Here you can view the objectives and criteria which we will use to evaluate the success of the periodic review 2013 (PR13), the multi-billion pound plan for improving Britain's railways between 2014 and 2019.
Progress on all metrics will be reported in our annual report.
Objective / outcome:
- PR13 protects the interests of customers and taxpayers
- PR13 facilitates a clear focus on what matters to passengers, freight customers and taxpayers
- PR13 encourages a more disaggregated approach
- PR13 facilitates alignment of incentives
- PR13 facilitates greater contestability
Objective / outcome: PR13 protects the interests of customers and taxpayers
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| Success criteria | Metric | How will it be measured? | What will success be, and when will this be measured? | What corporate objective / s does it support? |
|---|---|---|---|---|
| Network Rail delivers or exceeds all outputs safely and sustainably | Public Performance Measure (PPM) | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | England & Wales 2014 / 2015 - 91.9% 2015 / 2016 - 92.1% 2016 / 2017 - 92.3% 2017 / 2018 - 92.4% 2018 / 2019 - 92.5% Scotland 2014 / 2015 - 92% 2015 / 2016 - 92% 2016 / 2017 - 92% 2017 / 2018 - 92% 2018 / 2019 - 92.5% Franchised TOCs No TOC to exit CP5 below 90% (bar East Coast and Virgin; must not exit CP5 below 88% or CaSL above 4.4% and 2.9% respectively) Rolling annual JPIP targets First Great Western high speed service must not exit CP5 below 88% |
Support a better service for customers - this metric will facilitate improved punctuality for passengers on all train services |
| Cancellations and Significant Lateness (CaSL) | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | England & Wales 2014 / 2015 - 2.2% 2015 / 2016 - 2.2% 2016 / 2017 - 2.2% 2017 / 2018 - 2.2% 2018 / 2019 - 2.2% Franchised TOCs East Coast and Virgin must not exit CP5 with CaSL above 4.4% and 2.9% respectively Rolling annual JPIP targets |
Support a better service for customers - this metric will facilitate a reduction in passengers' experiencing cancellations and significant lateness | |
| Freight Delivery Metric (FDM) | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | National 2014 / 2015 - 92.5% 2015 / 2016 - 92.5% 2016 / 2017 - 92.5% 2017 / 2018 - 92.5% 2018 / 2019 - 92.5% |
Support a better service for customers - this metric will facilitate improved punctuality for freight customers | |
| Enhancement projects milestones and delivery of ring-fenced funds | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | Enhancement project outputs are detailed in Network Rail's CP5 enhancement delivery plan |
Support a better service for customers - improved infrastructure is an enabler of passenger satisfaction and freight customer satisfaction Secure value for money from the railway - efficient enhancement expenditure |
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| Development milestones for early stage projects | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | Enhancement project outputs are detailed in Network Rail's CP5 enhancement delivery plan. In this case delivery plan will set out when GRIP3 needs to be achieved. |
Support a better service for customers - improved infrastructure is an enabler of passenger satisfaction Secure value for money from the railway - efficient enhancement expenditure |
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| Health and safety | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | A plan to maximise the reduction in risk of accidents at level crossings, using a £99m ring-fenced fund |
Drive for a safer railway - reducing risk at one of the biggest causes of accidents Secure value for money from the railway - efficient ring-fenced fund expenditure |
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| Network availability | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | National PDI-P CP5 exit - 0.58 PDI-F CP5 exit - 0.73 |
Support a better service for customers - this metric will facilitate a reduction in passenger and freight customer disruption | |
| Network capability | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor |
National Enhancement programme will increase capability |
Support a better service for customers - this metric will maximise the capability of the network | |
| Station Stewardship Measure (SSM) | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor |
England and Wales Scotland |
Support a better service for customers - this metric will maintain station condition across Britain | |
| Asset Management Excellence Model | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | January 2018 Asset Management Strategy and planning - 72% Asset Management Decision-Making - 72% Lifecycle Delivery Activities - 72% Asset Knowledge Enablers - 72% Organisation and People Enablers - 72% Risk and Review - 72% |
Drive for a safer railway - asset management excellence could lead to fewer asset failures and safer infrastructure Support a better service for customers - asset management excellence could lead to better performance |
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| Asset data quality | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | April 2017 Track - A2 Signalling - A2 Telecomms - A2 Electrical power - A2 Buildings - A2 Structures - A2 Earthworks - A2 |
Support a better service for customers - good asset data quality is a prerequisite for excellent asset management, which could improve performance | |
| ORBIS milestones | Network Rail will report against all output measures in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | LADS roll-out May 2014 SDS data spec Jan 2015 SDS roll-out Sept 2015 E&PDS data spec Apr 2015 E&PDS roll-out Dec 2015 Ellipse data spec June 2014 Ellipse roll out June 2016 GEOGIS decommissioned Dec 2016 Handheld Aug 2014 |
Support a better service for customers - ORBIS is a prerequisite for excellent asset management, which could improve performance | |
| Network Rail delivers its obligations at the most efficient levels possible, comparable with the best railways in the world by the end of the control period | Efficiency on support, operations, maintenance and renewals (SOM&R) | Network Rail will report its annual financial performance in its Regulatory Accounts. We will review these in our Annual Efficiency and Finance Assessment |
Total efficiency - 19% by 31 March 2019 Support efficiency - 25% by 31 March 2019 Operations efficiency - 17% by 31 March 2019 Maintenance efficiency - 16% by 31 March 2019 Renewals efficiency - 20% by 31 March 2019 Annual efficiency assumptions are in table 4.3 of the final determination |
Secure value for money from the railway - directly measures efficiency |
| System operator capability | Network Rail will report against all enablers in its Annual Return and Delivery Plan update. We will review these in our Annual Network Rail Monitor | Network Rail's capability as a system operator (i.e. in managing its capacity) improves, as indicated by the system operator enabler / improvement plans |
Support a better service for customers - good system operation will improve performance Secure value for money from the railway - good system operation will support efficiency Promote an increasingly dynamic and sustainable sector - good system operation will aid optimal long term investment |
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| Our assessment of Network Rail's total financial performance | We will assess Network Rail's total financial performance as part of our annual efficiency and finance assessment |
Financial performance consistent with or better than our PR13 determination assumptions. We will report on progress annually |
Secure value for money from the railway - directly measures financial performance |
Objective / outcome: PR13 facilitates a clear focus on what matters to passengers, freight customers and taxpayers
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| Success criteria | Metric | How will it be measured? | What will success be, and when will this be measured? | What corporate objective / s does it support? |
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| PR13 improves value for money, including ring-fenced funds | National Passenger Survey (NPS) | Passenger Focus report NPS results biannually | Sustained improvement in satisfaction with punctuality and reliability | Support a better service for customers - the NPS directly measures passenger satisfaction |
| Operator and passenger involvement, e.g. in major enhancements | Network Rail are proposing a methodology in their delivery plan | This will be determined by Network Rail's proposed methodology, but it must include data to show an increase in passenger and operator involvement in all major projects | Support a better service for customers - passengers will have a greater opportunity to directly influence enhancements | |
| More and greater disaggregated data (including route level data and schedule 4 and 8 information) in public domain (e.g. ORR Data Portal, Network Rail website) | Monitoring of our transparency programme | Achieving the list of publication/data agreed by the board. Increased numbers of registered users of ORR data The extent to which we can persuade Network Rail to follow the steer given in our response to their transparency consultation to move more quickly Measures of our effectiveness in educating the public more about how the railway works and how it is financed |
Support a better service for customers - providing customers with the information they need to make decisions Be a high-performing regulator - moving ORR towards transparency best practice |
Objective / outcome: PR13 encourages a more disaggregated approach
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Success criteria |
Metric |
How will it be measured? |
What will success be, and when will this be measured? |
What corporate objective / s does it support? |
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PR13 increases transparency and access to information, including more route level data |
Transparent and accessible information for the public on major projects |
Monitoring of Network Rail's website and publication of the Network Rail Monitor |
Network Rail will provide a page on its website for every major project. Network Rail will confirm - in their final delivery plan - how they are engaging the public and operators in major projects. We will provide an update on major projects in the Network Rail Monitor |
Support a better service for customers - providing accessible information on projects that will enhance the customer experience |
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Stakeholder and passenger feedback, including expert panels, National Passenger Survey and passenger and consumer focus groups |
Passenger Focus report NPS results biannually |
Increase in overall passenger satisfaction over CP5 |
Support a better service for customers - the NPS directly measures passenger satisfaction |
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PR13 facilitates greater localism |
Local authority feedback and long term planning process (LTPP) engagement |
LTPP minutes and stakeholder surveys |
Sustained attendance and input from local authorities in LTPP deliverables. Positive feedback from local authorities in Network Rail's stakeholder engagement, including the Local Authority conference |
Support a better service for customers - local authorities are important customers and this reflects their long term requirements |
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Network Rail's CP6 strategic business plan contains improved route-level data (including unit costs) and shows that decisions are being made at route-level with best practice shared across routes |
Review of Network Rail's strategic business plan for CP6 |
Network Rail's route-level plans will be robust and show that decisions are being taken at a route-level, that good practice is shared across routes and that we are able to benchmark routes' costs against one another |
Secure value for money from the railway - improved cost information will better inform our determination efficiency analysis |
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PR13 supports more disaggregation in the industry (for example through Network Rail devolution) to allow a more comparative approach to regulation and a better understanding of costs, revenues and subsidy across the industry |
Decision making decentralised to the routes |
Number and type of decisions made at route level |
Network Rail has devolved more decisions to route level. Network Rail has devolved more types of decisions to route level, i.e. procurement, policy |
Promote an increasingly dynamic and commercially sustainable sector - devolving decision to route, promoting innovation |
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Customer service maturity model |
NR will specify a suite of measures in the final DP |
NR will propose a trajectory for CP5 in the final DP and measure itself against that |
Support a better service for customers - passenger and freight operators are customers of Network Rail |
Objective / outcome: PR13 facilitates alignment of incentives
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Success criteria |
Metric |
How will it be measured? |
What will success be, and when will this be measured? |
What corporate objective / s does it support? |
|---|---|---|---|---|
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PR13 improves the interfaces between the different players in the industry, for example, by facilitating alliances, efficiency benefit sharing at the route-level and bespoke arrangements where these improve whole industry working, will drive greater value for money for customers and taxpayers |
Supply chain engagement |
Network Rail's Annual Customer Supplier Survey |
Positive feedback from Network Rail's supply chain, including RIA's Infrastructure Clients Interface Group |
Promote an increasingly dynamic and commercially sustainable sector |
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Financial benefits from and scope of alliances and / or REBS participation |
Network Rail's route-level total financial performance (in annual efficiency and finance assessment) and alliance payments in the year |
Route-level financial performance consistent with or better than our PR13 determination assumptions. We will report on progress annually |
Secure value for money from the railway - directly measures financial performance |
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Project cost outperformance as a result of aligned incentives with TOCs through gain share commercial agreements |
Through the ECAM (Enhancements Cost Adjustment Mechanism) process |
Aligned incentives between Network Rail and operators to reduce project costs |
Secure value for money from the railway |
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Increase in cooperative working between Network Rail and train operators / suppliers through alliancing or REBS |
Explanation from Network Rail on the number of material alliance agreements in place and qualitative statement on the impact these have had on cooperative working |
Clear examples of cooperative working between train operators, Network Rail and/or suppliers |
Secure value for money from the railway - from efficiency improvements |
Objective / outcome: PR13 facilitates greater contestability
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Success criteria |
Metric |
How will it be measured? |
What will success be, and when will this be measured? |
What corporate objective / s does it support? |
|---|---|---|---|---|
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PR13 ensures there is more effective use of market mechanisms in the industry will deliver further efficiencies |
Framework for assessing open access applications is reviewed |
ORR has carried out this review |
Optimal framework identified and used by ORR |
Secure value for money from the railway, for users and funders; Promote an increasingly dynamic and commercially sustainable sector. |
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Level of third party investment |
Amount of third party investment via the investment framework |
An increase in third party investment from CP4 to CP5 |
Promote an increasingly dynamic and commercially sustainable sector |
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Investment framework feedback |
Stakeholder engagement, via one to ones, surveys and workshops |
Feedback suggests there are fewer barriers to investment and the investment framework is more customer-focused |
Promote an increasingly dynamic and commercially sustainable sector |