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Infrastructure & Projects Directorate Business Plan

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Infrastructure & Projects Directorate Business Plan Infrastructure & Projects Directorate Business Plan 2020/21 Contents 4 Foreword and Welcome 19 Appendix C: Overview of Bus Property The Translink Corporate Vision and Values 20 Appendix D: Policy for the Directorate 6 1.0 – Introduction 21 Appendix E: Overview of the 2.0 – Assets 8 Directorate’s Role as a Railway Infrastructure Manager for 3.0 – Business Strategy, 10 Northern Ireland Objectives and Plans 22 Appendix F: Revenue Budgets 4.0 – Organisational Structure 12 2020/21 14 5.0 – Financial Overview 23 Appendix G: Capital Investment for 2020/21 2020/21 16 Appendix A: Glossary of Terms 25 Appendix H: Group Structure and Abbreviations 18 Appendix B: Overview of the NI Mainline Rail Network Foreword and Welcome The Translink Corporate Vision I am pleased to present this Business Plan for the Infrastructure and Projects Directorate (IPD). and Values The purpose of this plan is to provide a high- and properties, as well as enhancing our capabilities The Vision is a high-level statement of what the organisation will achieve. The Mission level overview of the Infrastructure and Projects in key areas. Priority projects at this time include describes what will be done by the organisation to deliver the Vision. The Values describe Directorate’s organisation and key activities. Belfast Transport Hub, Northern Ireland Regional the attributes that the organisation will employ in delivering the Mission. The Plan provides detail on risk and assurance Operating Centre (NIROC), North West Multimodal management, resources, budgets and plans for the Transport Hub (NWMTH) Phase II, Lagan Junction 2020/21 financial year. and Yorkgate station. Our Vision Our Values To be your first choice for Travel in Northern Ireland. The ‘Translink SPIRIT’ is a set of guiding principles The year began in exceptional circumstances with The work that has been done to restructure the that are a fundamental part of everything we do. the COVID19 lockdown. Every division of Translink, IPD has provided a solid foundation upon which to These core values are embedded in the culture of including the Infrastructure and Projects Directorate, develop our formal asset management arrangements, Our Mission our organisation and enable us to lead, inspire and had to make critical decisions and change working identify and address any backlog in maintenance To deliver a transformation in public transport, succeed in delivering our goals for Translink. practices at a rapid rate to support our employees activities and asset records, and to develop plans to providing integrated services which connect people, and ensure business continuity. A COVID19 working ensure a “steady-state” is delivered for infrastructure enhance the economy and improve the environment, group has been developed and facilitated by and property assets. I believe we are now well enabling a thriving Northern Ireland. Network Assurance and Safety. Each department placed to meet the business needs as we enter a new is represented to share best practice information decade. and develop new procedures and risk assessments. Translink Corporate Please be assured that your line manager will keep I would like to thank each of you again for your Responsibility Wheel you updated on any changes to working practices as perseverance and continued commitment, efforts, government guidance changes. and professionalism, particularly during these difficult and unprecedented times. Within the Infrastructure and Projects Directorate, we are committed to maintaining the properties and railway network to allow public transport to continue at a level which will enable people to make vital and essential journeys. Public transport workers are classed by Government as Key Workers and providing and maintaining transport links is essential. Our maintenance teams and contractors have continued to work diligently throughout the pandemic. The Department for Infrastructure has confirmed its financial commitment to support our project delivery in these difficult times, enabling us to continue to John Glass Our people are passionate about providing excellent public transport and we do this ensure the safety and availability of our infrastructure Director of Infrastructure and Projects through our Translink SPIRIT. SAFETY RESPONSIBILITY We put safety first by taking care of the people We are responsible for our actions. We are good around us. neighbours and corporate citizens in the communities where we operate. PEOPLE Purpose Our people make the difference in the service INTEGRITY customers receive. We will respect one another and We do the right thing. Our actions are fair, ethical, seek a committed, talented and diverse workforce. trustworthy and straightforward. The purpose of this Business Plan is to provide Corporate Objectives. This plan includes details of a sound footing for the budgeting, planning and investment programmes and describes the Business INNOVATION TEAMWORK resource-identification needs of the Infrastructure Strategies and Objectives for the Directorate, the We seek out new ideas and creative solutions to We work together to deliver the best results and Projects Directorate (IPD) in its contribution means by which they shall be achieved and the business challenges and are agile and responsive to to the delivery of the Translink Group’s Vision and departments responsible for their delivery. the changing needs of our stakeholders. 4 Translink Infrastructure and Projects Directorate Business Plan 2020/21 Foreword and Welcome 5 1.5 Stakeholders 1.6 Glossary 1.0 Introduction The Infrastructure and Projects Directorate has A glossary of terms and abbreviations used in this a number of stakeholders, as illustrated in Figure document is provided in Appendix A. This is the Business Plan for the Infrastructure and Projects Directorate operating within 3, below. The management and development of the interfaces with each of the Stakeholders is an the Translink Group for the 2020/21 financial year. important part of the day-to-day activities within Infrastructure. The relationship between the Directorate and its Stakeholders varies from relatively informal interactions and verbal communication to formal, documented and often contractual, interfaces. 1.1 Public Transport: Northern The Translink Group is ultimately owned and Ireland Context controlled by the Northern Ireland Transport Holding Company (NITHC), a Public Corporation created by Figure 3: Infrastructure and Projects Stakeholders The arrangements for delivery of Public Transport in Statute1. Northern Ireland are structured as shown in Figure 2, Customers below. (Correct at time of going to print.) Bus Operations 1.3 Line-of-Sight Management Railway Undertakings Figure 2: Public Transport in Northern Ireland There is a Corporate Vision and Values to which IPD Commercial Tenants has aligned its Vision, Objectives and Values. Other Stakeholders Rail Authorities Department Organisational objectives feed clearly into asset for NI Assembly DfI management strategies, objectives, plans and day- Infrastructure Local Councils ORR to-day activities. Neighbours Safety Authority Irish Rail Competent Authority Translink The overall asset management strategy includes Group* Landowners strategies for managing assets and strategies for Tenants improving asset management. This includes whole 3rd Party Works life cycle asset management planning such as create / acquire, operate, maintain, renew / dispose. Rail Infrastructure and Bus Change to Services Projects Services 1.4 Corporate Strategies Infrastructure and Projects The Directorate contributes to all 4 Corporate Directorate *Details in Appendix H. Strategies (See Section 3.3). 1.2 Infrastructure Executive Mandate 1. Achieve excellence in service performance for our customers by driving continual improvements in On behalf of the Translink Group Chief Executive, the Safety, Punctuality and Reliability. Director of Infrastructure and Projects undertakes 2. To deliver an outstanding customer experience at Statutory Authorities the functions of: every touch point. Suppliers HSENI • Railway Infrastructure Manager (IM) 3. To offer value for money to our customers. Goods, Works, Services DfI • Network Assurance and Safety Manager 4. To grow the number of passenger journeys on ORR • Bus Property Manager public transport, supporting a modal shift. DoE Section 3.3 provides a list of Business Strategies, DAERD • Rail Property Manager Corporate Shared Services Objectives and Plans which align with these Group, Safety, Health, Environment, TransportNI • Systems and Performance Manager Corporate Objectives. Human Resources, Information Services, 1 • Project Delivery See the Transport Act (Northern Ireland), 1967, Chapter 37 Legal / Governance, Finance, Marketing 6 Translink Infrastructure and Projects Directorate Business Plan 2020/21 Introduction 7 2.1.5 Signalling and Telecoms Departments routinely inspect and maintain the thousands of infrastructure assets to ensure their 2.0 Assets • Signal and crossing cabins, and signalling centre availability for operational use. The Departments’ systems (e.g. interlockings, panels, telephone activities also include management of seasonal and concentrators, train describers). The Infrastructure and Projects Directorate is responsible for all infrastructure and property adverse weather issues such as snow, ice, flooding assets which support Public Transport in Northern Ireland. • Lineside signalling assets (e.g. signals, points, train and high winds. These activities are often invisible detection, train protection
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