For about three weeks I have been one of Metrorail’s biggest
critics and I will remain to criticize the rail operator.
On Monday 14 April, I was invited to Metrorail’s Operational
Centre, being in what is the heartbeat of the trains operation – behind the
scenes, gave me a better understanding of how things flow.
My visit confirms a previous post (Another day Another delay) that communication is
indeed Metrorail’s biggest problem/challenge.
The visit started with a tour and introduction of the
different components within the Operational Centre. I also got the opportunity
to engage with the staff and ask questions.
It is indeed a fact that despite living in 2014, Metrorail
Western Cape sits with resources that dates back to the 70’s and 80’s if not
50’s and 60’s and for this you cannot blame them. My concern though is: has no
manager tried to raise this issue with Prasa and the department of transport –
or are they waiting on a big accident with a lot of casualties?
Through this blog I also wish to challenge the ministers of
transport and public enterprises and the Parliamentary Portfolio Committee’s on
Transport and Public Enterprises and their provincial counterparts to not only take a
train and engage with commuters but take two hours like me and sit in the
Operational Centre and observe the “nerve centre” to come to the conclusion
that Metrorail Western Cape is critical but not stable.
I want our public representatives to observe, like me, how
trains are tracked, why there is such a delay in communication especially
trains beyond Stikland and Kuilsriver, to understand when I say Metrorail is
indeed critical but not stable.
With the current resources Metrorail Western Cape will not
be able to ever give an accurate figure of with how many minutes a train is
delay – but breaking barriers within the Operational Centre can make
communication more effective, in getting estimated times to the commuter.
Metrorail think and operate in train language and this is
one of the reasons that there is little to no effective communication to commuters.
If all staff, especially those in the Operational Centre, Management and
Communication understand the importance of commuter communication – things
might be much better.
We live in an era where technology makes life sometimes so
much easier. If you sit in Metrorail’s CMOCC, you get the feeling at times they
still in the era between a message being sent via post or faxed.
Another observation I made is the sms-system Metrorail uses.
Metrorail should look at getting a more effective computerized one – getting the
message to more commuters faster.
Metrorail also lack an integrated communication strategy
between the different components within the Operational Centre. Currently it
seems as if everyone is just doing their job because they have to (and that is
not wrong), but the staff are either unaware or ignore the fact that they are
not promoting their brand. If the importance of effective communication is
understood amongst the staff and different components in CMOCC, Metrorail is
already giving a big step in the right direction.
There are a few other
observations I made as well, operational matters and regarding resources. I
have mentioned some to the Communications Manager and will also engage with the
Regional Manager on a few suggestions.
I need to state however some within Metrorail fear that
having more effective/proactive communication with the commuter is compromising
the operation. This is because they not only fear the unknown but don’t know
how to communicate in commuter-language.
Metrorail does not have to complicate things by saying they
have too much information. Some technical information can be shared with the
commuter through illustrations and others through images. If Metrorail is more
honest with commuters, they will receive a lot more useful handy tips and this
need not wait for a new minister or financial year.
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