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1.1 On 3 April 2008, the Minister for Transport, Infrastructure and Climate Change, Stewart Stevenson, announced the extension of the ScotRail franchise from its initial 2011 termination date to November 2014. Following on from this, Transport Scotland issued its Consultation on initiatives related to the ScotRail franchise extension in October 2008, seeking the views of stakeholders on the best means of implementing or improving the set of 28 new initiatives agreed through the franchise extension (the consultation document).
1.2 The consultation ran from 10 October until 30 November 2008, with 58 stakeholders giving their views across the range of topics covered by the consultation document.
1.3 Transport Scotland published the Analysis of responses to consultation on initiatives related to the ScotRail franchise extension in April 2009 (the responses document) and since then we have been working across the agency, with Ministers and with the franchisee, to compare the responses and what they told us with our broader policy and strategy objectives.
1.4 This response represents the culmination of that work setting out, as it does, how we will go forward to 2014, taking account of the representations in the consultation responses - and building on our rail management function - to implement the initiatives during the franchise extension.
2.1 The consultation document was set out in three areas: core services, connecting to passengers and people, and the future. There were questions on each topic area which canvassed views on how best the Priced Options (the initiatives secured under the franchise extension) and the £70m secured for these could best be implemented.
2.2 The responses document narrates the replies received from the wide range of stakeholders who gave us the benefit of their views.
2.3 The style of responses and the analytical method are also discussed in the analysis document of March 2009. Full versions of all responses received (where respondents have given their permission) can be viewed at http://www.transportscotland.g
3.1 Rail is one of the cornerstones of our transport network and a driver for sustainable economic growth. Railways in Scotland receive over £600m of taxpayers support each year, together with - in the case of the ScotRail franchise - an additional more-than-£200m in passenger fares. It is important that a clear, consistent and informed passenger- and taxpayer-focused approach is taken at all levels to the involvement of government in the provision of rail services. This approach is also critical to the success of the franchise extension and the best use of the £70m funding secured for passengers out to 2014.
3.2 The Scottish Ministers' strategy for the future of rail is laid out in Scotland's Railways, which sets out the priorities and vision for rail services in Scotland for the twenty year period from 2006. The three strategic outcomes that the document looks for are: improving journey times and connections; improving quality, accessibility and affordability; and reducing omissions.
3.3 In addition, in December 2008, Transport Scotland published the Strategic Transport Projects Review (STPR) which outlined a three-tiered approach of: maintaining and safely operating existing assets; making better use of capacity; and targeted infrastructure improvements.
3.4 From the individual responses to the consultation, it is clear that our stakeholder base supports the aims of Scottish Ministers in supporting and growing the rail network, although there are of course differences in emphasis across such a wide range of interests and outlooks.
4.1 Transport Scotland has had the opportunity to read across from the responses and analysis to its own broader policy and strategy in the form of the key outcomes and the three-tiered approach. From this we have derived an understanding of how our policy, reflected in the Priced Options, can best meet the aspirations of our stakeholders and have devised a plan of action for the Priced Options and their implementation out to 2014.
4.2 Over the following pages, using the same format and approach as the consultation and responses documents, we give a comment on each of the questions on which we consulted, as well as an overarching review of what the consultation has told us and our planned actions in response in each of the three areas covered.
4.3 In our conclusion and attached appendix, we set out our detailed plans for the implementation of the Priced Options, their timescales and impacts.
This section concerned those Priced Options which deal with the core business of the franchise - providing rail services across the Scottish network.
There was a clear ranking among the respondents. Of the seven most popular Priced Options, six - London connections, Kilmarnock half-hourly, extension of the 15 minute Edinburgh-Glasgow Service, Edinburgh-Fife-Aberdeen service enhancements, additional limited Glasgow-Shotts-Edinburgh services and the Far North timetable recast - are already introduced or are due for introduction shortly (see appendix for details). The Option which explores additional services between Dunbar and Edinburgh is underpinned by a study into the feasibility and likely costs involved in the introduction of this greater level of service.
Overall the level of support for our proposed timetable is encouraging. The timetable - which is itself based largely on the earliest dates for service introduction given railway planning horizons - will now be implemented, with dates brought forward where this proves possible given capacity and budgets.
The range of options outlined in the responses here is both broad and impressive. Transport Scotland will continue to work with the franchisee, other industry partners and stakeholders to identify those which can be developed into fuller service proposals and, in the meantime, will move to execute those Priced Options which are still to be implemented.
It is clear from the level of response here that stakeholders place the same emphasis as the Scottish Government on improving journey times to make rail more effective in supporting the economy of Scotland and driving modal shift to a more sustainable form of transport.
Transport Scotland is taking forward specific initiatives such as the Edinburgh-Glasgow Improvement Programme where infrastructure enhancement will be key to cutting journey times. We will also ensure that in working with our industry partners - and in particular Network Rail as the infrastructure operator - we explore all options to improve the timetable across the entire network.
As we narrated in the responses document, there was strong support across our stakeholder base for Ministers' vision for the rail network in Scotland. In particular, there was support for those Priced Options which were targeted at service improvement - with calls for these improvements to be made sooner where possible.
On this basis, Transport Scotland will implement each of the remaining service-based Priced Options and push for their introduction at least in line with the timescales contained in the franchise extension agreement.
We will also ensure, through the service development forums which exist with the franchisee and with stakeholders, that other options for service improvement which support the key objectives of Scotland's Railways are given opportunities to develop and, ultimately, to be introduced as new or improved services.
Through this section, we looked to obtain stakeholders' views on customer service. In most instances there were one or more Priced Options which had an example of the sorts of initiative or improvement anticipated and here it was beneficial to obtain from the respondents their views of which elements of any initiative were the most important. To the extent that a Priced Option might represent a pilot or restricted introduction (e.g. fares schemes or RailLinks in Options 20 and 14/15 respectively) we also looked for informed ideas on how these might be extended or improved upon.
In each case questions contained example lists of the sorts of improvements or initiatives envisaged. For the sake of brevity these have not been repeated at length here but can be found in both the consultation and responses documents at http://www.transportscotland.g
Here stakeholders' preferences grouped around technological and staff solutions. In the first area, there has been a great deal of investment in ticket machines and 'smarter' ticket purchase solutions with 28 ticket machines installed under the franchise agreement and a further 75 funded by Transport Scotland. All these ticket machines now have 'ticket on departure' enabled which means customers can book tickets via the internet or telephone and collect tickets at the machines directly before departure. Tickets can also be collected in this way at ticket offices during staffing hours. ScotRail was also the first train operator in the UK to deliver rail tickets via SMS text message when it introduced its mobile ticket for Bargain Berths tickets on Sleeper services.
Priced Option number 26 is specifically targeted at the creation of new customer-facing roles across some of Scotland's busiest stations and key interchanges - we will implement that Option and expect to see those new staff in post by autumn 2009 across the major stations, and at Edinburgh Park in time for the trams calling there.
In addition to the launch of the Station Community Regeneration Fund (Priced Option 28) during 2009, Transport Scotland is also beginning to look at where it can help promote a wider use of station buildings for community and commercial use - breaking down barriers to investment created by the peculiar circumstances of the privatised railway.
The emphasis of the stakeholders is on the core service coming before other uses for stations. The work which we intend to carry out will look to promote a better customer experience, but not at the expense of facilities at stations nor the provision of passenger services.
The respondents' point on ensuring that there is the correct fit between local circumstances and planned uses is also well made; in the Station Community Regeneration fund and our other efforts we will look to keep local stakeholders informed and involved.
As well as good station maintenance, greater investment in station staff and facilities were highlighted by respondents.
We will use those Priced Options specifically geared to seeing more station staff and to supporting capital investments in stations (Options 26 and 25) to help address the issues of a visible staff presence and enhanced facilities. We will also continue to use the Service Quality Incentive Regime to drive up station standards.
Respondents had a variety of recommendations and observations on better station signage. The roll-out of the unified ScotRail brand to stations across the network gives us an opportunity to capture some of the changes suggested.
We will use the implementation of the brand and the Transport Integration Group, which exists under the franchise agreement, to press for improvements in this area.
The solutions suggested here were both facility and training based. The responses reflect Transport Scotland's own view that as well as funding of new or improved facilities, better access will require better staff knowledge and training.
The ScotRail franchise contains an undertaking by the franchisee to at least £1m per annum of staff training, including awareness training, and ScotRail's Customer Charter states that all managers and staff who deal directly with customers will be given disability awareness training. ScotRail also continues to be committed to spending £250,000 per annum on minor works to deliver small-scale physical alterations or additions to improve accessibility of stations. Enhancements delivered include step-free access ramps, dropped curbs, handrails, DDA compliant ticket counters and REACT-RNIB audible wayfinding system.
On other accessibility issues we will continue to work with the Department of Transport under the Access for All programme, which will see £41m invested to specifically improve disabled access at stations across Scotland up to 2014. First ScotRail will identify and deliver a range of station improvements through the Access for All Small Schemes fund.
Better links to hospitals, ferry terminals, colleges and airports were each suggested. In the past there has been lower-than-hoped uptake of some RailLink opportunities by passengers. It remains however an aspiration of both Transport Scotland and stakeholders that these should come to be an attractive transport solution.
Transport Scotland will implement Priced Option 15, which will see improved links between rail services and Edinburgh Royal Infirmary, and will use the evidence gathered through the operation of this service, the inter-station bus service within Glasgow (Priced Option 14) and the St Andrew's Virtual Branch Line to look to provide the bases for further links such as those proposed by respondents.
We will also look to work with stakeholders and the franchisee, including through the Transport Integration Group, to identify opportunities for trial services.
There is clear support among respondents for using fares to drive modal shift to rail. Transport Scotland has implemented Priced Option 20 - Pilot Schemes to incentivise modal shift of commuters. ScotRail provided an outline programme plan in October 2008 and continues to develop the initiatives proposed in the plan. ScotRail has already extended its "Kids Go Free" product so that it is now available for off-peak travel during the week as well as Saturdays and Sundays. It has also offered its Club 55 promotions for longer durations. ScotRail plans to introduce a period return ticket to Ardrossan for use in conjunction with ferry travel to/from Arran to promote public transport connections with ferry services.
More broadly, this Priced Option looks to help develop the evidence base to support any assessment of the extension of the Concessionary Travel scheme to rail.
Transport Scotland was pleased to note the extent to which the thinking of respondents was along the lines of our policy in practice, and to receive a wealth of suggestions for further or improved facilities and services.
We will implement the Priced Options supported by respondents and, where we can, use the outcomes of these investments in stations, facilities and staff to drive both further investments and improvements.
There was a range of solutions and options put forward by respondents on this point.
On facilities on trains themselves, Transport Scotland currently has a programme underway with the franchisee and industry partners to implement a train rolling stock strategy for Scotland. We will take account of stakeholders' clear preference for better facilities where possible.
Furthermore, through our management of the franchise we will continue to focus on the parts of the existing service which need improvement (e.g. the availability of working toilets on trains, where the frequency of failure remains a concern).
Alongside facilities, better information was a central theme in the responses and one with which we agree. We have recently funded the expansion of the Customer Service Centre at Dunfermline and, through ScotRail's franchise commitments, every station now has a help point linked to the Centre from start to end of services, and the help point can provide immediate information on services.
Transport Scotland investment has seen 40 stations provided with equipment linked to the Dunfermline Centre. Customer information systems (CIS) are now provided at all category one to three stations and Transport Scotland has provided funding for the installation of CIS at 33 further stations. Funding has also been provided for four Customer Information Smart Terminals at Glasgow Queen St, Edinburgh Waverley, Aberdeen and Stirling to trial this new interactive, broadband-fed information facility and these will now be installed.
Alongside these technology improvements to provide better real time information there are ongoing staff initiatives. These include high visibility vests for customer service staff at stations so that customers can easily identify them, particularly during times of disruption. In addition, ScotRail ensures that there is a central information point at key stations during times of disruption so that customers know where to go for information.
Transport Scotland has been taking forward a review of options for improvements to the sleeper product and the responses received will be helpful in our consideration. We agree that it is important that there are good facilities available at the stations served and have recently invested £150,000 with Virgin and ScotRail to ensure that the shower and toilet facilities at London Euston are substantially upgraded.
Creating effective and attractive transport interchange to and from rail remains challenging. We agree that as well as having the opportunity to transfer for an onward journey, reliable information and coordinated timetables are important to travellers.
We have introduced a new fourth service from Wick and Thurso to Inverness operating Monday to Saturday, providing a connection at Thurso for the morning sailing at Orkney to Scrabster, and from May 2009 we will also introduce a new direct commuter service in the morning between Alloa and Edinburgh and a return service in the evening. The existing late night Glasgow to Stirling service will be extended to Alloa to provide an additional late evening service, building on the success of the new Stirling-Alloa-Kincardine services.
There will also be improved connectivity between Glasgow/Edinburgh to Inverness providing a connection to the 1332 departure from Inverness to Kyle of Lochalsh. Similarly, the last train from London Euston to Carlisle will also connect with the last local services from Carlilse to Dumfries. The May 2009 timetable will also see all services from Glasgow Central to Ardrossan Town extended to Ardrossan Harbour to provide more robust sailing connections.
The Priced Options also provide some onward bus links opportunities or a virtual branch line. We will look for further opportunities to promote or deliver effective interchange, using the evidence and experience gained from these initiatives in practice to inform our decisions.
Given the overwhelming focus of the responses, this and questions 16:
and 17:
will be taken together. There is a clear call for the provision of wireless connectivity (normally referred to as "wireless internet access" or "wi-fi") on Scotland's rail services.
Transport Scotland is undertaking work to analyse the options, looking to ensure not only that progress is made where it can be, but also that any technology solution chosen is not in danger of being quickly outmoded.
Priced Option 27 - Provision of Wireless Technology service to passengers on the Edinburgh-Glasgow service - will be implemented, meaning the franchisee will carry out a full review of the connectivity challenges along this first route as a pathfinder for a wireless solution on this and, it is hoped, other routes. The review will also look at communications more widely, including mobile phone network coverage.
We agree with respondents that the pilot will be a good way to test the issues that will inevitably arise in introducing a new technology across the network.
The work to implement the pilot has begun, with the design of the smart cards complete, and staff trials of the new smart cards due to begin this spring. Trails with a sample of season ticket holders are planned for the autumn.
We agree with respondents that the franchisee should focus on environmental targets and best practice. ScotRail and Transport Scotland both take part in the UK-wide Sustainable Rail Group, which is working to develop a Sustainable Development Policy and strategy for the rail industry. This will deliver environmental efficiencies, including ways of reducing environmental impacts by increasing energy efficiency, reducing waste, investigating alternative fuels and identifying technological improvements.
We cannot be complacent and we know we have much more to do. Transport Scotland has developed a Climate Change Action Plan that will be published later this year. The Action Plan will provide a clear and focused statement for everyone who works for and with Transport Scotland, including the franchisee, of the Agency's approach to addressing climate change and it will help to ensure that mitigation and adaptation measures are included at all stages of project planning and delivery.
As part of this work Transport Scotland has undertaken a review of sustainability across the design, procurement, construction and maintenance of our assets. We have engaged First ScotRail in this process.
In addition, through Priced Option 19, we have required the franchisee to review each route operated by them and to come forward with proposals and recommendations which will allow us to take any opportunities for more sustainable operations across the railway. This is the first time that a route-by-route analysis of this sort has been done during the life of a franchise.
Our medium and long term plans for electrification of the network as outlined in the STPR will greatly assist in moving to a more sustainable railway by significantly reducing levels of rail-based carbon emissions.
We were happy to note that there was a great deal of support for this initiative, and that within the options considered there was also a clear list of preferred actions to be focused on.
Transport Scotland will now implement the works scheme and will ensure, in line with the Priced Option (number 18), that all savings arising out of the adoption of more sustainable practices are themselves taken into the fund to promote further sustainable solutions.
We are fully in agreement with respondents that underused or vacant buildings which have the greatest potential to reconnect with the surrounding community should be our targets.
Each proposal we receive will be reviewed using set criteria which will ensure key value for money indicators are met with reference to local priorities. The criteria will be available through Transport Scotland's website from May 2009.
We agree that the interests and opinions of local groups and agencies will be important in deciding the best use of properties supported by the fund.
We will look to ensure that local issues and concerns are taken into account by the applicant through the application, or by Transport Scotland and the franchisee in their consideration of individual proposals.
It is still to early to say what specific service enhancements will be provided through the £1m secured here; we will look to agree those in more detail with Games organisers closer to the time. The mix of ideas put forward by respondents has clear merit - with later services, free travel to the Games and measures to promote rail travel across Scotland for the duration of the Games all featuring - and we will ensure that reference is made to these at the appropriate time.
Liaison with stakeholders and on the final benefit to passengers is a key feature of responses to this question. It will be important that, as well as focusing on the core railway project deliverables, the Project Manager and Director each remain aware of the broader picture and the end objective of passenger growth. Transport Scotland will ensure through its interaction with the Project Manager that these are key elements of the role in practice.
It was encouraging to note that stakeholders believed the initiatives we have secured would have a positive impact on equality issues. It will remain important in implementing the initiatives and in looking to develop further Options that Transport Scotland keep that aim in mind.
This section considered a wide range of service delivery objectives and issues, with an overarching theme of making the railways more attractive and generally more sustainable from the point of view of the environment, economically and as viewed by our communities.
The valuable input of stakeholders will assist us in shaping our approach through the Priced Options in the extension and also in our wider management of the franchise and promotion of infrastructure, rolling stock and service improvements to 2014 and beyond.
8.1 The analysis document narrated the level of support which exists amongst responses for the Scottish Ministers' approach to rail. This support also extended to the Priced Options which were themselves derived from Scotland's Railways.
8.2 Our policy on rail is bearing fruit: record levels of investment and training in the railways in Scotland, our major rail projects such as the reopening of the Stirling-Alloa-Kincardine line in 2008 are meeting with success, with passenger journeys now around 84 million per annum, the highest since the 1960s, and passenger revenues up to £235.1m in 2008-09.
8.3 The franchise extension award was in part a recognition of that success - with the franchisee having delivered far ahead of targets, a trend which has continued since the grant of the extension in 2008. Transport Scotland, acting on behalf of Scottish Ministers, will now move forward with a programme of implementation of the Priced Options within the franchise extension, ensuring that in doing so we take full account of the advice and opinions of our stakeholders, including in the form of the responses to this consultation.
8.4 In total there will be 28 sets of improvements, enhancements and new services across the network which will encompass at least £70m of new investment in our rail services. We have laid out in Appendix A, a table which shows our progress to date and our plans out to 2014 for the Priced Options and their implementation.
8.5 We will ensure that we keep our stakeholders and the travelling public informed of our progress through regular updates, as a part of our programme of franchise management performance information publication.
8.6 Transport Scotland would again like to express its gratitude to each respondent for their time and assistance.
| Option | Option Title | Type | Implementation Date | Value |
|---|---|---|---|---|
| 5 | Extension of 15 minute frequency Edinburgh to Glasgow service | Additional service | April 2008 | £1.55m |
| 6 | Sunday local services between Glasgow Queen Street and Alloa | Additional service | April 2008 | £0.57m |
| 7 | Sunday local services between Partick and Larkhall | Additional service | April 2008 | £0.5m |
| 12 | Far North Recast (being late night Tain, fourth Wick service) | Additional service | Winter 2008 | £0.52m |
| 13 | Virtual branch line to St Andrews | Customer enhancement | Spring 2009 | £0.01m |
| 14 | Continued operation of Glasgow Central to Glasgow Queen Street RailLink service | Additional service | Spring 2008 | £0.77m |
| 20 | Pilot scheme to incentivise modal shift of commuters | Customer enhancement | To be confirmed with franchisee | £0 |
| 1 | Dedicated Project Manager | Contract enhancement | July 2008 | £0.6m |
| 2 | Rolling Stock procurement | Customer enhancement | July 2008 | £23.3m |
| 8 | Operation of an additional limited stop service from Glasgow to Edinburgh via Shotts | Additional service | December 2009 | £4.43m |
| 9 | The operation of additional early morning services to provide connections to London | Additional service | December 2009 | £0.69m |
| 19 | Delivering better efficiency, performance and sustainability | Sustainability | December 2009 (phase 1) December 2010 (phase 2) | £0.24m |
| 22 | Edinburgh Glasgow Smart Card project | Customer enhancement | Spring 2011 | £3.96m |
| 23 | Introduction of 'Scottish Rail' brand on stations and rolling stock | Sustainability initiative | Autumn 2008 | £0 |
| 28 | Stations Community Regeneration Fund | Customer enhancement | Summer 2009 | £1m |
| 3 | Edinburgh, Fife and Aberdeen service enhancements including services to and operation of the new Laurencekirk Station | Additional service | December 2008 | £7.8m |
| 15 | Improving links between rail services and Edinburgh Royal Infirmary | Additional service (through ticketing and a study into a bus service) | Summer / autumn 2009 | £0 |
| 21 | Additional ticket facilities at Haymarket station | Service enhancement | Summer / autumn 2009 | £0.5m |
| 27 | Provision of wireless technology services to passengers on the Edinburgh Glasgow service | Service enhancement (a study into network coverage) | Summer / autumn 2009 | £0 |
| 26 | Additional customer service staff at major stations | Service enhancement (with 16 new posts anticipated) | Autumn 2009 | £3.1m |
| 4 | Operation of Kilmarnock half hourly service and recast of G&SW timetable being Ayr-Girvan and Stranraer-Glasgow services | Additional service | December 2009 | £9.96m (could be varied) |
| 18 | Environmental Improvement Works | Sustainability (environmental) | Benefits realised in franchise year 2010/11 | £1.9m |
| 16 | Staffing of Edinburgh Park station to improve interchange with the tram service | Service enhancement | 2010 (tram opening date taken from Amendment Agreement - subject to change) | £0.6m |
| 10 | Additional services between Dunbar and Edinburgh | Additional service (but unlikely to be implemented short-term due to existing National Express service) plus a study into options for further ScotRail services to the area | December 2010 | £1.4m |
| 11 | Additional limited stop service between Glasgow and Perth | Additional service | December 2010 | £6m |
| 24 | Use of additional rolling stock for service strengthening | Service enhancement | December 2010 | £0 |
| 25 | Revenue implications of capital projects | Service enhancement | Dependent on call off and specific scheme - none so fare identified | £0 |
| 17 | Projects to enhance public transport to the Commonwealth Games | Customer enhancement | Summer 2014 | £1.2m |
