strategy also identified a range of key interventions for the Landing Stages, in particular the two landing stages in Wirral, 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 continue to review 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 infrastructure in terms of timescales. It is currently assumed the subsequent investment, subject to available budget, will be in 2019/20.

3.15 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. It should be stressed that the Ferries long term strategy does not include budget provision for major renewal or refurbishment of Woodside landing stage or terminal. Merseytravel officers continue to work with officers in Wirral Council to identify this funding shortfall or private investment into the area.

4. RESOURCE IMPLICATIONS

4.1 Financial

There are no direct financial implications associated with this report. The details of financial performance are reported corporately in the quarterly performance report, aimed at supplementing this report. The Mersey Ferries Programme Board continues to ensure long term planning to fund the various interventions identified within the strategy. Any formal approvals for expenditure will be via the Merseytravel meeting as required.

4.2 Human Resources

There are no HR related issues associated with this report. Staff will of course be fully engaged with any new vessel proposals during the procurement process.

4.3 Physical Assets

Projects associated with the assets within Mersey Ferries are summarised within this update report and Asset Management colleagues are key members of the project teams.

4.4 Information Technology

There are no issues associated with Information technology within this report.

4.5 PMO Implications

The Mersey Ferries long term strategy is a key project for Merseytravel and the Combined Authority, and so the programme is monitored in detail through regular monthly dashboard reports.

5. RISKS AND MITIGATION

5.1 The increasing risk linked to the Mersey Ferry operations is the reliability of the existing vessels and the condition of Woodside Landing Stage/ link span . Both vessels 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 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.

5.2 The Ferries long term strategy has a Programme Board, with a specific risk register aimed at understanding and mitigating the key risks associated with the identified interventions. Officers review this monthly to monitor changes and ensure appropriate responses to any change.

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, a key element of the design process will involvement engagement with a diverse range of service users, aimed at ensuring appropriate views are taken into account for all protected characteristics. In particular, work has already commenced via the organisations Access Officer on outline design of the new vessels, and this will continue during the design and construction phase.

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 Ferries 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, Merseytravel

Contact Officer(s): Gary Evans, Head of Customer Delivery, Merseytravel, 0151 330 4502 Dil Masters, Head of Asset Management, Merseytravel, 0151 330 4500 Joanna Sawyer, Corporate Communications Manager, Merseytravel, 0151 330 1129

Appendices: None

Background Documents: None