Asset Management l Project Management l Value for Money/Efficiency
Translink believes in full accountability and a commitment to honesty, openness and integrity in all dealings and being responsive to stakeholders.
Translink is committed to providing a transformed bus and rail network, operating to best industry standards and offering good value for money. The company believes in full accountability and a commitment to honesty, openness and integrity in all dealings and being responsive to stakeholders. These represent some of the company’s key corporate values.
ASSET MANAGEMENT
Public transport is an industry that works within a long term planning context, particularly for rail. This is reflected in the 10-year delivery programmes of the RTS and BMTP. This long-term view sits uneasily with the short-term nature of funding provisions and consequently ongoing close management attention is required.
NITHC/Translink’ approach is to combine a life cycle and renewal strategy for assets with the development of infrastructure and facilities which parallel service development plans for both the bus and rail divisions. This approach is consistent with that of the Strategic Investment Board for Northern Ireland.
The main challenge is to move away from a largely reactive maintenance regime to one that proactively integrates maintenance and renewal planning. In support of this, the Infrastructure Division has developed a total asset management strategic approach to planning.
PROJECT MANAGEMENT
The life cycle approach extends to a new project management methodology, developed within the Infrastructure Division but rolled out to encompass all project management within Translink.
The objective of this project management methodology is to deliver capital programmes on time and on budget. The approach combines a life cycle and renewal strategy for NITHC/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 decisions.
Capital projects
The following are examples of the major infrastructure projects completed successfully and within budget during 2006/07:
An investment priority plan has been developed to schedule NITHC/Translink proposed programme of work that is consistent with the life cycle, asset management and project management approaches adopted.
Major rail-related projects commencing during 2007/08 include:
In addition, there is the ongoing programme of maintenance of permanent way, signalling, bridges, embankments and sea defences, and the continued or upgrade programme for accommodation crossings to reduce usage risk; all scheduled and evaluated within the new asset management approach.
Work on a new buscentre for Lisburn is underway and expected to be completed during 2007/08.
VALUE FOR MONEY/EFFICIENCY
In addition to the asset management and project management approaches, day-to-day management focuses on delivering value for money throughout all operations.
For example, the ongoing change programmes to modernise working practices have delivered improved flexibility across major groups of employees, including bus drivers and engineers. These are being extended to all employee groups.
Efficiency targets to achieve savings of 3% per year on operating costs and overheads have been agreed with DRD. Translink is committed to operating a corporate procurement system that is compliant with relevant corporate, industry, legislative standards and recognised best practice, against an accredited continuous improvement programme.
Home | Journey Planner | Timetables | Fares | Travel Advice | About Us | News | Jobs | Feedback | Links | Environment | Contact Us | FOI | Visitors | Park and Ride | Privacy Statement | Sitemap
Delicious
Digg
Reddit
Facebook
Stumbleupon