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| Author | : Great Britain. Parliament. House of Commons. Transport, Local Government and the Regions Committee |
| Publisher | : |
| Total Pages | : 299 |
| Release | : 2002 |
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| ISBN | : 9780215002167 |
Passenger Rail Franchising and the Future of Railway Infrastructure
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| Total Pages | : 298 |
| Release | : 2002 |
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| Author | : Great Britain. Department for Transport, Local Government and the Regions |
| Publisher | : |
| Total Pages | : 13 |
| Release | : 2002 |
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| ISBN | : 9780101547222 |
| Author | : Great Britain. Parliament House of Commons. Transport, Local Government and the Regions Committee |
| Publisher | : |
| Total Pages | : 23 |
| Release | : 2002 |
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| ISBN | : 9780215006530 |
Passenger Rail Franchising and the Future of Railway Infrastructure
| Author | : Richard Brown |
| Publisher | : The Stationery Office |
| Total Pages | : 90 |
| Release | : 2013-01-10 |
| Genre | : Business & Economics |
| ISBN | : 9780101852623 |
The competition held by the Department for Transport to award a new InterCity West Coast franchise in 2012 was intended to be the first in the most extensive programme of franchising since privatisation. Significant errors were made by the Department during the competition, which not only caused the cancellation of that franchise award at considerable public expense but also called into question the remaining franchising programme. This report is the second of two independent reviews commissioned by the Government, by Richard Brown, the Chairman of Eurostar. It concludes that franchising is a fundamentally sound approach for securing the passenger railway services on which so many people rely. His recommendations include: that the franchising programme should be restarted as soon as possible, but at a pace that both the department and the industry can sustain; that franchise terms should be determined by the circumstances and size of each individual franchise; proposals to strengthen and simplify the bidding and evaluation process for each franchise; proposals for the financial and contractual structure of future franchises, including in relation to risk allocation and capital requirements; and that the government should plan to devolve responsibility for further English franchises to the relevant authorities. Mr Brown also makes recommendations on how to strengthen the department's capability to manage the future franchising programme, echoing the findings of Sam Laidlaw's independent inquiry into the lessons to be learnt from the InterCity West Coast competition. The review also recommends that the Government should determine, by February, plans for the three franchise competitions which were put on hold
| Author | : Great Britain. Parliament. House of Commons. Transport Committee |
| Publisher | : |
| Total Pages | : 292 |
| Release | : 2006 |
| Genre | : Business & Economics |
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It is thirteen years since the Railways Act 1993 started the process of privatising British Rail, replacing it with one company owning and managing the infrastructure, an open-access system for freight services and a series of twenty-five passenger franchises let to private companies for a specified period of time. This period has seen almost continuous change, and there is now a new 'triumvirate' framework with the Department for Transport, the Office of Rail Regulation and Network Rail in place, with the third generation of franchises in the process of being let and the number being reduced to nineteen. The Committee's report examines the current franchising system, focusing on the coherence of its objectives, the effectiveness of the process for awarding franchises and the management of franchise agreements, and whether more competition and vertical integration is needed. Findings include that the current system represents a policy muddle which lacks a coherent framework for the development of good services and delivery of value for money for passengers and taxpayers. The only way the Government can increase capacity and improve services for the long-term is to drop the dogmatic pursuit of competition in its decision-making as to what the private and public sectors can and should do in future. The Government's forthcoming long-term strategy for the railways will need to address these issues, and to set out a structure and a strategy capable of securing quality passenger rail services to meet demand over the next half a century.
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| Author | : Great Britain. Parliament. House of Commons. Committee of Public Accounts |
| Publisher | : The Stationery Office |
| Total Pages | : 21 |
| Release | : 2016 |
| Genre | : Business & Economics |
| ISBN | : 0215091353 |
The last time we discussed rail franchising was in 2012, in the wake of the collapsed competition for the InterCity West Coast franchise. We are encouraged that, since then, the Department for Transport has strengthened its capability to let franchises, but there are still gaps in its ability to then manage the contracts effectively. The Department's increased focus on the passenger experience is also welcome, but it is unclear when passengers themselves will actually see the benefits. Furthermore, the Department has not yet developed the partnerships with operators that are required to support innovation, improve efficiency and improve services for passengers. Successful rail franchising depends on strong interest from the market and effective competition but there are barriers to entry to the UK market and the possibility that current participants in the market may drop out. Any reduction to the current level of competition is a major risk to securing value for money for the taxpayer. Perhaps the biggest challenge facing the Department is to manage the complex interdependencies between passenger rail franchises, the infrastructure that train services run on and the introduction of new fleets of trains to the network. Uncertainty about infrastructure work has resulted in delays to franchise competitions and the Department will have to rely on potentially expensive changes to franchises during the life of contracts. The Department's role is to provide a strategic lead for the complex rail system but it has not yet shown that it has embraced this role. It needs to provide a coherent strategic vision and stronger leadership to ensure that the investment decisions it makes now do not result in increased costs in the long term.
