Core Programme Asset Management Stewardship and Efficiency

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Public transport is an industry with a long term planning horizon (much more so rail than bus); this is reflected in the 10 year delivery programmes of the RTS and BMTP. This long term view sits uneasily with short term funding / spending horizons; this requires ongoing close management attention.

The necessity for long term planning derives from the asset intensive nature of the public transport industry and the recognition that change and development in respect of networks and service delivery requires a period of time measured in years, given their complexity and interwoven nature (although ultimate implementation of change in bus networks may be achieved over a short term). Account must be taken of the time required to not only to maintain and renew physical assets such as track, signalling, associated railway infrastructure, but also bus and train fleets and delivery of continuous improvement.

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Asset Management  l  Life Cycle/Total Asset Management Approach  l  Project Management  l  Capital Projects  l  Fleet Renewal  l  VFM/Efficiency  l  Procurement Strategy  l  Records Management

The NITHC / Translink approach has the objective to combine a life cycle and renewal strategy for assets with the development of infrastructure and facilities which parallel service development plans for both the bus and rail divisions. This approach is consistent with that of the Strategic Investment Board for N.I. and seeks to mitigate the negative impacts of a “stop/start” approach to investment and asset management, which may result from short term funding decisions.

The main challenge is to move away from a largely reactive maintenance regime to one which proactively integrates maintenance and renewal planning. In support of this, the Infrastructure Division has developed a total asset management strategic approach to planning. The main elements of this approach in terms of railway infrastructure are:-

• Develop and maintain complete asset inventory for structures, including condition rating and maintenance works.
• Adopt a consistent objective condition rating system e.g. SCMI (structure condition marking index) to establish a baseline measurement.
• Develop life cycle costed maintenance plan predicting optimum timing and level of maintenance intervention.
• Develop a (10 years plus) Business Plan indicating long term cost commitments for infrastructure.
  Prioritise maintenance and capital works using risk based management processes.
• Integrate maintenance and capital works planning.
• Monitor performance for continual improvements leading to reappraisal of objectives.

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This lifecycle approach extends to a new project management methodology developed within the Infrastructure Division but rolled out to encompass all project management within Translink.

The objective of this project management methodology is to deliver capital programmes on time and on budget.  The approach combines a life cycle and renewal strategy for NITHC/Translink assets with the development of infrastructure and facilities in parallel with service development plans for the bus and rail divisions.

This approach seeks to avoid the negative effects of a “stop/start” approach to investment and asset management, which can result from short term funding decisions.

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Asset Management  l  Life Cycle/Total Asset Management Approach  l  Project Management  l  Capital Projects  l  Fleet Renewal  l  VFM/Efficiency  l  Procurement Strategy  l  Records Management

Consistent with the life cycle / asset management and project management approach an investment priority matrix has been developed to schedule the capex plan which is included in section 13. Park and Ride developments under way or imminent have been listed in section 9.7. Major rail related projects commencing 2007/08 include:-

• Ballymena – Londonderry partial relay (consistent with Railway Review Group funding).
• Knockmore – Lurgan track renewal/line speed recovery.
• Signalling upgrades to GSM-R (Bangor – Central – Newry initially).

In addition, there is the ongoing programme of maintenance of permanent way, signalling, bridges, embankments and sea defences, and the continued or upgrade programme for accommodation crossings to reduce usage risk; all scheduled and evaluated within the new asset management approach.

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Asset Management  l  Life Cycle/Total Asset Management Approach  l  Project Management  l  Capital Projects  l  Fleet Renewal  l  VFM/Efficiency  l  Procurement Strategy  l  Records Management

The RTS has targets in relation to fleet average age and maximum age. Progress against these is recorded in full in section 11. 

Significant progress has been delivered over recent years resulting in greater comfort and superior journey experience for passengers as well as enhanced access for those with disabilities, the elderly, etc.

Rail rolling stock has no fleet age target as such but fleet renewal plans as part of a strategic approach to asset management and business development underpin the New Trains 2010 project, section 8.2.

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Asset Management  l  Life Cycle/Total Asset Management Approach  l  Project Management  l  Capital Projects  l  Fleet Renewal  l  VFM/Efficiency  l  Procurement Strategy  l  Records Management

In addition to the asset management / project management approach, day to day management focuses on delivering value for money throughout all operations. 

For example, ongoing change programmes to modernise working practices have delivered improved flexibility across major groups of employees, including bus drivers and engineers. These are being extended to all employee groups.

“Efficiency” targets have been agreed with DRD and are incorporated in the KPI’s in section 11. As indicated, it has been agreed these may be delivered as greater proportional outputs per unit input as opposed to straightforward costs/activity reduction.

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Asset Management  l  Life Cycle/Total Asset Management Approach  l  Project Management  l  Capital Projects  l  Fleet Renewal  l  VFM/Efficiency  l  Procurement Strategy  l  Records Management

Translink is committed to operating a corporate Procurement System which is compliant with relevant corporate, industry, legislative standards and recognised best practice, against an accredited continuous improvement programme.

This will incorporate:

• Ensuring Value for Money on the procurement of goods and services
• Supplier and contract management
• Best procurement and commercial practices
• Protection of Translink interests
• Developing the required procurement skills
  • Recognising ethical, social, environmental and safety responsibilities
  • Being able to justify all procurement decisions
     

It is the Company’s commitment that

1. Adequate procurement resources are put in place and trained to deliver the Procurement Policy.  
2. The Procurement Policy is briefed to, understood by and implemented at all levels within the company.
3. Competitive procurement is achieved as widely as possible.
4. Accreditation as a Centre of Procurement Expertise is obtained.

There is liaison with other Public Sector Procurement organisations. 

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Asset Management  l  Life Cycle/Total Asset Management Approach  l  Project Management  l  Capital Projects  l  Fleet Renewal  l  VFM/Efficiency  l  Procurement Strategy  l  Records Management

During 2007/08 a project will commence to deliver a centralised records management system consistent with best practice public sector standards and requirements.

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