2023 Report details for project: Rail Transformation Programme
| Project name | Rail Transformation Programme - there are 2 reports for this project: 2022, 2023 |
|---|---|
| Google search | Google search on project name (opens in new window)  |
| Contracts | Contracts search (opens in new window) - under development |
| Organisation | DFT (D9) - see all reports for this organisation |
| Report year | 2023 (data is from September 2022) |
| Category | Transformation - see all reports for this category |
| Description: | In 2018, a deep-dive review into Britains railways was commissioned. The review found that the existing system is fragmented, complicated, and lacks a guiding focus on customers, coherent leadership, and strategic direction. In May 2021, the Government published the findings in the Plan for Rail White Paper and the Rail Transformation Programme was established. The Rail Transformation Programme will deliver a simpler and better railway for the people of Britain. Great British Railways (GBR) will be created, to bring track, train, and whole system finance under a single guiding mind' and tackle the fundamental inefficiency caused by the fragmentation of the railway system. It will re-energise the private sector to focus on reliability, performance, and efficiency, and create an environment for the private sector to play a bigger and better role in delivering innovation and efficiency. Fares, ticketing, and retail experience for the passenger will be modernised, and workforce reform will tackle outdated working practices. |
| DCA (RAG) | Amber |
| DCA text: | Compared to financial year 21/22-Q4, the IPA's DCA rating at 22/23-Q4 remained at Amber. This is primarily due to the following factors.The programme recently underwent a Gate 0 review, as a Strategic Assessment, which took a look at the programme context holistically with a focus on time, cost, quality and benefits factors. We are given an amber rating, recognising the progress made since our last return. We are re-setting the programme delivery strategy, and re-baselining following the current financial planning round. We are developing a more forward-leaning comms and engagement strategy to build a sense of shared ownership for the reforms. There is continuing strong support and vocal calls for reform across the rail sector and industry. |
| Start date | 2021-05-20 |
| End date | 2025-01-04 |
| Schedule text | Compared to financial year 21/22-Q4, the project's end-date at 22/23-Q4 remained schedule to finish on 2025-01-04. This is primarily due to the following factors.Compared to financial year 21/22-Q4, the project's end-date at 22/23-Q4 remained schedule to finish on 2025-01-04. This is primarily due to the following factors. The creation of Great British Railways (GBR) requires legislation and the schedule for GBR will be heavily dependent on this legislation. Ahead of legislation, to deliver early benefits the programme is simplifying and rolling out single leg pricing across the LNER network, trialling demand-based pricing to ensure passenger demand is more evenly spread between services and extending pay-as-you-go ticketing, as well as developing the Long Term Strategy for Rail, simplifying industry practices and exploring new opportunities for the private sector. |
| Baseline | £0.00m |
| Forecast | £0.00m |
| Variance | None% |
| Variance text: | The challenging SR21 outcome for DfT rail set a difficult context for reform delivery, including increased risk of future service cuts and liklihood industrial action because of a tight cost-envelope for passenger services and ambitious workforce reforms. Removal of contingency across workforce reform in the SR due to savings/efficiencies commitments remains ambitious. RTP had a successful SR outcome with agreed funding for 80% of original bid, enabling us to progress the programme, although the settlement does reduce contingency and some discretionary elements of reforms so requires rescoping. We expect further clarity once the financial re-baselining exercise for the programme has been agreed. |
| Whole Life Cost | £1,961.00m |
| WLCost text: | Compared to financial year 21/22-Q4, the project's departmental-agree Whole Life Cost at 22/23-Q4 remained at 1961m. This is primarily due to the following factors.Compared to financial year 21/22-Q4, the project's departmental-agree Whole Life Cost at 22/23-Q4 remained at 1961m. This is primarily due to the following factors. The challenging SR21 outcome for DfT rail set a difficult context for reform delivery, including increased risk of future service cuts and likelihood industrial action because of a tight cost-envelope for passenger services and ambitious workforce reforms. Removal of contingency across workforce reform in the SR due to savings/efficiencies commitments remains ambitious. RTP had a successful SR outcome with agreed funding for 80% of original bid, enabling us to progress the programme, although the settlement does reduce contingency and some discretionary elements of reforms so requires rescoping. We expect further clarity once the financial re-baselining exercise for the programme has been agreed. |
| Notes1: | |
| Notes2: | |
| Sourcefile | IPA_2023.csv |
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Acknowledgement: GMPP data has been re-used under the Open Government Licence.