transport delivery committee - west midlands...2017/04/03 · transport delivery committee date:...

TRANSPORT DELIVERY COMMITTEE Date: Monday 3 April 2017

Time: 1.00pm Public Meeting: Yes

Location: Room 116, West Midlands Combined Authority, 16 Summer Lane,

Birmingham, B19 3SD Member Briefing: 10.00am in Room 116 – Metro Operations Group Meetings: Conservative 11.30am in Room 114

Labour 11.30am in Room 109

Membership Councillor Richard Worrall (Chair) Walsall Metropolitan Borough Council Councillor Pervez Akhtar Coventry City Council Councillor Robert Alden Birmingham City Council Councillor Adrian Andrew Walsall Metropolitan Borough Council Councillor Paul Brothwood Dudley Metropolitan Borough Council Councillor Philip Davis (Vice-Chair) Birmingham City Council Councillor Susan Eaves Sandwell Metropolitan Borough Council Councillor Mohammed Fazal Birmingham City Council Councillor Kath Hartley Birmingham City Council Councillor Diana Holl-Allen Solihull Metropolitan Borough Council Councillor Roger Horton Sandwell Metropolitan Borough Council Councillor Timothy Huxtable Birmingham City Council Councillor Chaman Lal Birmingham City Council Councillor Keith Linnecor Birmingham City Council Councillor Ted Richards Solihull Metropolitan Borough Council Councillor Judith Rowley City of Wolverhampton Council Councillor David Stanley Dudley Metropolitan Borough Council Councillor Daniel Warren City of Wolverhampton Council Councillor David Welsh Coventry City Council The quorum for this meeting is seven members.

Information for the Public If you have any queries about this meeting, please contact the Governance Services team: Contact Wendy Slater Tel/Email (0121) 214 7016 [email protected] Address West Midlands Combined Authority, 16 Summer Lane, Birmingham,

B19 3SD

Agenda

No. Item

Presenting Papers

Public Business

1. Apologies for Absence

Chair none

2. Declarations of Interest

Chair none

3. Chair’s Remarks Chair none

4. Minutes of the meeting held on 6 March 2017

Chair attached

5. Matters Arising

Chair none

6. Correspondence/Petitions Chair none

7. Midland Metro - Centenary Square/Edgbaston (Five Ways) Extensions

Phil Hewitt attached

8. Park and Ride Update (to include a presentation from consultants)

Peter Sargant attached

9. Rail Business Report

Babs Coombes attached

10. Bus Report Steve Hayes attached

11.

Customer Engagement Update Lee Eteo attached

12. CityConnect Superhighway Site Visit Cllrs Rowley & Warren

attached

13. WMCA Update – Transport Reports For Information Only (a) Review of Swift Brand

Laura Shoaf

attached

14. Notices of Motion - to consider any notices of motion lodged by the deadline of 12 noon on 30 March 2017.

Chair

15.

Questions - to consider any questions submitted by the deadline of 12 noon on 30 March 2017 for written questions and 12 noon on 31 March 2017 for oral questions.

Chair

16. Forward Plan

Chair attached

17. Any Other Business

18. Date of Next Meeting - Monday 8 May 2017, 1.00pm.

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Agenda Item No. 4

Meeting: Transport Delivery Committee

Subject: Minutes

Date: Monday 6 March 2017 at 1.00pm

Present: Councillor Richard Worrall (Chair) (Walsall Metropolitan Borough Council) Councillor Philip Davis (Vice-Chair) (Birmingham City Council) Councillor Pervez Akhtar (Coventry City Council) Councillor Robert Alden (Birmingham City Council) Councillor Adrian Andrew (Walsall Metropolitan Borough Council) Councillor Paul Brothwood (Dudley Metropolitan Borough Council) Councillor Mohammed Fazal (Birmingham City Council) Councillor Kath Hartley (Birmingham City Council) Councillor Diana Holl-Allen (Solihull Metropolitan Borough Council) Councillor Roger Horton (Sandwell Metropolitan Borough Council) Councillor Timothy Huxtable (Birmingham City Council) Councillor Chaman Lal (Birmingham City Council) Councillor Keith Linnecor (Birmingham City Council) Councillor Ted Richards (Solihull Metropolitan Borough Council) Councillor Judith Rowley (City of Wolverhampton Council) Councillor David Stanley (Dudley Metropolitan Borough Council) Councillor Daniel Warren (City of Wolverhampton Council) Apologies for absence were received from Councillors Susan Eaves and David Welsh. In attendance: James Aspinall (Corporate Services Director) André Bromfield (Corporate Solicitor) Pete Bond (Director of Transport Services) Babs Coombes (Rail Partnerships Manager) Jon Hayes (Head of Network Delivery) Linda Horne (Head of Finance) Shashi Patel (Metro Operations Development Manager) Alison Pickett (Head of Sustainable Travel) Colin Saward (National Express Midland Metro) Sandeep Shingadia (Head of Programme Development) David Whitehouse (Virgin Trains)

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84/16 Chair’s Remarks

The Chair reminded members of the committee to use the appropriate channels if they wish to raise very localised matters.

85/16 Minutes

The minutes of the meeting held on 6 February 2017 were agreed, and signed by the Chair, as a correct record.

86/16 Financial Monitoring Report Month Ending 31 January 2017

The committee considered a report of the Corporate Services Director that set out the financial position as at 31 January 2017. The report provided a summary of the West Midlands Combined Authority’s Transport Delivery Committee revenue and capital budgets along with a summary of treasury management indicators. Resolved: (1) That the favourable year to date variance against the revenue budget of

£0.516m and the favourable movement of £0.155m in the full year position be noted.

(2) That the favourable year to date variance against the capital budget of £6.529m and the favourable full year position of £4.499m be noted.

87/16 2016/2017 TfWM Capital Programme Delivery Monitoring Report

The committee considered a report of the Transport for West Midlands Managing Director that provided a progress update on the approved Transport for West Midlands-led 2016/17 programmes and projects. The Vice-Chair provided a progress update in respect of the Sprint programme which was now progressing. The Head of Programme Development added that with regard to Hagley Road scheme, Transport for West Midlands was working closely with Greater Birmingham & Solihull LEP in respect of its Business Case. Councillor Timothy Huxtable enquired about the delivery of park and ride sites and the delays behind the prioritisation study. Transport for West Midlands was currently undertaking a review of previous work that had been undertaken to ensure that it captured all key aspects of work needed going forward. A revised report on park and ride would be submitted to the next meeting of the committee for its consideration.

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Councillor Diana Holl-Allen enquired about the delays in connecting CCTV at Dorridge and Solihull stations into the Combined Authority’s Security Centre. The Head of Programme Development explained that the delay was due to the identification of a Responsible Officer within Chiltern Railways and the arrangement of required site visits. He undertook to look into this matter further and would provide an update in due course. Resolved: (1) That the achievements since 16 May 2016 meeting of the Finance,

Delivery & Performance Monitoring Committee be noted.

(2) That the progress of deliverables under the 2016/2017 Capital Programme, with respect to the baseline programme previously endorsed, be noted.

(3) Where indicated, any slippages from the baseline programme and the

proposed mitigation/action being undertaken be noted.

(4) That the 2017/18 Capital Programme as set out in the report be endorsed.

88/16 Metro Operations Business Report

The committee considered a report of the Metro Programme Director on matters relating to the performance, operation and delivery of Metro services in the West Midlands. The Chair introduced Colin Saward, General Manager for National Express Midland Metro to the meeting who had replaced Ben Ackroyd. The positive growth in patronage on Midland Metro since the opening of the Grand Central tram stop was welcomed. Councillor Roger Horton assured the committee that the increase in patronage on Midland Metro was not at the detriment of other modes of transport. On 1 January 2017, Snow Hill tram stop was renamed St Chads, and Bull Street tram stop which provided level access to Snow Hill was now the primary tram stop promoted as the interchange for Snow Hill station. Following the Metro extension from Snow Hill station and the loss of direct access from the Metro stop (now re-named St Chads) to Snow Hill rail platforms, the Vice-Chair asked whether the committee could be advised on what would be done to restore seamless passenger access. The Head of Programme Development agreed that the current situation was unacceptable and advised that Transport for West Midlands would review initial works that had previously been undertaken on the development of the Snow Hill 3rd Access. He added that the scheme was also referenced within the Snow Hill Master Plan.

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The Head of Programme Development agreed to submit a report on Snow Hill 3rd Access to Transport Delivery Committee on 8 May 2017. Prior to its submission to the committee, the report would be shared with members of the Rail and Metro Lead Member Reference Group. Resolved: (1) That the report be noted.

89/16 Christmas Period Public Transport Services

The committee considered a report of the Director of Transport Services on what happened with public transport provision over the Christmas 2016 period, with an emphasis on Boxing Day. The Head of Network Delivery commented that bus service provision over the Christmas period in Coventry was not as good as some other areas, and to avoid this happening again Transport for West Midlands would have early dialogue with Coventry City Council and the bus operators to find solutions. Councillor Roger Horton welcomed the ‘Festive Bus, Tram and Train’ leaflet that provided service information during the two week festive period and asked whether the leaflet could be circulated wider and earlier in the future. The Head of Network Delivery agreed that there were lessons to be learnt, however the timescale for its distribution was very difficult to manage due to the discussions and negotiations to be had with partners. Resolved: (1) That the report and proposed actions for Christmas 2017/18 be approved.

90/16 Virgin Trains Partnership Agreement Update

The committee considered a report of the Transport Services Director on the creation of a partnership agreement between Virgin Trains and Transport for West Midlands. Members of the committee also considered a summary of the agreement and received a joint presentation from Babs Coombes, Rail Partnerships Manager, and David Whitehouse from Virgin Trains. Councillor Chaman Lal enquired about Virgin Trains ex-offenders programme and asked how people with criminal convictions could benefit from the partnership. David Whitehouse reported that Virgin Trains had developed and introduced an extensive ex-offenders programme and welcomed experiences, views and comments about how the programme could be extended further. The Chair welcomed the partnership and looked forward to working with Virgin Trains.

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Resolved: (1) That the report be noted. (2) That Transport for West Midlands entering into a partnership agreement

with Virgin Trains be approved.

91/16 2017/18 Transport Annual Plan

The committee considered a report of the Transport for West Midlands Managing Director on the draft 2017/18 Transport Annual Plan which set out the delivery of those objectives contained within the West Midlands Strategic Plan. The committee considered that the West Midlands Combined Authority needed to address the disparity between regional spend and spend in London, as it was suggested that this had widened. Also, given the importance of tackling air quality, additional emphasis on this was required within the Transport Plan. Members also recognised the importance of the need for better bus services on local estates, improvements to interconnectivity, and that the section relating to safety and security within the plan needed to be expanded. Councillor Timothy Huxtable highlighted a number of areas within the business plan that needed to be reviewed relating to the metro extension programme, park and ride and bus-based park and ride sites. With regard to the Productivity and Investment Fund, the Head of Programme Development explained that there had been some discussion about how the fund could be aligned with the Key Route Network and a ‘call-out’ had gone out to local authorities with regard to its proposals about how this fund could be utilised. Councillor Adrian Andrew enquired about the audience of the document due to the format of the Transport Plan. The Transport Services Director commented that the Transport Plan was key commentary in dialogue with stakeholders and partner organisations. The Head of Finance thanked the committee for its comments. She was aware that additional checks were needed on the draft Transport Plan and agreed to feedback the comments received to the design team to incorporate into the document. Resolved: (1) That comments on the draft 2017/18 Transport Annual Plan to be

integrated into the document and presented to the West Midlands Combined Authority on 17 March 2017 for approval.

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(2) That delegation of any amendments of the Plan to Transport for West Midlands Managing Director on-route to the Combined Authority Board as a statutory approval body be approved.

92/16 West Midlands Smart Network, Smarter Choices 16/17 Programme Update

The committee considered a report of the Transport for West Midlands Managing Director on the transition/legacy plans for sustainable travel activities beyond March 2017, following the outcome of West Midlands Combined Authority’s submission to the Department for Transport’s Access Fund. Councillor Judith Rowley, Lead Member for Safe and Sustainable Travel, introduced the report and referred to the unsuccessful outcome of the September 2016 bid submission by the Combined Authority to the Department for Transport’s Access Fund, which would unfortunately result in a loss of jobs within the organisation. The report highlighted what would be achieved, lost and provided a succession strategy for each workstream (including Education Travel Plan engagement, Business & Employer Travel Plan engagement, Cycling support and WorkWise support). Councillor Judith Rowley informed the committee that Alison Pickett, Head of Sustainable Travel would be leaving the West Midlands Combined Authority at the end of March 2017. She had done an extremely good job over the years and would be a loss to the organisation. The committee expressed its thanks to Alison Pickett for her hard work and valuable contributions over the years and wished her well for the future. Alison Pickett reported that the report highlighted the achievements of Local Sustainable Transport Fund Programme over the years and in terms of WorkWise support, she was pleased to report that bus operators had approved an enhanced ticket discount of 50% for the first three months for eligible unemployed people starting a new job, with customers paying the other 50%. The Head of Sustainable Travel agreed to include the Local Sustainable Transport Fund grants given to Birmingham, Dudley and Coventry as part of the 2012-15 Local Sustainable Transport Fund funding. Resolved: (1) That the outcome of the September 2016 submission by the West Midlands

Combined Authority to the Department for Transport’s Access Fund and transition/legacy plans for the Transport for West Midlands sustainable travel activities beyond March 2017 be noted;

(2) That the progress to date of the 2016/17 Local Sustainable Transport Fund-funded Smart Network, Smarter Choices programme be noted.

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93/16 ‘Out of Sight, Out of Mind’ - Understanding Transport & Mobility Issues for People with Hidden Disabilities The committee considered a joint report from Councillor Judith Rowley, Lead Member for Safe & Sustainable Travel, and Councillor Diana Holl-Allen on the ‘Out of Sight, Out of Mind’ - Understanding Transport & Mobility Issues for People with Hidden Disabilities Conference in London on 23 January 2017. Councillor Judith Rowley provided an overview of the report and shared her thoughts, views and experiences of the conference which she found to be very informative. Councillor Diana Holl-Allen considered the conference to be very interesting and considered that people with hidden mental issues needed more help. She commented that the presence of staff and additional staff training in identifying and helping people with a hidden disability was of significant importance. Resolved: (1) That the report be noted.

94/16 UK Bus Summit

The committee considered a report of the Transport Services Director on the UK Bus Summit conference held in London on 9 February 2017. Councillors Kath Hartley, Susan Eaves and David Stanley attended the UK Bus Summit along with a number of officers from Transport for West Midlands. The Head of Network Delivery commented that the conference was very useful and had a focus on air quality and congestion, which continued to increase across the country. The Head of Network Delivery agreed to circulate the slides from the conference and presentational material to members of the committee for information. Resolved: (1) That the report be noted.

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95/16 WMCA Update - Transport Reports for Information Only

(a) Network Resilience - Preliminary Report The committee considered a report on the work undertaken to understand the scale of the challenge of managing and securing a resilient and robust transport network during a period of major infrastructure work across the West Midlands. The report also highlighted a number of actions which were recommended in order to mitigate potential adverse impacts of any resulting poor network resilience (the ability of the system to cope with planned change and incidents).

The forthcoming M5 Oldbury viaduct major maintenance works that was due to commence shortly would have a significant impact on traffic movement across the region. Councillor Adrian Andrew reminded members of the committee that the issue of resilience was on an everyday basis and not just when major schemes were taking place. Sandwell Metropolitan Borough Council was concerned about the forthcoming works as it was thought that Sandwell would become gridlocked. Councillor Roger Horton added that National Express West Midlands had made some changes to services on local routes as a result of the forthcoming works but not many changes were made on those routes that would be directly affected by the planned works. Resolved:

(1) That the report be noted.

(b) HS2 Connectivity Package The committee considered a report which set out a revised HS2 Connectivity Package following a review of scheme viability. Resolved: (1) That the report be noted.

96/16 Forward Plan

The committee considered a report of agenda items to be submitted to future meetings. Councillor Judith Rowley added that she and Councillor Daniel Warren had recently attended a visit to West Yorkshire to see the Leeds Bradford Cycle Superhighway. She agreed to submit a report on her visit to the next meeting of the committee.

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Resolved: (1) That the report be noted.

97/16 Any Other Business

(a) Arrangements for Director of Transport Services Role The Transport Services Director reported that as from 31 March 2017, he would be taking adoption leave for a 12 month period. Steve McAleavy had been appointed as Interim Director of Transport Services and had considerable experience within the public transport industry.

CHAIRMAN

Agenda Item No. 7

Page 1 of 15

Transport Delivery Committee

Date

Monday 3rd April 2017

Report title Midland Metro – Centenary Square / Edgbaston (Five Ways) Extensions

Accountable Director Phil Hewitt, Metro Programme Director 0121 214 7254 [email protected]

Accountable employee(s) Phil Hewitt, Metro Programme Director 0121 214 7254 [email protected]

Report considered by STOG, Investment Advisory Group (Business Case by TAP), Investment Board, Programme Board WMCA Board

Report to be considered by


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Recommendation(s) for action or decision: The Transport Delivery Committee is recommended to note that at its meeting on 17th March 2017 the WMCA Board took the decisions set out below. For information, the remainder of the report provides the purpose and background behind the report reviewed by the WMCA Board.

The WMCA Board has:-

1. Approved the submission by the WMCA to the Secretary of State for Transport of an application for The Midland Metro (Birmingham City Centre Extension, etc.) (Edgbaston Extension Land Acquisition) Order (“the Order”)

2. Approved the associated commitment of £59.0m of WMCA funding to the scheme within the context of the overall funding requirement of £149.2m

3. Approved the submission of a Full Business Case to the Department for Transport requesting funding of £59.8, towards the project

4. Noted the approval by the Investment Board of drawdown of up to £8.7m of WMCA funding “at risk” pending DfT’s acceptance of the Final Business Case

5. Approved the delegation of powers from the WMCA to the Metro Programme Director and the Corporate Services Director to:-

a. accept TC2 Project Proposals from Midland Metro Alliance for the projects provided they deliver the Centenary Square and Edgbaston (Five Ways) extension projects within the overall funding envelope of £149.2m and subject to a satisfactory report by the Alliance Auditor;

b. finalise the various application documents for the Order;

c. progress negotiations with any affected parties or objectors to the Order with the aim of avoiding, or securing the withdrawal of, any objections to the Order;

d. Comply and deal with any public local inquiry processes and procedures arising or resulting from the submission of the application for the Order;

e. Progress negotiations with any landowners and leaseholders and make necessary arrangements to acquire the land within the proposed Order, conditional on the basis the Order will be made; and

f. Place orders to appoint the Midland Metro Alliance, other consultants, legal advisors and others as necessary to undertake further design development work on the scheme and support the ongoing statutory process, in line with any existing agreements and in compliance with internal governance requirements and procurement best practice and in consultation with Head of Governance where appropriate.

6. Approved the delegation of powers from the WMCA to the Head of Governance or her nominated representative to negotiate, agree, enter into, execute and serve (where appropriate) all relevant legal agreements, notices and other documentation necessary to facilitate and underpin the Order.

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1. Purpose

1.1. This paper has been prepared in order for the WMCA Board to:-

1.1.1. Confirm WMCA’s commitment of £59m as set out in the HS2 Connectivity package for the continued development, construction and commissioning of the Centenary Square and Edgbaston (Five Ways) Metro Extensions by the Midland Metro Alliance,

1.1.2. Approve the submission of a Full Business Case to the Department for Transport (DfT),

1.1.3. Approve the submission under the provisions of section 239 of the Local Government Act 1972 (which applies in this case by virtue of section 20 of the Transport and Works Act 1992) an application for The Midland Metro (Birmingham City Centre Extension, etc.) (Edgbaston Extension Land Acquisition) Order to the Secretary of State for Transport under the Transport and Works Act 1992, and

1.1.4. Authorise delegations from WMCA to the WMCA and TfWM Leadership Team to progress the Birmingham Edgbaston (Five Ways) and Centenary Square Extensions projects within the overall budget envelope set out in this report.

2. Background

2.1. The consideration by WMCA of Project Proposals from the Midland Metro Alliance to

construct the Centenary Square and Edgbaston (Five Ways) extensions represents a significant milestone for this innovative procurement method, which is a trailblazer for other future WMCA initiatives. Further detail on the Alliance is provided in section 3 of this report.

2.2. The Centenary Square and Edgbaston (Five Ways) projects have TWAO powers in place and the route is shown in Figure 1.

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Figure 1 Centenary Square and Edgbaston (Five Ways) Extensions

2.3. The Midland Metro (Birmingham City Centre, etc.) Order (SI2005/1794) was made in 2005 (“the 2005 Order”) and implemented in 2010. The first section of route, between St Paul’s and Grand Central, opened to passengers in May 2016. This Birmingham City Centre Extension has seen remarkable early growth in patronage, meeting business case forecasts.

2.4. The remaining two phases, from Stephenson Street to Centenary Square (the Centenary Square Extension) and from Centenary Square to 54 Hagley Road (the Edgbaston (Five Ways) Extension) will complete delivery of the 2005 Order powers and are planned to be combined to secure efficiencies in delivery, subject to funding approvals for the Edgbaston (Five Ways) Extension.

2.5. For the section to Centenary Square £23.5m of Local Transport Board and Enterprise Zone funding is in place from GBSLEP to deliver the next stage of the works authorised by the 2005 Order, from Stephenson Street to Centenary Square. This will provide stops at the Paradise Circus and Arena Central developments.

2.6. In order to vary the route from that which had powers under the 2005 Order and to better integrate the tramway within the highway layout for the Paradise Circus development, an additional TWAO was sought. This was the subject of a local Public Inquiry between November 2014 and January 2015 and the Midland Metro The Midland Metro (Birmingham City Centre Extension, etc.) (Land Acquisition and Variation) Order 2016 (SI2016/545) has been obtained and has come into force (“the 2016 Order”). Advance utilities diversions, undertaken utilising the 2005 Order powers commenced in January 2015 and are planned to be completed shortly.

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Figure 2 Photomontage of tram at Edgbaston (Five Ways) terminus showing mature trees retained where possible

2.7. In the Growth Deal announcement on 7 July 2014 the Government allocated provisional funding of £59.8m to GBSLEP to extend Metro from Centenary Square along Broad Street to Hagley Road, Edgbaston, just to the west of Five Ways. This will enable the use of the full extent of the powers granted in the works authorised by the 2005 BCCE Order, by 2020/21.

2.8. Formal TC1 Project Proposals have been received from the Midland Metro Alliance for the two projects and approval is sought to accept these.

2.9. For the Edgbaston (Five Ways) Extension the Compulsory Purchase Powers authorised by the 2005 Order have lapsed, and WMCA is in negotiation with the relevant landowners to acquire the small areas by agreement. Although negotiations are proceeding well there is a risk that agreement cannot be reached or reached within the programme timescales. In order to mitigate that risk and ensure delivery of the project in line with the current schedule it is proposed to commence to refresh the former compulsory purchase powers through a supplementary TWAO.

2.10. Formal application is now therefore proposed to be made to the Secretary of State for Transport for the Midland Metro (Birmingham City Centre Extension, etc.) (Edgbaston Extension Land Acquisition) Order, under the Transport and Works Act 1992 to provide for powers of compulsory acquisition for the scheme. Further details of the scheme and the proposed TWAO are given in section 4 of this report.

2.11. Although funding allocated via the 2014 Growth Deal was devolved to GBSLEP, major projects costing more than £20m have been retained by DfT as part of a national portfolio of major local schemes. DfT holds the final approval on funding release once DfT officials, Treasury officials and Ministers are satisfied with the relevant Business Cases, albeit the strategic choice to invest should remain with the local LEPs. This report therefore seeks approval to submit a Final Business Case to DfT for the combined projects, further details

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of which are in section 5. A commitment has been made to DfT to submit the business case in March 2017 in order to enable a sign off, subject to DfT assurance processes and Ministerial decisions, in summer 2017.

3. Midland Metro Alliance/Project Proposals

What is Alliancing?

3.1. Alliancing is a form of relationship contracting often used for complex projects or programmes which require speed of delivery and cost certainty. Pure Alliances include the owner, designer and contractor as alliance members who collectively seek outstanding outcomes through an integrated team, characterized by aligned goals, innovative thinking and collaborative behaviours.

3.2. This is reinforced through a commercial framework set up to create win-win outcomes by aligning the commercial interests of constructors and designers with the owner’s project objectives, with risk collectively assumed by all participants and rewards determined by collective performance.

Essential Features of a Pure Alliance

3.3. In the Alliance, WMCA, the Designer and the Contractor work as a single integrated team to develop and deliver the programme of works collaboratively under a single Programme Alliance Agreement (PAA) with the interests of all the parties aligned. The Alliance will:

3.4. The programme is governed by the Alliance Leadership team comprising senior representation from all the Alliance members where all members have an equal say. Day to day management of the programme is by a seamless integrated management team where all members are assigned to the team on a best-for-project basis whilst the parties agree to resolve issues within the alliance with no recourse to litigation.

3.5. The intended remit of the Alliance is to design and deliver all Metro extensions over the next 5 year period (subject to WMCA approval of each scheme budget at key stages such as this one), with a guarantee to extend for a further 5 years subject to satisfactory performance.

Alliance Leadership Team

WMCA Contractor Designer

Alliance Management Team & Core Functions

Alliance Project Team1

Alliance Project Team2

Alliance Director

Alliance Project Team 3

Typical Pure Alliance Operating Model

promote collaborative

behaviours commensurate with

a best for project approach;

assume collective ownership for

performance in programme and

project delivery;

take collective responsibility of

all programme and project risks

& opportunities;

operate under a commercial

model that provides for a Pain

share and Gain share

mechanism

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Programme Alliance Agreement

3.6. Unlike traditional forms of construction contract which seek to defend positions, the Programme Alliance Agreement (PAA) is very different insofar as it is principle based, placing obligations on the parties to act in good faith and committing to Best for Project decision making on the basis that this will deliver the best outcome for all parties.

3.7. Other key features of the PAA include shared risk, no claim, no blame and creating a collaborative, self-governing environment in which a high performing, innovative team will thrive. The consequences of failure are dealt with through the commercial model. Owner’s rights are reserved to exceptional circumstances i.e. changes in law, breaches in statutory duty and wilful neglect.

Commercial Model

3.8. The commercial model works in tandem with the PAA, linking the commercial interests of all the parties to best-for-project outcomes, encouraging all the participants to work as an integrated team to identify and mitigate / eliminate risk and innovate to achieve outstanding results. The commercial model addresses development of target costs for each project on an open book basis, compensation of the Non Owner participants, manages change, sharing of pain /gain, key results areas (KRA’s), programme wide insurances:-

Target costs are developed jointly on an open book basis and include

reasonable estimates of the actual costs to deliver the works including owners

direct costs, design costs, construction costs, contingencies and non-owner

participants’ fee (overhead and profit);

As the members collectively assume all risks, scope variations under the

Alliance are limited to material change where the client has for instance

requested an extra facility that could not have been contemplated at the outset;

Sharing of pain gain will be limited to the non-owner participants’ fee ensuring

all parties are equitably incentivized to perform beyond the expectation of the

target cost;

Key Results Areas are developed to incentivize participant performance in

areas critical to the project; and

Project insurance is an essential element of the Alliancing form of contracting.

Under Pure Alliancing, as no liability arises between the parties, normal

insurances cannot be triggered and therefore cannot be called upon to protect

the partners against internal claims. This is overcome by the WMCA taking out

an all-encompassing project insurance policy.

Key Benefits

3.9. Outstanding project outcomes achieved by past Pure Alliances include – on-time or early completion even on the most challenging projects; optimum out-turn costs; more effective stakeholder management; and potential for improved returns for non-owner participants.

Project Proposals

3.10. The PAA provides for formal submission and acceptance of works packages by the WMCA as Owner through “Project Proposals”. These have been submitted for the Centenary Square and Edgbaston (Five Ways) schemes. The submitted TC1 costs for the Alliance Non-Owner Participants are £43,071,238 for the Centenary Square Extension and

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£60,120,983 for the Edgbaston Extension. When taken together with the already expended and future costs direct to WMCA this provides outturn costs for the two projects as shown in Table 1 below.

Table 1 Projected Outturn Costs

3.11. Project proposals are provided in two stages as the detailed design of the project progresses, known as Target Cost 1 (TC1) and Target Cost 2 (TC2). The progress between them is illustrated in figure 3 below.

Figure 3 Target Cost Progression

3.12. As can be seen from Figure 3 above, the intention is that TC2 is lower than TC1 as the benefits of the alliance’s collaborative approach, design innovation and early contractor involvement are brought to bear, being suitably incentivised through the commercial model.

3.13. The Project Proposal has been thoroughly reviewed by the Metro Delivery Board and it is recommended for acceptance by WMCA to enable progress to continue on design in line with the project budget.

3.14. In order to secure efficiency and keep the momentum towards delivery it is recommended that officers are delegated to accept the TC2 Project Proposals for the projects if they fall within the TC1 outturn cost envelope set out in Table 1 above. This will be subject to a satisfactory external review and assurance process by the Alliance Auditor.

Scheme element

Preparatory/

Advanced

Works Costs

Base

Scheme

Costs QRA Total

Metro 28.1 102.0 15.5 145.6

Trams 3.6 3.6

Total 31.7 102.0 15.5 149.2

TC1 TC2

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4. Project Details/ the Order

Description of the route

4.1. The route will extend the Midland Metro system from the Grand Central stop on Stephenson

Street along Pinfold Street to a stop in Victoria Square serving the Town Hall. The route then passes along Paradise Street and Paradise Circus into Broad Street where it stops in Centenary Square. The Edgbaston (Five Ways) Extension then takes the alignment along Broad Street and provides Metro stops at Brindleyplace and Five Ways. The tramway will then run through the Five Ways underpass and along Hagley Road to a new terminus on the south side of the road adjacent to the 54 Hagley Road office building.

Aims of the project

4.2. The aims of the project support both national and local policies for growth and investment

and are enumerated below:

4.2.1. Improve access to markets, enabling businesses to better access their customers, by linking new business developments and growth in the Westside such as at Paradise Circus, Arena Central, Calthorpe Estates and Brindleyplace to the City Centre with key transport hubs such as New Street and Snow Hill Stations, and to the Black Country via Midland Metro Line 1.

4.2.2. Reduce transport costs for businesses by lowering journey times and increasing reliability. This will facilitate easier journeys, as well as provide improved links between jobs and businesses in the City Centre and wider West Midlands with those in Birmingham's Westside.

4.2.3. Support business growth by delivering sustainable multi-modal access to new development sites, by providing improved access to local and national rail, tram and local bus services.

4.2.4. Deepen labour pools by improving physical access to jobs, through reducing travel times within the West Midlands region by linking local and national rail, tram and local bus services with new development and employment sites.

4.2.5. Increase competitiveness by reducing journey time uncertainty through the extension from New Street to Edgbaston (Five Ways) and the complementary highway measures to be introduced by Birmingham City Council.

4.2.6. Support growth by addressing constraints on network performance, by providing additional transport capacity and assisting modal shift from private car to public transport modes.

4.2.7. Support the sustainable growth of Birmingham, and contribute to tackling climate change, through reducing the carbon impact of transport.

Operational Issues

4.3. The current proposal is to retain the current peak and inter-peak 6-minute frequency of service extended from the current terminus at Grand Central to the Hagley Road terminus. A turn back will allow services to terminate at Centenary Square in the 2-year period

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between opening to service of the two phases and during normal operations if required, for example if there are delays on Broad Street.

4.4. The hours of operation of the tramway may be extended from the current timetable to serve the later-night market of the Broad Street entertainment district on Friday and Saturday nights. This will be decided closer to the time of opening.

4.5. The infrastructure proposed within the extension in terms of turn backs, and platform locations has been agreed as appropriate with the current operator National Express Midland Metro.

Land Acquisition

4.6. Land acquisition for the Centenary Square section is provided through the compulsory purchase powers in the 2016 Order.

4.7. As detailed in the plans for the proposed TWAO, small areas of land are required outside the highway boundary for the Edgbaston (Five Ways) section. The compulsory powers for these under the 2005 Order lapsed in 2010, and if land acquisition cannot be progressed through agreement the compulsory powers will need to be refreshed. Although these negotiations are progressing well, there is a risk that they cannot be completed to meet the planned delivery schedule. The application for the proposed TWAO is therefore being prepared for submission in a “belt and braces” approach, and its submission to DfT requires WMCA approval.

Schedule

4.8. The schedule for delivery of the Edgbaston (Five Ways) phase will be subject to the timescales and outcome of the land acquisition process and to securing funding approval from the DfT, which is itself dependent upon the land acquisition process. The Centenary Square phase is planned to start work in June 2017 and complete in May 2019. The overall schedule is illustrated in Figure 4 below.

Figure 4 Integrated Schedule

Dialogue with Stakeholders

4.9. Due to the lengthy history of this project there has been considerable and continuing dialogue with stakeholders along the whole route, including both statutory for a TWAO application (the relevant groups as stated in Schedules 5 and 6 of the Transport and Works (Applications and Objections procedure)(England and Wales) Rules 2006) and non-statutory groups.

4.10. In particular the statutory processes in the consultation ahead of the application for the 2005 Order involved additional considerable public consultation, and the scheme was the

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subject of a local public inquiry. Those limited number of landowners who are statutory stakeholders for the proposed TWAO have been involved in lengthy dialogue regarding the options for project delivery.

Consultation

4.11. Subsequent to the lengthy and detailed consultation exercises on both the 2005 and 2016 Orders (over and above compliance with the TWAO Rules) there has been a formal consultation with affected landowners and statutory consultees prior to the submission of this proposed TWAO for which approval is sought in this report.

Need for the Scheme, Impacts and Benefits

4.12. An assessment of the likely impacts and benefits of the scheme both during construction and operation was undertaken and mitigation measures identified as part of the Environmental Statement (ES) which formed part of the 2005 Order TWAO application.

4.13. The 2005 Order scheme went through a local public inquiry. The independent inspector appointed by the Secretary of State concluded that the benefits of the scheme outweighed any impacts and that the 2005 Order should be made in the public interest. The Secretary of State agreed with this view in making the 2005 Order; therefore there is therefore no need to establish or further demonstrate the need for the scheme in the proposed TWAO application which seeks to reinstate compulsory purchase powers already deemed necessary and in the public interest.

Procurement

4.14. The design and construction of the project going forward will be via the Midland Metro Alliance. Advance utility diversions will be ordered via the relevant utility company but will be managed and co-ordinated by Midland Metro Alliance.

4.15. The Centenary Square phase can be operated with the 19 trams originally ordered as part of the BCCE and Fleet Replacement project. The longer journey times to Hagley Road require the fleet to be increased to 21 trams; these have been purchased as options under the Tram Supply Contract with CAF and are fully commissioned. The cost of this is included in the project costs shown in Table 1.

Scheme Revenues

4.16. The business case work has reviewed the forecast increases in operational costs and revenues. The scheme is forecast to generate a net annual revenue surplus rising from £1.4m in year one to £3.4m in year five after opening.

Funding

4.17. As stated earlier in the report there is a complex mix of funding for this project, as set out in Table 2 on the next page.

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Table 2 Project Funding

Prep/Adv 2017/18 2018/19 2019/20 2020/21 2021/22 Total

Estimated Capital Cost (QCE) 31.7 26.4 28.0 36.2 24.1 2.8 149.2

Funded By: GBSLGF 7.6 0.0 0.0 0.0 0.0 0.0 7.6

BCC Enterprise Zone 11.5 5.8 0.0 0.0 0.0 0.0 17.3

Third Party Contribution 0.1 1.0 3.7 0.8 0.0 0.0 5.6

WMCA Contribution 11.1 9.5 12.0 9.9 13.6 2.8 59.0

DfT Funding 1.5 10.1 12.3 25.5 10.5 0.0 59.8

Total 31.7 26.4 28.0 36.2 24.1 2.8 149.2

4.18. The WMCA contribution of £59.0m can be funded as part of the HS2 Connectivity Package included in the WMCA devolution Investment Programme of £8bn. The borrowing can be sustained by the net revenues forecast in the business case as set out in paragraph 4.16. In addition the WMCA borrowing can be funded through the gain share devolution grant and or business rates supplement and growth.

4.19. Where the WMCA prudentially borrows it is important to set out the implications of that borrowing on the WMCA through increased debt charges. Under the funding scenario in 4.17 above, the impact of the borrowing on the Authority of £59.0m would result in a £2.5m annuity loan payment over 40 years.

4.20. WMCA is seeking an additional contribution to the project from the City Centre Enterprise Zone to cover the additional estimated £1.3m cost of enhanced surfacing materials in Centenary Square, Victoria Square and Pinfold Street which have been requested by Birmingham City Council and exceed the standards for which planning permission was obtained in 2014. This was flagged to the Enterprise Zone Board on 17 December 2015, for resolution once firm costs had been obtained, and this principle has been included in the Enterprise Zone funding shown above. This is currently under discussion with BCC and the EZ, to review other potential solutions, e.g. S106 contributions,

The Proposed Transport and Works Act Order

4.21. The proposed Midland Metro (Birmingham City Centre Extension, etc.) (Edgbaston Extension Land Acquisition) Order, if made, would authorise the compulsory acquisition both permanently and temporarily of parcels of land required to facilitate the construction and operation / maintenance of the route.

4.22. The Midland Metro Alliance has reviewed the land requirements within the application for the proposed TWAO and is content that sufficient land is included to construct and operate the scheme.

4.23. Members are recommended to approve the submission by WMCA of the TWAO application to the Secretary of State for Transport for the TWAO for this to be made under the Transport and Works Act 1992. The powers in the TWAO will be substantially based on the Land Plans and the final, made TWA Order, drafts of which are presented in Appendices 2 and 3.

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5. Final Business Case

5.1. As stated in paragraph 2.10 the Final Approval of the 2014 Local Growth Deal provisional funding for the Edgbaston (Five Ways) phase of the project rests with DfT. A Final Business Case has been prepared, reviewed and accepted by the Technical Appraisal Panel within the WMCA assurance framework.

5.2. The overall scheme benefits have been assessed and a DfT Webtag compliant analysis has been undertaken, showing the following economic benefits (including the effects of revenue transfer):-

Present Value of Benefits £44.8m (PV, 2010)

Present Value of Costs £28.5m (PV, 2010)

Net Present Value £16.2m (PV, 2010)

Benefit:Cost Ratio 1.6:1

5.3. Due to the constraints of Webtag, where only schemes with planning permission or similar are considered, this appraisal (at the insistence of DfT) excludes the effects of the Birmingham Eastside Extension which will link the tramway to HS2. A sensitivity test around the central case shows that with those projects the Benefit:Cost Ratio increases to 2.5:1.

5.4. The above takes no account of the wider economic benefits associated with the project, which include the regeneration impacts and resulting business and economic growth arising from the scheme. New guidance is in preparation by DfT and DCLG on the methodology for capturing such benefits, which should enhance the economic case set out above.

5.5. DfT will not accept a Final Business Case unless powers are in place or land acquired. The submission cannot therefore be made if the land acquisition process is not completed, and in that case would have to wait for the TWAO process to run its statutory course. In the “belt and braces” approach, if the TWAO is submitted now the delivery schedule can be maintained, and hence the WMCA is recommended to approve its submission now. Any delay will mean that the overall delivery is delayed if the land cannot be acquired by agreement.

5.6. If the land acquisition is completed the Final Business case can be formally submitted and it is hoped that a funding approval can be secured in the summer. This would give greater flexibility to the Midland Metro Alliance and enable more efficient use of plant and resources along the whole of the route construction. The Authority is therefore recommended to approve the submission of the Final Business Case.

6. Delegations to Officers

In order to manage business effectively and efficiently WMCA is recommended to delegate its powers in respect of this project to the Metro Programme Director and the Corporate Services Director to:-

6.1

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i. accept TC2 Project Proposals from the Midland Metro Alliance for the projects should they fall within the approved TC1 Project Proposal prices, and subject to a satisfactory report by the Alliance Auditor;

ii. finalise the various application documents for the Order

iii. if an application for a TWAO is submitted, to progress negotiations with any affected parties or objectors to the TWAO with the aim of avoiding, or securing the withdrawal of, any objections to it,

iv. Comply and deal with any TWAO local public inquiry process and procedure arising or resulting from the submission of the application for the TWAO.

v. Progress negotiations with any landowners and leaseholders and make necessary arrangements to acquire the land within the proposed TWAO, conditional on the basis the TWAO will be made, and

vi. Place orders to appoint the Midland Metro Alliance, other consultants, legal advisors and others as necessary to undertake further design development work on the scheme and support the ongoing statutory process, in line with any existing agreements and in compliance with internal governance requirements and procurement best practice and in consultation with Head of Governance where appropriate.

6.1.2. the Head of Governance or her nominated representative to negotiate, agree, enter

into , execute and serve (where appropriate) all relevant legal agreements, notices

and other documentation necessary to facilitate and underpin the submission of an

application for a TWAO and any other existing TWAOs referred to in this report.

6.2. Paragraph 4.17 sets out the forecasts expenditure on the Centenary Square / Edgbaston

(Five Ways) project through to opening of the whole extension in 2021 and identifies a spending requirement of £26.4m in 2017/18. In order to maintain this delivery date the Midland Metro Alliance has identified a programme of project development, design, utilities diversion and enabling works that need to be undertaken at risk ahead of the DfT approval of the Final Business Case which is assumed for budgetary purposes to be at the end of September 2017.

6.3. The Alliance forecasts that cost for these development and enabling works is £15.5m of which £5.3m of utilities works was previously authorised in April 2016. Pending the release of funds by DfT the WMCA Investment Board has approved, in accordance with its delegated authority, the drawdown of £8.7m of WMCA funding at risk with the balance of the £15.5m being drawn from 3rd party contributions in accordance with the funding profile set out in paragraph 4.17.

6.4. Following this approval by WMCA to proceed to the next stage this project will be managed by Transport Delivery Committee under its approved delegated powers.

7. Impact on the Delivery of the Strategic Transport Plan

7.1. Expansion of Midland Metro, as set out in this report, is an important element in the

development of the Strategic Transport Plan’s Metropolitan Rail and Rapid Transit Network.

8. Wider WMCA Transport Implications

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8.1. These Midland Metro extensions, as part of an integrated Rail and Rapid Transit Network, will enable better connectivity of central Birmingham, HS2 and key centres and corridors in Birmingham and the Black Country with the wider Combined Authority area. This is through effective interchange with suburban and regional rail services and bus services. There are currently no proposals in the wider Combined Authority geography beyond the area covered by Transport for West Midlands for Metro schemes.

9. Financial implications

9.1. The detail of the project costs and funding is included within section 4 of the report.

10. Legal implications

10.1 The WMCA has power to apply for a TWAO by virtue of section 20 of the Transport and

Works Act 1992. Subsection (2) of section 20 provides that the power to make a TWAO application is subject to the same conditions (if any) that apply to the applicant when promoting a Bill in Parliament.

10.2. The WMCA has powers to promote Bills in Parliament under section 10 of the Transport Act 1968 (as amended) and section 239 of the Local Government Act 1972 (as amended).

10.3 In order to comply with the conditions that apply to the exercise of the power in the LGA 1972, special notice of this meeting and its purpose has been given in accordance with section 239. If the WMCA approves the submission of the TWAO application, it is required by the LGA 1972, that after the submission of the TWAO application to the Secretary of State for Transport confirmation of this is required at a subsequent meeting.

11. Equalities implications

11.1. The extensions of Midland Metro will facilitate fully accessible journeys and access to

employment, leisure, education and link to other transport modes. It is important to ensure that any proposed projects undergo a thorough impact assessment process and that consultation takes place with a range of stakeholders including disability groups – equality manager to be contacted at an early design stage

12. Schedule of background papers

12.1. Report to WMCA 30 September 2016 Midland Metro Update

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Agenda Item No. 8


Date

3 April 2017

Report Title Park and Ride Update

Accountable Director Stephen McAleavy, Interim Director of Transport Services

Accountable employee(s) Peter Sargant, Head of Rail

Report has been considered by

Councillor Roger Horton – Lead Member Rail and Metro

Recommendation(s) for action or decision: The Transport Delivery Committee is recommended:

1. To note that TfWM provides nearly 9,000 car parking spaces across the rail,

metro and bus network in the West Midlands.

2. To note and support the approach being taken to deliver Park and Ride outlined

in this report

3. To receive a presentation from CH2M Hill regarding the Park and Ride Review

4. To note that TfWM will actively work with partner authorities and other

stakeholders to develop a significant expansion of Park and Ride capacity across

all public transport modes to support resilience and other policy agendas.

5. To note that the annual revenue cost of supporting the delivery of TfWM’s free

Park and Ride spaces is circa £2.4M p.a..

1.0 Purpose

1.1 The purpose of this report is to provide an update relating to the delivery and

development of Park and Ride sites in the TfWM area.

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2.0 Background

Current Park and Ride Provision

2.1 Park and Ride delivery is a key activity for TfWM with nearly 9,000 spaces

provided at 38 rail stations, 3 metro stops and 1 bus site. There are also nearly

4,000 spaces provided by other rail operators, principally Virgin Trains. Figure 1

shows the sites provided by TfWM.

Figure 1 – Park and Ride Sites Provided by TfWM

Rail Line Number of

Stations

Number of Car Parks

% stations with car

park

Number of

Spaces

Number of

TfWM Car

Parks

Number of

TfWM Spaces

Average spaces per car

park

Wolverhampton 6 5 83% 1443 4 631 158

Stourbridge 10 8 80% 2418 8 2418 302

Cross City North 10 5 50% 1041 5 1041 208

Cross City South 7 4 57% 1061 4 1061 265

Dorridge/Solihull 8 5 63% 1185 5 1073 215

Shirley 7 5 71% 688 4 675 169

Rugeley/Walsall 8 3 38% 375 2 349 175

Coventry 10 8 80% 3862 6 839 140

TOTAL 66 43 65% 12073 38 8087 213

Metro 23 3 367 3 367 122

Bus 1 400 1 400

GRAND TOTAL 12840 42 8854

2.2 Park and Ride has been a huge success story for the TfWM area with virtually all

car parks filled to capacity every day.

2.3 The success of Park and Ride has led to challenges associated with a lack of

capacity including:

The need to operate an enforcement regime to ensure that drivers park

only in marked bays

Problems of on-street parking around stations with over-subscribed car

parks (and indeed at stations with no car parks)

Poor customer satisfaction with car parking provision

Inability of potential public transport users to access the network,

particularly during the off-peak.

The Challenge of Growth

2.4 With continued growth in rail and metro usage predicted, how TfWM can provide

sufficient Park and Ride capacity and improve the overall accessibility of the

network is a key issue.

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2.5 Park and Ride has also been identified as a key way of delivering increased

resilience of the overall transport network and mitigating some of the impacts of

the disruption occurring as a result of the major transport investments that are

planned over the next ten years, including on the mortorway network and for

HS2. Delivery of more Park and Ride capacity is also highlighted in the Ten Year

Delivery Plan and therefore TfWM needs to have a strong programme of

expanding Park and Ride across all modes as part of its capital programme.

2.6 Delivering the current Park and Ride sites also has significant on-going revenue

cost implications for TfWM, with it costing around £300 per annum for every

space we provide. Overall this currently represents an annual cost of circa £2.4M

to TfWM to provide free parking for public transport users.

2.7 Members last had an opportunity to consider a report on Park and Ride in March

2015 when the results of a Park and Ride Task and Finish Review were reported

to committees. This review considered the operation of the Park and Ride

Enforcement scheme and considered options for the next locations for

expansion.

TfWM Park and Ride Review Update

2.8 In parallel with the Task and Finish Review, Centro had commissioned an overall

review of the delivery of Park and Ride from consultants CH2M Hill. TfWM has

now commissioned CH2M Hill to undertake a refresh of this piece of work, and a

summary of this will be presented at this meeting.

2.9 The review covers the following areas:

Review of usage of P&R

Wider policy context

Priorities for expansion and options for optimising space

Car park design standards

Encouraging non-car access

Car park operation and management

Revenue opportunities (including charging)

Best practice review (including other metropolitan areas)

Regional perspective on P&R

2.10 The draft Executive Summary for the Park and Ride Review is attached in

Appendix 2. The full draft report is available for members to consider on request.

2.11 The earlier Centro P&R Review has highlighted many areas of good practice in

the delivery of car parks at rail stations, and TfWM has been actively inputting

into the development of an industry good practice guide being developed by the

national industry Rail Delivery Group.

2.12 Since the Considerate Parking enforcement scheme was introduced in 2014 it

has been operating effectively to ensure that drivers only park in marked bays at

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our car parks, and the problems of inconsiderate parking that were previously

being experienced have largely disappeared. There is now a relatively low level

of issuing of PCNs (Penalty Charge Notices) which reflects a likely on-going level

activity. Persistent offenders are being pursued through the courts for payment.

The contract has recently been retendered with VCS winning a further contract to

operate the scheme on our behalf.

Save a Space Trial

2.13 As previously advised to TDC members, TfWM is taking part in the Innovate UK

‘Innovation in Urban Spaces Contest’ through which we are working with a start-

up developer called Accelogress who have developed an app which allows rail

passengers to book a parking space in a “Save a Space” trial. This will be rolled

out at four trial sites (Sutton Coldfield, Longbridge, Rowley Regis and Tile Hill)

where we are looking for volunteers to sign up to a 3-month trial period where

they will have the ability to reserve and pre-book a specially designated parking

space.

2.14 The technological issues associated with this trial are being finalised and it is

intended to start it soon with a small number of volunteers, who will be

encouraged to feed back on their experiences. At the end of the trial its success

will be reviewed and consideration given to any wider applicability it might have.

Members will be briefed on the delivery of the trial following this review.

Development of New Schemes

2.15 In the March 2015 Task and Finish Committee, members agreed the priorites for

the next locations that should be subject to development work for expansion.

Some of these sites have been taken forward for further development (Bradley

Lane, Tipton and Whitlocks End) while others require work to commence on

them. A list of the projects that are currently either being progressed, or are

proposed for initial development, are shown in Appendix 3.

2.16 TfWM will be reviewing the feasibility, cost and business case for these locations

as the development of them continues. We will actively engage with our partner

authorities as we take forward the development of these sites. We will also be

actively considering options for further sites in conjunction with partner

authorities. In particular we intend to consider what options may exist on the

Cross City North line for expansions where there are considerable planning

challenges that need to be overcome.

2.17 TfWM will also keep under review the opportunities for expanding P&R on an

opportunistic basis as land becomes available around existing sites. We will also

look to encourage third parties to provide commercial parking to support Park

and Ride where this is practical.

2.18 TfWM is hosting a workshop on P&R with internal and external stakeholders on

28 March and will use this to consider how we identify opportunities for Park and

Ride, manage P&R sites and their impacts on wider communities and use P&R

to support wider policy objectives.

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Network Resilience and Broader Strategic Agenda

2.19 Park and Ride will have a major part to play in supporting the Network Resiliance

work being taken forward to mitigate the impacts of planned disruptions on the

wider strategic highway network over the next few years. Proposals for

expanding the current availability of Park and Ride across the network, on bus,

metro and rail lines will need to be developed to support this. The potential for

specific bus-based Park and Rides on future Sprint routes will be investigated, in

particular at M5 Junction 3 and M6 Junction 7.

2.20 Park and Ride is likely to support the broader strategic resilience agenda through

a mixture of smaller local tactical interventions and larger more strategic sites.

The options could be both permanent and temporary interventions, but they will

depend on having high quality public transport links if they are to be successful.

Park and Ride will therefore need to be developed in conjunction with

improvements to the wider public transport network – whether it is new metro

lines, Sprint routes or more capacity on the rail network.

3.0 Financial implications

3.1 The provision of Park and Ride has considerable financial implications for TfWM.

Operating Park and Ride sites currently costs over £2.4 million per annum. Any

expansion in provision will increase these costs further. Therefore any

associated on-going revenue impacts of Park and Ride will need careful

consideration as we take forward plans to expand provision.

3.2 In terms of further expansion and developments the TfWM capital budget alone

will be insufficient to deliver all our aspirations and therefore there will be a need

to explore all funding opportunities if a wider programme of schemes is to be

delivered. A key element of this will involve a prioritisation and review in order to

inform future decisions of which schemes can be taken forward for further

development and implementation within the funding available

4.0 Legal

4.1 Any development or expansion proposal for P & R sites will be subject to due

diligence in terms of providing a comprehensive appraisal of land ownership

status and to establish any requirements necessary in respect consents and

approvals needed for development. Any necessary property agreements,

including transfers and leases, will also need to be negotiated and entered into

and the appropriate timeframes for completion of these elements of work will

need to be factored into the projects going forward.

4.2 All necessary commercial agreements to undertake works will need to be

entered into in line with all contract and procurement requirements.

5.0 Equalities implications

5.1 All TfWM car parks currently confirm to DfT Guidance on the design of stations in

relation to the Equalities Act. We will continue to design to these standards for

new park and ride sites, although TfWM may look to seek derogations to the

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number of Blue Badge spaces provided at stations where there is clear,

sustained evidence of over-provision.

6.0 Other implications – Not applicable

7.0 Schedule of background papers

Appendix 1 – Car Park Capacities by Location

Appendix 2 – Draft Park and Ride Review Executive Summary

Appendix 3 – TfWM Park and Ride Development Programme

7

Appendix 1 – Car Park Capacities by Location 2017

TfWM Total

Spaces

Other Car Park Capacity

Wolverhampton Line

Wolverhampton 0 812

Coseley 102 0 Tipton 71 0

Dudley Port 81 0

Sandwell and Dudley 377 0

Smethwick Galton Bridge (see Stourbridge Line)

Smethwick Rolfe Street 0 0

TOTAL 631 812

Stourbridge Line

Stourbridge Town 0 0

Stourbridge Junction 1075 0

Lye 20 0

Cradley Heath 257 0

Old Hill 52 0

Rowley Regis 723 0

Langley Green 29 0

Smethwick Galton Bridge 77 0

The Hawthorns 185 0

Jewellery Quarter 0 0

TOTAL 2418 0

Cross City North

Blake Street 160 0

Butlers Lane 0 0

Four Oaks 323 0

Sutton Coldfield 318 0

Wylde Green 51 0

Chester Road 189 0

Erdington 0 0

Gravelly Hill 0 0

Aston 0 0

Duddeston 0 0

TOTAL 1041 0

Cross City South

Five Ways 0 0

University 0 0

Selly Oak 449 0

Bournville 0 0

Kings Norton 316 0

Northfield 194 0

Longbridge 102 0

TOTAL 1061 0

8

TfWM Total Spaces


Dorridge/ Solihull

Bordesley 0 0

Small Heath 0 0

Tyseley 0 0

Acocks Green 132 0

Olton 93 0

Solihull 469 0

Widney Manor 288 0

Dorridge 91 112

TOTAL 1073 112

Shirley

Spring Road 0 0

Hall Green 109 0

Yardley Wood 170 0

Shirley 72 0

Whitlocks End 324 0

Wythall 0 0

Earlswood 0 13

TOTAL 675 13

Rugeley / Walsall

Rugeley Trent Valley 0 24

Rugeley Town 0 30

Hednesford 0 58

Cannock 0 90

Landywood 0 26

Bloxwich North 0 26

Bloxwich 0 0

Walsall 0 0

Bescot Stadium 122 0

Tame Bridge Parkway 227 0

Hamstead 0 0

Perry Barr 0 0

Witton 0 0

TOTAL (TfWM area only) 349 26

TOTAL 349 254

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TfWM Total Spaces


Coventry / Northampton

Adderley Park 0 0

Stechford 0 0

Lea Hall 29 0 Marston Green 129 0

Birmingham Intl. 0 2225

Hampton in Arden 127 0

Berkswell 90 0

Tile Hill 341 0

Canley 123 0

Coventry 0 798

TOTAL 839 3023

Metro

Black Lake 85 0

Priestfield 132 0

Wednesbury Parkway 150 0

Bradley Lane 0 0

TOTAL 367 0

Other

Coventry P & R South 400 0

TOTAL 400

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Appendix 2 - TfWM Park and Ride Review

DRAFT EXECUTIVE SUMMARY

Background Park and Ride has been a major success in the West Midlands and provides a key role to the transport offering within the region. The growth in rail usage into Birmingham City Centre over the past 10 years from 17% to 30% modal share has been achieved largely as a result of mode shift from car to train, and this would not have been possible without investment in Park and Ride.

TfWM has pursued an active policy of investing in high-quality free car parks at rail stations and metro stops over many years and, in doing so, has and will continue to undertake a key role in the planning, implementation and operation of the Park and Ride offering in the West Midlands. TfWM now provides Park and Ride at 38 rail stations and three Metro Stops which together will offer over 8,000 spaces once the current programme of expansions are complete in summer 2015. The other main rail Park and Ride sites in the TfWM area are provided by Virgin Trains at Wolverhampton, Birmingham International and Coventry stations. TfWM also provides a single bus Park and Ride site at Memorial Park in Coventry.

Park and Ride has proven to be extremely popular with rail users and virtually all of the TfWM operated sites suffer from a lack of capacity to meet both current and future demand. The most recent Travel Survey for the West Midlands, highlights the importance of Park and Ride to the transport network and the need to continue to plan for and manage car access to stations. Key observations include:

Rail users have a high level of car ownership (78%);

53% of rail commuters have a car available for their journey, but choose the train;

27% of commuters drive to the station, with a further 12% being a car passenger.

Driving to the station remains important for shopping and leisure users.

At stations with a free car park, 32% of passengers drive (17% car passenger). At stations without a car park on 10% drive (11% car passenger).

Park and Ride therefore has an important role to play in encouraging travel by public transport for journeys which may otherwise be made in their entirety by private car. With rail demand in the West Midlands forecast to grow by up to 49% by 2023, it can be expected there will be an increasing need to provide more Park and Ride capacity across the TfWM area and wider region. As part of the rail devolution proposals for the West Midlands it is intended that West Midland Rail authorities will take on greater responsibilities for stations across the region. This will add a further dimension to the delivery of Park and Ride in the future.

Park and Ride has been identified as a key way of delivering increased resilience of the overall transport network and mitigating some of the impacts of the disruption occurring as a result of the delivery of major transport investments that are planned over the next ten years, including on the motorway network and for HS2. Delivery of more Park and Ride capacity is highlighted in the Ten Year Delivery Plan and therefore TfWM needs to have a strong programme of expanding Park and Ride across all modes as part of its capital programme.

Park and Ride Achievements

TfWM has implemented a number of notable projects and initiatives to drive forward the delivery of Park and Ride in recent years. This includes:

Expansion programme resulting in the provision of 885 additional spaces across six sites between February 2014 and summer 2015. This has been delivered through a

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combination of one new car park, surface level expansion at four sites and decking at one further site;

In 2016 Wolverhampton station expanded by 350 spaces to 800, and in Worcestershire Bromsgrove new station opened with an initial 275 spaces rising to 359 in the next couple of years.

Development of an ongoing rolling expansion programme to support future growth in rail demand and to encourage new public transport users and deliver mode shift.

Exploration of other opportunities to enhance capacity in addition to expansion, including review of Blue Badge Bay Usage to ensure appropriate use and provision in line with resulting demand;

Introduction of a Considerate Parking Scheme in September 2014 to enforce considerate parking at Park and Ride sites. Monitoring activities indicate the scheme has been successful in achieving its objective of discouraging inconsiderate parking at TfWM Park and Ride sites;

Step change in cycle parking facilities at stations through cycle hubs which offer securely enclosed storage facilities for up to 24 bikes. Cycle hubs are considered where a business case and demand can be demonstrated and suitable locations are available; and

Promotion of sustainable travel to stations supported by the implementation of 18 Station Travel Plans between 2012 and 2015, including both hard measures (e.g. new infrastructure) and soft measures ( to promote and encourage change in behaviour such as awareness raising campaigns). Measures introduced include electric vehicle charging and car share parking bays at some station car parks across the TfWM area.

The Save-a-Space Trial is due to start in 2017. Save-a-Space is a cloud based mobile market place for bookable real time parking spaces that aims to optimise parking management for operators and users alike. The trail will be at four sites (Sutton Coldfield, Longbridge, Rowley Regis and Tile Hill) with a view to a wider application if proven successful.

The latest NRPS data (2016) shows a relatively low level of satisfaction with park & ride at stations (59% satisfied) – however, the score is on a rising trend and satisfaction in 2012 was down to 36%.

Park and Ride Review

Recognising the important role of Park and Ride at present to the transport network in the West Midlands and role it will continue to play in the future against a backdrop of growing rail demand and changes to the delivery of rail services in the West Midlands, TfWM commissioned CH2M to undertake a review of existing plans and policies on Park and Ride. The intent is that the review will provide a basis to help inform future policy and strategy relating to the provision of Park and Ride.

The review is structured around the following key themes supplemented by a series of core questions for consideration:

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Theme Key Questions

Car Park Enforcement Understanding impact of new enforcement policy on usage, etc.

Review effectiveness of policy.

Car Park Management What should maintenance standards be?

How should maintenance activity be carried out?

How much should be outsourced?

How do we reduce whole life costs?

How to we maximise the benefits of the control centre?

Optimising Use of Space Are we maximising the use of our estate?

Can we accommodate more vehicles?

Decking opportunities.

Should we actively promote and encourage alternative car parking arrangements (e.g. Third Party car parks?)

Is there better use of technology to show the availability of spaces?

How do we minimise on-street parking issues for local authorities and residents?

Design Standards

Are our design standards too prescriptive and focused on achieving best practice rather than maximising space?

What should be policy for disabled/Blue Badge provision; electric vehicle charging; car sharing; Pick up/drop off provision; bus interchange; cycle parking; environmental Benefits/opportunities?

Should we be considering walking and cycling routes to stations too in order to encourage this?

Revenue Opportunities

Are there any opportunities to create revenue streams from the Park and Ride estate?

Car Park Expansion

What should be the priority sites for expansion? How are these decided?

How much advance design work should be done on expansion options?

How should we react to opportunities from sudden availability of land?

How do we create a structured prioritisation approach which can still be flexible to political priorities?

How do we secure support from planning authorities?

How do we ensure we’re ready for emerging funding opportunities?

Scale and type of cycle parking provision required

Encouraging Non-Car Access

How do we discourage driving to the station for people within walking distance?

How do we improve walk / cycling access to stations?

What should be the policy for cycle provision?

What types of cycle provision should be installed?

How do we encourage bus interchange?

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Theme Key Questions Is there adequate bus services accessing the station?

Strategic Park and Ride Should there be a strategy for the long-term development of strategic park and ride sites located on the strategic road network? Large Park and Ride sites at the edges of the WM rail network to enable passengers to park at the edges and travel in from there - how do we then deal with capacity problems on trains for stations further into the city?

What do existing strategic planning documents and policies say regarding Park and Ride?

How should investment be linked to new housing/commercial and retail developments?

New Franchise Strategy

What impact will the new West Midlands Franchise have on the delivery of Park and Ride?

What would be a commercial operator’s view on Park and Ride?

How do we influence the West Coast and Chiltern franchise renewal processes to integrate Park and Ride provision across all operators?

Growing Rail Demand

Should specific provision be made for off-peak users– currently no access to the network once car parks are full for many users?

Do we link Park and Ride investment to wider network investment (e.g. electrification?)

How do we ensure there is sufficient train capacity to carry new Park and Ride demand?

Will HS2 have an impact on demand for Park and Ride?

Supporting the Resilience Agenda

How can Park and Ride on the rail, metro and bus/sprint networks support the delivery of a more resilient transport network?

The review has been informed by a number of activities, including:

A desktop review of different information, including policy documents, guidance and reports together with analysis of datasets;

Engagement with TfWM Officers;

Engagement with the shires and Metropolitan Boroughs through the West Midlands Rail Officers group; and

Consultation with stakeholders in other authorities outside the West Midlands region on their approaches to the planning, delivery and operation of Park and Ride.

For each theme, relevant policies, current situation and future proposals/activities were considered as part of the review. This in turn informed a series of recommendations to highlight key activities and actions identified to support the planning, delivery and operation of Park and Ride within the TfWM area going forward. The recommendations encompass policy/guidance, implementation and operational related activities.

The outcomes of the review have been structured as follows:

Summary Review: provides an overview of the key themes focusing on the current policy and recommendations moving forward. The summary review is intended to provide a high level overview of key points; and

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Detailed Review: encompasses the summary and is supplemented by more detailed information on each theme considered and also documents the evidence base.

Key Recommendations

Key recommendations identified through the review include: Park and Ride Expansion Continued investment in new sites and expansion of existing Park and Ride sites in line with an

agreed framework to standardise and ensure continuity in the approach. The outcome will provide the basis for a future programme/list of ‘shovel ready’ schemes.

Tracking of land and funding availability opportunities to support delivery and help enable timely responses to opportunities in the future.

Consideration should also be given to exploration of opportunities to maximise space. This may include more effective use of space through, for example, the removal of vegetation and the exploration of decking opportunities where there are no further surface level opportunities.

Design Standards Development of Park and Ride facilities in line with the TfWM Design Standards Document Suite –

Section 2 Car Park Design Guide. This will help to ensure consistency and potentially efficiency savings through continuity in the design and therefore the delivery and operation of sites.

Continued monitoring of blue badge usage and monitoring on an ongoing basis to identify potential sites where there is a case to be made for a relaxation of provision in line with the minimum standard.

Monitoring of car share and electric vehicle charging spaces to inform future design policy on provision.

Car Park Operation and Management Continuation of the enforcement and monitoring of the Considerate Parking Scheme.

Exploration of the role of technology to support the operation and management of car parks, noting the Save-a-Space trial and the emergence of cashless payment opportunities

Encouraging Non-Car Access Continue to support access by walking, cycling and public transport supported by Station Travel

Plans and other initiatives helping to promote travel to stations by alternative modes.

Ongoing monitoring of cycle hub usage to ensure use by registered users and access is managed effectively.

Promotion of high quality cycle parking facilities, such as cycle hubs where there is a business case, demand and suitable space available.

Revenue Opportunities The current policy is of providing Park and Ride free of charge in principle throughout the region.

Exceptions are applied where local circumstances dictate - Solihull and Sutton Coldfield stations where the town centre locations would lead to abuse of parking by non-rail users if charging was not applied. It is suggested that exceptions to the free of charge principle continue to be

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considered on a case by case basis as per the existing policy, and that charging be considered where there are specific local circumstances supporting it.

The development of cashless payment solutions for parking is reducing the potential costs of implementing parking charges where appropriate. There are a number of factors that require consideration such as:

Means of policing payment – use of existing contracts / ANPR cameras

Ability to use existing back-office payment protocols of Local Authorities / train operators to reduce processing costs

Ensure a mixture of payment options exist

Linkage between charging at Park and Ride sites and in city/town centres so policies better complement each other.

Give consideration to exploring alternative revenue opportunities, such as advertising, provision of facilities/space for retail, car valeting services and providing/charging for premium spaces guaranteeing a parking space. Any revenue generating mechanism would require consideration of lease agreements on a site by site basis, particularly in regard to the position around feasibility and apportionment of any revenue made.

Wider Changes Leverage potential opportunities to work with the new West Midlands rail franchise perator and

consider the opportunity to develop a devolved operating model in the longer-term to facilitate local empowerment to the planning, delivery and operation of Park and Ride across authorities within the region.

Retain a link between future Park and Ride opportunities and future investment proposals on the rail network to ensure linkage between proposals for future growth both trackside and station side and to maximise the Park and Ride offering in support of travel by rail.

Continue to review the impacts of HS2, such as the impact of abstraction of trips to free capacity for local users and also provision of Park and Ride to help facilitate access to HS2 services.

Consultation As part of the review, engagement was undertaken with a number of comparable authorities to understand how they approach and manage Park and Ride in their respective area around the key themes considered within this review. The authorities consulted included South Yorkshire Passengers Transport Executive (SYPTE); Strathclyde Passenger Transport (SPT); Transport for Greater Manchester (TfGM) and West Yorkshire Combined Authority (CA).

The consultations indicated variance in the scale and remit for delivery of Park and Ride. Within TfWM car parks are generally larger with 39 sites providing over 8,000 spaces compared to 56 sites in TfGM accommodating over 3,000 spaces. TfWM is also different in the sense it has responsibility for the planning, implementation and operation of Park and Ride across the area.

The consultation highlighted some challenges experienced by TfWM were also prevalent in other authority areas, such as:

Car parks operating at capacity before the end of the morning peak;

Management of on-street parking issues on surrounding streets;

Exploration of the introduction of car park charges and potential impacts arising; and

Provision of disabled parking requirements in accordance with demand/need rather than minimum standard in all instances.

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The consultation also identified TfWM to be leading the way in some respects. For example, the Centro Car Park Charing – Financial Review (2010) was cited by TfGM as having been consulted to inform the parking policy position within their latest strategy update (policy carried forward not to charge for Park and Ride car parking). Only one of the other authorities had specific design standard guidance. In other areas local authority design standards tended to be deferred to for guidance purposes. The consultations also illustrated TfWM to be proactive in addressing Blue Badge Bay provision in line with demand and seeking dispensations were provision is in excess of demand to help optimise utilisation of the available capacity.

Consultation with the West Midlands Rail Officers group highlighted also that issues being faced within the TfWM area were common across the wider West Midlands region. This was particularly evident with regard to car parks operating at capacity before the end of the morning peak, charging and the disproportionate cost of parking relative to the rail fare which can serve to encourage passengers to travel further to access free parking and lower fares.

Conclusions Park and Ride is an integral part of an integrated transport system in the West Midlands. TfWM has a key role to play in planning, implementing and operating Park and Ride within the region and will continue to do so as demand for rail is expected to grow by 49% by 2023 in turn increasing the demand for Park and Ride

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Appendix 3

TfWM Park and Ride Development Programme

Schemes with outline design work

Bradley Lane (Metro) New 196 space car park entering delivery phase.

Tipton New 108 space extension onto land currently owned by

Sandwell MBC. Planning permission has been granted

Whitlocks End New 271 space expansion onto existing TfWM land.

Public consultation has occurred and TfWM is reviewing

issues associated with the expansion with both Solihull

and Worcestershire councils

Lea Hall Initial feasibility work has been undertaken, but

highlighted some complex land issues. Options to

formalise P&R may not produce significant uplift in

capacity beyond current informal parking around station

so consideration of priority will be needed.

Schemes requiring outline design work and being taken forward into initial

design feasibility.

Longbridge TfWM actively developing proposal for a decked car

park solution on site of existing car park. Proposal is for

two deck (+268 spaces) with potential to expand to up to

5 decks (+622 spaces). £1.8M Local Growth Funding

has been allocated and any shortfall will need to be

funded from other sources.

Sandwell and Dudley Options to expand car park being investigated,

recognising its role as both a local and InterCity station.

Potential for decking or other sites near station.

Tile Hill Options to expand car park being investigated including

decking and other options.

Tame Bridge Parkway Options to expand car park being investigated including

decking and other options.

Hall Green Opportunity to consider options at station in light of

dialogue with private landowner from whom part of site

is leased.

Agenda Item No. 9

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Date

3rd April 2017

Report title Rail Business Report

Accountable Director Stephen McAleavy, Director of Transport Services Email [email protected] Tel 0121 214 7452

Accountable Employee

Babs Coombes, Rail Partnerships Manager Email [email protected] Tel 0121 214 7266

Report to be/has been considered by

Councillor Roger Horton – Lead Member Rail and Metro

Recommendation(s) for action or decision: The Transport Delivery Committee is recommended to:

Note the content of the report 1.0 Purpose

To provide an update relating to the performance, operation and delivery of rail services in the West Midlands including on rail operator partnership agreements and West Midlands Rail (WMR) activity.

2.0 Section A – Background

2.1 Transport for West Midlands (TfWM) currently works to influence the

management and delivery of rail services and projects through the Rail Team located within the Transport Services Directorate.

mailto:[email protected]


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2.2 Up to the end of January 2017, rail delivery was managed on an interim basis by Tunde Olatunji, Rail Partnerships and Delivery Manager, supported by Ayannah Wilson, Rail Partnerships’ Coordinator. This covered the period during which Head of Rail, Peter Sargant, and Rail Partnerships Manager, Babs Coombes, were seconded to the Department for Transport (DfT) to work on the specification for the new West Midlands franchise.

2.3 From February 2017, Peter Sargant and Babs Coombes have concluded their

secondments and resumed their roles within the Rail Team at TfWM alongside Ayannah Wilson, with Tunde moving on to a new role within the DfT working on the West Coast Partnership Franchise Competition.

3.0 Section B – West Midlands Franchise Competition Update 3.1 The new West Midlands Franchise is due to commence in mid-October 2017.

This covers all the services and stations currently operated by London Midland. 3.2 There are two bidders for the new franchise:

o London and West Midlands Railway Ltd, a subsidiary of Govia Ltd (a joint venture between Keolis and Go-Ahead Group).

o West Midlands Train Ltd, currently a wholly owned subsidiary of Abellio Transport Group with East Japan Railway Company and Mitsui & Co Ltd as minority partners

3.3 The Invitation to Tender for the new franchise was published at the end of August 2016. This provided the minimum specification that the new operator is required to deliver during the next franchise and sees a step change in the level of service and investment in rail services in the region. Some of the key improvements are listed in table 1.

3.4 TfWM has had significant input into the specification of the new franchise via West Midlands Rail (WMR) the body set up to establish more local ownership of rail services in the West Midlands. This was predominantly through the secondment of Babs Coombes and Peter Sargant to the Department for Transport to help to develop the new franchise agreement and Invitation for Tender, and the input of Malcolm Holmes, WMR Programme Director.

3.4 The specification was also informed by the results of an extensive consultation undertaken across the franchise area. Bidders have been strongly encouraged to provide improvements above those listed, with the heaviest weighting on quality ever seen in a franchise competition.

3.5 The bidders worked on their submissions during the autumn, liaising closely with TfWM, WMCA and partner authorities to understand the needs and aspirations

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of the region. Bids were submitted at the end of November with evaluation during December, January and February.

Table 1. The minimum improvements being delivered in the next West Midlands Franchise.

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3.6 The winning bidder and their initiatives above those required in the minimum specification are scheduled to be announced in June 2017. A mobilisation period will then commence between the incumbent operator and the new franchisee.

3.7 As well as being heavily involved in the specification of the new franchise, WMR was also a key part of the evaluation process to ensure representative local input was provided as part of its partnership with the DfT. This partnership will continue throughout the operation of the new franchise, in line with the aspiration for the future devolution of rail services in the region. Of particular importance in supporting this ambition in the new franchise is:

o A requirement for the new franchisee to largely operate the franchise in two parts.

The West Midlands Separable Business Unit made up of local and regional services in the area

The West Coast Business Unit made up of long distance, London Commuter and branch line services

A map showing how this will work is provided in Appendix A. Each Business Unit will be reported on individually.

o A separate WMR brand and identity applied to West Midlands Separable Business Unit services and stations. This will carry on over future franchises providing a long lasting identity for rail services in the region.

o A management team based within the West Midlands area, with a West

Midlands Separable Business Unit Manager provided by WMR. Tom Painter, previously working at Chiltern Railways, joined the organisation in mid-March to take up this role.

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3.8 TfWM are currently working on a plan for the mobilisation period to ensure that there is a smooth transfer in franchisee for passengers and to make sure that necessary financial and legal agreements and contracts are transferred accordingly.

3.9 More information on the new franchise, including the summary document on the improvements being delivered and the draft Franchise Agreement and Invitation to Tender is available at https://www.gov.uk/government/publications/west-midlands-franchise-competition-invitation-to-tender

4.0 Section C – Projects Update 4.1 Park & Ride – A separate report on Park and Ride is going to this committee. 4.2 Longbridge – There are two projects at Longbridge, a rail industry project being

delivered through NSIP (National Station Improvement Programme) to enhance the passenger facilities at the station, and also a separate project to expand the Park and Ride capacity of the car park through decking. The NSIP project has been much delayed but is now being actively worked on by Network Rail. Delivery is anticipated early next year. The decked car park is being delivered by TfWM and a two-storey option (with potential to go higher) is currently being developed. This would utilise Local Growth Fund funding allocated by GBS LEP, but with a budget shortfall that would need to be funded from the TfWM capital budget unless alternative funding sources can be identified. Again delivery is planned for early next year.

4.3 University – The Government’s Midlands Engine announcement on 9 March

confirmed that £10M of Local Growth Fund funding has been earmarked to support the regeneration of University station. TfWM has met with stakeholders and will now take the lead in coordinating the project. Network Rail and London Midland have agreed to utilise NSIP funding to undertake a GRIP2 study (initial feasibility) into an option for a new station booking office, link bridge and platform upgrades. This work is expected start in the next few weeks. In conjunction with Birmingham City Council and Birmingham University, exploratory archaeological test pits are being arranged to understand the risks to the project associated with the remains of the Roman fort which are near the station site. Birmingham City Council are scheduling these digs to take place over Easter.

4.4 Bromsgrove – There was a 13 day blockade of the railway at Bromsgrove in

October/November which allowed Network Rail to install the new track work and signalling at the station in readiness for the electrification of the route between Barnt Green and Bromsgrove. This is expected to be delivered later in the year with the full electric timetable starting in May 2018. TfWM continues to work with Network Rail to finalise snagging work at the station and is actively working with London Midland regarding the operation of the station.

https://www.gov.uk/government/publications/west-midlands-franchise-competition-invitation-to-tender

https://www.gov.uk/government/publications/west-midlands-franchise-competition-invitation-to-tender

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5.0 Section D – London Midland Partnership & Operations 5.1 Since the last rail business report a number of improvements have been

delivered to the rail network for the benefit of customers. 5.2 London Midland has installed 28 new ticket vending machines and is upgrading

software in existing machines across the network. The investment means that there are now ticket buying facilities at every station in the Network West Midlands area that has a daily train service, allowing passengers to buy tickets more easily. The first machine was installed at Duddeston in October and the programme has now successfully been delivered.

New Ticket Vending Machines installed at Gravelly Hill and Tyseley

5.3 In line with its Service Level Commitment to DfT, London Midland introduced

additional services on 11 December 2016. Passengers at Bescot Stadium now benefit from four trains an hour Monday to Saturday instead of just two, while new Sunday morning services on the Snow Hill and Cross City lines now provide arrivals into Birmingham before 10am. The Sunday 17:13 London Euston to Birmingham service has also been lengthened by four carriages.

5.4 Joint customer and community engagement continues, with TfWM and London

Midland attending regular Meet the Manager events at stations across the area, rail user group meetings and joint representation at Chase Line electrification meetings.

5.5 London Midland has recruited a Community Engagement Lead to encourage

more local ownership and involvement in the railway through initiatives such as Station Adoption. TfWM are partnering with London Midland and the local

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community on a station adoption at Smethwick Rolfe Street which includes a project to refurbish the platform mural with BTEC art students from Sandwell College, upgrade the station garden and provide an exhibition space in the old Station Master’s Office.

The current mural at Smethwick Rolfe Street station

5.6 TfWM and London Midland are also working together to improve cycle safety at

stations, and are co-funding a £6,000 project to provide reduced price D-locks and cycle marking kits for people parking their bikes at stations.

5.7 TfWM and London Midland are working jointly to support the delivery of the

Local Transport Policing Plan and regularly attend Safer Travel tasking meetings. In the run up to Christmas, the British Transport Police, National Express, London Midland, the Safer Travel team and TfWM launched a successful ‘Safer Travel saves Christmas’ campaign to promote safer travel across all travel modes and deliver donated presents to the Children’s Hospital.

5.8 London Midland Performance

London Midland received two awards at this year’s Golden Whistles Awards for most improved right time performance of any train operator in both the Regional and London & South East categories. The Golden Whistle Awards celebrate the best of railway operations and are handed out to those companies making the greatest strides in punctuality and other key indicators.

5.9 Regular reviews take place to monitor performance of London Midland services including the top ten incidents causing delays and cancellations. Table 2 demonstrates the reliability and punctuality of London Midland services over the last three periods. More detail on London Midland’s performance is provided in Appendix B.

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Table 2. London Midland performance in periods 9, 10 and 11

5.10 Period 9 (the four weeks ending 09 December 2016) was particularly poor in terms of peak and all day punctuality. This was a trend across rail operators throughout the country. There were a number of issues that affected London Midland’s performance during the period including a points failure and two track circuit failures at New Street, issues with slippery rails at Four Oaks, an overhead line failure at Winson Green and Galton Junction, and a trespass incident at Birmingham New Street. Services out of Euston were affected by five fatalities and one trespass incident in the same period affecting passengers travelling into and out of London.

5.11 Storm Doris had a significant impact on rail operations across the West Midlands and throughout the UK. In particular issues were caused by overhead line failures, fallen trees, damage to buildings and speed restrictions. The impact on performance during this time is yet to be established, however London Midland were able to continue to operate a number of services throughout the day to assist in getting people home. TfWM supported this through provision of information to customers about what services were running, potential impacts and alternative transport options.

5.12 London Midland has begun planning the timetable arrangements for autumn

and Christmas 2017 and TfWM has been involved in this process. Although both autumn and Christmas are beyond the current franchise end-date, industry timetable planning timescales require that London Midland undertakes planning on behalf of the next franchise. The arrangements for autumn must be finalised and bid to Network Rail’s Train Planning team by no later than June and for Christmas by August.

5.12 TfWM are working alongside Network Rail and London Midland on resilience

planning for the Chase Line electrification blockades required in June, July and August. This is to allow the delivery of a large volume of track and civils work to enable the journey time improvements, and also installation of overhead electrification equipment. The June and July closures will mainly

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affect Sunday operations with possessions between Bescot and Rugeley. A more fundamental 16 day closure will; take place from 13 August, covering Bescot to Rugeley for six days and Ryecroft (just north of Walsall) to Rugeley for 10 days.

5.13 TfWM are also working with London Midland, Network Rail and other Train

Operating Companies to plan the management of the New Street and Soho area signalling works being undertaken over the Christmas period this year. This will see major railway closures taking place during late December and early January to allow for the renewal of a large amount of 1966 signalling which is now life expired together with the recasting, remodelling, upgrading and renewing of key track junctions. The £246m scheme will deliver a number of passenger and operational benefits including improved reliability, increased track capacity, enhanced line speeds exiting New Street and provision of turn back systems. Closures will affect the various parts of the network from the evening of 23/12/2017 to 03/01/2018. Main impacts will be on services on the Chase Line, Birmingham to Wolverhampton and the Snow Hill line. Entry and exit of Soho Depot which stables and maintains some of London Midland’s electric trains will also be affected and this will need to be carefully managed. As more detail on timescales, areas affected by the blockades and passenger impacts are known, updates will be provided to committee. Further works are also planned in May 2018 around Birmingham International and in December 2021 around New Street Station.

6.0 Section E – Chiltern Railways Partnership & Operations 6.1 TfWM are working with Chiltern to refresh and relaunch the current partnership

agreement which has been in place since December 2012, ensuring it reflects current work streams and maximises opportunities for passenger improvements. The aim is for the refreshed partnership agreement to be launched in May 2017 with an update provided to Transport Delivery Committee on 8 May.

6.2 Areas likely to be covered by the agreement include potential improvements to

Chiltern Railways managed stations including Birmingham Moor Street, Solihull and Dorridge, improved bus/rail/airport connectivity, community engagement initiatives, management of disruption and input into key strategic projects including HS2 connectivity, Midlands Connect and the Midlands Rail Hub, and Birmingham City Centre Interchange.

6.3 Both parties are keen to deliver improvements to the customer experience at

Solihull Railway Station as soon as possible, and a meeting is being scheduled involving officers at TfWM, Solihull MBC, Chiltern Railways and Network Rail to explore opportunities to achieve this.

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6.4 On 11 December 2016, Chiltern Railways launched their new Oxford city centre services. The £320m scheme, funded by Network Rail and Chiltern, provides a new line to London Marylebone from central Oxford, with stops at Oxford Parkway and Bicester Village. The launch came 14 months after the line partially opened between Oxford Parkway and London, with 1.5 million passengers using the service over the first year. The extension of the service into Oxford City Centre has already seen further growth in usage.

6.5 Chiltern is aiming to complete the installation of free WiFi across its fleet this

month which will see an additional 1400 train services a week providing the facility. They are also working with mobile operator EE to eliminate black spots on the Chiltern network, providing customers with a continuous high-speed connection.

6.6 Chiltern Railways performance In Period 9, Chiltern Railways achieved a PPM of 92.55%, which improved in

Period 10, when PPM for the company was 93.53%. This exceeded their PPM target despite the launch of the new Oxford service and the complexities of running over new infrastructure. Period 11 demonstrated a further improvement with PPM at 94.18%, however there was a dip during Period 12 to 92.7% - however 1.5% of the reduction was due to Storm Doris mainly caused by fallen trees and the requirement for 50mph running. Despite the infrastructure issues caused by the storm, Chiltern continued to operate and played a significant role in bringing people to the Midlands from London.

Chiltern Railways Performance (PPM) in comparison with National Average PPM

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7.0 Section F – Virgin Trains Partnership & Operations 7.1 TfWM is in the process of launching its new partnership agreement with Virgin

Trains as reported to Transport Delivery Committee on 6 March 2017. Further reports on the progress of this agreement and Virgin Trains performance will be provided in future rail business reports once the partnership is fully established.

8.0 Section G – Customer Satisfaction 8.1 London Midland satisfaction

London Midland satisfaction levels generally provide the most representative view of what West Midlands rail users think of their services. The following graphs demonstrate London Midland’s performance in the autumn 2016 wave of the National Rail Passenger Survey, conducted by independent transport user watchdog Transport Focus. In this round 1,127 London Midland passengers were asked for their views on their level of satisfaction with a number of factors relating to trains, stations and customer service. They are asked to rate based on the specific journey they are making at the point at which they are surveyed.

8.2 The top left graph below gives the overall satisfaction figure for the entire

London Midland franchise – recorded at 85% for autumn 2016. This is compared to an industry average of 81%, a fall of 2%. This is then broken down into the level of satisfaction users feel depending on journey purpose (top right graph) and the route area they travel within (middle left graph). The large graph at the bottom provides satisfaction by area and journey purpose together.

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8.3 The following two charts demonstrate London Midland customer satisfaction

with various factors on station and train, compared with the same period in 2015.

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8.4 London Midland was also the most improved organisation in the Institute of Customer Service’s UK Customer Service Index (which covers all sectors including transport, insurance, service sector, motor industry, etc) – its score of 77.4 more than 9.3 points higher than a year ago.

8.5 Chiltern Railways was the joint top DfT rail franchise for overall satisfaction in

the autumn 2016 National Rail Passenger Satisfaction survey results with a score of 91%. They were also joint top for satisfaction with stations, satisfaction with trains and top UK operator for car parking facilities.

9.0 Section H – West Midlands Rail (WMR) 9.1 Further to its input into the franchise competition, WMR is continuing the

development of a number of other work streams to support the development of the rail network for the region.

9.2 Collaboration Agreement

The Collaboration Agreement is the primary contractual relationship between WMR and DfT, and will govern WMR involvement in the management of the West Midlands franchise, and how other franchises competitions can be influenced.

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9.3 The Collaboration Agreement sets out how WMR and DfT will work together to oversee the management of West Midlands local services, and in particular includes:

• The purpose and aims of the agreement;

• The role for WMR during the period until the creation of the WMSBU;

• The role for WMR following the creation of the WMSBU and how the

franchise will be jointly managed;

• Arrangements for how WMR will be funded;

• The creation of a joint Strategic Board.

9.4 As passenger rail services in the West Midlands are operated by a number of franchises it is important that the Collaboration Agreement reflects WMR aspirations to be able to meaningfully influence other franchises that operate in the region to ensure that a coherent and integrated approach can be taken, thus maximising the benefits of local involvement for the West Midlands economy and for passengers.

9.5 The West Midlands franchise is being procured by the DfT, and as such the

financial and contractual risk, where not passed to the operator, is held by government. Any change to this risk profile will require approval by the Members of WMR Limited by Special Resolution.

9.6 Rail Investment Strategy

WMR are currently undertaking a full review and revision of the rail strategy for the West Midlands, currently known as ‘A Rail Vision for the West Midlands’. The new version will be a substantial re-write, taking account of changes to rail franchises, Midlands Connect and HS2. Following thorough stakeholder engagement, a draft is expected in summer 2017.

9.7 Stations Alliance Working together with Network Rail, WMR are developing an innovative ‘Stations Alliance’ which, together with the West Midlands franchise operator, is hoped to bring about substantial improvements to rail stations in the West Midlands. The proposals take account of the current structure for managing stations in the UK, which has responsibilities for operation, maintenance and renewal split between the operator and Network Rail, and brings in WMR, as local body, to drive forward a long-term vision. It is this ‘vision’ that is missing from the current structure. Funded by Black Country and Stoke and Staffordshire LEPs, and WMR, work is already underway to develop some indicative Master Plans for two trial routes – the Stour Valley Line from Birmingham to Wolverhampton (exclusive), and Chase Line stations north of Walsall. Options for funding the works will also be considered as part of the commission, which is due to be completed in late spring 2017.

[PUBLIC]

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10.0 Section I – Financial Implications

There are no direct financial implications as a result of the recommendations within this report although work is currently taking place looking at options to resolve the funding gap for the Longbridge P&R expansion project. Any costs incurred or support provided by TfWM or West Midlands Rail from undertaking the activity referred to in this report will need to be met from within agreed funding and resources.

11.0 Section J – Legal Implications

There are no legal implications arising out of this report but legal input may be required as the various projects develop.

12.0 Section K – Equalities Implications

There are no direct equalities implications as a result of this report. However, it is worth noting that any current and future infrastructure projects will need to take key accessibility requirements into account. Moreover, improvements to stations and to the customer experience will need to consider engagement with the public and specifically engagement with key equality groups

13.0 Other implications – Not applicable


Appendix A – West Midlands Franchise Separable Business Unit Map Appendix B – London Midland performance graphs

[PUBLIC]

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Appendix A – West Midlands Franchise Separable Business Units

[PUBLIC]

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Appendix B – London Midland performance graphs

[PUBLIC]

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1

of 10

Agenda Item No. 10

Transport Delivery Committee Date: 3rd April 2017 Report Title: Bus Report Accountable Director: Steve McAleavy (Interim) Accountable employee(s): Steve Hayes Report Considered by: Cllr Hartley, Cllr Akhtar, Cllr Eaves, Cllr Stanley:

Putting Passengers First Purpose of Report

2. To report matters relating to the performance, operation and delivery of bus services in the West Midlands. This report includes:

Section A Services Performance Summary

Punctuality and reliability January 2017

Patronage January 2017

Section B Alliance Update

Bus Alliance Development

Congestion Task and Finish Group

Solihull Statutory Quality Partnership

50 Alliance Deliverables

Section C National Bus Passenger Satisfaction Survey Results 2016

Section D Operational Matters and Passengers Impacts

Network Resilience

Coventry Bus Lane

[NOT PROTECTIVELY MARKED]

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Section A Bus Services Performance Summary

3.1 Growing traffic and congestion continue to impact on bus service reliability. There is a

strong focus on addressing these issues through regular liaison with Local Council’s and bus operators, with a Task and Finish Group also proposed through the Bus Alliance (see 4.2 below). Despite challenges, operators are able to manage fleets in real time using Automatic Vehicle Location (AVL) data. This helps to keep services punctual but may result in lost journeys if buses are turned short to fill gaps in service, hence why reliability may have fallen. Although punctuality remains above target levels this is often at the expense of longer journey times because timetables have been extended to accommodate higher levels of congestion. Ultimately therefore the services is less attractive to passengers and is one of the reasons why patronage is falling.

3.2 The gradual decline in bus patronage across the region continues in the face of lengthening

journey times, falling motoring costs and the increase in driving license ownership amongst those eligible for concessionary passes. There has also been a general decline in travel into some of the key centres, possibly linked to ongoing rise in online retail and wider lifestyle changes.

(orange is commercial patronage, blue is concessionary patronage)


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3.3 National Express West Midlands have reported a continued positive patronage trend on services where new Platinum buses have been introduced. A representative will be present at the Transport Delivery Committee meeting to share the latest trends.

Section B Bus Alliance Update

4.1 The Bus Alliance Board continues to meet every two months to monitor the effectiveness

of the Bus Alliance and understand any delivery challenges. At its March meeting the Board focussed on the work required to upgrade bus fleets to meet air quality standards. Buses play a key role in addressing poor air quality and there is ongoing significant investment from operators in new engines and retrofitting particle traps to older buses. TfWM is now specifying that buses on all new subsidised contracts should be Euro V or better. From October 2017 TfWM will be inviting tender prices for Euro VI buses on all new contracts too. There was also a presentation on the various initiatives being undertaken to develop ticketing, with the objective to have fare capping and contactless payment available on all services by 2020.

4.2 As a result of the focus on congestion at the November Board meeting, a Congestion Task

and Finish Group has been established to focus on initiatives to reduce the impact of congestion on bus services. The group met for the first time at the end of March and terms of reference have been agreed. Developing a framework for increasing and sustaining highway investment to support bus services is the key objective.

4.3 A three month consultation period began in March for a Statutory Quality Partnership

Scheme in Solihull Town Centre that will require emissions standards to be improved over the next three years. This is to complement the investment made by Solihull Council on improving bus facilities in the town centre. The scheme is planned to be implemented from September 2017 and is also intended to include a ‘slot-booking’ system at town centre stops to ensure kerb space is managed effectively.

4.4 In order to ensure the Bus Alliance delivers effective outcomes, the Board has established

a list of 50 Alliance Deliverables that outlines initiatives that will be progressed in partnership in order to achieve the Alliance objectives. This is attached in Appendix A and this committee will be kept updated on progress.


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Section C National Bus Passenger Survey - Satisfaction Results

5.1 Transport Focus presented the results of the Autumn 2016 National Bus Passenger Survey

on 22nd March. Overall passenger satisfaction remains at 85%, which is the same as 2015 and within the Bus Alliance target of maintaining satisfaction above 85%. Appendix B shows how satisfaction of some key measures has changed over recent years.

5.2 Despite the overall customer satisfaction remaining static, satisfaction around some of the

key specific journey attributes shows a small decline. The issues around the impacts of congestion on punctuality are well documented and so it is not surprising to see a drop in satisfaction with punctuality.

5.3 There are also small declines in various attributes relating to the on-bus environment.

Transport Focus have advised this is often the case when there is a worsening in journey time and punctuality; these are the main drivers of overall satisfaction and can mean that passengers generally feel a bit more negative about their overall journey experience. We will however continue to monitor these results closely through the Bus Satisfaction Task and Finish Group to ensure that downward trends do not develop.

5.4 There are also small, but notable reductions around satisfaction with the bus stop waiting

environment. In July 2016 TfWM awarded a contract to a new supplier for cleaning and maintenance of bus stop infrastructure and this survey was undertaken during the bedding in period of that new contract. Since the survey was undertaken we have been working with the new supplier to implement better ways of working and increased resource to focus additional cleaning on shelter roofs, which have historically been neglected. This should result in improved scores when the next surveys are undertaken.

5.5 Historically, there have been relatively low scores relating to perceptions of safety and

security in the region. This has been targeted by the Safer Travel Police team through an intelligence led approach and initiatives such as the See Something say Something campaign. As a result satisfication is much higher now than it was five years ago.

Section D Bus Operational Matters and Passenger Impacts

6.1 Work continues with stakeholders to ensure that the bus network remains resilient during

major works proposed throughout the region. The Highway England (HE) works at Oldbury Viaduct are due to start later this month and TfWM are regularly meeting with operators, local authorities and HE to understand the impacts of these works and plan mitigation accordingly. A number of changes to the bus network are being implemented in the area to reduce the impacts of any delays on passengers and some minor junction improvements being progressed in the area to assist traffic flows.

6.2 A key objective during the Oldbury works is to get more people on to public transport to try

and reduce traffic levels. Ahead of the works, National Express West Midlands have therefore reduced the price of some ticket products in areas of Sandwell and Dudley on a trial basis, currently for those travelling within the area west of the M5. This has had an immediate impact by increasing patronage in the area and will be reviewed closely to assess whether this impact is sustained and could have a positive impact in other areas.


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6.3 Coventry City Council continue to progress with work to remove a number of bus lanes across the city on a trial basis. In parallel the council are also reviewing traffic signal operation along bus routes in an attempt to mitigate any impacts on bus journey time. TfWM continues to work with the council and bus operators to assess the impacts and determine whether or not the trial is a success. Financial Implications

7. There are no direct financial implications as a result of the recommendations within this

report. Any costs incurred or support provided by TfWM from undertaking activity referred to in this report will need to be met from within agreed funding and resources.

Legal Implications 8. This report is for information only and there are no new legal implications.

Equality Implications 9. This report is for information only and there are no new equality implications.


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APPENDIX A

50 DELIVERABLES FOR BUS ALLIANCE BY 2020 (DRAFT)

Introduction

This list indicates the 50 deliverables which all partners in the West Midlands Bus Alliance will aim to implement during the four years to December 2020. It is not an exhaustive list, and if customer expectations or the stakeholder landscape changes, we will adapt our plans accordingly. What it does is set goals and targets to aim for, within the context of the West Midlands Combined Authority’s bus objectives. VEHICLES AND EMISSIONS

Operators will invest in at least 350 new vehicles.

All buses operating within Clean Air Zones will be to Euro VI standards with buses

operating in all other areas being equivalent to at least Euro V or VI.

We will work to deliver zero emission buses and required infrastructure on a trial

number of routes.

On board next stop announcement provision will be available on all services in line

with Bus Services Bill requirement.

CUSTOMER SERVICE AND INFORMATION

We will allocate a route colour for every core corridor, with route branding

extending across buses, customer information and bus shelters, and we will

introduce colour-coded network maps covering all modes of transport.

We will undertake a joint marketing strategy and pooled marketing budget each

year, and ensure this is joined up with other modes of transport.

All partners will support the local brand to integrate all public transport.

TfWM will develop a process to enable fares information to be displayed at bus

stops, including promoting local offers and providing enhanced information at

interchanges.

We will deliver a consistent and coordinated customer experience across social

media and web channels.

Real Time Information to be available for all operators services via the internet,

apps and on-street displays.

A robust process will be developed to monitor the accuracy and reliability of the

Real Time Information system with monthly KPIs shared with partners.

Disruption information relating to individual journeys (such as cancellations) to be

available at all stops with Real Time Information displays and on interactive

maps/apps.

We will develop a shared approach to retail and customer service in in all our

information outlets to provide a consistent level of service to include provision of

multi-operator and multi-modal information.


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All front line staff will be trained to the highest levels to include excellent customer

service and disability awareness training.

All operators should be encouraged to recognise and reward excellence, such as

through the National Express Master Driver programme or annual driver awards.

We will improve customer contact arrangements that simplify how customers get

in touch, with one message for customers to easily understand.

We will better integrate operator and TfWM staff in bus stations to ensure

seamless customer service.

All operators vehicles will be clean and comfortable and we will continue to work

together to provide in-service cleaning.

DIGITAL INFORMATION AND OPEN DATA

We will support the development of apps, such as Mobility as a Service (Maas) to

provide personalised real time journey planning and travel information, plus

ticketing, for all modes of transport.

All operators will invest a minimum 1% of fares paid to cover digital payment,

information and ticketing innovation.

We will make operational data available for developers to use in their own

software and services. We will encourage developers to use these feeds to

present customer travel information in innovative ways.

INTEGRATING BUSES INTO THE WIDER TRANSPORT NETWORK AND ECONOMY

We will undertake a rolling programme of network reviews as part of wider network

development plans to improve the overall transport provision in each district.

We will maintain a network of 24 hour services and more late night buses.

We will work together to co-ordinate services between operators to make better

use of resource and simplify the network, through route-based partnership

agreements, with the first of these delivered during 2017

We will introduce a four-week mandatory consultation period before registration of

significant changes and two weeks for all other changes to ensure input from all

stakeholders.

We will work with the local rail operator to share timetable changes and offer joint

ticketing products to improve bus/rail interchange across the area.

We will continue to work with local businesses and employers to support staff

travel plans and encouraging sustainable travel.

MAKING SURE BUSES RUN ON TIME - AND THAT JOURNEYS ARE QUICK

We will set demanding punctuality targets for each route and we will work together

to address punctuality issues.

We will develop a joint strategy with regards to network investment opportunities

along with identifying associated funding packages to speed up bus journey times.

We will agree performance standards for high frequency corridors and develop a

strategy to achieve these.


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We will work closely with partnering authorities to develop collaborative funding

packages that reduce congestion.

We will work together with local authorities, the Combined Authority and West

Midlands Police to keep the highways clear – minimising the impact of utilities

works and improving enforcement.

We will retain and evaluate ways to increase bus operators presence within urban

traffic control centres

PAYMENT AND TICKETING

We will introduce contactless payment for multi-operator tickets with daily fares

capping by 2020.

All operators will limit fare rises to RPI + 1% each year, except in the case of

exceptional external events.

We will continue the child concession scheme which ensures discounted travel for

young people.

We will continue to review Workwise tickets which offer a 50% discount on 4 week

passes for the first 3 months when returning to employment.

Discounted Term Plus bus passes will be extended to apprentices under 19,

giving unlimited bus travel from around one pound a day, including weekends and

holidays.

MAKING JOURNEYS EVEN SAFER

We will continue to develop the Safer Travel Partnership with the police, further

reducing the already-low levels of crime and antisocial behaviour and making

passengers feel safer.

We will seek greater Combined Authority powers and work with partners to tackle

antisocial behaviour.

All operators to ensure that the See Something, Say Something campaign

information is displayed prominently on all buses.

We will continue to increase the use of high quality state-of-the-art, digital CCTV,

with more passenger saloon screens, increasing the ability to view live footage

from a central control point.

RESEARCH AND ENGAGEMENT

We will better use data and embed a programme of customer insight to ensure we

address barriers to growing usage.

We will continue to participate in the Transport Focus Bus Passenger Survey,

continue to fund the additional spring wave, and joint undertake action planning

each year.

All parties will support initiatives to engage with passengers, such as supporting

the passenger champions scheme, Your Public Transport Matters events and

engaging with local user groups.


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INFRASTRUCTURE

The increase in annual departure charges from bus stations will be restricted to no

more than RPI + 1% in any single year, except in the case of exceptional external

events.

Mid-life refurbishment of Walsall St Pauls bus station is planned for 2017/2018.

This will include improvements to the infrastructure and information to provide an

enhanced customer experience.

We will work with Dudley MBC to investigate a potential redevelopment, in line

with the Metro extension, to create a multi-modal, world class Dudley Interchange

facility.

TfWM will commit a minimum £1m investment in bus shelter infrastructure.


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Appendix B

Transport Focus Bus Satisfaction 2016 – West Mids Summary

Attribute 2016 2015 2014 2013

2012

2011

Overall Satisfaction

85%

85%

87%

86%

79%

81%

Value for Money

62%

62%

62%

62%

50%

51%

Punctuality

72%

76%

76%

73%

64%

64%

Bus Exterior Cleanliness

74%

77%

78%

75%

69%

64%

On the bus Interior Cleanliness Info inside bus Personal space Personal security

73% 68% 73% 79%

74% 69% 74% 80%

75% 68% 74% 78%

72% 65% 71% 76%

64% 58% 63% 70%

59% 58% n/a 69%

Driver Greeting Driver Helpfulness

61% 67%

64% 67%

64% 66%

62% 64%

52% 55%

52% 56%

Concern from other passengers’ behaviour

8%

7%

8%

10%

17%

18%

Bus Stop Overall Condition Free from vandalism Freedom from Litter Info provided Personal safety

77% 71% 72% 66% 72% 75%

79% 74% 74% 68% 74% 77%

81% 76% 74% 70% 75% 76%

79% 76% 75% 69% 73% 74%

73% 70% 71% 62% 70% 68%

68% 68% 66% 59% n/a 61%

This table compares attributes identified in the Autumn 2016 Transport Focus Bus Satisfaction. Percentages shown are the number of passengers either satisfied or very satisfied. 1

1

Agenda Item No. 11

Date 3 April 2017

Report title Customer Engagement Update

Accountable Director

Steve McAleavy, Interim Director of Transport Services

Email [email protected]

Tel 0121 214 7388


Sarah Jones, Head of Customer Services

Email [email protected]

Tel 0121 214 7014

Report to be/has been considered by

Councillor Kath Hartley and Councillor Richard Worrall

Purpose of Report

1. To provide an update on the key engagement forums and activity undertaken in

quarters 3 and 4 of 2016-17, namely:

Section A Your Public Transport Matters Events

Your Public Transport Matters Events

Section B

Other Engagement channels

Consultations

Online

Face to face

Section C Passenger Champion Activity

Bus Passenger Champions

Metro Passenger Panel

Rail Champions

Section D Transport Focus

Customer engagement and satisfaction

2

Recommendations

2. The Committee is recommended to note the contents of this report and provide

feedback. Support from the Committee at future YPTM events is welcomed,

particularly those that will be planned at locations that will incur disruption on the

network. These events will be used to make the public aware of any such changes.

Your Public Transport Matters Events

3. The purpose of this section of the report is to provide the Committee with an update

on Your Public Transport Matters (YPTM) events for the 2016-17 municipal year. Since

the last report to this Committee a further 10 events have taken place. Table A below

shows the locations and dates of each event and the number of customers assisted.

TABLE A

Event Date Number of Customers Assisted

West Bromwich, Bus Station 24/06/2016 188

Merry Hill Bus Station (Catch the Bus Week) 09/07/2016 134

Coventry Ironmonger Square 27/08/2016 46

Wolverhampton Bus Station 23/09/2016 262

Solihull Mell Square 15/02/2016 28

Walsall Park Street 29/10/2016 13

Oldbury (near Sainsburys) 25/11/2016 7

Halesowen Cornbow Centre 02/02/2017 166

New Street Station 26/01/2017 71

Wolverhampton Bus Station* 11/03/2017 143

4. YPTM events continue to be a key component of our engagement activities, providing

passengers with an opportunity to speak to TfWM and transport operators face to face

and raise any individual questions or concerns. Following a workshop and feedback in

September 2016, a new approach will be taken in 2017-18. Events will be rebranded

and themed around specific events. Invitations to operators and stakeholders will be

sent at least 4 weeks in advance. New simpler surveys will be used and completed

electronically at site, to improve efficiency and capture customer feedback real-time. It

is hoped these measures will improve attendance across the network and gain more

valuable input from all involved. Forthcoming events are detailed in Appendix A.

5. As shows in table A the Oldbury event in November 2016 proved the most

disappointing in terms of low attendance. The location was particularly quiet for a

Friday afternoon and although passers-by were approached, no notable feedback was

received and little assistance was required.

Other Engagement channels

6. YPTM events provide an opportunity for general customer feedback across a wide

range of issues. In the event of specific service changes, such as those recently

3

impacting Heart of England services, more targeted mechanisms are adopted to

engage directly with the public. TfWM works closely with Transport Operators to

undertake specific consultation events that inform the general public of key schemes

and seek their views. Feedback from these events is considered as part of the

implementation process before any final decisions are made.

7. Customers are also able to use our online platforms, such as the Network West

Midlands website, to engage with us directly. This can be used to make suggestions

on current services and/or infrastructure and find out more information on specific

consultations.

8. In 2017-18 a new approach will be taken by TfWM to engage with customers across

multiple platforms. Online surveys will be made available on our websites, seeking

feedback from customers on TfWM products and services across the network. Specific

ticketing schemes, such as Concessionary passes and Direct Debit, will give

customers the opportunity to provide feedback on the registration process and overall

experience of TfWM. Bus Stations and Travel Centres will be utilised to conduct

customer surveys face to face. Feedback will be sought on specific locations to

improve the customer experience. TfWM will also explore the opportunity of joint

working with London Midland in the delivery of the Meet the Manager sessions that are

currently scheduled monthly. The plan will then be to introduce this approach at Bus

Stations in the future.

Bus Passenger Champions

9. The purpose of this section of the report is to provide the Committee with an overview

of the Bus Passenger Champion activity results for Quarters Three (Q3) and Four (Q4)

July to December 2016, which are detailed in Appendix B.

10. Over the past 2 Quarters 827 bus audits were conducted. 305 of these were conducted

at bus stops and 522 on bus. This year the amount of audits conducted decreased each quarter, mainly due to the reduced input from the Customer Intelligence team. In total there were 39 active passenger champions in 2016. The significant items for noting are as follows: At Stop

There was an improvement in the proportion of stops considered to have

sufficient seats (98%), compared to 95% for the same period last year.

The majority of stops had a timetable for all the services using it (97%), an

improvement on the 93% reported the previous year.

59% of Passenger Champions rated safety at stops as very good/good, a dip

on the 68% reported last year. 40% rated safety as average, only 1% as poor.

4

On Bus

The majority of audits (88%) were conducted on National Express buses. 4%

were conducted on Diamond. 2% on Arriva and Hansons each. 1% each on

Igo, DeCourcey and Signature. All other services made up the last 1%.

Noise levels on buses were largely considered to be acceptable (95%), while

levels of window (91%) and seat cleanliness (90%) were also highly rated.

73% of auditors thought the bus wait time was ‘as expected’, in relation to the

timetable. 14% thought they were waiting ‘less than expected’ and 13% ‘longer

than expected’.

11. TfWM’s Customer Relations Manager and the Lead Member for Putting Passengers First, Councillor Kath Hartley, will be meeting prior to each quarterly Passenger Champions meeting going forward. The purpose of this will be to review the effectiveness of the Passenger Champion Scheme as a means of gaining insight to improve the customer experience. This will also involve reviewing scheme membership to ensure Passenger Champions are completing the required number of surveys per annum, reviewing attendance at meetings and exploring further opportunities for guest speakers to attend. Metro Champions

12. The Midland Metro Passenger Panel is organised and managed by the operator

directly. The forum continues to be refreshed with additional voices on the panel for their quarterly meetings. A regular focus on performance through these sessions allows Midland Metro customers to share their feedback and ideas for service improvement. Topics discussed in the last meeting included timetable improvements, safety and security and the wider customer engagement activities that Midland Metro engages in with TfWM

13. Each Passenger Panel is also attended by a guest speaker. At the most recent meeting Midland Metro Alliance were invited to share plans for the forthcoming extensions to Midland Metro planned over the next decade.

14. The meeting also included introductions to Colin Seward, incoming General Manager for Midland Metro, and Victoria Bennett, who will be joining Midland Metro in April 2017 as their Customer Services Manager. Victoria will replace Antony Lowbridge-Ellis, who is joining Midland Metro Alliance in March 2017. Rail Champions

15. This purpose of this section of the report is to provide the Committee with an overview of the Rail Passenger Champion activity results for Quarters Two (Q2) and Three (Q3) to July 2016, which are detailed in Appendix C. The Rail Passenger Champions have been recruited with a specific focus on the Cross City line.

16. Over the past 2 Quarters 29 rail audits were conducted. 3 of these were conducted at rail stations and 26 on train. Overall in year 2 of the survey 143 audits were conducted on train and 25 at station. This compares to 403 and 111 respectively in year 1. In total there were 11 active passenger champions in 2016. The significant items for noting are as follows:

5

At Station

Most audits were carried out at Wylde Green, Lichfield Trent Valley and Kings

Norton.

Station platforms were considered to be well lit and to show no sign of damage.

Cleanliness, littering and graffiti were less highly rated.

88% of rail stations were manned at the time of the audit.

On Train

The majority of auditors felt that the train exterior was clean (91%) and that they

could easily see out of the train windows (92%).

83% of auditors said that there were on board announcements identifying the

next stop.

Overall announcements about delays were made only 60% of the time. Only

60% of the time was an explanation and apology given for the delay.

17. The numbers of audits completed by the Cross City Line Rail Champions continue to

decline and work will be undertaken with London Midland to identify the ongoing potential and options for this initiative. Transport Focus

18. Transport Focus will present the latest results on 17 March 2017 to the Bus Passenger Satisfaction Task and Finish Group. However, this is on the basis that they are confidential until the national launch which is on the 22nd March in Liverpool when all results are made public. Stephen McAleavy Interim Director of Transport Services WMCA Media Contact: Steve Swingler, Media Manager

Tel: (0121) 214 7073 Email: [email protected] Contact Officer: Lee Eteo, Customer Relations Manager Tel: (0121) 214 7303 Email: [email protected] Glossary of Terms

Word / Acronym Explanation

TfWM Transport for West Midlands

Champion Member of general public that completes transport audits on behalf of Operator or TfWM and attends regular forums to discuss results and give feedback

YPTM Your Public Transport Matters (event)



Your Public Transport Matters Events 2017 - 2018

Month Date Time Location / District

March Friday 24 March 2016 1000 - 1200 Coventry, Bus Station

April Thursday 20 April 1000 - 1200 Oldbury (M5 Closure)

April Saturday 29 April 1000 - 1200 Dudley – Merry Hill Shopping Centre

May TBC TBC Walsall / Aldridge TBC

June

Thursday 8 or 15th June TBC

Save the date for Bilston Rd works

Wolverhampton – Bilston Bus Station

July Tuesday 4 July 1200 - 1400 Solihull – Mell Square - Catch the Bus

Week

July Thursday 6 July 1400 – 1600 Birmingham - Perry Barr One Stop – Catch

the bus week

July Saturday 8 July 1200 - 1400 Coventry - Godiva Festival – Catch the

Bus Week

August Saturday 26 August 1200 – 1400 Walsall – Park Street

September Thursday 7 September Coventry Bus Station

September Thursday 21 September 1300 - 1500 Walsall – Saddlers Centre

December

Saturday 9 December 2017 TBC

1200 - 1400 New Street TBC

March

March Thursday 23 March 2018 TBC

1300 – 1500 Dudley – Halesowen Bus Station / Cornbow TBC

2016 – 2017 events 2017 – 2018 events ** Event in RED is yet to be confirmed

Passenger Champion 2016 Q1 – Q4 summary

This is a summary of quarter 4 of the passenger champion audits (January 2016-December 2016).

Results are compared with last year’s audits where relevant.

Over the last year 53% of audits were conducted online and 47% on paper.

In total there were 39 active champions during 2016.

Over the past year 2,197 bus audits were conducted, 1,008 of these were at bus stops and 1,189

on bus.

At Stop Results

This year the amount of audits conducted at stop stood at 1,008, lower than the 1,415 recorded

last year.

The amount of at stop audits declined considerably in Q3 and Q4, largely due to the decreased

input from the Customer Intelligence Team.

In previous years Birmingham/Solihull had the largest proportion of audits, however this year the

largest proportion were conducted in the Black County (53%). Coventry continued to have the

lowest proportion of audits (9%).

Table: Audits by District (Q1-Q4)

Q1 - % Q2 - % Q3 - % Q4 - % Year Total - % Prev. Year - %

Birmingham/Solihull 40 28 33 64 38

Black Country 53 62 50 34 53

Coventry 7 10 17 2 9

Total audits 359 344 162 143 1,008 1,415

In comparison to last year, fewer audits were conducted during peak hours (32% 2016 compared

to 40% 2015) and more during off peak hours (68% 2016 compared to 59% 2015).

Condition of Bus Stop

There was an improvement this year in the proportion of stops considered to have sufficient seats

(98%).

Only 61% of stops were considered free from dirt/grime, with 59% free from litter, showing little

significant change from last year.

Bus stops in Coventry tended to be highest rated in terms of cleanliness, free from litter and

sufficient seating.

Bus stops in Birmingham/Solihull tended to be lowest rated, especially in terms of free from litter

(52%) and being free from dirt and grime (54%).

Figure: Condition of Bus Stop by PEG Area

54 52

89

67 72

98

65 63

9763

58

93

61 59

98

0

20

40

60

80

100

Free from dirt/grime Free from litter Sufficient seats

Birmingham/Solihull Coventry Black Country Total year 3 Total year 4

At Stop Information

The majority of stops had a timetable for all the services using it (97%) an improvement on the

93% reported last year.

Stops in Birmingham/Solihull and the Black Country (97%) were most likely to have a timetable

available, stops in Coventry least likely (94%).

There was also an improvement in the proportion of timetables considered ‘not defaced’, (76%

2016 compared to 69% 2015). 24% of timetables were recorded as being slightly defaced but still

readable.

Timetables at stops in Coventry (82%) were in the best condition; timetables in

Birmingham/Solihull more lowly rated (72%).

Over the last year, 12 stops were reported for having timetables which were missing or damaged,

with the highest level of reporting being in the Black Country (9 reports).

Where available, electronic displays were working at 84% of stops, this is a noticeable

improvement on the 65% reported last year.

There was also an improvement this year in the number of audited stops with accurate electronic

information (87%).

Stops in Birmingham/Solihull were most likely to have working and accurate electronic information.

30 auditors had reported electronic information as not working, with the highest level or reporting

being in the Black Country (15 reports).

Figure: At Stop Information (Q1-Q4) *where available

At stop safety

59% of Passenger Champions rated safety at stops as very good/good, a dip on the 68% reported

last year. 40% rated safety as average, only 1% as poor.

Respondents in Coventry rated at stop safety most highly (82%, very good/good). Safety rated

much more lowly in the Black Country (54%, very good/good).

97

72

89 919482 81 85

97

78 82 83

93

69 65

80

97

76

84 87

0

20

40

60

80

100

Timetable for all services Timetable not defaced Electronic display working* Electronic display accurate*

Birmingham/Solihull Coventry Black Country Year 3 Year 4

Figure: At Stop Safety (Q1-Q4)

Further comments

226 further comments were made about bus stops in 2016.

Audits %

Graffiti/etching/burn marks 55 24

Dirty/needs cleaning/litter 51 23

Safe location/busy location/near shops 26 12

Clean/good condition 18 8

Information incorrect/not enough information 25 6

Shabby/rusty/paint flaking/mouldy 12 5

Posters partially removed 9 4

cut back foliage 8 4

Timetable/information hard to read 8 4

RTI not working 6 3

Shelter out of use/No information stating stop out of use 6 3

Pole only 5 2

No lights/not enough lights/lights not working 4 2

Stickers/glue on window 4 2

Seats get wet/roof leaks 4 2

Not enough seats 7 3

Uneven surface 3 1

Glass Broken 3 1

Basic shelter/No protection from wind/rain 2 1

New timetables 2 1

Not all services on RTI 2 1

RTI screens very good 2 1

Inconvenient location 3 1

Anti-social behaviour at stop 1 0

Bus drove past 1 0

Feel unsafe 1 0

Needs finishing 1 0

Shelter needed 1 0

Shelter not needed 1 0

Base 226 100

27 25 22 28 27

4134 38

54

27

29 40 39

18

45

3 1 1

0

20

40

60

80

100

Year 3 Year 4 Birmingham/Solihull Coventry Black Country

Very good Good Average Poor Very poor

On Bus Results

1,189 on bus audits were conducted in 2016, lower that the 1,702 conducted last year.

46% were conducted in Birmingham/Solihull, 42% were conducted in the Black Country and 12%

in Coventry.

As with previous years, the majority of on bus audits were conducted between 0931-1530 (73%).

9% were conducted during the morning peak and 16% in the afternoon/evening peak. 4% were

conducted after 1830.

Table: Audits Conducted By District (Q1-Q4)

Q1 - % Q2 - % Q3 - % Q4 - % Year Total - % Prev. Year - %

Birmingham/Solihull 51 42 28 59 46

Black Country 26 45 66 35 42

Coventry 22 13 5 7 12

Total audits 276 391 230 292 1,189 1,702

The majority of audits are conducted on National Express buses (88%). 4% were conducted on

Diamond, 2% on Arriva and Hansons services. Igo, DeCourcey and Signature made up 1.

58% of audits were conducted on double decker services and 39% on single deck services. 4%

were conducted on other types of bus.

Audits on double decker services tended to be conducted in Birmingham/Solihull (73%) and

Coventry (69%). While audits on Single deck buses were more likely to be conducted in the Black

Country (57%).

Table: Bus Operator Audited – (Q1-Q4)

Audits %

National Express West Midlands

1047 88

Diamond 52 4

Arriva 18 2

Hansons 25 2

Igo 11 1

DeCourcey 6 1

Signature 16 1

Stage coach 2 0

Central Bus 3 0

Claribels 2 0

Thandi Transport 3 0

Johnsons 1 0

Base 1,186 100

The table below looks at the number of different routes audited in each district. Understandably

Birmingham had the most audited routes, followed by Coventry, Walsall, Dudley and Sandwell.

Solihull continues to have the fewest audited routes.

Table: Bus Routes Audited By District (Q1-Q4)

District Q1 route Q2 Routes Q3

Routes Q4

routes Average

No.

Birmingham 31 53 23 44 38

Coventry 21 18 9 10 15

Dudley 4 19 16 12 13

Sandwell 4 19 12 5 10

Solihull 5 11 2 13 8

Walsall 5 30 15 6 14

Wolverhampton 12 14 9 4 10

Boarding the bus

96% of buses pulled into the kerb to enable easy boarding, with little significant change from

previous years.

Only 1% of auditors recorded the bus stop as being obstructed.

4% of audited buses in Birmingham/Solihull failed to pull into the kerb compared to 2% in the Black

Country and 1% in Coventry.

Figure: Bus boarding (Q1-Q4)

Only 54% of drivers always used the low floor access, a decrease in the proportion recorded in

previous years, with an increase in the proportion using it only sometimes (43%). More

positively only 3% reported that it was never used during a journey – the lowest level recorded.

Drivers in Coventry were most likely to use the low floor all the time (82%) compared to just

37% of audited services in the Black Country.

Birmingham/Solihull had the highest level of non-use (6%).

9597

9996 97 96

42

1

3 2 3

1 1 1 1 1 1

80

85

90

95

100

Birmingham/Solihull

Black Country Coventry Year 4 Year 3 Year 2

Yes No Bus stop obstructed bus was unable to do so

Figure: Low Floor Usage (Q1-Q4)

The bus journey

Only 5% of auditors reported that they had to stand for some part of the journey, this rose slightly

to 6% in Birmingham/Solihull, dipping to 2% in the Black Country.

Noise levels on buses were largely considered to be acceptable (95%), while levels of window

(91%) and seat cleanliness (90%) were also highly rated.

More lowly rated were windows being free from etches/scratches (85%), while littering was

particularly lowly rated with only 58% of audited buses being free from litter.

Buses in Birmingham/Solihull tended to be most lowly rated particularly with regards to litter (46%)

and windows being free from etching (78%). .

Buses in Coventry rated most highly especially noise levels (98%) and condition of windows

(97%).

Figure: Condition of Bus by PEG Area (Q1-Q4)

Passenger Champions who thought noise levels were unacceptable were asked to record why.

The main reason was noisy passengers/teenagers/kids followed by rattling noise on bus and noisy

air con.

65

37

82

5462 57

30

61

15

43 2929

6 1 2 39 15

0

10

20

30

40

50

60

70

80

90

100

Birmingham/Solihull

Black Country Coventry Year 4 Year 3 Year 2

Yes Sometimes No

87

46

8578

9294

77

97 929894

66

9686

95

0

20

40

60

80

100

Free from dirt/grime Free from litter Easily see out ofwindow

Window free frometches

Noise acceptable

Birmingham/Solihull Coventry Black Country Year 3 Year 4

Table: Reasons for Buses Being Noisy (Q1-Q4)

If noisy, describe why Q1 Q2 Q3 Q4 Total no.

Noisy Passengers/teenagers/kids 7 1 8 5 21

Rattling noise on bus 7 2 4 1 14

Noisy Air con 4 2 0 2 8

Loud mobile phone users 2 1 2 0 5

Mobile phone music 0 3 0 2 5

Engine noisy 1 1 0 1 3

Driver shouting at the top of his voice 0 1 0 0 1

Very loud bang from rear door closing 0 1 0 0 1

Punctuality of the bus

73% of auditors thought bus wait time was ‘about the time expected’, 14% thought they were

waiting ‘less than they expected’ and 13% ‘longer than they expected’.

Respondents in Coventry were most likely to wait ‘about the time expected’ (80%) while

respondents in Birmingham/Solihull were most likely to state their wait time was ‘longer than

expected’ (16%).

Figure: Usual Bus Wait Time (Q1-Q4) *Where applicable only

On Board Information

40% of auditors indicated that the service they were on had a service change poster.

38% thought the service change poster was in date and easy to read.

Respondents in the Black Country were most likely to state the posters were in date and easy to

read (59%), respondents in Coventry least likely (7%), albeit only 15 audited services in Coventry

had a service change poster on display.

Figure: Were Any Service Change Posters in Date and Easy To Read (Q1-Q4)

Where service change poster present: NB Coventry low base of 15 audits

15 14 13 16 15

73 73 71

8073

11 13 164

12

0

10

20

30

40

50

60

70

80

90

100

Year 3 Year 4 Birmingham/ Solihull Coventry Black Country

Less than you expected About the time you expected Longer than you expected

13% of audited buses had audio/visual destination announcements, this rose slightly to 16% in

Birmingham/Solihull, 13% in the Black Country dipping to 3% in Coventry – a figure representing

just 4 audits.

On vehicles fitted with audio/visual announcements just under three quarters were recorded as

working (73%).

Where the audio/visual information was working 92% of auditors thought that the volume on the announcements was at the right level. 6% thought it was too quiet and 2% too loud.

Figure: Audio/Visual Destination Announcements (Q1-Q4)

*Where audio/visual present

The Driver

79% of drivers acknowledged the auditor when they boarded a bus, a slight increase on the 73%

reported last year.

86% reported that the driver was ‘friendly’ and 83% that the driver’s appearance was

‘smart/professional’.

Drivers in the Black Country were most likely to acknowledge passengers, have a friendly manner

and be smart/professional.

In contrast drivers in Birmingham/Solihull were least likely to acknowledge passengers and be

considered smart and professional.

38

18

59

7

0

20

40

60

80

100

Base Birmingham/ Solihull Black Country CoventryYes, indate and easy to read

1316

13

3

73 72 74

50

92 9589

100

0

10

20

30

40

50

60

70

80

90

100

Base Birmingham/ Solihull Black Country Coventry

Audio/visual display present Audio/visual working* Appropriate volume level*

Figure: The Driver Appearance and Behaviour by PEG Area (Q1 – Q4)

Over the last year 8 passenger champions recorded that the driver had to deal with anti-social

behaviour, a decline on the 12 incidents reported last year.

On all but one occasion the driver took action to tackle the anti-social behaviour, albeit more

worrying on one occasion the driver seemed to be the cause of anti-social behaviour.

Most incidents of anti-social behaviour involved passenger trying to board the bus with an

incorrect/no ticket. There was one drug related incident and another incident where passengers

caused damage to the bus.

Table: Incidents of Anti-Social Behaviour (Q1-Q4)

Quarter Anti-social behaviour How dealt with

Q1 Passenger got on without a ticket Nothing

Q1 Someone tried to get on the bus without a valid ticket

Bus driver didn't let them, they got off bus

Q1 Someone was smoking weed on the bus

Told them to stop

Q1 Some kids did something to the back of the bus which meant it wouldn't work properly

Bus driver went to have a look, then a passenger went out to help. They got the bus working again

Q2 Passenger with no ticket Verbally challenged passenger then refused to carry on with the journey

Q2 The driver shouting about the 1930's Germany at the top of his voice

He shut up when pointed out that he was annoying the passengers

Q3 Argument with passenger who had no change

Switched off engine, refused to move until argumentative passenger sorted out change from other passengers

Q4

Abusive passengers who got on refusing to show tickets and when he questioned them about it they had out of date pass

Shut down the bus, followed them upstairs and asked to see their tickets, they initially refused and then show

37 additional comments were made about the driver in 2016.

Positively the top response was the driver is very friendly/polite/pleasant/helpful (51%). However,

conversely 27% thought that the driver was not very helpful/uncommunicative.

7383

7577 83 8486 90 91

73

88

8079 86

83

0

20

40

60

80

100

Did the driver acknowledge you Was their manner friendly? Smart & professional

Birmingham/ Solihull Coventry Black Country Year 3 Year 4

Table: Further Driver Comments (Q1 – Q4)

Audits %

Very friendly/polite/pleasant/helpful 19 51

Not very helpful/uncommunicative 10 27

Driver handled difficult situation well 2 5

Not changed information board 2 5

Driver argumentative 1 3

Driver left bus unattended 1 3

Driver neither friend or unfriendly 1 3

Complaint reported 1 3

Base 37 100

Standard of driving

As with last year the driving standards were highly rated overall (98%, good). Auditors in Coventry

rated standards most highly at 100%, with standards dipping slightly in Birmingham/Solihull (96%).

71% of drivers waited for passengers to be seated before setting off. This figure varied by area

with just 53% of drivers in Birmingham/Solihull waiting for passengers to be seated, improving to

96% in the Black Country and 82% in Coventry.

Figure: Driving Standards by PEG Area (Q1 to Q4)

14 auditors recorded a reason for describing the standard of driving as poor, the main response

was heavy braking.

Table: If Driving Standards Poor Please Explain (Q1 – Q4)

Count

Heavy braking 6

Drove to fast 2

Jerky stop/start 3

Erratic 1

Old/uncomfortable bus 1

Left passengers at stop 1

96

53

100

82

98 96

97

78

98

71

0

10

20

30

40

50

60

70

80

90

100

Good driving standards Wait to be seated

Birmingham/ Solihull Coventry Black Country

Year 3 Year 4

On bus safety

89% of auditors noted the presence of CCTV on the bus this rose to 99% in Coventry

dipping to 80% in Birmingham/Solihull.

However there was a significant dip this year in the proportion who thought that CCTV was

working (55%), with 31% being unsure if CCTV was working or not.

Auditors in Coventry were most likely to think that CCTV was working (70%); those in the

Black Country least likely (42%).

Positively there was an increase in the proportion who had seen the See Something Say

Something poster (71%). Auditors in Coventry were most likely to have seen the poster

(84%), auditors in the Black Country least likely (69%).

Figure: Bus Safety Measures (Q1-Q4)

*Where applicable only

Further comments about travel on board the bus:

415 further comments were made by passenger champions regarding the bus journey.

The largest proportion of comments were about the CCTV not working/or not covering all

the bus.

Following this were comments about the bus being early/late and that the service change

posters being out of date

Table: Summary of Comments (Q1-Q4)

Count %

CCTV not working/doesn't cover all areas 184 44

Bus late/early 60 14

No service change poster/out of date service change poster 32 8

Couldn't tell if cctv working 19 5

Audio/Visual not working 11 3

Good bus journey 9 2

Buses all arrived together 8 2

Dirty/Litter/Needs cleaning 8 2

7080

63

84

99

7069

96

42

56

88

82

71

89

55

0

20

40

60

80

100

See something, saysomething

CCTV available CCTV working

Birmingham/ Solihull Coventry Black CountryYear 3 Year 4

Information wrong 8 2

Driver went wrong route 6 1

Excellent/good bus driver 6 1

Poor driving 6 1

Rattling bus 5 1

Smart card reader not working 5 1

Unpleasant driver 5 1

Bus not stopping for passenger 4 1

Didn't stop close to kerb 3 1

Graffiti/etching 3 1

See Something, Say Something Poster not displayed 3 1

Anti-social behaviour 2 0

Bus broke down 2 0

Driver under instruction 2 0

Long journey time 2 0

No CCTV screen 2 0

Overcrowded 2 0

RTI not working 2 0

Interaction with driver 2 0

Other 13 3

Appendix: Bus Routes Audit

Birmingham Count Birmingham Count Dudley Count Wolves Count Walsall Count

2 13 60 1 1 4 6 2 11 1

3 7 73 2 9 17 89 1 36 1

5 3 76 2 27 1 256 1 70 1

6 4 82 1 126 1 529 1 88 1

9 8 94 1 228 2 Solihull Count 997E 1

10 2 97 1 246 1 5 2 X51 2

16 20 98 1 250 4 6 1 Coventry Count

17 7 99 1 251 4 31 2 8 1

22 5 110 3 256 2 37 4 9 2

23 15 126 4 4H 3 49 1 18 6

24 1 904 1 X10 1 58 1 20 1

28 1 905 1 X96 36 73 2 85 1

29 1 10H 1 Sandwell Count 76 2 87 1

31 2 11A 1 4H 1 94 1 18A 4

33 1 11C 1 16 10 97A 1 8A 1

37 2 3E 2 20 1 S1 1 9A 1

45 4 97A 1 48 1 S3 11 60A 1

47 1 997E 1 126 1 X2 1

48 9 X2 1

49 1 X10 2

51 1 X16 1

58 2 X51 1

London Midland Champion Audits Q4- Year 2

This report summaries the results from the final quarter of the second year of London Midland Passenger Champion Audits (Aug 2015 – July 2016).

In Q4 no audits were conducted at rail stations while only 8 were conducted on board making this the lowest amount of audits conducted in a quarter to date.

The amount of active passenger champions also continues to dip to just 3 in Q4 compared to 9 at the start of the year.

Overall in year 2 of the survey 143 audits were conducted on train and 25 at station. This compares to 403 and 111 respectively in year 1.

Rail Station Audits:

In total 25 rail station audits have been carried out this year, compared to 111

last year. No train station audits were conducted in Q4.

Audits tended to be carried out before 0930 (42%). 21% were carried out

between 0930-1530 and 21% after 1530.

Most Audits were carried out at Wylde Green and Lichfield Trent Valley.

Table : Rail Station Audited (Q1-Q4)

Respondents %

Wylde Green 8 32

Lichfield Trent Valley 4 16

Kings Norton 3 12

Lichfield City 2 8

Birmingham New Street 2 8

Aston 2 8

Jewellery Quarter 1 4

Five Ways 1 4

Northfield 1 4

University 1 4

Base 25 100

The majority of auditors felt that there were plenty of signs directing you to the

station (88%).

Station car park:

None of the auditors made use of the station car parks this year so parking

conditions could not be assessed.

Information Provision:

Stations generally had timetables, train departure information, electronic

passenger information displays, RTI, Rail Network Maps and nearest contact

point for assistance.

Fewer had a local area street map or displayed the See Something Say

Something poster.

Figure : Information provision (Q1 – Q4) (Base of 25 audits)

The general condition of timetables, posters and maps was highly

assessed.

The vast majority of RTI units were working and considered to be

accurate.

Condition of platform:

Station platforms were considered to be well lit and to show no sign of

damage. Cleanliness, littering and graffiti were less highly rated.

The majority of auditors (92%) rated safety while waiting as very

good/good.

83

100

100

92

67

17

92

100

10

0

10

0

10

0

10

0

10

0

0

10

0

10

0

10

0

10

0

10

0

67

67

0

10

0

10

0

0 0 0 0 0 0 0 0

92 98

100

82

79

10

96

100

0

20

40

60

80

100

Signs tonearest point to

contact forassistance

Train departureinformation

Timetables Rail networkmap

Local areastreet map

SeeSomething,

Say SomethingPoster

RTI ElectronicPassengerInformation

Displays

Q1 Q2 Q3 Q4 Total

Figure : Condition Of Platform (Q1 – Q4) (Base of 25 audits)

Condition of Waiting Room:

In total 12 auditors had assessed a station waiting room.

Graffiti and maintenance and were both highly rated at 100%.

Cleanliness, littering and lighting were only slightly lower rated at 91%.

Figure : Condition Of Waiting Room (Q1 – Q4) (Base of 12 audits)

Condition of toilets:

Only 3 toilet facilities were rated (at New Street Station and Lichfield Trent

Valley). The facilities were judged to be clean, free from litter and graffiti

with no sign of damage and well lit.

75

83

92 100

100

80

80

70

10

0

10

0

10

0

67

10

0

10

0

10

0

0 0 0 0 0

80

80 8

4

100

100

0

20

40

60

80

100

Cleanliness Litter Graffiti No sign ofdamage

Well lit

Q1 Q2 Q3 Q4 Total

10

0

10

0

10

0

10

0

10

0

10

0

80 1

00

10

0

10

0

67

10

0

10

0

10

0

67

0 0 0 0 0

91

91

100

100

91

0

20

40

60

80

100


Well lit

q1 q2 q3 q4 Total

Condition of Ticket Office:

Auditors considered the ticket offices to be free from litter, to be well lit and

showed no sign of damage.

The majority were free from graffiti and clean (at 90%).

Figure : Condition Of Ticket Office (Q1- Q4) (Base of 21 audits)

Staff Interaction:

88% of rail stations were manned at the time of the audit.

8 auditors had interacted with station staff and could assess their

performance.

All staff were considered to have a neat and clean appearance.

The majority of staff gave an appropriate greeting, a satisfactory

response, had a friendly manner and gave correct information (88%).

Figure : Staff Interaction (Q1 – Q4) (Base of 8 audits)

90 100

100

100

100

88 10

0

80

10

0

10

0

10

0

10

0

10

0

10

0

10

0

0 0 0 0 0

90

100

91

100

100

0

20

40

60

80

100


Well lit

Q1 Q2 Q3 Q4 Total

10

0

10

0

10

0

10

0

10

0

10

0

10

0

10

0

10

0

10

0

10

0

10

0

50

50

50

50

10

0

50

0 0 0 0 0 0

88

88

88

88 100

88

0

20

40

60

80

100

Appropriategreeting

Satisfactoryresponse

Mannerfriendly

Deal with youefficiently

Appearanceneat and clean

Informationthey gave

correct

Q1 Q2 Q3 Q4 Total

Delays at Station:

In year 2 a total of 4 auditors reported a delay at the station.

When the delay occurred an announcement was made at the station on 3

out of the 4 occurrences.

An explanation for the delay was only given 1 out of 4 times.

An apology for the delay was given on half of the occassions.

On Train Audits

In total 143 on train audits have been conducted during year 2, the

amount of audits conducted each quarter has continually dipped to just 8

in Q4.

53% of on train audits were conducted before 0930 and 28% between

1531 to 1800.

All audits were conducted on London Midland services.

The majority of auditors felt that the train exterior was clean (91%) and

that they could easily see out of the train windows (92%).

Figure : On Train Characteristics (Q1 – Q4) (Base of 143 audits)

Overall fewer than three quarters thought seats were available or that the train

was litter free.

Fewer considered the train free from graffiti or had seats that were clean

(69%).

In Q4 one auditors noted signs of vandalism on board – namely some etching

on windows.

On Train Information:

83% of auditors said that there were on board announcements identifying

the next stop.

92

92

74

53

65

75

89 9

8

69

88

81

56

94 94

72

83

7267

88 10

0

75

75

75

10

0

91 92

72

69 72

69

0

20

40

60

80

100

Cleanliness ofexterior

See out ofwindows

Seats available Cleanliness ofseats

Free from litter Free fromgraffiti

q1 q2 q3 q4 Total

Of the services with PA announcements, 92% thought the

announcements were audible.

Few respondents indicated the service had an electronic display or saw

the See Something, Say Something poster displayed.

Figure : On Train Information (Base 143 audits)

On Train Delays:

14% of audited trains were delayed in year 2.

Overall announcements about the delay were made only 60% of the

time. Likewise only 60% of the time was an explanation and an

apology given for the delay. Only 53% of the time was the

announcement clear.

Figure : On Train Delays (Q1 – Q4) (Base of 143 audits)

1 3

83

2 0

80

0 0

89

0 0

88

2 1

83

0

20

40

60

80

100

See Something SaySomething

Electronic display PA Announcements

Q1 Q2 Q3 Q4 Total

11

50 50

38

50

16

71

57 57

71

22

75

100

75 75

13

0 0 0 0

14

60 6053

60

0

20

40

60

80

100

Delay of 2minutes+

Announcementmade

Explanation given Announcementclear

Apology given

Q1 Q2 Q3 Q4 Total

On Train Staff:

Only 15% of auditors saw a conductor on their journey.

Of those that saw the conductor 67% thought they were friendly while

95% thought that they were smart/professional.

Figure : On Train Staff (Q1 – Q4) (Base of 143 audits)

On Train Safety:

82% rated on board safety as very good/good. 17% rated safety as

only average. 2% rated safety as very poor/poor.

Only 5% of auditors thought CCTV was available on board.

Further Comments Regarding Train Journey:

The Table below summaries the 3 further comments made in Q4.

Table : Further Comments (Q4)

There were only plenty of seats in my section of the train, as a lot of school children got out of the carriage at Wylde Green.

Delay was caused by the procedure to allow a passenger in a wheelchair to alight the train.

Seat covers were worn and shabby in the carriage

11

63

100

18

75

88

11

50

100

38

67

100

15

67

95

0

20

40

60

80

100

Conductor seen Conductor friendly Smart/professional

Q1 Q2 Q3 Q4 Total

of 5

Agenda Item No.12


Date

3 April 2017

Report title CityConnect Cycle Superhighway Site Visit

Accountable Chief Executive

Laura Shoaf, Managing Director, TfWM 0121 214 7444 [email protected]


Hannah Dayan, Cycling Charter Coordinator, TfWM 0121 214 7447 [email protected]


Cllr Rowley and Cllr Warren

Recommendation(s) for action or decision:

Transport Delivery Committee is requested to:

1. That the report be noted.

1.0 Purpose

1.1 To provide this committee with a report back from the Leeds Bradford Cycle Superhighway

Visit on 22 February 2017. 2.0 Background

2.1 As the manufacturing centre of the UK, and poised for further growth, the West Midlands will

benefit from improved transport services by improving access for those currently in employment and jobseekers. As part of an integrated transport system, cycling can help address a number of challenges in the West Midlands including congestion, air pollution and poor health. By improving cycling provisions, residents and businesses in the West Midlands will benefit from reduced congestion and delays on the road network, improved air quality and increased levels of physical activity which in turn will reduce illness and improve physical and mental health.

2.2 The West Midlands Cycling Charter has the target to increase cycling to 5% of all trips by 2023. Through a detailed Action Plan, the Cycling Charter aims to influence higher standards

[PUBLIC]

Page 2 of 5

of cycling infrastructure provision, including segregated cycle routes and improved canal towpath provision. With proposed cycling infrastructure scheduled to start in 2017, and the construction of HS2 and Metro extensions it is important to learn from other regions in the country on cycle design best practice as well as integration with other modes. In addition, it is key that schemes and strategies across the West Midlands are aligned to ensure consistency in quality and level of service. The lessons learned and best practice from West Yorkshire Combined Authority (WYCA) can be championed in the West Midlands as the new cycling route infrastructure schemes are designed and implemented.

2.3 West Yorkshire Combined Authority (WYCA) was formed in 2014 and is a collaboration of

the five West Yorkshire districts plus York, the Leeds City Region Enterprise Partnership (LEP) and the former Passenger Transport Executive (Metro). As its organisational structure is similar to that of the West Midlands Combined Authority, there is the potential to learn from this combined authority on delivering infrastructure schemes that improve and enhance cycling in the region.

2.4 CityConnect delivers cycling schemes across the region and is funded by the Cycle City

Ambition Grant (£18.1 million from DfT with matched local funding of £11 million). CityConnect have recently completed the Cycle Superhighway from Leeds to Bradford (CS1). The CS1 is approximately fourteen kilometres of segregated cycle route between Leeds and Bradford, from Leeds city centre along the A647 to the Broadway shopping centre in the heart of Bradford. CS1 traverses some of the most deprived areas of the region with low levels for Propensity to Cycle. Despite this, CityConnect decided to focus on this corridor, in order to reduce congestion, improve residents’ local access to employment opportunities and improve health outcomes.

2.5 The CityConnect project includes:

A 23km cross city, largely segregated Cycle

Superhighway

Upgrades to the canal towpath

Extensive 20mph zones

Improvements to Leeds City Centre cycling routes

(Phase 2)

Improved cycle parking

2.6 Cycle Route Design: Tracks were designed with either 2 m width with (Figure A) or without

buffer (Figure B; used when there is limited space).

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Figure A: Figure B:

2.7 Cycling Ambition Grant Funding was not used on upgrades to major junctions. The agreed

approach was that the budget for this type of work should come from highway or other road

schemes. These types of improvements would have used a significant percentage of the

budget and the decision was made to focus on construction of the entire cycling route.

2.8 An Advisory Group consisting of representatives from the districts of WYCA, stakeholders

including cross sector organisations (i.e. Public Health) and community members provide input on schemes.

2.9 A significant proportion of the budget was allocated to engagement and communication as

well as monitoring. Monitoring has included pre and post scheme surveys and cycle counters along the route (which has tracked over 100,000 trips along the route since it opened).

3.0 Visit Summary 22.02.2017

3.1 Members of the group were able to either walk or cycle the section of CS1, guided by

CityConnect Staff.

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3.2 Following the site visit, presentations were made by Fiona Limb, CityConnect Programme

Manager, John White, Project Lead for Leeds City Centre Improvement and Cllr Alex Ross-

Shaw, City of Bradford Transport Portfolio Holder.

3.3 It was noted that engagement with the communities and businesses early in the

consultation process was crucial to enhance buy in for the scheme. As a result, 78% of the

respondents were supportive of the scheme with over 50% saying they would use CS1

once opened. Another positive impact was that Local Cycle Campaigners have become

advocates for the work of CityConnect schemes.

3.4 WYCA is a good example of the coordinated work of a Combined Authority. While

CityConnect managed the overall project, the local authorities were responsible for local

delivery of schemes.

3.5 The general focus of developing new cycling infrastructure in the West Midlands has been

in the areas where the Propensity to Cycle is highest. The Cycle Superhighway decision to

plan the route through areas of high deprivation (where Propensity to Cycle is generally

lower) demonstrates that focusing on perceived easy wins need not always be the case and

that other benefits can also be realigned (e.g. improving access to employment and levels

of physical activity).

3.6 CityConnect has also listed schemes where funding isn’t currently available, but should be

prioritised in the future, including those such as junctions where funding should be made

available from other schemes (e.g. highway). This prevents the tendency to be reactive

when funding does become available.

3.7 WMCA/TfWM should continue to engage with WYCA/CityConnect as local schemes are

progressed.

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4.0 Financial implications 4.1 There are no financial implications arising from the recommendations set out in this report.

5.0 Legal implications 5.1 There are no direct legal implications arising from the recommendations set out in this report.

6.0 Equalities implications 6.1 No equality implications envisaged in relation to this report as this is not a WMCA project.

However, implementing a similar scheme in the West Midlands would have a positive impact on equality groups and the principles of communication and engagement adopted by the WYCA would also be beneficial.


7.1 West Midlands Cycling Charter

https://www.tfwm.org.uk/media/1067/cycle-charter.pdf

7.2 City Connect Cycle Superhighway Documents -

http://cyclecityconnect.co.uk/documentation/cityconnect-cycle-superhighway/

8.0 Glossary of Terms

LEP = Local Enterprise Partnership TfWM = Transport for West Midlands WMCA = West Midlands Combined Authority WYCA = West Yorkshire Combined Authority 1

https://www.tfwm.org.uk/media/1067/cycle-charter.pdf

http://cyclecityconnect.co.uk/documentation/cityconnect-cycle-superhighway/

This report is PUBLIC [NOT PROTECTIVELY MARKED]

WMCA Board Meeting

Date 17 March 2017

Report title Review of Swift Brand

Cabinet Member Portfolio Lead

Councillor Roger Lawrence – Transport

Accountable Chief Executive

Keith Ireland, Managing Director, City of Wolverhampton & WMCA Regional Transport lead Email: [email protected] Tel: 01902 554500

Accountable Employee Chris Perry, Head of Transport Innovation Email: [email protected] Tel: 0121 214 7183


Smart Programme Board 9 March 2017

Recommendation(s) for action or decision:

The Combined Authority Board is recommended to:

1. To approve and welcome the introduction of a refreshed branding for WMCA’s Swift

Smartcard from week commencing 20 March 2017. To welcome the expansion of the Swift

Smartcard scheme to cover the 12000 customers who purchase nTrain season tickets

through WMCA’s Direct Debit scheme.

1.0 Purpose 1.1 The purpose of this report is to approve the introduction of a refreshed look and feel to

WMCA’s Swift Smartcard scheme to advise that Councillor Roger Lawrence will launch the refreshed branding at a photocall to be held on Friday 17th March which will lead a media and marketing. The report also asks WMCA to welcome the continued expansion of Swift on the local rail network.

2.0 Background

2.1 Swift is the current brand used for Smart Ticketing in the West Midlands. The Swift name and brand/colourways has been in use since 2012, when Smart Ticketing was first rolled out across the West Midlands.

2.3 The current design of the current Swift card is as set out below; cards with photographs on

them are used for season tickets, cards without photos are used for Pay-as-you-Go

(PAYG).

2.4 The Swift name and current brand/colours with the stylised Swift bird were introduced in late 2012, and has been used without any changes to the brand since this time. The design and typeface are perceived by stakeholders to be old fashioned and not on trend in terms of design, colour and typeface. WMCA’s design team were therefore asked by WMCA Smart programme Board to undertaker a review of current brand and design trends to propose a refreshed look and feel to the current Swift Smartcard brand.

2.5 The next phase of the roll out of Swift to the local rail network will commence on Monday

20th March 2017, when TfWM will commence the transfer of approximately 12,000 customers who purchase nTrain season ticket by Direct Debit from cardboard, magnetic stripe tickets onto Swift Smartcards. On the same date, TfWM will introduce the nBus multi-day ticket, which will allow customer to bulk-purchase in advance nBus one-day tickets, be be held on a bespoke Swift Smartcard – in the same way that National Express eDaysavers operate. The Smart Programme Board have therefore requested that these three workstreams were aligned, in order to allow the refreshed Swift brand to be issued to the 12,000 nTrain customers who will be receiving a Swift card for the first time and the nBus Multiday Swiftcard.

https://www.myswiftcard.com/more-information/pay-as-you-go.aspx

https://www.myswiftcard.com/more-information/season-tickets.aspx

3.0 Refreshed Swift Branding

3.1 Following consultation with the Smart Programme Board, WMCA’s Design Team have developed refreshed Swift cards designs which are submitted to WMCA Board for approval. The new Swift card designs are set out below;

Swift card – season tickets

Swift card – Pay-as-you-Go

Swift card – nBus Multi-day

Swift Card – child ticket

Reverse side of all Swift cards

4.0 Implementation of refreshed Swift branding 4.1 Subject to WMCA Board approval, a detailed plan for implementation of the refreshed Swift

brand has been developed. The plan has identified those elements of the Swift brand that will need immediate update, which are set out below;

Finalise brand design

Test production of revised cards

Prepare trademark application for revised brand

Complete redevelopment of refreshed swift website

Revise marketing Material

Update key outdoor Swift branding at bus stations, on bus and on tram

Briefing documentation for staff and partners

4.2 The current Swift brand will run concurrently with the refreshed brand for a period of time.

The following elements will be refreshed later during 2017 or whenever existing stock levels

are depleted. These items are set our below;

Payzone outlet Point-of-Sale material

Swift branding at bus stations

Pre-printed Swift cards held in stock

4.3 A detailed project plan has been developed and will be implemented by TfWM’s Smart

ticketing team. Successful implementation of the Project Plan will be monitored by Transport Delivery Committee.

5.0 Swift rebrand launch event 5.1 A photocall to launch the refreshed Swift brand and to both welcome the roll out of Swift to

12,000 nTrain Direct Debit customers and the introduction of the nBus MultiDay Swift card will be held with Councillor Roger Lawrence on Friday 17th March. This photocall will then lead a press and marketing campaign to continue to raise awareness of Swift Smart ticketing across the West Midlands Combined Authority Area.

6.0 Legal Comments 6.1 Legal Services are currently in the process of submitting the trademark application to the

Intellectual Property Office for consideration.

7.0 Finance Comments 7.1 The costs of the brand refresh will be accommodated within existing marketing

budgets. Where possible, rebranded cards, card paraphernalia and marketing material will be rolled out when stock would naturally need to be replenished to minimise any additional costs.

8.0 Equalities Comments 8.1 No equality implications envisaged in relation to this report. The swift rebranding will have

a neutral impact on the protected characteristics.

TRANSPORT DELIVERY COMMITTEE

COMMITTEE MEETING

REPORT AND AUTHOR

AGENDA SETTING MEETING

Date of Meeting

Date Final Reports to be submitted to

Governance Services

Date of Meeting

Date Reports to be

submitted to Governance

Services

WMCA BOARD TO CONSIDER TRANSPORT MATTERS ON 7 APRIL

8 May 2017

26 April

Pre-TDC Member Briefing – Equalities (Anna Sirmoglou)

Passenger Information Delivery Update Mike Waters (Chris Lane)

Financial Monitoring Report Mark Taylor (Linda Horne)

Capital Programme Delivery Monitoring Report Laura Shoaf (Sandeep Shingadia)

Safer Travel Update Steve McAleavy (Mark Babington)

Swift Delivery Update Steve McAleavy (Matt Lewis)

25 April

21 April


COMMITTEE MEETING

REPORT AND AUTHOR


Date of Meeting


Governance Services

Date of Meeting

Date Reports to be


Services

Snow Hill Third Access Laura Shoaf (Sandeep Shingadia)

Wednesbury to Brierley Hill Extension (TBC) Phil Hewitt (Peter Adams)

Presentation : Bilston Road Implementation (TBC) Phil Hewitt

Metro Business Report Phil Hewitt (Sophie Allison)

WMCA BOARD TO CONSIDER TRANSPORT MATTERS ON 12 MAY TDC Annual Report to WMCA

5 June 2017 23 May Pre-TDC Member Briefing – Topic to be confirmed

Rail Business Report Steve McAleavy (Babs Coombes)

19 May 17 May


COMMITTEE MEETING

REPORT AND AUTHOR


Date of Meeting


Governance Services

Date of Meeting

Date Reports to be


Services

Cycling & Walking Update Sandeep Shingadia (Claire Postin)

Accessible Transport Update Steve McAleavy (Richard Mayes)

Health and Safety Annual Report Steve McAleavy (Mark Ashmore)