70 ‘plans’ to improve local rail services But passengers may not see improvement for four years
SCORES of “action plans” are being tried in a bid to improve West Midland train services – but it could take three or four years before passengers notice the difference.
Increased manpower, better industrial relations and a more robust shift system are just some of the issues the 70 action plans are intended to address.
West Midlands Trains (WMT) admits performance on the network “isn’t where they’d like it to be”.
Service since WMT took over the franchise in December 2017 has actually declined, while last month it was revealed that Birmingham New Street was the fourth most disrupted station in the country.
Speaking at a West Midlands Combined Authority (WMCA) Transport Delivery Committee this week, Tom Painter, head of rail franchising at West Midlands Rail Executive, said the company was aware that performance was not up to scratch.
He said: “West Midlands trains have developed a series of around 70 action plans aimed at addressing the causes of the current difficulties that the network faces. That’s across a whole spectrum of reasons that might cause a train to be delayed or cancelled. Looking at train crews, robust rostering for example, and a whole gamut of different things.
“And these are plans that they will deliver in the short, medium and long term. Of course we’d all like to see performance at a higher level than it is now, but it is reassuring at least that they recognise this as an issue that they are taking proactive steps to address.”
But Mr Painter said it is likely passengers will not see the benefits of the new measures until 2021/2022.
In a report from the meeting, WMT said: “In recognition that performance has been challenging since the start of the Franchise, WMT have developed an action plan to address the situation.
“This comprises almost 70 schemes. Major schemes including improving train crew manpower planning processes, better industrial relations, more robust train crew “diagramming” and improved service recovery and contingency planning.
“Shorter-term schemes include more effective line management within the drivers team, more accurate and efficient processes, a suite of improvements for the Class 323 fleet, and schemes to decrease the amount of delay caused when passengers are taken ill on board trains.”