What has change achieved to date?
New Bus and Rail Divisions | Rail service change achievements | Bus service change achievements | Other key projects to support the change programme
Significant steps have already been taken by the Translink companies during 2004/05 to implement a major change programme that will achieve passenger growth and meet RTS objectives. Below is a summary of the changes achieved to date across the different areas of the business.
| New Bus and Rail Divisions |
As such, the bus and rail businesses now have their own General Managers; each is responsible for the day to day running of services, including the performance of fleet and engineering excellence.
Similarly the roles and responsibilities of some key operations staff have also been restructured and/or streamlined. This ensures that there are clear lines of responsibility and ownership for all service aspects for both bus and rail. For example, within the rail operation passengers and internal customers are clear on who is responsible for respective areas of the business such as customer care, timetabling or fleet performance. In this respect potential problems are more easily addressed and developments can more readily be implemented.
New Bus and Rail Divisions | Rail service change achievements | Bus service change achievements | Other key projects to support the change programme
| Rail service change achievements |
In December 2004 a £20 million Government rail investment programme was announced to secure the future of railway lines north of Ballymena and Whitehead over the next five years, over which a question mark had been hanging for 18 months. This programme forms part of a positive funding package for the railway which is very welcome.
New trains delivered
Delivery of the 23 new trains being built for Translink by CAF in Spain has been taking place, together with the construction of the new train stabling facility at Fortwilliam and improvements to track and infrastructure throughout the network.
New rail service shaping up
Implementation plans for the development and delivery of a new rail service are taking shape. A major step in these plans is the delivery of a large-scale corporate culture change programme. This is currently underway, with each member of railway staff attending associated events.
Management reorganisation
A reorganisation of the railway management structure commenced in 2004/05 with the aim of providing greater focus on customer service and delivery of operations.
New Bus and Rail Divisions | Rail service change achievements | Bus service change achievements | Other key projects to support the change programme
| Bus service change achievements |
Goldline services
A thorough review of the Goldline network of inter-urban express services was carried out. The first phase of changes identified in the review was implemented and the services re-launched in April 2004. An increase in passenger numbers of more than 10% has been achieved.
Further simplification and a second phase of changes to enhance quality of service are being planned. In order to deliver this network development a significant upgrade of the coach fleet is required. Funding for the fleet element requirements of the Phase 2 changes has been agreed in principle.
Metro services
As a result of a comprehensive review of Ulsterbus and Citybus services operating in the greater Belfast area, the first major change to Belfast’s bus network in over 30 years was developed – Metro.
The first phase of the new Metro bus service was introduced in February 2005. It delivers a new, simplified bus network for the greater Belfast metropolitan area merging Citybus and Ulsterbus services in greater Belfast. Resources have been concentrated on 12 key corridors which have been given new route names and service numbers under the new Metro branding. The aim has been to improve service frequency and reliability on key routes, while still providing service over a connecting network of lesser used routes.
Phase one of the Metro service changes utilised the current level of resources only: it is anticipated that this will lead to a modest increase in bus passenger numbers.
Attracting more significant increases in passengers from their cars will require further network development of Metro to provide significantly enhanced levels and frequency of service, complemented by comprehensive bus priority systems and measures to control parking and traffic enforcement. This will require significant expansion of the bus fleet, funding for which during this corporate plan has been confirmed in principle.
Bus drivers’ agreement
A new bus drivers’ terms and conditions agreement was signed between management, unions and staff in early 2005. It is the single most significant change to terms and conditions in decades.
The new agreement:
- Provides flexibility and opportunities to improve efficiency and productivity
- Facilitates the changes required from the EU Drivers’ Hours Regulations, and
- Reduces drivers’ dependence on overtime working.
District management reorganisation
A reorganisation of the structure of Translink bus division district management has been introduced in order to reduce costs and improve the efficiency of operations.
Schools services and local Ulsterbus services review
Strategic reviews are underway of the non- Goldline Ulsterbus services and schools bus service business. The schools business is the core of the provincial bus system in Northern Ireland, but poses a number of challenges. The objective of the reviews is to develop plans towards sustainable growth and profitability.
New Bus and Rail Divisions | Rail service change achievements | Bus service change achievements | Other key projects to support the change programme
| Other key projects to support the change programme |
Passenger facilities
A review of priorities for Investment in improved facilities such as bus stations and interchanges is under way. The review will ensure that investment is targeted most effectively in support of the bus and rail service network improvement programme.
Smartlink ticketing
Translink’s advanced smartcard system can provide the basis for developing a comprehensive fully integrated ticketing system, involving a ‘stored value’ concept. A business case for the investment required is under development.
New Bus and Rail Divisions | Rail service change achievements | Bus service change achievements | Other key projects to support the change programme
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