InterCity West Coast rail franchise consultation

This document is Transport for Greater Manchester’s response to the Department for Transport (DfT) consultation on the next InterCity West Coast rail franchise which is planned to commence in April 2018. Transport for Greater Manchester, is the Local Transport Authority for Greater Manchester, representing the Districts of Bolton, Bury, Manchester, Oldham, Rochdale, Salford, Stockport, Tameside, Trafford and Wigan. This response captures the strategic requirements of the entire Greater Manchester area and all of the districts have been provided the opportunity to feed in any specific requirements and have been consulted through the preparation of the draft response. Each of the Districts may also choose to submit an individual response with more focus on their local requirements.

Transport for Greater Manchester is also a member of Rail North and we have provided support to delivering the North West stakeholder event on the 21st June which provided an opportunity for stakeholders across the North West to present and discuss their views or concerns about the InterCity West Coast franchise. Some of the discussions which took place have helped inform this response and we are also working with Rail North to provide assistance on the preparation of a consultation response, which we also support.

This response has been prepared to represent the views of Transport for Greater Manchester by:

Sean Croshaw Rail Strategy Officer Transport for Greater Manchester 2 Piccadilly Place Manchester M1 3BG Direct Line 0161 244 0861

Whilst the views relate primarily to West Coast services and stations within the Transport for Greater Manchester area, we recognise the importance of the travel to work area for Greater Manchester, which extends outside of the Transport for Greater Manchester boundaries, and the need to consider the

$0awgtvee.docx 1 04/08/2016 strategic operation of the UK rail system as a national network. Therefore, our response considers the operation and impact of InterCity West Coast services across the full franchise area.

In the following sections, we have attempted to respond to the consultation in line with the published response form, however, it is important to recognise that the strategic aspirations of Transport for Greater Manchester do not always align specifically with the questions asked and we have expanded our response where appropriate.

Our experience of the recent Northern and TransPennine Express franchises has highlighted the benefits of being able to fully engage the prospective operators during the bidding phase in order to further explain and discuss our aspirations for the franchises, as well as sharing supporting evidence. We strongly recommend that a requirement for bidders to engage when requested by Local Authority stakeholders becomes a requirement of all future franchise bidding processes and is specified in the Invitation to Tender.

In addition, we recognise that external development means that future requirements, aspirations and economic needs of the UK’s core cities is constantly evolving and the next West Coast franchise contract needs to be sufficiently flexible to allow development throughout the duration of the franchise and ensure that commitments made at the commencement of the franchise do not unduly impede the need to adapt to changing requirements later on.

We note from the DfT’s consultation documentation, that no mention is made of the proposed franchise length. There is close correlation with the next West Coast franchise and the construction of HS2. HS2 phase 1 construction will take place alongside this franchise with planned opening in 2026, including classic compatible services to West Coast destinations north of Birmingham. This will be followed by construction of HS2 phase 2, with a planned opening in 2033. We believe it is essential to align this franchise carefully with the delivery of HS2 to facilitate preparations so that the West Coast route is HS2 ready and to provide for a smooth transition once HS2 services are introduced. As such, we recommend there is a reasonable overlap between the new InterCity West Coast franchise and the commencement of HS2 services, to allow this transition to take place without the potential upheaval of changing operators.

$0awgtvee.Docx 2 04/08/2016 Priorities for the next West Coast Franchise

Notwithstanding the rest of this consultation response, the following summarises Transport for Greater Manchester’s priorities for the next InterCity West Coast franchise:

1) Retain current connectivity and develop new markets The current level of service should be retained as a minimum, with the development of new markets to improve connectivity. Between Manchester Piccadilly and London Euston there should be 3 trains per hour with intermediate calls provided at Stockport (3 trains per hour), Macclesfield (1 train per hour), Wilmslow (1 train per hour), Crewe (1 train per hour) and Stoke-on-Trent (2 trains per hour). Bolton should be served by at least 1 train per day in each direction by extending a Manchester train. This should provide a train to London in the early morning peak and a return journey in the late evening. At least 1 train per hour should achieve a journey time between Manchester and London of 2 hours maximum with no reduction in connectivity. The other 2 trains per hour should include additional calls within the Trent Valley to serve new markets and improve access to the East Midlands, with an interchange. However, these should still achieve a Manchester to London journey time of no more than 2 hours 15 mins with 4 intermediate stops. Wigan North Western should be served by 1 train per hour between London Euston and Glasgow Central (via the Trent Valley) and 1 train per hour between the West Midlands and Scotland (alternate hours to Edinburgh and Glasgow Central). The services to Scotland should be co-ordinated with the TransPennine Express services to Scotland to provide 2 trains per hour to Glasgow Central and 1 train per hour to Edinburgh. The service pattern should also recognise the importance of West Coast services to provide connectivity and capacity to serve local needs in the North West. This includes catering for commuting flows into Manchester from surrounding towns (Stockport, Macclesfield, Stoke-on-Trent, Wilmslow and Crewe) as well as providing links

$0awgtvee.Docx 3 04/08/2016 between Preston, Wigan, Warrington and Crewe. More detail on service patterns can be found in our response to Question 3 (pages XXX – XXX). More detail on intermediate and new markets can be found in our response to Question 4 (pages XXX – XXX). 2) Improved fares offer to maximise modal share The new operator should review the fares policy and yield management techniques to encourage growth on under-utilised services and better manage the balance between capacity and demand. There are currently trains running at peak times with spare capacity whilst the first departures after the peak period are operating at capacity, suggesting the balance of demand is not working. Further growth of West Coast services through maximising modal share is necessary to build up demand in readiness for the introduction of HS2 in 2026, and a pro-active approach to fares policy can support this. More detail on the fares offer can be found in our response to Question 6 (pages XXX – XXX). 3) On-train passenger experience The majority of the West Coast fleet is now over 10 years old and the interiors do not fully meet the requirements of long distance passengers today. The new operator should carry out a full rebuild of the train interiors to address passenger concerns and deliver quality improvements. This should include; better alignment of seats to windows; providing sufficient luggage space; ensuring seating is comfortable for long distance travel; making toilets more reliable; offering more seats around tables for groups; and an overall improvement to the interior ambience. More detail about the on train passenger experience can be found in our response to Question 11 (pages XXX – XXX).

$0awgtvee.Docx 4 04/08/2016 4) Managing disruption In order to make the railway more attractive to passengers, it is essential that disruption caused by essential engineering work is minimised as much as possible and advance notice is provided to passengers. The operator should minimise bus replacement by using diversionary routes wherever these exist. Where bus replacement is necessary the length of journey should be minimised and they should include the appropriate level of accommodation for long distance passengers. This includes ensuring provision for carrying luggage, buggies and bicycles as well as meeting accessibility requirements. At times of disruption the operator should also be required to work with Local Authorities to provide multi-modal solutions, as well as working in partnership to distribute information to passengers, making use of existing information channels and ensuring a consistent message is delivered. More detail about managing disruption can be found in our response to Question 9 (pages XXX – XXX). 5) Station Devolution The franchise agreement for the InterCity West Coast should include a mechanism to allow the transfer of stations to Local Authorities during the life of the franchise on a no better off / no worse off basis. This will support Transport for Greater Manchester’s ambition to take over responsibility for stations in the Greater Manchester area. More detail about station devolution can be found in our response to Question 8 (pages XXX – XXX).

$0awgtvee.Docx 5 04/08/2016 6) Prepare for the commencement of HS2 services to West Coast destinations There is a need to cater for HS2 classic-compatible services to Manchester, Liverpool and Scotland on the West Coast from 2026 and it is important that the next West Coast franchise is involved in the planning stages for these services and works to grow the market. At the same time there is a risk of disruption to West Coast services as a result of the construction of HS2 phase 1, particularly at Euston and other interfaces with the classic network. Therefore, it is essential that the new West Coast operator works with HS2 Ltd and Network Rail to minimise any disruption and ensure there is no deterioration of the level of service provided, both in terms of train frequency and journey times. More detail about preparation for HS2 services can be found in our response to Question 11 (pages XXX – XXX). 7) Data provision Transport for Greater Manchester has a responsibility to monitor, integrate and develop public transport. The West Coast operator should meet Transport for Greater Manchester’s reasonable requests for data to facilitate these duties. Provision of data to Local Authorities will also support economic growth by allowing the opportunities presented by West Coast services to be fully captured in any proposals or business cases. As a minimum the operator should be required to provide Automatic Passenger Counts, passenger flow and LENNON data. More detail about the need for data provision can be found in our response to Question 7 (pages XXX – XXX).

$0awgtvee.Docx 6 04/08/2016 Q1: We have listed below examples of areas identified that customers would most like improved on their ICWC journey and would ask you to rank your top five. It would help us analyse this information if you could explain why you think this area warrants/needs improvement, if it relates to a particular station or train service, and what you think the new train operator could do to help. Description Your priority for Reason why you think improvement (1 = highest this warrants/needs to 5 = lowest) improvement, location if appropriate and example of what you would like to see done. Availability of seating at train stations Getting a seat on trains Car parking facilities at train stations Customer recognition and reward (e.g. loyalty schemes) Increased staff visibility (at train stations or on trains) A more proactive approach to customer service at train stations Luggage space on trains Overall satisfaction with the station and their cleanliness Getting between the train and station concourse Toilet facilities on train Being kept informed about delays Access to catering and refreshments on board If there are other areas for improvement not included in the above table, please explain what these areas are and why you think this area could be improved.

We do not consider this type of priority list to be appropriate for a strategic consultation. Although we recognise the need to respond to customer requirements, these need to be tailored to local needs using quantifiable research and analysis, recognising that different categories of passengers are likely to have differing priorities and the future West Coast franchise should aim to meet the expectations of all passengers.

As such, the bidders for the franchise should be required to fully consider all of the research already carried out by Transport Focus, ATOC, DfT and other

$0awgtvee.Docx 7 04/08/2016 stakeholders within their bid, with the winning bidder expected to continue to work with them to develop further insight and knowledge. It is also important that improvements should continue through the life of the franchise, to reflect evolving travelling expectations and habits of passengers, rather than focus on initial delivery priorities in the early years of the franchise.

Whilst not prioritising the improvements, we have considered each of the areas identified and set out below our expectations for improvement where appropriate:

Availability of seating at train stations

Availability of seating at stations is essential for providing suitable waiting atmosphere for passengers for long distance InterCity services. there is increased likelihood that passengers for long distance services will be carrying luggage and may wish to arrive early to ensure certainty of departure (particularly on Advance purchase tickets, where the penalty for missing the booked train is significant). Evidence already shows that around 66% of journeys on West Coast services are for leisure purposes; hence the above comments are very pertinent.

The suitability of seating locations is also important and the quality of the seating areas needs to reflect the type of journey likely to be made on West Coast services. As such, all stations served by West Coast trains should, as a minimum, be provided with enclosed waiting rooms, which are temperature controlled, located on each platform (or adjacent to platform access), have train departure information in all required formats (i.e. display screen, audio) with sufficient seating to cater for expected demand. Where seating is provided outside of a dedicated waiting room, this should be located primarily within station canopies, where this is possible.

In addition, stations with regular West Coast services (at least hourly) should also have full first class lounge provision and refreshment facilities available for all passengers. Within the Transport for Greater Manchester area, neither of the two West Coast managed stations Stockport and Wigan North Western have first class lounge facilities.

Getting a seat on trains

The long distance nature of the majority of journeys on West Coast services (approximately 60% of journeys being over 100 miles), means that there is high level of importance for passengers to get a seat on the train. We recognise that there are some exceptions, where West Coast services are used for short distance

$0awgtvee.Docx 8 04/08/2016 commuting trips, (e.g. Stockport to Manchester) where seat availability will be less important.

We believe more could be done to improve the seat reservation system, by providing clearer information to passengers on where reservations are located prior to boarding (a homogeneous fleet would assist with this) and providing flexibility in booking systems for passengers to select their seat, something which is currently available on InterCity East Coast services. On board the trains, the reservation display should allow clear identification of reserved and unreserved seats.

We would also like to see simplification of the reservations system so that passengers are able to book a seat up until the train starts to board passengers at its originating station. We believe there is a balance to be achieved between the passenger benefit of allowing later reservations, whilst not causing stress to passengers by allowing an occupied seat to be reserved during the journey (as can happen on CrossCountry trains using their 10-minute reservation system). Passengers without reservations should be confident that when they choose an unreserved seat at the commencement of their journey, they will not have to vacate it during the journey.

We would also encourage the Operator to investigate ways of releasing reservations from seats which are not claimed or required and ensuring electronic reservation systems display the correct information.

Whichever approach is taken to improving the reservation system, there needs to be an acceptance that some passengers will not wish to reserve seats so certain coaches need to guarantee unreserved seats. Currently this applies to coaches F and U on the Pendolino trains and we would like to see this maintained as a minimum.

Car parking facilities at train stations

We recognise that car parking facilities are required for some passengers who have no other options; however, we believe that the new franchise should require the operator to do more to support and encourage greater use of sustainable modes, such as public transport interchange and facilities to encourage walking and cycling to stations.

There needs to be better integration between railway stations, tram stops and bus stations or stops. This should include safe walking routes, clear sign-posting and wayfinding both within the station and the external environment. Stations

$0awgtvee.Docx 9 04/08/2016 should also include provision of “kiss & ride” facilities, although the location of this facility should not be seen as a priority over other sustainable modes.

There is concern that the current car parking strategy at West Coast operated stations is heavily biased towards long distance travel, with expensive parking fees, which may discourage use of the station by residents for local trips. Within the Greater Manchester area, an example is at Stockport which has a daily fee of £12. Whilst we appreciate there needs to be a balance and we do not wish to encourage unnecessary additional car journeys to stations, the high price at Stockport may be contributing to car park crowding at nearby stations where car parking is free, such as Hazel Grove which is less than 3 miles from Stockport.

Customer recognition and reward (e.g. loyalty schemes)

We recognise that customer recognition and reward schemes are useful tools which may contribute to providing value for money and can be used to encourage increased patronage. However, the application and use of such schemes should not be to the detriment of an integrated national rail network and where operators use these schemes, they should ensure they are fair and transparent to all passengers.

Increased staff visibility (at train stations or on trains)

Staff visibility, both on trains and at stations will remain important to provide reassurance to passengers about their safety and to provide assistance where required. It is important that staff are able to provide more than just being visible. They need to actively provide help and assistance when required and recognise that some passengers may be vulnerable or unfamiliar with the operation. This is particularly important on long distance services where a high proportion of passengers are leisure travellers, as they are less likely to be familiar with making railway journeys. Each station should also have a clearly signed information point so that passengers can quickly identify where assistance can be found.

More needs to be done at large stations to ensure staff are available to help passengers from all franchises. For example at Manchester Piccadilly, many of the operators provide their own staff, in addition to the Network Rail staff and this can lead to confusion if passengers are not sure who to approach for assistance. There needs to be closer working between the different operators to provide a consistent visual presence.

A more proactive approach to customer service at train stations

$0awgtvee.Docx 10 04/08/2016 We believe that a more proactive approach to customer service at stations is dependent on providing suitable staff presence and is, therefore, intrinsically linked to the previous response. It is important to recognise that the West Coast stations vary considerably in size and that the customer service at smaller stations should not be neglected at the expense of the major city stations. Customer service also needs to extend to assisting passengers who are connecting between trains and to provide advice and support when there is disruption.

Luggage space on trains

Providing improved luggage space on trains should be a priority for the operator of the next West Coast franchise. It is recognised that the amount of luggage space available on many services has decreased across the last 20 – 30 years as new trains have been introduced, at a time when more people are using trains to travel long distance.

As well as providing sufficient space for luggage, it is important that it is designed to provide security and reassurance to passengers. Provision of luggage racks at coach ends is not sufficient, if passengers are concerned about the security of their luggage and are not able to keep it within their sight. An example of this already happens on Cross Country trains where the large luggage area outside of the main seating area is frequently not used.

The fact that a high proportion of West Coast trips are for leisure purposes and across long distances increases the likelihood of passengers travelling with large amounts of luggage and this should be reflected in the interior design of the trains. The new West Coast franchise represents an opportunity to implement improved luggage provision and to ensure this is designed to meet the needs of passengers in order to reduce the stress of travelling.

As well as providing space for traditional luggage (i.e. suitcases and bags), the new West Coast operator needs to recognise the need to cater for passengers with bicycles and families with prams, pushchairs and buggies. Therefore, dedicated provision should be made for these larger and awkward to store items, with an appropriate level of security.

Overall satisfaction with the station and their cleanliness

The operator of the West Coast franchise needs to ensure that all the stations they serve are suitable for the type of long distance journey which the West Coast franchise is catering for. This means the provision of facilities should be tailored to cater for InterCity passengers. Ensuring that stations are well-maintained and

$0awgtvee.Docx 11 04/08/2016 kept clean is essential to reassure passengers and to maintain confidence in their personal security when making train journeys.

Getting between the train and station concourse

Making suitable provision to get between the train and the station concourse is a vital part of all journeys made on West Coast trains, but is often overlooked in terms of importance. Whilst recognising the need to tailor solutions to each location based on the level of demand and type of market, it is important to recognise that the journeys on West Coast services are often long and potentially complex. This means they are likely to attract passengers with luggage, as well as less frequent travellers.

The main considerations are to ensure platforms are the correct height to minimise the step between platform and train, to provide canopies the full length of the train and to make provision for step-free access throughout the station. In addition, information provision and good wayfinding will assist infrequent travellers with their journeys.

Although the description here is about getting between the train and the concourse, it is important to recognise that many people change trains at West Coast stations and provision of information for all train operators and wayfinding will be just as important.

Toilet facilities on train

It is essential that adequate toilet facilities are provided for long distance services, including a universal access toilet. Also, the number of toilets provided on each train needs to be the correct proportion for the capacity of the train – if insufficient toilets are provided there is an increased risk that the waste storage tanks will reach capacity during the journey.

Toilet facilities should also be cleaned and maintained on a regular basis. There have been well-documented problems concerning the state of toilets on the West Coast Pendolino trains and it is imperative that the new operator fully resolves these in a timely manner.

Being kept informed about delays

All train operators should be continually seeking to improve information provision about delays, both by adopting the latest technologies to provide targeted messages, but also through consistent use of traditional approaches. The main

$0awgtvee.Docx 12 04/08/2016 areas for improvement are working more closely with Local Authorities to provide multi-modal solutions at times of disruption and working in collaboration with other train operators to provide consistent messages.

Access to catering and refreshments on board

The provision of catering and refreshments is an essential part of long distance journeys and presents a competitive edge against other modes for similar journey distances. Whilst recognising that the current West Coast operator already provides a reasonable catering and refreshment offer, we believe there is room for improvements to be made.

We believe hot food should be available for standard class passengers to purchase. We also wish to see a consistent offer being provided across all days of the week, so that weekend passengers, in either class, have the same offer as those travelling on weekdays. This would bring long distance InterCity rail services in line with Air Travel, where the offer available for each class of travel is consistent regardless of the day of travel.

Furthermore, a consistent base offer should be available on all trains, regardless of time of day (although recognising that certain times may require an enhanced offer – e.g. breakfast).

Other areas for improvement

We believe there are other areas for improvement in the new West Coast franchise and we have included these in our response to question 11 of this consultation.

Summary

Overall, we support the DfT’s aspiration for the new West Coast operator to set a new benchmark for passenger satisfaction and we would welcome the opportunity to work with the new operator and other stakeholders to ensure this fully meets the aspirations and needs of Greater Manchester.

$0awgtvee.Docx 13 04/08/2016 Q2: What type/method of communication do you find most effective to: a) Enable you to plan your end to end train journey? b) Be informed in advance about known disruptions such as planned engineering works? c) Be informed during unplanned disruptions both before you travel and during the journey? This could include, but is not limited to, talking to customer services, notices at stations, leaflets, voice announcements, information on websites or social media. Where possible please provide reasons for your answers.

At Transport for Greater Manchester, we fully recognise the importance of providing information to passengers and we work with operators across all modes to deliver timely and informative advice about travel options.

The most effective way to provide information is to use as many different methods as possible, as some customers do not always have access to, or use the same communication channels. For example, there are many people who do not use social media or don’t have access to mobile Internet facilities. Therefore, we would encourage the new West Coast operator to make use of all the available methods of communication to ensure that the message is as widely available as possible.

It is also important to make the most effective use of the different methods in relation to the information being provided. For example, for very short term, local disruption; social media may be the most effective way to get the message out quickly. However, for known disruption, such as large scale engineering works, the provision of posters or leaflets available at stations will ensure more certainty for passengers who don’t have access to technology. In either case, it is essential that information is available as soon as possible and that it provides sufficient detail to allow passengers to make decisions and plan alternatives. It is also important that there is a single source for information, to avoid any potential confusion as a result of inconsistent messages being provided.

Regardless of the methods used, the new West Coast operator is likely to face significant planned disruption as a result of HS2 construction, particularly at Euston and other interfaces with the classic network. It is essential that the operator provides detailed advance information; along with support to passengers to manage this disruption. Timely communications will play a big part of that and it is important for the West Coast operator to work with HS2 Ltd and other stakeholders to make preparations as early as practicable.

$0awgtvee.Docx 14 04/08/2016 Both on-train and station staff also need to be provided with access to up-to-date information as a matter of priority and they should also have tools available to look up alternatives and be able to respond to passenger enquiries. This needs to be consistent across all train operators – for example, where West Coast trains call at a station managed by a different operator; they need to work with that operator to ensure information provision is available to the staff there. The current timetable has West Coast trains calling at 32 stations which they do not manage, with 4 other train operators, plus Network Rail having responsibility. Equally, where other operators call at the 17 West Coast managed stations, the West Coast staff should have access to information from the other operators, to ensure seamless information provision is available.

We would also like to see an obligation for the new West Coast operator to work with Local Authorities to provide multi-modal solutions and alternatives at times of disruption. At Transport for Greater Manchester, we are willing to work with the train operators to work with Metrolink and bus companies to put in place speedy solutions to manage disruption in the Greater Manchester area. However, it is important that the operator willingly engages with us in a timely manner to ensure this is effective.

Local Authorities may also be able to assist with communications, as many of them already work with bus operators to provide information and, in the case of Transport for Greater Manchester; we also operate 15 travel information shops, along with 16 bus stations in the Greater Manchester area. By making use of these facilities to provide advance information about planned engineering works or disruption, we will be able to assist passengers to plan alternatives where necessary. Through joint working, we can also look to use these facilities to support improved multi-modal journey planning and encourage greater use of rail services.

The new operator should also provide information on-board trains about onward connections, including disruption information where this is occurring. The technology is available to allow real-time information about connecting services to be displayed to passengers as trains approach stations.

$0awgtvee.Docx 15 04/08/2016 Q3: Are there are any direct journeys currently provided by ICWC that you would want to see protected at a minimum level (e.g. 1 train every 2 hours)? Please say where would this be and your reasons why where possible.

The current level of service provision in the Greater Manchester area has been developed in recent years and it is now at a level which supports our economic growth ambitions and makes the City and surrounding area attractive for businesses to locate. As such we would like to retain the current service provision, although we are open to suggestions that will provide more connectivity and open up new markets.

Between Manchester Piccadilly and London Euston, the service level should be retained at a minimum of 3 trains per hour Monday to Sunday inclusive, with all trains stopping at Stockport and additional intermediate stops provided at Macclesfield (at least 1 train per hour), Wilmslow (at least 1 train per hour), Crewe (at least 1 train per hour) and Stoke-on-Trent (at least 2 trains per hour). It is important to recognise that all these intermediate stops are within the Greater Manchester travel to work area and we would like to work with the new West Coast operator to ensure that these stops are provided at times to suit demand patterns and make the most of West Coast services to complement local services, including providing additional calls at peak times.

Of the 3 trains per hour from Manchester Piccadilly to London Euston, at least 1 train per hour should operate fast, with a journey time of no more than 2 hours 10 minutes (in line with the current timetable). We aspire to see this reduced to a 2 hour maximum journey time, although this should not be at the expense of network connectivity. We understand that achieving a 2 hour journey time from London will bring significant benefits and we believe there is opportunity to deliver this through some modest infrastructure improvements, delivering 140 mph stretches of line and through improved train paths. We have carried out an analysis of journey times, which shows that trains to London typically take longer than trains from London, which is likely to be a result of pathing time approaching London. We would encourage the new operator to work with Network Rail and other train operators to deliver this journey time improvement.

As long as 1 train per hour operates fast, we are flexible for the other 2 trains per hour to include additional intermediate stops to provide better connectivity and open up more markets, although the journey time to London should remain attractive. We suggest a maximum journey time of 2 hours 15 minutes with an additional stop would be acceptable.

$0awgtvee.Docx 16 04/08/2016 On the London to Scotland route, we would like to see at least 1 train per hour retained from Wigan North Western to London, with a journey time of 2 hours via the Trent Valley route. In addition, we would like to see retention of 1 train per hour to the West Midlands (Wolverhampton, Birmingham and Coventry) and 2 trains per hour to Scotland (with trains to both Glasgow and Edinburgh).

The West Midlands link is currently provided by a West Coast train extended from Birmingham to Scotland to cater for two overlapping passenger flows (i.e. London to West Midlands and West Midlands to Scotland). In practice the service does not provide additional connectivity to London from locations north of Wolverhampton, as it is overtaken by a direct West Coast service via the Trent Valley. Therefore, it is not essential that the West Midlands to Scotland link forms part of the West Coast franchise and it may fit better with the Cross Country franchise, allowing onward connectivity beyond the West Midlands to other parts of the country.

There is an opportunity to develop Wigan as a railhead for residents in North West Manchester and surrounding areas to access West Coast services, to assist in managing demand and crowding on services into Manchester Piccadilly. The key to achieving this will be to improve the interchange opportunities and to promote through ticketing via Wigan. Improving integration of the two Wigan stations, North Western and Wallgate would also assist in promoting Wigan as an interchange hub.

The West Coast operator also provides the only regular services between Crewe and Preston, via Warrington Bank Quay and Wigan North Western and it is important that the service pattern retains the essential linkages between the towns on this stretch of route. Therefore, it would not be acceptable for trains to operate in a “skip-stop” pattern (i.e. where different services serve alternate stations), as this would make it significantly more difficult for passengers to travel between these stations (e.g. Wigan to Warrington, where there is no other direct rail link).

Whilst we recognise the suggestion in the consultation document that reducing intermediate stops could reduce overall journey times, this needs to be balanced against providing connectivity to other areas of the country and not penalising journey times from these places through requiring the need to interchange. In addition, the greater the distance trains operates non-stop, the less potential there is for passengers to use the train as part of a more complex journey as there are less intermediate stops to allow interchange opportunities. It also means that the train is catering more for end-to-end journeys.

$0awgtvee.Docx 17 04/08/2016 The current West Coast timetable has the fastest journeys operating at peak times with very limited intermediate stops, which primarily cater for long distance demand to London. However, at off-peak times, the need to maximise the use of available capacity means providing more direct journey opportunities is likely to be more attractive. With the suggested re-balancing of the Northern economy in line with the Chancellor’s Northern Powerhouse proposals, there is a requirement for improved connectivity to Manchester and the other Northern cities from locations across the UK and that needs to be reflected in the train service provided.

Whilst we recognise the capacity challenges facing the railway industry, the service patterns described above have been developed in response to demand and economic requirements and there is no compelling case for a reduction in service levels before the commencement of HS2 services. It is also important that the West Coast operator continues to grow the market in readiness for the introduction of HS2.

As well as the minimum service levels described above, the times of departures and arrivals at Greater Manchester stations is important to ensure that the railway is effective in providing journeys passengers require. As such, we would like to see the following service patterns retained as a minimum:

[insert table of service patterns]

$0awgtvee.Docx 18 04/08/2016 Q4: Please rank the options below to indicate your priority for potential changes you would like to see to ICWC train services. Please say where would this be and your reasons why where possible. Issue Please rank these options Please say where would (1 = highest priority to 5 = this be and where lowest priority) possible your reasons why Speed up service for long-distance passengers for example by changing stops at low-use stations. Introduce new stops to provide services to destinations not currently directly served by the ICWC franchise. Swap an existing stop for another to increase destinations not currently directly served by the ICWC franchise. Adjust the level of service (e.g. evening, weekend) to better match demand Better support the economic development of the towns and cities served by the franchise for example by increasing/reducing services for seasonal travel (e.g. tourism, holidays) or for a major event (e.g. concert or sporting event). Improve/connections with other trains services as part of longer–distance journeys. Holding trains at stations for connecting trains

As per our response to question 1 of the consultation, we do not consider it appropriate to rank these options; however we are providing a full response to each one below.

Speed up service for long-distance passengers for example by changing stops at low-use stations

$0awgtvee.Docx 19 04/08/2016 A balance needs to be provided between speeding up journeys for long distance passengers, whilst recognising the need to provide access to intermediate destinations and ensure connectivity is maintained. At Transport for Greater Manchester, we would like to have at least 1 fast train per hour between Manchester Piccadilly and London Euston (with a target journey time of 2 hours), but recognise the importance of accessing intermediate markets and wish to maintain existing levels of connectivity.

It is also important to recognise that the current timetable is very focused on London journeys and that intermediate stops provide for other long distance journeys that do not include London. Where intermediate stops are provided in the current timetable, these are primarily catering for journeys to London, rather than regional flows.

There are also intermediate stops that provide key commuting flows into the large cities, for example, Macclesfield, Stoke-on-Trent and Wilmslow and any changes to stopping patterns would need to be assessed carefully to ensure there is no adverse impact on the capacity of services provided by other operators. We believe catering for these local travel needs is essential to meet the capacity requirements of the Greater Manchester rail network.

Introduce new stops to provide services to destination not currently directly served by the ICWC franchise.

We believe there is an opportunity for the new franchise operator to review and revise the service patterns to open up new markets and serve destinations that are currently not provided for. One area the new operator should consider is extending terminating services to continue to new destinations – for example, there are currently up to 2 trains per hour which terminate in Birmingham and consideration should be given to extending these beyond the West Midlands to provide new journey opportunities.

It may also be possible to maximise the use of the limited paths out of London Euston at off-peak times by using pairs of short trains that could be divided en- route. For example, access to Blackpool or Lancaster could be achieved by splitting a 10-car train at Preston, so that 5-cars continue to each of these destinations.

Within Greater Manchester, we would like the new operator to explore the opportunity to extend services to Bolton, to provide direct InterCity connectivity to London and the South East. Compared to many other towns of a similar size, Bolton currently lacks the level of InterCity connections that would be expected.

$0awgtvee.Docx 20 04/08/2016 Forthcoming improvements in the TransPennine Express franchise will begin to address this by reinstating the Manchester Airport to Scotland service to operate via Bolton, but there is still a gap in direct provision to London. Whilst we ultimately aspire to achieving an hourly service by extending one of the trains that currently terminate at Manchester Piccadilly, we recognise with the capacity constraints around Central Manchester this will be challenging and would initially welcome a service to Bolton to cater for business travel. This can be provided with a train to London in the early morning and a return journey in the late evening, to provide suitable arrival and departure times in London.

We would also like to see the new operator improve access to the Trent Valley stations from Manchester, to open up these markets and to facilitate access to the East Midlands through interchange. The Project Rio services which linked Manchester to London via the Midland Main Line during the West Coast Main Line upgrade quickly developed the market between Manchester and Leicester and we believe this demonstrates there is a latent demand for a quicker link between these two cities. A well-timed connection at Nuneaton would reduce journey times compared with the current options and would assist in capturing the market demand.

We would also like to further explore opportunities that arise from the other Trent Valley stations (such as Tamworth and Rugby) and would like to work with the new West Coast operator to determine the destinations representing the best value for money.

Swap an existing stop for another to increase destinations not currently directly served by the ICWC franchise

We would caution against an approach that new markets can only be served at the expense of existing markets. We recognise there are opportunities to consider new markets (see our response above), but it is important that the operator works with Local Authorities and other stakeholders to develop timetable solutions that meet aspirations with acceptable compromises. For example, where there is more than 1 train per hour on a particular route, it may be more acceptable to have a 1 fast train with limited calls, with a slower train that serves the intermediate markets.

Adjust the level of service (e.g. evening, weekend) to better match demand

This is an area where there may be opportunities to better utilise the train fleet, available route capacity and meet the needs of passengers. However, this does need to be balanced against providing a network solution and the benefits that

$0awgtvee.Docx 21 04/08/2016 can be achieved through providing a “clock-face” timetable and regular departure pattern.

Better support the economic development of the towns and cities served by the franchise for example by increasing / reducing services for seasonal travel (e.g. tourism, holidays) or for a major event (e.g. concert or sporting event)

Overall there are operational and information provision benefits from having a regular timetable without seasonal variations and the UK rail network have increasingly moved to this approach across recent years.

However, seasonal variations in demand do exist and there is a clear opportunity to make more effective use of the capacity provided by our railway network by being able to respond to seasonal demand variations and other major events. We would, therefore, like to see the new West Coast franchise include flexibility in the contract to be able to respond to demand in this way and would like to see the operator incentivised to work with Local Authorities and event organisers to identify and deliver opportunities as they arise.

At Transport for Greater Manchester, we are keen to be able to provide sustainable transport solutions to meet demand for major events and would welcome the opportunity to work with all rail operators to make the most effective use of the rail network and support the work we currently do with other modes.

Improve connections with other train services as part of longer-distance journeys

We believe there is an opportunity for all stakeholders and operators across the rail network to work more closely together to provide a better integrated service offer. We would like to see closer timetable development to deliver strong interchange opportunities across many routes in the Greater Manchester area to West Coast services, as this will provide an opportunity to increase access to West Coast destinations, without the complications of seeking additional train paths. This can only be truly effective where trains are planned to reduce interchange times and information is provided on-board to assist with making the connection. I.e. real time information about the train passengers are connecting to; advance notification of departure platform and clear wayfinding; and where disruption occurs, the next interchange opportunity or alternative route.

In some places, an innovative approach by the operator could open up new Interchange opportunities and improve the reach of the rail network. An example

$0awgtvee.Docx 22 04/08/2016 in the Greater Manchester area is at Wigan, where there are separate stations for the different routes, but despite close proximity, little to help with interchange. Wigan North Western is on the West Coast route, with trains to London, Birmingham, Preston and Scotland, while Wigan Wallgate station is located on the line to Southport and Kirkby (for connections to Liverpool). The walking distance between the two stations is only around 100m, but there is a lack of wayfinding and information on either station to encourage or facilitate connections. At the very least, we believe there should be a single Customer Information feed that covers both stations and advises on the walking time required to reach the other station. There are opportunities to encourage interchange to Southport or Kirkby from West Coast trains if more information is provided.

Holding trains at stations for connecting trains

In principle, this is something we would support to provide greater certainty for passengers planning complex journeys and supports the aspiration for improved connectivity described above. However, this needs to be proportionate so as not to create further disruption for the rail network and, potentially, cause connections to be missed elsewhere.

We would welcome the use of discretion being applied to holding connections so that where these are critical (e.g. last connection of the day or where there is a connection into an infrequent service connection); this is something we would encourage. In this case, we would consider an infrequent service connection to apply where both services operate with only 1 train per hour. An example is a journey from Manchester Airport to London, with a connection at Wilmslow – in this case both services operate at with 1 train per hour and a poor connection (or risk of missed connection) may encourage passengers to take the more crowded option of travelling via Manchester Piccadilly.

Summary

Overall, we recognise that there are opportunities to improve the West Coast services through providing connections to intermediate destinations, seeking to extend services which currently terminate to serve new markets and to better match supply to demand. However this needs to be balanced across the economic needs of Greater Manchester, which has benefited from the level of service provided and the journey times.

We would encourage the new West Coast operator to fully engage with ourselves and other Local Authorities, as well as other stakeholders (e.g. Rail North) to

$0awgtvee.Docx 23 04/08/2016 develop new timetable opportunities and to ensure that any changes do not have a negative economic impact. We would also like to commence discussions during the length of the franchise on the service to be provided post-HS2 and would like to work with the DfT, HS2 Ltd, Network Rail and Train Operators to determine a solution and work towards evolving this during the life of the next West Coast franchise.

$0awgtvee.Docx 24 04/08/2016 Q5: Based on your journey, please could you state whether you consider any priority should be placed on either:  Protecting long distance capacity on trains; or  Providing maximum choice of operator over short distance journeys. Where possible, please provide reasons for your answer. Where possible please provide reasons for your answers.

While there is a need to provide for long distance capacity on West Coast trains, this needs to be balanced against the overall capacity of the UK rail network and it is important to recognise that the capacity provided by the West Coast trains would be difficult to provide on other operators with the paths available – especially where existing services are facing overcrowding issues.

There are variations in the level of provision at different stations, so each flow and station demand will need to be considered separately. For example, Milton Keynes to London is already catered for by frequent London Midland services (5 trains per hour off-peak), which frequently operate with 8 or 12 carriage trains, so the impact of not allowing use of West Coast services would not be too great. However, between Macclesfield and Manchester, the alternatives are more limited, with only 1 Northern service per hour (due to increase to 2 from December 2017), formed of 3 carriage trains. Therefore, the additional capacity provided by the West Coast service which stops is essential to reduce overcrowding on the local services (which also call at other intermediate stations).

If consideration is being made to protect long distance capacity, care needs to be taken that this is not being undermined by the operator creating incentives which lead to unnecessary overcrowding of long distance trains. For example, we support the available capacity provided by the 3 West Coast trains per hour between Stockport and Manchester and would like to see this continued into the new franchise However, the current West Coast operator offers tickets on this flow that are cheaper than the all-operator tickets, which encourages passengers to use the West Coast trains, even when there are 11 other train services per hour (to increase to 15 trains per hour from December 2017). Whilst we recognise the commercial reasons for this approach and that it has helped grow some markets, the resultant demand should not lead to a subsequent deterioration of choice by restricting the use of these trains.

We would welcome the opportunity to work with the operator to consider the potential issues faced by overcrowding and crowding out long distance

$0awgtvee.Docx 25 04/08/2016 passengers, by reviewing capacity on routes and looking at timetable and ticketing solutions to maximise the passenger carrying capability of our rail network. In order to deliver this, we would support increased access to operator data, such Automatic Passenger Counting (APC) data from West Coast trains, along with increased access to passenger flow data and Lennon data.

$0awgtvee.Docx 26 04/08/2016 Q6: What methods do you think could enable more people to travel and improve the railway’s ability to cater for passenger growth? Where possible, please provide reasons for your answer.

Whilst we are aware that there is overcrowding at certain times and we wish to make provision to cater for forecast passenger growth, it is also important to recognise that there are also many trains which are running with spare capacity at different times of the day. We believe the new West Coast operator should implement the following methods to enable more people to travel and cater for passenger growth:

1) Extend all West Coast trains to maximum length, including extending all Pendolino trains to 11 coaches. We would welcome an increase in the number of electric trains to replace diesel trains operating entirely on electric routes, but recognise there may be benefit in providing hybrid trains to continue to serve routes which are not yet electrified.

The provision of a homogenous fleet will provide increased overall capacity, but will also reduce the occasions where a shorter train is allocated to a busy duty, which can lead to cases of overcrowding. It also makes the best use of the investment in facilities necessary to cater for the 11 coach trains.

We have suggested in our response to question 4 that the operator should consider options for splitting trains en-route to serve new markets with less demand. In these cases, the provision of 2 short trains (i.e. 5 coaches each) is unavoidable. However, where splitting of trains is not required, multiple short trains should be avoided, as it leads to duplicate resource requirements for on-train services and restricts passengers from accessing all coaches to find a seat – in the worst case 1 unit could be overcrowded, whilst the other is under capacity.

The use of 2 trains also reduces the overall passenger carrying capacity – as an example, an intermediate coach in the Voyager units typically has 66 standard class seats, whilst the driving coach only has 52 standard class seats. On a 10 coach train, this represents a potential loss of 28 seats as a direct result of using 2 short units.

We do not believe the plans for HS2 services to commence in 2026, 8 years after the next West Coast franchise starts, is a valid reason not to invest in improving the fleet and increasing capacity to cater for demand in the next few years. We believe that the need to cater for passenger flows on the

$0awgtvee.Docx 27 04/08/2016 classic network after the commencement of HS2, means there will still be a requirement for modern trains beyond the next West Coast franchise and any investment should reflect that. The continuation of a rolling electrification programme should also open up new opportunities to use the Pendolino fleet and any new trains on other services away from the West Coast route.

2) Improved management of fares to encourage growth on under-utilised services and better manage the balance between capacity and demand at peak times, particularly around the shoulder peaks, and for trains which depart immediately after peak restrictions finish.

There is evidence that some trains in the shoulder evening peak may be running with spare capacity, whilst there is overcrowding on trains just after peak restrictions end, to the degree that additional trains have to operate. This suggests that there is too much of a difference between shoulder peak fares and off-peak fares and more careful allocation of price to capacity is required to try and encourage a better balance of loadings on all trains.

Whilst we recognise that the operator will focus on maximising fare revenue, through yield management techniques, we believe it is also essential to grow the market and apply yield management tools to also grow the modal share. We would like to see the West Coast franchise seek to maximise modal share in order to develop and build the market in preparation for the introduction of HS2 services from 2026.

3) Review the balance of first and standard class provision. We recognise that this will be a challenge if a homogenous fleet is used, as we are aware certain trains operate with high occupancy of first class provision (particularly during the morning peak), whereas at other times of the day first class may be under-utilised whilst standard class is crowded.

The new West Coast operator should maximise the available information on train capacity and different ticket types in use to determine whether there is any benefit to having different levels of first class seating on different trains, with a view to increasing standard class provision on services where crowding occurs. If this approach is not practicable, we would encourage a more innovate approach to making use of under-utilised first class capacity.

One area that could be addressed quickly is the current lack of a walk-up off- peak first class ticket product. By introducing this below the standard walk-up fare, it would be possible to make more use of spare 1st class capacity.

$0awgtvee.Docx 28 04/08/2016 Further options the operator may consider are; encouraging greater take-up of first class through different yield management techniques, including cheaper advance purchase tickets; ensuring the weekend first class offer is consistent with the weekday offer, to encourage greater take-up at weekends; and upgrading standard class passengers. For the latter, a suggested approach would be to offer a free upgrade to standard class passengers on walk-up tickets (i.e. most expensive) when they cannot find a seat in standard class.

One area we consider warrants further research and investigation is to provide a new product which sits between the current first and standard class offer. This could include the provision of improved seating and better legroom, but without the additional first class benefits (e.g. complementary food and drink). This could also support the different balance of seat availability whilst maintaining a homogenous fleet, as the same coaches could be used for both this intermediate class and first class, with the primary difference being the level of additional customer service provided.

4) The new West Coast operator should continue to offer through ticketing opportunities from locations that are not directly served by West Coast services and should apply yield management techniques to encourage market growth while managing demand on busy trains. Advance purchase tickets should allow passengers to connect into specific West Coast services at interchange stations, with the connecting journey included in the price. Where delays occur to connecting trains, this should be recognised and easements provided to allow passengers on these tickets to take the next available train.

$0awgtvee.Docx 29 04/08/2016 Q7: Based on your knowledge of your local area/station, how could the new ICWC train operator: a) Improve rail services (including all the support functions it needs) in a way that respects and helps to maintain the environment? b) Better support the economic growth of the areas it serves? c) Improve its support and development of its workforce? d) Play a greater role in supporting and improving the community it serves, the heritage of the railway and help develop their stations into hubs for the community? e) Improve the services offered to reduce discrimination and advance equality of opportunity for people from protected groups?

We are supportive of improvements to rail services in a way which is beneficial to the environment. In particular we would like to see the use of diesel powered trains operating on electrified routes minimised and believe that the option of using bi-mode trains should be considered in advance of further electrification. Whilst we recognise that the electrification programme is an infrastructure delivery programme and not within the scope of passenger rail franchises, we believe there should be a strong obligation on the operators to maximise the benefits of the investment and work towards further delivery of additional electrification schemes. We recommend that the Invitation to Tender for the West Coast franchise uses the same wording that was used in the recent Northern franchise Invitation to Tender, which required the operator to maximise the use of electric trains on electrified routes.

We believe that there are significant opportunities for the West Coast operator to support the economic growth of the areas which it serves. However, to ensure this is achieved and to maximise the effectiveness it is essential for the operator to directly engage with Local Authorities and work with them to identify opportunities for the franchise to support economic development. As part of this close working, the operator should be obliged to share more data with the local transport authorities, with feeds such as Automatic Passenger Counts, detailed passenger flow and LENNON data.

Transport for Greater Manchester has a responsibility to monitor, integrate and develop public transport. It, therefore, has a need for data concerning usage of all public transport facilities in the Greater Manchester journey to work area. The West Coast operator should therefore meet Transport for Greater Manchester’s reasonable requests for data to facilitate these duties. The data would not be released into the public domain if the operator deems it to be commercially sensitive.

$0awgtvee.Docx 30 04/08/2016 We also think there are strong opportunities for the West Coast operator to play a greater role in supporting community initiatives, by working closely with the towns and cities served and recognising the importance of connecting into West Coast services from rural routes.

The West Coast operator should seek to work with local communities around the stations it manages and look for opportunities to bring disused buildings and offices into community use.

Whilst there are no Community Rail Partnerships (CRPs) on the West Coast Mainline, there are 22 CRPs which interact with West Coast services through interchange. We believe the new West Coast operator should work with these CRP’s to provide support for improving interchange opportunities and facilities, as well as promoting the work of the CRP’s at the interchange stations where these are operated by the West Coast franchise.

One area where the West Coast operator could reduce discrimination and advance equality is through fair opportunity to purchase tickets. The current approach has seen Internet ticket retailing being promoted at the expense of station ticket offices, with Internet only fares and, on the East Coast franchise, discounts for Internet purchases. We believe this approach risks discriminating against passengers who do not have access to the Internet and all ticket options should be available at stations.

$0awgtvee.Docx 31 04/08/2016 Q8: Please list, in priority order, the top five facilities you would like to see either improved or introduced at the station(s) served by the ICWC Franchise a) you use; or b) as a non-user would encourage you to use the rail network. Please provide the name of the station(s) and why you think these improvements are needed.

Overall, the West Coast operator should seek to deliver a consistent passenger offer at all of the stations it operates and serves, meeting the requirements of long distance passenger expectations. We also support the introduction of free on-station Wi-Fi and this should be a commitment for all West Coast operated stations.

As recognised in paragraph 2.11 of the consultation document, we have stated an ambition to take over responsibility for stations in the Greater Manchester area and this would include Stockport and Wigan North Western. As we are still in the early stages of developing and understanding the case for transfer of responsibility, we recommend that the franchise contract for InterCity West Coast includes a mechanism to allow the transfer of stations during the life of the franchise on a no better off / no worse off basis. This clause should apply to any stations within the franchise, as there may be other conurbations which share a similar aspiration.

$0awgtvee.Docx 32 04/08/2016 Q9: Thinking of the journeys you make or have made on the ICWC, or a journey you could make by the ICWC but where you decide to use an alternative transport mode instead.  What specific changes could be made to make the railway easier to access and therefore more attractive to use; and  Why do you think these changes would help?

A key area where changes could be made to make the railway easier to access is to improve station access facilities, to improve multi-modal interchange and make it easier for passengers to use sustainable modes to complete their journeys. The priority should be direct access to bus services, supported by clear signage and provision of information. Station realm improvements should also be made to provide safe walking routes and provide access for cyclists, without conflict with other modes.

At Stockport, there is a particular challenge to be overcome in providing direct interchange between the railway station and the bus station. Although the distance is relatively short (and the bus station is closer than the town centre), access is difficult due to a substantial difference in height and the need to cross a number of main roads. The walking route to the town centre is also unattractive and complex.

At Wigan, there is also the challenge of improving the access between the two stations (North Western and Wallgate) that we have previously referred to in this response. Improved wayfinding and better provision of information and interchange possibilities between the two stations would help make Wigan a more attractive location for interchange and facilitate increased journey opportunities. In practise the time required to travel between the two stations is less than the minimum change time required at major stations, such as Birmingham New Street and Crewe, but the perception of being separate stations creates an unnecessary barrier.

It is also important to recognise there is a continuing role for cars as part of an integrated journey and provision of both taxi-ranks and kiss & ride locations could help to encourage reduced dependencies on single occupancy car use and reduce the pressure on car park facilities.

Although provision of physical facilities and improved wayfinding is necessary, for this to be effective the new West Coast operator needs to be more pro-active in integrating different modes in journey planning tools to encourage passengers to

$0awgtvee.Docx 33 04/08/2016 consider using these as part of their overall journey. Apart from the Plus Bus scheme, which is not promoted as strongly as it could be, there are no opportunities to combine a train ticket with other public transport modes apart from in London. Journey planning facilities need to be improved to allow integrated journey planning, including the opportunity to purchase a ticket which covers all modes and there should be clear links to the operators of connecting modes, where more detailed information is available.

We would also encourage closer working between the different train operators with a view to designing timetable solutions to improve connections and reduce journey times from destinations that are not directly served by West Coast services. Whilst recognising the complexity of timetable planning on a crowded network, the current approach whereby long distance services are driven by paths from the London termini (i.e. placed on the graph first), does not necessarily generate the optimal timetable across the rest of the network and can result in sub-optimal local timetables. An example is on the Macclesfield line, where the 20:40 minute split between West Coast services makes it more difficult to achieve equal spacing of local services.

Whilst it is not possible on a crowded network to guarantee all connections without causing significant disruption to services, there are occasions where holding trains to ensure connections are maintained is important to meet passenger requirements. Although individual decisions will need to be justified, examples include connections with low frequency services (where a missed connection could lead to a wait of up to an hour) or last services on a particular line. In these cases, the performance measure should recognise the benefit to passengers of maintaining the connection, rather than penalise the operator.

Another area where improvements are needed to make the railway easier to access is the disruption caused by engineering work. Whilst we recognise that some engineering work and subsequent disruption is inevitable, we believe the operator should be more pro-active in their approach to minimising disruption and should be required to meet the following requirements:

1) Where diversionary routes exist, these should be used. With the extension of electrification in the North West, more electrified diversionary routes will be available to use, but where routes remain un-electrified (e.g. the Settle – Carlisle line), this should not be a reason not to find a solution for diversions.

$0awgtvee.Docx 34 04/08/2016 2) Where bus replacement is necessary, the length of journey where buses are used should be kept to an absolute minimum. A recent example on the West Coast saw buses being used between Carlisle and Crewe (a distance of 141 miles) despite there being 6 intermediate stations along that stretch of line, which could have been used as a transfer point. Closer working with Network Rail will be necessary to identify innovative solutions to terminating trains as close as possible to the blockade, rather than relying on lengthy bus journeys.

3) Where buses are provided, these should provide an appropriate level of accommodation befitting long distance passengers (i.e. coaches rather than buses) and passengers should be allowed to bring drinks and cold food on these coaches, as they would be allowed, if they could use the trains they are booked.

4) Provision needs to be made to cater for passengers with accessibility requirements and there also needs to be provision for carrying passenger luggage, buggies and bicycles, even if this involves the use of vans to accompany the coaches used.

5) There also needs to be clearer advance notice of where rail placement buses are in use and passengers should be provided the option to use alternative routes or operators at no additional cost, if they prefer.

We also believe there are crowding and passenger management difficulties at London Euston, often as a result of late notification of departure platform. This can lead to an uncoordinated rush to board the train, which can lead to difficulties for passengers with access requirements and will cause unnecessary stress to many groups of travellers. This situation could be exasperated once the construction of HS2 commences and the operators need to work with HS2 Ltd and Network Rail to identify a solution to these problems.

$0awgtvee.Docx 35 04/08/2016 Q10: What do you think the future ICWC train operator could do to modernise and improve the ticketing experience for customers? Please include your views on the elements or parts of service the train operator should consider when developing their ticketing and ticket retailing plans.

The most important requirement for fares and ticketing is for the West Coast operator to revise the approach to fare structure to ensure that there is a better alignment of capacity to demand and to maximise the opportunities to grow the modal share. There are currently inconsistencies within the pricing strategies for London to Manchester journeys which result in shoulder peak services running with spare capacity whilst the first off-peak departures are over-crowded. This demonstrates a failure to accurately match fares with demand and there is a clear opportunity to provide some structured fares for the shoulder peak trains to make the most of the available capacity. However, this approach needs to be balanced against increasing the complexity of the fares offer.

[Manchester fares comparison]

In recognition that more passengers are purchasing tickets online or from ticket machines, the systems that operate these need to be upgraded to ensure passengers have access to all the information they require to purchase the most cost effective tickets for their journeys. It is important to recognise that there will be passengers on long distance operators that make occasional journeys and they will be less familiar with the different ticket types and options than a regular traveller.

One area that could be improved is ticket collection machines that require the use of the credit / debit card used to purchase tickets. Whilst we recognise that this provides an element of security, it also means it is unnecessarily difficult for someone to purchase a ticket on behalf of someone else (e.g. a parent purchasing a ticket for a teenage child), as the passenger would not be able to collect the ticket.

We would also like to see the new West Coast operator develop better integration and through ticketing with other modes, which will support the better multi-modal integration we have described in our response to question 9. Through ticketing should be more integrated than the current Plus Bus offering and should enable full end-to-end journey opportunities that cost no more than separate tickets. This through ticketing should also be available from operators of other modes and should enable any journey opportunity. An example that is applicable to the Greater Manchester area would be the opportunity to purchase

$0awgtvee.Docx 36 04/08/2016 a through Bury to London ticket which would be valid on Metrolink between Bury and Manchester and then on heavy rail services to London.

As well as through ticket opportunities, it is essential that the West Coast operator should be required to work with Local Transport Authorities to develop integrated solutions and should be obliged to be included in any multi-modal ticketing schemes where they operate services within the ticketing area. Existing arrangements for participating in Transport for Greater Manchester ticketing and concessionary fare facilities should be maintained. We also recognise the opportunities presented by adoption of smart card and other technology based solutions and believe that the West Coast operator should be required to co- operate with Local Transport Authorities, Rail North and Transport for the North in the development of smart ticketing products. It is essential that the operator should work with existing schemes, rather than try to develop their own proprietary product, as it will not support ticket simplification if passengers are required to use multiple systems.

$0awgtvee.Docx 37 04/08/2016 Q11: If there are any additional areas that you think it is important for us to consider that have not already been addressed in this consultation please explain them here.

Operator – independent brand

We believe there are passenger benefits if the new operator of the West Coast franchise develops an operator-independent brand that can continue into subsequent franchises without the need to re-brand trains and stations if the operator should change in the future. We believe this will reduce the cost of re- branding at franchise renewal, as well as allowing the operator to develop a lasting brand which can be associated with the route which will be consistent for information providers and public transport promotors.

The approach of having an operator-independent brand was included in the recent Northern and TransPennine Express franchises and has also been applied to the Direct Award of the Great Western franchise. The establishment of an operator-independent brand for the Scotrail franchise has proved successful, with little interruption of branding and marketing when the operator changed during the most recent refranchising and we believe this should be continued across all of the UK’s rail franchises.

We also believe that an operator-independent brand should reference the geographical nature of the route (i.e. include “West Coast” within the name), as the current operation is one of the few examples where the operating name (“Virgin Trains”) does not provide any indication of where the services operate.

On-train passenger experience

We have already made reference elsewhere in this response that some interior changes are required for the train fleet. The majority of the fleet are over 10 years old and we have concerns that the interior of the trains, especially the Pendolinos, do not fully meet the requirements and aspirations of long distance passengers today. We believe the new operator should carry out a full rebuild of the interiors to address as many of the original design issues and passenger concerns as possible and should concentrate on trying to deliver the following:

 Better alignment of seats to windows (within the constraints of the existing design).

$0awgtvee.Docx 38 04/08/2016  Ensure that the seat pitch and comfort meets the requirements of an average height passenger travelling for a long distance. There are currently some seats that an average height adult will struggle for leg room.  Provide better luggage storage, which should be visible from passenger seats.  Improve the reliability and operation of the toilets.  Increased number of toilets to improve the ratio of toilets to capacity.  Make sure there are sufficient seats around tables to cater for groups.  Improve the seat reservation displays so that these are more informative (i.e. easier to spot unreserved seats) and more reliable. An example could be a “traffic-light” display system.  Seat-back fold down tables need to be designed to facilitate the use of a laptop by business travellers. The current design does not allow ergonomic use.

The next West Coast franchise should also investigate delivering more reliable media connectivity on board the trains. The DfT have provided a commitment to deliver free Wi-Fi connectivity across the UK rail network, which the West Coast operator needs to support. However, media technology is developing quickly and it is important that operators develop the latest technology and do not fall behind whilst delivering the previous generation of technology. For example, we believe that improved media connectivity should include consistent and high quality 4G connectivity, as well as Wi-Fi.

HS2 Construction and preparation

We are concerned that the need to carry out significant engineering work as part of the construction of HS2, particularly at and around Euston station, could impact on the capacity of the West Coast Main Line and will place pressure on the number of long distance paths available for the West Coast operator. We have stated elsewhere in this response the need to maintain the current level of service to Greater Manchester stations and are also aware of aspirations for increased services elsewhere, so it will be unacceptable to reduce the number of West Coast trains before HS2 is operational.

In order to address any capacity issues that arise as a result of the need to rebuild HS2, we believe that the DfT, Network Rail and HS2 Ltd should maintain the number of paths for West Coast services by considering radical options to change

$0awgtvee.Docx 39 04/08/2016 the patterns of inner suburban commuting services that currently use Euston. We believe the following options should be considered in detail before a reduction in West Coast paths is even considered:

1) Connect existing London Midland services to Tring, Milton Keynes and Northampton, as well as London Overground services from the Watford DC lines into Crossrail, to provide through services in place of terminating westbound Crossrail services at Paddington. We believe this option is worthy of further assessment as it would free up platform space at Euston, as well as reducing the number of passenger arrivals from these services. The use of Crossrail is preferred to a temporary terminus, as it will facilitate better connectivity to destinations in London, as well as making use of trains which are already planned to terminate at Paddington.

2) Replace the London Overground services between Watford and Euston (on the DC lines) by extending London Underground Bakerloo services from Harrow and Wealdstone to Watford Junction. While this option will free up some platform capacity at Euston, it will be less than option 1. However, this may be balanced by a reduced requirement for infrastructure work, as the lines and connections already exist.

Advertised Departure Times

One operational aspect that could be made more passenger-friendly is to change the approach to door closing approaching departure times.

Currently, at Manchester Piccadilly, signs advertise that doors may close 45 seconds prior to the advertised departure time so that the train is ready to depart on-time. However, we consider that it is unfair to penalise customers who rely on printed timetables in this way, when the railway already has a working timetable that can cater for variations in advertised and actual departure times. We believe it would make more sense from a passenger perspective if all long distance trains had an advertised departure time 1 minute prior to the actual departure time in the working timetable, as this would provide time to close the doors and ready the train for departure with less potential for passenger upset, if they are not allowed to board before the advertised departure time.

Franchise Changes

The West Coast franchise consultation document alludes to the potential for stations in England that are currently run by the Wales & Borders franchise to be

$0awgtvee.Docx 40 04/08/2016 moved to another franchise (paragraph 2.7). We believe that if this takes place, that Chester station should transfer to the West Coast franchise. We believe this would be a logical remapping, as Chester station should be considered an InterCity station, befitting the status of Chester as a city, as well as recognising that the West Coast franchise provides an hourly service to and from London. This level of service being comparable to Runcorn, which is a West Coast operated station.

We believe the DfT should take a more strategic approach to considering the allocation of long distance services to franchises, outside of the normal franchise renewals in order to develop an implementation plan for remapping services as franchises come up for renewal.

There are considerable overlaps between the services run by the West Coast, West Midlands and Cross Country franchises, especially in and between the North West and the West Midlands, where a more strategic approach to developing a future service network could result in improved connectivity.

For example, both Manchester and Liverpool to Birmingham flows currently have issues that could be addressed by extending West Coast services north of Birmingham. However, in both cases, West Coast does not currently provide direct services along those routes (West Midlands caters for Birmingham to Liverpool, whilst Cross Country caters for Birmingham to Manchester), so there would be an impact on these franchises if West Coast services were extended.

We are also of the opinion that the Cross Country franchise network is no longer optimal and that substantial changes to service patterns are necessary to meet the requirements of Greater Manchester and to provide more through journey opportunities to meet passenger needs. A full recast of the network and service patterns may impact on the requirements of the West Coast franchise, however, with the Cross Country franchise not being renewed until 2019, we are not able to fully consider what this could means for the West Coast franchise at this stage.

We recommend a more strategic approach to timetable planning and connectivity takes place, led by the DfT and involving all stakeholders and the outcomes of this are incorporated into future franchises. We also recommend that the West Coast franchise makes provision for developing service patterns in line with the Cross Country franchise when the latter is re-franchised.

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