About Us - Annual Review 2005/06 And Future Plans - Stewardship And Efficiency - Translink

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Effective management of our assets and providing efficiency and value for money are key objectives within Translink. A key focus is to ensure we deliver projects on time and on budget.

Project Management
Delivery of capital programmes on time and on budget will continue to be a primary focus. A new project management approach has the objective to combine a life cycle and renewal strategy for NITHCo/Translink assets with the development of infrastructure and facilities in parallel with service development plans for the bus and rail divisions.

This approach seeks to avoid the negative effects of a “stop/start” approach to investment and asset management, which can result from short term funding horizons.

Completion of Capital Projects

Within the Infrastructure Division:

• a new project management and project control system was implemented; this is being extended to projects across Translink
• a property investment priority matrix has been completed
• a long-term Railway Asset Management Plan is being developed

The following projects of over £1m have been successfully completed during the past year:

• Bleach Green to Whitehead Track Relay – £25.2m
• Whitehead to Larne Track Renewal – £2.2m
• new rolling stock – £80.5m
• train cleaning facility – £11.4m
• Lurgan resignalling – £1.6m
• infrastructure adjustments – new trains – £2.2m
• Downpatrick Bus Centre and Garage – £2.4m
• new buses – £48.4m
• integrated financial accounting system – £1.9m
• integrated ticketing project – £6.3m

Value for money
In addition to the new project management approach, day to day management focuses on delivering value for money throughout all operations. For example;

• ongoing change programmes to modernise working practices have delivered improved flexibility across major groups of employees, including bus drivers and engineers. This is extending to all employee groups
• the website currently handles 2m enquiries per year and research indicates 10/12% generate ‘new’ journeys. The website also cuts costs in external advertising and promotional/sales handling
• call centre costs have been reduced by up to 50% through the use of journey planning technology
• claims settlement costs – the average cost of claims settled in the last 5 years has been reduced
• fuel purchases – forward purchase of fuel has enabled Translink to achieve a more favourable price and avoid fuel surcharges to passengers
• energy savings – tendering for our electricity requirement has enabled Translink to move to the lowest cost suppliers
• advertising income – a new contract generates substantially more income for the bus companies

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