Tag: Strategic Rail Authority

The press release issued by the Strategic Rail Authority on 26 January 2001.

On 1 February, the Strategic Rail Authority will emerge officially from its “shadow”. The Transport Act 2000, which received Royal Assent late last year, provided for the SRA’s establishment as a non-departmental public body to provide leadership and strategic direction for Britain’s railways and promote their development.

Sir Alastair Morton, Chairman of the SRA, will look back next Thursday at what he feels has been “perhaps the most vigorous shadow Britain has seen for decades.”

Established in June 1999 under instructions from the Deputy Prime Minister by Sir Alastair in his capacity as last Chairman of the British Railways Board, and Mike Grant as Franchising Director in charge of OPRAF (Office of Passenger Rail Franchising), the SSRA has played a high-profile role in the past 18 months, stimulating questions, answers and commitments to invest, without encouraging anyone to believe that it was there to run the railways or in some way regroup them under public control.

In a fairly regular series of policy speeches, Sir Alastair has spelled out the development of the SSRA’s thinking as it prepared for the SRA. First came the policy of franchise replacement, aimed at substituting new, longer-term, more incentivised passenger franchises in return for massively increased commitments to invest in safer, bigger and better public services. As the months passed, an outline of a new, more proactive freight development strategy began to emerge, and then an infrastructure enhancement partnership with Railtrack, evolution of which was interrupted by the Hatfield tragedy.

On 1 February, the Board of the SRA – comprising 14 non-executive members plus Messrs Morton and Grant – as Chairman and Chief Executive respectively – will meet with the SRA’s nine executive directors to review its “Strategic Agenda”.

“We have had to go slow in preparing it” Sir Alastair said today, “because we had to know how much money the SRA will have – which we learned from the 10 Year Plan in July; how much Railtrack will have – from the Rail Regulator last October; and whether Railtrack would accept that – which it did conditionally this month. We also conducted a review with industry leaders of the case, suddenly advanced after Hatfield, for massive restructuring of the industry or its ownership.”

The SRA’s Strategic Agenda is likely to be published in the third or fourth week of February.

The press release issued by the Strategic Rail Authority on 6 March 2001.

The Euston – Northampton Forum met on 5 March, for the first time to discuss the future development of rail services on the Euston to Northampton corridor.

The Forum includes representatives of the Strategic Rail Authority (SRA), Northamptonshire County Council, Hertfordshire County Council, Milton Keynes Council, Bedfordshire County Council, Buckinghamshire County Council and other local authorities along the line of the route. It also includes Members of Parliament, councillors, the Midlands Rail Passengers Committee, London Transport Users Committee (LTUC) and other rail user groups on the line.

The Forum will meet regularly to consider how the needs and aspirations of the stakeholders in the region can be met as part of the further development of the West Coast Main Line and the Silverlink franchise. The Forum has a consultative role and is the focus for fielding ideas for consideration by a Steering Group that is formed of the SRA, local authorities, and the Rail Passengers Committee (including LTUC) who attend the meeting.

The main role of the steering group is to consider options for making the most of current and future investment in the WCML. It has commissioned consultants Booz, Allen & Hamilton to look at ways of improving local and regional services at the southern end of the line. The local authorities and the SRA jointly fund this study.

A wide range of views were expressed on current and future issues, and these will be considered by the consultants as input to the study.

The press release issued by the Strategic Rail Authority on 13 March 2001.

The Strategic Rail Authority (SRA) today publishes its Strategic Agenda, prepared under the personal direction of its Chairman, Sir Alastair Morton.

The 52 page text of the SRA’s Strategic Agenda is in three parts – the Context, the Challenges and the Agenda – as Sir Alastair and his colleagues look at the pressures and the judgements that have shaped today’s unsatisfactory situation; at the issues and objectives confronting the SRA; and at the SRA’s immediate agenda this year, covering four principal areas:

• Passenger franchising: The Agenda describes progress with franchise replacement and sets out clearly the next steps, including details of how the remaining franchises are to be replaced;
• Freight development, based on encouraging competition, and innovation, increasing capacity, providing more terminals and financial support to get freight off road and onto rail.
• Infrastructure enhancement, recognising Railtrack’s two distinct businesses – operations and maintenance, and major projects. The SRA’s role focuses on the latter and the Agenda sets out how, assisted by the Rail Modernisation Fund, the SRA will work to deliver the biggest Public/Private Partnerships in Europe.
• Ancillary but necessary developments in other areas, including better training and development of staff, building project management skills as well as more research, new equipment and information systems for passengers.

A series of quotes extracted from the Strategic Agenda is attached to this release. The document itself is published with a list of enhancement schemes and a number of annexes.

The Preface to the Strategic Agenda (attached) spells out why the SRA has good reason to present this as work in progress towards a Strategic Plan which will appear in the autumn, about nine months after the formal establishment of the SRA.

Work in Progress it may be, but today’s Strategic Agenda makes very clear the broad span of the SRA’s preparations to stimulate, guide and shape the development of the system. The text cannot be comfortable reading for everyone.

As Sir Alastair said today:

This document is not a call for re-nationalisation, nor for vertical integration, nor for revolutionary structural change. It is a call to the industry for a radical improvement in management, in operations, in method and performance and in service culture in the railway.

It may disappoint commentators that after 175 years of evolution, and seven years of privatisation, the perfect fix is not available in months – but it is in the nature of railways contained within a straitjacket of available rights of way to move forward in carefully planned, slowly implemented steps – or chaos will ensue.

The SRA’s Strategy will be investment-led and long term, to develop a safer, better and bigger railway system, well integrated with other forms of transport.”

The SRA has not only had to engage with passenger and freight train operators and overcome Railtrack’s reluctance last year (but no longer) to commit to the Public Private Partnership described by the SRA as utterly fundamental to its investment-led strategy. The SRA has also had to engage with Government from the Prime Minister and, particularly, the Deputy Prime Minister down to front-line officials in the Treasury and DETR as well as with relevant agencies such as ORR and HSE; and with new devolved governments in Scotland, London and Wales; and with local government and planning bodies across England. It has had to engage with City professionals in the development of innovative funding and it has had to foster the positive development of Rail Passenger Committees, and listen to the ultimate customer more than was usual in the past. All these in a time of great stress for the industry, out of which the SRA is asked on all sides to forge strong structures.

Summing up his presentation today, Sir Alastair said, The thesis of privatisation has been thoroughly confounded by growth, which has bought great pressure onto an ageing, under-invested system. Guided by the SRA, privatisation is now evolving into a huge Public Private Partnership. We have lift-off because we have consensus on the objectives and are working to develop detail and momentum. The SRA is engaged on many fronts: the industry is sworn to work together and with it

The workload is heavy, but the prize – a safer, better and bigger railway offering satisfactory returns on investment – is of the greatest national importance.

The press release issued by the Strategic Rail Authority on 2 April 2001.

The creation of a new cross London railway moved a step closer today as £39 million of funding was released by the Strategic Rail Authority (SRA) for a new rail link between the Underground and the National Rail network.

The East London Line extension is designed to link London Underground’s East London Line with Railtrack’s North London Line at Dalston. Today’s funding announcement kick starts the project development needed to enable initial engineering work to begin later this year.

Today’s funding move follows the SRA’s recent announcement of plans for design and development work on the scheme and will ensure the project is kept on schedule, with the Authority working in close partnership Transport for London, London Underground and Railtrack.

The press release issued by the Strategic Rail Authority on 2 April 2001.

Welcoming the Government’s Railtrack funding announcement, Sir Alastair Morton said this morning,

“Today we make an early delivery of three important items in our Strategic Agenda, and each opens the way for further delivery. The three are:-

1. Enhancements are no longer forced to wait until Railtrack finds money and management for them. CTRL Phase 2, the East Coast Main Line upgrade and the East London Line can all move forward. But when completed they can be integrated with Railtrack’s network operation and may be acquired by Railtrack, with all the project risks behind them. A healthy Railtrack will be able to grow into a major national utility if it gets its act together, starting with its core business of operating, maintaining and renewing the existing network.
2. New passenger franchises promise years of major investment to improve services and are reshaping the network. Stagecoach had to stretch to stave off a very competitive challenge from a new joint venture between First Group and Nederlandse Spoorwegen (Dutch State Railways). The passenger will benefit from the competition.

   The Waterloo to Exeter service, moved into the new Wessex franchise, will be doubled as part of a widespread upgrade of rail services in England south of Birmingham and west of London.

3. The SRA’s longer term vision for London is based on national rail network routes under the capital, developed in co-operation with Transport for London (TfL). Thameslink 2000 will now be accompanied by the connection between Croydon and Dalston via the East London Line. Later, we hope to launch an East-West route evolved from Crossrail and a new route from near Clapham Junction to Hackney and beyond.

   Quite soon, the SRA intends to approve, with TfL, a sort out of the North London Line to move freight more efficiently while offering more capacity to passenger operators in preparation for a new Orbirail franchise, whose core will be the network from Willesden to Dalston to Docklands, around South London, to Clapham and back to Willesden in the North West of London.

“Change doesn’t happen overnight on rail. Operators and Railtrack have a huge task to develop safe and efficient operation but, as numbers and tonnes moving continue to increase, strategically planned investment becomes more and more essential. Government participation in these investments, via the SRA, will be the key to making them happen”.

The press release issued by the Strategic Rail Authority on 12 April 2001.

Speaking in Birmingham this morning, Sir Alastair Morton confirmed the SRA’s phased strategy for rail development in and around “the hub of England”, as he called Birmingham recently. He welcomed the West Midlands Capacity Study done by Railtrack for a Steering Group consisting of the SRA (in the Chair), Centro (the West Midlands PTE), Railtrack, the Government Office for the West Midlands and Birmingham City Council.

Sir Alastair said:“Railtrack have done a good job on this study. Now we have to prepare and cost practical plans, working with Centro and with commercial property and rail interests developing Birmingham City centre and the rail services to suit it over the next 15 years or so. What we plan from now on may take years to put in place.

“Phase 1 will aim to increase rail passenger capacity available at Central Birmingham stations by 100% or more, while facilitating easier movement of more rail freight through the region.

“For Phase 2 we must begin this year preparing for step-change enlargements in the rail capacity available to Central Birmingham, to be designed, costed and, if possible built, to open for business early in the next decade. Timing should support Birmingham’s development at the heart of the Midlands, not follow behind.”

The first relief from recent difficulties caused by rising traffic has been Railtrack’s successful remodelling last year of Proof House Junction. Next will be the introduction of a new timetable at New Street station next year. Railtrack and train operators have jointly developed major changes which will provide a much better flow of services, with a third more train paths available than in 2000.

“We build on that,” Sir Alastair said. “Phase 1 works should include track development on Birmingham’s second route to London and the South East, via Solihull and Leamington Spa, linking in to the passenger and freight service development intended for the Cherwell valley. Then there is both train and passenger access to Birmingham’s stations – New Street, Snow Hill, Moor Street and Old Moor Street – supporting access to the city centre and facilitating efficient through services, to be provided by long-term and dynamic Chiltern, Central and Virgin franchises. More freight must move by rail into, from and through the region without obstructing or being obstructed by passenger services. The SRA is working with Railtrack to upgrade the direct freight routes via Nuneaton to the port of Felixstowe and from the West Midlands to Southampton.

“It is important that we first squeeze every possible benefit out of the existing network through platform and train lengthening, as well as renewing, rebuilding and upgrading as appropriate. A doubling of seats available, perhaps more, should be very good value for the money – hopefully less than £500 million over seven years for Phase 1 – but we must see.

“It is too easy to become obsessed with the two linked major projects in Phase 2, namely four-tracking much of the route from Coventry to Wolverhampton and developing a tunnel route into a new station below or next to New Street station. The two major parts of Phase 2 need each other and will be costly. The SRA must be sure they will continue the modal shift to rail in and through “the hub of England” – New Street. They need careful preparation, but personally I expect to see them built.”

Sir Alastair concluded: “Centro’s plans for buses and light rail have to mesh well with the SRA’s Strategic Plan. Access to Birmingham’s stations must be fully user friendly. Rail freight must be re-routed and developed to ease road congestion and pollution, without taking it through New Street. The re-opening of the Stourbridge to Walsall corridor will help deliver this.

“There is much to do, and the Project Development Group (PDG) we now establish with Railtrack to develop the projects must work closely with Centro, with train operators, with Birmingham City Council and with developers. The time for action has arrived: the joint studies of the past 18 months have proved most useful. The new relationship between the SRA and Railtrack must take this strategy forward, I trust with Centro’s vigorous support and guidance.”

The press release issued by the Strategic Rail Authority on 24 April 2001.

Commuters on London’s busiest rail network can look forward to easier journeys following today’s £1 billion deal for the leasing and maintenance of new trains for South West Trains. In one of the industry’s biggest ever deals, Stagecoach Holdings plc, Angel Trains, and Siemens will procure 785 new coaches to replace the remaining old Mark 1 slam door stock and provide extra capacity to relieve overcrowding.

The new stock, along with platform extensions to permit ten, rather than eight, car trains, will boost peak capacity by 25% and reduce overcrowding on most suburban routes. It will also facilitate the operation of additional service frequencies into Waterloo on others – the Windsor Lines, Woking and Basingstoke – plus through services from Camberley and Chertsey which currently involve changing at Ascot or Staines.

The first coaches should enter service in November 2002 with the whole fleet being available by September 2004.

Welcoming today’s news, and underlining the role played by the SRA in driving the deal forward, the Authority’s Chief Executive, Mike Grant, said:

“This deal ensures that passengers will benefit from new trains as soon as possible, with additional coaches to provide more capacity on busy commuter routes. It marks an important step towards our objectives of increasing rail use by 50% over the next ten years, and reducing overcrowding.

“We had undertaken our own procurement process as a strategic initiative designed to guard against operators not taking the necessary action to replace the old stock. The deal secured by Stagecoach offers better value for passengers and taxpayers, and consequently I shall not be continuing with our order for South West Trains given that commuters are now guaranteed new trains under the new 20 year franchise.

“The full and energetic input of the financiers and manufacturers has made an important contribution towards this successful outcome.

“I am keeping our options open for South Central, pending the conclusion of the GoVia procurement process.”

The press release issued by the Strategic Rail Authority on 3 May 2001.

The Strategic Rail Authority (SRA) and Transport for London (TfL) are to work together to develop plans for two major new rail links across London. £150million is being allocated for project definition and design development work, which is due to start immediately, for the East-West (‘CrossRail’) project. At the same time, further feasibility work on the North East-South West (Wimbledon – Hackney) project will begin.

Both routes would be designed to carry mainline trains in tunnel through Central London. The East-West route would create direct journey possibilities between Essex and Thames Valley. Development of services to Heathrow will form part of the study. The tunnel section of the East-West route would connect Liverpool Street and Paddington, and could follow the alignment of the CrossRail scheme. The other project is a South West to North East London rail link, which could follow the alignment of the proposed Chelsea-Hackney tube line. As with the East-West scheme, this would be expected to form part of the National Rail network, providing direct services to destinations beyond London.

Both routes would bring big benefits for passengers, bringing passengers directly to Central London, as well as providing new cross London journeys. The two lines would also have interchange stations with the north-south Thameslink route.

SRA Chairman Sir Alastair Morton said,

“With virtually all of London’s rail termini now at full capacity in the peak, a more radical approach is required to meet the transport needs of the 21st Century. Through-rail services across the capital address these pressures on capacity, and provide a wide range of new direct journey opportunities. Today’s announcement is an important step towards delivering the SRA’s long term vision for services into London, included in the SRA’s Strategic Agenda published in March. It signals the determination of the SRA and Transport for London to work together to create the rail network London needs”.

The press release issued by the Strategic Rail Authority on 14 June 2001.

Sir Alastair Morton, Chairman of the Strategic Rail Authority, has invited the RMT to come and explain to him why they should be entitled to determine safety issues by industrial action.

“If the RMT is claiming that their industrial dispute with train operators is about safety, I very much doubt that they are justified in planning to strike. There is a well-established procedure for putting safety propositions before the appropriate authority, Railway Safety, and they, not the RMT or the employers, are responsible for any resulting changes in the regulations.

RMT has not gone the proper route for a safety issue before setting out to make rail passengers’ lives miserable.

I have asked Vernon Hince, Deputy General Secretary of the RMT, if he will come and explain to me if he believes his union can take over the judgement on such an issue”.

The press release issued by the Strategic Rail Authority on 20 June 2001.

A joint steering group led by the Strategic Rail Authority (SRA) and including Greater Manchester PTE (GMPTE), Railtrack, Manchester Airport, the Highways Agency and the Government Office for the North West, published today a strategy to increase freight and passenger usage on the Greater Manchester rail network over the next twenty years. The strategy calls for:

• New higher frequency and faster TransPennine services and upgrading other inter-regional rail services.
• Local heavy rail services providing a similar frequency and quality of services to existing Metrolink light rail services.
• Improved rail services to Manchester Airport.
• The development of new capacity for future freight growth.

The strategy, costing roundly £1.5billion in new infrastructure, is expected to deliver net economic benefits. Taking forward the strategy is subject to further examination of value for money and affordability. The Steering Group proposes further development work over the next nine months on the following priorities:

• Examination of the potential for trackshare to deliver Metrolink quality local services on heavy rail.
• Further development of a strategy for Greater Manchester routing rail freight around the city centre.
• Examination of the impact of these proposals on city centre heavy rail capacity, where current traffic is likely to be modified and/or increased following the award of the new Transpennine Express and Northern franchises.
• Examination of the feasibility and business case for the potential Airport Western Link.

Speaking at Manchester Airport today, Sir Alastair Morton, Chairman of the Strategic Rail Authority, said:

“The study highlights the benefits of an integrated approach to developing Manchester’s transport strategy, within the context of major investment in the regional network. In particular, I attach a high priority to seeing improved rail links to the airport being developed. The Steering Group should now make further progress with these proposals.

“The strategic study builds on the £1bn investment currently being invested in the Greater Manchester rail network and provides the framework for further improvements to the network. The SRA looks to the creation of a new TransPennine Express to unlock the potential of rail on this corridor, and then a new Northern franchise can be the key to improving local services.”

Manchester Airport chief executive Geoff Muirhead said:

“Unlocking Manchester’s rail network has been identified as the region’s number one transport priority. Now we have consensus on the key priorities, there is a real urgency to drive this programme forward and make serious progress in making radical improvements to the rail system – developments which will trigger a significant boost for the North West economy. We are very pleased that the study recognises the importance of providing high quality rail services to Manchester Airport and the potential for further improvements to feeder routes.”

GMPTE Director General, Chris Mulligan, said:

“The study gives a welcome impetus towards the solution of long standing capacity problems in the Greater Manchester area, which should benefit Manchester Airport, Greater Manchester and the whole region – we look forward to the early resolution of funding and implementation strategies”.

Railtrack North West zone director Mike Cowman said:

“Manchester is the hub of an important railway crossing where north/south and east/west services meet. Capacity is an important issue now and is going to become ever more critical in the coming years. Railtrack is as keen as its partners to see the capacity constraints overcome and looks forward to an early resolution of the problem to ensure long-term growth in the rail and associated industries.”

Highways Agency Divisional Director Eric Belfield said:

“Our involvement was a reinforcement of our commitment to seek solutions to the transport problems of today, through joint working with other strategic partners. We are pleased with the progress so far and look forward to playing a continuing part in maintaining the impetus.”

The strategy was announced at Manchester Airport’s Transport Forum and local Authorities and other stakeholders are being invited to submit their views to the Steering Group.