Rail in the North: Devolution in Action. David Hoggarth Rail North, Director

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2 Rail in the North: Devolution in Action David Hoggarth Rail North, Director

3 Vision To create a world class railway for the whole of the North, recognised by passengers and businesses as serving their needs, that supports economic growth and is both more effective and more efficient.

4 Rail North and Transport for the North Transport for the North is a unique partnership between the Northern local authorities, Government and the National transport agencies. Its shared ambition is to create a Northern Powerhouse driven by a flourishing private sector and supported by innovative local government Rail North is focused on the Rail Franchises and related investment and enhancements

5 Rail North Association of Rail North Partner Authorities, (the Association) each Authority is to appoint one elected member to the Association. The Association elects a Chair and one or more Vice-Chairs Rail North Limited - Each Partner Authority is entitled to become a member of Rail North Limited and each of the regional sub-groups established by the Rail North Leaders Committee is entitled to appoint one elected member to the Board of Rail North Limited The Rail North / DfT Partnership - is closely aligned to the Rail North governance arrangements. The Partnership will manage the new Franchises

6 Rail North Limited Rail North Director Responsible for governance, policy and strategy (David Hoggarth) Stakeholder and Strategy Manager Leads on stakeholder activity and strategy consultations (Pete Brunskill interim) Office Support Runs the Rail North office in Leeds (TBC) Admin Officer Processes invoices, organises travel and expenses (TBC)

7 Rail North Partnership Rail North Partnership is a joint partnership between DfT and Rail North It has been set up to deliver the first stage of rail devolution and will manage the new TPE and Northern Franchises from the 1st of April, taking over from DfT The Rail North Partnership Board will approve all changes to both Franchises and will determine changes to Franchise specifications The Partnership will also be involved in developing investment plans for current and future Franchises

8 The Rail North DfT Partnership Secretary of State Rail North / DfT Partnership Strategic Board Independent Chair Association of RN Partner Authorities Director Director Department for Transport Director Director Director Director Rail North Ltd Rail North Managing Partnership Director Management Director Team TOCs (Northern/TPE)

9 Partnership Management Team Rail North Partnership Director (Fergus Robertson) Head of Investment Planning Managing the processes and programmes involved in developing and delivering investment programmes (Jim Bamford Interim) Northern Commercial Manager Responsible for the management of the provisions of the Northern Franchise Agreement (Adam Timewell) Contract Managers (Northern and TPE) Responsible for day-to-day contact with both Franchisees where provisions of the Franchise Agreements (TBC) TransPennine Commercial Manager Responsible for the management of the provisions of the TransPennine Express Franchise Agreement (Tom Davidson) Change Manager Delivery of a change programme outside committed obligations (TBC)

10 Franchise management responsibilities Delegated local management of new Northern and TransPennine Franchises to maximise revenue and benefit to the taxpayer while protecting the long term value of the Franchise Will own, manage and develop relationships with the Franchisees To monitor and enforce compliance with the contract conditions Will monitor the Franchisees commercial performance To monitor and report operational and financial risks Will be aware of, and assess the impact of, emerging government policies and other developments in the rail industry on the Franchises and the Partnership.

11 Rail North Partnership priorities Oversee and assure the mobilisation of Franchises Manage the transition of delegated Franchise management from DfT Lead all commercial activities in relation to changes in the Franchise Agreements Establish pro-active and effective relationships with the new Franchisees and owning groups Work in partnership with Rail North member authorities to improve transparency and accountability in the management of the new Franchises Support Rail North Member Authorities in establishing relationships with the new Franchisees that will promote and support local authority-led initiatives Work with the new Franchisees to ensure that the new Franchise investment plans are delivered effectively Support Rail North in understanding the impacts of the Hendy Review and Network Rail s revised enhancement delivery plans Develop Rail North s input into Network Rail s Initial Industry Plan for CP6

12 Rail North Limited Long Term Rail Strategy The Long Term Rail Strategy is a development plan for rail over 20 years It is owned and endorsed by all 29 Rail North Partner Authorities Was used to inform the work with the Department for Transport in developing and evaluating the Northern and Transpennine Express Franchises Has been used to influence Partnership Development, The North of England Electrification Task Force and other ongoing projects The strategy will lead to economic benefits quantified at 50bn (PV 2010 over a 60 year appraisal period)

13 Rail North s Long Term Rail Strategy Objectives Overarching objective to strengthen economic growth in the North Connectivity Capacity Coherence Cost effectiveness Targeted improvements to journey times Improved frequencies Faster end to end journeys On train to tackle overcrowding On track to meet additional demand for passenger and freight A more coherent and user friendly network Defined categories of train services Simpler fares Lower running costs for freight and passenger services A more efficient network

14 Transforming the North s railway Rail North has successfully influenced the Franchising process which will deliver two genuinely transformational Franchises The new Franchises will deliver a massive 1.5 billion investment boost to rail services Over 500 brand-new modern carriages A 40% increase in capacity which equates to 40,000 more passengers each day Significant additional station investment Major service enhancements in 2017 and 2019 with more than 2,000 extra services a week, major improvements to Sunday services

15 Why devolution? A A more locally focused management of the franchises B Better integration of decision making and local networks C Capturing additional investment D Delivering better regional outcomes from DfT and Network Rail investment plans Better outcomes for passengers and the economy

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