Written evidence submitted by Cheshire West and Chester Council (WBR 36)
Executive Summary
Introduction
1 Cheshire West and Chester Council (CWaCC) greatly welcomes this important opportunity to make a submission to the Welsh Affairs Committee inquiry in to the Wales and Borders (W&B) rail franchise. This submission primarily focuses upon those W&B services operating in the north and mid Wales areas in addition to cross border (Including Chester – Crewe, wholly within England)
2 The W&B franchise provides a number of strategic links for the borough with many key locations, serving a broad cross section of markets and making a significant contribution to the existing and future local and regional economies. The franchise needs to maximise benefits from HS2 and service enhancements of neighboring franchises.
3 CWaCC is a member of Growth Track 360 (http://www.growthtrack360.com/), calling for rail investment to make viable creation of 70,000 new jobs within a 20 year period and a member of the cross border Mersey Dee Alliance. CWaCC is also a member of the Marches Strategic Rail Group who will be making a submission for this inquiry.
4 CWaCC would welcome an opportunity to provide oral evidence, or to be of further assistance to the Welsh Affairs Committee with this work.
What standard of performance has been experienced under the current franchise?
Wrexham – Neston – Bidston (Borderlands) Line
1 The Borderlands line provides a daytime hourly service, reduced during evenings and Sundays with an end to end typical scheduled journey time of 60 minutes. As the service is maintained by two train sets, there is essentially no provision for recovery from delays. It is not uncommon for journeys to be terminated before their planned destination, or cancelled to help restore punctuality.
2 Punctuality and reliability are further hindered by the problem of leaf fall with the line having relatively steep gradients of up to 1:50. This issue is of such significance that a reduced autumn timetable is proposed. Although this should improve reliability, further reducing a limited service frequency (and connections) for operational reasons is not a long term acceptable situation for passengers.
3 As an illustration of performance on this line, in November 2015, the “recent train times” website recorded 26 train service cancellations on this line, increasing to 40 cancellations in December 2015.
4 Fares for comparable journey lengths vary significantly depending on whether journeys are entirely on the Merseyrail network or not. It is noteworthy for example, that a Day Saver between Chester and Liverpool which is entirely on the Merseyrail network costs only £5.00 (offpeak return), whereas the 4 mile a lesser journey between Neston and Liverpool on the Wrexham Bidston line (connecting on to Merseyrail) costs £6.40 (offpeak return).
5 The current franchise does not make a consistent offer to offer the best value for the passengers’ full end to end journey.
6 There has been no significant vegetation management on the route in recent years; indeed vegetation overhangs the track and brushes against trains at many locations. Poor rail conditions during leaf-fall season result in the Class 150 units which operate the service being physically incapable of maintaining the timetable and results in services progressively falling behind schedule. A long term solution is needed.
7 Cheshire West and Chester Council (CWaCC) understands that Network Rail (NR) will be carrying out some track renewal work between Dee Marsh Junction and Bidston in the first quarter of 2017, requiring some mid-week line closures. Despite this inconvenience, no increase of line speed will be achieved on this, or other sections of the line. The “Wrexham to Bidston (Borderlands) Line: Service Enhancements Economic Appraisal Report” identifies that an absence of line speed improvements (matched by journey time reductions) is one factor inhibiting demand growth which should be addressed.
8 Management and communication of service disruption is poor (not restricted to this line and needs to be addressed across the network in the next franchise). One specific example occurred in July 2016 with the cancellation of the 2225 journey from Shotton to Bidston. A waiting passenger (there were also unaccompanied minors) reported that the customer information system gave no information about the cancellation and no announcements were made using the public address system and the help point was not working. The Arriva Trains Wales (ATW) customer service telephone number gave a standard recorded message. Eventually National Rail Enquiries confirmed that a minibus was being sent (Improving details of the location of where to locate bus replacement services may be necessary). At approximately 0040 a minibus arrived with the driver expecting to take passengers to Wrexham, but was able to take the remaining passengers back towards Bidston.
Other services
1 Until May 2016, ATW services from the north Wales coast (serving Chester) terminated at Manchester Piccadilly, with the rolling stock and staff being unused for approximately 45 minutes prior to making the return journey. Performance has been improved by extending these services to Manchester International Airport (MIA), although this access is only until December 2017.
2 Securing a longer term solution for access to MIA by these services (and for extending the hours / days of operation) is required. Making use of the existing Chester – Northwich – Manchester line with construction of a new short spur (known as the Western link” in to MIA will offer significantly reduced journey times and avoid the congested rail routes between Manchester stations and MIA. This would provide a journey length reduction of 21 miles and an estimated journey time reduction between Chester and MIA to only 40 minutes from the current 78 minutes (Introducing direct links with MIA for at least Greenbank, Northwich and Knutsford), and the journey time between Chester and Manchester reducing from 64 minutes to potentially 58 minutes.
3 The theme of unattractive journey times extends to other existing ATW services, making travel by other modes (particularly car) best value. Journey time improvements between Chester, Wrexham and beyond (including north – south Wales) can only be achieved if the existing limited track and signalling work is extended to provide redoubling and line speed improvements for the entire section between Chester (Saltney Junction) and Wrexham.
4 Free Wi Fi availability at stations and on trains is inconsistent. This is a reasonable expectancy of passengers, whilst providing opportunities for improving communication, particularly when services are disrupted.
5 Performance in respect of rolling stock capacity and service provision improvements have largely stagnated, whereas passenger numbers have significantly grown. Crowding is a common occurrence on services beyond Chester along the north Wales coast (this problem is amplified in the summer period, particularly on weekends) with no compensation available to passengers for such dis comfort. Strengthening capacity by introducing new and suitable rolling stock to provide additional capacity for long distances services, comparable to those for the Northern Connect service are needed. Similarly the extent of use of lower specification rolling stock (e.g. Pacers, Class 150 units) increasingly fall short of the passenger experience on other rail services a trend that will accelerate as other franchises (e.g. Northern) contain major investment commitments.
6 Revenue protection measures need to be improved, particularly on lines with stations close together (e.g. Wrexham – Bidston line)
7 Although the Public Service (Social Value) Act 2012 was introduced during the current franchise, there considerable scope to increase the extent of the economic, social and environmental well-being benefits to the areas served by the franchise. Examples could include: increasing involvement of small / social enterprise for the provision of services / facilities (such as local produce for on train catering) and simplifying cost effective use of station facilities.
What lessons can be learnt from the current franchise?
1 There is no single overarching strategic forum for local (or regional) transport authorities (English and Welsh), Transport Focus and private sector representatives to engage with the Welsh Government (WG) and Department for Transport (DfT) for the Wales and Borders (W&B) franchise. This is needed with separate but inter dependent structures for Member (Political) and officers. The franchise operator and Network Rail (NR) need to be accountable for attending this forum by appropriate staff, reporting on franchise performance and commitments and responding to issues raised (including service development).
Although the current Cross Border Forum includes representation from WG, DfT, NR, the franchise operator, Transport Focus and English local transport authorities, it does not fully address the need described above. Examples of such governance models can be adapted from those of Rail North Ltd (RNL) and West Midlands Rail (WMR) CWaCC would be willing to lead on developing the scope of this forum with the WG and DfT.
2 The future franchise specification needs to include contractual commitments for the operator to improve the capacity and quality of rolling stock (including a reasonable proportion of rolling stock to cover for maintenance etc) to continually meet and exceed demand and expectations, matched with simple fare structure giving value for money for individuals and small groups.
3 Minimum criteria for stations based on size, including: minimum opening hours (and days of operation) of staffed ticket offices, directions to nearby bus stops, contact details for taxi operators, provision of CCTV, live journey information including audible messages to each platform and welcoming waiting rooms / areas are needed.
4 Absence of a residual value funding mechanism inhibits long term investment. Opportunities for residual funding to make improvements to stations, including solutions to improve access to Deeside Industrial Park (e.g. Improving access from Hawarden Bridge station, improving interchange at Shotton station or creating a new station)
5 Careful consideration is needed regarding retention of revenue. If this is retained by the franchise operator, there should be a basis of revenue sharing / reinvestment above defined levels. If revenue is retained by WG, the operator must have contractual commitments to ensure they are proactive in developing the overall service.
6 The franchise funding envelope needs to include provision of additional rolling stock to accommodate demand growth, but also to increase the availability of “engineering spare stock”, to ensure that adequate capacity is maintained when rolling stock needs to be taken out of service expectantly.
7 A practical approach to maintaining connections between services in the event of delay needs to be taken. i.e. To hold a connecting service for a late running arrival of another train, when it is known that passengers will be transferring who would otherwise face an unreasonable wait to complete their journey. – Full communication to all affected passengers is important, and the operator of the service that is held, should not be penalized for late running in such circumstances.
8 Benefits of offering alternatives to the 16 – 25 year old persons’ railcard, such as a similar card that could be purchased on termly, quarterly or six monthly basis may be more attractive to some young adults, including validity on bus services.
9 Although livery and branding may include that of the operator, it should also promote the area and network of the franchise.
10 The current franchise lacks adequate commitment to co-operate and provide funding for community rail partnerships or help in kind: make space available in station buildings for community groups; develop each station into a focal point for the town served and promotion of community partnership lines on information. ACoRPs 2015 report ‘The Value of CRPs and Volunteering’ showing that the community rail sector can demonstrate growth figures of 2.8% above that of the regional network overall. CWaCC is the host partner for the national award winning Mid Cheshire Community Rail Partnership.
What improvements to rail passenger services should be expected under the next franchise?
1 Please refer to the response to the earlier question “What standard of performance has been experienced under the current franchise?”
2 The Rail North and Trans Pennine Express franchises introduced from April 2016 will introduce more than 2,000 extra services each week, representing an almost 40% increase in capacity, and approximately an additional 400 Sunday services. These franchises set the benchmark in terms of service frequency, quality and timetable expansion that need to be at least replicated (pro rata) for cross boundary Wales & Borders services.
3 The InterCity West Coast (ICWC) franchise currently only provides only up to six trains per day operating across Chester to serve the north Wales coast. CWaCC highlighted the importance of this being increased to an hourly frequency, reflecting the volume of passengers transferring between ICWC and Wales & Borders services as well as providing much needed additional capacity west of Chester. Passengers should expect these needs to be addressed in these next franchises. CWaCC is a member of Growth Track 360 (http://www.growthtrack360.com/), having recently produced a comprehensive prospectus setting out the rail investment priorities required to unlock the vast potential of the north Wales and cross border shared economies. A copy of this can be provided.
4 A high profile, easy to use impartial “one stop shop” that members of the public have confidence of knowing will provide them with the best overall ticket pricing for their journeys. This includes information and (through) tickets for travel either end of their Wales & Borders journey and booking (Including taxis), attractive pricing for small groups / families for journeys that would otherwise be more cost effective by car and paying for car parking where appropriate. This facility needs to be available through all commonly used communication channels, (telephone, internet, social media and with adaptations for people with additional needs) and ensure that the same ticket products are available across all communication channels (i.e. not to have offers limited to people booking on line).
5 Ticket solutions based on using mobile telephones embracing contactless payment with debit / credit cards, presenting the screen on the telephone as evidence of the ticket and for passing through barriers at stations need to be developed. Maximum use should be made of electronic ticketing schemes for making passengers aware of service disruption, and to track actual journeys made to help with market research (In compliance with data protection legislation).
6 Opportunities should be taken to enable simple use of the internet to purchase and print tickets for rail journeys, ensuring that the most appropriate ticket is offered. The ability for passengers to have the ticket in their possession avoids anxiety of experiencing any problems when having to collect their ticket at the station, immediately prior to travel.
7 The franchise operator should be required to demonstrate what measures it will introduce to meet demand for car parking at stations, implementing station travel plans and other measures to contain travel to stations by car. One example may be for the operator to manage shared taxi schemes, particularly for peak time trains, based on a zonal charge and maximum taxi travel time basis. However, there will be a need to invest in additional car park capacity, with CWaCC having commissioned a report to quantify those needs (and potential solutions) at Helsby and Frodsham stations which can be made available.
8 A commitment to be made for the Wales & Borders franchise operator to introduce of an hourly two way Liverpool – Halton Curve - Chester service, subsequently extending to Wrexham and Bangor, as described within the outline business case.
9 Consistently increasing the presence of easily recognizable staff on trains and at stations actively seeking to help people has numerous lasting benefits. Use of trains, stations and travelling by rail can be a stressful experience, even for people with some familiarity of their journey. Staff on trains could also be used to “coach” passengers to show them how to use their mobile devices (If they have one) to their own benefit next time they travel. For example, how purchasing their ticket could be made more conveniently, how to check whether there is any disruption to their journey ahead (or during) of travel and to automatically receive a refund if their service is disrupted.
10 As this franchise includes management of Chester station, CWaCC reinforces the immediate need for modernization and additional platform capacity at the station which otherwise inhibits service development for the W&B and other franchises serving Chester.
How do the Welsh and UK Governments cooperate in deciding how rail passenger services in Wales should be run?
1 This needs to focus on seamless management of meeting and exceeding passengers’ current and future prioritized needs of the Wales & Borders (W&B) franchise, without the presence of a border having any impact on distorting solutions.
2 As mentioned within the first point to the question “What lessons can be learnt from the current franchise?” there is an urgent need to establish a strategic forum comprising the WG, DfT, local transport authorities and private sector representation. This approach reflects the good practice evolved by Rail North Ltd, which continues to be acknowledged as making a transformational difference towards the content of the franchise specifications (for Northern and Trans Pennine Express) that were introduced from April 2016. Despite that CWaCC has repeatedly asked for the WG and DfT to address this, there has been no meaningful evidence of WG or DfT wanting to seek such collaboration for evidence bases to help shape the prioritised outcomes of the W&B franchise.
3 Mechanisms need to objectively determine how to optimize service provision with neighbouring franchises, and competing demand for use of train paths in congested areas, which may include re mapping options. This is a further example of the need to have participation from organizations with suitable expertise and local / regional knowledge to help inform solutions. Another example would be engagement with the recently formed Wrexham – Bidston Line Project Group (Local authority and WG representation) providing scope to assess models to develop for this largely self-contained route with significant development potential.
26 August 2016