Recommendation 17

We asked the Department what we can expect to see within the next six months that will make a difference and improve the passenger experience. The Department provided examples such as the Great British Rail sales, roll out and trialling of more pay-as-you- go technology for customers in various parts of the country, and accessibility audits of stations. But we pointed out that it is the basic things like reliability and punctuality that matter much more to passengers than the projects the Department described.37 Rail Partners highlighted published data which shows that Network Rail, as infrastructure manager, is often responsible for delays and disruption to train services rather than the train operating companies. They said it is important to diagnose the causes of the challenges on the railway correctly if the right solutions are to be prescribed.38 We pushed the Department to tell us how it is focusing on performance and making sure that trains 31 C&AG’s Report, para 13 32 Qq 24, 26 33 Q 75 34 Qq 76–77 35 C&AG’s Report, para 10 36 Q 41–43 37 Qq 48–49 38 RTP0003 Rail reform: The rail transformation programme 13 run to time. It told us about working with Network Rail and the operators to really focus on those operators where performance has been particularly challenging. Network Rail told us about the problems caused by poor drainage and how it is increasing its investment in additional drainage and track teams and replacing assets earlier.39 Clarifying key aspects of reform