a) The line is operated by 3 Train Operating Companies (TOCs), connects with services provided by 2 other TOCs at 3 locations, runs through 4 counties (5, since April 1998), and remains part of the National Rail Network. The infrastructure is owned by Railtrack. The Passenger Service Requirements are laid down by OPRAF and overall quality monitored by the Rail Regulator under the requirements of the Railways Act 1993. Co-operation and joint planning between this large number of stakeholders is essential if the line’s potential is to be realised.
b) Simply to maintain the line’s infrastructure in its existing form is unacceptable. Due to the partial singling in the 1970s and 1980s, when services were contracting, the line now operates at or near maximum capacity as a result of the increased volume of services. This compromises its timekeeping and reliability, and there is little scope for better use of its existing capacity.
c) The differing interests of the TOCs make it unlikely that each in isolation would share capital investment costs with Railtrack. The Cotswold Line Strategy would allow rational joint decision making in respect of infrastructure development on the basis of shared interests.
d) Development of freight services would allow infrastructure investment and maintenance costs to be more widely shared. The Government has proposed that investment criteria should reflect environmental benefits which may be achieved by such development.
e) Rail services are only part of the network of roads and road-based public transport in the Cotswold and Malverns. The Government’s commitment to integrated public transport, reduction of the harmful impact of cars and goods vehicles upon the environment, and active consideration of transport issues in land-use planning, depends upon a strategic regional view of the rôle of railways such as the Cotswold Line. It would be unrealistic to expect any one TOC, or even a number together with Railtrack, to establish a comprehensive strategy for development without being in active partnership with other stakeholders such as bus companies, local authorities and the tourist industry.
f) In the newly privatised environment, there is no overall dedicated management of the Cotswold Line. Development of a joint, co-operative structure between the three TOCs and Railtrack is required, to address the Line's day-to-day operational problems. The existing "Four Counties Group", which brings together representatives of local authorities and train operators, may be the appropriate forum in which to establish a Cotswold Line Strategy. A "Cotswold Line Conference" may similarly provide a vehicle for joint discussion and planning. The CLPG would be pleased to facilitate such an event in 1998 (now planned for June 1999).