Introduction
Leading a team of operations, customer and change experts to deliver the next control period Operating Strategy for the HS1 network. This includes developing performance capability, control centre relocation and optimisation and validating the business case for changes to operations on behalf of the Operations Director.
JFRail Consulting lead a team of experts and the local stakeholders from inception, through to development and has commenced delivery of the first elements of the Operating Strategy for Network Rail High Speed (NRHS).
The Strategy Development is broken into three phases, JFRail Consulting has led on all three phases:
- Phase 1 – Inception and As Is Landscape Assessments.
- Phase 2 – Emerging Strategy, Accelerate Capability delivery, Overall Business Case and Final Draft Strategy Framework.
- Phase 3 – Implementation Support.
During Phase 1, JFRail Consulting developed an overall plan for the delivery of the Operating Strategy into business as usual spanning almost 12 months, a supporting engagement plan which ensured that the relevant parts of the NRHS organisation and its key stakeholders and put in place and agreed governance which captured all organisations within the NRHS system including NRHS, HS1, Southeastern, Eurostar, UK Power Networks and Eurotunnel.
Undertook a strategic analysis in partnership with our stakeholders of the existing as is landscape and produced a SWOT analysis and developed a set of problem statements.
Accelerated Capability was identified and three dedicated workstreams setup to develop at pace Planning, Resourcing and Performance Modelling Capabilities by Summer 2023.
Emerging Strategy document has received exceptional feedback from the client around its balance and ambition.
Key Areas the Operating Strategy will target:
People and Competence
- A new competency management system and set of competency processes, alongside developing a new training facility for Operations and Maintenance.
- Introducing a new organisational structure and set of multifunctional capabilities for Operations at Ashford Signalling Centre to improve command, control and response.
Safety
- Ground breaking research partnerships with RSSB to explore and implement innovative processes such as protection on signals and trespass zoning.
- Feasibility studies looking at alternative ways to operate the overhead line power supply via interfacing partners or third parties to reduce cost and improve resilience.
- Engineering Access Optimisation – modelling major renewals works on the network and utilising the unique nature of the HS1 network to optimise and protect the timetable around the works and agreeing the principles of operation with the Operators.
Customer
- Consolidation of Station Controls for all three international stations to improve customer information outputs, efficiency and automate processes using state of the art technology.
- Continuous Improvement Culture and Benchmarking – developing closer ties with European partners to share good practice on stations from asset management to customer experience.
Performance
- Develop and deliver industry best practice around train service recovery and incident management with European Operators.
- Conducted an RM3P assessment of performance, targeted capability uplift and introduced Performance Improvement Management System to the Route.
Planning and Productivity
- Develop a Strategic Planning part of the organisation, that targets developing the timetable to unlock journey time improvements and a Resourcing Function that optimises Operations and Stations Resources using ground breaking diagramming technology.
- Engineering Access Optimisation – modelling major renewals works on the network and utilising the unique nature of the HS1 network to optimise and protect the timetable around the works and agreeing the principles of operation with the Operators.
