Passenger Rail Usage Quality
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Schedule 8 Recalibration for CP6: Phase 1 Monitoring Point
www.pwc.co.uk Schedule 8 Recalibration for CP6: Phase 1 Monitoring Point Weights (MPWs) Prepared for Rail Delivery Group (RDG) and Cancellation November 2017 Minutes (CMs) Contents 1 Introduction 3 1.1 Context 3 2 Methodology 4 2.1 General approach 4 2.2 Principles for recalibrating MPWs and CMs 4 2.3 MPWs 8 2.4 CMs 9 3 Modelling 12 3.1 Process 12 3.2 Data sources and data cleansing 12 TOC engagement 12 MOIRA 12 PEARS 12 TOC specific data 13 3.3 Modelling MPWs 13 3.4 Modelling CMs 13 3.5 Model Review 14 Appendix 1 15 2 1 Introduction 1.1 Context The Office of Rail and Road (ORR) is currently in the process of reviewing the access charges and related matters for Network Rail for Control Period 6 (CP6), which runs from 1st April 2019 to 31st March 2024. As part of this review, the Rail Delivery Group (RDG) is leading the recalibration of Schedule 8, the performance regime which compensates train operators for the impact of unplanned service disruption. RDG commissioned PwC to undertake Phase 1 of the review, which focused on two key parameters used in the Schedule 8 performance regime1: Monitoring Point Weights (MPWs) A Monitoring Point is a point on the network (almost always a station) at which the lateness of trains in a Service Code within a Service Group in a given direction (forward/reverse) is measured. MPWs are calculated for each Monitoring Point. They reflect the proportion of a Service Group’s passengers alighting and interchanging at that Monitoring Point and any preceding stations which are not captured by a Monitoring Point. -
The Commercial & Technical Evolution of the Ferry
THE COMMERCIAL & TECHNICAL EVOLUTION OF THE FERRY INDUSTRY 1948-1987 By William (Bill) Moses M.B.E. A thesis presented to the University of Greenwich in fulfilment of the thesis requirement for the degree of Doctor of Philosophy October 2010 DECLARATION “I certify that this work has not been accepted in substance for any degree, and is not concurrently being submitted for any degree other than that of Doctor of Philosophy being studied at the University of Greenwich. I also declare that this work is the result of my own investigations except where otherwise identified by references and that I have not plagiarised another’s work”. ……………………………………………. William Trevor Moses Date: ………………………………. ……………………………………………… Professor Sarah Palmer Date: ………………………………. ……………………………………………… Professor Alastair Couper Date:……………………………. ii Acknowledgements There are a number of individuals that I am indebted to for their support and encouragement, but before mentioning some by name I would like to acknowledge and indeed dedicate this thesis to my late Mother and Father. Coming from a seafaring tradition it was perhaps no wonder that I would follow but not without hardship on the part of my parents as they struggled to raise the necessary funds for my books and officer cadet uniform. Their confidence and encouragement has since allowed me to achieve a great deal and I am only saddened by the fact that they are not here to share this latest and arguably most prestigious attainment. It is also appropriate to mention the ferry industry, made up on an intrepid band of individuals that I have been proud and privileged to work alongside for as many decades as covered by this thesis. -
Surface Access Integrated Ticketing Report May 2018 1
SURFACE ACCESS INTEGRATED TICKETING REPORT MAY 2018 1. Contents 1. Executive Summary 3 1.1. Introduction 3 1.2. Methodology 3 1.3. Current Practice 4 1.4. Appetite and Desire 5 1.5. Barriers 5 1.6. Conclusions 6 2. Introduction 7 3. Methodology 8 4. Current Practice 9 4.1. Current Practice within the Aviation Sector in the UK 11 4.2. Experience from Other Modes in the UK 15 4.3. International Comparisons 20 5. Appetite and Desire 25 5.1. Industry Appetite Findings 25 5.2. Passenger Appetite Findings 26 5.3. Passenger Appetite Summary 30 6. Barriers 31 6.1. Commercial 32 6.2. Technological 33 6.3. Regulatory 34 6.4. Awareness 35 6.5. Cultural/Behavioural 36 7. Conclusions 37 8. Appendix 1 – About the Authors 39 9. Appendix 2 – Bibliography 40 10. Appendix 3 – Distribution & Integration Methods 43 PAGE 2 1. Executive Summary 1.1. Introduction This report examines air-to-surface access integrated ticketing in support of one of the Department for Transport’s (DfT) six policy objectives in the proposed new avia- tion strategy – “Helping the aviation industry work for its customers”. Integrated Ticketing is defined as the incorporation of one ticket that includes sur- face access to/from an airport and the airplane ticket itself using one transaction. Integrated ticketing may consider surface access journeys both to the origin airport and from the destination airport. We recognise that some of the methods of inte- grated ticketing might not be truly integrated (such as selling rail or coach tickets on board the flight), but such examples were included in the report to reflect that these exist and that the customer experience in purchasing is relatively seamless. -
High Speed Rail
House of Commons Transport Committee High Speed Rail Tenth Report of Session 2010–12 Volume III Additional written evidence Ordered by the House of Commons to be published 24 May, 7, 14, 21 and 28 June, 12 July, 6, 7 and 13 September and 11 October 2011 Published on 8 November 2011 by authority of the House of Commons London: The Stationery Office Limited The Transport Committee The Transport Committee is appointed by the House of Commons to examine the expenditure, administration, and policy of the Department for Transport and its Associate Public Bodies. Current membership Mrs Louise Ellman (Labour/Co-operative, Liverpool Riverside) (Chair) Steve Baker (Conservative, Wycombe) Jim Dobbin (Labour/Co-operative, Heywood and Middleton) Mr Tom Harris (Labour, Glasgow South) Julie Hilling (Labour, Bolton West) Kwasi Kwarteng (Conservative, Spelthorne) Mr John Leech (Liberal Democrat, Manchester Withington) Paul Maynard (Conservative, Blackpool North and Cleveleys) Iain Stewart (Conservative, Milton Keynes South) Graham Stringer (Labour, Blackley and Broughton) Julian Sturdy (Conservative, York Outer) The following were also members of the committee during the Parliament. Angie Bray (Conservative, Ealing Central and Acton) Lilian Greenwood (Labour, Nottingham South) Kelvin Hopkins (Labour, Luton North) Gavin Shuker (Labour/Co-operative, Luton South) Angela Smith (Labour, Penistone and Stocksbridge) Powers The committee is one of the departmental select committees, the powers of which are set out in House of Commons Standing Orders, principally in SO No 152. These are available on the internet via www.parliament.uk. Publication The Reports and evidence of the Committee are published by The Stationery Office by Order of the House. -
Timetable Information Data Feed Interface Specification
Timetable Information Data Feed Interface Specification Document Ref: RSPS5046 Version: 03-00 Rail Settlement Plan Limited Registered Office, 2nd Floor, 200 Aldersgate Street, London EC1A 4HD www.raildeliverygroup.com 020 7841 8000 Registered in England and Wales No. 03069042 Ref: RSPS5046 03-00 Timetable Information Page: 2 of 39 Data Feed Interface Specification Date: 01-Aug-2018 Version History Version Date Author Comments 00-00-A 24-Jan-14 Edna Kelly First draft. 00-00-B 21-May-14 Edna Kelly Reviewed by iBlocks. JIRA STD-612: ‘Copyright text to be added’ 00-00-C 22-May-14 Edna Kelly Addressed internal review comments. Neil Barkham 00-00-D 05-Jun-14 Neil Barkham More internal review comments addressed. 00-00-E 16-Jul-14 Neil Barkham Final external review comments addressed. 01-00 04-Aug-14 Neil Barkham Issued. 01-00-A 19-Jan-17 Edna Kelly Next Review Date reached. 01-00-B 08-Feb-17 Neil Barkham Correction of file references (§ 2.4). Train schedule clarification (§ 5.2.3.3). 01-00-C 28-Mar-17 Neil Barkham External review comments addressed. 01-00-D 19-Apr-17 Neil Barkham Addressed final external review comment. 02-00 15-May-17 Neil Barkham Issued. 02-00-A 05-Mar-18 Neil Barkham Updated to include ‘Additional Fixed Links File’ and the ‘TOC Specific Interchange Times File’. General review. Restructure to put example data with the feed definitions. 02-00-B 16-Apr-18 Neil Barkham Updated after internal review. 02-00-C 22-May-18 Neil Barkham Updated after external review. -
A Quick Guide to the Railways
BRIEFING PAPER Number CBP 4128, 4 December 2018 A Quick Guide to the By Louise Butcher Railways Contents: 1. How do the railways work? 2. Funding 3. Train operating companies (TOCs) 4. Performance, reliability and default 5. Passenger rights and complaints 6. Compensation 7. Infrastructure: Network Rail 8. Rolling stock 9. Regulation 10. Fares 11. Station funding 12. Freight 13. Community Rail www.parliament.uk/commons-library | intranet.parliament.uk/commons-library | [email protected] | @commonslibrary 2 A Quick Guide to the Railways Contents Summary 3 1. How do the railways work? 4 2. Funding 6 3. Train operating companies (TOCs) 7 3.1 Franchises 7 3.2 Concession agreements 9 3.3 Open access 9 4. Performance, reliability and default 11 5. Passenger rights and complaints 12 6. Compensation 13 7. Infrastructure: Network Rail 14 8. Rolling stock 15 9. Regulation 16 10. Fares 17 11. Station funding 18 12. Freight 20 13. Community Rail 21 Cover page image copyright Crowds at Waterloo Station by Matthew Black. Licensed under CC BY 2.0 / image cropped. 3 Commons Library Briefing, 4 December 2018 Summary This paper provides a brief outline of the GB rail industry, including the bodies responsible for delivering services, how new schemes are chosen and financed. Following privatisation in 1993, British Rail was divided into two main parts: one part being the national rail infrastructure (track, signalling, bridges, tunnels, stations and depots) and the second being the operating companies whose trains run on that network. The infrastructure is owned by Network Rail which is regulated by the Office of Rail and Road (ORR). -
Britain's Rail Delivery Group, Comprising the Chief Executives of the Rail Owning Groups, Freight Operators and Network Rail T
Written evidence from the Rail Delivery Group (ROR 01) 1. This is the response of the Rail Delivery Group (RDG) to the Transport Select Committee’s call for evidence on the reform of the railways. 2. The RDG welcomes the Government’s support for the RDG contained in the Command Paper ‘Reforming our Railways: Putting the Customer First’, which was published today. The Paper calls on the Rail Delivery Group to provide leadership to the industry and to respond to the Government’s strategic challenges. The Command Paper lays out the Government’s vision for an expanding and efficient railway that meets the needs of passengers, freight users and taxpayers. The Government sees the Rail Delivery Group leading the industry in driving up efficiency and demand for the railway. This is a challenge that the Group accepts. 3. The Command Paper calls on the Rail Delivery Group to lead the rail industry in working together to deliver a more efficient, more affordable railway. The Rail Delivery Group is pleased that the Government has recognised that the Group is taking and shaping the industry’s agenda for a sustained programme of improved management and running of the rail network. 4. The Command Paper lists the six priority areas being addressed by the Group • Asset, programme and supply chain management; • Contractual and regulatory reform; • Technology, innovation and working practices; • Train utilisation; • A whole-system approach; and • Industry planning 5. The Rail Delivery Group was created to unlock efficiencies that will improve Britain’s railways. In its first nine months the Group has identified opportunities for a range of savings, for example in asset management through earlier involvement of the operators in planning work on the network. -
Growth and Prosperity How Franchising Helped Transform the Railway Into a British Success Story
Growth and prosperity How franchising helped transform the railway into a British success story ATOC.ORG JULY 2013 2 Foreword by Tim O’Toole What follows in this report is a straightforward, almost modest, description of the unprecedented growth and stunning improvements in the British rail system since rail franchising was introduced in the mid-1990s. The facts are beyond dispute: partnership; and have chosen to keep investing in rail. • Record numbers of passengers, reversing a downward trend, with the The franchising model in Britain, like longest sustained growth in history the rest of the industry, has evolved since its introduction and the railway’s • Significant improvements in transformation continues, most recently performance and punctuality scores, through the creation of the Rail Delivery and frequencies between major cities Tim O’Toole is CEO Group (RDG). Franchising in the context of FirstGroup plc • Improvements in safety and passenger of greater co-ordination among the train and RDG chairman approval ratings operating companies, freight operating companies and Network Rail is the next How did this happen? How do policy logical step for the industry as it evolves to makers distinguish causation from the next stage of capability. correlation? Systems, all systems, inevitably become This report, based on data collated and more complex in order to achieve greater analysed by KPMG, provides important capability and productivity. Franchising’s evidence to demonstrate the essential role diversity of operators has yielded the franchising and private sector operators innovation that has led to growth to have played in the success of the past 20 which a single state operator would never years. -
2019-01 20 Point Plan Issue14.Pdf
Fleet Management Good Practice Guide – 20 Point Plan Issue 14 – January 2019 AMENDMENT RECORD Issue Dated Notes Section 2: MP code removed from Technical incident reasons 14 December 2018 table “701D” 14 December 2018 Inclusion of new Section 10: Managing Ageing Rolling Stock 14 December 2018 Sections new cover inserted 14 December 2018 General document sections restructure 14 December 2018 Gary Cooper’s foreword updated Fleet Management Good Practice Guide: Issue 14 - January 2019 ii Foreword Our customers’ needs have been consistent ever since the birth of the railway, whether they are passengers, or businesses that send freight by rail, and the message is simply: run my train on time. Meeting this need is a priority for all of us in rail, and the desire for on-time service delivery shows in the correlation between punctuality and customer satisfaction and, in turn, the correlation between customer satisfaction and rail businesses’ revenues. It is important therefore, for the industry and the country as well as customers that we run punctual trains. We have been failing to do this for too long. After improving performance every month from 2002 – 2011, we now repeatedly miss the punctuality levels that TOCs and NR Routes agree they will deliver. The reliability of the vehicles we operate is part of that under-delivery and we have to do better. In 2013, the fleet planned a national passenger fleet performance challenge of delivering 11 500 MTIN by March 2019, a 20% improvement in reliability over this five- year control period. The reality is that we are likely to deliver only 9 000 MTIN by then. -
Draft Policy Paper
A new structure for success on Britain’s railway An ATOC position paper on industry structural reform March 2011 / 2 1 Introduction The challenge facing the rail industry is to cut costs while continuing to improve services for passengers. The McNulty Review into value for money has identified savings of up to £1bn a year above the efficiency targets already set for Network Rail, and the Office of Rail Regulation (ORR) estimates that rail infrastructure costs are up to 40% higher than in Europe. The key to better value for money is a more commercial railway that releases the full potential of the private sector and puts the passenger at its heart. This means a new, ‘horses for courses’, approach in which franchises are designed around the commercial and operational realities of each route, with government intervening and specifying to lesser or greater extents, as appropriate. There have been positive steps already. The Government’s policy of longer, less prescriptive franchises creates the potential to build on the success of operators in increasing patronage and driving revenue growth by attracting more private sector investment and reducing their own costs, particularly in areas where significant efficiency improvements are not possible within a short contract. Network Rail (NR)’s plans to create devolved business units should also help the operation of trains and track to work more closely together. But the scale of cost efficiencies identified requires a real step change which can only be achieved through more fundamental reform of the railways, engendering an even stronger commercial relationship between train operator and infrastructure provider and allowing train operators to play a much bigger part in prioritising infrastructure expenditure in line with customer needs. -
Development of Class 800/801 High-Speed Rolling Stock for UK Intercity Express Programme
646 Hitachi Review Vol. 63 (2014), No. 10 Featured Articles Development of Class 800/801 High-speed Rolling Stock for UK Intercity Express Programme Andrew Rogers OVERVIEW: Hitachi was formally awarded a rolling stock manufacturing Chris Robinson and maintenance contract for the UK IEP project in July 2012 through Koji Agatsuma Agility Trains Ltd. Including additional orders, the contract covers the manufacture of a total of 866 cars and the provision of maintenance services Mitsuo Iwasaki for a period of 27.5 years. With a total value of 5.8 billion pounds, the IEP Satoru Inarida, Dr. Eng. is the largest project in the history of British railways, and is intended to Takahisa Yamamoto replace the aging rolling stock on the UK’s East Coast Main Line and Great Kenta Konishi Western Main Line, which run between London and other major cities in the Toshihiko Mochida UK. The Class 800/801 rolling stock for the IEP was developed based on the A-train concepts of lightweight aluminum carbodies and self-supporting interior modules by taking technologies developed in Japan to provide lighter weight and higher speed and applying them to UK railway systems. It will contribute to the provision of high-quality and reliable railway services, with commercial operation scheduled to commence in 2017, following operation trials in the UK that will start in 2015. (ECML) and Great Western Main Line (GWML), that INTRODUCTION have been in service for more than 30 years(1). The IEP HITACHI developed the Class 800/801 rolling stock is an initiative of the UK Department for Transport. -
South Eastern Rail Franchise Consultation
Rail Delivery Group Response to: Department for Transport South Eastern Rail Franchise consultation Date: June 2017 Rail Delivery Group Limited Registered Office, 2nd Floor, 200 Aldersgate Street, London EC1A 4HD www.raildeliverygroup.com 020 7841 8000 Registered in England and Wales No. 08176197 Rail Delivery Group response to: Department for Transport South Eastern Rail Franchise consultation Organisation: Rail Delivery Group Type: Business representative organisation 1) The Rail Delivery Group (RDG) brings together Network Rail and passenger and freight train operating companies. The purpose of the RDG is to enable Network Rail and passenger and freight train operating companies to succeed by delivering better services for their customers. Ultimately this benefits taxpayers, passengers and the wider economy. We aim to meet the needs of: a) our members, by enabling them to deliver better outcomes for customers and the country; b) government and regulators, by developing strategy, informing policy and confronting difficult decisions on choices; and c) rail and non-rail users, by improving customer experience and building public trust. Overview 2) The Rail Delivery Group (RDG) welcomes the opportunity to respond to the Department for Transport’s (DfT) consultation on the future of the South Eastern Rail Franchise. During the next South Eastern rail franchises we would like to see: a) Improvements in the understanding, measurement and delivery customer experience through the use of the ‘customer promises’ and The Customer HeartbeatTM; b) A better approach to fares and ticketing which improves simplicity and choice for customers underpinned by the Ticket Vending Machine (TVM) guidelines; and c) Effective collaboration between the infrastructure manager and the train operator through the alignment of incentives for the benefit of passengers.