Annex B - Community Engagement Record

Arran, 25 January 2023

Arran Ferry Committee (also joined by public who dropped in)

Points raised re Neptune

Present structure doesn’t work well sometimes
Too many management tiers
Hinders decision making
Don’t know who to contact
Lack of transparency

Other issues raised

Residents should be given greater priority for booking.
Lack of season tickets or multi-journey travel for residents is frustrating.
Lack of fairness in present system – tourists and industry given prominence
Residents often feel constantly anxious about ferry reliability – hinders holidays, trips, planning etc.
Can have major impact on ability to access medical care and appointments.
Present service not designed around community’s needs.
Calmac not solutions focussed.
Lack of capacity on boats makes booking difficult, hinders access
Need greater flexibility in levels of service
Comms is often very poor from Calmac
Fares and RET not helpful sometimes – feeling that it encourages tourism (which can be good) but at the expense of locals. Also encourages car use.
Unbundling – open minded to org other than Calmac delivering the service. Western Ferries often mentioned favourably.

Overall – not much on structural reform. Discussion focussed on service delivery, capacity, reliability, ticketing, resident priority.

Arran Ferries Action Group

Neptune Issues raised

believe current structure needs re-organised
need one organisation to organise ferries and be accountable to communities
Calmac delivers a service set by TS and using assets provided by CMAL – inefficient set up and Calmac in an impossible position.
Should bring contract and assets together
Unbundling – in favour of other organisations bidding/running ferry service.
Community views overlooked
Success is about frequency and reliability.

Other issues raised

Uncertainty of travel plans
Should be priority for residents
System is unresponsive to user needs.

Arran Community Council

Neptune Issues raised

Having two companies responsible (Calmac and CMAL) can be difficult
There is a lack of transparency, companies should be amalgamated
CMAL should be wound up

Other issues raised

Unbundling – may be an issue with running different services on different routes
RET – has helped with tourism but does make it difficult for local residents to access ferry sometimes
Freight also takes up a lot a space on ferry
Last minute travel can be problematic – ferry fully booked on system but often spaces anyway
Comms from Calmac could be much better.
Reliability can be a challenge
Improved ferries required
Ferry service on Arran is best its ever been.

Industry engagement

Auchrannie Resort (summary)

Arran was a successful and popular visitor destination, open all year, but this is now threatened by escalating ferry cancellations, insufficient ferry capacity and falling customer confidence. Arrans population is falling and we have insufficient workers across all sectors. This threatens the islands infrastructure and urgent action is needed.
12 month tourism threatened – some business now closing in winter
Future developments on hold
Difficult get on a ferry short notice when you need to. Healthcare, family events, freedom to come and go from where you live.
Island infrastructure at breaking point.
Population and quality of life falling.
Difficulty with staff recruitment and retention.
Difficult to get people to / from island for interviews.
Booking systems and capacity management systems outdated and do not maximise ferry capacity showing full when not.
Slow decision making, missed deadlines and lack of planning leaves us staring at escalating ferry and port infrastructure problems with no end date. Too many agencies involved – TS, CMAL, Calmac, SG?

After school club

8 young people, 2 adults and CB member
Young people recognised the importance of good ferry system to Island life Need Ferry’s that work, often broken down Necessary for school activities both going off the island but also people coming to the island to participate, provide services. Staff and goods coming in always concern if will actually get there. Plus the extra cost.
Always scared of getting stranded. Parents have to pay more if extra accommodation.
Mainland life more attractive for some but not all. Easier to do things on mainland and would be good if equal on islands.
Showed interest in what a ferry should have on it. Also how timetables were put together. Youth worker expressed interest in joining local Ferry committee. Good to be involved nobody usually asks.

Health transport

Need a reliable service at point of delivery. Don’t know who makes decisions. Causes huge uncertainty and distress particularly for elderly. Anxious about access to health services. Can give examples of patients moving to the mainland to be sure of access to services because of Ferries.
Communication poor and often late. Can’t always be trusted more honesty.
Don’t know who makes decisions big or small but more local input should be there Final words… please sort the Ferries.

Business sector Arran

Huge impact on business viability. Loss of income can be clearly shown and in the millions. Hard to attract staff with poor ferry service making less attractive Calmac don’t understand their duty to offer a service.
CMAL should go and functions combined.
We should test the water with other operators New contract should be designed to meet need of Island businesses and population Decision making should be more local better decisions.
Communication of changes and information giving really poor and damages attractiveness as a destination..
Visitors don’t trust to come hear fear of not getting off.
All the negative news has damaged island economies

Bute, 27 January 2023

Bute Ferry Committee and Community Council members

Points raised re Neptune

Present structure is too complex – poor communications between organisations leads to confusion
Lack of transparency
A single body responsible for everything would help.
That body needs to be answerable to the service users.
Calmac is not responsible for the vessels or the timetable – just delivers the contract

Other issues raised

Recognition that service to Bute is currently good but improvements could be made.
More capacity on ferries would help
Community want reliable and robust ferry service.
Need more standardised vessels that be deployed anywhere.
Current non-booking (turn up and go service) to Bute must be retained.
Comms is often very poor from Calmac, especially on delays and replacement services.
There is no need to tender for a new contract – can be awarded to Calmac. However positive view of Western Ferries
Community not involved in designing service.
Children should be able to travel free (as per buses on mainland)
Fares and RET not helpful – feeling that RET was almost detrimental to Bute – demand for services increased but capacity didn’t.
Ferry can have an impact on job opportunities and ability to lead ‘normal’ life
Ferry timetable can be detrimental to opportunities for young people who need to travel to mainland for sports and other activities not offered on island.
Ferry changes, delays breakdowns can be a significant challenge for local business, especially freight, haulage companies who rely on it.

Overall – more on structural reform and open to change in structure. Also clear that improvements could be made to existing services, that customer service and comms should be improved.

Fyne Homes

Recognise their route because of its nature, short two vessel, is better than most.
Ageing fleet is a problem and present structure has not provided forward planning or any coherent sense of a plan. Who is in charge?
A more cohesive structure would seem sensible and start to deliver reliable service. Three organisations could be one from a users perspective.
Ferry does add costs to housing provision and maintenance. With plenty work why would contractors take chance of being stuck or do they charge more?
Wider network needs smaller more frequent services to increase capacity and flexibility.
Non bookable works better for routes such as this but aware of pressure to move to one size fits all.
Communication seen as a problem. When cancellations for weather or mechanical reasons late notification and partial information given. No obvious effort to find alternatives or to get people home at the earliest opportunity.
Young people suffer trying to do things taken for granted on mainland. Timing of onward travel not always best.
Why can’t they work as an integrated system? Bus connections.
Extra costs for hotels when we can’t get back. Compensation not known about.
Medical treatment other area that causes distress. Needing to have confidence will get there. Older people especially affected.

Local Estate agent

First hand knowledge of young people in family trying to participate in sport and advance.
Faults with ferries a real barrier to have equal opportunities for young islanders.
To advance families have to consider moving away.
No coherent replacement/investment plan all seems to be reactive rather than proactive.
More focussed joined up organisation could be better.
Don’t want to move to a booking system on this route.
Transport links to buses and trains should be more integrated and reactive.
Better use of infrastructure spend.

Cumbrae Engagement – 27 January 2023

Cumbrae Ferry Committee

Issues raised

Not precious about structure – but has to put community first. Operator is too distant currently.
Little accountability in present set up
No consequence for Calmac for not delivery.
One organisation would provide greater accountability.
Structure doesn’t drive behaviour conducive to good customer service.

Other issues raised

RET and fares – question whether beneficial. Island often overwhelmed with cars. Tourists should pay a higher price and cars should be discouraged. RET encourages car use.
Locals should get discount season tickets – ferry is used by many residents for commuting.
Services should be designed with communities in mind – not the operator.
Decisions on ferry running etc. need to be made quicker to give local community certainty.
No sense of future proofing or community engagement in big decisions – decision to renew existing slipway an example – opportunity to improve but locals felt excluded from decision making.
CMAL and Calmac should work together better.
Having the best infrastructure and vessels will mitigate against things like poor weather.

Cumbrae Community Council

Frustration with reliability
Can impact on other areas such as ability to commute, shop, medical appointments etc.
Ferry service needs to be more flexible and sympathetic – can have 4.5 hrs wait during summer
Calmac comms are often very poor or unreliable
Contract is flawed – delivers a timetable but may not be what the community really needs/wants

Other submissions

1.Can the way ferry services are organised be improved to help deliver?

The community needs of Cumbrae require to be put first, with a contractual or organisational structures established to put the community needs at the forefront. The current structures and contract which is solely based on the timetable, with lots of exemptions due to weather or breakdowns is totally inadequate and negatively impacts on our island. The current poor quality of service, and mismatched capacity to the community needs drives further de-population, and stifles economic growth within the community.

2. In what way does the current set up lead to issues?

The operator solely concentrate on their organisation and the contract, and doesn’t put the community first.

Breakdowns and contingency management processes (by Calmac) are felt to put the company first and the customer last….. we are the last to know about their plans to resolve issues. For an island that is so wholly dependant on mainland delivered services for every aspect of our lives, we need contingency plans that can resolve issues within a couple of hours, and keep the community informed. (recent breakdown of the MV Catriona and the poor information and mobilisation of the replacement vessel (MV Isle of Cumbrae) are the more recent examples….. but there are plenty similar ones).
A second vessel available all year at Largs, rather than just in the summer time would help improve this
Design of new ships and port are felt to be just a more modern version of the previous vessel / port rather than actually considering the community needs. (The current example of CMALs plan to rebuild Cumbrae Slip, which doesn’t have “in scope” any improvements to weather resilience that the community are requesting, or any strategic improvements in marshalling, passenger welfare or capacity to avoid grid locking Largs and Cumbrae on busy days
The inflexibility of the operator and port owners to be responsive to local requests are a huge blockage, and there is no direct route to decision makers / budget holders, without escalating to the Transport Minister.

3. What do you think is the best way to organise ferry services?

One organisation that delivers ferry services, rather than three (Calmac, CMAL, and Transport Scotland) would put a clear focus on delivery, however the key accountability needs to be the customers and community served and socio economic growth of the islands, rather than just a “timetable for Transport Scotland”. So either

the objectives of this company need to be heavily driven to meet these community socio economic expectations or
It needs strong Regulator that can drive improvement for the island economies and communities
What other things can be done to ensure a first rate ferry service?

Make the ferry service accountable to the communities they serve with strong linkage to underpin their social and economic growth; rather than just having a contract with a distant organisation in Edinburgh!

There are three active issues with the Transport Minister currently…. These shouldn’t have to go the Transport Minister if the ferry organisation was effectively focussed on the needs of the community

Restoration of Discounted Season Tickets for Cumbrae
A Strategic Review being requires for the overall service to Cumbrae, to improve winter weather resilience, improve summer capacity and encourage more day trippers but less cars, and align with the low carbon expectations and socio and economic growth of the community.
That the rebuild project for Cumbrae slips is designed and delivered to improve weather resilience, and provide “fit for purpose” passenger and vehicle marshalling facilities for the capacity of cars and vehicles that are being carried

Meeting with Islay Community Council (ICC) and Islay Community Council Ferry Committee (ICCFC)

Islay Gaelic Centre, Bowmore

Monday 13 February 2023 – 10:00 – 11:15

Attendees

Minister for Transport
Ms Jenni Minto MSP
Angus Campbell, Ferry Community Board
Islay McEachern, Convenor ICC and ICCFC
Garry MacLean, Vice Convenor ICC and ICCFC
Jim Porteous, Secretary ICC and ICCFC
Ben Mundell, Mundell Haulage
Emma Clark, Islay and Jura Tourism and Marketing Group
Jim MacCalman, ICC and ICCFC
Colin Fraser, ICC and ICCFC
Brian Abbot, NFU
Cllr Dougie McFadzean, Argyll and Bute Council
Frances Pacitti, Transport Scotland
Andrew Robinson, Transport Scotland
Steven Lamont, Ministerial Private Office,
Marie Claire Docherty, MSP Private Office

Matters Discussed

1. Introductions

The Minister for Transport and Angus Campbell offered introductory comments and thanks attendees for their participation in the discussion. The purpose of the meeting was to discuss Project Neptune, and to understand community views on matters in relation to the governance of the tripartite of organisations delivering ferry services – Transport Scotland, CMAL and DML. The Minister acknowledged that current ways of working could be improved and was keen to hear from island communities on this and on more general issues in relation to services to islands and project delivery.

2. Community representation and participation in decision making

There was discussion around the need for enhanced consideration of local issues and knowledge to inform decision making at both an operational and strategic level. Examples were provided around centralised booking systems impeding local solutions in relation to capacity constraints/ demand management. The Ferries Community Board was considered to work well in relation to strategic issues but could be enhanced by a decision making rather than consultative function.

3. Third party port ownership

There was discussion around the new vessels under construction to serve Islay, and associated shore side infrastructure at Port Ellen and Port Askaig. Community representatives offered positive feedback on the consultation and engagement by CMAL in relation to Port Ellen, but expressed some concern about progress and engagement by Argyll and Bute Council in relation to Port Askaig. This represents a live issue in relation to project and service delivery, with the need for clear communications around service outages during construction being highlighted. It also represents a strategic issue for consideration in relation to Neptune – with the role of third party port ownership across the network and how the impacts upon project delivery/ ability to deliver best value.

4. Culture and attitudes

There was some discussion about the culture of Calmac as the incumbent operator and whether current contractual and governance arrangements incentivised delivery of a contract, rather than delivery of a lifeline service. A distinction was drawn between perception of attitudes between front line staff and more senior managers with Calmac.

5. Communications

Calmac communication were considered to be poor, in relation to each of service related updates in the event of disruption; with community groups on specific proposals and suggestions; and in the media more generally. The poor image of the company and inaccurate performance reporting are contributing to a lack of confidence in ferry services, which is detrimental to attracting visitors to islands.

6. Overarching voice

Examples were provided of specific queries being referred between tripartite members, with a suggestion that one overarching voice would be useful, to act as a single point of contact, a single point of accountability and a single point of escalation/ arbitration.

Islay Youth Initiative

Issues raised/discussed

Timetables don’t feel they work to help community. Winter timetable in particular is not good. Young people in particular not helped by only one ferry on a Saturday
Islay now a 12 month tourism destination – ferry capacity and timetable doesn’t reflect this change.
Reliability is often poor with cancellations at short notice.
Older vessels don’t help.
Don’t feel young people on island get same opportunities as those on mainland to enjoy/pursue hobbies, sports, leisure and entertainment.
Feel need to fly for hospital appointments as ferries not reliable
Welcome new ferries but concerns of lack of join up with ports work.
Concerns raised with role of Argyll & Bute council re Port Askaig terminal work required.
Feel that current approach values tourists and freight over local residents.
Local residents should get cheaper tickets to make travel easier.
Any changes need to reflect that all islands are different and should be treated as such.
Poor facilities at ferry terminals – Port Ellen and Kennacraig (especially if stranded)

Islay Drop-in session

Attendees – Islay residents

Issues discussed/raised

Calmac prioritise tourists and freight over small business and local residents.
Block booking for freight make it difficult for locals travelling.
Should be cheaper for local residents – season ticket/book of tickets
Lack of capacity is problematic – need more ferries to cover times when vessels unavailable.
Difficult to access things like health appointments
The timetable doesn’t serve community needs – winter timetable in particular creates issues.
Islay now all year tourist destination – ferry service hasn’t expanded.
Ferry service detrimental to tourism industry – cancellations because people cant get on ferry
Farming rep. No awareness of animal transport time limits. Time in wagons and time before they can travel again. Lack of communication adds to issues and frustration.
Services prioritises big freight over smaller business.
Distinction between ‘core’ and ‘non core’ service is wrong – all sailings should be core
Measurement of performance is not correct as only covers ‘core’
Concerns raised over Calmac comms – feeling it could be much
Need a separate freight service and access to spare vessel when breakdowns.

Head teacher Islay secondary

Pupil Travel an issue both in cost and time. Connectivity to the mainland makes for an inferior offering to pupils. Should not be.
Prices for minibuses has been a barrier. Some change welcome and under 22 travel would be a very positive step.
It can be difficult managing studies. Jura ferry impacts their students and needs replacing and joined up timetables.
Housing importance to Island to retain young. ADS type system for ferries would be good.
Most of all two reliable ferries with necessary capacity vital for island sustainability.

Islay Energy Trust

Accountability difficult to identify… no one accountable. Who do you talk to.
Transport Scotland obscure with no clear leadership.
Keep measuring passenger experience for tourism experience not for provision of a lifeline service.
Resilience main ask.
Support for local services not strong enough Best value measurement for who certainly not for islands.
Failure to invest lies at all doors. Integration of CMAL,Calmac and DML best way forward.
Take a long term perspective but no place for council.
All relevant boards to include community representatives. Suggest up to half of each board.
Islanders inform the operational input. Loud voice for users.
TS don’t engage with people need access to islanders needs.
Customer service function should be localised. Local staff really good.
Ferry commissioners not most suitable rather good leaders make things work.
More humility less bragging about awards concentrate on services that deliver for islands.

Third sector Islay

Patient travel a concern lots of treatment delivered on mainland.
Flights now preferred versus unreliable ferries but Oban especially lack capacity and cost more. Patients have to leave very early and still not able to return in a day.
Calmac do not display any health preference in practice Staff coming over to deliver service’s difficult because of capacity and reliability. Local council and GP preference.
Block bookings for freight stop other services need a separate freight ferry.
Should not have dog section in children’s area.
More shore based crew. Help population and economy.

Jura community council

Attendee – Charlotte

Issues raised

Jura ferry not a Calmac service but needs to link to services on islay
Demand has increased but capacity hasn’t
Local residents not consulted on ferry changes
Feel excluded from ‘larger’ discussions on ferries as it’s a council service
People get stuck in Islay – difficult to get compensation
Tickets expensive - £20 per day for a car
No residents discount
Timetable stops at 6.30 pm
Doesn’t serve local needs or needs of tourism industry
Small population – feel overlooked

Campbeltown, 14 Feb 2023 - Campbeltown Grammar School

Attendees – senior pupils

Issues raised

Timetable isn’t great – dictated by Arran service
Service should be improved
Doesn’t really support young people wanting to travel to Glasgow etc. – no return on a Saturday night
Sports, leisure activities usually use bus – better, more convenient
Recognise potential for campbeltown id greater focus on freight services
Expanding ferry services could be good for jobs, provide apprenticeships for young people.
Calmac comms could be improved

Campbeltown community Council

Lack of a confirmed service has made establishment of route.
Many socio economic reasons that would make the route essential.
Councillor has put forward a private petition to make case for the service.
Recognise lack of investment in tonnage has damaged their service as always taken off.
Decision making does not involve local community do not feel part of it.
Combining bodies should bring efficiency.
Clearer communication and a shared strategy needed.
Environmental benefit to not using long road miles including HGVs and also a road safety case.
Calmac jobs good for local economy.
Devolving more management jobs would increase that plus improve decision making.
Better connections would encourage young to remain. Make businesses more viable but has to be regular and permanent. Best carrying figures when settled period of service ..customers gain confidence.
Concern over medical supplies and medical access.
Minority view that a private operator would be better and design better ships.

Skye, date – TBC

Uig community hall

Tripartite should be combined and made into a more efficient and responsive service.
Lack of capacity on the route and on the service as a whole damaging socially and economically but also not maximising income to operator.
Local staff are good and contribute to the economy but more jobs could and should be based in island locations.
New ticketing system an example of where an opportunity to make public transport more easy for public is allowed to be missed instead operator has control.
A privatised system could be more efficient.
There are institutional problems around present system reinforced by each organisation self interest. Not customer focussed.
Management function should be devolved across network. Those making critical decisions are removed from effects on people’s lives.
Examples of real effects on people’s families and lives.
Information giving is poor and often incorrect.
Locals know to turn up and can usually travel but non locals don’t think of this. Lost opportunities and feeling everything is closed.
Relationship with the unions unknown but is that more important than customer needs.
Or is it Calmac operating practices? Support good terms and conditions but transparency on how they affect service would be good.
Private companies would design better and more cost effective ships.
Lack of travel connectivity encourages use of private car. Example of removal of bus during Uig closure left people with no travel options if didn’t have car.
Community Board a good think but needs to be more known about.
Calmac, CMAL and TS all Clyde or Edinburgh based imagine outrage if Scotrail based in islands.
Remain in public ownership but split into management areas to encourage innovation and improved performance.
Design system around more frequent, smaller and more efficient ships.
Calmac is 100% public ally owned but no discussion around value for money or costs of individual routes.
Boards of CMAL and Calmac need to have a majority of skilled island members.

Submitted via email

Transport Scotland need to manage (and ensure delivery) of the contracted services from Calmac in accordance with the contract won in 2016 when Serco was removed from the competition by the SG.
This might mean resetting some targets to be customer facing focused on service delivery to the island communities e.g.
- Improve resilience of service (spare capacity)
- Reduce loss of passenger experience through closure of ship facilities
- Reduced loss of passenger experience through closure/ lack of use of harbour facilities
- Maximise vehicle / freight and passenger capacity
- Reduce WOKE and meaningless regulations (no of bicycles carried on board ships, tickets for dogs and limits on numbers, meaningless lengthy passenger announcements)
- Measure no of Island community residents and businesses carried (pax, cars and freight) not just overall numbers
- Reduce no of residents denied passage through full ferries
Removal or reduction in the weighting of objectives which cause passenger and community focus to be lost:
- Timekeeping (deemed to be the reason for the underutilisation of car space aboard Heb last summer)
- Crew satisfaction (which seems to be very high on the current list of objectives)
- Crew numbers, reduce to minimum across the fleet (better productivity usually comes from having right sized teams, not large teams)
- Crew working hours, adopt standard maritime industry regulations
- Numbers of passengers carried (this tends to allow the Calmac management to focus on Arran as the “biggest route” despite it only being the busiest route through tourism, not service to island communities)
To assist Calmac to swivel from being a crew centric, risk averse Government facing organisation to an Island Community focused delivery organisation which knows how to asses and take judicious risk I suspect they themselves need to:
- Replace the Board with a Board representative of the communities they serve
- Have a wholescale renewal of management from Port Management to MD
- Relocate HO to somewhere more meaningful than Inverclyde or better still removal of HO as an entity replacing with a federated delivery of necessary HO functions
- Remove of centralised operational control
- Run demand management directly from the island communities being affected (as Serco have done on Northlink)
- Take control of their operation from the Unions (usually best achieved by outsource)
- Move away from RET to a more standard method of managing route capacity (e.g. dual pricing as in Canaries, Scandinavian countries and others)
- Be an open, transparent and genuinely listening operation
- This will not happen by them doing it to themselves, they will need a catalyst reporting directly to their owners (TS or SG) of high calibre, good working knowledge of the industry and alternative forms of service delivery and a genuine belief in providing true lifeline services to our communities.

Sleat public meeting

Poor reliability and poor timetables result in a loss of business and income for locals and operator. Increased capacity and reliability helps the whole economy and country.
Individuals ability to travel to work a major loss in economy and stops economy functioning. Providing adequate capacity and reliability should be priority. Example of one small business loosing £10,000 over last few months due to ferry failures or ferry moved to help other areas.
Managing a tidal timetable or having ships and infrastructure that cope with it a basic of service as is having a fleet with spare vessels. Look at Western Ferries model.
There should be a culture of striving to provide equality of service to each area.
Small isles and Knoydart services have gone backwards but no understanding of social effect from decision makers.
Under 22 travel for youngsters a matter of principal and equality yet ignored. Young people are actively discouraged despite population policies.
Transport needs to be at cabinet table with a cabinet Secretary.
Economic connections vital all year round decision makers think because less tourists in winter cut services. Still vital to local population eg those going by ferry to education.
Ferry Stakeholder Groups are not working. There should be Community voices in local decisions and in at strategic level including organisations boards.
Disperse more jobs from centre let decision makers walk the walk.
We should be moving more short routes to non bookable with capacity to encourage growth.
Onward and connecting travel connections should match up and be a requirement when timetables set not just what suits the operator.

Isle of Coll, 5-6 April, 2023

Public Meeting

no per capita limit on solutions but ££ is scarce
transport is the poor relation, not helped by having few island voices driving policy
we need a definition of “lifeline service”
is there a realistic competitor to Calmac?
can we learn from other countries?
we’ve noticed how changes have affected capacity, e.g. bigger cars using older ferries with narrow cardecks
we should have an Oban-based cargo boat which could help with heavy freight
how does Northlink compare to Calmac – could they take over?
would Calmac and CMAL be merged? an option
if Calmac/CMAL staff can work from home, they can work in the islands!
smaller boats = more local staff, fewer cancellations?
every island is different; one size doesn’t fit all
worried that any improvement for Coll will not be seen for best part of 10 years, according to TS schedule; how do we exert pressure?
Hebrides & Clansman were converted from diesel to heavy oil; at the very least they need entire new engines
who is in charge of the drydocking process? CMAL should be but it’s Calmac
drydocking needs investigation
are safety issues arising due to cutting costs, time and public pressures?
Coll wants a needs-based approach based on evidence
Scottish Parliament is spending money on other things instead of transport
the Norwegian model looks good – smaller distances; even the Faroe Islands are better equipped to cope (they get funding from Denmark, fishing, borrowing)
we need a better harbour and connections with Tiree
our connections with the mainland are essential
crews are sitting in ships in drydock – can they not be used flexibly here and there? They need “weeks” to familiarise themselves with new boats
difficult to get clarity on crew conditions
can financial penalties be used to improve the service?
2012 Ferries Plan – wasn’t this more about assets than service? Even with new assets, will the service be any better?
sympathy expressed for Calmac due to poor assets
will MV Alfred make a difference?
MV Pentalina could go to the Mull route; will this bring in a new catamaran culture?
Advance ticketing purchase – is this really necessary?
what about Under 22 travel?
Will this consultation report back to the Minister? If so, can Calmac be held more to account if they get the contract again?
perhaps a degree of competition in the network would help; some islands agree, some don’t
Calmac meetings – they always have excuses, e.g. it’s the weather changing so we say do something!
is a Commissioner a good idea? depends on the quality of the appointee
Clansman capacity cut from 8-5 artics due to £2m water bill at Oban pier
is a lower weight restriction cheaper to run?
Coll timetable – we have NEVER been able to get to Oban and back in one day, we always have the cost of staying on the mainland
TT consultations are a waste of time
will any ferries be electrified?
The Fishnish-Lochaline Ferry Battery Fire story...
who takes decisions on this report? Ferries Division, professional civil servants; real strategic thinking is needed
people like A Campbell should be on decision-making boards so that island voices are heard
WIC, Orkney, Shetland – they are all island councils; our problem is that Argyll & Bute Council are not supportive or active
what will we get out of this consultation?
huge pressure on skippers and after any incidents reductions to service are brought in
do conditions at sea/vessels feed into ship design? Are Coll problems being looked at?
who is in charge of CMAL?
unless things change within 10 years we’re going to be like the Isle of Rum
The Rocks and Skerries Clansman Incident story....

Individual Meetings 5.4.23

Medical Practice

cancellations & weather disruptions are main worry
Mon/Tues key days for sending off bloods but lab in Oban needs to be open when they arrive
changes to TT, like earlier scheduling, reduces patient appointments before the ferry leaves e.g. 11.45am instead of 12.45pm
short notice changes causes the need for phone calls, etc
Coll has 2 calls with a maximum of 2hrs45min ashore – a rigid 45 min check-in time will eat into precious time needed for “handovers” to visiting locums
unbooked locum GP’s cars have been left in Oban (twice in last year) and they have had to come over as foot passengers – where is the Urgent Medical Protocol??
the priority should be for medics as well as patients
when NHS hospital appointments have to be changed (due to ferries) the Practice sometimes has to argue the case for patient compensation if the accommodation costs are longer than normal
Practice depends on being able to contact the pier office, e.g. to say bloods are coming or that a patient suddenly needs to go on ferry
Practice are now having to justify not paying for booking tickets via Calmac’s call centre on behalf of patients that have to go off island by ferry
we need clarification : are there 1-2 spaces always kept back for an emergency vehicle?

Shop

we need better ferries, although people have different agendas so it’s not easy to agree
cost of freight for a new start up is punitive
why can concessions not be made for the fuel tanker that comes to the community fuel station?
having to take constant risks at times when ordering due to unsettled weather
crew hours – on one occasion the food order had been sitting in Oban for 3 days but the vessel still sailed past Coll and wouldn’t come in (20 mins)
feeling that hauliers run a monopoly
prices are very high, e.g. £80 for a milk “cage”, £70 on a box of bread
TransScot say they can subsidise but would savings be passed on? Also say they have been looking at this since 2014!
only Coll and the Small Isles not getting previous freight rates
the poorer customers are paying the higher prices in the shop because they can’t do bulk buys or online shopping
during Covid got support for freight – we need something to change
RET
every island is different but our shop situation is very difficult
what does CMAL get annually from its moorings – what comes back?

Businessman

becoming impossible to be based here, e.g. only 5/34 journey legs since early Dec have run as scheduled
contempt shown for agricultural freight – more and more difficult to plan for winter feed if let down by delivery
under new system will have to pay upfront for all tickets
in winter sailings are cancelled; in summer the ferries are full of tourists
uses Standby but appreciates not everyone wants to do that
Mar-Oct Calmac only want tourists; they’ve lost the “lifeline” concept
even extends to attitude towards livestock “mess” on the cardeck and tourists’ dogs in public areas
management of Calmac poor – compared to past, loads of staff and sailings but service is worse; fewer and fewer of the managers have any shipping background
government knows nothing about islands & shipping; mismanagement
the operator increasingly hides behind Health & Safety
pier staff can sometimes be too company compliant
wind and weather excuses used too often
pressure on skippers but their deployment needs better planning – we need really skilled boat handlers on this route; some are excellent, some are unpredictable
feels Transport has been downgraded in the new Scottish government
we should have more islanders on boards and in management positions
solution : focus on the needs of islanders, get proper boats, support the skippers and work to a lifeline service

Conversations on the Pier 6.4.23

Traveller going to Mull to see family

inter-island links are very beneficial
backward step when they were taken away
previously we got many products and services in Mull
everything is now is mainland-centric and this has its downsides

Council worker

is anyone highlighting what CMAL costs?
Calmac and CMAL = duplication of effort, waste of money that could be saved
disapproves of Calmac being allowed to avoid NI payments via offshore registration

Pier Staff

general discussion about new booking system

Tiree – 9 May 2023

Preferred option is to amalgamate the two bodies and bring operator and CMAL together. Beneath that put the service management out to the market.
. will amalgamation prevent the tendering process?
We need to get marine knowledge firmly at the centre of decision making.
We need to get Island knowledge at the centre of decision making.
ICP is an opportunity to set new improved standards for Ferry services.
Impossible at the moment to get combined meetings with decision making bodies. Need to know responsibility line and more responsive way of working.
Weight restrictions are a big problem on this route.
Health reps: Ferry failures mean patients can have waits to access appointments or miss them. When away lack of ferries or capacity restraints can mean them being away a long time. Bloods need to go to Oban on a regular basis. Changes to sailing times at short notice can mean bloods do not get there. Carrying of oxygen also a problem with no priority supplies get very low.
Future vessel procurement needs to address issues around weather resiliency and power of vessel. Also port protection to safeguard more connections. Continuity of service vital.
Communication with communities should be honest and truthful.
Need community input on an on going basis but community presence should have a permanent place at top level decisions.
Think of new solutions. Tiree and Coll could be joined with one new port in middle or even a tunnel serving both islands from one port.

Gigha – 9 May 2023

Community Meeting

Problems caused by lack of investment or planning Decisions such as small freight have a large impact on small communities yet no consultation or regards to implications for islanders.
Basic asks such as later services never addressed. Similarly how medical priority on non bookable services.
Onward travel and interconnection not a priority for agencies and don’t consider those without cars.
No evidence of inclusive decision making and we don’t feel relevant or part of future plans.
Service and vessel design is been done without talking to our community. High risk of bad decisions and damage to islands future.
Starting point should always be the communities served if they were included we could collect views and make part of a community strategy.
Need Island based crews and vessels as this would encourage more young people to stay and tie into housing plans giving a package to sustain a younger population.
There should be community representation at the strategic decision making level and on relevant boards. But not only on boards Community voice has to be heard at all levels.
Ferry commissioner seems a good idea but need to know what powers and remit they would have. Should not be an empty shell has to be effective.
Starting point amalgamate CMAL and operator and get an effective Ferries team.

Private submission

There are a number of areas which could be leveraged to benefit the community, the economy and the provider if refined. Please be aware that these comments are intended to cover service, operation and infrastructure and are predominantly based on observations of utilising small ferries routes.

The economy and communities could benefit from a service run efficiently from a people and need focus rather than a contract basis.

The lack of a mediation function through which to discuss any queries is stark. Any issues raised currently are reliant on a lot of time and the luck of finding individuals within the organisation who can work out the way to affect a resolution. A more effective system and process for raising discussing and resolving issues AND an independent external mechanism (form of ombudsman) to hold the provider to account would be extremely welcome.

Ticketing - no point in commenting on issues on the current system with a new one due to arrive.

Timetabling, Bookings and Integrated transport

Timetabling – at present the form of consultation for Gigha is not publicly known and does not engage all facets of the community and seek to assess community needs.

Integrated Transport – there is a shoppers bus once a week on a Tuesday which by separate arrangement (lobbying by an elderly resident) meets the boat goes to Campbeltown and returns passengers to the boat. The school busses also bring the students down and uplift at the ferry slip. For all other busses (i.e. the 926 to Glasgow), residents need to travel two sailings early and find a way to get the ½ mile up to the village bus stop. In other words the timetable does not align and the walk or (if a taxi can be sourced) is not a conducive start to a long journey or compatible with welcoming tourists. Q. How could the community engage with the correct organisations to review this/influence this situation.

Request bookings – are a valuable measure to provide a degree of flexibility in to the confines of the timetable. It would be helpful to look at how these could be leveraged further to a) increase potential flexibility of the timetable b) be utilised by more passengers when they are booked (at present the fact that someone has booked them is kept secret as, if that individual cancels, the sailing does not occur. In this day and age there are surely communication mechanisms and disclaimers which could be structured to enable others who would use that sailing if they knew it was running. Human behaviour is such that people predominantly only use the request bookings when the absolutely have to.

Reservations for Patients in transit – at present we have no such arrangement. We frequently have individuals travelling to and from the mainland doctors surgery or Campbeltown/Oban or Glasgow. Some bus, arrange lifts with friends or family, or fly. The arrangement for booking commercial traffic on the route can and does inhibit availability of space for domestic travellers. How could the community influence a form of prioritisation of passengers to and from the island who are travelling due to medical appointments?

Commercial traffic – at one time there was an agreement that on specific sailings no more than one commercial reservation would be taken for that sailing. That was to ensure that island domestic traffic could be accommodated. That seems to have lapsed. It may be a part of a solution were there to be a wider conversation opened up around what needs and issues are and strategic problem solving applied.

Infrastructure Consultation – There are several elements of infrastructure which support the islands ferry service. These are in varying forms of ownership (inc. A&B Council). In advance of a new vessel being commissioned it would be extremely helpful to undertake a strategic community consultation informed by residents to assess the Island needs in both a connectivity and economic and social development (and wellbeing perspective) to inform both vessel functionality and related infrastructure development (and any complementary development which could foreseeably be planned).

(At present we operate on a network which was established on single hull semi displacement shortest route basis. We are heading toward a world of net zero where traveller behaviour and needs will inevitably change as will transport mechanisms. It would be helpful if some modelling could consider what that may look like to support Island repopulation, their wellbeing and growth of the economy whilst preserving the culture, heritage and environment of the island).

Unaccompanied freight – we have a situation whereby according to the rules unaccompanied freight is not accepted. That is impacting on our small local businesses but also individuals. The description of paying twice to come back for car keys is not an isolated incident. There have been individuals who have negotiated special arrangements however resolutions like that should not be for the few or most able. Surely with some cooperative discussion between users and Calmac there could be a reasonable solution designed both for the current service and incorporated in to the next generation of vessels? (One example of concern is that there has been a workaround established with the NHS for transit of drugs however, whilst that workaround is established, it is far from ideal in this day and age. Patients on the island have been without medication when they needed it. That puts all people (patient, nurses, doctor, boat crew) in that situation under pressure and potentially at risk not least the patient. For myself as a private individual, the potential to put a bag or keys on the boat for pick up at Tayinloan happens a couple of times a year. At which point I take up deck space as a foot passenger, pay and lose an hour (though Calmac wifi does help mitigate that loss when it works).

Island base and succession planning – the vessel is part of the lifeline services route in more than just transit of freight and is a evacuation route for the transit of casualties when helicopter support is unviable. The crew are predominantly island based and stand in crew stay on island during shift. Their salaries contribute to the economy. Island basing the vessels is an essential component to maintaining the social and economic wellbeing of islands in the network. (I have no data to back this just observation).

Whilst Calmac apprenticeship programme is visible on the larger vessels it is invisible on small ferries. Considering options to take on additional crew for the purpose of training with a view to succession would be helpful both to maintaining the security of the routes and strengthening the small ferries skills base for the future, especially if there was innovation of the operation of the “pool” to strengthen and expand experience and skills.

In my experience across the Calmac network the onboard crews do what they can (often going above and beyond) within the parameters of the rules they have to work to. What is disappointing is that many of the rules appear to be created as a knee jerk reaction to an individual situation rather and to mitigate the risk to Calmac rather than adopting a balanced risk people centred approach.

I would also emphasise the value of the wifi provision. Whilst access is limited, its availability makes a significant difference to being able to work/study and travel and is extremely valuable for business, students and leisure alike. Wifi on the vessel and tables between the bench seats have been additions which have benefited the islands secondary pupils as they do their daily commute.

I hope these points are of help to inform the consultation and will be pleased to clarify or discuss if helpful to do so.

Kind regards

Colonsay – x May 2023

Ferry committee and Local businesses

Operation Neptune report itself proposes bringing decision making closer to the islands served.
Bring the three bodies together. More efficient use of subsidy with island input to design of service. Example of Hebrides Air who receive subsidy but are much more attuned to islands needs To be efficient new vessels have to be much more standardised and interchangeable. Spare vessel to fill gaps and not have to take services away continually. Dedicated vessel on Colonsay route with same skippers to get common approach to weather.
Investment in fleet and infrastructure essential but must be used wisely to meet island needs and not just operators needs or CMALs theories without talking to islanders.
Very much support the Oban link but concerned distant decisions could be made to put everything to Kennacraig.
This is a lifeline service but do powers that be understand what that means. Definition and responsibilities have to front of new contract obligations.
Particular issues with animal transport.
Communications are seen as poor with late information, wrong information and emphasis on company and not help for the customer. Many times islanders are left entirely in the dark and no explanation of reasons are given. This can go on for days and people and businesses suffer but nobody seems to care. Financial support for individuals not offered up front and limited. Cost of extra hotels, travelling to other ports and loss of individuals time not recognised. Need to revamp system closer to real costs. Businesses also deserve compensation similar to Edinburgh trams.
Apologies to Island communities never feel like real. Standard words each time and continual emphasis on looking after themselves but not their customers..
Summer timetables delay is an example of decision maybe taken for right reason but no conception of damage done by inability to book. Speak to users.
Confidence in the islands because of the ferry service has been badly hit and affects business, population and young people. Lots of public money going into housing units here but we also need to get ferries right not one without other.
We need to build resilience and reliability back into system. Islanders understand weather and occasional technical but presently service is unacceptable and long term damage been done.
Local self catering business.. bookings about 50% for this year mainly they have repeat business but lack of confidence in ferries many are cancelling.
At present we are getting a service on 4 of 7 days and even that can be interrupted.
Importance of inter island connectivity should not be forgotten. Connection to Islay can bring up to 200 people per day to spend money locally. More than island’s population. When frequent decisions taken to cancel such crossings do those making decisions know or care about implications.
Need a more fair freight cost to island businesses.
Colonsay should have a dedicated vessel. Know there are many demands on network The maintenance regime needs to improve for everyone. Recognise age of ships makes difficult.
Something must be done to improve things now we can’t limp along until new vessels. Too much long term damage will be done before then.
Flexibility to meet high demand periods and there is a high level of unmet demand. Examples the island festivals.
First need to get service back.
More local input to decision making
More transparent accountability needed.

Local business and customers B and B

Lack of reliability hits bookings because of lack of confidence to get from A to B Supplies getting to the island a problem particularly fresh. We need a clear knowledge of accountability. Too many cooks with no responsibility. Feel Colonsay suffers most but know others lost services too. More flexible timetable and use of ships. Do need more ships. Local voice and needs has to be considered.
very aware travelling at risk hoping to get to mainland to get plane home. Seasoned visitor from Germany . Never seen it so bad. Why are things so poor compared to other countries.

Local retail business

No confidence in present system. Island very dependant on visitors but lower numbers causing great damage. Streamline the bodies to have more efficient management and include islands in that. Opportunity to tender and bring new ideas in. Can’t be worse than this. Make better use of local knowledge. Need subsidy but better service better value for money. Allow local decision making with island based jobs.

Muck and Eigg – 23 May 2023

Timetable layout for small isles impossible to read and understand. Have been asking for years to make user friendly but no change. Small thing for Calmac but big thing for islands. Demonstrates culture of disconnect and they know best.
2023 we should have fast regular ferries like the rest of the world and a fit for purpose freight service. Ships we continue to commission are last century designs.
One business on Islands has had to spend over £1000,000 on charters because no reliable service available. On one occasion a miss calculation of fuel aboard boat meant trucks took over permitted weight. Cost the business to charter replacement not Calmac.
Small freight system is good and important to island therefore welcomed its continuing.
Business accounts why can we not open for small businesses. Would be prepared to pay a deposit but at the moment Calmac spend a lot of expensive employee time collecting tiny amounts of money. As one fisherman says I am paying for transport of lobsters before I catch them. In this modern age we don’t need unnecessary bureaucracy.
Very poor communication from company on changes to service. The users don’t seem important. Why don’t they come and speak to us. A lot of communication is last minute leaving people stranded without options. There is a first position of we cannot do.
Calmac present way of working is killing the islands. Example of young student who travelled from Aberdeen on hope and a prayer of getting on. Not able to book. How does that attract him to stay? The company ethos and culture must change.
Local staff are good and local employment valued. More of those taking decisions should live on islands.
A comparison with other companies to show all costs including management and numbers in head office should be transparent with public money.
Infrastructure is a real problem with different owners. Dredging is an example of a long drawn out process with two public bodies acting like children while livelihoods suffer.
Even after completion they will waste time checking each other homework.
All infrastructure should be under one body and equal treatment across the network.
Reinvest Islander dues paid in modern well maintained infrastructure. At moment least done … one bolt at a time. Hugely costly return trips and outages.have a preventative maintenance schedule. Dredging arguments have gone on for 4 years. Having multiple bodies involved brings poor decisions and extra cost.
Vessel replacement plan not known to us. Somebody must be thinking ahead. Need to consult with islanders to make sure they get what they need and we get value for money. Build services from community up not from top down as at present. Would be so much more effective and a better return for public investment. Let the island communities grow.
Inter island connectivity is important and sometimes forgotten. Can help build up economies and help each other.
Access to health very important rely on Ferries to access. There should always be a preference for that and bereavement’s. Let islands decide how it should work.
Transport Scotland are not experienced in marine matters. We need knowledge of marine transportation and island living in there. Otherwise we will be treated in same way as say trams. Difference is if trams break you have a bus or a train or a taxi or an electric bike we have nothing.
There is no vision as to how a modern ferry operation can best serve the islands and no leadership to make it happen.
Similarly with boards of companies we need island knowledge and experience. Islands should have a place at top table to ensure best outcomes and use of resources.
Retail business in Eigg relying on ferries to get supplies in and customers over. Failures have made existence difficult. They need change or can’t carry on. Somebody please listen and act.
Everything seems a problem with those in charge of ferries.

Lewis, 18 May 2023 - Council Chamber, Stornoway

Attendees

Mr Angus Campbell, Chairman, Ferries Community Board
Ms Rhoda Campbell, Ferries Community Board
Ms Gail Robertson, Ferries Community Board
Mr Uisdean Robertson, Chairman, Transportation and Infrastructure Committee
Ms Susan Thomson, Vice-Chair, Transportation and Infrastructure Committee
Mr Iain A MacNeil
Mr Iain M Macleod
Mr Paul Steele
Mr Paul Finnegan
Mr Robert Mackenzie
Mr Iain M Macaulay
Mr Gordon Murray
Dr. Francis Murray
Mr George Murray
Mr Norman Macdonald
Mr Finlay M Stewart
Mr Malcolm Burr
Mr Calum Mackenzie
Mr David Macleod
Mr Jim Morrison
Mrs Linda Cunningham
Mr William Macdonald
Mrs Emma Macsween
Mrs Shona Hadwen
Mrs Fiona Maciver
Mrs Yvonne Macive

Apologies

Mr Grant Fulton
Mr Donald Macsween
Mr Duncan MacInnes MBE

Comments

Mr Angus Campbell provided an update on progress of Project Neptune giving an overview of the common themes coming out of the consultation exercise so far, highlighting:
- Lack of confidence in present system.
- Lack of belief that community needs are being met and prioritised through the decision making process.
- The culture of the organisations involved need to be refreshed and improvements are needed.
- A need to look at organisation structures and seek an amalgamation of their functions.
- More local input in decision making, at both roots level and strategic levels, and explore what mechanisms are needed to get the communities that are being served involved.
- Meet the needs of the service not the need of the operators.
- Management to be more rooted in the communities they serve so they understand the impacts of decisions on the communities involved.
- Young people want their needs to be included. Connectivity is a major part of people’s decision to stay on islands.
- Medical services and ability to travel for medical treatment need improvement.
- Balance needed for space for tourism, population, freight etc.
- Next contract will be a 10/12 year contract so very important to get it right at this stage.
Mr Uisdean Robertson welcomed everyone to the meeting.
Mr Campbell indicated that he was happy to take questions and hear further ideas that could be added to the consultation evidence base. Arising out of discussion the following points were raised:
- It was queried as to where Scottish Government were placed in ensuring vessels were in order for new contract.
- It was noted that ferries are a publicly subsidised service that needs to provide value for money and it’s crucial that contractor communicates what they can provide for communities rather that strive for profits.
- There had been a positive experience in the Northern Isles with involvement with the Local Authority and the Community to establish what services were required during the new contract process. This is a different attitude that the Western Isles would like to explore where community engagement was priority and structures were secondary.
- Early, genuine engagement with community and those who represent it is key.
- Northlink seem much more responsive to needs of customers.
- There were advantages of a separate freight service.
- It is culture as well as structure that need to change and more meaningful engagement with Communities needed.
- Community want a streamlined structure with the operator and vessel owner in one unit ensuring accountability within system.
- Employees should have island and marine experience to help with empathy and to understand first hand the impacts of life line services,
- Would like regional Chairs of Transportation from the local authorities sitting on the decision making/advisory Boards alongside other island representatives.
- Now is the time for Islands Authorities to make case for involvement and engagement in decision making.
- If there is a political commitment to engage with local authorities and communities with planning design and commissioning of ferries then there will be improvements.
- Commitment to budget is hugely important to keep up with a level of service.
- Increase in numbers within Calmac and Transport Scotland’s various sections makes it difficult for engagement and building relationships.
- Mr Uisdean Robertson was disappointed with the response from the Minister for Transport regarding the mezzanine deck issue and has written back to him with a lengthy letter.
- Need to move away from a timetable driven system to a system more based on capacity and how to fill gap and compensate.
- Concerns over maintenance budget on an ageing fleet and lack of spare vessels to allow maintenance.
- Calls for compensation from communities have been consistent. Costs to the islands both economically and socially has been huge.
- Desire for ferry fares for U22s to be in line with bus travel. Ferries Community Board are working on progressing this and suggest it is the least the Scottish Government could do in terms of compensation for communities along with freezing the fares for all customers.
- Can we lobby for a compensation package for local businesses affected.
- Bad publicity regarding unreliability of service is affecting tourism across all areas.
- Mr Campbell due to report back to the Transport Minster at the end of May 2023

Back Community Council - Lewis

All involved seemed to have forgotten this is a lifeline service. That should be put front and centre of any new setup.
Calmac as a company have lost their way and their previous ethos. Tourism seems to be their only priority. Congratulate themselves on awards while basic service crumbles.
All parties especially TS and Government have failed to tackle capacity issues and islanders and island economies are being damaged. Calmac have lost their historic empathy with island community.
Issues such as health service access and funerals should always have priority. A % of deck space can be relatively small, quantum decided with islanders, could be reserved for such events and freed up to locals as priority on standby.
A lot to learn from Northern isles such as islanders discount and pride in local produce. Also engagement and dialogue with customers.
Obvious need for accelerated investment in ships and infrastructure to increase reliability and resilience. Local community need to play their part in designing all aspects of services.
We need more flexible timetable with the ability to react to demand. Hard lessons learnt from Seaforth for locals and network. We need to return to a separate freight service and free up capacity.
Why do the agencies just come out to talk to us. There is a real lack of understanding from those making decisions. Transport Scotland in particular don’t understand islands and should have more effective contracts in place.
Sections of community now fighting for space tourist against local against freight rather than work towards necessary capacity.
Local B and B explained tourist necessary for jobs and income but trade is right down because of impression islands closed for business. Recognise capacity problems as also a local resident with travel needs.
Local business man has almost given up taking on work in other islands due to cost of being stranded and down time. Also mainland companies charge a lot more or won’t travel because of risks.
Issues with livestock on vessels have to be addressed and standards mutually agreed.
Ferries Commissioner could be a good thing but depends on remit ,power and independence. Not another layer of bureaucracy.
More Management functions should be devolved to islands with senior jobs based here to understand reality of decisions. Island knowledge should be part of skills set looked for from employees. Similarly has to be recognised at board level with islanders on boards dealing with crucial island issues.
Island proofing as in Islands Bill should be mandatory test for major decisions and a standard all bodies voluntary aspire and comply with.
CMAL should be responsible for maintenance of assets with proper lifelong plans to preserve working condition of assets and full schedules for ongoing maintenance. Free this up from operator so not balancing within wider budget.
We need to move to one body with community input and ongoing dialogue with all users. We could tender the management side while retain good trading name and vast majority of operational staff.
The new contract must have real accountability. If operator does not perform there must be consequences.
There must be a legal standard of performance sitting along side a clear definition of responsibility for lifeline services

Harris, 9.40am -Pupil Council - Sir E Scott School

(number in attendance - 7)

Points raised

Ferries are relevant to our islands and if the ferry doesn’t sail it impacts Tourism and people getting and off the island.
There has been improved notification of ferry disruptions over the last few years. Although there are occasions where it is tight to change the ferry route due to distance and this communication was felt could be improved
Small businesses rely heavily on the ferry service
Would like to see a voucher/discount scheme for students. The U22 travel available on buses would help students access the mainland and access back home at a holiday time.
Jobs in Calmac are very important and some see it as a career for them, enabling them to live locally. Would like to see more job opportunities on the island.
Suggestion that improved opportunities to have certain spaces for residents alongside emergency reservations. It is felt at the moment there is a lack of space. Service should meet the needs of all the community. Who gets priority? Concern with cancelled sailing you are only offered the next timetable sailing which could result in standby situation with no guarantee of getting on the next sailing.
Would it not be better if the commercial decision making was done in the islands?
Is there an effort made currently to advertise for e.g. the Skippers post from the islands. Reference was made that historically many of the Calmac skippers were island based from fishing families, with local knowledge of the seas. Benefit being that local knowledge is of vital importance. Would like to see a big push for local captains.
Looking for reliability in the new vessels.
Concern re seaworthiness of the ferries at Fergusons.
Enquired about new ferry design.
Concern raised that the ferries running for 7 days. Can this be reduced to allow a day’s maintenance which was felt would reduce the work having to be done in dry dock and reduce the number of days lost after leaving dry dock? i.e looking for a more organised/effective maintenance program.
Why are the new ships being built in Turkey and not Scotland?
Pier area- could be more aesthetic, it is the first place that visitors to the island see and it would be good to see more trees/plants planted. Looks too industrialised.
Would like to see work placements available with Calmac during holidays to give preschool leavers a taste of career opportunities that could be available.

10.30am - RM – Harris Transport Forum (HTF)/Tourism (local self catering operator)

Needs to be a recovery plan. Sell the good news more – new ferries, new contract (interaction with island communities) Where is the big plan?
Short term plan - concern stakeholders are going to continue to tinker round the edge regarding ferry issues.
Tripartite-Flaws with existing structure. TS not equipped to be the regulatory body due to the role played by civil servants.
There is no clarity with existing structure and decision making. Need a forum that solves the issues. Needs to be more cohesive. Has anyone looked at Job descriptions across the three organisations?
Value for money- Questions the efficiency within the structure.
Needs improved control on maintenance.
Distance- remoteness within organisation. I.e Lewis & Harris at the end of the line when considering a dedicated freight service. Ref Mainland based jobs need to be relocated to Scottish Islands as there will then be a better understanding of island issues, need to get a away from Gourock.
Communications improvement needed.
Thinks the team (Calmac!) are misogynisitic
Customer service needs to be improved.
Split the organisation into two. Two operators one for the north and one for south. Jobs and decision making should be more decentralised and in the community the ferries serve.
Current operation seems very complicated eg Islay and Stornoway prioritised by freight volume. It feels there is a lot of complexity with not much benefit.

11.00am Harris Development Ltd (HDL) - KM (chair), GM, AJM

Local Business- breakdown disruption May, June, July Aug. last year over 4 consecutive months, was the toughest time they have had resulting in a loss of money and serious impact on their business, with a downturn in pub/ restaurant trade. It was also noted that the impact during this period had impacted the village of Tarbert too. In addition the impending closure in Uig, originally timetabled for October to March, resulted in them deciding to close for the winter, which meant laying off staff. This has resulted in their first winter with no revenue. This has come at great expense to this locally run business. This scenario reinforces the reliance on ferries in Island communities and the impact an unreliable service has.
Under-investment over decades must surely mean that going forward there must be sound strategy for procurement and investment in the long-term.
New fleet needs to be resilient. There needs to be replacement vessels should there be any disruptions. New vessels must suit the route they serve and be weather resilient. Request is for a reliable, resilient service. The add on’s not a priority. Do we really need the level of food service currently provided on the shorter routes?
Second ferry on the Sound of Harris crossing needs to be berthed in Leverburgh and one berthed in Berneray . Community needs to be consulted on this route.
Bookings for this year are slow. There is reluctance to book in case they are unable to get a refund, having to stay longer due to ferry cancellation and the extra cost this incurs. There is a noticeable lack of confidence in the service.
Seems to be a problem getting over historic issues. Severely damaged reputation on Harris as a visor destination with a shortage of accommodation on Skye and the extra costs incurred due to cancellations over and above the current cost of living crisis.
New contract needs to incorporate a spare vessel and consulted with local communities.
Bad press. Every week there is some of aspect of ferry issues being reported. This has a cumulative negative impact on visitors coming to the island and again instils a lack of confidence in the service.
Islander preference- on-going concern that islanders are not getting off the island due to advance bookings. Islanders should be able to get on and off. Sailings/service needs to consider the various islands needs (one size does not fit all)
Repopulation- could be addressed by island based crew. And more jobs being relocated to the islands is urgently needed to prevent depopulation.
Structure -Current structure not working well together. It looks like on the ground within communities that TS & CMAL are looking to destroy Calmac. Tripartite structure-CMAL shall cease to exist. Calmac bears the brunt of the operations. Why is Calmac being fined by TS when it is owned by the SG?
Capacity- Current ferry assets are not being used to full capacity. Ie, Mezz deck not being deployed on certain sailings has reduced capacity on the triangle route for 2 years. Why can’t 30 crew not work more than 14 hours with 10 hours rest? When there are only 5 crew on duty at any one time, is it necessary to have extra crew to manage the mezz deck. The argument against using the mezz deck does not make sense. Islanders know how the system works and feeling is that TS/SG is not taking these views on board. There has been a need for two ferries for years. This has been welcomed but concern at the time take to reach this decision.
Finance/design-appears to be a lack of willingness to accept that other designs will work and at reduced cost i.e catamarans. Need to be open to looking at various designs to meet the needs of the different routes. Value for money- if there is willingness to have catamarans, why is it not discussed? Is there a restriction on ferry design by CMAL? Is the SG seriously looking at value for money when financing ferries? Small vessels replacement programme (SVRP) - important for our island community and we need to be consulted, with the option of catamarans being considered for these routes.
Unbundle the route – Privatisation suggestion proposed- service needs to be viable, reference the Norwegian sector and how they run their ferries. Island should be split. Western Isles – one area, area two incorporating the Inner Hebrides. One organisation runs and owns the ferries. Norway standardise their ferry design and operate with less crew.
Privatisation Referenced A Banks operator, Orkney. A service that is profitable without subsidies. Focus needs to be on getting the service right, they are first and foremost lifeline service. Subsidy is not being properly administered. Privatisation could be considered with possibly adding a subsidy to some of the smaller routes.
This consultation needs to see change to the existing structure.
On-going concern and lack of confidence in the situation at Ferguson’s.
Use of crew - Is it efficient? Are they being used to maximise the best service to the islands they serve?
Localised decision making - Local issues affecting each of the islands should be made within each island community.
Regional Headquarters feeding into one organisation. Change has to happen and decentralisation of jobs and devolution of power needs to happen so that real issues are dealt with more efficiently with local knowledge.

12pm - Harris Transport Forum/Third Sector. Editor De Tha Dol/Harris Forum – CMcp

Sees Calmac as the only employer where you can see career progression.
Difficulty in getting young musicians/sports events across from mainland and vice versa, due to high costs.
CM is feeding into the current fair fares consultation and pushing for U22’2 ferry travel to be included for free fare equity across the country.
Structure- Community still confused by existing structure, lines of responsibility vague and need to be clarified. There needs to be more reactive decision-making by Calmac when disruptions occur. Shouldn’t be timetable dependent. Needs more flexibility. Feeling everyone is blaming each other within the current tripartite organisation.
Lack of connectivity with mainland public transport needs to be addressed.
Budget availability -It needs to meet the ferry fleets requirements and resilience. Prioritisation needs to come from the SG. Financial spend needs to be relevant to the needs of the community.
Organisation- Community needs to own their ferry. What would they do with it if it was their own? Route specific issues need to be dealt with locally.
New Contract-requires community consultation so it is reflective of what is needed.
Fares- Foot passenger who are not booked should pay (not sure if this is fact that they don’t pay or observation made by herself).? Dog ticket- Happy to pay a small amount ie if user wishes to take dog into sitting area or free if they wish to keep in car. Data must be available on number of dogs travelling and what this would equate to in increased revenue.
Two ferries on the little Minch crossing will be beneficial re service and offers resilience in the fleet. Is the local infrastructure prepared for increase capacity? Should Tourism tax be reconsidered to meet the costs of improved infrastructure?
Vehicle prioritisation- is this being done efficiently. i.e no of campervans on certain sailings, how many cars aren’t able to travel, should there be restrictions?
New booking system- Should improve the customer experience- Ease of booking is important as is ease of processing a claim especially as we are an aging population. Capacity- Empty deck space is an going frustration for travellers when they are told ferry is full and know the ferry has available space. Available space should be offered to the wait/standby list once a cancellation has been made. Standby flexibility is need for last minute travel.
Islander prioritisation to enable residents flexibility, acknowledges this is not a straightforward ask and has its complexities in administrating.
Suggestion that overlooking groups represent islands feeding into the SG.
Service needs to be improved and they should learn from what has not worked in the past.

Drop in Session Talla Na mara 2.30pm – 4.30pm

Number attending - 4 attended collectively.

Sector represented:

South Harris Community Council
local resident (West Harris Trust)
Outer Hebrides Tourism local director
local hotelier
resident
Harris voluntary sect

Comments

Recommendation that Calmac/CMAL become amalgamated. Accountability is then focused on one organisation.
Crucial that there is a new island based board.
New Contract-Should have replacement vessels and resilience incorporated into the new contract.
Replacement ferries – urgently need to address the fiasco at Fergusons.
Delays have caused economic hardship. Uncertainty greatly impacting bookings and staffing for the coming season which are significantly down on the same period last year. Deciding to close for the winter in October 23 when next Uig closure is due.
Capacity-Frustration expressed on getting space on ferries. Eg. Family travelling told it was fully booked ,knew of someone travelling on the same ferry and there were available spaces
Crew hours questioned regarding lack of deployment of mezz deck. Have crew been asked to work the hours required to operate the mezz deck
New design of ferries. Why so fancy? Do we need a cafeteria especially on the shorter routes?
Comparison made with Irish and Orkney ferries used by both residents present to visit family. Both have a very efficient booking, loading on and loading off systems. Should be the same in public sector.
Deck space utilisations not efficient. More capacity would be available if reduced larger vehicles travelling making better use of available space for more travellers and service should reflect each community’s needs.
Fares- Orkney have a family and friend discount of 30%. There is an appreciation of the fair fares on the Calmac routes. Delay in timetable due to TS approval of fares was a disaster. There should be a process so timetables are sent out at a specific timeline and failure to do so will result in penalties if it’s not met.
Timetables- should not be decided and approved at SG level
Aspirations that the new booking system will be an improvement on the existing one.
Structure -Regulator- -Seems a good idea should be island based and with relevant experience and knowledge being of vital importance. Amalgamating CMAL and Calmac will reduce bureaucracy. Community Voice at top and port level would be beneficial. Concern re privatisation as seen that shareholders would be prioritised and possible affect the service.
Debundling- should be considered
Local office so important in assisting with local issues and rebooking’s during cancellations. Unhappy with the service and lack of local knowledge in Gourock, Local office, local knowledge and relocation of jobs to the islands necessary.
Service- Late ferries no connectivity with public transport.– no bus to meet ferry. Poor communication re disruptions. At times there is insufficient time to make a detour to another port.. Ferry service needs to compliment and work with other transport options. Office opening times- needs to be 24 hours as there are example from many ferry users of not being able to phone for assistance when disruptions are outwith office hours.
Dogs should be kept in kennels on the car deck and not in public areas. There should be consistency on what is allowed and the service provided for dog users across the fleet.
Suggestion of introducing by laws to manage situation of increased visitors to the islands.
Many reports have been commissioned. E.g Why are the findings in Audit Scotland reports being ignored why have previous issues which have been reported being ignored.
Customer service surveys could these be used so that there is a quicker response to when things are not going well. A more reactive response is required as problems arise.
Concern re lack of housing, lack of staff, good jobs, unreliable ferry service and poor connectivity all contributing to massive challenges in island communities, all linked and all must work together for communities to thrive.

Drop in Session 5-7pm, Ferry terminal Tarbert

Number attending – 3 attended -reported separately below.

Sector represented:

Residents
Scalpay community Council
Tourism, Local campsite, Harris Forum, Harris transport forum

1 (GN)

What people i.e the visitor wants is more important. Community needs to stand back and see what needs to happen in 10 years.
Reference connectivity in Canada simplified and efficient. Focus needs to on improved connectivity between island and mainland across air, road, and ferry, all has to line up and timetabled appropriately. This is not happening.
Rationalise the existing structure to one so that whoever makes the decision is one voice. Privatisation should be considered if it is funded and managed correctly There are examples like Dutch/Orkney/ Norwegian ferries that show a better way to run ferries. Potential shareholding return if privately owned. Corporately led will have massive effect especially going to tender. Route should not be debundled should be looked at as a whole, acknowledging that some areas will not be profitable and these should be funded by the SG. Should be run by people who have good local knowledge and expertise. If looking at the privatisation route profit margin maximum should be fixed and long period of tax freeze from SG. i.e( 5-10 years no corp. tax). Seed funding from Government would attract private investment. The current structure needs to change with the service being run by business people and not the Government. Privatisation can support existing good working conditions. Not all about cost effectiveness. This option should be sought during the new contract tender.
Currently it is not working being run by SG one organisation should operate/ acquire and fund the ferries.
RET- though benefit the islands has not generated enough money to plough back into the service. Capacity increase had not been adequately met through investment in the fleet. i.e more people travelling but not reflected at financial level for adequate investment in the fleet.
Ferries- age 25 +, 15 new ferries underinvestment by Government Commitment should be made to restrict the age of ferries
Food service on ferries is it necessary, ferries are overstaffed. Important – capacity, accuracy of timetable, weather resilient vessels , reliability
Not to be debundled keep as one route.
New contract should be tendered not direct award, to establish ground rules.
Raise the profile of this consultation to let people know what is happening and keep press involved as well as local community
RV’s although there is negativity towards them the do bring money to the island.
Freight- biggest island group (Lewis and Harris) needs a separate freight service needs to be reliable and would free up space on passenger ferry.
Email extract- “standardisation of all ports to allow significant sized vessels safe entry and exit in all tides and weather. Currently only certain vessels can use certain ports. This current process destroys flexibility, resilience and redundancy of vessels.
In addition although I may have mentioned it… ALL ports come under one ownership and not this fragmented authority. On reading further the minister’s comments of “will not entertain the privatisation of the ferries”. Challenges to this position needs to be strongly reported as the position clearly disallows a competitive practice which was enshrined in SNP’s mandates of the past Keeping the same old processes demonstrates ignorance in business or due care and attention of community needs”.

2 (CM)

Looking forward to having two new ferries on the triangle route.
Connectivity to be improved with buses meeting the ferries on both sides.

3 (GT)

Self-catering business impacted with increased cancellations due to uncertainty of travel to the islands.
Patients who rely on the ferry to get to the mainland for treatment are greatly affected too.
Workmen constantly faced with delays insufficient space on ferries to travel to the islands this is now being reflected in the cost of the their services to the island. The inevitable delay and extended stay is included in any quote for work.
Would like to see more island representation on the island board.
Structure- amalgamate CMAL/Calmac – one body should prove more accountable. Would not like it to be privatised and to remain in SG control
Service- Gourock-.Unhappy with service. Office closes at 5pm and no way of contacting anyone to make alternative arrangements for the next ferry.
If route was debundled would be concerned for the small unprofitable routes.
Would like to see local voice heard at a higher level
Concerned that the islands are on downward trajectory with extra costs hitting local business, unreliable ferry service and on-going financial hardship causing many businesses to look seriously on what to do going forward.. During the Uig closure Harris had lost its “buzz”
Continual uncertainty and anxiety makes planning a trip difficult as there is no guarantee of accommodation if ferries are cancelled and the increased cost of making alternative arrangements.

North Uist, 8 March 2023

Sgoil Lìonacleit Pupils

Present: 9 secondary pupils present, and Headteacher

When the service runs, it is good – they create local jobs; have good on-board services such as food and wi-fi; crews are friendly and familiar; are critical to intra-island connectivity, especially as a cheaper alternative to flying.
Service just now is unreliable, inconstant, and suffers from underinvestment – to the detriment of island communities.

When a service is unreliable, it disrupts food provision (affecting overall community welfare), health services (vital hospital appointments missed due to travel disruption), and business.
Disruption can reduce available capacity, especially within the summer months when tourist numbers are higher, and ferries are likelier to be full, and islanders getting bumped several days forward.
Getting stuck away from home causes missed school, exam prep, added costs (accommodation, travel), and results in anxiety about leaving island. Poor communication and last-minute cancellations are a challenge, especially when on the mainland. This contrasts to the flight services – you get accommodation, etc, arranged for you.
Certain routes deemed very unreliable, specifically

The service would be improved through:

Planned future vessel investment - additional vessels & investment to reduce average age of the fleet and bring on more new vessels.
increased reliability.
Transparency and honesty in communications (when the official line does not match the actual reason). People doubt Calmac communications.
Community input - want more representation from islanders and local communities served by ferry operators with organisations, especially within management.
Amalgamation of ferry organisations - the current system undermines organisational responsibility, as they blame each other. Would contribute to simplicity in terms of messaging and information for the public.

Population retention – connectivity is a secondary reason for returning/return to the islands. Rewards scheme or additional support for island residents.
Young Scot Card – pro free travel for young folk on ferries.

Uist Council of Voluntary Organisations

Present: Rona MacKay (Balivanich Community Council), Tracey Walker (Balivanich Community Council; Tagsa Uibhist), Gail Robertson (Ferries Community Board), Sheena Stewart (UCVO), Donald John MacDonald (UCVO/Bornish Community Council chair), Chris MacLullich (Tagsa Uibhist), Ada Campbell, Kevin Morrison (Cothrom Ltd)

Importance of local ferry jobs historically and currently, however this has been eroded in part recently. There needs to be a policy to promote transport career opportunities to island residents, including skilling up and apprentices, as a contribution to the local economy and population retention. Preference highlighted for shoreside accommodation connected to jobs. This ties into vessel construction through reduction in windage, etc, producing more efficient ferries. Discussion of crew joining on the mainland, and how it disadvantages island-based workers.
Need for job criteria and required experience for ferry board positions (CFL/DML/CMAL) to better encourage island residents. It has been seen as unattainable, or even deliberately discouraging, for islanders to apply to these positions. Need clarity and transparency as to how to obtain required skills. It is otherwise hypocritical to say that island residents are encouraged but to require knowledge and experience which may not exist within islands. Although, the point was raised that surely this knowledge is available within bodies such as HIE, community land buyouts, etc, who handle millions of pounds, etc. Desire for regional and island representations on public boards.
Complexity of ferry construction/operation system – system bamboozles community in the ways that decisions are made. The needs of the communities need to be the starting point in terms of vessel construction, right the way through. There are instances whereby communities are consulted after tenders have been submitted. It seems almost like it was designed to be confusing and shirk responsibility and pass blame.
Access – issue raised in terms of handicapped access through the car deck. Is that the best way? The use of the tannoy system may not be accessible for those hard of hearing. Visual impairments, autism rooms, etc. Shoreside disabled access only available in certain areas, but not in Uist, why is that allowed to happen? Infrastructure, such as disabled access directly onto the vessel, should be universal.
Reserved spaces for islanders on ferry journeys – for those travelling for bereavement, hospital appointments, etc. There is a system for such reservations, but it is either not well advertised, or ineffective in terms of costs. Feeling that these decisions and policies are created by those who are disconnected from the actual service operations and lived experience of the service, with subsequent “loss of dignity” for those having to use inadequate or unsuitable services. Another way of making management/board members answerable – ultimately – to their own communities, where they live. There should also be a consideration for ‘key worker’ status for reserving.
Staff and crew – brilliant.
Consultation – needs to be ongoing during the process of vessel design, instead of a one-off, tick-box.
Management – disconnect between managers of services and the community. They are removed from the communities they serve. They cannot grasp the problems as they do not live there. There seem to be too many managers, which circulate regularly. Many more of the jobs should be situated in the communities themselves, instead of sat in Gourock. This includes Transport Scotland and the SG Ferries Division.
Intermodal connectivity – foot passengers cannot book onward travel – bus/travel. Connectivity is so lacking in the Highlands & Islands.
Communications – need a way of improving customer communications/relations. An example of a late-night cancellation on the mainland and the stranding of islanders. Need for a duty of care for stranded customers.
There is real anxiety across the islands, and amongst visitors and potential residents, around transport connectivity. There will need to be a real push, once this is fixed, to publicise that transport is back to normal.
Vessel construction and replacement – needs to be increased to make up for a decade of underinvestment. Need an extra vessel, in hot layup, to increase fleet resilience.

Barra – 6 March 2023

Community drop-in

Concerns Calmac is too mainland focussed and is remote from the needs of island communities. Example given – crew changeover is on mainland – disadvantages local residents.
Feeling that Calmac is not customer focussed
Concerns about level and quality of Calmac comms.
Feeling current structure (tri-partite) is not transparent enough – regarding funding and is an inefficient way of delivering services.
Concern that Calmac may not have the skills and experience that it once had, impacts on service delivery, observation that there is no-one on the Calmac board with ferry experience.
Would welcome greater community representation on Boards.
Feeling that the current CHFS contract is build around delivering a timetable not a service.
Priority is reliability, then frequency.
Next chfs contract should monitor performance more accurately – current approach does not capture ‘real’ experience of ferry services.

Business drop-in session

Hotel owner, taxi driver, manager of community centre + 1 other

Current structure can be frustrating – organisations ‘pass the buck’
Project Neptune report highlighted ‘too many chiefs’
Concern that Calmac senior executive team doesn’t have skills required to operate ferry service. There is a lack of maritime knowledge.
Feeling that community is often isolated from decisions taken at Calmac head office.
Would prefer a greater ‘community voice’ at top end of decision making.
The next chfs contract must have the community at the heart of it.
Concern that the community is not the customer – TS is.
Calmac comms frequently poor and unhelpful.
Concerns that Calmac underplay technical issues which lead to cancellations
Booking system doesn’t help local economy – tourists don’t wish to be on standby
Fares can be very high – feel locals should get a discount
Fundamental problem is age of the vessels.

Community Council session

Current tri-partite structure isn’t helpful, allows organisations to pass responsibility. This leads to community frustration and eventually disengagement.
Channels need to be clearer – need clear line of sight for concerns, comms etc.
Lack of capacity in the fleet is major issues – need more vessels to ensure continuity of service.
New vessels should help but would like to see contingency plans.
Poor ferry service is limiting economic growth of the islands
Priority should be to consult on timetabling
Feeling that Calmac’s priority is to deliver contract, not service communities
Communities often feel ignored by multiple government agencies
Onward transport connectivity is often poor – needs more joining up.
Fares are high – suggestion of discounts for locals, season tickets, books of tickets.

Mull and Iona Ferry Committee - 31^st March 2023

Mull Community Trust

People want a reliable service
Can be difficult to understand the structure at first - where all bodies fit in
Feels like top heavy management - no one accepting responsibility for issues - difficult to see the point on the organisations
Concerned that the current structure doesn’t allow communities to influence?
Its not clear to local communities who is accountable to who
Concerns on role of CMAL – feels unaccountable. Perception that it is not accountable to TS and the authorising environment isn’t clear.
Feeling that the tri-partite need to be changed and Cmal removed
Concerns about procurement process for vessels and ports - no incentive for private operator to look at whole system, lifecycle costs of ferries.
Cmal doesn’t seem to be accountable on procurement - not its money, not responsible for contract delivery and operating costs.
Feel that DML not incentivised to find efficiencies in the contract. Right outcome is a reliable ferry service
Would be content is the network was broken up into more ‘manageable’ parcels
Feel vessel owner and operator should be one body
Need to introduce some element of competition and accountability
Very few organisations have the risk appetite to take on chfs contract
No economies of scale in a monopoly situation
Calmac not the main problem - cmal is. If u want accountability the operator needs to be responsible.

Mull Community Trust

More bodies involved the more complex and inefficient it is
Two bodies mean passing the buck - no clear lines of accountability
Ferry issues aren’t new
Feel the fact that the operator does not own the vessels, system of procuring and delivering the system is mismatched - leads to issues. Not necessary now to separate ownership and vessel
Calmac don’t have its view taken on what it want - cmal give them vessels.
Uncertainty with ferries mean uncertainty if will get off the island - leave days early to take account of uncertainty. Makes live difficult to make choices.
Interconnection of services with other public transport is very poor
Service is better than it was a few decades ago but has deteriorated in the past few years
Capacity can be problematic - difficult to book. Capacity is difficult for island residents - can be difficult to get off the islands at short notice - go to loch allan (?)
Booking system is poor
Calmac comms could be better
Don’t understand the priorities of island communities
Doesn’t feel as if the service is designed with islands in mind
Access to the vessel can be difficult
Want greater partnership between bodies involved - SG, A&BC, cmal etc. is needed, SG should make them work together.
businesses struggle with ferries, getting lorries on and off the ferry. Cant pass costs on to customers.
Need better communication - need to know in good time what you need to do. Need to be able to plan ahead - and if not informed cant plan properly
Need to re- think the service, island proofing, if focus of service was centred on those who live here, serves their needs, it would be different. Island communities need to be central to it.
Not bothered who runs ferry service as long as reliable - but feel local expertise needs to be retained.
Concern that unions may be a barrier to significant change.
Young people and young families are disincentivised from staying on the islands because of the ferries, compounded by housing issues, people with underlying health issues feel they have to leave.

Public Drop in session – Tobermory 31 March

Do not feel part of decision making as it stands. Very little consultation and what there is feels like tokenism.
The islands have been left with a bad image caused by Ferry failures, lack of investment and lack of policy interaction with the islands.
Transport Scotland Ferries division and CMal could be made one unit but needs injection of Island knowledge and marine knowledge. Not effective if just same players with a different hat on.
Access systems are often not available makes things difficult for disabled.
Recognise that different islands have different needs. Service design for each island should start with islands needs and build up from there. Before considering new vessels speak to communities first make sure matches their wider needs and not just operators or based on a centralised theoretical approach. The capacity and the frequency/timetable should then be decided from there.
Passengers often seem to be forgotten element. The communication is poor often unreliable.
Connectivity to other transport means often not joined up.
Single biggest improvement would be locally based management and real level of devolved decision making.
School and education users important to make as easy as possible for them.
We need a transparent and accessible compensation scheme for individuals and businesses to truly reflect damage caused by persistent failure of system.
The Corran ferry is a very important link for Mull.
Not in favour of privatisation but must change culture of managing authorities. Again more local input and awareness. New players in the provision must be prepared to listen and make consultation real Medical services and medical emergency must always get priority including vehicles.
Failure to invest has caused a lot of present problems sitting alongside tripartite culture of knowing best.
Let’s make a fresh start. Fewer players, clear lines of responsibility. Listen to islanders and value their input to how we get best out of ferries to shape a better future.

Tobermory High School – 31 March

Timetable should be designed to work for the community. At the moment seems to be only doing what operator wants.
There is no joined up thinking to link ferries to buses and trains making it often necessary to take the car.
When ferries are cancelled there is no help to find alternative ways to travel, accommodation or even efforts to put an extra run on. The financial and personal cost does not seem to matter to CalMac even for poorest or vulnerable like young.
Obvious we need more capacity and more frequency in the system. Timetables should be decided by islanders. Participation in sports a good example where ferries create a disadvantage making it difficult to compete at any meaningful level.
Government should ensure system works for islanders. Why should ferries not be run by islanders? More management in islands would give more work opportunities and better knowledge.
Poor state of Ferry system does make a lot of young people decide to leave and is a major factor in future plans for young people like themselves.

Ross of Mull Consultation Meeting

Amalgamate CMal and the operator
We see no formal communication things are just imposed.
Need short term action plus a long term plan.
Project Neptune is a disgrace containing no real options.
Some support for a Ferry Commissioner depending on clarity on power and remit.
Each island/route needs a stakeholder group which is part of the decision making process.
A strategic level group like the Community Board should be part of strategic decision making.
Top level group has to be inclusive and some form of payment to encourage all parts of community to be involved not just those that can afford it.
The principals of effective community consultation should apply to all players in decision making.
Need more efficient ship types and more cost effective use of resources. A common fleet with use of catamaran when best for route.
Management should be dispersed across the islands.
Need more Island and maritime knowledge not just administrators or civil servants but have knowledge of and empathy with Island living.
Need leadership and political leadership and vision. Need to have a clear point of responsibility and accountability.
Present situation mean some islanders forced to leave or choose to leave.
The new contract needs to be very different with accountability to communities. Not a paper exercise between CalMac and TS.
We need to remember the wider damage to business health and young people’s education.
Why are traditionally 40 min crossings now taking an hour? Who allows these changes without discussing and explaining.

Iona Community Council, Iona Village Hall, 31 March 2023

Stressed that ferries are very much island lifeline. Every person, product, animal, service that comes to Iona needs to use the ferry. Doctors, teachers, binmen, ministers, delivery drivers, postmen, cleaners, tourists etc all need a viable and reliable service for a sustainable future
Concerns raised about current structure, in particular role of CMAL. Original reason for CMAL (EU competition law) no longer applies.
No clear lines of accountability – not clear who CMAL is accountable to.
No one seems to be personally accountable
Current structure needs altered.
Senior management of ferries companies should be based in island communities
Service to Mull is generally OK but needs improved
No commercial incentive for Calmac to improve unless someone at the top is personally responsible
Acknowledge investment of over £2bn but service is poor, feels like little to show for that investment
More vessels will help but fleet replacement needs to take place quicker as TS/Ministers/CMAL are way behind on fleet replacement schedule
interconnectivity with other public transport could be improved – changes to ferry timetables impact on bus timetables which impacts on tourism, business etc.
lack of ferry reliability, leads to timetable changes, which then impacts on other public transport
feeling that local communities are remote from decision making. Feeling they are not asked what they want but told instead.
There should be more island representation on ferry organisation boards
Need a holistic approach that takes that covers issues such as the Corran Ferry. Fragmented nature of ferry services (some calmac some council) is not efficient.
Residents of Iona have no means of influencing Highland Council (who run Corran ferry) – undemocratic
People open to it not being Calmac which delivers the service – want a reliable service
Feeling that the CHFS network is too big – could be broken up into smaller parcels, more commercially attractive.
Impact of unreliable ferries felt by business – hotels, tourism, farmers moving stock. The economic viability of the island is imperilled
Feeling that priority ticketing for local residents is needed, especially if need to get off the island quickly.
Local staff are very helpful.
Any decisions on Oban – Craignure need to take Iona into account – often don’t at the moment.

Orkney

Kirkwall drop in

Generally services good.
RET in other areas puts Orkney at a disadvantage to some other islands needs to be addressed.
Particular issues with animal transportation both in cost but also the uncertainty and what it means for farmers when animals don’t travel when booked. Care for animals well-being.
Inter island Ferries are in need of a plan for replacement. Well connected travel off the island not possible without a cohesive and joined up system.
Both routes off the island are important to deal with capacity and if one full there is an alternative.
Medical needs should be a priority particularly for needs of people going for hospital visits. There should be a process that guarantees space.
Design of the timetables there should be more Community feed into process.
Islanders should have a stronger voice and representation in all decisions on Ferry services.
Unmet Demand is never properly looked at and what opportunities are we missing.
If RET cannot be replicated some system of fairer pricing and ensures capacity to meet islands needs. There should be Islander preference for instance cheaper pricing with Island family discounts.
Local need has to be met but also allow room for tourism as important.
There needs to be ongoing consultation with communities so that flexibility can be achieved and changes to islands needs catered for.
Tourism representatives feel there is scope to do more and lack of capacity restricts growth but also sets tourism and locals competing for space.

Transport Forum

Generally Serco seen as a good operator and try’s best. There are particular issues though. Freight capacity to and from Aberdeen is a pinch point. There is priority for food and full trailers acknowledged as right but repositioning empty trailers is a particular problem. If you don’t have trailers to fill up you won’t have full trailers.
The new Freight Ferries that were promised but there seems to be no commitment to budget or timing. Transport Scotland do make small changes within contract to make things better but are not able to address concerns of all Hauliers.
Capacity for freight showing by operator as 72% but yet can’t book trailers. Operator feels can’t do anything but damaging economy and operators economically so who takes the lead to find a solution?

Drop in Stromness

Consultation exercises are usually not very real with the normal process being that they come and tell you what is happening not asking or taking views on board. TS everything is pre decided and no incentive to engage.
RET and charging should be looked at and whatever system is designed should be informed by local input. These are lifeline services even if there are route options.
Resilience and reliability essential to our services and the ability to have spare tonnage to cover outages in service or drydocking. Replacing passenger services with freight vessels not acceptable in this day and age.
There is no real forum for a consistent local voice. The concept of Community Board and local ferry committee would be interesting to explore.
Important the right specialist knowledge informs future build programs and a long term plan and commitment essential.

Submission from VisitScotland

A Modern and Sustainable Ferry Service for Scotland – inquiry from the Net Zero, Energy and Transport Committee

VisitScotland is Scotland’s national tourism organisation. Our main aim is to make the most of all the economic, cultural, societal and environmental benefits Scotland’s tourism industry has to offer. We work closely with individual tourism businesses, public agencies, local authorities and other tourism stakeholders to help achieve this.

Tourism is a force for good – creating economic and social value in every corner of Scotland including the islands. Tourism makes Scotland richer, economically and socially, and without it, our country would be a much poorer place.

Before the onset of the pandemic the sector was worth £12 billion to Scotland’s economy and the industry accounted for nearly 8.5% of jobs in Scotland. Tourism is more than a holiday experience – it creates jobs, sustains communities and provides an international shop window for Scotland.

Across the country, the tourism industry was severely impacted by the covid-19 pandemic. In response, VisitScotland administered eighteen funds dedicated to supporting various sectors within tourism and led on the delivery of six tourism recovery programmes supported by the Scottish Government. Many of the beneficiaries of this support are based in our island communities.

At VisitScotland we understand the importance of spreading the economic benefit of tourism right across Scotland as a whole – particularly as we try to help the sector recover. Many visitors will visit multiple locations throughout the country when they come here, so access to the islands is vital if we are to continue to deliver on the benefits associated with tourism.

VisitScotland promotes all islands, especially where there is capacity and desire for growth, with a particular focus on quieter times of year. We provide visitor information to inform and inspire visitors, support businesses and events, facilitate investment in critical tourism infrastructure and partner with tourism groups and other organisations on the islands to support the sustainable recovery of tourism.

Our teams manage our important relationships with a wide range of public partners, communities and tourism and industry groups, through a mixture of island-based Development Managers and mainland based Regional Directors. VisitScotland works very closely with all Destination Management Organisations on the island to shape the local tourism strategy and align with the overall objectives for VisitScotland, as set out in NSET and in Outlook 2030. We recognise and support the opportunity for ferries to provide not only a vital means of accessing the islands, but also as a core part of the visitor experience.

Some of the activity we have highlighted in this response is helping drive place-based economic development through tailored region and sector led support in the islands. This work is crucial to us helping meet the ambitions of Scotland’s tourism strategy Outlook 2030; helping grow the value and positively enhance the benefits of tourism across Scotland by delivering the very best for our visitors, our businesses, our people, our communities and our environment.

Given the importance of tourism to the islands, VisitScotland is grateful for the opportunity to contribute to the Net Zero, Energy and Transport Committee’s inquiry into a sustainable ferry service for Scotland. While much of the questions and remit of the inquiry is detailed in nature and goes beyond the remit of VisitScotland, we do consider it might be useful for the Committee to understand the impact tourism has on the islands by providing relevant statistics.

Island Visitor Statistics

The following volume and value surveys for the islands were commissioned due to sample size/geography issues from the national volume and value monitors (IPS/GBTS). As you may be aware the previous two years of the pandemic have caused a disruption to the data available from those sources and although we have some 2021 data we are unable to break this down to an islands level. So, the 2017/2019 islands surveys are the most recent data we have.

Outer Hebrides 2017 - 218,590 visits with £65M spend
Orkney 2019 - 192,173 visits £67.1M
Shetland 2019 - 80,128 visits £35.8M

The above island groups are looking to commission visitor surveys to determine up to date volume / value subject to the availability of resource and funding.

Arran 2017-19 average domestic overnight – 81,000 trips, £19M spend
Mull 2017-19 average domestic overnight – 48,000 trips, £18M spend
Brodick 2017-19 average international visitors – 6,000 trips
Mull 2017-19 average international visitors – 10,600 trips
Rothesay 2017-19 average international visitors – 2,500 trips

In addition, the 2019 factsheet on Argyll and the Isles provides further details. However, it does not separate mainland and island figures, though visitor attraction numbers may give some indicators around island visits, for example on Mull etc.

Our Ayrshire & Arran factsheet contains similar details. Again, this includes visitor attraction info to places such as Goat Fell and Brodick castle which could give an indication of overall visitor numbers.

Unfortunately, these statistics are somewhat dated and do not cover the recent disruption to ferry services, however they will hopefully give the Committee an indication of the important role that tourism plays for Scotland’s islands.

Without understanding how recent disruption to the ferries has impacted visitor numbers, the Committee will note that in 2017, around a third of all visitors to the Outer Hebrides arrived by ferry from Ullapool, for example.

In order to supplement the visitor data we have provided above, the following paragraphs provide the Committee with insight into data on travel trends, events, VisitScotland iCentres, our business listings and our QA scheme on the islands as well as insight from our regional staff based there.

Travel trends

Looking to our insights into island travel demand (see Annex 1) the Committee will note that demand is strong, with significant year on year increases in search volumes for many of the islands. Many of these searches have increased from a small starting point while others such as ‘islands in Scotland’ and ‘Skye’ related terms were already popular and have also increased.

Annex 1 also provides information on the average monthly search volume (page 1) and some travel / route specific searches (page 2).

In addition, the Committee may be interested to note that all traffic to VisitScotland.com islands content over the past 12 months (August 2021-July 2022) has received 268k pageviews. This equates to a 5% year on year increase over the same period.

This data aligns with wider consumer insight trends we are seeing for unique experiences, escape, wellbeing and connection with local communities etc.

If the Committee would be interested in understanding more about responsible travel insights across Scotland in general, data from Scotland’s Residents Survey highlights that 38% of respondents feel that making green / sustainable choices whilst on holiday is difficult and 41% of respondents agree that they will fly less for future holiday and breaks.

Events

In addition to the visitor statistics which we have provided above, it is also worth noting that our events directorate, EventScotland has funded 26 island events in the last 12 months, with another 5 to take place in the next 6 months. This equates to £363,492 investment over the past 12 months, and £196,800 to come in the next 6 months.

With partners our aim is to raise Scotland's reputation as the perfect stage by supporting and securing a portfolio of events and developing the industry. We provide advice on funding opportunities, access to resources and information about EventScotland and Development teams which sit within the VisitScotland Events Directorate, alongside Business Events. Going forward, a sustainable ferry service for the islands will be required to ensure the benefits of further events can be fully realised.

iCentres

VisitScotland has 26 iCentres across the country which are run by local staff providing visitors with information, help with reservations as well as locally produced gifts and souvenirs. Footfall numbers are shown in the table below for the iCentres that are located across the islands at the ferry ports (and also the gateway of Oban):

VIC Bowmore / Islay - 5,985
VIC Brodick / Arran - 13,085
VIC Craignure / Mull - 26,989
VIC Kirkwall / Orkney - 54,551
VIC Lerwick / Shetland - 27,464
VIC Oban - 49,756
VIC Portree / Skye - 30,928
VIC Rothesay / Bute - 21,257
VIC Stornoway / Lewis OH - 13,441

Figures are from April 22 to date and although we do get local communities coming into the iCentres, the figures are mainly tourists arriving by ferry.

Island Businesses

We have a number of active business listings operating on the islands, those listings can be broken down as follows:

Number of TMS (tours management solution – which holds all tour operators and their products) operators based on the Islands = 119 – note, this figure is tour operators, where their tours go may not be the islands, but the operator is based there
Number of accounts with DMS (destination management system – a database of all tourism products – accommodation, attractions, activities) listings based on the islands = 2,112
Number of actual DMS listings based on the islands = 2,909 (this figure is higher than one above as some of the accounts have multiple DMS listings)

We also work with all types of businesses within the tourism industry on the islands through our Quality Assurance Scheme. Our team helps encourage investment in quality by providing objective feedback on the visitor experience on offer and benchmarking this with national standards. QA members receive comprehensive written reports that they can use as a business development tool to help them prioritise enhancements and provide content for staff training.

They also benefit from use of our internationally-recognised Star award logos and we know that visitors and potential holiday-bookers using the visitscotland.com website often base their search for accommodation and visitor attractions on these Stars. In fact, businesses that are members of the Quality Assurance Scheme get almost three times as many referrals per web-listing as businesses which do not have a Quality Assurance Award.

Island	QA Accommodation	QA Visitor Attractions	Taste Our Best (standalone)**
Orkney	96	19	3
Shetland	66	27	3
Outer Hebrides	112	17	1
Arran*	28	7	1
Mull*	35	6	2

*Unlike the other island groups in the table, Arran and Mull do not have their own unique local authority. This means pulling exact numbers from our SCRM system is difficult because not all members fill in their application the same way, e.g. in the ‘’town’’ field some may put Mull, but a lot put the name of village – so the above figures are based on web searches to establish some of the business locations.

** Taste Our Best (standalone) refers to individual food and drink businesses – cafés, restaurants, takeaways etc. This is over and above Taste Our Best awards which might be culminated as part of our QA accreditation for accommodation providers and visitor attractions.

Regional insight from VisitScotland staff

(anecdotal unless otherwise stated)

Shetland

According to the Shetland Visitor Survey 2019, 46% of visitors arrived in Shetland by ferry. The once-a-day lifeline service allows a maximum of 600 visitors to arrive daily in Shetland, a very low figure when compared with Orkney, where c. 3,500 visitors can make the ferry crossing per day.
VisitScotland have no hard data on unmet demand for ferries to Shetland. Anecdotal feedback to VisitScotland from potential visitors and locals is that deck space and cabins were often unavailable on the same sailing on the date required i.e., you can take a car, but no cabin or vice versa.

Orkney

The majority (around 75%) of visitors travel by ferry to Orkney. Ferries are therefore absolutely critical in supporting the growth of responsible tourism on Orkney.
Visitor demand has increased significantly in recent years, while ferry capacity has not matched that growth.

Internal ferries frequently run standby lists indicating there is unmet demand there.
Air services are often an important element of the mix for island communities, they do not usually remove the need for a ferry service. The mix of ferry and air services are regarded as the equivalent of mainland public transport options with bus and rail services. They are pivotal in supporting or hampering the day to day functioning of the visitor economy.
We note that discussions are ongoing on the introduction of RET for ferries to Orkney. Experience on the West Coast routes suggests this could increase demand markedly.

Outer Hebrides

Ferries are the main way of travelling to the Outer Hebrides. It is an essential part of the visitor journey and indeed for some, the most exciting part. A journey by ferry, as part of the trip, can be a wonderful experience and for many visitors is something unique and memorable.
In the Outer Hebrides, there has been a marked rise in the volume of visitors over the last decade and motorhomes and campervan visits in particular in more recent years.
Ferry capacity has not increased at the same pace, resulting in inevitable challenges.

International experience

On the route between Virtsu-Kuivastu in Estonia, e-tickets are used by 70% of travellers which allows them to drive straight on to the ships without stopping at a ticket office or waiting in long queues. It still means tickets have to be booked in advance, but it considerably streamlines the travel experience and might be something that would work in Scotland.

In Estonia, e-tickets can also be changed up to 15 minutes before departure. On bookable routes here, pre-paid vehicles must wait in queues for a minimum of 30 minutes before a sailing.

Shetland

Angus Campbell – Chair CHFS Ferries Community Board
Moraig Lyall – Chair of ZetTrans and SIC Environment and Transport Committee
Michael Craigie – Lead Officer ZetTrans and SIC Executive Manager Transport Planning

In the meeting there was discussion regarding various challenges and constraints regarding governance, planning and provision of ferry services in Scotland.

Although the focus initially on Project Neptune was more around the Clyde and Hebrides Ferries (CHFS) network, Angus described that his perspective in this work is broader and includes the Northern Isle Ferry Services (NIFS) also. The scope does not however cover local authority provided services.

The conversation covered:

Engagement by Serco Northlink with users is generally
- Directly as customers
- Through Shetland External Transport Forum
Accommodating user needs (within the limitations of the contract) is good.
- Dynamic approach by local staff
- Responsive to weather disruptions
- Liaison with users to accommodate demand as far as possible within constraints
Engagement with TS and Serco Northlink, SIC can ZetTrans on a quarterly basis happens on a quarterly basis since the commencement of the current contract but thus far is still to prove its value.
Planning and governance need to focus on addressing local needs and involving the communities, businesses, Councils and RTPs in decision-making processes.
- In the planning of services
- Development of specifications of contracts
- Monitoring performance of contracts
- Learning of lessons
- Integration with Community Planning
Capacity constraints emerge as a recurring theme for Shetland.
- Impacts on businesses in Shetland
  - Fishing
  - Aquaculture
  - Tourism
  - Major projects in Shetland
    - Renewables
    - Net zero projects
    - Space economy projects

All these above then create a squeeze on the general public’s ability to book on their needed date along with car deck space and a cabin.

There has been much change since the current contract specification was defined yet the governance structure prevents response to change.
Contracts being very inflexible despite the rhetoric around flexibility being built into current contracts.
- This is not about the odd sailing here and there to accommodate unexpected disruptions or unexpected demand from external factors, but the ability to adjust the contracts to reflect changes in the economy and social needs. In Shetland this was certainly an expectation in the current contract.
Delays in commitments to fund and construct new ferries resulting in further delays to address capacity constraints. The messaging that new freighters would be in service by 2027 that subsequently proved to be incorrect and that was only to take them to design stage with no commitment to funding for the construction was very unhelpful in retaining trust across user groups with TS.
- The ongoing uncertainty makes medium and long term planning and investment decisions almost impossible
Frustration at the timeline for implementing the proposed solutions, as it involves lengthy processes and delays in securing funding.
Highlight the need for better communication and transparency from the authorities regarding infrastructure projects.
Comparison of the capacity available to Orkney and Shetland
- This issue extends beyond a local concern and is a fundamental constraint affecting the entire northern isles network. The impact on Orkney of our shared service and the high current demand from Shetland for deck space needs to be acknowledged.
- Improving transportation capacity is crucial for the overall economic development of the region and to address the negative perception of limited resources.
Discussion on the need to find solutions within the current contract and available vessels and infrastructure.
- Increased capacity in peak times
  - Day time sailings to provide additional capacity in summer
  - Chartering or buying additional freight tonnage to cover peaks
    - NIFS and CHFS
  - The lack of investment in infrastructure is identified as a significant obstacle.
  - Consequences of past neglect
  - Sustained investment required to meet the future demands of the region.
  - Disconnect between government agencies and the island communities is essential to get this right.
    - Decisions regarding infrastructure and planning often do not adequately consider the specific needs of the islands. This lack of alignment hampers progress and exacerbates existing challenges.
  - Reflection on the financial constraints that dictate project priorities and decision-making processes.
    - Frustration that budget allocations seem to prioritise projects that can be completed within a specific timeframe rather than focusing on the most essential needs.
    - Leads to a lack of trust in the decision-making process and the belief that those directly affected by the challenges are not being adequately considered.
  - Decisions often sub-optimal due to lack of local perspectives
    - g. One big ferry rather than two medium sized ferries and resulting in poorer service and major investment required in improved harbour infrastructure. Remove this as not relevant to Shetland?
  - The concept of the Ferries Community Board was discussed and may be a model that could be deployed more widely. Attention would need to be given to the specific features of the regions covered. The major differences between the island groups in terms of length of crossing, frequency, economic buoyancy, tourism etc make this likely to have limited purpose other than lobbying on similar issues e.g. ferry replacements?
  - The affordability of the service for people is a real issue. The actual fares for passengers are not too bad but the cost of accommodation on board and for the transportation of vehicles makes it an expensive crossing.
    - The current discounts are not nearly as generous as those on air travel
    - The discounts for friends and family members are not available in the summer and over Christmas and New Year, the very times families want to be together.
    - There is a current requirement for a single traveller to relinquish two cabin vouchers per crossing to effectively ‘pay’ for the other bed due to the no shared cabins rule currently in operation. This has the effect of reducing it from two to one free crossing per year for eligible groups.

Fish and freight industry reps

Present.. Shetland Fishing Association, DFDS, seafood auction company, Seafood Shetland, Stewart Building Freight.

subsidy for Ferries must be large. Could it be identified and could it be subject to clawback to support industries.
Real challenges for capacity at times
Livestock in September/October
Huge opportunities in Shetland needs capacity planning but nothing evident. Fear of missing out on full opportunities. Engagement with TS brings no real change.
They value Serco Northlink bringing commercial acumen to the table. Prefer a private operator has contract as fears Gov owned company and approach.
Example of timetables delays leaves companies working in the dark and bidding for work in the dark.
Significant investment in on online auction mart and capturing fresh fish market. Delivery times vital but not recognised by Government agencies.
Where is the promised program for replacement freight ferries. No conversation with those dependant on.
Shetland large contributor to national economy through seafood and soon to be renewable and blue economy but not matched by modern connectivity. Need to be able to grow rather than make do approach.

Other

Island’s Young People Network

Priorities:

Must ensure space for health service delivery Costs of travel for under 22. Needs to be reduced. Why not equivalent of bus travel on the mainland Scotland. Ferry’s are our buses fare discounts should be equivalent.
Young Scots card should extend up to 25.
Very aware of poor state of many ships in the fleet and subsequent breakdowns and loss of service. Need better investment and planning.
Capacity issues are serious. Need to give more priority to medical cases, bereavement and workers travel including off shore workers.
Communications are very poor and often late and very confusing. Islanders travelling need to know.
Individual islands should set the rules for their own islands, Timetables, priorities and services provided.
Price should not be used as a weapon to control capacity. Remember those worse off.
Organisation did a TransportChallenge survey 83 responses demonstrating importance of transport links.
Ferry’s need to link up with other Transport systems and timetables should link up between different modes of transportation. Young Scot cards should apply to all buses.
In this day and age there are still places where simple shelters are not provided. In comparison to money in the system simply staying dry seems too much to ask for. Examples quoted in Tiree and Mull.
If we want young people to remain and fill vacancies they need to know the ferry system works for them. Affordable, frequent and reliable Ferries are an important part of the decisions young people make to stay or not.
Present structures clearly don’t work. We need the community voice in making decisions at the top level and that community voice should include young people. Young people like islanders should have input into all boards whose work affects islanders.
Young people should have a place at the Ferries Communities Board.
It is also important the disabled community have a say especially around access issues.
Why are Island Impact assessments not been done to test the effect of decisions regarding Ferries. Should be a requirement for all bodies involved.

Lismore

Over the last 20 years notable change in the relationship and interaction with CalMac There is a lack of communication and timing is often late. Communication major problem.
It is hard to know who is accountable for decisions taken on our service.
Tidal cancellation seems a lot more frequent and there seems to no flexibility to deal with resultant impacts. The slip at Oban is not always suitable for vessel now used while old one was no problem.
Slip on Lismore council owned other side CMal at Oban. Oban needs some extra pier capacity. Would be better if all owned by one body.
Health appointments affected by cancellations. When stranded on mainland significant extra costs.
Animal transport is a good example where no understanding of the needs of the animals or the options for owners.
There should be more local input into decisions. Tourism often appears to get the priority but need for islanders too. Start design of service with island needs.
Everything seems to be driven to fit company system not islanders needs.
Onward connectivity is a problem why can’t they line up like other countries.
Don’t want to see the system privatised.
Money spent on other initiatives wasted poor ferries still make people leave.
Ferry commissioner sounds good idea need to know more.
Accountability is what we want

Eigg

Not in favour of a direct award. Would need to work change in first Islanders must have a place in these decisions.
Important we input into future services
We are completely dependent on ferry for now CaMac We must have agreed service levels maintained. These are lifeline services.
Onward connectivity is vital and must be aligned.
All islands are different. Operator must not assume they are the same.
Local employees are good.
Management are very remote from here and seem too centralised in Gourock.
Build services from the bottom up and from an Islands needs perspective.
Consultation does happen often and doesn’t feel real. Must become effective. There is a lack of trust in what we are told more transparency needed. There is a real loss of confidence in service delivery.
NHS services are important and should be recognised in planning. 2 days away for a simple dental appointment. If timetable was designed to work for islanders could do in a day with no need for accommodation Apply equally to other health appointments.
Timetable designed around visitors having 4 hours on island but means simple trips can take islanders 3 days.
The loss of service and uncertainty causes stress and mental health issues.
CB a good body and should be more visible while don’t think FSG working for small islands.
Reliability at heart of things. Some vital trades like gas engineer not willing to come over as fears will be stuck and loose work.
A commissioner would be a good thing depending on what authority given.
CalMacs apprentice scheme should be built alongside island population with crew encouraged to live on islands . Could be linked to housing on islands. A job and a house a good incentive for living on island. More wages circulating on islands.
New body should own harbours. Interaction between CalMac and council simply not working.

Canna

CalMacs own small freight team are not listened by management and chance for better decision making missed.
Local CalMac management try and meet each month but no subsidiarity of decision making.
Communication is poor. For instance when boat started leaving earlier no consulting on what effect this might have or checking how it affected service delivery.
Animal transport a real problem with no priority despite animals needs and the consequences.
Services are truly lifeline. We rely on ferry for everything and are lost without.
We need clarity on what obligations come with a contract for a lifeline service. Just what does lifeline guarantee for islanders.
Need to improve interconnection with other transport links.
It is important to also link up islands together. The small isles have had that link broken by the ferries timetable. Tourism is also impacted because the links are broken preventing all islands getting maximum benefit.
Need for development at Mallaig because Sky ferries often given priority. They have many ferries a day we have one.
Front line staff are generally good.
RET has been good for the island but freight needs to be looked at. Review has been promised for years. All freight comes on the ferry Commissioner could be a good idea but should be close to community not close to operator.
Why don’t we follow other countries example for instance the joined up system in Germany or the electric vessels in Croatia Non islanders don’t realise the work that goes into managing your life around Ferries every day. It takes up a lot of time and you are always wondering what next!

Kilcreggan

There is a realisation that we should use our Ferry or risk loosing it.
Connectivity generally good but definitely room for improvement.
Need a regular timetable rather than constantly changing. A late ferry would be well used but not available. Similarly having a replacement ferry when there is a breakdown. Important for people who for instance can miss their work and shifts A local user group is an important part of managing ferries Ferry Stakeholder Holder groups or similar are a good link for community groups to appreciate the bigger picture. However often information coming down feels like being told this is what you’re getting. There is no consultative process for decision making.
Communication is poor and often late. Texts can help to give information.
Subsidiarity should be the principal for decision making.
A Ferry Commissioner could be a good think dependant on powers.
Under 22 travel should be on same basis as buses.
Important to accommodate medical appointments and hospital visits.
Also to be aware of Ferry importance for education in schools and colleges.
Would like to know more about small ferry replacement plan.

< Previous | Contents