South Western Franchise Consultation Day Department for Transport Objectives of the day 1. 2. 3. 4. 3. Outline the South Western (SW) franchise Explain DfT’s vision and aims for the franchise Passenger views on the SW franchise Specifying the franchise Timescales A few rules • We have an open door policy • Note that our plans are still subject to change • Nothing is fixed today as no decisions have been made in advance of the consultation Department for Transport Rail Executive Introduction to the SW franchise The current SW franchise Statistics • • • • • • 1,689 trains per day (weekday) 229m passenger journeys 1,044K Route Km operated Serve 203 Stations & Manage 186 4760 employees 370 trains Department for Transport Rail Executive Milton KW Watford Junction Maiden Junction 9 London Wang.? 9 Emn wnuioo 9 Rwanda ?It I Butcher um? 2:55, Vauxhall Sunnymelds Smi . 9 3a,. mm ?9 My sf [Marmot 9? 0'0 Bulinb Stains: Ashan Fuhham Mania? on ..0 ?mmConnectionnolondon Underground New Hampton Court Bam??zl?d?" Chartsav mm? mm" Surblon 1 mm" a ?mm a Wolu . 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Portsmouth Harbour I I I ma ?2 Dorchamr '9 Isle of Wm 4% 3% 0% Wight Way-noun 6 "ugh-mum mammal-nu 255nm Markets Served • The SW franchise serves different markets • London Commuters • Longer Distance • Leisure Travel • Local Travel Infrastructure & Rolling Stock Investment • Wessex Capacity Upgrades • Waterloo Platform 1-4 lengthening (to serve suburban lines) • Waterloo Platforms 20-24 (to serve the Windsor lines) • New Trains • Introduction of 30x5 car Class 707 units between 2016 and 2018 Challenges ahead • Capacity • Disruption from infrastructure works • Introducing new rolling stock • Meeting passengers’ rising expectations • Securing long term sustainable solution for the Island Line Franchise objectives (1) • Support the economy of the SW franchise area with high quality services that reflect the specific requirements of the different markets • Increase capacity to meet current demand and future growth • Deliver excellent experience for passengers • Secure whole industry efficiencies Franchise objectives (2) • Secure benefits through collaborative working and partnering with Industry - NR & TfL • Work with stakeholders to support local communities to deliver local transport integration, local regeneration and investment • Work with Isle of Wight Council to secure long term sustainable solution to future of the Island Line • Improve social and environmental sustainability Passenger perspectives for the South Western franchise Transport Focus South Western consultation Transport Focus • Independent watchdog for Britain’s rail passengers* • Extensive research to inform evidence-based campaigning • Aim to influence decisions on behalf of passengers • Work with Government, DfT and the industry to encourage passenger interests to be placed at the heart of franchise specification, bid proposals and ongoing rail operations * Also bus, coach and tram passenger representation in England outside of London. New role for users of strategic road network in England since 1 April 2015. Transport Focus and franchising • Priority work theme - a key opportunity to influence contracts for benefit of passengers • Work with DfT, devolved bodies and suppliers as well as bidders • Emphasis on early input to help shape draft specification and initial thinking on proposals • Evidence based - use NRPS, Passenger Priorities and bespoke research where available. • Ongoing discussions about passenger priorities and aspirations for franchise • Participate in consultation events and respond to consultation • Develop NRPS proposals and respond to other opportunities • Pilot role in review of customer experience bid plans for DfT • Seek to keep stakeholders informed of opportunities for influence and provide resources for use (e.g. open data tool). NRPS Overall satisfaction - by route 100 % passengers satisfied 95 90 85 SWT overall Island Line 80 Longer distance Metro 75 Outer suburban and local 70 65 Autumn Spring Autumn Spring Autumn Spring Autumn Spring Autumn Spring 2010 2011 2011 2012 2012 2013 2013 2014 2014 2015 NRPS Spring 2015 - % satisfied by building block SWT overall Island Line (sample size 2140) (sample size 135) 80 90 Longer distance Metro (sample size 1033) (sample size 448) 81 77 Outer suburban & local (sample size 534) 81 Satisfaction on key factors by route, Spring 2015 100 - lMetrO Outer Suburban Local 40 . . lLonger Distance I Island lJne Suf?cient room for The frequency of the Punctualityfreliability The ease of being all passengers to trains on that route able to get on and sit/stand off 0 4 I transportfocus 0/0 passengers satisfied Satisfaction on key factors by route, Spring 2015 * No data available for Island Line due to sample size Multivariate analysis: Autumn 2014/Spring 2015, South West Trains What has the biggest impact on overall satisfaction? What has the biggest impact on overall dissatisfaction? Drivers of customer satisfaction: Autumn 2014/Spring 2015, South West Trains and building blocks* * No data available for Island Line due to sample size South West Trains passenger research findings – current experiences • Overcrowding experienced, not just in the peak • General satisfaction with service frequency, a few exceptions identified “I travel off-peak for comfort and I pay for a seat and I bloody expect to get a seat. I don’t expect to have to stand under somebody’s armpit in mid-summer” [Commuter, off-peak] • Recognition of attempts to improve punctuality on certain routes (but still room for improvement in these critical performance areas) What bothers me most about the fares is that they go up every year but I haven’t had a pay rise for ages and there is no change to the service [Commuter, in M25 40+] • Passengers believe fares are too high (both peak and off-peak) but there is potential to improve perceptions of value for money • Positive views on rolling stock • Service provided by staff appreciated “The trains are beautiful, they really are. They’re a huge improvement on what they used to be, a massive improvement” [Commuter, in M25 40+] • Levels of cleanliness largely good, particularly on trains South West Trains passenger research findings “It would be nice to get a seat, – improvement areas especially when you’ve paid in advance. It’s a lot of money to pay to stand but I’ve just given up” [Commuter, Salisbury] • Extra capacity and seats available o extra carriages / more frequent peak trains and later services • Station enhancement and modernisation o shelter, seating, facilities, security “Last year we went to the O2 for the first time but coming home we had to get a cab because I didn’t realise the trains don’t run late enough” [Business, London] • Enhanced on-train journey experiences o sockets, Wi-fi, USB ports, air conditioning • Ticketing innovation o smart, e-tickets, links to updates • Improved information provision o Real time, especially during disruption “We need wi-fi on the trains. They have it on buses so why not on trains? You don’t get 3G or 4G on the train at all and I don’t know why” [Commuter, Salisbury] Island Line views on new franchise much higher interest and concern about re-franchising on Isle of Wight • Higher awareness of refranchising on IoW • Many aware and worried about proposals • Island Line may not be part of new franchise It doesn’t matter if it makes a loss, it provides a vital service on the island and the new franchise holder should have to take the rough with the smooth [Isle of Wight] • Concerned about implications for service • Wary about concept of a ‘social enterprise’ • Feels like thin end of wedge for passengers • Expect service to be less good after 2017 South Western Franchise February 10, 2016 Page 22 I’ve got a horrible feeling they will try to turn the Island Line into a steam railway for tourists [Isle of Wight] Island Line service provision generally felt to do a good job in difficult circumstances • Sea crossing timetable coordination a major issue, especially for commuters Integration • Catamarans will wait but trains never do • Last train much too early (22.00!) Stations • Mostly functional with basic facilities • Inadequate shelter, seating and lighting • Part-time staff at end stations only Trains • • • • VFM South Western Franchise Understand reason for trains being what they are Always clean and suitable for short journeys Some concerns about age of rolling stock Journey comfort depends on driver • Positive views overall • Cheaper and preferable to bus / car journeys • Hovertravel / Wightlink do academic season tickets February 10, 2016 Page 23 South West Trains Priorities for improvement – rank order with index score to 100 Price of train tickets offers better value for money (1) Trains sufficiently frequent at the times I wish to travel (2) Passengers always able to get a seat on the train (3) More trains arrive on time than happens now (4) Less frequent major unplanned disruptions to your journey (5) Fewer trains cancelled than happens now (6) Train company keeps passengers informed about delays (7) Journey time is reduced (8) Accurate and timely information available at stations (9) Free Wi-Fi available on the train (10) Less disruption due to engineering works (11) Accurate and timely information provided on trains (12) Connections with other train services are always good (13) Inside of train is maintained and cleaned to a high standard (14) Well-maintained, clean toilet facilities on every train (15) Good connections with other public transport at stations (16) Seating area on train is very comfortable (17) Improved personal security on the train (18) Train staff have a positive, helpful attitude (19) Station staff have a positive, helpful attitude (20) Improved personal security at the station (21) New ticket formats available such as smartcards, ticket Apps etc. (22) Free Wi-Fi available at the station (23) Stations maintained and cleaned to a high standard (24) Sufficient space on train for passengers’ luggage (25) More staff available at stations to help passengers (26) There is always space in the station car park (27) Reduced queuing time when buying a ticket (28) More staff available on trains to help passengers (29) Access from station entrance to boarding train is step-free (30) Safe and secure bicycle parking available at the station (31) Base: All South West Trains Rail Passengers n=167 543 317 266 210 189 158 154 131 123 123 107 100 = the average 87 72 72 The priorities are shown as an index 64 averaged on 100. In this case 100 = 56 the average share under the 44 assumption of equal importance of 40 all attributes. The number of points 38 above 100 is equivalent to the ratio 38 of actual preference share to this 36 theoretical average. So for example 34 150 = 50% more important than average, 300 = three times as 33 important as average, 50 = half as 29 important as average. 25 25 23 21 17 14 11 Station improvements, Great Britain Free Wi-Fi at stations consistently required by station type Station improvements [prompted] – needs providing: All GB rail passengers Station footfall Q.26b Still thinking only about the station where you were handed this questionnaire, which of the following station facilities need to be improved or need to be provided at this station? providing; Base: All GB Rail Passengers n=3,559 Building affinity and trust for brands RATIONAL Good product Good value for money Visible choice Consistent & predictable Effective problem resolution Affinity with service brands starts with more practical factors, however, the more emotionally engaging factors are more likely to be the ones that build trust Role in building trust Honesty and transparency Going the extra mile PRACTICAL Staff excellence Feeling in control EMOTIONALLY ENGAGING Personalisation / feeling valued DIALOGUE WITH CUSTOMER EMOTIONAL Trust – key relationship issues? • Truthful in what they say • ppm vs ‘on time’ at my station • clear/consistent explanations when things go wrong • Act with honesty and integrity – easily purchased fares • Treat customers fairly – equitable penalties/reasonable recompense • Communicate well with customers • transparent, disaggregated and personalised information • empower frontline staff • effective resolution of complaints • Build long-term relationships • new channels of communication • recognition - loyalty rewards ... Transparency and engagement • Low awareness of franchise process and promises • Passengers do want to influence and hold to account • Need improved mechanisms and a fresh commitment to:  seeking views  providing information  reporting on delivery • Greater openness and disaggregation to build trust • Partnership working. Where does rail fit within the wider picture? High level recommendations for the SW franchise • Unstinting focus on delivery of all elements of the ‘core offer’ Capacity Appropriate timetables and frequency Punctuality and reliability Information – especially during delays and disruption Value for money – service elements as well as price • Station enhancements, improved on-board experience, ticketing innovation • Embed a genuinely customer-focused culture at all levels • Provide disaggregated and transparent information • Maintain two-way communication with passengers www.transportfocus.org.uk Cover photo courtesy of R~P~M https://creativecommons.org/licenses/by-nc-nd/2.0/ Department for Transport Rail tive Specifying the franchise SW Specification Lead Introduction Consultation responses Option analysis Market Engagement Franchise Specification ITT sub plan structure Delivery Plan 1 Franchise Management Delivery Plan 2 Train Services and Performance Delivery Plan 3 Revenue Delivery Plan 4 Customer Experience Sustainability and environment • ITT is likely to cover – Environmental impacts – Socio-economic impact – End-to-end journey – Workforce development Innovation • Innovation – Improve customer service – Improve operational performance – Deliver value for money • Innovation strategy Stakeholders • Bidders to show how they will work in partnership with all stakeholders to improve customer satisfaction (particularly with NR and TfL) • Demonstrate a commitment to work with CRPs • Work with the Penninsula Rail Task Force Train services • Specification is under development and is expected to include minimum level of service, e.g. – Number of station calls per hour/day – Specified first and last trains • Consider skip stopping (address the balance between journey times/capacity/connectivity/performance) • Optimise weekend, off peak, bank holiday services • Improve connectivity between non – London locations Rolling stock • Bidders’ rolling stock strategy will need to address: – Mix of journey purposes and distances – Capacity for forecast growth – Possible re-configuration to accommodate growth Capacity and crowding • Key driver of passenger dissatisfaction • Crowding currently a significant issue • Extra capacity provided by new trains, Waterloo platform 1-4 works, Waterloo International • Bidders will be expected to: – Develop proposals to provide capacity where it is needed most – Accommodate growth in demand Performance • Enforcement and financial regimes to cover Delay minutes, cancellations, short formations, PPM and CaSL • Exploit opportunities for improvement: – New trains, infrastructure upgrades – Traffic Management System – Use of GPS data – Other system changes • Working with Network Rail and all stakeholders on improving performance Fares and ticketing • Innovative proposals for ticket retailing • Improved passenger satisfaction • Consideration for Season Ticket holders and part time commuters • Develop smart ticketing scheme • Fares will follow RPI+0% until 2020 • Reduce levels of ticketless travel Customer Experience • Commercial incentives to maintain/improve customer experience • Requirements: – NRPS passenger satisfaction targets – Passenger’s Charter including Delay Repay – Customer Experience and Communities Strategy – Customer and Communities Fund – Customer Report Stations • SW will be SFO at 186 stations • DfT does not intend to mandate 99 year leases • Bidders will be expected to: – Maintain and improve station services – Develop a Social and Commercial Development Plan – Work with NR on an 40 year Asset management plan – Modernise station facilities in line with passenger needs Island Line • Generates £1M of revenue with £4M of costs • Infrastructure lease runs out in 2019 • Solution needs to meet the transport needs of the Island, provide improved customer experience and is sustainable • Expect bidders to work with the Council and stakeholders Facilitating investment • Major investments in infrastructure and trains already committed • Opportunities to enhance the customer experience through investment in other areas • The Department encourages franchisees to propose schemes which improve efficiency or value, including beyond the end of the franchise via the Residual Value mechanism Proposed timescales • • • • • • • • Bidder day Publish Prospectus Stakeholder consultation Shortlisted bidders Issue ITT Bids returned Contract Award Franchise Start Nov 2015 Nov 2015 Nov 2015 to Feb 2016 Feb 2016 April 2016 July 2016 Feb 2017 June 2017 Die-nartment for Transport Rail Executive A - Thank you for listening - It?s time for the