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Final version 7.1 November 27th 2012
THE HEART OF WALES LINE FORUM
“COMMUNITY MANAGEMENT” STUDY
A pre feasibility report to define terms of reference
for the proposed
Heart of Wales Line Service Improvement Project
NOVEMBER 2012
This report was adopted by the Forum at its meeting on Nov 16th 2012
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LIST OF CONTENTS
1.
Acknowledgements and Dedication
2.
Executive Summary
3.
Description of this study
4.
Introduction & Project Objectives
5.
An outline of the principal cost elements of running a line such as the Heart of Wales Line
6.
Findings
6.1
Findings from meetings with External Specialists
6.2
Findings from Stakeholder Consultations
6.3
Lessons from mainland Europe and elsewhere
7.
Discussion of Findings
8.
Taking the project forward
9.
Outline terms of reference for the Stage 2 Feasibility Study, including proposal for a low cost
pilot study
10.
Appendices
10.1 Terms of reference of GLASU Project Contract
10.2 Heart of Wales Line Travellers Association (HoWLTA ) Strategic Plan
10.3 Initial Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis
10.4 Stakeholder map
10.5 Questionnaire: format
10.6 Questionnaire: details of response
10.7 Traffic flows identified
10.8 Project steering group membership
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1.
ACKNOWLEDGEMENTS
The Heart of Wales Line Forum would like to thank one of its constituent members - the Heart of
Wales Line Travellers Association (HoWLTA) for initiating this project.
Thanks are also due in particular to:
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Professor Andrew McNaughton, whose ideas about adopting a ‘clean sheet’
approach to the running of railways like the Heart of Wales line first led us to initiate
the project. He continues to provide help and support;
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GLASU: the Powys based rural regeneration initiative who have provided financial
support for this pre feasibility study;
-
Anna Walker, Chairman of the Office of Rail Regulation (ORR), who provided insight
into the feasibility of our original idea;
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The Project Steering Group and our consultees, whose views are reflected in this
report;
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Prof Paul Salveson, for permission to include extracts from his work on European
regional railways;
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Owen Clarke (University of Glamorgan) and Jan Lucocq, who have, respectively,
analysed and provided administrative support for the stakeholder questionnaire
survey.
David Edwards Heart of Wales Line Forum Development Officer & Project Manager
DEDICATION
Our report is gratefully dedicated to the memory of the late Tom Clift, one of our steering
group colleagues, without whose wide-ranging experience, contacts and support we
would not have reached this stage of the work.
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2.
EXECUTIVE SUMMARY
2.1
This report is a pre feasibility study. It does not pretend to be an exhaustive piece of work :
the time and resources available to us did not allow it to be. But it is important, and
potentially of great significance to Powys, Carmarthenshire and the other rural areas served
by the line. The original terms of reference of our contract with GLASU are set out as
Appendix 10.1.
2.2
It is called a pre feasibility study because it is intended to define terms of reference for
further, more detailed, work. It examines how it might be possible to use the existing level of
resources to achieve an improved – more useful - service on the rail route between
Shrewsbury and Swansea via Llandrindod Wells.
2.3
It does this by exploring ways in which other, similar, routes in the UK are managed and run,
some with the close involvement of local communities. There are also references to lessons
that can be learned from mainland Europe. In addition it summarises a survey into what
some of its actual and potential users require of it.
2.4
The study has deliberately been produced now (November 2012) because current
circumstances make its content extremely topical and relevant. Welsh Government has just
embarked on the process of determining the nature of the Rail Cymru* franchise
specification for the contracts that will run from 2018. They are keen to explore innovative
and cost effective ways of providing rail transport. This study is intended to be an important
part of that process and may lead to the Heart of Wales Line being used as a model to prove
the recommendations in practice.
2.5
Having set out the current context in which plans for rail in Wales are being developed, the
study proposes draft terms of reference for a further and more detailed investigation
(‘Stage 2’). If implemented, Stage 2 could result in:
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2.6
the early adoption of an experimental change in operating practices and
timetable, and
the development of a new model for the operation of the line, and possibly other
rural routes in Wales, when the new rail franchise comes into operation in 2018.
The Heart of Wales Line Forum intends to use the report to seek funding and support for the
Stage 2 investigation, leading to further discussions with key stakeholders including Welsh
Government, Network Rail, Arriva Trains Wales and others.
* the term ‘Rail Cymru’ is used here and elsewhere in the report as shorthand to denote the agreement that will result
from the process of refranchising the Wales and Borders rail service, to be implemented in 2018
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3.
DESCRIPTION OF THIS STUDY
In March 2012 representatives of the Heart of Wales Line Travellers Association (HoWLTA) met Prof
Andrew McNaughton to discuss the feasibility of securing a better service on the route, which he
knows well from his previous work with Network Rail (NR).
He approved the concept, and suggested that the best way forward was by starting from scratch
rather than seeking numerous small modifications to the existing service – the ‘blank sheet’
approach.
Those present at that meeting form the basis of the Project Steering Group which has met
subsequently to guide and comment on the project to date.
Subsequent work has included:
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Securing funding from GLASU to undertake the project work for this pre feasibility report
that can be used to form the terms of reference for a full feasibility study;
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A fact finding discussion with Anna Walker and Paul Hadley of the Office of Rail Regulation,
who confirmed that this is a good time to be examining alternatives to the status quo, and
that if it were possible to set up some form of pilot model the results would be informative
and useful - both in Wales and elsewhere in the UK;
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Preliminary discussions with Welsh Government Rail Unit officials, who expressed a
cautiously supportive interest in the study;
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A scene-setting meeting with Mark Langman, Wales Route Managing Director for Network
Rail, who noted our aspirations but thought that the NR approach to infrastructure was
already cost effective - and becoming more so;
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A meeting with Tim Bell, Managing Director, Arriva Trains Wales (ATW), who understood our
aspirations but also expressed concern about the commercial impact of changes on his
organisation. ATW would need to evaluate the true cost – to them - of not operating the
Heart of Wales line on the current basis before accepting any significant change in operating
procedure and systems;
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A series of meetings and telephone interviews with rail specialists from different parts of
the UK to scope out what changes in service, infrastructure, operation and management
might be worth exploring in more depth (see section 6.1 below);
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The design (with University of Glamorgan assistance) and use of a stakeholder
questionnaire to seek the views of users of the line and others. The University has also
assisted with the analysis of the questionnaire results.
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4.
INTRODUCTION & PROJECT OBJECTIVES
4.1
Introduction
This pre feasibility study describes the work done to research, and then define, proposed terms of
reference for a ‘Stage 2’ study into ways in which the Heart of Wales Line service can be improved in
a cost effective manner .
In these times of austerity it is important to be mindful of the background and context of this work:
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The current timetable is resource – led, not market defined. It was structured by British Rail
(BR) in the late 1980s to minimise costs at a time of rail closures and reducing passenger
numbers UK wide, and then, apparently uncritically, carried over into the current franchise
specification;
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This has produced a sparse, barely usable service and, because it calls for all trains to run
end to end, many of the journey opportunities it offers are not based on passenger
requirements, and thus produce poor loadings (eg the first half of the journeys of the daily
departures from Swansea at 04.36 and from Shrewsbury at 05.19 and the second half of the
final trips of the day do little to meet passenger needs);
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The reason for this timetable is that it was devised to minimise cost and optimise
operational convenience in the context of the overall franchise operation. It does little to
provide what passengers actually want;
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Numerous attempts have been made to secure an improved service, culminating in a Weltag
cost benefit analysis in 2010 carried out by Jacobs Consultancy. This produced positive
Benefit Cost Ratios - but not as positive as those of other proposed service enhancements in
more highly populated or more politically sensitive areas of Wales, which were implemented
in preference;
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The current economic climate is uncertain, and likely to remain so. In common with most
other rail services in Wales, the Heart of Wales route requires a subsidy, and it will be hard
to justify increased spending in the foreseeable future unless significant benefits can be
demonstrated.
However….
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There has always been scope for devising innovative ways of running less well trafficked
railways. From the Light Railways Act of 1896, through the Col Stephens lines in the 1920’s,
to the Strategic Rail Authority’s attempt to implement selective derogation of Group
Standards, ways have been sought – often successfully - to reduce costs whilst maintaining
an appropriate level of safety and quality.
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Recently, the McNulty report has issued a challenge to the UK rail industry, indicating that its
costs are higher than for comparable operations in Europe and elsewhere. The Department
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for Transport is actively examining the potential benefits of implementing a more
decentralised approach to rail management.
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Most recently (October 2012), Network Rail announced the start of the consultation process
for its own Alternative Route Utilisation Strategy (RUS), embracing alternative ways of
delivering rail transport, with particular reference to tram trains and Community Rail.
Clearly, the time is ripe for a piece of work such as this report and its subsequent Stage 2, and in
Wales this is particularly true as our findings can be used to help inform the nature and content of
the Wales and Borders rail franchise, to operate from April 2018.
If a way can be found to extract greater benefits for the current level of expenditure, it will be a
success for all concerned.
4.2
Project objectives
Overall, we seek to bring about better use of the fixed assets of this potentially significant but
currently under used public transport ‘spine’ connecting south west Wales to the Midlands and
north west of England through the many communities of mid Wales on the way. Once an important
transport artery, poor use is now made of the major infrastructure embodied in the line.
The Heart of Wales Line Travellers Association (HoWLTA) set out its own aspirations in the form of a
Strategic Plan (in 2011); this is included as Appendix 10.2. In summary, HoWLTA and the Forum
seek:

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
A more useful timetable – one that stimulates the local economy by actually meeting
passenger needs – both local residents and visiting tourists
Better station and interchange facilities
Rolling stock that is more suitable for a lengthy, often touristic rural journey
Shorter journey times
Better train service information
Improved inter-modal integration in an area where public transport resources are scarce
Closer linkages with the communities and businesses served
Optimal value for money for Funders/Stakeholders
A better customer experience throughout the journey
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5.
AN OUTLINE OF THE PRINCIPAL COST ELEMENTS OF RUNNING A
RAILWAY SUCH AS THE HEART OF WALES LINE
To understand the significance of our findings and recommendations for further study, it is
necessary to understand how a line such as ours is operated and funded, and thus the implications
of any proposed change.
There are three main cost elements in running a railway:
5.1
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Management and staff
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Rolling stock provision, maintenance and operation

Infrastructure provision and maintenance (track, signalling, stations etc)
Management and Staff
Just as roads are publicly funded, virtually all rail services in Wales and all public transport services in
mid Wales require subsidy. The principal train operator, Arriva Trains Wales (ATW), runs services
defined by its 15 year franchise agreement, which will end in 2018. For this, it receives a fee from
Welsh Government (WG) that reduces year by year on an agreed basis. Any significant changes in
the service to be provided are costed individually and a supplementary agreement is reached with
WG, who are charged accordingly.
Any change in the way that the Heart of Wales line is run or managed would impact on Arriva’s
contract and would need an appropriately revised agreement and some form of financial settlement.
On-train and station staff are employed by Arriva. Train crews operating the Heart of Wales line also
work on other ATW routes: their pay and conditions of work are nationally determined and are
higher than the average wage in the rural communities served by the line.
The management of the HoW train service is currently overseen by the directors and staff at ATW’s
Cardiff HQ, supplemented by local managers based at Swansea, Bridgend, Carmarthen and
Shrewsbury. NR have an office at the station at Llandrindod. Train breakdowns and other
emergency issues are dealt with from bases away from the line.
5.2
Rolling stock
In common with most Train Operating Companies, Arriva does not own its fleet of trains. It leases
them from Rolling Stock Operating Companies (ROSCOs). This is expensive: to lease and maintain
one of the Class 153 single cars that form the mainstay of the current Heart of Wales service costs an
estimated £250,000 per year. Fuel costs are of increasing concern and have escalated greatly over
the last year.
Additional rolling stock is currently not readily available, although the forthcoming electrification
from London to Swansea and the Valley Lines will release a number of units, including Class 142 and
143 two car ‘Pacers’ and some 2 car Class 150 units. It is thought possible that the ‘Pacers’ will go for
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scrap and that the ‘150’s’ will be available for continued lease and at a continuing high cost.
Although ‘Pacers’ are totally unsuited to long distance travel, they could conceivably find a role on a
community line in providing fill – in stopping services as part of a revised timetable.
Additionally, there are a number of ‘Open Access’ independent operators with access to their own
locos and coaches, not subject to high ROSCO costs. There are also a few ‘heritage’ diesel units
available from various sources (Arriva runs one such on the Cardiff Bay line, as do Chiltern Railways
at Aylesbury). Even if made available, we understand that for safety reasons their use on our route
would be restricted to the unique HoWL section between Craven Arms and Pantyffynnon.
As part of this study contact has been made with organisations that can offer alternative rolling
stock (or are in the process of making it available). More work can be done on this option in Stage 2
as appropriate.
5.3
Infrastructure
All of the HoWL infrastructure (track, tunnels, viaducts, signalling, stations etc) is owned by Network
Rail, who maintain it to nationally agreed standards. Train Operating Companies pay Track Access
Charges to NR for use of their routes.
Heart of Wales Line services currently all run between Swansea and Shrewsbury, approx 120 miles.
90 of these route miles (Craven Arms – Pantyffynnon) are exclusively used by Heart of Wales
services. The track is single, with five passing loops, all of which have recently been renewed, with
new signalling, by NR. At each end of the overall route our trains share the track with mainline
services (Llanelli – Swansea and Craven Arms – Shrewsbury).
When closure of the line was sought and refused some 40 years ago, a Light Railway Order (LRO) was
applied to it in 1972, with subsequent amendments. This imposed certain conditions such as a
maximum speed, a limit on the number of trains per day to be run, and the requirement that a level
crossing keeper be employed at Pantyffynnon. Although LROs no longer exist as such, the line is
thought to be still subject to these conditions.
The now defunct Strategic Rail Authority (SRA) attempted to establish a set of differential standards
appropriate to routes with sparse services such as the 90 mile ‘core’ of ours. In principle this would
have offered cost savings and more appropriate operating practices. A few such ‘Designated’ lines
were established in England, although revised costs for the differential standards were never
properly established. Developments on these routes form part of the NR Alternative RUS [spell out]
referred to elsewhere.
‘Designation’ was not adopted in Wales and, before the SRA could fully implement the concept, it
was, itself, abolished.
As things stand, it is held by some that worthwhile savings can be made by removing the
responsibility for certain aspects of infrastructure maintenance management from NR and having it
carried out by the Train Operating Company itself (so called ‘vertical integration’) or (for example) by
Local Authority contractors.
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Some of the organisations interviewed for this study operate in a full or partial ‘vertically integrated’
way but all have retained some form of working relationship with NR. Moreover, NR has indicated
that it is increasingly adopting a route – appropriate maintenance regime and has stated that its
costs are not excessive.
For the purposes of this Stage 1 study, the matter is to some extent academic for two reasons:
(i)
NR is unable to allocate costs on a route by route basis and so – for example - it cannot
quantify the infrastructure cost of maintaining the Heart of Wales Line. No doubt some
form of estimate could be arrived at (allocating a notional amount for HQ staff, research
etc on top of day to day costs of culvert cleaning and bridge maintenance etc.) but…..
(ii)
….as things stand, any savings made in terms of more cost effective management would
not pass back to Welsh Government (or to a local rail operating company if this were to
exist). The money reverts to HM Treasury and is of no direct benefit to Welsh
Government.
This situation would need to be changed in order to generate sustainable funding for enhanced
services on the HoWL.
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6.
FINDINGS
At the start of our work, a SWOT Analysis was undertaken by the Project Steering Group, to analyse
possible factors that might result in better use of the line. The results of that analysis are shown in
Appendix 10.3 ; membership of the Project Steering Group is shown in Appendix 10.8 .
Based on the issues raised in the SWOT Analysis there has been a preliminary consultation process
with various parts of the rail industry - including funders and stakeholders - to gain a better
understanding of whether there are applicable lessons to be learned from other parts of the UK.
We have also obtained useful information about relevant experience in mainland Europe and
elsewhere.
This section of the report summarises what our investigations have revealed, under three headings
6.1

Findings from meetings with External Specialists

Findings from Stakeholder Consultation

Lessons from mainland Europe and elsewhere
Summary findings from meetings with External Specialists
The main points of interest from this process are as follows:
(a)
In Devon and Cornwall, there is a thriving and well resourced Community Rail Partnership
(CRP), based at the University of Plymouth, enabling the exploitation and development of
the ten branch lines in the area together with local services on the main line. They have had
success in running additional services, introducing innovative fares offers (including locally
sold ticket carnets), and have raised passenger numbers significantly.
Importantly, this CRP has been greatly assisted by a supportive management structure and a
willingness within the Train Operating Company (TOC) - First Great Western (FGW) - to
dedicate a Senior Manager, based in the South West, who has the development of these
routes as a personal priority.
There does not appear to be any appetite to change the status quo on structure, other than
potentially looking at these lines as a "Virtual Mini-Franchise" to get a better understanding
of their finances and also to have formal local control over specification of services (much
like a Passenger Transport Executive (PTE) – of which more, later).
Comment: There is no senior TOC or NR manager with specific responsibility just for the
Heart of Wales line.
(b)
Within Devon, the Dartmoor Railway (DR) is a line of approximately 15 miles length
branching off the Exeter to Barnstaple line and serving Meldon Quarry (west of
Okehampton). It is leased from an aggregates company who purchased the line and quarry
(which used to provide large quantities of railway ballast) from British Rail.
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The Dartmoor Railway is part of a larger group which includes the Weardale Railway (Bishop
Auckland to Stanhope) and an 'Open Access' freight operator: Devon and Cornwall Railways.
The Dartmoor Railway runs tourist trains to/from Okehampton while Devon County Council
funds First Great Western to operate a summer Sunday tourist service from Exeter to
Okehampton over the Dartmoor Railway's route.
The DR is 'vertically integrated', the company having responsibility for both train operation
and engineering infrastructure. Whilst undertaking track and lineside maintenance with their
own staff, major renewal work is done by contractors. The fact that the route is vertically
integrated does provide opportunities for some workforce flexibility (i.e. track maintenance
staff competent to drive trains), plus the use of local contractors (including farmers) for
building works, vegetation control and fencing. However the financial balance between the
costs of infrastructure and train operation and generated income is a challenging one.
Comments (1) Since the meeting on which this report was based, DR has been put up for
sale.
(2) To date, NR has not wanted to allow anyone other than NR staff or NR contractors to
carry out any work on or near the Heart of Wales Line. However, it may be that a community
based tree clearing initiative can be set up to improve visibility for passengers: this is
currently ‘work in progress’.
(c)
A railway with some similarities to the Dartmoor Railway is the Wensleydale Railway (WR)
in North Yorkshire. In 2002 they took out a 99 year lease from NR on 22 miles of route
between Northallerton and Redmire. The WR is vertically integrated but there is a split of
responsibilities between them (as Lessee) and Network Rail (as Lessor) for elements of
infrastructure maintenance and renewals. Broadly, day to day track, lineside and buildings
work is the responsibility of WR, and bridges/major structures are the responsibility of NR.
WR has a small number of employees but relies primarily on volunteers. As with the
Dartmoor Railway, it has successfully developed the use of station buildings (for example
part of Bedale Station has opened as a community bakery). Fuel prices and insurance costs
are a major challenge given the small size of the operation, as has been the difficulty in
recruiting high calibre management staff.
Comment: (1) Volunteers are not able to carry out work on the Heart of Wales line, apart
from at stations via the ATW Station Adopter scheme, or at other locations via the NR
Community Licence scheme.
(2) The demolition or sale of most of the railway buildings on the HoWL in the 1980s means
that initiatives such as the community bakery would be of limited application, or need to
depend on ‘new build’ .
(d)
The 8 mile line between Ryde and Shanklin on the Isle of Wight was one of the smallest
franchises of the privatised railway between 1995 and 2007. Since then it has been part of
the very large South West Trains (SWT) franchise operated by Stagecoach. It is vertically
integrated via a (1994 dated) 25 year lease between Network Rail and the Franchisee.
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The infrastructure maintenance and renewals plan is based on a 1995 document (including
costings.) It has proved fairly stable financially other than for exceptional ‘one off’ renewal
items.
As with WR, there is a demarcation over infrastructure responsibilities. In this case the
Franchisee is responsible for the track (down to a level of 450mm below track) with Network
Rail responsible for bridges, major structures and the track formation below 450mm. SWT
have recently brought track maintenance in-house (with an establishment of 5 people) and
the same is true for most elements of signalling and telecoms infrastructure maintenance (3
people).
There has been no progress over the years in obtaining locally appropriate derogations from
NR standards in order to reduce infrastructure maintenance costs. Specialist activities such
as track tamping, rail ultrasonics, and other professional advice are bought in. Station
maintenance is done by local contractors, or companies on NR’s list of Approved Suppliers,
as appropriate. However, being 'cut off' from the rest of the mainland rail network has
clearly influenced the way in which the management of the operation has evolved.
Whilst there are three SWT Managers based on the Isle of Wight (Area Manager, Operations
Manager and Depot Manager) these report to functional colleagues within SWT (i.e. Head of
Stations; Driver Depot Manager Fratton; and Head of Fleet Production ‘Country’
respectively).
There is no single post with overall control of activities on the Isle of Wight (other than the
SWT Managing Director). At Ryde St Johns Road there are train crew and train maintenance
depots as well as the only signalbox on the line. This has the logistical benefit of the three
major activities all being within a stone’s throw of each other. There is also an element of
staff flexibility in that two guards are competent to act as drivers, while one guard and one
signaller also work in station ticket offices.
There are 6 trainsets. All are 1938 vintage former London Underground stock (due to the
low tunnel clearances on the line). Despite their age, their simplicity makes them fairly
reliable. The train service can be run by only two trains (three if strengthening is required).
The high number of spare trains (3 out of 6) is not a significant financial burden as the
vehicles have been owned since 2007 by the Franchisee (and thus not leased from a ROSCO).
As with infrastructure, work associated with major components and modifications is bought
in from Industry Contractors (as with other TOCs). The age of the trains can make
maintenance spend very uneven, unexpected and unpredictable.
Drivers on the Isle of Wight are paid approximately £5k per annum less in salary compared
to mainland SWT colleagues.
There is a Community Rail Partnership (CRP) on the island which includes SWT, the local
Authority, Southern Vectis buses, Wightlink Ferries and the Isle of Wight Steam Railway in its
wide-ranging membership. The CRP undertakes most of the marketing of the Isle of Wight
line. SWT have a small marketing budget for the line. Historically, there have been a large
number of joint ticketing initiatives (some of which are outside industry standard ATOC
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procedures, as no other TOC operates on the route). All 'back office' activity for the
operation - except customer enquiries - is undertaken by SWT.
Comment: (1) This study shows the importance of having low cost rolling stock available. It
could be argued that a small fleet of otherwise obsolete ‘Pacers’ or ‘heritage’ DMUs could be
seen as comparable to the IoW Underground stock if used for local services in an enhanced
timetable.
(2) The IoW also demonstrates an interesting approach to the local management of
infrastructure, separating the track formation from the 450mm above it.
(3) The NR – SWT model of jointly managing infrastructure and train operation on the
mainland is also worth further examination. It could provide a model for vertically
integrating the operation of the HoWL under one management team through a company
with various shareholders such as NR, the Wales & Borders TOC, WG or local transport
consortia, and local representatives. Local marketing initiatives are also possible and could
be emulated on our route given an adequate budget.
(e)
Local Train services on the Tyne and Wear Metro in the North East of England are specified
by Nexus Tyne and Wear which is also known as the Tyne and Wear Passenger Transport
Executive (PTE) . This body specifies services and administers funds for local rail, bus and
ferry services on behalf of the Tyne and Wear Integrated Transport Authority (TWITA).
TWITA is made up of elected councillors from all districts within Tyne and Wear, plus
specialist support staff.
There are similar organisational structures in West Yorkshire, South Yorkshire, Strathclyde,
Greater Manchester, Merseyside and the West Midlands. They were set up as part of the
2008 Local Government Act although broadly similar structures have existed since the 1968
Transport Act.
Most PTEs do not operate or control their own rail services (which are part of larger
franchises i.e. Scotrail, Northern Rail and London Midland). However Nexus specify, fund and
oversee the Tyne and Wear Metro "concession" which is a self contained network currently
run by Arriva Trains/Deutsche Bahn. Likewise Merseyside have significant influence in the
specification of the Merseyrail franchise.
PTEs fund both the operational and much of the capital expenditure of the network they
specify. Nexus owns and maintains the Tyne and Wear Metro infrastructure except that
which forms part of NR's ownership. It also owns the fleet of trains.
Funding for PTEs/ITAs comes from a levy negotiated with the Local Authorities that make up
the ITA. As part of the wider ‘Decentralisation Debate’, PTEs (led by Transport for Greater
Manchester) are currently looking at greater local determination for rail services in their
area: in effect, replicating the Nexus: Tyne and Wear Metro relationship for franchised local
rail services on main lines. This ongoing project could produce a useful template for Local
Authorities wishing to specify and fund their local rail network. The DfT has undertaken a
consultation process on potential local governance for local rail services as this is key to
mapping out how the Northern Rail and Trans-Pennine franchises will look in the future.
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Comment: This shows how an overarching Transport Authority can work to define and meet
local transport needs. It might well be that some form of ‘Rural ITA ’ would be a worthwhile
stakeholder of the new Wales & Borders franchise after 2018.
(f)
As part of the ‘Devolution Debate,’ Cumbria County Council are looking at how potential
changes in rail franchising structure could benefit the Cumbrian Coast Line, which runs 86
miles from Carlisle to Barrow-in-Furness. There is already a close working relationship
between Northern Rail (the franchisee), NR and the County Council, which was strengthened
due to major flooding in the area which resulted in a temporary station (with extra train
services) being introduced at very short notice in the Workington area. The line is also used
by nuclear flask traffic to/from Sellafield, operated by locally based Direct Rail Services
(DRS).
DRS operated the additional train services using their own loco hauled stock. As part of a
desire to improve the timetable, a further pilot project has been undertaken to introduce
loco hauled extra services along the line, partly for workers at the Sellafield plant. This has
been achieved via a partnership agreement between the franchisee, Northern Rail and DRS.
Cumbria County Council also supports the idea of transferring responsibility from the DfT to
Local Government in regard to the County’s routes as long as the appropriate structures and
funding are put in place and the routes are not ‘lumped in’ with the urban areas of
Merseyside and Greater Manchester – ie that a degree of local control is retained.
A ‘Corporate Plan’ is being developed for the Cumbrian Coast Line which may lead to a
proposal for a locally based franchise. This is timely as the Northern Rail (and Trans-Pennine)
franchises end in 2014. There is no desire to make such a local operation vertically
integrated but there is very close cooperation with NR. The route has many significant
engineering liabilities including viaducts and coastal defences.
Comment: We understand that this initiative is very much ‘work in progress’. If successful, it
would enable an Open Access operator to provide useful extra capacity and such an
approach could be worth exploring for the Heart of Wales Line.
(g)
In the Scottish Highlands and Islands is HITRANS, one of Scotland’s seven Regional Transport
Partnerships (akin to the intended Regional Transport Consortia in Wales when fully
functioning). The Partnerships are key to planning and delivering regional transport so that it
better serves community needs. HITRANS is partly funded by its member Councils. It is able
to fund capital improvements and provide grants to cover the operating subsidies required
by additional services. It covers air, ferry, road and rail modes.
The primary responsibility for funding rests with Transport Scotland (the Scottish
Government’s Transport Agency).
HITRANS’ Regional Transport Strategy has aims and objectives similar to those of the Welsh
Government. The rail routes covered by HITRANS are all part of the Scotrail franchise
(operated, at least until the 2014 re-franchising, by First Group). Like the Heart of Wales
route, the lines pass through sparsely populated areas and are socially/economically
16
necessary for the communities they serve. They enable outward movement to larger
centres of population and encourage inward travel for tourism.
Relationships between HITRANS, other Stakeholders and the senior level of both First
Scotrail and Network Rail are very good. HITRANS has managed to procure additional
commuter services into Inverness; new stations (using very short platforms); refurbishment
of trains to better serve the tourist market; extra Sunday services and an extra diesel unit
allocated to the area. Most of the funding for this has come from Transport Scotland though
smaller amounts of money and all the relevant business cases have been sourced by
HITRANS.
As part of the 2014 re-franchising consultation, there are on-going discussions about
formally specifying the rail services by authorities at a lower organisational level than
Transport Scotland, especially where the routes are self-contained (i.e. those north/west of
Inverness to Wick/Thurso/Kyle of Lochalsh). A key requirement would be maintaining good
connections at Inverness.
Any major corporate structure changes would need to recognise the need to deal positively
with employee relations issues. There is no desire at present to include infrastructure
maintenance in any potential local franchise given the perceived risks of losing the ‘comfort
blanket’ of NR. However there are talks between HITRANS, First Scotrail and Network Rail
about ‘trial alliancing’ to use existing resources more effectively.
(Note: further reference to HITRANS is made in section 6.3 below)
Comment: this case study shows how a devolved administration, with more resources and
powers than are currently available to Welsh Government, can make a real difference to
rural transport. One might envisage an organisation similar to HITRANS, combining the
public transport responsibilities of local authorities, the regional transport consortia and WG,
covering one or more of the rural routes in Wales. It would be necessary to agree a structure
which was acceptable to the English Border Counties.
Overall comment on all case studies

6.2
the key learning points from these case studies have been taken forward to section 7.
Summary findings from stakeholder consultation
The purpose of the HoWL consultation was to seek preliminary views on the existing and potential
role of the Heart of Wales line and its services. 195 responses were received, representing over 30
organisations and including a good response from over 100 HOWLTA members. The questionnaire
format is shown in Appendix 10.5 .
The initial consultation work has identified several key issues. These are summarised below but a
detailed analysis and commentary has been provided in Appendix 10.6 .
Clearly, the line is highly valued and very important in a number of ways. In particular the line links
local communities and is important for local travel and for accessibility. The survey also highlighted
the line’s importance for leisure opportunities (recreation, walking / rambling, days out with the
17
family); tourism (visitors to the area who use hotels, pubs, eat out, and enjoyment of the landscape
and scenery); sustainability (alternative to the car, recognition of environmental benefits of using
public transport vs private car use); and the economy (importance of being able to ‘buy local’, and to
access regional centres including Shrewsbury, Swansea and Cardiff).
There is a strong consensus that the current frequency of trains on the line and timetabling of
services is the biggest constraint on development of the role of the line. 56% of respondents
described the frequency of the service as ’poor’. This is highlighted by the following comments:
“More convenient departure times are also needed - who wants to leave Swansea at 04.30 or
Shrewsbury at 5am as in the present timetable? Commuter trains are needed to cater for people
travelling to work at Llandrindod, Swansea and Shrewsbury”. (Swansea Business Club)
“A timetable of 4 [services] per day is practically unusable. Impossible to visit HOW (from England
at least) for adequate day trips, totally inflexible.” (Howlta member)
“Many would be put off by the low frequency of service. It’s a disaster if you miss a train”. (Howlta
member)
It is therefore unsurprising to find that there are strong calls for additional daily services and a
redrawing of the timetable to better meet local needs, particularly to address a perceived lack of
suitable commuter services.
Other options put forward during the consultation include direct services to alternative destination
stations, ‘express’ trains that stop less frequently and reduce journey times, and services that start
and / or end at the middle of the line.
The need for improved connections / integration with other rail and public transport services is
identified as another fundamental issue. 38% of respondents rated links with other modes of
transport as currently being poor. There appear to be two separate issues identified:
-
the need for better rail connections with other rail services at Shrewsbury, Llanelli and
Swansea for onward travel on the national rail network and
-
the need to integrate with bus and community transport providers at nodal points along the
line to provide an integrated network of services and routes.
Other suggested areas for improvement / change include:








Improved rolling stock: comfort, cleanliness, storage, number of carriages
Greater publicity: increased advertising, promotions and incentive schemes
Increased use of the line to carry goods and freight
Increasing the heritage aspect such as regular steam trains
Better bike carrying / storage facilities
On train refreshment facilities
Improved station appearance and station facilities
Increasing the tourism potential of the line
It is clear that the consultation has identified a number of service improvements that the
stakeholders believe will deliver significant benefits. The main focus of these benefits is perceived to
be for local people, and local communities.
18
A secondary benefit is viewed as being for local businesses and tourism providers who might benefit
from increased visitor numbers and trade. There is also recognition of benefits to the environment
of more people using public transport, and health and well being benefits of people staying active.
The present consultation does not cover changes to management in any great depth. There is some
support evident for a change but also some areas of concern. A few of the respondents have
commented on the opportunities created by a change of management arrangements and highlight
positive support. The following points were mentioned:







Ability to deliver a more locally focussed service
Local accountability
Better understanding of local needs
Local imagination and interest
Greater cross sector collaboration
Securing long term investment
Greater community involvement in decision making
However, the comments also highlight a number of areas of concern. The greatest concern is
protecting the service from cuts. One respondent commented ‘Changes must not be a detriment to
the current level of service’. Other concerns raised included:






Fare rises
Resilience to cope with breakdowns
Fears the line could be isolated and become more vulnerable
Increases in operating costs
Ensuring that local needs are understood
The need for a long term outlook
While the consultation at this early stage of the project has been wide and achieved an excellent
response, it is helpful to note the limitations and weaknesses of the exercise undertaken - in order to
direct any subsequent consultation activities within Stage 2.
Comments on the Stage 1 consultation exercise:
 A number of important stakeholders have not responded to the consultation despite being
invited to do so. Their views will be important to the study and this should be addressed in
Stage 2.
 A high proportion of the respondents are HOWLTA members and are engaged in
campaigning for improvements to be made to the line. It is important the future survey work
ensures that an appropriate sample of users and non users of the line is undertaken and is
representative of the local population so that the results are not skewed.
 There is a focus on service issues in the responses given and therefore the survey does not
really address potential changes to the management arrangements. This should be
addressed in Stage 2 once alternative management options have been identified and can be
presented for discussion. This part of the consultation should be delivered in such a way that
19
stakeholders’ views inform the design of future options as well as providing feedback to help
refine these options.
Suggested follow up actions: the learning points from the Stage 1 consultation have been taken
forward to section 9.
6.3
Lessons from mainland Europe and elsewhere
Professor Paul Salveson MBE is widely recognised as ‘the father of Community Rail in the UK’, and
his knowledge of European Regional Rail matters is well regarded.
Early in 2012 he was commissioned to produce a study on ‘Regional Rail – the European Dimension’
for HITRANS (see section 6.1(g)). He has kindly agreed to this summary of his report being
reproduced here.
The extract refers to another devolved administration (Scotland) and another set of rural railways
(the Highland Lines) which have much in common with Wales, the Heart of Wales line, and other
rural Welsh routes. His comments thus have much potential relevance to this project and to WG.
“ The experience of many of Europe’s regional railways over the last twenty years has been that of
dramatic change. Those countries which have retained the traditional approach of centralised state
operation (e.g. Belgium) are the exception. Countries such as Sweden, Germany, the Netherlands,
Denmark have made radical reforms to the ways in which regional rail passenger services are
provided. In most cases, these changes are predicated on strong devolved government to, mainly,
regional bodies.
The driving force behind change was a recognition that local and regional rail services were underperforming. Being part of large state monopolies resulted in a lack of management attention and a
steady decline in popularity (obviously caused by many other factors, e.g. car ownership, as well).
However, the political push to ‘regionalise’, in countries like Sweden and Germany, was motivated by
wider considerations than simply cost. There was a desire to make better use of regional rail and
freeing up services to greater competition, with new operators entering the market, was seen as a
way of not only reducing costs, but driving up quality and attractiveness of rail.
The ‘typical’ arrangement is for a regional council (which may be called ‘region’, ‘province’ or in the
case of Sweden ‘county’) to create a transport authority which is accountable to the political body.
This approach has ensured that rail has a high political profile and has led, in the vast majority of
cases, to substantial investment in new rolling stock, improved station facilities and service
improvements. At the same time, productivity has improved markedly as a result of de-staffing
stations and making trains one person-operated. Most of the regional transport authorities have
responsibilities for both rail and bus, and have ensured a very high level of integration between
modes.
Most of the countries where reform has taken place have implemented, to varying degrees, European
law on the separation of infrastructure and operations. That said, there are some examples of local
operations which are vertically integrated, including long-established local railways in Germany and
Denmark as well as more recent examples in the Basque Country (Euskotren) and five DB rural
operations which include the Isle of Usedom railway.
20
Franchises, mostly (but not exclusively) let on a ‘gross cost’ basis are for the operation of the service
only and does not include infrastructure which is the responsibility of the state-owned infrastructure
authority. The gross contract approach gives the tendering body a high level of control, with the
operator’s role confined to that of a service delivery provider. In some cases franchises include
operation of both rail and bus services, giving a very high level of integration, both in terms of the
actual service and routes as well as ticketing and information.
The process of reform has not always gone smoothly. In Sweden, in the early years, there were major
problems caused by accusations of the state operator, SJ, abusing its position to win contracts. Much
more recently, the partnership between Danish State Railways and First Group has ended
acrimoniously. Clearly, the investment which has gone into regional rail has come mainly from the
public purse. In Germany, most of the funds come via the federal government and are allocated to
the regions. This is also the case in France where the provincial councils are playing an increasing role
in regional rail. In Sweden, however, most funding for local and regional rail comes from local and
regional taxation with the state providing very little.
The experience across Europe shows that where local and regional rail is managed separately from
other services, either as a franchise or series of franchises, or as a business unit, the decentralised
approach pays handsome dividends. It does, however, require a dynamic, accountable public body to
drive the process forward and encourage innovation.
There are many lessons for Scotland, and the Highland rail network in particular, in the general
European experience. The first is that having a clear focus on a distinct regional network can bring
significant benefits. However, the corollary with most European examples is the existence of wellresourced regional government. In the case of Scotland, Transport Scotland has the expertise and
resources. If the ScotRail franchise was to be split, based on European practice the most obvious
segregation would be (a) long distance (b) central belt commuter and (c) Highland.
Professor Andrew McNaughton has written about the benefits of local, devolved, management in
the UK and elsewhere.
In Cardiff in November 2011 he spoke on a ‘Regional Railway Revolution’ at an ACoRP Conference.
His presentation formed the basis of a subsequent article in ‘Rail’ magazine (issue 687) from which
this extract is taken:
“Regional rail is small beer to a big concern…..the common essential precursor to success is genuinely
local devolved management. It really is localism at work…..Look at the American short lines
revolution after the Staggers Act of 1980, when America’s rail industry was deregulated. Local lines
had been crushed under the weight of main line standards, and practices were hived off to local
concerns. Some died, but many more prospered. Freed from main line practices, standards and
procedures, local management drove through a radically different cost base, combined with
relentless attention to local customers.
With the marginal cost of production lowered, traffic was won back from truckers, and new
employment given to local people. And the main line companies had a double win – additional
through traffic supplied by the rejuvenated short lines, and a release from the distraction from their
core main line priorities.
21
But we don’t need to ‘sell off’ our regional railways to achieve this vital focus. In Holland and
Germany success has been achieved just as effectively through the separation of regional lines into
locally managed and financially accountable areas, but still within the parent rail company.
The key has been the freedom given to enthusiastic up and coming managers – they have total
control, from marketing, funding and fares through operations to infrastructure practices and
standards. And by staying within the parent company, the endless nightmare of legal, insurance and
political problems of complete separation can be avoided. We could do this tomorrow!.......
Wherever you look around the world, what the successful regional railways have in common is
integration of local bus and rail operations……connectivity starts with integration of public transport
timetables, and guaranteed slick connections suitable for able bodied and reduced mobility people
alike. There are some good examples even in Britain (a long-time favourite of mine is Caerphilly).
We can transform our regional railways, their performance and importance to a low carbon
economy….their usage for social and economic inclusion, and their financial performance. But we
must stop treating them as afterthoughts to the main line system, and this can only be done with
local ‘ownership’ (whatever the ownership model).
22
7.
DISCUSSION OF FINDINGS
When learning lessons from some of some the examples given in sections 6.1 and 6.3, it is
important to note that the Heart of Wales Line:

Is longer than most of the examples (with the exception of Scotland);

Is ‘international’: a factor that needs to be kept in mind especially in formulating the new
franchise;

In common with many Community Rail Partnership routes, shares its route with other
mainline services at each end of its operation: a limiting factor in some respects.
The feedback from industry specialists (and from Europe) confirms that there is a range of options
that could be adopted which might provide a better service. They range from changes that could be
implemented very quickly, under the current franchise arrangements, through to the establishment
of a microfranchise or the establishment of a rural “integrated transport authority”, both of which
will take longer and have greater ramifications. How to decide?
Fundamentally, there is no point in changing the way in which the route is currently adopted unless
the change produces some or all of the following:

An increase in train frequency

Reduced journey times

More modern and comfortable trains

Increased capacity on trains

Better intermodal links

Improved infrastructure at stations
Furthermore, given current financial circumstances, the new approach needs to bring about an
improved service without increases in cost. These are challenging criteria, and will be difficult to
meet immediately. This is in part because the current operating costs of the HoWL service are not
currently separated out by ATW or NR to be available for analysis and discussion.
The options that seem to us to merit further consideration are set out below, starting with the
simplest. Options 1-3 could be implemented within a short period, 4-6 are likely to be more complex
and would thus take longer:
7.1
A Senior Route Manager
Under the current franchise model, where there is a senior manager of the TOC, based
locally and having specific responsibility – and authority - for the business development and
performance of one or more rural routes (as in Devon and Cornwall) there is likely to be a
greater chance of better services, significant income growth and satisfied stakeholders /
potential funders.
23
The more tenuous the link between that person’s role and the day to day delivery of services
and investment decisions, the less effective the role will be. Similarly the less disposed the
TOC is to the concept and its practical application, the less effective this option will be.
7.2
Innovative Operating Practices
Also under the current franchise model:
In 2010, ATW examined ways of retimetabling the existing units and staff to produce a more
frequent service at approximately the same level of cost. However, the resulting timetable
was not found acceptable to the HoWL Forum.
It would seem sensible to revisit this approach in the interests of securing an interim service
improvement, pending work on more fundamental changes. If this approach was to be
adopted, the revised timetable should be based as far as possible on anticipated passenger
needs and not simply on operating convenience and cost minimisation.
There is scope to experiment with different forms of service delivery such as, for example, a
mini operating base on the route – perhaps at Llandovery. This could be set up at minimal
cost and would allow the current timetable to be changed to produce a more useful service
whilst reducing the amount of ineffective mileage currently being run. (See section 8.7
below for more details). A detailed report into this concept was prepared for the HoWL
Forum in 2007.
7.3
An ATW ‘Heart of Wales Business Unit’
As an extension of option 7.1, a local operating company could be established as a ‘business
unit’ within the larger Wales & Borders franchise. The current franchise agreement could be
renegotiated by WG to define the aims and requirements of this business unit and would
need to include work to define the specific costs of operating the HoWL within the existing
contract.
An appropriately defined and properly implemented business unit should produce a range of
benefits similar to those outlined in option 7.4 below, provided the governing TOC is
encouraged and contractualised to do so. This concept would allow the local company to use
existing TOC economies of scale and purchasing to keep down costs and operational
vulnerabilities. The degree to which this option is successful will depend on the amount of
autonomy the ‘business unit’ receives from the TOC (which may still see the route as being
very low priority) and the enthusiasm with which the issues are addressed.
Taking this option one step further, the business unit could also be made responsible for
infrastructure and buildings maintenance – either similar to what currently happens on the
Isle of Wight or the more recent partnership working of SWT and NR. This ought to save
money, depending on how overheads are treated currently, but does bring with it perceived
risk.
24
It also involves a greater degree of ‘management change’ while offering longer term
potential for integration of some staff grades. It would also make it easier to develop route
specific standards, exploit opportunities for the development of existing stations, the
removal of significant speed restrictions, and the removal of the excess foliage that currently
blights the HoWL as a scenic tourist route.
A possible additional option might be the TOC contracting with another operator e.g. DRS or
other Open Access, to run some or all services under the ‘parent’ safety case.
7.4
The ‘Heart of Wales Rail Consortium’
A more sweeping option is that of setting up a separate local operating company for the
HoWL and, possibly, other rural routes. This could be owned by some form of consortium
including the current TOC, NR, local authorities or regional transport consortia and others as
appropriate. Through its ownership it could, in effect, be vertically integrated.
As far as consortium membership is concerned, consideration would also need to be given to
the input of English stakeholders.
The consortium could be set up as a trial and precursor of the model of ownership being
considered by WG for ‘Rail Cymru’ and, if set up before 2018, would allow useful lessons to
be learned for the new franchise.
Whatever form it takes, as a small company it would potentially have greater local and cost
saving benefits than the options 7.1, 7.2 and 7.3 above. Experience elsewhere suggests that
it would have the potential to:
- improve customer and community focus and allow a more local identity;
- allow (in time) for greater staff flexibility;
- enable greater speed in decision making through shorter lines of communication both
internally and externally;
- produce highly motivated staff
- enable costs to be saved and extra business to be more actively developed.
There is resounding evidence that small TOCs have a significantly better record of
innovation, passenger satisfaction and customer/stakeholder involvement than larger TOCs.
This is because of a greater management and staff focus, plus a culture of good customer
service and a strong belief in what they are doing.
For example in the last two Passenger Focus National Passenger Surveys, the highest marks
for ‘Overall Satisfaction’ have come from smaller TOC / Open Access Operators such as
Grand Central Railway, First Hull Trains, Heathrow Express, C2C, Merseyrail, London
Overground, and Chiltern Railways.
Having ‘owned’ as opposed to ‘leased’ rolling stock should assist in keeping subsidy levels
down (i.e. as on Isle of Wight).
25
However, with these benefits come risks. For example, a small company will be unable to
get the lower rates for fuel, insurance and vehicle leasing costs that a large (existing) TOC
will enjoy, unless the perceived commercial risks viewed by suppliers can be mitigated by
backing/guarantees from larger (parent) bodies (such as WG, local authorities or a large
franchise owning group). Other downsides include: diseconomies of scale; vulnerability to
rolling stock shortages, possible difficulty in recruiting staff, and the need for a significant
‘management of change’ exercise.
The use of Local Authorities, Network Rail, or even other TOCs and bus companies to
undertake ‘back office/overhead type’ activities might be feasible - although it might be
seen as preferable to carry out such work in a rural area where jobs are at a premium.
7.5
The ‘ Rail Cymru’ ‘Rural Integrated Transport Authority ’
A further option would be to ‘decentralise’ the specification (and associated funding) of the
HoWL, either alone or as part of a wider group of similar services. This could be achieved by
using the existing model described in section 6.1(e) above (or similar examples that may
evolve from the on-going debates around devolving and decentralising the role of the DfT
and WG in local rail services to ITAs and / or regional transport consortia).
This option would not produce the ‘on the ground’ benefits of a local operating company, or
even a business unit, but it should enable the production of a locally driven and specified
contractualised service specification in its widest sense - including significant opportunities
for better integration between different modes of transport.
7.6
Additional services provided by a Local Operator
Learning from the Cumbrian Coast experience, and the benefits that a ‘local operator’ can
bring, it could be worthwhile trialling a Welsh ‘local operation’ to achieve additional
journeys over and above those currently contracted from the existing franchisee.
This could have the benefit of increasing patronage significantly in percentage terms, whilst
providing a local focus that would benefit not just the additional journeys but existing
services as well. It could also help develop thoughts for the 2018 re-letting of the Wales &
Borders Franchise in several ways.
However, such an approach really only addresses the immediate problem of an inadequate
timetable (and maybe inadequate rolling stock) unless it is also accompanied by a local
management presence to jointly progress other strategic objectives. Without achieving
those other strategic objectives, this option is likely to result in increased financial support
overall. We could also look to the local bus operating company also running feeder services
and longer distance links e.g. Mid-Wales former railways like Builth – northwards. Another
option is a contracted bus feeder network which looks and feels as if it is part of the railway
(as was done in the Valleys years ago)
26
8. TAKING THE PROJECT FORWARD
8.1
The aim of this project is to enhance services on the Heart of Wales Line, for the benefit of
local residents and tourists and the general economy of the area, and in a sustainable
manner.
Identifying ways in which the line can be managed, operated and maintained more cost
effectively, without compromising safety, will release funding for such enhancements and
associated promotions.
Arguably the greatest benefit to future work will come from ‘the McNaughton strategy’ ie
taking a blank sheet of paper approach to define what the community needs from its local
railway. Having done this, it is possible to decide how these needs can be translated into
‘the operation’ in a sensible and sustainable way that achieves the objectives at a
reasonable price in terms of subsidy.
Note - An outline listing of the traffic flows to be catered for, based on current knowledge, is
shown in Appendix 10.7.
8.2
The options outlined in section 7 point the way towards matters that need further
examination under Stage Two, but it would be premature to ‘lock down’ upon one or more
preferred options before Welsh Government has made its views known.
Any change to the way in which the Heart of Wales Line is managed and operated will need
the agreement of those currently party to the present contractual matrix. This includes
Welsh Government; also ORR, the UK Department for Transport, Network Rail and the
current franchisee Arriva Trains Wales (ATW).
8.3
At the time of writing (November 2012) WG has just embarked on the examination of legal
and other matters that will determine its range of options for the structure of the 2018
refranchising. Although it has stated that it is unlikely, in the short term, to be able to
express any detailed opinions as to which of the section 7 options is of interest to it, stage 2
of this project will allow it to explore those options most suited to the operation of rural
railways and, indeed, to trial them on the HoWL prior to refranchising.
8.4
From the viewpoint of potential commercial risk and organisational distraction, ATW would
probably have the greatest concerns if, from the section 7 options, HoWL services were to
be managed in a different manner or taken over by a local company (with or without ATW
involvement).
8.5
If there is a suggestion that the HoWL operations were to be vertically integrated in some
way then clearly Network Rail would need to be content with the change. This vertical
integration could result from partnership working between Network Rail and ATW or as a
consortium including NR or a local company (via a lease for the track and signalling).
27
8.6
The benefits of being able to introduce a new timetable that meets passenger needs have
been demonstrated in Powys since their bus services were completely recast in 2007.
Service frequency was improved, and linking services now connect. Over the first two and a
half years, passenger numbers increased by 38%. They continue to increase by 6%pa at a
time when, elsewhere in Wales, [bus] passenger numbers are falling.
8.7
Most of the options in section 7 and timetable variations that may arise from section 8.6
would be more cost effective if, at relatively little cost, a mini operating base was set up at
(say) Llandovery on an experimental basis.
A feasibility study into a similar idea was carried out for the Forum in 2007. It envisaged the
establishment of a fully fledged ‘signing on’ point, together with train stabling facilities, at
Llandovery. The study found that with the current service (four, one car trains each way
each day) the additional costs were not counterbalanced by anticipated savings.
The ‘experiment’ now proposed differs from the previous study in that for some services
train crew would sign on at Carmarthen and would drive or be taxied by road to Llandovery,
a journey of some 40 minutes. A temporary wire cage security compound there, using the
existing NR siding, would ensure unit security overnight and if necessary a crew facilities
room could be set up in the station building with the cooperation of the Heart of Wales Line
Development Company.
A revised timetable could thus be trialled, with some trains starting and finishing at
Llandovery. This would open up a range of new journey opportunities and remove some of
the wasteful empty and low – use mileage that is currently such a feature of the timetable.
Recent increases in fuel costs are likely to make this approach more attractive than was the
case previously.
This experimental work would not only provide useful experience in the operation of new
services to meet commuter, tourist and local demands. Its development would also enable
WG, NR, ATW and other parties to demonstrate their ability to work together in a cost
effective manner to the benefit of passengers. As the recent TraCC annual report
commented in a different context: ‘we all need to learn to do more….with less’.
8.8
Any significant enhancements to the timetable will need additional rolling stock. Despite
potential ‘cascades’ of trains from electrification schemes (including those recently
announced) and the introduction of a fleet of new InterCity Express trains being drawn up, it
is possible that no extra stock will be available for the HoWL until at least 2017.
There are currently no plans for any new build or modified rolling stock fully suitable for the
needs of the HoWL. It may be that low cost ‘Pacer’ units will become available but they are
not suitable for end to end journeys on the line – if at all.
28
Use of ‘heritage’ rolling stock could be considered although, dependant on its nature, it
might be restricted to those parts of the route not shared with other traffic (i.e. Craven Arms
exclusive to Pantyffynnon).
29
9.
OUTLINE TERMS OF REFERENCE FOR THE STAGE 2 FEASIBILITY STUDY
including proposals for a low cost pilot study
9.1
The Stage Two Report of this study will need to examine each of the potential options of
section 7 with the issues identified in section 8. It will need to include:
 more detailed market research into users and potential users than the Stage 1
stakeholder questionnaire was able to achieve (see section 9.2, 9.3);
 particular attention to the development of tourism (see section 9.4);
 developing and costing a more effective timetable (see section 9.5);
 work to define future outline ownership and management structures (see section 9.6,
9.7);
 outline profit and loss predictions (see section 9.5, 9.8);
9.2
Market Research
While the consultation at Stage 1 of the project has been wide and achieved an excellent
response, it is helpful to note the limitations and weaknesses of the exercise undertaken - in
order to direct any subsequent consultation activities within Stage 2.
9.3

A number of important stakeholders have not responded to the consultation despite
being invited to do so. Their views will be important to the study and this should be
addressed in Stage 2.

A high proportion of the respondents are HOWLTA members and are engaged in
campaigning for improvements to be made to the line. It is important the future survey
work ensures that an appropriate sample of users and non users of the line is
undertaken and is representative of the local population so that the results are not
skewed.

There is a focus on service issues in the responses given and therefore the survey does
not really address potential changes to the management arrangements. This should be
addressed in Stage 2 once alternative management options have been identified and can
be presented for discussion. This part of the consultation should be delivered in such a
way that stakeholders’ views inform the design of future options as well as providing
feedback to help refine these options.
Proposed follow up actions to the consultation work:

Stakeholder mapping. A commonly used technique is to plot stakeholders on a
matrix/grid which has two key attributes of stakeholders as its axis. (Preliminary work on
this has been done - see Appendix 10.4) Key stakeholders not consulted in Stage 1
should be highlighted within the matrix and additional efforts made to engage them in
Stage 2.

The consultant(s) selected for Stage 2 should develop a detailed Consultation Plan. This
should build on the good work already commenced in Stage 1 and include additional
30
interviews, survey work, and workshops / focus groups. The plan should detail how they
will engage key stakeholders and ensure a representative sample of views.

The initial work has provided a good base survey of users and non-users of the HoWL,
but as mentioned in section 9.1 above is dominated by responses from the membership
of HOWLTA. The responses show that there is a clear need for a comprehensive piece of
market research into the needs of current users and potential users.
This will need to establish, independently, what needs to be done to the present service
on the line to encourage more use by existing passengers and, more importantly, how to
attract new users. It will be important to make sure the sample is representative in
terms of its socio-economic characteristics. A future survey should ensure a broad
response from the general population and communities along the route.

9.4
Ascertain the potential for local authorities to use the HoWL for statutory home to
school / college transport instead of contract coaches. This has been done, with great
effect, on the Cambrian Coast Line.
Tourism
Tourism is known to be important to the line and to the area it serves. If the line thrives then
so will the area – and vice versa. Within one hour’s travelling time of the Northern end of
the route there are over 3 million people – many of them potential visitors to mid Wales and
possible users of the line. Substantial numbers of people are also able to access the line from
the Southern end. With this in mind the researchers should also work with the tourism
sector in England and Wales to examine:
9.5

how the railway can best be used to bring together the individual attractions along its
route to make them more significant to visitors and

how the line itself can be developed to make it more effective as a tourist attraction in
its own right. There is scope for more rail-based / enabled tourism.
Timetabling
Based on the results of sections 9.2, 9.3 and 9.4 and the constraints of 8.8, to undertake a
‘blank sheet of paper’ exercise to establish the best timetabling options that will meet
anticipated passenger needs, including identification of which journeys / traffic flows need
to stop at all stations and which would benefit from only calling at major ones. This should
also outline cost and revenue estimates for each of the timetable options.
9.6
Management structure: profit and loss
As already explained, the management and organisation options described in section 7 can
be divided into two categories:
31
(i)
The first sets out changes that could be implemented relatively quickly, at low cost
and within a suitably amended version of the current franchise agreement.
This comprises:
(ii)

7.1 Senior Route Manager;

7.2 Innovative Operating Practices;

7.3 An ATW ‘Heart of Wales Business Unit’.
The second category comprises more fundamental changes to the way in which the
line is managed. This comprises:

7.4 The ‘Heart of Wales Rail Consortium’;

7.5 The ‘Rail Cymru’ ‘Rural Integrated Transport Authority’;

7.6 Additional services provided by a Local Operator.
It is not possible to make immediate progress in defining new organisational and
management structures until WG has clarified its plans for the new Wales & Borders
franchise (see section 8.3). Indeed, we anticipate that consideration of these options will
help with this clarificatory process.
However it is possible – and desirable -to carry out preparatory consultation work with
individual industry and non-industry Stakeholders (i.e. NR; ATW; WG; DfT; regional transport
consortia; local authorities, and staff representatives, to discuss the potential benefits and
desirability of the options set out in section 7. This would need to consider any legal,
contractual and practical obstacles and solutions involved in changing the status quo.
9.7
Category 1 options can be worked up in more detail at an earlier stage than the Category 2
options. In particular, Option 7.2 - that of setting up some form of simple operating base
‘experiment’ on the HoWL - could be trialled within the terms of a modified current
franchise as detailed in section 8.6 and using relevant parts of the 2007 study.
9.8
An exercise, based on the results of sections 9.6 and 9.7 and current knowledge, will be
required to define:

Outline costs and revenue estimates for each of the selected timetabling options

Any initial or on-going cost changes from changing the way the line is operated.
This would need to include an analysis of the benefits or otherwise of any options that
include the ‘vertical integration’ of the infrastructure into a local organisation managing the
line.
32
10.
APPENDICES
10.1 Terms of reference of GLASU Project Contract
The Project Contract and Offer Letter from GLASU, dated 2nd May 2012 included the following
extracts describing a two stage project:
“ The contents of this contract….relate to Stage 1 of the proposed two stage project, and
as such provides funding to manage and coordinate a Steering Group.
The Steering Group will include representatives from organisations such as the Heart of
Wales Line Forum, TraCC and the Travellers association, and will seek input from the Office
of Rail Regulation, AcoRP, Welsh Government and other relevant bodies who have already
indicated their willingness to be involved). This group will work to establish detailed Terms
of Reference for the second stage – the major part of the project.
Community groups, businesses, user groups and other stakeholders and interested
parties such as the tourism sector will be encouraged to engage with the work and consulted
to give their preliminary views.
It is expected that (the Forum) will subsequently be applying to GLASU for funding to
appoint a consultant that will carry out Stage 2, which may include the following but will be
decided through the work of Stage 1:
- Produce a stakeholder map indicating key relationships and influencers linked to the
project; their likely concerns; positive outcomes should the project proceed;
- Investigate company structures to take on a concession to run the route, researching
and consulting with examples elsewhere such as the Wensleydale line and on mainland
Europe;
- Investigate service flexibility to satisfy changing needs and opportunities
- Links with buses, taxis, community transport and car share arrangements;
- Launch the findings of the study and work with interested parties to secure proper
implementation
- Evaluate the impact of the project and publicise
10.2 Heart of Wales Line Travellers Association (HoWLTA ) Strategic Plan
33
March 2012
Executive Summary
1.
The Heart of Wales Line Travellers’ Association (HOWLTA) is a pressure group
which works to maintain and develop the Swansea – Llandovery – Llandrindod Wells
– Shrewsbury railway line. This route is part of the UK network and is operated
currently by Arriva Trains Wales (ATW) as franchisee, with Network Rail (NR)
responsible for its infrastructure. Since its foundation in 1981, HOWLTA has grown
to around 1000 members: it seeks to represent their views and those of other users and
potential users of the Line.
2.
We want the Heart of Wales Line (HoWL) to be radically improved so that it offers a
much better passenger service for local residents and businesses as well visitors to the
area which it serves. In addition, we want to see the potential of the route for freight
traffic developed. In these ways, the HoWL will be able to make a much greater
contribution to the social, economic and environmental needs of its catchment area.
3.
The current passenger service between Swansea and Shrewsbury, consisting of four
trains each way on Mondays to Saturdays (with 4 – 5 hour gaps) and two each way on
Sundays, should be replaced by trains running every 2 hours daily between Swansea
and Crewe, the latter by linking it with the Shrewsbury to Crewe local service and
reducing the extent to which long distance passengers have to change trains en route.
4.
At the southern end of the Line, we want to see faster journeys being possible
between HWL stations and Cardiff and beyond. In the short term this would be
achieved by running some of the extra trains referred to above between Pontarddulais
and Port Talbot via the Swansea District Line, rather than via Llanelli to and from
Swansea. However, as a second stage we want the Pontarddulais to Gowerton rail
route to be reopened and trains operated directly to Swansea that way: they could
connect with an enhanced Cardiff to Llanelli and West Wales service at a new station
near Pontarddulais. In this way the service to and from Swansea itself would be
greatly improved.
5.
The HWL should be developed as a freight route for commodities such as coal, steel
and timber. Trains could take these products from the Line’s catchment area to the
South Wales ports or to N.W.England and beyond.
6.
We want station facilities on the Line to be greatly improved. The Plan sets out
detailed standards to be met at all stations, with appropriate enhancements at the more
important stops. Thus, every station should have improved waiting facilities and
information, while the larger stations should be staffed and have heated waiting
rooms, together with toilets and ticket offices.
7.
The infrastructure of the HoWL should be improved to make higher line speeds and
therefore faster end-to-end journeys possible. One or more additional passing loops
may be needed to make possible the enhanced service levels referred to earlier. We
34
also want to see a stabling point for passenger trains established at a suitable
intermediate location, as we believe this would make it easier to provide additional
late evening and Sunday services at reasonable cost.
8.
While we welcome recent improvements to the main type of diesel train used on the
HoWL, we feel strongly that much more needs to be done to make the passenger
coaches used on the Line fit for purpose. Hence the Plan lists detailed criteria to be
met, such as partly low-floor accommodation, seats which always line up with
windows, air conditioning and more space for luggage, cycles and pushchairs. We
also want more seats to be provided so that passengers do not have to stand on what
can be very long journeys.
9.
We want to see far better provision made for interchange between the HWL passenger
service and other modes of transport, especially local buses and the developing Traws
Cymru long distance bus network. The facilities needed at interchange points are set
out, together with our wish to see much improved systems of inter-modal ticketing
and connections.
10.
Finally, the Plan advocates a more localised system of management of the HWL, so
that greater focus on its needs can be achieved than either ATW or NR are currently
able to provide. In particular, we want to see management engage much more
proactively with local stakeholders to develop the Line for both passenger and freight
services.
__________________________________________________________________
35
10.3 Initial Strengths, Weaknesses, Opportunities and Threats (SWOT)
Analysis
MAY 1st 2012
TOPIC: THE HEART OF WALES LINE RUN UNDER LOCAL MANAGEMENT
STRENGTHS
 ‘Large enough to cope: small enough to care’
 Decisions will be more directly related to local demand and opportunities
 A mini franchise will negotiate direct finance from Welsh Government
 Most income will come as a grant and is therefore guaranteed
 ‘It’s the right time to be doing this sort of thing’
 The opportunity to employ local, multi skilled staff
 Brings cash and jobs to the local economy
 More responsive to customer requirements
 Higher levels of customer satisfaction
 Staff who are more customer focussed
 The ability to provide better timetable and train running information, locally
 Support from a wide range of stakeholders
 Systems and standards appropriate to the needs of the service / situation
 Short lines of communication
 Well positioned as local and independent
 Many niche marketing opportunities
WEAKNESSES
(annotated to show if under our control (1), we can influence (2) or we just have to live with (3)














Diseconomies of scale: increased costs
Timetabling and interface difficulties with rest of network and others
Susceptible to local pressure and lobbying
Diverse communities with wide range expectations that will be hard to meet
Complexities of ticket interchange and industry retail systems
Revenue allocation problems
Specialist staff not likely to be (directly) available
Availability of rolling stock
Lack of staff facilties and services especially off the line
No existing facilities (maintenance, repair, staff &c)
No working capital
High cost of financing project, insurance and buying in services
and leasing trains
Being first (to try this approach)
Coping with industry bureaucracy
2
2
2
2
3
3
2
1
2
1
1
2
1
2
36
OPPORTUNITIES

















Can (more readily) change stations, timetables
A pilot for refranchising
Trial McNaughton crossroad halts
Able to expand by focussed marketing (to segments / niches) & activity related packages
Ability to build on existing facilities and services
Better use of exisiting land and buildings
Better links with bus / taxis etc
Close links with local businesses, suppliers and tourism
The ability to collaborate readily
Adoption of appropriate & flexible employment terms and conditions
Some degree of vertical integration
Ability to source EU grant funding
Using line as the basis of (joined uo) local regeneration
Develop local freight and parcels services
Emulate heritage sector where appropriate
Make more use of volunteers and community programme participants
Use rolling stock more appropriate to needs of route
THREATS
( annotated to show if under our control (1): we can influence (2) or we just have to live with (3)










(That we or our advisers) have made incorrect assumptions about operating
or other costs
2
The bloodymindedness of others
2
Changes in the stance of politicians
2
(That it) highlights the unremunerative nature of the service
3
Difficulties in raising funds
2 going on 1
Rising costs – eg fuel
2 going on 3
Employee relations issues espceially TUPE
2 going on 3:
depends on form of operation and ‘big TOC’ involvement
‘It’s a complicated change management project’
1
Consequences of a major infrastructure failure
2
We go bust
1
37
10.4 Stakeholder map
38
10.5 Questionnaire: format
Note: the layout of the questionnaire has been condensed here to save space
Heart of Wales Railway Line ‘Local Management’ Consultation
Stage 1 –August 2012
Questionnaire
____________________________________________________________________________________
Name:
Position:
Organisation:
Address:
Email Address:
Tel No:
_____________________________________________________________________________________
If for any reason you are unable to answer a question, please move onto the next one – we value all of your feedback!
1. Have you used or are you aware of the Heart of Wales railway line which runs from Shrewsbury to
Swansea?
2. Describe how the Heart of Wales railway line is important to you or the individuals your organisation
represents?
3. What are your views on the current Heart of Wales line service in respect of the following:
Please underline the appropriate response and add
a comment if desired

Trains/Carriages
Excellent/V.Good /Good/Adequate/Poor

Frequency of trains
Excellent/V.Good /Good/Adequate/Poor

Timetable information
(availability and ease of use)
Excellent/V.Good/Good/Adequate/Poor
39

Marketing/promotional material
(availability and usefulness)

Fares
Excellent/V.Good /Good/Adequate/Poor

Stations
Excellent/V.Good /Good/Adequate/Poor

Destinations
(where the line enables you to reach)
Excellent/V.Good /Good/Adequate/Poor

Staff (on trains and at terminal stations)

Access to stations and trains
Excellent/V.Good /Good/Adequate/Poor

Links with other modes of transport
Excellent/V.Good /Good/Adequate/Poor

Facilities for bicycles and luggage

Refreshment facilities
Excellent/V.Good /Good/Adequate/Poor
Excellent/V.Good /Good/Adequate/Poor
Excellent/V.Good /Good/Adequate/Poor
Excellent/V.Good /Good/Adequate/Poor
4. What would you recommend be done to encourage greater use of the Heart of Wales railway
line
5. Could the Heart of Wales railway line have a bigger role in the future? If so, how?
6. What changes in the line / service would you like to see?
7. If made, who would benefit from these changes?
8. Do you have any concerns about the implications of changing the way the line is managed or
run?
9. Do you have any further suggestions or comments ?
Thank you very much for completing this questionnaire, please return it asap and certainly by
the end of August 2012 to the Project Administrator, Local Management Consultation Project:
lmconsultstage1@gmail.com. If you would prefer provide your feedback verbally please request a
phone response by emailing the same address and we’ll get back to you.
40
10.6 Questionnaire: details of response
The purpose of the HOWL consultation was to seek preliminary views on the existing and potential
role of the Heart of Wales line/service. The stage 1 consultation exercise was undertaken by way of a
short questionnaire. This was sent out to a wide range of stakeholders. The questionnaires were
largely self completed by respondents, although a small number were undertaken face to face.
In total 195 surveys were returned.
31 organisations responded to the questionnaire. A list of the organisations who responded is
provided below. HOWLTA members represented a large proportion of the respondents. There was
also one MP who responded.
Organisation
Aberglasney Restoration Trust
WI
AVRS & S9L
BandB owner
Baron at Bucknell
Builth Town Council
Carmarthen College/Coleg Sirgar
CENTRO
Cerdyn Villa
Church Stretton Rail Users
Coedmor fach Cottages
Disserth & Trecoed Community Council
HOWLTA member
Llandrindod Chamber of Trade
Llandrindod Wells Town Council
Llanelli Railway Goods Shed Trust
Llanelli Town Council
41
Llangunllo Community Council
Local Councillor Llanwrtyd TC
Metropole Hotel
Mid Wales RTP
Project Co-Ordinator Llanwrtyd CT
Rail for Herefordshire
Ramblers Cymru
Sennybridge WI
South West Wales RTP
Sustainable Swansea
Swansea Business Club
Tai Pawb
Ysgol Dyffryn Aman
The questionnaire mainly sought stakeholders views and opinions through open ended questions.
The responses are therefore qualitative in nature. The comments and feedback provided are
discussed below. Tables detailing all respondents comments are provided and categorised by the
issue the comment identifies.
Q1. Have you used the Heart of Wales railway line which runs from
Shrewsbury to Swansea?
The majority of respondents to the survey have previously used the Heart of Wales line. This
indicates the respondents have a good knowledge base on which to judge the current HOWL service.
42
Response
Nos
Yes
160
No
3
No response
27
TOTAL
190
Q2. Describe how the Heart of Wales railway line is important to you or the
individuals your organisation represents
The line is highly valued and very important in a number of ways. The key reasons identified by the
survey can be summarised as:





Leisure opportunities: recreation, walking / rambling, days out with the family
Tourism: visitors to the area who use hotels, pubs, eat out. Enjoyment of the landscape and
scenery, the line is part of the holiday experience.
Accessibility: line links communities, social aspect of meeting friends and relatives, provides
important connections to the North and South, important for local travel.
Sustainability: importance of having an alternative to the car, recognition of environmental
benefits of using public transport vs private car use, role in allowing for onward rail travel via
connections in Swansea and Shrewsbury etc.
Economic: Importance of being able to access local shops ‘buy local’, need to access regional
centres including Shrewsbury, Swansea and Cardiff.
Comments
Good leisure opportunity from west midlands
Potential new visitors
Without using a car the place I listed above would be almost impossible to reach. (more info)
Essential link with central area of Wales
Only important from a nostalgia point of view
Use it to travel to London & the north west of England for business and leisure
43
The howl is crucial to an organisation that seeks to promote sustainable travel. (more info)
It is a useful alternative to the car & bus services & a good backup for travelling when one is
unable to drive etc (more info)
Main link to major towns/promotes tourism
As a walker & walk leader with rail rambles I use the line a lot. Also it comes into its own during
the rw show
Nearest rail line to our holiday business, many guests ask if they can come by trains (more info)
A potential commuter service between Llanelli, Swansea for those in the Amman valley and
environs
It enables access to a large part of Wales which would otherwise be out of bounds or inaccessible
Important - offers a link to communities & business in the area & is a tourism (?) In itself
To introduce new markets to and from cities and countryside 'the journey is part of the holiday'
(more info)
Members are fond of it as a scenic route (more info)
Good to recommend to long stay guests
Good way of getting tourists round Wales when staying in Swansea
Steam trains (more info)
V scenic, nice to be able get off the roads, a great link between cities (more info)
Potentially to provide public transport to colleges at Ammanford & Llanelli. Some use already
Important transport link and tourist line. Our project will compliment the future dev of the howl
Allows travel to north and south of UK
Used for social & business travel
Can go to Shrewsbury oct to march free - and easy way to go to Builth Wells show
As a rail connection to Swansea & Paddington
It allows Llanwrda station to connect with Swansea thence to London & Shrewsbury thence to the
north
Me and my family to access exceptional walking country without having to use the car, making
possible linear walks
44
Very useful to Swansea & then on again by train. Also lovely scenery etc for a day out
Convenience (more info)
As an oap it is one of my great escapes and so useful to go to Shrewsbury where I once lived
Excellent for day trips & showing visitors something of Wales
Day trips
Essential for any travel away from the immediate locality
It has great potential to improve the connectivity of the railway system, for which I have long
campaigned
It is important and valued
Was important when I lived in Llangammarch (more info)
Only available (?)
Recreational only to intermediate stops
Connects north - south Wales
Opportunity to visit towns along the route (I do not own a car)
To connect with trains to west Wales
Gives access to an area I would not choose to visit by bus
Beautiful views - great day out
Family link & recreation & route to destinations in England/Scotland
Frequent use from Hopton Heath and Broome
To get to wonderful places like Knighton, Llandovery, Llandeilo, Llanwrtyd wells
For leisure purposes
It saves me driving/is environmentally friendly/beautiful scenic ride
Walking with the dinefwr ramblers on rail rambles. Shopping to Carmarthen
Enables me to travel further afield without the need to use the motor car
vital for connecting rural communities & for giving urban dwellers the access to glorious
countryside
Provides travel opportunities without needing to drive during holidays - relaxing alternative
45
Maintains an important link (?) The otherwise isolated part of Wales. (more info)
One of the most beautiful scenic rail journeys - linking up with very interesting places
Howl is extremely important - a life line in fact (more info)
It enables me to visit towns along the line & enjoy festivals & town shopping (more info)
Leisure - most enjoyable journeys
Valued transport link for visiting relatives, shopping and places of interest
Important for shopping, visiting relatives and interesting places e.g. national botanical gardens
A useful link through mid Wales
Howl is important to me because it is there for me and for everyone
The main reason I purchased my house was that it is 5 minutes from a station on the howl
Pleasant trip, to access towns on its route e.g. trip to Church Stretton (more info)
Leisure/shopping/visits
I have a holiday cottage in Wales & visit, sometimes using how
Vital means of communication for people and places along the route (more info)
It allows me to join the rail network without using a car
Linking communities in remote rural areas. Providing a tourism resource through central Wales
Mainly as a walks leader for rail rambles, a little private use
Keeps steam alive
Only alternative means of transport
Local use from Church Stretton to Shrewsbury. Trips for membership of bishops castle railway
society
A very useful form of transport for those without cars
Scenic beauty, important link
Takes me to see my grand daughters in s Wales but is a beautiful journey in its own right
Beautiful line, interesting destinations, reasonable fares, really friendly conductors
As I don't live near the line my interest is as a transport enthusiast & following the newsletter
avidly
46
Public service
A station within walking distance, connecting me to the whole national rail network
We think of it as a lifeline connecting to main line services
Provides a unique & alternative public transport access to the area
We use it to travel to and from London many times per year
Leisure e.g. walking, eating out, visiting churches and pubs
Alternative to car
In recent years with a brompton folding bicycle. Since railway carriages cannot reliably carry full
size bicycle - like the old dmu's
Leisure
Gives access to large number of both linear and circular walks in Wales and the marches
It is a local amenity which we should value, as so many local things in rural areas have been lost
Not used very much now
Leisure (days out in Wales)
I don't have a car. I use the line for day travel & holidays into England
Gets me to Shrewsbury - to shop, film matinees & onward journeys to London, Manchester. Gets
me to Cardiff
It opens up the sheer beauty of Wales
It provides useful services to & from Shrewsbury & is an attractive tourist facility in its own right
Visiting friends, tourism, the victorian festival in Llandrindod
I love central Wales & anything which enhances its accessibility is good
A relaxing day out
Travel from home
It is really the only viable, practical means of public transport out of Knighton for any lengthy
journeys. (more info)
Link from Llandovery to Church Stretton for walking/cycling & Llanelli/Swansea for wetlands trust,
millenium coast & liberty stadium
Enables me to escape for a day
47
Not of pressing importance to me personally, but very important as being a (miraculously!) Saved
part of Wales’ rail infrastructure. It must be kept open
Important for leisure & visiting family
Vital link between south & mid &north Wales. I have used it to travel to Scotland, northern
England, midlands & Pwllheli
Access to the mid and south Wales towns & villages & events taking place avoiding road travel,
which is so often unsuitable
I regard the how line as vital in terms of visiting Swansea & days out e.g. walking Llanwrtyd wells
etc
For local travel (walks/events, sights etc)
We use the line for pleasure purposes as it is such a beautiful railway
Use up to 10 times yearly - travel to London
Only used for occasional day out
Leisure travel with friends
It allows us to get to Swansea & Shrewsbury & access to the wider rail network particularly south
of England
Convenient connection to Manchester area & potentially to London services from Shrewsbury if
timings improve
Always recommend - a unique train line
It is important for leisure use
Work travelling, weekends, holidays etc
Lifeline for shopping/dentist/doctor etc
Good way to reach remote places
As a non driver it was very important to be able to travel to Llandrindod regularly when my
parents live there
Access from/to Knighton, local trips for shopping and walking
My vital means of transport
I require to travel back/fore my work regularly
Only used for occasional day out
48
Wonderful scenery
On personal I think the how is one of the most beautiful lines in the world. On a business line I
travel on as a wjec examiner & find easy to travel on
Enables me to visit family in Llandrindod
Because it is an important link in the welsh rail network sw to ne
It has the potential to bring more visitors to the town
We use the railway for family visits to Swansea, shopping & for recreational days out-walks, visits
etc
We love the fact that living in craven arms we have a choice of two train routes. (more info)
Provides an alternative to driving. Frequency of service to Craven Arms or Broome is key to
making decision on which mode (train or car) to use
As an isolated, rural community, many residents of Llanwrtyd wells are dependent on public
transport, & the howl offers reliable, convenient & accessible means of transport (more info)
Use howl for long distance travel - generally going from lw to Swansea & London. I tend to use my
car for local travel (more info)
It provides an important link to travellers and visitors alike
It provides an important link to travellers and visitors alike
It is a very important line as it runs through Llandrindod wells which is a key place that
organisations hold events, conferences (more info)
It is the only public transport link to the west and south of our town. Our only other link is the but
to Builth and onward
It allows me to shop and visit attractions (sports events, museums etc) in neighbouring towns
without using a car, especially important during the winter months when the roads are icy and
some impassable without a 4 wheel drive (more info)
It could be a valuable life line for shopping and general commuting. With better scheduling it could
be a very good access to work means (more info)
A vital transport link in a very rural area. An excellent basis if developed positively for enhancing
this area regarding travel/tourism
For leisure activities
Very valuable for holidays and days out
49
Mainly a scenic tourist route, also useful for walkers/hikers
A good day out
We use it for pleasure trips or sometimes organised walks
Important for tourism and links for residents for work, shopping etc
I can leave my car/motorcycle at the respective dealer in Swansea for repair/services and return
home by train
A reliable and relatively comfortable way to visit friends in Manchester (more info)
Main public transport link. Back up commuting route
Friendly passengers marvellous views wonderful day out
The howl brings walkers & travellers to get our village & often our country inn for refreshments
after a walk in the Shropshire hills
Q3. What are your views on the current Heart of Wales line service in respect
of the following:
The survey results indicate that while several aspects of the service are judged to be very good,
others are judged to be poor.
The most highly rated (top 3) aspects of the HOWL service are:



Staff on trains & terminal stations
Access to stations and trains
Destinations
The most unsatisfactory aspects of the HOWL service are:



Frequency of trains
Refreshment Facilities
Link with other modes of transport
50
Feature
Excellent Very
Good
Good
Adequate Poor
TOTAL
+ve1
Trains/Carriages
2.38%
9.53%
24.50%
44.46%
19.12%
36.42%
Frequency of trains
1.76%
1.76%
7.35%
33.24%
55.88%
10.88%
Timetable info
9.64%
35.54%
34.94%
17.47%
2.41%
80.12%
Marketing/promotional material
5.48%
23.23%
40.32%
20.00%
10.97%
69.03%
Fares
8.54%
21.34%
39.94%
27.74%
2.44%
69.82%
Stations
4.57%
23.98%
41.70%
23.23%
6.51%
70.26%
Destinations
15.24%
30.49%
35.37%
12.20%
6.71%
81.10%
Staff on trains & terminal stations
19.16%
47.31%
30.54%
2.40%
0.60%
97.01%
Access to stations and trains
6.10%
27.13%
48.17%
14.33%
4.27%
81.40%
Link with other modes of transport
0.68%
7.53%
25.34%
28.08%
38.36%
33.56%
Facilities Bikes and luggage
0.69%
8.28%
15.86%
47.24%
27.93%
24.83%
Refreshment Facilities
0.67%
6.00%
20.00%
27.00%
46.33%
26.67%
AVERAGE
6.24%
20.18%
30.34%
24.78%
18.46%
Q4. What would you recommend be done to encourage greater use of the
Heart of Wales railway line?
A wide range of comments were received. There appears to be a strong consensus that four key
areas need to be improved to encourage greater use of the line. The most commonly suggested
recommendations include:
1.
2.
3.
4.
1
Improved frequency and service timetable retiming to run at more convenient times.
Improved connections / integration with other rail and public transport services.
Improved rolling stock: comfort, cleanliness, storage, number of carriages.
Greater publicity
Combined total of excellent, very good and good ratings.
51
Subject / Categorization
Comment
Passengers
Try to get it used by commuters as well as tourists
Sustainability
Wider package of sustainable transport & tourism measures across
mid Wales and marches
Stations
Improve appearance of rural stations
Refreshments Refreshment facilities at Knighton in style of Llandovery
Parking
Better parking at stations
Waiting
Facilities
Provide waiting facilities where are currently closed & sometimes in
a state of disrepair
Buildings
Low building rent & grants would help local communities to create
useable spaces in station buildings. Building use would help reduce
vandalism & encourage local & tourist use of the station buildings
and trains
Vegetation
Cutting back trackside vegetation
Cut down the line side trees so passengers can enjoy the views
More regular maintenance of lineside greenery so we don't miss the
lovely views
Access
Improvements at stations with poor access
Easier access from Llangynllo - platform too low, no hand hold on
steps which are heavy to drag along
Trains
Cyclists
Lockers on stations for cycles
Frequency
Trains more frequent
More frequent service with good connections
More frequent trains ; you have to plan journeys carefully or you
can get stranded
Frequency of trains is a drawback
Ideally trains every 2 hours
Timetable of 4 a day practically unusable, impossible to visit HOW
(from England at least) for adequate day trips
More frequent trains 2 hourly at least
52
Frequency of trains to suit passenger travelling patterns
Greater frequency perhaps at first during the summer season & at
weekends & on Bank hol Mondays. But a 5 trains a day timetable
seven days a week should be the goal. (Perhaps 4 trains in winter)
Trains more frequent particularly on a Sunday, especially Spring Autumn
Increase frequency, particularly Llandrindod - Shrewsbury and
Llandovery - Swansea
One extra train both ways per day
One extra train a day
Must be 4 trains available, working n and s from Llandod,. Should be
better local service to Swansea, mainly Knighton onwards to Salop
2 more trains per day, 1 up, 1 down. Too large a time between
trains for a shopping trip
A fifth service per day
Increase frequency, 6 a day each way
Many would be put off by low frequency of service, it’s a disaster if
you miss a train
Possibility of running local ie Llandovery to Knighton more frequent
single carriage services for local town access and access to work
Shorter extra journeys e.g. Llandovery - Cardiff, Shrewsbury Llandrindod
Times
Improving journey times
Better timetabling
Better times for entertainment
Better times for commuting
Better timetable with later train in each direction
Extra train to Swansea and to Shrewsbury between 7.00am and
10.30am to Swansea & 7.00am and 11.40am to Shrewsbury. Also a
mid pm service both ways & later train both ways in the evenings
Late afternoon departure from Swansea
53
At least one extra train in each direction
Run a train service every two hours during the week
Improved daytime frequencies & more tourist destinations
accessible from the line
Later service from Shrewsbury - trains need not go the whole length
of the line
Late train on Fri or Sat evenings from Shrewsbury to Swansea
Late train from Swansea and or Shrewsbury terminating in
Llandrindod
Later train from Shrewsbury
18.06 return from Shrewsbury too late
Fill northbound gap from Swansea 4.36 & 9.15 on weekdays
An earlier northbound train ie 9 - 9.30am
Provide later evening services no earlier than 20.00 from Swansea &
Shrewsbury daily
The second northbound train arrives rather late in Shrewsbury.
Better if it could leave an hour earlier
More frequent trains allowing passengers to get to Swansea &
Shrewsbury earlier
4 services per day, at awkward hours is not that useful, particularly
for day trips
National Rail Enquiries does not give train times from London via
Birmingham or Crewe, although these are generally the quickest
routes
London tickets which do not say via Craven Arms are charged higher
that those that do. Some staff refuse to book tickets via Crewe even
though this is the quickest route
Timings of connections with other services at Shrewsbury/Craven
Arms should be considered
Cambrian coast tickets are exempt from peak time restrictions at
Euston but HOWL tickets are subject to peak restrictions
Timetable them to fit in with the times when most conferences,
54
events & seminars begin and end
Short hop trains (some that don't run whole length of track)
Times fit with workers and school children going from small towns
& villages to larger towns
During summer another north bound service between the
afternoon & late evening trains would increase possible outings
Service
Service
National publicity - tourist agencies
Access to Swansea and Shrewsbury on Sundays for day trips
Speed up trains
Faster service especially on Sunday (the wait in Llandrindod)
User friendly service used for shorter commuter journeys & evening
travel
Trains that attract tourists as well as commuters
Revised timetable could mean many more passengers using
northern part of line
Needs to be complete revision of current timetable
Through services from Wolverhampton or beyond might persuade
some people not to drive to Craven Arms
Faster trip - Shrewsbury to Swansea
Part Journeys If some trains did part of the journey only
More frequent service, not necessarily end to end
One more train each way should make it easier to promote. More
trains might even be less convenient
Short journey trains at each end of the line
Run end to middle
Part journeys
Connections/I Through trains from major cities
ntegration
Needs to link with main line trains
55
Better connections at Swansea/Shrewsbury
Some of the connections at Llanelli to & from Llanelli are poor
Greater potential for connections at either end
Direct trains to Manchester Airport
Greater understanding of connection times at Shrewsbury. Not
possible to leave London later than 15.10 to get to Llandrindod that
night
Extend services beyond Shrewsbury to Crewe
Better links with further destinations
Better connection to west Wales if catching 10.30 from Llandrindod
If First introduce its through London service/s from Shrewsbury,
important it connects with HOW services
Connection for a later departure from Birmingham esp on Fri for
weekend breaks
Run some trains to Cardiff via District Line, with connections at Port
Talbot for Swansea and West Wales
The current timetable southbound does not connect with w Wales
& for Chepstow and Gloucester
Occasional direct trains to Cardiff (e.g. without having to call at
Llanelli)
Trains that enable travel to/from Swansea & Llanelli (links to
Cardiff) for rugby & football games
There is a need to think of the line not simply as an end to end
system. Some trains should go directly to west Wales & to Chester
or Crewe. More crossing loops are needed to improve flexibility in
timetables and to encourage the use of the line as an alternative
diversionary route
Manchester to Swansea/Cardiff via Llandovery in the all year round
once a day would put the line back on the map. Less realistically, a
summer only Manchester to Tenby/Pembroke. What about an
advertised circular service Swansea - Hereford- Craven Arms Swansea. What is the likelihood of a part (south) route commuter
run to Cardiff am & pm. Perhaps after the redoubling of Swansea Llanelli?
56
Parking
Better arrangements for all day parking (e.g. Llandrindod car parks
max 4 hours)
Bus Links
Better links with bus services
Better connection to buses & trains to London at Shrewsbury
Better connection with buses (e.g. Llandrindod)
Specials
Tourist train - dedicated rolling stock
Operate 'heritage' trains
Local steam specials in summer say Shrewsbury - Swansea & return
day trips
More steam events and specials
Sightseeing trains - with a guide
Freight/Goods Used for freight
Goods trains, at night, for long distance traffic
Dispatching goods & thus alleviate narrow mid Wales roads
Food & Drink
Food and drink
Better on board refreshments
On long trips a buffet service
Cyclists
Longer trains with more room for bicycles
Larger facilities for bikes and luggage
Rolling Stock
Better trains
Quieter trains
Number
More carriages
Minimum of two carriages
Adequate number of carriages
Smaller carriages, more frequent trains
Units
Eventual replacement of the 153 units
Single car class 153 is adequate but the two car class 150 is not
really suitable for a scenic line
57
Take full advantage of using class 150 units by speeding up the
trains overall
Cl 153 trains are probably the worst in Britain
Quality
More modern carriages/improve quality of trains/rolling stock
Rolling stock & facilities to suit 21st century travel
Cascaded air conditioned
Scenic route deserves better rolling stock
Comfort
More comfortable trains
Increased leg room
The one coach train is cramped
Storage
More storage space
Better provision for luggage, bikes, wheel chairs
More space for cyclists/bikes
Not enough room on current trains for rapid increase in use of line
for cyclists
Visibility
Windows adjacent to seats
Better views
Better visibility
Different carriages so that passengers can see out of the windows.
Windows are too high
Cleanliness
Clean windows on the trains
Cleaner trains, especially windows
Clean, warm in winter
Better well maintained trains, with windows we can see out of
Seats
Publicity
Higher seats
Improved/more publicity
Extensive promotion, offers and incentives
Wonderful scenery is still not known well enough by visitors, not
58
publicized enough in railway circles
Wider promotion & marketing through walking groups, bandb's and
local events such as Craven Arms farmers market
Promote it for walking, walks…in conjunction with some local bus
companies
Greater promotion by the Welsh Government, publicity along the
settlements along the line
How
Advertise. Get media involved
Run special events
Put on face book/twitter
Promotion & advertising via Railway Operating Companies to
encourage day visitors/ mini breaks
Llanwrtyd Wells has its own website, could HOWL feature in this.
Any publication for tourism along the line could include information
on HOWL
Promotion of shops/towns along the line
More info about what you can do from the various places served
Upgrade website
Website optimization
Additional promotion in local newspapers
HOWL
Expansion of HOWL promotional offers e.g. meal in pub etc
Resume Sunday lunch outings, music on the train
Posters on stations advertising special 'days out'
Issue all members with suitably worded & colourful recruiting forms
to distribute to potential new members
Periodic leaflet drop to houses, volunteers in areas may help with
this
Continued publicity regarding the availability of the HOW travel
card; people just don't know about it
Promote for special days out - soup and a roll at local hotel
59
Where
Publicity at railway stations, local newspapers, free newspapers,
posters, notice boards, leaflets in libraries
More publicity in TIC's
National publicity - tourist agencies
More publicity about places of interest along the line
More ad's
Leaflets available in a variety of station locations e.g. South Wales,
Welsh Borders, Midlands, Liverpool/Manchester/Chester
Advertising, full size posters sent to members
Posters at stations, particularly in wealthy London area, saying
explore the scenic Central Railway for weekend. Weekend traffic
could be growth market
More info in stations about late trains to keep walkers using the line
Advertising in local newspapers - not seen information in the
Brecon and Radnor Express
Advertise more/promoting the line on radio and press
Advertising boards on stations and trains
Advertise in local publications for common fares
Submit details of train services to local newspapers as news items,
rather than costly adverts
ALL First Western Stations to stock timetables
Articles in church/chapel/voluntary org magazines
Circular
Tickets
Newport, Craven Arms, Llandod, Swansea, Newport. This circular
tour could attract day trippers and allow short break in Llandrindod
Fares
Better promotion of fares and railway card
Better advertising around fare incentives
Family tickets in school holidays & trips to family facilities and
venues
Special deals for all passengers - not only senior citizens
Tourism
Tourism
Get bandb's to advertise 'meet and greet' pick ups from stations
60
More tourist destinations accessible from the line
Encourage tourists because main appeal is beautiful scenery
More information on places to stay
For holiday users, combined marketing of accommodation with
rover type ticket
Open link between Builth Road and Moat Lane Junction to connect
Central Wales with Cambrian Line
The Line
Restore request stop at Gowerton Station for northbound trains
Cut out run to Llanelli, why was the Gorseinon Gowerton link axed?
Can it be restored?
Open up Gowerton once double lines completed
Track
More passing loops
Double the tracks
Fares
Fares
More focussed cheap promotional fares to promote leisure
destinations
Make prices more evident
Cheaper fares
Cheaper off peak ie autumn/winter fares
Discounted fares to encourage visits
Free Travel
Use free travel card for oaps to provide discount on the fare
Ability to use English (seniors) bus passes to obtain discount fares
Issue day & weekend rover tickets from nearby cities - Cardiff,
Newport, Bristol, Birmingham/Wolverhampton
Specific train days & specific cheap day returns etc
Concessionary bus pass scheme can seem absurd & unfair
encouraging people who only use the railway when offers a free
ride and often inconveniencing regular local travellers from
Shropshire
Management
Operative company should take account its full potential and not
run it in their own financial interest
61
Cross sector collaboration, cross border, tourism, social services,
private & public sector
Commuters
Suitable trains for commuters to Swansea and Shrewsbury
Better times for commuters
Other
Keep it secret and allow only true lovers of the service use it
Never travel when free travel is available .. I couldn't possibly stand
from Llandrindod to Shrewsbury
More and more people are going to use the trains as the cost of
petrol keep going up
Q5. Could the HOWL railway have a bigger role in future?
There was a lot of repetition of the recommendations highlighted in Q4. In addition to the
recommendations identified above, popular suggestions included:







Increased use of the line to carry goods and freight
Increasing the heritage aspect such as regular steam trains
Direct services to alternative destination stations
Better bike carrying facilities
Better connections and integration
Increasing the tourism potential
Promotions and incentive schemes
Subject / categorization
Comment
Yes
Yes, as I get older I will use it more
It already has
Doubtful
Trains
More trains
Better trains
62
More trains would make the line more useful
Freight/goods Used for freight e.g. timber
Used for freight
More goods traffic
Local freight from south and mid Wales to ports e.g. Liverpool
Goods transport, milk fresh veg from farms along the line to markets
in Swansea & Cardiff
Freight could provide extra income to maintain rolling stock and the
line itself
Run goods facilities station to station
More freight movement on trains
Reopen parcel services
Given the sparsely populated area, its difficult to see how unless
freight could be economically pathed
Deliver goods via railway to areas enabling local collection/delivery
services to reduce long distance road use
More freight could be carried from nw England to Swansea/Cardiff
Steam
Regular steam service
More steam trains
Part time heritage line
Promotion of heritage trains ie steam trains .. Always a huge draw
Stations
Opening stations can improve connectivity in accordance with
wellington's law (persistently ignored by dft since 1960's) the welsh
government has yet to rid itself of the prejudices of the treasury and
dft- at least not yet thoroughly
Service
An express each day, in each direction that only calls at few stations
More frequent service
Making it a railway to suit the passenger
Increase of passenger numbers
63
Not without an improved service
More relaxing way to travel
As railways become more overcrowded on 'regular routes' howl
could help with diversion of some trains especially Cardiff/Swansea
destinations
Needs to be an earlier morning train to Swansea. Currently people
have no alternative but to drive to work. A Llandovery to Swansea
service could be an option
Timings need to be improved
5 trains a day
2 hourly service
Through trains to Crewe
Through trains to Crewe and Chester
Line provides an important link to all local residents wishing to travel
all over the country via rail
Visitors benefit greatly from the service provided
Could one train per day be e.g. Milford haven or Pembroke dock
straight through to Chester or Manchester
More capacity at sensible times
As part of a route, Shrewsbury (Crewe) to west Wales e.g. Crewe to
Carmarthen via how. Shrewsbury to Fishguard/Milford
haven/Pembroke via how or circular route, craven arms, Swansea,
Cardiff, craven arms
Direct to Swansea from Amman valley - faster service stations for
gravesend/Gorseinon
Times
4pm train from Shrewsbury
Better timed trains for commuters
Carriages
Observation car
Improving carriages
Units
If more extensive use can be attained, then more viable to run 2 car
units rather than one single car
64
Modernisation and electrification
Bikes
More capacity for bicycles and backpacks
Better bike facilities on train
Improve facilities for carriage of bikes
Perhaps its advantages could be made even more user friendly for
cyclists with the capability of coping with more than two bikes
simultaneously. It only needs tow small groups of cyclists to turn up
unannounced & the newcomers are, or may be, rejected. It may not
be possible for them to wait until the next day
Catering
On train catering with drinks and snacks
Fares
Special price family tickets
New ticketing offers to improve longer stay tourism in the area
Commuters
Used more as a commuter line
Commuting, business and organised tours
Not sure if the level of use for commuting could be significantly
increased
Commuting service to Swansea
Connections/i
ntegration
More integration with other forms of rural transport
Link to other lines
Part of an integrated public transport service
Better integration with other services both bus and rail
Greater integration into the national network
Through trains from major cities
As a line between sw Wales and England beyond Shrewsbury
Improved role as a link between north and south Wales
Making line a link between other parts of Wales and UK
Good connections at Swansea and Shrewsbury
Provision of a more frequent service especially from/to Cardiff
65
Extra use with better connections
Connectivity with other networks e.g. central Wales line - difficult to
access Aberystwyth & other points west
Yes link with bus timetables/work with community transport groups
2 153's coupled together splitting at Llanelli - 1 into Swansea/Cardiff,
one onto Pembroke
Bus links
Regular bus links to places of interest along the line
Improved links with local bus services
Proper co-ordination of connecting bus services
Sustainability
Tourism and sustainable transport
Part of a wider package of sustainable transport and tourism
measures across mid Wales and marches
With sustainability
By promoting green tourism
Help cut travel costs
Market as the sustainable travel alternative
Link with eco schemes such as electric car scheme
Hopefully yes - greener way to travel, increasing tourism, commuter
runs
Environmenta
l impact
Positive environmental impact through cutting the number of people
travelling to meetings/ events
Take more cars off the roads
Tourism
Tourism
More use for tourism, outdoor activities, relaxation
Appealing to needs of tourist and local passengers
Essential for the development of mid Wales
Increasing tourist visitors in llandod
Increase numbers travelling to conferences in llandod by rail
66
Guest houses/hotels should promote it
Enable people to access events and festivals along the line
More valuable tourist asset with better timetable
Yes if the operative company did more to make it appeal to the
tourist industry
Promote more as a scenic leisure route, Llandrindod as a day trip
destination
More trains could expand local & visitor experiences
Wider range of advertising for tourism e.g. ramblers/cyclists, mums
and bikes
More visitors to towns
Theme days
Communities
Linking communities
Better local travel
Work with communities along the line
Better timed trains for commuters
Huge role for the line to act as a source of community regeneration,
reduction in need for car travel, reinstate small freight services and
use it as a more local service
Work with local transport & community transport operators to
improve links between train and other transport methods
Older people
As fuel rises and population ages (not so easy to drive cars)
We intend to use it more now we have rail cards. It is potentially the
only viable public transport service for our remote town & hence
represents freedom for older people
Publicity
More publicity in tics
More partnership with tourist boards
More publicity
Nationwide (and web) advertising
Promotions
Promotion of events
67
Reintroduce more events along the routes
Promotion of café facilities at Llandovery station
Promotional fares to subsidise essential loss making local travel
Tourist potential is vast - to get better known
Promoted as a vehicle to see Wales’ unspoilt interior
In conjunction with tourism & major events in Wales
Tourism
Would like to see links to tourist activities and community transport
services
Tourism
Better promotion as tourist railway
More tourist promotion, shopping trips etc
Incentives at hotels & pubs for meals purchased by rail users
Train centred holidays
Draw for leisure/outdoor activity link e.g. walking, cycling, fishing,
historical heritage
Provide tourism activity for visitors
How
Send how line info to pensioners clubs and organisations throughout
s & w Wales
Folk down the track, jazz on the trains and walks. And buses are
excellent for promotion. How about more of these?
Management
Could it become a micro-franchise based at one of the stations?
Would require a consultation with tourist trade, traders and industry
Strongly believe local management operation is the way forward
The line
Cambrian line would have link with Cardiff if link between Builth rd
and moat lane junction reinstated
Starting at Carmarthen
Reopen Builth rd to Caersws section, giving better access to
Cambrian line services
Link Pontardulais with Gowerton via Gorseinon
68
Lifestyle
Inevitably more people will use the railway with the prohibitive costs
of running a car
Fares
Special fare incentives for 25 -55 age group
Cost of driving a car will ensure greater train use
Q6. What changes in the line/service would you like to see?
Again there was a lot of overlap with responses to Q4 and Q5. Additional suggestions to the points
made above include:




Express trains that stop less frequently and reduce journey times
Services that start and / or end at the middle of the line
Better commuter services
Additional carriages
The present consultation does not cover changes to management in any great depth. There is some
support evident for a change but also some areas of concern. A few of the respondents have
commented on the opportunities created by a change of management arrangements and highlight
positive support. Comments related to the management of the line included:





Run separately from Arriva
Run by a not for profit organisation
The need for long term investment
The HOWL not to be tied down to a national franchise
The community to be more involved than it is
Subject / categorization
Comment
Even more people using it
All seems to function quite well in its present form. Sometimes
change doesn't necessarily result in better service
None
Happy as they are
Publicity
Better publicity
69
Greater publicity
Publicise the possibilities of links to schools so that
pupils/students/teachers could use the line
HOW
More and wider advertising of specialised events (Jazz on train)
Tourism
Improved Tourist Train opportunities
Sightseeing trains (poss steam) with entertainment/commentary
Steam specials
Steam special trains
Enhanced service
More trains
More trains at better times
Better timetable
Better times and connections
Extra services
An additional train per day
One extra train each way per day
Train frequency increased, I would use it more
To consider whether current/additional services should run along
the whole line or just at the Swansea/Shrewsbury end of the line
Dep from Swansea at 11am, even if only as far as Llandrindod and
return at 5pm
Additional service to Shrewsbury between 17.09/11 and 22.08
particularly in summer
Later Shrewsbury train south. Can't get back from London at a
reasonable time
Run two hourly service
A fifth train
Halfway trains, Swansea to Llandod & Shrewsbury to Llandod
Use of local trains at each end
Better connections at Shrewsbury.. For the possibility of linking up
with Birmingham Airport service
70
No need for a train at 500 from Swansea
Mid morning train to Shrewsbury would be popular in Knighton
An extra northbound service in the morning
5 trains a day, at least Llandovery - Swansea & Llandrindod Shrewsbury even if reduction between Llandovery & Llandrindod
5 better still 6 trains a day
Extend services beyond Shrewsbury to Crewe (integrate with
Shrewsbury - Crewe local service)
At least a fifth daily train each way
4 trains in use
If a fifth train is introduced, maybe initially on Sats, make it limited
stop - 3hrs Swansea to Shrewsbury (& extend it to/from Crewe)
More trains more than one carriage
Sundays like rest of week - at least later
More frequent trains, not necessarily all the way from Swansea to
Shrewsbury
At least one extra train per day
More regular spaced timings
More trains especially mid morning
More trains especially on Sunday
Later train from Shrewsbury
More convenient timetable
Selective strengthening of services to cope with demand
Some 3 coach trains
Improvement to type of carriages & length of train to 2/3 carriages
Additional services over part of the line ie Shrewsbury to Knighton
and back as a set service
More frequent and better connections service
71
More carriages
Longer trains at certain times of the year
A regular 2 hr service and services serving the north & south of the
line. From Shrewsbury there are no trains between 9am and 2.15pm
Does it always have to go to Llanelli?
Commuters
Services better suited to commuters on south end of the line
More frequent services & suitable times to deliver passengers
to/from Llandod at commuter times
More trains at better intervals to allow to and from work travel
Trains to fit with workers and students
Increased frequency …. Timetabled with the times that majority of
events/meetings held in Llandrindod
Limited stop
Limited stop services & easing of speed restrictions
Through trains
Through running beyond Swansea/Shrewsbury
Through trains from major cities
At least one fast through train
Faster
Faster trains
Units
More double units: single 153 in the habit of breaking down en route
Improvement of rolling stock
Bus links
Increase in the bus meets the train service
Quality
Better service
Modernise trains
Better trains/improved rolling stock
Trains more suitable to the long journey
Further development of light and ultralight rail vehicles
Electrification
In train services
Better in train services
More buffet trolleys
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Catering trolley on last train from Swansea
Better refreshment facilities
Self service machine on train
More control over the consumption of alcohol
Accessibility
Accessible toilets on trains
Increased accessibility provision for disabled people with specific
access needs in relation to access to stations trains
Lighting
Increased lighting on smaller stations
Vegetation
Trackside vegetation clearance
Viewing
Better viewing for the tourists
Better views by cutting back vegetation
Improved windows for passenger sight seeing
More visibility through windows
Space
More space on trains
More cycle and storage space
Bus links
More connections with buses/bus services at stations
Workable connections particularly bus services, giving places like
Presteigne easier access
Link with buses to tourist attractions
Railway
Ability to get on and off at Gowerton
All trains stop at Gowerton once double line is completed
Commuter trains from Llandod to Shrewsbury and Llandovery to
Swansea
Earlier train from Llandeilo to Swansea to allow connection with
train from Swansea to Paddington
Semi fast train stopping at only main stations en route
Link to other transport systems
Improved links at N and/or S
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Not all trains travelling end to end
Reinstate line from Builth Road
Restore link between Gorseinon & Pontardulais, put in (?) At
Gowerton making reversal at Llanelli unnecessary
Through train to Crewe which has very fast service to London
Depot needed at Llandrindod or Llandover where trains can be
stabled and serviced overnight, thus removing the necessity for early
morning journeys from Shrewsbury & Swansea
HOWLTA should press for greater vertical integration of track &
infrastructure with operations.
Get rid of level crossings so that train can maintain speed in some
way. Better safety control/barriers. Reinstate loop, S of Bynea, so
that trains can avoid Llanelli and go direct to Gowerton. Double line
into Swansea
More passing loops
Freight
Freight carrying
More loops and sidings for local freight
Freight traffic should be reintroduced. There is scope for private
sidings - such installations are environmentally beneficial
Much more use for goods traffic
Management
Run separately from Arriva
Run by not for profit organisation
Full or semi privatisation of the line
Long term investment
Not tied down to a national franchise
Community
I would like the community to be even more involved than it is
Fares
Financial discounts for passengers travelling from Swan to Shrew,
family tickets and people on small incomes
Give us the same advantage as those in Wales lower costs (Bucknell
address)
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Cattle
Cattle transfer
Mobile rail abattoir
Q7. If made, who would benefit from these changes?
The main focus of the comments received is on the benefits to local people, and local communities.
A secondary benefit is viewed as being for local businesses and tourism providers who might benefit
from increased visitor numbers and trade. There is also recognition of benefits to the environment
of more people using public transport, and health and well being benefits of people staying active.
Subject / categorization
Comment
Business
Swansea and Cardiff retailers
Shops
Shoppers
Saturday shoppers would not be sardined into one train at 6pm,
there being 2 trains into Swansea in the morning and lunchtime, but
only one return
Shoppers, as the first train leaves very early & the second returns
very late
Business
Tourist industry
Local entertainment
Supermarkets
Forestry industry
Local
Most residents at the north end of the line who don’t use it now due
to the unsuitable times
Communities along the line
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Locals/local economies
Local people taking the train
New housing in Gorseinon
School children
Local traders
The community (spirit) and all those who do not wish to travel by car.
Also, anybody wishing to travel in or out of this part of the world
when automotive fuel is £10.00 per litre
Everyone
Everyone including arriva
All users
Public
General travelling public
Wales
Regular and potential passengers
Most people
Me
Alternative way to reach midlands & west Wales
Residents of sw Wales and nw England
Residents in Wales and the borders
Everyone along the line and from all over the UK
Provide extra jobs
South Wales passengers wishing to travel to Brecon and Radnor
Railway staff
Motorists
Family
Families
My family
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Leisure
Leisure users
Older people
Older people - those who don't drive or don't wish to drive in big
towns and cities
Older people in more remote places have few facilities other than
the how line. Line has the potential to enrich their lives enormously
by affording access to the wider world. Bus transport is poor and
often unconnected
Accessibility
Increasing accessibility will help remove some of the barriers
Better staffing at stations would help the old and mothers with
children
Tourism
Tourists
Tourists - greater sense of place/additional local activity
Guests
Potential visitors
Visitors
Visitors for weekends
Day trippers
Day visitors from Shropshire Cheshire, west midlands
Walkers
Holiday makers see more of Wales
Accommodation providers
Sparse population indicates only tourism could offer scope for
expansion
A warm dry place to wait in the winter
Commuters
Commuters
Swansea to Shrewsbury commuters, if faster more frequent trains
Commuters who work part time
Commuters who work in the Powys capital
People working in Swansea
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Employees
Better accessibility for education, work, nhs
Employees
Health & well being
Health and well being
A community sense of achievement
Air quality (less use of road transport)
Event promoters
Sporting venues
Railway
Increase use of the railway
More extended and local journeys
The railway itself by increase in passenger numbers
5 times daily service
Train times
At present it takes a long time travelling n or s before connecting
with other services which is a major obstacle to going beyond the
network
Train
Observation car at the back of the train
Self catering facilities for passengers
It would encourage me to use the trains more, particularly on
weekends
Environment
Everyone - fewer cars on road
The environment
Roads less congested
Those who like to do environmentally friendly travel
Carbon footprint reduction
People without cars; those who want to travel with less pollution
The environment - people using trains instead of cars
Roads - the planet
Decision makers
Those producing and developing infrastructure and society
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Access
Toilets at Shrewsbury nvg but disabled toilet now installed
Those living here would have easier access to cities, more access
choice for tourists & visitors to places along the line
Unemployed/non drivers - more access to job opportunities/more
jobs
Education
Education in Powys & elsewhere is in a state of flux, there could be
benefits for the council tax payer
Cymraeg
Improvements in pronunciation of welsh place names
Economy
Increasing fuel costs will force people onto public transport
Other
Consultants no doubt & perhaps business' who don't have the rail
line interests at heart
Q8. Do you have concerns about the implications of changing the way the
line is managed?
The comments received highlight the following positive points:







Ability to deliver a more locally focussed service
Local accountability
Better understanding of local needs
Local imagination and interest
Greater cross sector collaboration
Securing long term investment
Greater community involvement in decision making
However, the comments also highlight a number of areas of concern. The greatest concern is
protecting the service from cuts. Other concerns raised included:






Fare rises
Resilience to cope with break downs
Fears the line could be isolated and become more vulnerable
Increases in operating costs
Ensuring that local needs are understood
The need for a long term outlook
79
It is recommended that stage 2 places a greater emphasis within the consultation on the question of
how the line should be managed in the future. The consultation should be delivered in such a way
that stakeholders views inform the design of future options as well as providing feedback to help
refine these options.
Subject / categorization
Comment
No
Yes
Unsure
At this stage I am not aware of any proposed changes
Fares
Fares
Fares may rise
34% reduction for locals should remain
Would fares rise dramatically?
Very happy with service, would not like to see a large rise in fares
Concerns
Changes must not be a detriment to current level of service
If locally run who would pick up the cost in times of emergency
Currently connections are poor - would local management have any
influence with ATW about connections? But local management might
put more effort in co-ordinating bus and rail
No. More local power can result in better relevant services to meet
local needs as they would be accountable locally not nationally
Yes if it is done to max profit & less to benefit travelling public
Yes but there is plenty of scope for improvement, & many examples
around the country of how it can be done
Yes if a micro franchise would through services to Crewe be feasible?
Only if there were less trains
Resilience of stock in case of breakdown/maintenance
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No if the changes are for the better
No local input should be advantageous in developing a viable
business strategy
Any change must be for the better
Management will be judged by results
No not if those running it are competent
No further cuts to train service due to cost cutting
Only if it threatens services
No hasty changes are made without due consultations with users,
groups & individuals
Line more vulnerable to closure attempts if it is run in isolation from
rest of network
Changes could effect efficiency
More trains would mean more staff, more wages. Finance must be
considered
If it should all go wrong, will there be some back up guarantee for the
line's survival?
No - provided the line is maintained
Might not devolved system make it easier for the lines needs to be
ignored?
It seems to be an add on which Arriva just put up with
A change of management is always worrying
Can't see any difficulties in improving the facilities
Needs firm commitment by all parties for a proper assessment of any
changes
Suspicions perhaps?
Service on trains and stations praiseworthy
Whoever manages it needs to have the customers best interests at
heart. Staff must be motivated and valued otherwise service is poor
Trains might be reduced or travel prices increased
81
There needs to be change for the long term future of the line
Important those who regularly use the service are consulted with
We should learn from other countries
Concerns about the implications of the change to platform 3 at
Shrewsbury
Doubtless the 'powers that be' are just looking for an excuse to close
it
HOWLTA keep a good track of this
Railway
Stock facilities and frequency could all be improved
Keep the ticket offices open especially at Llandrindod
ATW probably do the best they can with two equivalent cl. 153's
Station
Smaller stations could be brightened up. Some look very tired but I
realise much depends on availability of volunteers. Boards on all
stations, not just the larger ones, giving local info and points of
interest
Service
Timetables
Community/local
Must stay a community railway
Needs to be aligned to local as well as visitor requirements
Manage it more closely to the point of delivery
More local accountability is good and often an effective way to run a
business
Localism important but so is the fact the line is part of a national
network
In favour of doing things more locally, people at a distance don't
know the detail
Management needs to understand local people's requirements
A more local community focussed ownership underpinned by
recovery finance
Not if local involvement is unfettered
Management focus would improve if whole service was local & last
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thing thought about by the franchise
No, as long as the management remains locally focussed
Distinct lack of local presence in the local communities. Arriva should
ensure their local managers are more proactive & more visible
Locally managed/community partnerships for lines can bring
improvements & enthusiasm to the line. Consideration for
connections & the remainder of the network are important. Given it
crosses the jurisdiction of Welsh Assembly and Shropshire/England,
clarification of what local management means and funding etc is
important
Love to see the line a community rail operation
Anything that enhances the profile of the service will be good. It is a
vital facility for Mid Wales
More local involvement in management
Management
Concerns if the line is not managed properly, good management is
essential as is marketing the line
Franchise
The franchise system is not efficient. It does not lead to long term
integrated planning
Needs long term approach, franchise system does not provide this
Current gov have the wrong approach in choosing cheapest tender
which will cause worse services & higher fares
Yes but changes involve political awareness of the true cost of
franchising. The problems start with the Treasury's traditional
inability to think of railways as a public enterprise
Subsidies
Firm guarantee of the recovery of subsidies to keep line operational
Gov
Concern is whether LA's can provide consistent support
Adequate support from LA's & WG
Private co
Private co's cream off proportion of earnings which makes less
money available to be ploughed back into railway
Private co may improve facilities
Other
Local management project reported in newsletter 121 sounds
positive
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Re nationalisation would be best
Any new management will need foresight
Must be financially viable in the long term
Needs a company with more imagination & interest in the line. The
co should visit Switzerland to see how railway should be run
Pass responsibility of management & timetabling to Mike Watson
Trains Ltd
Promotion
Needs to be properly promoted & developed in same way as some
Scottish lines & the S and C
Q9. Do you have any further suggestions or comments?
Subject / categorization
Comment
I have never used the railway, only belong to help funds
No
Very good line
If something works don't bother fixing it
Bucknell
Clean & paint over graffiti (Bucknell)
Re Bucknell trackbed and platform are completely neglected
Weeds on lines, disused sides of trackbed and disused platforms are
a disgrace. Local groups do their best but are restricted to access of
small fenced off areas. Bucknell is a first class example. More weed
control by Network Rail would improve the stations considerably and
make passengers feel they mattered and are valued.
Bucknell stations looks very sad since the WI not so active since NR
intervention. Weeds waist high on track
Vegetation
Weeds , small trees and bushes growing on station tracksides &
disused platforms does not give a good impression
Vegetation cut
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Cut some of the trees down along the line
HOWLTA
Can HOWLTA link with Llandovery & Llandeilo 'Walkers are Welcome'
schemes
I think the HOWL website is very useful. The route is a good one, it
has to be kept in people's minds as a useful resource & not a basket
case
HOWLTA deserves high praise for its energy and sense of civic
responsibility. In truth HOWLTA benefits persons living far from
central Wales
Put HOWL link on more websites
Fantastic job by HOWLTA volunteers on the train & stations that are
'adopted'
HOWL is a very good thing and must flourish and never cease to be
HOWLTA newsletter being produced on glossy paper, difficult to
read, a return to old format appreciated
All station adopters should have a pack of literature for distribution
in local retail outlets etc
Freight
More freight carried on the line to make it pay. Why not carry timber
by rail?
Promote as freight route
Promotion
Encourage local tourism boards to emphasize the merits of the
service
Campaign of more advertising features to attract all ages of
passengers
Could be publicised more especially with timetables available in a
wider area
Passes through wonderful countryside & interesting places, deserves
to be better known
Heritage
Why not run the line like a heritage railway, but with regular
commuter services
Potential to cater for heritage running
Water points for steam excursions
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Steam trains are very popular but don't seem to link with local
contacts
Running a few steam services for enthusiasts & tourists would create
more revenue & promote the line
Much potential in promoting it for tourism with steam heritage
Lobbying
Focus on political pressure at WG level
Communicate to those in authority how valued the line is & the
benefit to the community that more frequent, faster (and more
cheaper) services could be for local people
Tourism
No viable future as tourist line, must become part of effective
transport system in Wales and beyond
Tourist boards need to do more to promote rail use
Localism
Localism is important. Local knowledge can bring about targeted
improvements at less cost
Connections
It would be nice if the trains could be timed so that the Crewe Edinburgh connections could be improved. Very long wait by the
time the Shrewsbury Crewe arrives, more than one hour
Through trains to Cardiff via Swansea. Could be demand from
Llandrindod south for direct services to Cardiff.
Direct one a day early or 9.30am service to Crewe with modern twin
(or 3) units
The short gap between the HOWL and the Cambrian Coast Line
should be bridged
Line currently operates very much as a separate entity, in terms of
connections the efforts in promoting the line in terms of tourism are
welcome
More connections between HOWL and the rest of the rail network in
Wales
Frequency
Re 2 hourly service, maybe one or two train run express stopping at
major towns en route
Love to travel on the line if times were more convenient
Enhancement
Would use more if 2 hourly service between Shrewsbury and
Llanwrtyd Wells
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Overnight stabling of trains on the line to allow more convenient 2
hourly service
Fares
To encourage rail travel rail fares will have to be kept low
Members of HOWLTA in Shrops need to be informed of any special
reductions in fares.. Ought to be able to use our bus passes too
Any chance of lower fares in winter?
In train services
Wi-Fi available on rolling stock
Refreshments
Trolley service both ways
Train interior
If new rolling stock cannot be provided, thought should be given to
the sprung seats and room for luggage
FFI
In winter when free pensioner travel in operation either increase size
of train or charge 50% of fare. People on benefits should still be free
Llandrindod ticket office
Found ticket office Kelsham Hanna very useful, efficient and prompt
Station staff at Llandrindod most helpful
Do all you can to keep the ticket office at Llandrindod open
Staff at Llandrindod deserve a medal
I am especially obliged to Kelsham Hanna and his colleagues for
supplying tickets by post
Staffed stations
Some stations to be 'manned' for ticket issuing purposes & advice
such as Llandrindod station
Stations
All stations need info display to keep passengers informed
Rolling stock
Rolling stock needs updating badly
Finding the additional rolling stock is a stumbling block
Sustainability
Need a sustainable transport system
Car unsustainable need to do something about it
With surging cost of road transport, need to use line for freight,
taking heavy traffic off rural roads, improve revenue and create jobs
Electric car charging at rail station car parks
Access
Using platform 3 at Shrewsbury, need to carry cases up stairs
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Filling in the pot holes on approaching Llandeilo Station
Llangennech station needs to be raised step, use available but rather
shaky
Bring back the Golden Grove Line firstly as a cycle track to connect
with CWL in the future as a rail link
Personal safety
Positive experience of staff member thinking about personal safety
Line
If line could stop/turnaround at Craven Arms, could have trains more
friendly to those who live near the line. Perhaps it could terminate at
Llanelli. In both cases, users could transfer onto mainline trains
leaving HOW train to service the line it is meant for. Craven
Arms/Bucknell/Knighton/Penybont could be developed as
Distribution points
To speed up the service it would be great if the crossing at
Llandrindod was automated & likewise the crossing at the former
Talley Rd station was automated & the line speed over the nearby
new Towy river bridge was raised so that trains do not have to slow
to a crawl from a really good speed. Once the line is redoubled
between Waenarlwydd & Llandeilo Jct stop all trains at Gowerton as
this serves west Swansea & Gower, a potential big market for the line
Adoption of integrating HOW trains with Shrewsbury to Crewe would
enable HOW trains to use platforms 4 & 7 at Shrewsbury, & thereby
overcome the disbenefit of using platform 3
Dedicate Craven Arms with dedicated loop and platform for HOWLTA
trains. Station for Howey as nil to poor. Bus connections to
Llandrindod. Reinstate some (?) Of double track (1 mile+) in order to
schedule more trains
An alternative route from the North of England to South Wales
Line is a vital part of the network. Its one of the only ten scenic
stretches in the UK
Community line
Run it as a community line see Norwich to Sheringham, Norfolk line
Integration
More integration of bus & rail services where possible. Community
partnership which would advertise events etc as well as train times in
a small booklet
Overcrowding
Overcrowding on certain days by people who take advantage of the
free concessionary pass travel is a big issue. Many of these would
never pay to use it while those of us who are regulars can't get on
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sometimes
Essential service
Many people totally reliant on the service
It deserves to be more widely known
Need to look at good practice elsewhere
Borrow some Blackpool illumination trams & power them by a towed
generator
Somebody needs to acknowledge that regional railways cut too deep
when the service was reduced in the late 80's/early 90's
Access and gardening licences from NR do not go far enough
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10.7 Traffic flows identified
The following potential traffic flows / markets have been identified. The current timetable satisfies
very few of them. Clearly, even with a much more frequent service it will not be possible to satisfy all
needs, but any future timetable planning should attempt to satisfy as many as possible:
Towards Llanelli and Swansea
Commuters from South of Llandovery, arriving in Swansea at 08.30 or so and returning 17.00
Shoppers, arriving 09.00 and returning from Swansea at 13.00 or 17.00
Towards Cardiff and beyond
Business and pleasure trips arriving Cardiff by 10.00 or so and London before lunch
Return trips timed later than at present to allow adequate time in London or Cardiff
(note: HoWLTA recommends consideration of a business service to Bridgend and Cardiff and beyond
that avoids Llanelli and Swansea by making use of the District Line)
Towards Llandrindod (hotel timing comments also apply to Llangammarch and Llanwrtyd)
Commuting from and to North and South to enable Powys CC, WG staff and others to work ‘core
hours’
Arrivals from North and South to attend conferences starting at 10.00 and finishing at 16.00
Hotel departures to North and South by 11.00
Hotel arrivals from North and South by 17.00
Towards Craven Arms and Shrewsbury
Connections at Shrewsbury for Birmingham, Manchester and London enabling adequate time for
business meetings and shopping, with last return departure from Shrewsbury significantly later than
the present 18.05
Local Travellers
2-hourly shuttle service to allow trips between intermediate stations without the current 3-4 hour
wait between trains.
Establishment of connecting services to Heart of Wales stations from outlying communities by
means of Community Transport services
Rail Tourism
Consideration to be given to a timetable that contains both ‘all station’ stopping services (see ‘local
travllers’ above) and ‘limited stop’ through trains, with the possibility of extending these to (eg)
Crewe and to Pembroke Dock.
At least one end to end train each way each day to provide the line’s own tourism product and
facilitate through journeys.
Development of ‘days out’ products from both North end (Shrewsbury / Craven Arms – Llandrindod
/ Llanwrtyd) and South end (Swansea / Llanelli – Llandovery / Llanwrtyd).
Ways to encourage commercial operators to make more use of the line, especially steam trains with
the problems now encountered on the Cambrian Coast route.
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10.8 Project Steering Group membership

Professor Stuart Cole CBE

Brian Dotson

Gill Wrght

Mike Watson

Paul Atkins

Cllr Mansel Williams

Marc Lewis

David Edwards

Chris Horrocks

Bruce Roberts

Tom Clift (to September 2012)
REPORT ENDS