Visiting the critical but not stable Metrorail

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.

To conclude, what Metrorail did was not to silence me but to give me an understanding of how things work. I would like to thank Metrorail Western Cape’s Management, in particular Mthuthuzeli Swartz (Regional Manager), Riana Scott (Communications Manager) and Daphne Kayster (Marketing and Promotions Manager) for granting approval and the tour as well as taking time to interact with me.