The Department’s scale of activity compared to its initial reform programme is much reduced. Its focus is on three types of work: short-term benefits it can achieve without legislation; promoting greater collaboration and culture change within the rail sector; and continuing some work on the future end state for reform.31 We asked the Department what realistic progress they can make without legislation. It told us it cannot do the complete job but can make inroads and is concentrating on several things. It explained it is looking to introduce an integrated business planning process so that it can start looking at whether decisions deliver better outcomes for the system, or just better outcomes for individual organisations. It highlighted an example of a pilot between Network Rail and the train operating company Anglia which is focusing on how to improve collaboration and decision making to deliver passenger outcomes.32