Metrorail's delayed promises

Metrorail is managed by union leaders and not the appointed management.

This was confirmed when Prasa Acting Group CEO, Lindikhaya Zidi, gave in to request by union leaders – despite cries by commuters for atleast the last four years.
Untu has been threatening Prasa with legal action for weeks now, if the company don’t beef up security and create a safer work environment. This comes after a train driver was shot dead at Netreg station in July 2016.

On 2 August 2016 a Metrorail train driver shot and killed a 26-year old attacker near Kraaifontein station, after being attacked by four men near the station – the second incident involving this driver. Earlier this year a train guard was threatened at gun point and in two separate occasions verifiers on a train and at a gate was threatened. There are also other incidents where Prasa staff have been intimidated.

Prasa now made a promise of not only armed security on the Central Line but also better communication, with regular SMS-notifications.

It looks like it is not #AllLivesMatter for Metrorail. It is not only the Central Line where criminal elements are at the order of the day. Prasa seems to contradict itself. A few weeks ago they used the criminal element as an excuse to have paid parking at Bellville yet parking at all other stations – even on the Central Line – are free.

It would appear as if the AGCEO is also not aware that Rapid Railway Police only start patrolling trains and stations after 8am, when the majority of commuters are already hard at work. I guess he is also not aware that Prasa has no jurisdiction over the railway police, or that the outsourced security of Prasa is not very proactive. He’s also quiet on what will Prasa do to ensure successful prosecution.

In an email dated 24 May 2017 I share with Mr. Zidi no one within CMOCC (Operational Centre) is being held accountable. His reaction two months later is a manager on duty until the last train completed its journey. A manager on duty in CMOCC is not the solution for the frustration of thousands of commuters, if that manager cannot be proactive.

Until this hour Metrorail cannot explain that on 24 May 2017 a manager was on duty and still CMOCC was not able to notice for three hours Wellington trains are delayed. That is one of many incidents I can point out (and Metrorail’s management have copies of all).

In the very same email I make the bold statement that Metrorail Western Cape’s Management don’t have the backbone to take responsible for and deliver a credible reliable service with their hands on the things they can control.

From the promises it would appear as if the AGCEO is not aware SMS notifications are already sent to commuters.

The problem Prasa/Metrorail seems to ignore is (a) the disconnect between the different internal departments and communication methods and (b) the credibility, accuracy and timing of proactive customer communication.

I’ve previously pointed out the problem but will repeat myself. Currently Customer Communication at Metrorail sits with the Customer Services and Train Operations departments. In Train Operations drivers and other technical support staff are responsible for communication. Customer Service’s priority is generating revenue and not communication first. The problem with both is that those responsible for communication had no communication training and are thus not even aware of Communication101.

Part of the solution – and I’ve been proposing this to Metrorail Western Cape since November 2014 – is
(a) an integrated customer communication policy and
(b) Marketing and Communication department (custodians of the organisation’s reputation) be the driving force behind all external and internal communication.

This should be done by crafting and editing of messages.

Metrorail Western Cape’s Operational Policy and Procedures don’t allow for the above but it has been proven in times of crises that it can work. Sadly egos are still a red signal for proactive customer communication.

Be honest not Metrolies

I have to start this piece by stating my “fight” with Metrorail has never been personal, nor have I ever criticized an individual. If you carry the portfolio, then you have to deliver to expectations and the unexpected.

I don’t need anyone to tell me, I am well aware many within Metrorail feel offended when I say certain portfolios are incompetent. Someone once said only someone who is guilty will feel offended.

When criticizing Metrorail I have always done so with facts and yes I have been proven wrong on an occasion or two.

Metrorail’s problem is that every department works like an island. Many within the state owned enterprise are also so focused on their own thrones; they forget the company operate with infrastructure older than six decades causing many of our frequent delays.

Since the parastatal declared itself in the ICU in March 2014 it made a good recovery with a few relapses inbetween. Metrorail however slipped back into a critical condition in March 2016 – without them even knowing this.

It is two years since I wrote Metrorail now Metrofail and despite undertakings from the company, nothing was implemented to address their lack of effective communication.

In April 2014 I proposed some more solutions to this disaster waiting to happen and despite some of it being implemented; it seems many staff are still on a delayed train, when it comes to implementation.

I’ve had the privilege of visiting Metrorail’s heartbeat and my first observation was that there is an I in their team work. Apart from a few staff changes, nothing in that Operational Centre has changed.

The decision-makers at Metrorail are well aware of what should happen. Flip they even had a presentation on effective pro-active communication being done for them and two documents on the status; challenges and solutions of our Railway service to their disposal.

So why are commuters still in the dark?

See besides many not knowing how to get off that island, there are also those who don’t want to be the odd one out and criticize what is wrong.

Many are also caught in the culture of apologizing for the inconvenience and look or make up an excuse – instead of taking my 2014 advice and just speak the truth.

Customer Communication is not a priority for Metrorail, was it a priority they would have:

• Revised the invisible Customer Service Communication Policy
• Implemented a more proactive strategy approach
• Be honest with commuters and not apologise for what they cannot control
• Make up excuses why key departments cannot address challenges head on
• Made so many errors in announcements and SMSe

Customer Communication is not a priority, because meeting financial targets – for the organisation to keep its head above the water – is.

Despite the above Metrorail is not all bad. There are many talented and competent individuals at the company. There is also nothing no one can do or say that will do any more harm to Metrorail, than the critical state it is in already.

Metrorail should thus apart from learning the word team, also learn to communicate the truth and tell a thing as it is.

Checking Metrorail's tickets

I have been criticizing Metrorail for some time and frankly I’m not yet planning on stopping to help them create a better service.

See I was once told I should be the change I want to see, and I’m really trying hard in helping Metrorail create the change I want to see by being an active commuter who:

1. Tap them on the shoulder when they do something good – not really a lot of those moments, but they there.
2. Share information with Metrorail that could help them better their service and this would include incidents on a train or line or station – they just have to do the follow-up.
3. Criticize them to better their service, especially customer service and communication.
4. Share information and assist fellow commuters with information.

I’ve written a few blogs on Metrorail and the terrible service. I’ve admitted that changing the system will not happen overnight and a better rail infrastructure will not appear as cable theft increases. There are three things Metrorail can implement and make a priority ASAP, for this to happen the different departments within the rail operator should work more integrated.

With the above as background, in November I was challenged to one day in peak time check train tickets at Cape Town station.

Obviously I was nervous, who wouldn't be, if you check the small font on the tickets.

I was given training, for about 5 minutes – due to security reasons I cannot give more details on this.

While I have new respect for ticket verifiers, my opinion on the way they work has not changed though.

I enjoyed the experience and learned a few exciting things. It was also exciting to see such friendly and some really grumpy faces early in the morning.

Checking all the info on a ticket, counting and greeting makes it a challenge to say how many people come pass you. All I know is that atleast seven trains stopped and those commuters came pass me – and this is not even adding those entering Cape Town station going to platforms. I would say I counted about 30 to 40 if not 45 tickets per minute, almost at the average, for a rookie.

Now that I have been to Metrorail’s operational centre, taken a trip on their Tourism Train and even check tickets, I have a few other things on my list to experience with Metrorail.