1. ScotRail Alliance Performance Improvement Alliance

2. ScotRail Performance Since April 2011

3. Background Performance
Performance overall has declined from Period 1/16 (April 2016)
Queen Street Tunnel Closure (EGIP Works)
Conductor Dispute (Extension of single manning agreement)
Timetable changes as a result of Queen Street re-opening.
Franchise required us to Produce Improvement Plan September 2016 (Period 6/16)
PPM MAA at this point was 89.6%.
Improvement Plan development completed, and improvement activity started October 2016 (Period 7/16)
In the last 8 periods, the MAA has increase by 0.8% to 90.4%.
on each of the last 7 periods, we have beaten the performance in the corresponding period the previous year.
Positive engagement plan maintained with Transport Scotland and the Office of Road and Rail throughout.
Formally moved out of Improvement Plan level at the end of Period 12/17 (March 2017)

4. ScotRail PPM by Period

5. Improvement Process – Monitoring Progress
All Alliance Approach Improvement Process
Weekly Review of Improvement Plans – Operations, Fleet, Infrastructure.
Separate review with each Director and their team to review progress against Action Plans, identify requirement for additional action plans, along with completed, due 7/28 days and out of date actions.
Performance Improvement Plan Score Card
To inform ScotRail Exec Directors and Alliance Managing Director of progress against planned progress of actions across the ScotRail Alliance, advice on overdue Actions and dates to recover against plan.
Performance Control Room – All Delivery Department Directors Attend
Review the previous week's performance. Review of Improvement actions, Identification of Further Improvement Actions required, Identification of joint Alliance Improvement Actions.
Performance Executive Review - All Delivery Department Directors Attend
High Level review of Performance, High level review of performance Risks, and mitigation in place. Review of performance and progress of improvements by Directorate.
Process audited by NS Audit, and deemed satisfactory, with positive comments on good practice highlighted on continuous improvement, commitment and ownership and stakeholder communication and engagement.

6. Performance Improvement Plan Tracker

7. Improvement Plans – Key Themes
Go – Look – See Exercise to identify/clarify what issues require to be addressed.
Discreet incremental changes to our timetable (North Electric and Argyle lines).
Revised maintenance and protection during peaks for High Impact Areas
Disciplined Operations
Performance Days.
Social Media Campaigns.
Depot Performance Plans
Granularity – with worst performing Drivers – Unexplained Delay/Driver Error.
Lineside Equipment Cases
Addition Rules of The Route Access to facilitate Infrastructure Enhancements
Pneumatic Point Replacement Glasgow Central
Enhancement to Remote Condition Monitoring.
Cable Replacement for example at Hilton Junction 30 km of cable renewed.
Implementation of signalling system relay testing across the network.
Fleet modifications – Coupler and CCTV Renewal on 334’s, Radiator Change on 158’s

8. Improvement Process – Conference Calls
Alliance approach to Service Recovery.
10:30 Conference Calls Each weekday – Director/Senior level attendance from across the alliance.
To review performance during the Morning Peak. Review the immediate recovery and improvement actions for any Infrastructure, Fleet and Operations issues during the Morning Peak. Critical review of Customer Information/Communications as a result of any perturbation of Service. Review the action being taken to recover an on time service, look forward to any risks presented as a result of weather or possessions. to review the high impact trains and short formed services ensuring adequate mitigation has been taken.
15:30 Conference Calls each weekday - Director/Senior level attendance from across the alliance.
To review performance prior to Evening Peak. Review the immediate recovery and improvement actions for any Infrastructure, Fleet and Operations issues which are ongoing. Critical review of Customer Information/Communications as a result of any perturbation or short formation of Services.

9. Request for Emergency Services to a Train
On becoming aware of an ill/injured passenger that may require
an ambulance, train crew
must call 999 directly.
Passenger to Ambulance as opposed to Ambulance to Passenger
As part of the 999 call, key questions about the patient will be asked, all relevant information should be provided to Ambulance Control.
Information for SAS control staff
Emergency Call Handler
Process through C3/ProQA using relevant Protocol asking all Case Entry and Key Questions and provide all possible and appropriate PDI/PAI’s. If prompted pass to CSD or NHS24 via normal process.
Duty Manager/Supervisor
Liaise with the ScotRail Control Duty Manager to agree the most suitable station for the responder to rendezvous.
Scot Rail contact number: , back up
ScotRail Control Duty Manager will liaise with the SAS Duty Manager/ Supervisor to agree on the most suitable station
for the responder to rendezvous
based on the
patients clinical need.
If clinically appropriate, it may be that an ambulance does not respond and the patient is referred to either NHS24 or SAS clinicians for further triage.