Corporate Plan Performance Monitoring Report Quarter 1 2017/18 - - PowerPoint PPT Presentation

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Corporate Plan Performance Monitoring Report

Quarter 1 2017/18

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Key Performance Indicators

Quarter 1 2017/18

SLIDE 3

KPI 1: Affordability

SLIDE 4

KPI 2: Patronage

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Bus Commercial Bus Supported Rail - Merseyrail Rail - Northern (City Line)

Q1 figure of 97% (commerical only) has been taken from survey data. The sudden closure of Edge Lane has impacted on Reliablity this quarter. Some reliability issues due to journeys terminating early as a result of Edge Lane works and driver shortage issues with one operator currently being addressed PPM figures of 94% have been used here (see KPI 4 also) A new reliability measure has been proposed: MTIN Target/Benchmark/Baseline: Period 11,000 miles. Q1 value: 11,683 miles (average of periods 1-3 2017/18) PPM figures of 91% have been used here (see KPI 4 also) Reliability using MTIN: Details of Northern's MTIN performance is not yet available on the Rail North SharePoint site.

Mersey Tunnels: Queensway Mersey Tunnels: Kingsway Mersey Ferries : Commuter & Leisure

No full closure occurred. Tunnels closed for no more than 10% of total available operating hours per annum due to planned/unplanned maintenance work Technical failures resulted in loss of service. Ferries Strategy aimed at new vessel options.

Q1 Q2 Q3 Q4

Benchmark (99.5%)

97% Q1 Q2 Q3 Q4

Benchmark (99.5%)

98% Q1 Q2 Q3 Q4

Benchmark (94%)

97% Q1 Q2 Q3 Q4

Target (91%) 88% between 85-90%

Q1 Q2 94% Q3 Q4 Q1 Q2 Q3 Q4

Benchmark (98%)

92%

G Green AG Amber / Green AR Amber / Red R Red AG AG G AG between 85-90%

Q1 Q2 100% Q3 Q4

G G AR

KPI 3: Reliability

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Bus Commercial Bus Supported Rail - Merseyrail Rail - Northern (City Line)

Challenging road conditions on key corridors during Q1 affected Punctuality. Severe disruption

• n Edge Lane and Hanover Street had knock-on

impacts across the network. Performance was better for supported services as they largly operate away from peak times and/or key corridors. Several factors affected performance in Q1; i.) Infrastructure issues (track circuit failures, signal failures, points failures). Merseyrail and Network Rail are developing robust plans to mitigate the impact. ii.) Increase in the number of passengers taking

• ill. Merseyrail has set up an internal working

group to explore ways of managing/lessening the impact. iii.) RMT industrial action on 8th April 2017, Significant incidents in Q1; i.) Terrorist attack in Manchester (22nd May). - closure of Manchester Victoria Station for several days, impact - services into Merseyside cancelled or delayed. ii.) RMT industrial action also affected Northern services on 8th April 2017.

Mersey Ferries : Commuter Mersey Ferries: Leisure Mersey Tunnels: Queensway Mersey Tunnels: Kingsway

Failures due to shipping movements. No action planned.

Q1 Q2 Q3 Q4 Benchmark (88% ) 80% Q1 Q2 Q3 Q4 Benchmark (88% ) 91% Q1 Q2 Q3 Q4 Benchmark (94% ) 97% Q1 Q2 Q3 Q4 Target (91% ) 89% Benchmark (05:10) Q1 Q2 Q3 Q4 Benchmark (04:55) Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Benchmark (95% ) 99% 95% Q1 Q2 Q3 Q4 Benchmark (95% ) 94%

Q1 Q2 Q3 Q4 Liverpool to Birkenhead ► (mm:ss) 04:51 Birkenhead to Liverpool ◄ (mm:ss) 04:44 Q1 Q2 Q3 Q4 Liverpool to Wallasey ► (mm:ss) 04:18 Wallasey to Liverpool ◄ (mm:ss) 04:36

G Green AG Amber / Green AR Amber / Red R Red AR G G G G G AG AG

KPI 4: Punctuality

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Q1 16/17 (Reported) Q4 16/17 (Reported) Q1 17/18 (Reported) Direction (Variance) Benchmark RAG

79% 79%

• Amber / Green

87% 87%

• Green

81% 80% 81%

• Green

68% 70%

• Green

86% 84% 75%

• Amber / Green

80% 80%

• Green

Q1-16/17 Q2- 16/17 Q3-16-17 Q4 -16/17 Q1- 17/18

210.0 95.2 120.1 142.5 91.3

• 153.5

74.0 85.2 54.5 57.6

• 76.7

90.7 92.3 112.5 130.4

• Comments

The latest annual surveys for bus and rail services were carried out in autumn 2016 and released in March 2017. There has been no significant change in the on board figures. The latest rail survey took place in Spring 2017. Remaining data will be reported later in the 2017/18 reporting cycle.

On Bus Incidents

Bus Stops On the Bus Rail Stations: Merseyrail Rail Stations: Northern On the Train: Merseyrail On the Train: Northern

Public Transport Customer Satisfaction (Quantitative Survey)

Benchmark (80%) Criminal Damage ▬▬▬▬

Direction

(Variance) from Previous Quarter Anti-social Behaviour ▬▬▬▬ Violence Against staff ▬▬▬▬ For Monitoring Purposes

This bus data is based upon incidents which are reported by bus drivers. Looking at short to medium-term trends (over the previous 1-3 years), incident reporting of criminal damage on the bus network has been increasing steadily, so although the indexed value for Q1 2017/18 is 91.3, this is compared to a high baseline from the same quarter from the previous year. Encouragingly, when compared to the baseline year

• f 2010, incident reporting has still decreased but this recent increasing trend may be a cause for concern on the

network. The late reporting of incidents by depots has also caused delays in the identification of problems and subsequent deployment of resources. The TravelSafe monthly tasking and co-ordination meeting has been reviewed and a new weekly process put in place so that issues can be identified more quickly. *The violence figure in Q1 includes passenger incidents and will be recalculated in Q2. Comments 50 100 150 200 Q1-16/17 Q2- 16/17 Q3-16-17 Q4 -16/17 Q1- 17/18

Data Indexed to same Quarter Previous Year

Criminal Damage Anti-social Behaviour Violence Against Person (staff)

0% 20% 40% 60% 80% 100%

Bus Stops On the Bus Rail Stations: Merseyrail Rail Stations: Northern On the Train: Merseyrail On the Train: Northern

Q1 16/17 (Reported) Q4 16/17 (Reported) Q1 17/18 (Reported) Benchmark (80%)

KPI 5: Safety

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Asset Management

93%

Customer Delivery:

• Ferries

100%

IT

100%

Total Comments Received:

175

Total Comments Received:

108

Total Comments Received:

3

Bus

91%

Customer Delivery:

• Hubs

99%

Legal, Democratic Services & Procurement

100%

Total Comments Received:

458

Total Comments Received:

67

Total Comments Received:

3

Corporate Engagement

100%

Customer Delivery:

• Smart Ticketing

100%

Rail

94%

Total Comments Received:

17

Total Comments Received:

79

Total Comments Received:

113

Customer & Business Development

100%

Customer Delivery:

• Tunnels

100%

Policy and LTP Development

100%

Total Comments Received:

151

Total Comments Received:

110

Total Comments Received:

4

95 % 1288 Total comments resolved later than 21 days: 62 Total comments resolved within 21 days: 1226 Response Times to customers - Q1 2017/18 All Service Areas Total Comments Received: By Service Area: Comments Resolved within 21 Days

G

Green

AG

Amber / Green

AR

Amber / Red

R

Red

G AG AG AG G G AG G G G AG G

AG

KPI 6: Customer Comments

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KPI 7: Connectivity

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KPI 8: Key Strategic Projects

RAG RAG Green Amber Green

SPI SPI 1 TBD CPI CPI 1 TBd

RAG

RAG

Green Amber Green

SPI SPI TBD 1 CPI CPI TBD TBD

Q1 2017-18 Rolling Stock

This project has only recently come to be established within the PMO monitoring and project controls have yet to be established. For this reason we cannot yet calculate the SPI/CPI values. We understand that work has been progressed on the project but at present the delivery programme is still to be fully defined and further work is required to understand the costs.

Smart Ticketing

At present we understand that the programme remains on track for delivery, although the programme team do note that there is a future risk that development demands or new requirements might impact on their ability to deliver. Further work to report CPI will be undertaken in Q2. CPI (Cost Performance Index)

Provides an indication of how well the project is remaining on budget.

• If the CPI is greater than one it indicates that the project is under budget.
• If the CPI is equal to one, this means the project is proceeding exactly as per the planned budget spend.
• If the CPI is less than one it indicates that a project is over budget.

SPI (Schedule Performance Index )

indicates how efficiently the project is actually progressing compared to the planned project schedule.

• If the SPI is greater than one, this means more work has been completed than originally planned. In other words, you are ahead of schedule.
• If the SPI is equal to one, this means work is being completed at about the same rate as planned, or you are on time.
• If the SPI is less than one, this means less work has been completed than had been planned. In other words, you are behind schedule.

Project is on track and is anticipated to deliver outputs as planned. The projects interdependencies with Weaver Wavertree scheme still exist, but at present have not impacted on the SPI or CPI

• indicators. Formal start on site expected 14th July 2017.

While work is progressing on Newton Le Willows, this currently slower than anticipated. Some of the delays experienced are outside of Merseytravel's control and relate to design packages, for which Merseytravel is not responsible. However, the failure to adhere to agreed timescales for submission

• f the designs may impact on Merseytravel’s ability to commence working on the construction of the

bus interchange, which is a risk to the project. The Newton Le Willows Strategic Group has initiated a review of the programme so we can fully understand the potential implications on time and spend

• f later delivery, and can attempt to mitigate these.

We understand that some key dates/milestones have been missed in Q1. The Implementation Agreement was not signed, as we understand there are some issues which need to be addressed before this can happen. Meetings have been scheduled between NR and Merseytravel to discuss these issues and to develop a remediation plan to attempt to bring this project back on track. There is a risk that the delays in this work will impact on the dates for commencement on site and consequently could impact spend in this financial year, but further work is needed to understand the impacts of these delays on the programme, both in terms of completion dates and spend profile.

LGF 1 Rail Projects: Halton Curve, Newton-le-Willows, Maghull North Rail Station Devolution

This project has only recently come to be established within the PMO monitoring and project controls have yet to be established. For this reason we cannot yet calculate the SPI/CPI values. We understand that work has been progressed on the project but at present the delivery programme is still to be fully defined and further work is required to understand the costs.

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KPI 8: Key Strategic Projects

Q1 2017-18 Bus Alternative Delivery Model Mersey Ferries Programme RAG

The final SOP has been developed and is awaiting sign off by Merseytravel officers. Members were briefed on SOP and next steps for SOC at workshop on 29 June.

RAG

Following some early delivery challenges, the project is now progressing well against a revised schedule and is expected to meet the anticipated outputs. Green Amber Green

SPI SPI 0.8 0.9 CPI CPI 1 1

Tolls System Refresh Kingsway Rewire RAG

The project continues to progress well. The potential introduction of a vacation period into the programme in December could result in slippage from the original baseline dates; however the project team continue discussions with the supplier to mitigate this delay.

RAG

Following some early delivery challenges, the project is now progressing well against a revised schedule and is expected to meet the anticipated outputs. Green Green

SPI SPI 0.9 1 CPI CPI 1 0.9

SPI (Schedule Performance Index ) indicates how efficiently the project is actually progressing compared to the planned project schedule.

• If the SPI is greater than one, this means more work has been completed than originally planned. In other words, you are ahead of schedule.
• If the SPI is equal to one, this means work is being completed at about the same rate as planned, or you are on time.
• If the SPI is less than one, this means less work has been completed than had been planned. In other words, you are behind schedule.

CPI (Cost Performance Index) Provides an indication of how well the project is remaining on budget.

• If the CPI is greater than one it indicates that the project is under budget.
• If the CPI is equal to one, this means the project is proceeding exactly as per the planned budget spend.
• If the CPI is less than one it indicates that a project is over budget.

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Green 196 Amber / Red 5 Amber / Green 37 Red 4

Service Level

Priorities 1 to 5 242 Service Level Activities

81.0% 15.3%

2.1%1.7%

Corporate Plan Priorities

Quarter 1 2017/18

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Quarter 1 2017/18 Priority 1

Number of Service Level Activities Green Amber / Green Amber / Red Red 1.a Continue to develop the long-term rail strategy and progress further elements of the strategy towards delivery including support of development of Maghull North, Newton-le- Willows and Halton Curve. 11

■■■■■ ■■■■■ ■ Amber / Green

1.b Lead and support development of Transport for North including further development of Road, Rail, Freight, Airports and Ticketing on behalf of the LCRCA. 13

■■■■■ ■■■■ ■■■■ Green

1.c Manage the delivery of the Transport Plan for Growth on behalf of the LCRCA. 6

■■■■■ ■ Green

1.d Influence the development of national rail franchises for the benefit of the LCRCA through the promotion of new services on the Northern Franchise and by influencing the development of West Coast Mainline franchise services. 1

■ Green

1.e Develop a collaborative approach with Halton Council within the LCRCA to river crossing by road, recognising the linkages between the Mersey Gateway Crossing and Mersey Tunnels. 2

■■ Green Total SLA's

33

Green 23 Amber / Red

Amber / Green

10 Red

Service Level Strategic Level

Priority 1 Improving connectivity through leading and developing strategic transport initiatives linked to the LCR Growth Plan and wider Regional and National transport strategies Strategic Activities

Service Level Activites RAGs

Overall RAG

Priority 1 33 Service Level Activities

69.7% 30.3% 0.0% 0.0%

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Number of Service Level Activities Green Amber / Green Amber / Red Red 2.a Maximise the benefits of the LCRCA’s devolved powers under the Bus Services Bill to deliver customer-focussed improvements to the Network and an increase in fare paying passenger growth. 11

■■■■■ ■■■■■ ■ Green

2.b Work with bus operators within the Alliance to ensure that the bus network and customer offer supports the City Region’s current and future requirements leading to fare paying patronage growth. 20

■■■■■ ■■■■■ ■■■■■ ■■ ■■■ Green

2.c Deliver financial savings within the Supported Bus Network by increasing the number

• f services that can be provided on a commercial basis.

9

■■■■■ ■■ ■■ Green Total SLA's

40

Green 35 Amber / Red Amber / Green 5 Red

Service Level Strategic Level

Priority 2 Deliver a comprehensive Bus Strategy for the City Region as part of a multi-modal transport approach Strategic Activities

Service Level Activites RAGs

Overall RAG

Priority 2 40 Service Level Activities

87.5% 12.5%

Quarter 1 2017/18 Priority 2

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Number of Service Level Activities Green Amber / Green Amber / Red Red 3.a Develop and deliver changes to tolling that work within the Tunnels Act to support LCR objectives and ensures that the collection of tolls is undertaken in a safe, effective environment that provides value for money and promotes the smooth flow of traffic through 7

■■■■■ ■■ Green

3.b Maintain infrastructure assets in support of Bus, Rail, Mersey Tunnels, Mersey Ferries and Attractions within a safe and sustainable resource and asset management framework. 15

■■■■■ ■■■■ ■■■■■ ■ Amber / Green

3.c Support the transformation of public services agenda by working with partners to maximise the benefit of our assets for the benefit of the wider public estate. 5

■■■■ ■ Green

3.d Develop and deliver a long term strategy for the Mersey Ferries including sustainable

• peration of services.

6

■■■■■ ■ Green

3.e Maximise the benefits of our devolution deal with respect to the devolution of rail stations to identify financial and commercial opportunities associated with Merseyrail network station assets and ensure that the terms of the concession agreement remain 6

■■■■■ ■ Green

3.f Effectively programme-manage the transformation of the Merseyrail Network through the provision of new rolling stock, and associated depot and infrastructure improvements. 8

■■■■■ ■■■ Green

3.g Continue to develop effective strategic and operational relationships with National bodies and stakeholders to maximise opportunities for the LCR and facilitate joint delivery where appropriate. 8

■■■■■ ■■■ Green

3.h Influence the development and delivery of a LCRCA Key Route Network strategy and Road Safety strategy to facilitate multi-modal journeys. 4

■■ ■■ Amber / Green

3.i Provide transport advice and affordable transport services and information to support the management of the customer mitigation in support of the Liverpool City Region Rail Improvement Programme (17/19), the LCR 2017/18 programme of major events and 7

■■■■■ ■ ■ Green

3.j Ensure that the Merseylink Service continues to provide appropriate transport support for vulnerable residents. 3

■■■ Green Total SLA's

69

Service Level Strategic Level

Priority 3 Manage and develop a range of transport assets and services including infrastructure, information, the Merseyrail concession, Mersey Tunnels and Mersey Ferries to facilitate integrated journeys and movement of people and goods Strategic Activities

Service Level Activites RAGs

Overall RAG

Priority 3 69 Service Level Activities

79.7% 17.4% 1.4% 1.4% Green 55 Amber / Red 1 Amber / Green 12 Red 1 No RAG

Quarter 1 2017/18 Priority 3

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Number of Service Level Activities Green Amber / Green Amber / Red Red 4.a Work within the Bus Alliance, rail operators and with TfN to develop and deliver an affordable Smarter Ticketing programme that provides greater convenience, choice, flexibility and value for money for customers. 13

■■■■■ ■■■■ ■ ■■■ Amber / Green

4.b Improve and modernise customer interactions and information provision to enhance the customer experience and align with operator provision to ensure a seamless service to customers. 13

■■■■■ ■■ ■■■■ ■■ Amber / Green

4.c Within the context of corporate data management, make better use of customer information collected, held and used across the organisation to evaluate the effectiveness

• f travel initiatives and target our interventions and marketing accordingly.

3

■ ■ ■ Amber / Red

4.d Develop an affordable stakeholder and customer centric organisational culture which delivers high customer satisfaction and influences the operators to do the same. 3

■■■ Green

4.e Develop an affordable and sustainable concessionary travel scheme for the Liverpool City Region Combined Authority. 5

■■■■■ Green Total SLA's

37

Green 25 Amber / Red 3 Amber / Green 6 Red 3

Service Level Strategic Level

Priority 4 Develop innovative, inclusive, contemporary and affordable travel initiatives that significantly improve connectivity, integrated journeys and customer experience Strategic Activities

Service Level Activites RAGs

Overall RAG

Priority 4 37 Service Level Activities

67.6% 16.2% 8.1% 8.1%

Quarter 1 2017/18 Priority 4

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Number of Service Level Activities Green Amber / Green Amber / Red Red 5.a Advise the Combined Authority on taking advantage of the transport opportunities presented through the City Region’s devolution agreement with government. 14

■■■■■ ■■■■■ ■■■■ Green

5.b Supporting the development and delivery of effective governance and accountability for the Combined Authority through Merseytravel’s role as Accountable Body and Transport advisory role. Ensuring that this support is effective and represents good value for money for both Merseytravel and the CA. 43 ■■■■■■■ ■■■■■■■ ■■■■■■■ ■■■■■■■ ■■■■■■■

■■■■ ■ Amber / Green

5.c Continue to provide effective leadership and management of LCR Transport Partnership through the Transport Advisory Group and the Transport Plan for Growth operating within agreed terms of reference 1

■ Green

5.d Ensuring that Merseytravel and the CA has an effective prioritisation framework fro allocating resources across transport and other priority areas, including those services provide on behalf of the CA by Merseytravel 3

■■■ Green

5.e Develop centralised Evidence and intelligence support for TAG 2

■■ Green Total SLA's

63

Green 58 Amber / Red 1 Amber / Green 4 Red

Service Level Strategic Level

Priority 5 Provide high quality, professional advice to the Liverpool City Region Combined Authority in respect of: i. The transport delivery executive and

• ii. The Executive Body function supporting the developing governance arrangements for the LCR

Strategic Activities

Service Level Activites RAGs

Overall RAG

Priority 5 63 Service Level Activities

92.1% 6.3% 1.6% 0.0%

Quarter 1 2017/18 Priority 5