Bus Services in Tyne and Wear: Charter for Growth

The Tyne and Wear Integrated Transport Authority and Nexus Bus Strategy

March 2009

TYNE AND WEAR INTEGRATED TRANSPORT AUTHORITY

Foreword

Welcome to our Bus Strategy for Tyne and Wear. This document sets out our long-term strategy, as well as our detailed plans to improve bus services in Tyne and Wear in the three years up to April 2012.

For the first time in a generation, we are starting to experience an increase in the number of people using buses, mainly due to the introduction of free travel for older and disabled people. Three out of four public transport users in Tyne and Wear catch a bus. Bus services are a vital part of the local public transport network and can be crucial in tackling challenges such as growing traffic congestion on our main roads, the impacts of transport on climate change, and in creating communities where everyone has good public transport to work, education, local shops and leisure interests.

We want to make buses more attractive for people to use. To do this we must make sure that we have a bus network that is accessible, affordable, reliable and safe. If we manage to make buses more attractive, then this will benefit people and businesses across Tyne and Wear. More people using buses could mean fewer cars on the roads into congested towns and cities which would help reduce carbon emissions.

We've made good progress in Tyne and Wear in recent years in improving your bus journey thanks to work done by bus companies, Nexus and local councils. Through partnership, we have:

n Built a new bus station at Eldon Square; n Introduced a Voluntary Bus Partnership in East Gateshead; n Rolled out Concessionary Travel; n Put in place more bus priority measures and no car lanes; n Introduced the pioneering QuayLink service in Newcastle/Gateshead.

Following recent government legislation, the number of ways Nexus can work together with bus companies has been increased and made more effective. We intend to use this new relationship to deliver the improvements set out in this strategy, which are based on comments we received from customers and stakeholders during a wide-ranging consultation exercise.

We recognise that at the time of publication of this document, the UK's economy has entered recession and many people will be feeling the effects of economic downturn on their daily lives. We want better quality bus services that link people to the places they need to travel to, giving people an affordable, practical and attractive way to get to work, education and leisure.

2 We recognise that things change through time, and so this strategy will be updated and refreshed every year to respond to future challenges and opportunities as they arise.

We are passionate about bus services, and we are convinced we now have a golden opportunity to design and deliver a bus network in Tyne and Wear that will grow patronage, help reduce congestion, help combat climate change and help more peopleto access jobs and services.

Cllr David Wood Bernard Garner Chair, Tyne and Wear Director General, Nexus Integrated Transport Authority

3 Contents

Executive Summary 6 Chapter 1 Purpose 10 Chapter 2 Transport policy background 14 Chapter 3 Where are we now? 20 Chapter 4 Action plans 26 Chapter 5 Working together to deliver the Bus Strategy 69 Chapter 6 Bus Network Design Project 79 Chapter 7 Targets and performance measurement 85

Appendices Appendix A Analysis of trends (demographic, patronage etc) 86 Appendix B User satisfaction surveys 89 Appendix C Consultation process and feedback 96

Glossary 108

References 110

Charts

Chart 1 Estimate of bus revenue funding in Tyne and Wear 21 Chart 2 Change in bus patronage since 1999-2000 22 Chart 3 Indexed fares, RPI and costs 23 Chart 4 Tyne and Wear Population since 1999 85 Chart 5 Bus user satisfaction with service quality 89 Chart 6 Bus user satisfaction with vehicle quality 90 Chart 7 Bus user satisfaction with personal security 91 Chart 8 Bus user satisfaction with ticketing and information 92 Chart 9 Bus user satisfaction with passenger shelters 93

4 Tables Table 1 Confederation of passenger transport cost index 23 Table 2 Gateshead network design project targets 81 Table 3 Newcastle network design project targets 81 Table 4 North Tyneside network design project targets 82 Table 5 South Tyneside network design project targets 82 Table 6 Sunderland network design project targets 83 Table 7 Network design project list of local centres 83 Table 8 Network design project list of employment sites 84 Table 9 Network design project list of hospitals 84 Table 10 Bus user satisfaction with service quality 89 Table 11 Bus user service quality importance rating 89 Table 12 Bus user satisfaction with vehicle quality 90 Table 13 Bus user vehicle quality importance rating 90 Table 14 Bus user satisfaction with personal security 91 Table 15 Bus user personal security importance rating 91 Table 16 Bus user satisfaction with ticketing and information 92 Table 17 Bus user ticketing and information importance rating 92 Table 18 Bus user satisfaction with passenger shelters 93 Table 19 Bus user passenger shelter importance rating 93

5 Executive Summary

VISION

The Tyne and Wear Integrated Transport Authority's vision for bus services is:

We will have a bus system that will be accessible, affordable and easy to use for everyone. Buses will provide people with a viable alternative to the private car, encouraging more people to travel in an environmentally friendly way .

OBJECTIVES

This document is the revised Bus Strategy for the Tyne and Wear Integrated Transport Authority (ITA) and Nexus. The Bus Strategy is our plan to meet that Vision. The Strategy identifies four key Object ives:

n Making travelling by bus an easy, practical and attractive choice for customers; n Making buses more accessible to use; n Making buses more environmentally responsible; n Making buses more affordable to use.

ACTION PLANS

These objectives are supported by ten Action Plans, each designed to deliver improvements to bus services, in order to benefit bus passengers and grow patronage. We have consulted widely among residents of Tyne and Wear, and with key stakeholders to make sure that the Action Plans deliver visible and practical improvements to bus services, covering the areas that respondents felt were of the highest importance.

Therefore during the period 2009-12, we aim to work with bus companies and local councils to deliver a programme of improvements that:-

1) Makes bus services operate to timetable and reduce journey times by:

n Delivering priority measures to increase punctuality to 85% of buses arriving no more than one minute early or five minutes late; n Working with our local authority partners to improve bus priority measures on key routes.

6 2) Delivers the right service frequency by:

n Addressing frequency to ensure more households are within 400m of a service departing at least every 10 minutes; n And by working with partners to continue improvements to frequency on ‘Superoutes’.

3) Gets customers where they want to go by:

n Significantly increasing the number of households that can access citycentres, loca l services, employment and health facilities by public transport within 30 minutesdoor-to-doo r; n Making sure that customers have easy access to flexible public transport; n Investigating the benefits and practicalities of reducing the standard walking distan ce to a bus stop by 25%.

4) Gives customers accurate information when they need it by:

n Improving customer satisfaction with bus service information from 80%in 2008 to 90% by 2012; n Delivering phased improvements to information delivery, such as SMS text and web-based real-time information by 2012.

5) Offers simple and affordable fares and ticketing by:

n Delivering a region-wide smart ticketing scheme which is designed around customer benefits and needs; n Increasing satisfaction with the cost of travel from 41%in 2008 to 45% by 2012.

6) Makes customers feel safe and secure when waiting and travelling by:

n Delivering a 5% improvement in customers' perceptions of safety and security by 2012; n Improving CCTV coverage and lighting at bus interchanges and shelters; n Increasing the presence of staff on the network.

7) Ensures a high quality on-board experience for all passengers by:

n Increasing customer satisfaction with bus cleanliness and condition by 5% by 2012; n Improving customer service by agreeing standards for driver training and behaviour.

8) Gives customers high quality waiting facilities by:

n Improving customer satisfaction with provision and condition of bus shelters by 5% by 2012; n Continually reviewing and improving our performance in maintaining and repairing shelters.

7 9) Markets bus services more effectively by:

n Increasing the awareness of key bus promotion campaigns by 10% by 2012; n Promoting sustainable travel choices through the ‘Smarter Choices’ programme.

10)Minimises harmful emissions by:

n Establishing the carbon footprint of public transport in Tyne and Wear, and setting targets to reduce it; n Reducing CO2 emissions by 10% from 111.8g per passenger kilometre by 2012.

Bus Network Design Project

Nexus, on behalf of the ITA, is currently undertaking a project to design a comprehensive bus network for the region to help achieve priorities 2 and 3. The Bus Network Design Project will seek to design an affordable bus network which improves standards of accessibility for the residents of Tyne and Wear.

New relationship with bus companies

The service improvements set out in this strategy, and the network enhancements identified by the Bus Network Design Project will not happen if Nexus, the Tyne and Wear ITA, the bus companies, the main ones being Go North East, Stagecoach and Arriva, and the five local councils work in isolation. We believe that a new relationship is needed with bus companies, with customer service improvement at its heart.

Public investment in bus services

Although we share a common interest in increasing overall bus patronage, local councils and the ITA's objectives (which are based on economic growth and quality of life) do not currently fully match private bus companies' objectives (which are based on profit generation). We estimate that currently just over 40% of bus operator income in Tyne and Wear comes from public funds through a variety of sources. In secured service contracts, Nexus specifies service frequency, timings, quality and fares. However in all other cases, the ITA, Nexus, and local councils have no way of directly influencing these elements. The Bus Strategy is a statement of how we intend to redress this imbalance between public funding and service delivery.

Public sector responsibilities

It must be recognised that the ITA, Nexus and the local councils have a significant part to play in improving service delivery for bus customers. The delivery and enforcement of bus priority measures can make a significant difference to journey times and punctuality. Waiting facilities and the quality of information have a large impact on customers' willingness to travel by bus. Therefore the Bus Strategy will require real commitment to genuine partnership working between the ITA, Nexus, local councils and the bus companies in all of the areas identified.

8 Bus market trends

The welcomed recent introduction of free concessionary travel for disabled and older people has grown overall bus patronage since 2006. However a long term underlying trend of fewer trips by fare payers has been present for many years (13 million fewer fare paying trips were taken by bus in 2007-8 compared to 1999-2000)1 .

2008-9 has been an exceptional year for the bus industry. The rapid rise in fuel prices over the first half of the year has contributed to the first increase in fare paying passengers for many years. This growth is now slowing as a result of falling fuel prices and the worsening economic situation2 .

There is uncertainty as to what will happen to cost pressures in the industry. Fuel prices remain volatile while a weakening labour market may ease pressure arising from wage inflation. Although the rate of bus industry cost inflation for the North of England is falling, a weakening market and hedged fuel prices mean that operating profit margins continue to be difficult to maintain. Some fares increased by over 9% in 20083 and a number of routes and evening/weekend services were cancelled across the region - further cuts are possible.

Service deregistrations

Nexus's budget for socially necessary services currently stands at approximately £7.5m per annum4 . Past cost increases have not only affected commercially-operated services, but also the price of tenders forsocially necessary services : bids received in 2008-09 have been between 6% and 12% higher than the previous year.

In the three years from 1st January 2006 until 26th December 2008, 19 services were de- registered, across Tyne and Wear. When tendered by Nexus associally necessary services , nine were won by the same operator who deregistered them. Over the same period there was a 13% increase in the mileage operated by services provided by Nexus as socially necessary services. With a fixed budget provision, the scope for Nexus to provide further socially necessary but commercially unviable services is limited without a significant change in the environment in which bus services are delivered.

Local Transport Act and partnership working

The Local Transport Act (2008) has brought about new and improved opportunities for the key private and public sector bodies to work together. We intend to exploit the opportunity, this presents by developing a series of Voluntary and Statutory Quality Partnership agreements that cover all bus services in Tyne and Wear. Our aim is to deliver the Actions set out in the Bus Strategy whilst achieving benefits for private and public sector bodies alike. We will also continue to examine the option of Quality Contracts so that, if partnership working fails to meet the objectives set out above, we have a workable alternative to pursue.

1 Source - Nexus Continuous Monitoring. 2 Evidence between January and September suggested a strong correlation between fuel prices and bus patronage. Source - Nexus Business Intelligence. 3 Source - Fare data supplied by Stagecoach and Arriva for 2007 and 2008. 4 Source - Nexus Secured Services Budget, includes funding for Demand Responsive and Community Transport services. 9 Chapter 1 Purpose

The ultimate purpose of this document is to improve bus services for customers to generate patronage. Since the publication of the Tyne and Wear Local Transport Plan in 2006, a number of significant events have altered the environment in which bus services are provided: free bus travel for disabled and older people; the Local Transport Act; various initiatives by bus companies, local councils and Nexus and importantly, the transition from Passenger Transport Authority to Integrated Transport Authority (ITA).

This document is the Tyne and Wear Integrated Transport Authority's updated version of the Bus Strategy in the Tyne and Wear Local Transport Plan. The Integrated Transport Authority has four overarching objectives. The se objectives are closely aligned to the shared objectives in the Local Transport Plan in particular accessibility, congestion and air quality. The ITA objectives are:

n Improving public transport to reduce congestion; n Reducing social exclusion; n Protecting, preserving and enhancing our natural and built environments; n Helping to stimulate economic regeneration.

The Integrated Transport Authority monitors the degree to which these objectives are met via eight Key Output Measures, calculated annually. These Key Output Measures have been selected from the National Indicators published by the Department for Communities and Local Government in April 2008 for use by local councils in their Local Area Agreements (LAAs). The eight National Indicators relevant to outcomes that can be delivered through better transport are:

1. NI167 Congestion Reduction

2. NI175 Improving Access to Services and Facilities

3. NI176 Improving Access to Employment

4. NI177 Increasing Public Transport Patronage

5. NI178 Improving Bus Punctuality

6. NI198 Encouraging Sustainable Travel to School

7. NI194 Improving Air Quality

8. NI188 Adapting to Climate Change

10 This Strategy has identified ten areas where bus services can be developed and improved, to assist in the delivery of the ITA's four overarching objectives measured by the above eight outcome-based Key Output Measures. In this document we set out a series of Actions for all parties involved in the delivery of local bus services in Tyne and Wear. The ten areas identified are supported by detailed Action Plans detailing what we and our partners plan to do in the three years to 2012, including key milestones and improvement Objectives . Th ese Actions are intended to achieve growth in the usage of bus services and are collectively known as the ‘Charter for Growth’.

In addition, the Department for Transport is consulting on 'Delivering a Sustainable Transport System' which outlines how the government plans to deliver its long term transport planning objectives as set out in its earlier document 'Towards a Sustainable Transport System'. This document sets out some of the transport related problems facing the UK today. These include the need to:

n Reduce greenhouse gas emissions; n Reduce lost productivity by improving reliability and predictability of journey times; n Improve connectivity and access to labour markets; n Enhance social inclusion; n Reduce economic inequity between regions; n Reduce crime and fear on transport networks; n Improve the journey experience of transport users.

In meeting the ITA’s four overarchingobjectives this strategy also responds to the key challenges identified in the Delivering a Sustainable Transport System document.

Most importantly the residents of Tyne and Wear have endorsed this strategy through our consultation process, see Appendix C. We asked residents whether the following categories were the correct ones to focusupon to improve bus services. Over 79% agreed that these were the right areas to improve:

1. Make buses more punctual 2. Improve reliability 3. Make you feel safer using the bus 4. Make sure buses get you where you want to go 5. Improve information 6. Improve waiting facilities 7. Improve the on-board experience 8. Improve fares and ticketing 9. Make buses more environmentally friendly 10.Improve service frequencies

This feedback has led us to develop the Action Plans in Chapter 4. This high level of agreement gives us confidence that the strategy we are proposing is in line with what local residents want from their local bus service. We have endeavoured to put together a package of measures, set out in this document, that will help us to deliver better buses in Tyne and Wear. There were many suggestions as to where our Action Plans could be improved; we have taken this on board and amended the plans accordingly. Details of how we have responded to the results of the consultation can be found in Appendix C. 11 This strategy covers all scheduled bus services operated both wholly and partially within Tyne and Wear, whether operated commercially or with Nexus financial assistance; it excludes long distance coach services.

The Tyne and Wear Integrated Transport Authority's Vision for bus services is:

We will have a bus system that will be accessible, affordable and easy to use for everyone. Buses will provide people with a viable alternative to the private car, encouraging more people to travel in an environmentally friendly way .

The Bus Strategy will be delivered through a combination of capital investment, much of which will come through the Local Transport Plan and a series of partnerships with local bus companies and local councils. Greater detail on the delivery of the strategy is set out in Chapter 5.

The overall success of the strategy will be gauged by the ITA’s Key Output Measures. Additional targets have been set at a more detailed level in this document, directly linked to the Actions we intend to carry out. The linkage between the Key Output Measures and the Actions to be taken, is as shown in the Action Plans.

12 ITA Overarching Objectives 1. Reducing congestion through better public transport 2. Reducing social exclusion 3. Protecting and enhancing environment 4. Helping economic regeneration

Bus Strategy Vision ’We will have a bus system that will be accessible, affordable and easy to use for everyone. Buses will provide people with a viable alternative to the private car, encouraging more people to travel in an environmentally friendly way’

Bus Strategy Objectives

Make buses Make buses Make buses more Make buses more more attractive more accessible environmentally affordable to use to use to use responsible

Bus Strategy Action Plans 1. Reduce journey time 6. Improving safety 2. Better frequencies 7. High quality on board experience 3. Getting people where they want to go 8. High quality waiting environment 4. Giving customers accurate information 9. Better marketing of buses 5. Simple, affordable fares and ticketing 10. Minimise harmful emissions

ITA KEY OUTPUT MEASURES

13 Chapter 2 Transport policy background

The following is a summary of the drivers that impact on the development of bus policy. Please see Appendix A for a detailed analysis of policy at national, regional and sub-regional level. The main aspects are:

National

n Local Transport Act (2008)

The Local Transport Act gives local authorities a mix of powers to improve the quality of local bus services and to propose their own arrangements for local transport governance, to support more coherent planning and delivery of local transport with the aim of providing more inclusive and sustainable services.

n Putting Passengers First (2006)

The government's proposals for a modernised framework for bus services; this Discussion Paper was the precursor to the Local Transport Act, and was DfT's 'long hard look' at the issues affecting declining bus patronage.

It suggests that improving bus services for the benefit of users is vital to regenerate cities, towns and villages. A range of policy options are proposed, including franchising, by which local government can establish stronger partnerships with operators to ensure that performance and passenger numbers increase across the board.

n Towards a Sustainable Transport System (TaSTS) (2007)

TaSTS sets out the government's transport investment and policy plans to 2014. It also sets out proposals for a new approach to strategic transport planning for the period beyond 2014 that would implement the recommendations of the Eddington review and reflect the Stern Review of the economics of climate change.

n Delivering a Sustainable Transport System (DaSTS) (2008)

Building on TaSTS, DaSTS sets out the government's long-term goals for transport, which are: supporting economic growth; tackling climate change; contributing to better safety, security and health; promoting equality of opportunity; and improving quality of life. It also identifies the challenges that sit below each goal, against which government can test options to develop the best packages of interventions. Building on TaSTS, it identifies three main types of network: city and regional; national and international. While central government will lead on development of options for national and international networks, regional and local councils will be responsible for development of options for their networks.

14 n Eddington Review (2006)

Sir Rod Eddington was tasked with advising the government on the long-term links between transport and the UK's economic productivity, growth and stability, within the context of sustainable development. His recommendations included improving the capacity and performance of the existing road network, and targeting future growth-focused investment on growing urban catchments, key inter-urban corridors and key international gateways. The review also recommended that transport users should meet all their external costs, and investment appraisal should take account of environmental costs.

n The Future of Transport White Paper (2004)

Long-term planning was the focus of this document; it highlighted the need to plan for transport over a 20-30 year time horizon, to anticipate and manage the pressures that will be faced over such a period.

Regional

n Regional Strategies for the North East:- Spatial, Transport and Economic.

The Regional Spatial Strategy sets out a broad development strategy for the period up to 2021, addressing subjects such as the scale and distribution of provision for new housing, priorities for the environment, and transport. It is the context within which the Regional Transport and Economic Strategies are placed. The Regional Transport Strategy sets out a Vision for the development of regional networks over the medium to long-term.

n Northern Way

The Northern Way initiative brings together the cities and regions of the North of England to work together to improve the sustainable economic development of the North towards the level of more prosperous regions. A partnership between Yorkshire Forward, Northwest Regional Development Agency and One Northeast, it works with local councils, universities, the private sector and other partners in support of this goal. A key transport output is the identification and promotion of schemes of inter-regional significance.

15 n Multi-Area Agreements (MAAs)

MAAs help groups of councils covering a functional economic area work together with local agencies to boost economic growth and tackle deprivation and financial inequalities. In Tyne and Wear, the small size of local councils and the complex interdependencies existing between them make MAAs a potentially powerful force for good.

The Tyne and Wear MAA describes 11 'asks' of government. Those relating to the Bus Strategy include providing the appropriate policy and legislative environment to enable City Region transport, including MAA transport proposals, to deliver a contribution to the City Region's broader economic objectives. For example, flexibility in provisions set out by the 1984 Road Traffic Regulation Act could enable common standards for bus priorities through the preparation, consultation and making of joint traffic orders across the whole City Region network.

n Tyne and Wear City Region Development Programme

City Regions exist to ensure that the economic success of large conurbations is greater than the sum of their component council areas; that economies of scale are exploited, and that the greater good of city regions is not undermined by the conflicting interests of neighbouring authorities. City Regions prosper through co-operation rather than compulsion. The boundaries should coincide as closely as possible with travel-to-work areas: in the case of Tyne and Wear, the inclusion of North Durham and South East Northumberland is important to ensure that cross-boundary flows are adequately catered for in the provision of public transport services.

n Tyne and Wear Transport Innovation Fund Study

Transport authorities across Tyne and Wear received feasibility study funding under the government's Transport Innovation Fund programme during 2005-07. Although road charging in the area has been ruled out for the foreseeable future, the TIF funding has enabled work to be carried out into Urban Traffic Management, Smarter Choices and demand management measures, all of which provide valuable background information to help develop the Bus Strategy.

16 Local

n Tyne and Wear Local Transport Plan 2006-11 (LTP)

The LTP is a statutory statement of the proposed plans and projects of the five Tyne and Wear councils and Nexus. It analyses the main issues and problems facing the conurbation, and on a thematic basis proposes a range of solutions to achieve a more efficient and sustainable local transport network. These are to be found in:

n Vision 2030: Gateshead's Sustainable Community Strategy; n Newcastle 2021: taking the city forward; n Closer: The Vision for North Tyneside in 2030; n Spirit of South Tyneside: New Sustainable Community Regeneration Strategy and Local Area Agreement; n Sunderland… for a better future: The Sunderland Strategy 2008-25

The five local councils' community and regeneration strategies deal with transport and access in the context of wider social, economic and environmental objectives and issues. They explore the issues related to transport across areas such as social inclusion, economic regeneration and environmental sustainability.

Conclusions

This Bus Strategy addresses the main objectives of national, regional and local policy. Broadly these are:

n Increasing bus use, thereby reducing congestion; n Improving accessibility to reduce social exclusion and facilitate a flexible labour market; n Contributing to meeting national climate change targets; n Delivering sustainable economic development.

17 How does the Bus Strategy link to other plans and strategies?

Government Policy Local Authority Plans and n Local Transport Act, Strategies 2008 n LTP 3 Guidance ITA Key Output n Delivering a Sustainable Measures Transport System n Putting Passengers First n Future of Transport White Key Local Plans and Paper Strategies including n Single Regional Strategy n ITA Policy Statement n Local Government Act, n Local Authorities 2007 Sustainable Community Strategies n Local Area Agreements n Multi Area Agreement n Local Development Frameworks n LTP Action Plans Tyne and Wear n Smarter Choices Local Transport Plan n Local Development Framework

Tyne and Wear Bus Strategy

18 Tyne and Wear Integrated Transport Authority (ITA)

The overarching objectives of the Tyne and Wear Integrated Transport Authority are:

n Reducing congestion through better public transport; n Reducing social exclusion; n Protecting and enhancing the environment; n Helping economic regeneration.

Growth in public transport patronage is a clear indicator of whether these objectives are met; this is reflected in the ITA's Key Output Measures. To achieve patronage growth, bus services need to be sufficiently attractive to encourage car users to make sustainable travel choices, thus reducing the number of vehicles on local roads. Less traffic means less congestion and fewer harmful emissions that cause climate change. Less well used buses carry a high cost to the environment and the economy; the more passengers they carry the lower the emissions per passenger, the lower the cost per passenger, and the more efficient they become.

Modern buses with new engines are less polluting than the buses built as little as five years ago. Modern Euro IV or V compatible engines emit around 30% less carbon than a Euro III engine and 60% less than a Euro II engine. Bus companies have put significant investment into new vehicles where the use of buses justifies this investment, but it is vital that this investment continues so that the overall bus fleet in Tyne and Wear minimises its impact on the environment.

The local bus network also needs to contribute to a reduction in social exclusion. For most individuals and households without access to a car, the bus is the main means of accessing employment and a range of other essential services and facilities. Maintaining and improving this necessary accessibility requires us to protect and develop the network of services currently available.

19 Chapter 3 Where are we now?

There has been considerable investment in the provision of bus services over the last ten years, as the political agenda has prioritised tackling congestion, social exclusion, climate change and delivering sustainable economic development. Buses have rightly been seen as a useful tool in meeting these objectives and as such public support for local bus services has risen. Currently, the Integrated Transport Authority and the local councils in Tyne and Wear spend £55m a year on bus services and we estimate that Central Government provides a further £15m in Bus Service Operators Grant (BSOG), making a total investment of £70m a year.

Of this £70m, approximately £61m goes directly to the operators in the form of Concessionary Travel payments, BSOG and socially necessary services. The remainder is spent on capital investment in bus priority infrastructure, maintenance and development of bus stations, stops and shelters, providing information and marketing activities.

We estimate that the annual income of all bus companies in Tyne and Wear breaks down as follows5 :

Fare and other commercial income (fare box) 59% Concessionary Travel payments 26% Secured Services payment 5% Bus Service Operators Grant (BSOG) 10%

This is broadly in line with the national average.

By 2015 the population aged over 60 will grow by 10% (Office for National Statistics), this has implications for Concessionary Travel funding.

5 Estimate based on TAS Bus Industry Monitor, local bus companies turnover figures, Nexus secured service and CT figures, BSOG data scaled against Tyne and Wear kms operated. 20 Chart1 Estimate of bus revenue funding in Tyne and Wear

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Secured Services Concessionary Travel payments BSOG Fare Box

Despite the considerable public investment, a long term trend of declining bus patronage was evident in Tyne and Wear until 06, as shown in chart 2 overleaf. The introduction of free Concessionary Travel in April 06 had a clear positive impact on bus patronage among this passenger group, however the numbers of full fare paying passengers continued to decline until 20086 . Recent evidence shows that this trend may be changing with a small increase in fare paying passengers in the first half of 2008-09. The impact of rapidly falling fuel prices and rising unemployment mean it is uncertain if this trend will continue.

According to the Tyne and Wear Household Survey, almost 40% of households do not own a car.

6 Source - Nexus Continuous Monitoring data. 21 Chart 2. Change in bus patronage since 1999-2000

160,000

150,000

140,000

130.000

120,000

110,000

100,000

90,000

80,000

assengers 000s 70,000

No. P 60,000

50,000

40,000

30,000

20,000

10,000

0 1999/2000 2000/01 2001/02 2002/03 2003/04 2004/05 2005/06 2006/07 2007/08 2008/09 Year (projected)

Full Fare Adults Elderly & Disabled Children

The long-term decline in passenger numbers has coincided over recent years with cost increases that have been consistently above inflation. The largest contributors to increased costs are wages and fuel. According to the Confederation of Passenger Transport (CPT) cost index, the costs of bus operation increased by an average of 6% each year between 2004 (when the index was published for the first time) and 2008. Delays caused by traffic congestion can also add to operating cost, as more buses are needed to provide the same level of service.

In the light of patronage decline and rising cost, fares are frequently increased at a rate considerably higher than the Retail Price Index for profit levels to be maintained.

It can be expected that over coming years, bus companies will increase scrutiny of the efficiency of their services, de-registering them where an acceptable level of profitability cannot be maintained. Fares are likely to go on increasing significantly above the Retail Price Index in order to grow income in the face of increasing costs.

Although improving, bus punctuality as measured by Local Transport Plan monitoring is only 78%.

22 Chart 3. Indexed fares, RPI and costs

Annual % changeAnnual % Change in infares, Fares, Costs costs and the and Retail thePrice Index Retail Price Index

14.0%

12.0%

10.0%

8.0%

%Change 6.0%

4.0%

2.0%

0.0% 1988 1989 1990 1 991 1992 19 93 1994 199 5 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2 006 2007 20 08 Year

Change Fares% Change Fares Change% Change RPI RPI% Change Change Costs in Costs

Recently the rate of increase appears to be slowing down, with the CPT cost index showing operating cost inflation in Northern England slowing to 4.3%, which is close to the overall rate of inflation in the economy in the 12 months to June 2008, despite fuel costs rising by over 9%. The fall in oil prices and the deterioration of the labour market may exert further downward pressure on industry cost inflation. A full breakdown of cost inflation is shown in Table 1.

Table 1: Confederation of Passenger Transport Cost Index. Summary of results: change in bus & coach industry costs for the 12 months to 30th June 2008 Northern Overall England national result % change % of total % change % of total Overall change in operating costs 4.3% 4.2% Change in individual cost categories: Drivers wages and on costs 5.0% 43.9% 4.7% 46.0% Other labour and staff costs 7.0% 14.5% 6.4% 14.9% Insurance and claims -0.4% 3.6% -4.0% 3.0% Fuel 9.1% 14.3% 9.6% 13.0% Maintenance materials -2.8% 4.8% 0.7% 4.9% Vehicle depreciation 4.6% 6.4% 0.3% 6.2% Other operating costs -1.5% 13.3% -0.7% 12.0%

Sample size: Number of respondents 23 74 Representing operating costs of: £916,500,000 £2,932,300,000

23 In an environment where overall numbers of fare-paying passengers have been declining over the long term and costs have been increasing ahead of inflation the effect has been two-fold in Tyne and Wear. Firstly, unprofitable or marginal services have been cut and secondly, according to Nexus estimates, public transport fares have increased by on average 7.8% each year since 20027 .

By matching supply to reducing demand and increasing fares, or cutting overheads, to respond to increasing costs, the bus companies have been successful in maintaining profit margins. According to the TAS Bus Industry Monitor 2007, the operating profit margins of the three main bus companies in the region, when added to together, remained broadly constant between 2002 and 2007 at just under 10%, and actual operating profit increased by 3.8%. (Please note that this figure varies significantly at individual company level.)

Whilst it is understandable that private companies, having a duty to their shareholders, should wish to maintain profitability, the effect of the current cycle is to threaten the achievement of the Integrated Transport Authority's objectives, because of the long-term decline in numbers of fare-paying passengers.

Despite the historic decline in bus patronage, bus use in Tyne and Wear is high by national standards. According to data supplied bypteg (the Passenger Transport Executives Group), Tyne and Wear has one of the highest levels of bus use of all the English Metropolitan Areas with each resident making an average of 124 trips by bus every year8 compared to the Passenger Transport Executive (PTE) average of 104 trips.

Service reliability and punctuality have improved in recent years as a result of the combined efforts of bus companies and local councils. Nexus conducts an annual survey of bus users in order to gauge and monitor their views on various aspects of bus services. These surveys show that bus users describe themselves as increasingly satisfied with these aspects of the service. Bus users are also increasingly satisfied with the comfort of buses, and the provision of waiting facilities and information. Full details of how passenger satisfaction has improved since 2004 can be found in Appendix B.

We estimate that over 80% of bus services in Tyne and Wear are now operated by low floor vehicles and, although some of these vehicles are not wholly DDA compliant, local bus companies appear to be on target to meet the requirements of the Disability Discrimination Act ahead of the 2015 deadline.

In Tyne and Wear, over 99% of bus kilometres are operated by three large operators.

7 Source - Nexus, average weighted fares for all public transport in Tyne and Wear, weighted by boardings. 8 Source - Nexus Annual Statistics Report 2006/7. 24 The following table summarises the strengths, weaknesses, opportunities and threats in the current provision of bus services in Tyne and Wear:

Strengths Weaknesses

n Strong core network n Punctuality an issue n Buses becoming more modern n Fare paying passengers falling over the n Overall number of passengers increasing long-term n Competitive market n De-registrations making some parts of n Concessionary fares helping social network inaccessible inclusion of older and disabled people n Cost increase in socially necessary services n Good relationships between operators and n Lack of Nexus and local council control Nexus over commercial services n Good provision of low floor accessible n Lack of common approach over bus vehicles priority measures across Tyne and Wear n Fleet age relatively young n Fare increases n Good bus stations n Congestion 'hot spots' on network n Integrated Transport Authority having n Cross boundary travel issues oversight of Local Transport Plan n Information an issue n Bus user satisfaction levels increasing in many areas

Opportunities Threats

n Local Transport Act strengthening powers n Wild fluctuations in oil price of the Integrated Transport Authority n Long-term sustainability of Concessionary n Quality Partnership Schemes Travel scheme n Voluntary partnerships n Older population growing n Climate Change Act n Recession leading to weakening market n Development of bus based park and ride conditions and possibly fewer trips being n Introduction of smartcard technology made n Integration with Metro n Increasing car ownership in Tyne and Wear n Real Time Information n Cost of socially necessary services n Recession may benefit buses as a lower cost option to running a car

25 Chapter 4 Action Plans

Our Action Plans set out in detail when and how we will improve local bus services. This section will be reviewed and updated each year as the Action Plans are delivered and Actions for the years beyond 2012 are developed.

1 Make bus services operate to timetable and reduce journey times

Consultation feedback

There needs to be more focus on bus priority and the removal of cars from key bus access roads… . Member of the public in response to consultation

The public told us via our consultation exercise that making sure buses run on time should be our first priority and we agree. Delivering improvements that help bus companies run services on time therefore is our first priority. They also told us that buses running early can sometimes be a problem, Local Transport Plan bus punctuality monitoring confirms that more buses run early than run late9 .

Current position:

n Punctuality in Tyne and Wear improved from 71.7% in 2005 to 78.3% in 200710 ; n 1 in 10 buses runs early, although this varies considerably by operator; n Local councils have made significant investment in bus priority through the Local Transport Plan, however more action is needed to improve the enforcement of these facilities; the legal position on the enforcement of bus priority lanes needs some clarification; n Bus companies, the local councils and Nexus work together in a Punctuality Improvement Partnership to improve bus journey times.

More bus priority is needed on key corridors to deliver a faster and more punctual journey experience for passengers. Our monitoring also shows that some services suffer from poor punctuality at certain times and locations.

We will work with our partners to plan and deliver a package of bus priority improvements across the region. We will make funding bids to central government through the Major Schemes process, and the Local Transport Plan for smaller schemes.

We will continue to monitor the points in the network that cause the most significant delays, and work with our local authority partners to develop Action Plans to combat congestion and improve bus priority at those points.

9 LTP Bus Punctuality Monitoring 2007/8 showed that at timing points mid route 10% of buses ran early while 9% ran late. 10 Source: Tyne and Wear LTP bus punctuality monitoring. 26 When plans for capital investment are sufficiently developed, we will work to form binding partnerships that commit all parties to their stated improvements; this will form a direct link between public capital investment, and customer service improvement.

In addition to congestion, passenger boarding times and vehicle failure both contribute to poor punctuality and reliability; research in East Gateshead suggests that over 30%11 of lost mileage was due to delays caused by inefficientboarding’s by passengers. This needs to be addressed through further developing off-bus ticketing options. Bus companies need to improve fleet and staff management procedures to continuously improve service delivery.

Interchange can also offer opportunities for improved journey times. This can be delivered either through Park and Ride facilities to enable passengers to transfer from private car to public transport or through improving interchange opportunities between bus services and between bus and Metro.

Intended target:

n To raise the level of punctuality from 78% today to 85%12 in 2012 through a programme of bus priority measures designed to overcome delays to bus services and reduce bus journey times and a crack-down on early running services.

Rationale:

n Members of the public told us via our consultation process that making buses run to time should be our most pressing concern; n Nexus Punctuality Monitoring shows us that just under 10% of buses run late and just over 10% of buses run early; n About one quarter of delays are related to highway/traffic issues, with the remainder more directly under the control of the bus companies; n Nexus annual tracking research also shows that punctual and reliable bus services are consistently rated as the most important aspect of bus travel by both users and non-users13 ; n Reliable journey times allow bus companies to produce more efficient and realistic bus timetables.

Telford & Wrekin Borough Council introduced contra-flow bus lanes and other significant bus priority measures toimprove links between t he town’s rail station to the bus network. Before the investment buses experienced serious delays accessing the station. The investment produced enough time savings to increase services to the station by 80% and contributed to patronage growth.

InYork , investment in bus priority measures means that journeys by bus in York are now between 4 and 12 minutes faster than those made by car.

11 Report to East Gateshead Quality Bus Partnership Board. Operational performance 27/07/08 to 25/10/08 - reliability and punctuality’ Figure A. 12 LTP Target. 13 Source - Nexus Annual Bus User/Non-User Survey 2004, 2005, 2006 and 2007. 27 Case study

In Tyne and Wear the introduction of a bus lane on the Felling By-pass between Lingey Lane and Heworth Roundabout has led to significant benefits for bus passengers. Although the distance is less than a mile, in the rush hour buses could take nearly 10 minutes to reach Heworth from the junction with Lingey Lane. The bus lane has both speeded up journeys and made journeys in the rush hour far more reliable, buses now take on average less than 3 minutes to complete this journey, benefiting passengers on the busy bus routes connecting Sunderland and Washington and to Heworth, Gateshead and Newcastle.

28 ions

LTP capital programme

Nexus budget process

Implications to be identified through Business Case development

Resource Implicat

Schemes to be Delivered: A19 corridor Improvements (NT); Riverside corridor (ST) Walker Improvements (Ncl) Benwell Improvements (Ncl)

Implement plan

2011-12

-pass phase

Schemes to be delivered: Glasgow Rd (ST) Felling By 3(Ghd) Saltwell Rd (Ghd) Washington Improvements (Sun)

Summer 2010 submit 3rd MSBC

Secure funding and implement plan

2010-11

(Ncl)

Milestones Milestones Milestones

2009-10

Schemes to be delivered: Durham Rd (Ghd) Chester Rd (Sun) Ryhope Rd (Sun) Central Station Redheugh (Ncl) Sandyford Rd (Ncl)

October 2009 submit 2nd MSBC

Develop Business Case and Plan with identified target areas. Identify baseline data

Congestion reduction; increasing public transport use; improving bus punctuality;

ed:

Owner

Nexus, local councils, bus companies

Nexus

Local councils, Nexus

Bus punctuality increased to 85% by 2012

, submit

2007-8 - 78%

or of success:

Using delay monitoring programmes on key corridors, design and deliver bus corridor improvements to target journey time and reliability

Following technical, financial and economic feasibility major scheme business case (MSBC) to DfT

Develop plans to improve enforcement of bus priority lanes and reduce illegal car parking at bus Stops

Action plan

Ref. Action Responsible

Key output measures affect Indicat Baseline:

1.1

1.2

1.3

29 ions

Implications to be identified through Business Case Development

LTP ‘top-slice’ budget

Possible Major Scheme Business Case

Resource Implicat

VL

Ongoing marketing and awareness campaign. Snapshot survey of campaign results and refresh campaign.

Annual review of the PIP

Roll out of UTMC, A electronic information at bus stations to be Real Time enabled and SMS to all vehicles

2011-12

VL

ear PIP with

Implement marketing and awareness campaign as identified.

Develop the revised Tyne and W local bus companies and local councils using the above format. Establish clear responsibilities, actions and reporting mechanisms for the parties. Incorporate in all new delivery vehicles and in existing partnerships wherever possible

Roll out of UTMC - A Introduction of Sunderland Digital Challenge

2010-11

ear

artnership

raffic

ear Corridors

, Bus

yne and W

. Incorporate the

Milestones Milestones Milestones

Consultation and baseline attitudinal and awareness research. Identify areas where enforcement should be a priority

With DfT Companies, T Commissioner and others agree the format for a PIP principles into partnership Heads of Terms

UTMC - introduction across T AVL - Revised P and Introduction of SMS core technology Delivery in Northumberland and Tyne and W

Owner 2009-10

Local councils, Nexus

Nexus, local councils, bus companies

Local councils, Nexus

ear

Promote priority lane enforcement to motorists

Develop a revised Tyne and W Punctuality Improvement Plan (PIP) - using nationally agreed standards. Document the responsibilities and monitor performance of operators and local councils in the achievement of punctuality and reliability targets

Develop plans to roll out Urban Traffic Management and Control (UTMC) and Automatic Vehicle Location (AVL)

Ref. Action Responsible

1.4

1.5

1.6

30 ions

Nexus budget process

None

Nexus budget process

LTP capital programme

External capital funding bid

Resource Implicat

out of

Research and review of networks implemented.

Include performance targets and penalties in agreements

Commence roll- Smart Ticketing

2011-12

Implement new networks

Include performance targets and penalties in agreements

Implement pilot schemes

2010-11

Agree Network Design and delivery mechanisms

Include performance targets and penalties in agreements

Develop Smart Ticketing business case

Milestones Milestones Milestones

Owner 2009-10

Nexus, bus companies, local councils

Nexus, bus companies

Nexus, bus companies

,

Design bus network based on realistic and achievable timetables taking account of highway congestion

Tackle punctuality including early running and reliability by incorporating in Partnerships

Develop a Smart Ticketing Programme

Ref. Action Responsible

1.7

1.8

1.9

31 2 Deliver the right service frequency

Consultation feedback

There are more shift workers than ever needing transport. To decrease car use, can you investigate improving early buses at weekends, particularly Sundays . Member of the public in response to the consultation

You told us that you were concerned about low frequencies on some routes and in some areas particularly on Sundays and in the evenings.

Current position:

n Frequencies of commercially-operated bus services are determined by bus companies; n Frequencies of secured bus services are determined by Nexus.

Alongside reliability, service frequency is central to the attractiveness of bus services. The DfT's report ‘From workhorse to thoroughbred: a better role for bus travel’ stated that‘ Frequency and reliability are the two most important aspects of a bus service as far as the passenger is concerned. People are much less likely to be attracted on to buses and out of their cars if they have to wait long periods between services’15 .

In some cases optimising uneven service headways (in other words, making the 'gap' between services more evenly spread) can deliver a more attractive service to passengers without the need to increase the number of buses operated.

Intended target:

n Optimising the frequency of services to meet the targets set out in Chapter 6, concentrating on areas and at times where frequencies are currently low.

Rationale:

n Market research carried out by Nexus in spring 2008 (see Appendix B) has determined that a high service frequency is central to satisfaction with local bus services. Infrequent services were cited as the main reason for low satisfaction with bus services by those residents who stated their local bus services were poor. Conversely frequent services were cited as the main reason for high satisfaction by those residents who stated that their local bus service was good;

15 From workhorse to thoroughbred: a better role for bus travel. Department for Transport 1999, Page 22. 32 n This market research also suggests that almost 50% of residents believe a 10 minute frequency provides a good level of service. A further 41% regarded a 15 minute frequency as a good service. However, less than 10% of residents regard a 30 minute bus service as providing a good level of service.

Enhancements to service frequencies on three routes inGreater Manchester, funded via the Kickstart programme led to a doubling of patronage on these routes over a three year period16 .

Case study

On the 93/94 circular service in Gateshead, Nexus, a local bus company and local authority spotted an opportunity to enhance frequencies on this route which served important destinations such as the Team Valley and the Queen Elizabeth Hospital. A successful Kickstart bid to the Department for Transport enabled the service to be upgraded with the frequency on the route increased to four an hour. As a consequence of these improvements, patronage on the service rose by over 60% in three years and the route is now commercially successful.

16 Report to the Greater Manchester Passenger Transport Authority. Update on progress of services. Page 4. 33 ions

Nexus budget process for design

Partnership discussions to identify additional funding sources for enhanced network

Nexus budget process

Nexus budget process

Resource Implicat

Consult network proposals

Roll out partnerships for other areas

2011-12

roject met

Progress Bus Network Design project

Consult network proposals

Implement first partnerships with bus operators

2010-11

r 6 - Network Design

roject

Milestones Milestones Milestones

2009-10

Progress Bus Network Design P

Begin negotiations with operators to implement revised Network

Congestion reduction; improving access to services and facilities; improving access to

ed:

Owner

Nexus, bus companies

Nexus

Nexus, bus companies, local councils

Service frequency targets in Network Design P

ear bus

yne and

Baselines and targets shown in Chapte

or of Success:

Design, consult and implement a Tyne and W network which achieves agreed accessibility and frequency targets

On delivery of the agreed T Wear network, implement a consultation programme to support any changes

Design delivery mechanisms for revised networks

Action plan

Ref. Action Responsible

employment; increasing public transport use; Key output measures affect

Indicat Baseline:

2.1

2.2

2.3

34 3 Operate a network which gets customers where they want to go

Consultation feedback

The tension between profit and providing service is always problematic. It is hoped that some means can be found to ensure that local services which are significant to the local community but which are not profitable can be secured . Member of the public in response to the consultation

The biggest concern to other local stakeholders during the consultation process for this strategy was network accessibility. Many groups felt that local services are being reduced and, although service provision on key corridors is of high standard, some communities felt they are disadvantaged as a result. In particular, some older and disabled people who are less able to access bus stops on core routes are increasingly finding that they are unable to reach services and facilities by public transport.

Current position:

n The network of commercially-operated bus services is determined by bus companies without any reference to public sector bodies; n The network of secured bus services is determined by Nexus, who has an annual budget of approximately £7.5m17 ; n In the three years from 1st January 2006 until 26th December 2008, there were nineteen service de-registrations across Tyne and Wear; n A number of organisations provide Flexible Transport services, such as community transport and ‘on-demand’ transport services; n Dedicated services are operated to a number of schools and employment locations.

Delivering the ITA's objective of social inclusion, and local councils' sustainable community strategies means that key services, employment sites and other facilities must be accessible by public transport. This means providing services on some routes and at certain times of day which may not be profitable in their own right.

Demand Responsive Transport and taxis also have an important role to play in delivering improved accessibility.

Intended target:

n To meet the accessibility targets set out in Chapter 6, thereby improving access to employment, hospitals and local services.

17 Includes funding for Demand Responsive and Community Transport. 35 Rationale

n Integrated Transport Authority, local council and DaSTS key objectives; n Objectives in the Regional Spatial Strategy and the Tyne and Wear Local Transport Plan objective; n Department for Transport research into social exclusion and the provision of public transport found that 'Travel poverty is strongly associated with the inability to participate, since it can result in lack of access to both essential and 'non-essential' services and facilities; work, hospitals, shops and education are examples. Travel poverty is not confined to 'excluded' areas; individuals within affluent areas can also be travel poor18 ; n The recommendations of the above report suggest that social exclusion can be addressed by improving the availability of public transport in particular to employment, social facilities and hospitals. The report further recommends the provision of direct services19 .

InSheffield the FreeBee city centre shuttle bus provides links to the most popular locations in Sheffield city centre. The service greatly enhances accessibility in Sheffield, providing a free bus roughly every seven minutes. The service has become so successful that in July 2008 larger vehicles had to be introduced on the route to cope with passenger demand.

Case study

Residents in Fence Houses have hung on to their evening and Sunday bus service after Nexus and Durham County Council stepped in to support the service. The 71 service connects the communities with shopping facilities at Chester-le-Street, Houghton-le-Spring and Sunderland City Centre.

In North Tyneside, Elected Mayor John Harrison has set aside an annual budget to provide innovative new or enhanced bus services to help residents who currently have a limited choice of bus services to get to shops and services in the borough.

18 Social exclusion and the provision of public transport. Department for Transport 2000. Page 15. 19 Social exclusion and the provision of public transport. Department for Transport 2000. Page 63. 36 ions

Resource Implicat

Nexus budget process for design

Partnership discussions to identify additional funding sources for enhanced network

Nexus budget process for design

Capital and revenue implications to be identified by Strategy

Nexus budget process for design

Service improvements to be achieved within existing resource

Review of Scholars Strategy and Actions

2011-12

roject

Progress Bus Network Design project

Implement Scholars Strategy

2010-11

roject met

r 6 - Network Design P

roject

Milestones Milestones Milestones

2009-10

Progress Bus Network Design P

Publish a Scholars Strategy

Publish a Flexible Transport Strategy

Improving access to services and facilities; improving access to employment; increasing public

ed:

Owner

Nexus, bus companies

Nexus

Nexus

Accessibility targets in Network Design P

yne

Baselines and targets shown in Chapte

or of success:

Design, consult and implement a T and Wear bus network which achieves agreed accessibility and frequency targets

Improve home to school travel and related policy

Improve the delivery of socially necessary services and Flexible Transport

Action plan

Ref. Action Responsible

Key output measures affect transport use; encouraging sustainable travel to school Indicat Baseline:

3.1

3.2

3.3

37 ions

Resource Implicat

Nexus budget process

Nexus budget process

Nexus budget process for evaluation work

Capital and revenue implications to be identified by evaluation work

Funding sources to be discussed with local authority partners when implications known

Nexus budget process for bid preparation

DfT Kickstart revenue funding for new services if bid successful

rogramme

Implement revised networks subject to funding source being identified

Dependent on DfT continuing the Kickstart P

2011-12

ransport

Implement a scheme in 3 districts

Establish clear role for the Integrated T Authority in developing district plans

Implement revised networks subject to funding source being identified

Implement new Kickstart service and bid for further funds if available

2010-11

Milestones Milestones Milestones

2009-10

Implement a scheme in 2 districts

When Network Design Project complete, examine cost implications of reducing the walking distance

Submit Kickstart bid the DfT for latest round of funding

Owner

Nexus

Nexus, local councils

Nexus

Nexus, bus companies

Identify and implement schemes to improve social inclusion, 1 per district by 2010

Engage with local councils to align new development plans with public transport provision

Quantify the benefits and implications of reducing the standard walking distance to a bus stop from 400 metres to 300 metres

Develop Kickstart funding bids to develop new services

Ref. Action Responsible

3.4

3.5

3.6

3.7

38 ions

Resource Implicat

Nexus budget process and LTP capital programme

Nexus budget process

Nexus budget process for study work

Study to identify funding source for new services

Where appropriate install taxi facilities as part of a rolling programme of improvements

Monitor and review

Monitor and review services. Investigate alternative locations suitable for free shuttle services - MetroCentre, South Shields

2011-12

2010-11

Where appropriate install taxi facilities as part of a rolling programme of improvements

Monitor and review

Free Shuttle service introduced

Milestones Milestones Milestones

2009-10

Review taxi facilities at all main bus interchanges. Adopt standards for taxi provision

Provide taxi home guarantee on socially necessary services where low floor vehicles are specified

Feasibility and legality of city centre shuttle facilities to be considered

Owner

Nexus

Nexus

Nexus

Investigate where better integration between bus and taxi services can bring benefits to passengers

Extend the taxi replacement guarantee for mobility impaired passengers to cover all socially necessary services where low floor vehicles operate

Introduce free city centre shuttle buses in Newcastle and Sunderland city centres

Ref. Action Responsible

3.8

3.9

3.10

39 4 Give customers accurate information when they need it

Consultation feedback

Better information to passengers is vital… . Member of the public in response to the consultation

I would like to see electronic bus information screens at all bus stands, like on the QuayLink service . Member of the public in response to the consultation

Current position:

n Information on bus services is provided by a number of different organisations, in a variety of formats and using a mix of media; n Customers have a wide variety of methods of accessing public transport information; however it is not always clear to the customer which method is the best for any given situation; n Real Time Information (RTI) is in development by Nexus and some bus companies, however it is not fully deployed at present; n Commercial bus services are changed at the discretion of the operator, responsibility for relaying changes to the passenger is currently held by both the operator and Nexus.

Good and accurate information is essential to any public transport network. It is vital that customers know where and how they can access information. This can vary depending on what stage of the journey the passenger is at, whether planning a journey, waiting for a service or interchanging between services. The information needs to be in a format that is easy for the customer to understand and above all must be accurate.

Intended target:

n Improve customer satisfaction with bus service information from 80%20 currently to 90% by 2012; n Phased improvements to information delivery, such as SMS text and web-based real-time information by 2012.

Rationale:

n Department for Transport research suggests that Real Time Information makes waiting at stops less stressful for passengers and improves perceptions of bus service punctuality and reliability; n Research by TCL for the DfT suggests Real Time Information can generate passenger growth of between 1% and 3%21 .

20 Nexus User/non-user surveys. 21 Tyne and Wear Tif Report. Public Transport Strategy Page 5. 40 GMPTE (Greater Manchester Passenger Transport Executive) offers a local stops enquiry service on its websitewww.gmpte.com where by entering a postcode, details of buses running from the nearest stops are provided.

Metro (West Yorkshire Passenger Transport Executive) hosts a website with content specifically targeted towardsyoung transport users. www.generationm.co.uk offers tailored content and incentives to boost understanding of the journey process.

Case study

Working with regional partners, Nexus is planning to launch an SMS text service that will deliver Real Time bus information to mobile phones, building on the existing service offered by Traveline. The required interface will also provide real-time updates to the journey planner and any system to which data is provided. The service will be rolled out to services with proven data quality and where equipped buses operate. This service will greatly improve information to passengers waiting at bus stops and provide reassurance when services are running late.

41 ions

Resource Implicat

Nexus budget process

Nexus budget process

Nexus budget process

LTP Capital Programme

Monitor and review

Maintain system

Continue to roll out RTI displays to busier bus stops

2011-12

by 2012

10%

Monitor and review

New timetabling software begins supporting both paper and electronic information delivery

Introduce SMS and Web-based Real Time Information. Make membership of regional Real Time Information project a condition of future partnerships

2010-11

Milestones Milestones Milestones

2009-10

Publish updated Information Strategy

Procure new timetabling software and build supporting database

Convert electronic signs in bus stations to Real Time Information

Congestion reduction; increasing public transport use;

ed:

Owner

Nexus

Nexus

Nexus, bus companies

Passenger satisfaction with information increased by

out of

ear,

2008 satisfaction 80%

or of success:

Conduct market research into customer requirements for information provision and distribution, use findings to update our information delivery strategy

Introduce new timetabling software to support delivery of information in a variety of formats

Progress roll- Real Time Information across Tyne and W develop SMS and web-based real time information

Action plan

Ref. Action Responsible

Key output measures affect Indicat Baseline:

4.1

4.2

4.3

42 ions

Resource

Implicat

Nexus budget process

External capital bid for improved Customer Relationship Management system

Nexus budget process

LTP Capital Programme

Nexus budget process for partnership design

Partnership discussions to identify additional funding sources for enhanced network

Nexus budget Process

Monitoring of new service

Implement new information standards

Monitoring of service change levels

2011-12

Implement preferred option as included in Information Strategy

Implement new information standards

Implement partnerships

2010-11

ocus

Milestones Milestones Milestones 2009-10

As part of 4.1 conduct market research into customer requirements. Develop options for delivery and include in Information Strategy

Agree new information standards

Develop schedule change mechanisms within partnerships

Discuss feedback mechanisms with Passenger F

Owner

Nexus

Nexus, bus companies

Nexus, bus companies

Nexus

,

ocus to

Develop simplified user interface for public transport user enquiries - One Stop Shop

Develop and agree standards of design for bus stop flags and timetables, secured service paper timetables and maps

Work in partnership to minimise changes to bus network to establish a stable product with marketing communications and information benefits

Work with Passenger F assist in their new role of Bus User Champion

Ref. Action Responsible

4.4

4.5

4.6

4.7

43 ions

Resource

Implicat

Nexus budget process

Nexus budget process

LTP capital programme

Nexus budget process

LTP capital programme

Nexus budget Process

2011-12

Develop wholly interactive maps for on- line system

Extend system to include wholly interactive maps

Extend system to include wholly interactive maps

'on line'

'on line'

2010-11

Develop maps as part of new suite of information products consistent with Information Strategy and link to on-line information facility

Go live with information service

Go live with information service and incorporate information on new travel assistance schemes geared towards young adults

Link service change information to on-line mapping facility

.

.

Milestones Milestones Milestones 2009-10

Update current suite of maps

Ensure new timetabling software can support on-line facility Submit capital bid to develop system

Ensure new timetabling software can support on-line facility Submit capital bid to develop system

Distribute leaflets to TravelShops detailing upcoming service changes as an interim measure

Owner

Nexus

Nexus

Nexus

Nexus

yne

-based

'on-line'

Develop an improved network map for public transport in T and Wear which highlights interchange opportunities

Develop information product where customers can access information from home or work

As part of 4.9 develop web information service geared towards young adults, with information about fares and services

Improve awareness of service changes

Ref. Action Responsible

4.8

4.9

4.10

4.11

44 5 Offer simple and affordable fares and ticketing

Consultation feedback

All services should be under the one umbrella. Use of cards like the Oyster card in London would be ideal. No hassle, it could be used on the Metro, just top it up when needed . Member of the public in response to the consultation

At the moment, 16 is the cut-off age for child fares. Why is this not increased to 17 as the law now stipulates young adults must attend education until this age . Gateshead Youth Council in response to the consultation

Current position:

n Overall gross public transport fares in Tyne and Wear increased by 38% between 2003 and 200722 ; n Bus companies offer a wide array of ticketing options, with the best prices often limited to travel on their own services; n A range of tickets covering all modes (including all bus services) is available via Network Ticketing Limited, and some are sold on board buses; n The English National Concessionary Travel Scheme gives free travel to older and disabled passengers on local bus services at off peak times; n Reduced fares are available to young people in full time education via the Teen Travel scheme.

In recent years the cost of travel is an area where user satisfaction has declined, affordability is a concern, particularly for those who find it difficult to meet the cost of travel. Tyne and Wear is fortunate in having an integrated ticket product, however opportunities exist to develop this product further.

Although free travel has been introduced for older and disabled passengers, the cost of travel for some, notably young people in full time education and job seekers, can act as a barrier to accessing educational facilities, training and employment opportunities. Legislation has in the past limited the scope of assistance that Nexus is able to provide.

Intended target:

n Satisfaction with the cost of travel increased to 45%, currently 41%, by 2012.

22 Source - Weighted average fares as supplied by operators for all public transport in Tyne and Wear. 45 Rationale:

n Nexus annual tracking surveys23 with bus users and non users suggest that satisfaction with the cost of bus travel has fallen sharply from a peak of 72% satisfied in 2005 to 41% in 2008; n Satisfaction with the cost of travel among young people aged 17 to 24 is even lower at just 29%; n According to the Social Exclusion Unit 2005 report 'Transitions: Young Adults with Complex Needs' nearly half of 16 to 18 olds say they find it difficult to meet transport costs; n Research from CFIT (Commission for Integrated Transport) recommended extending concessionary fare schemes to job seekers as a means of addressing the 'barrier to gaining employment by reducing the costs associated with job searching and accessing training24 .' n On a typical route with an end journey time of 45 minutes, moving towards off bus ticketing could generate 3 minutes worth of time savings25 .

In 2004, the introduction of a £1 flat fare on Weston-Super-Mare Town services contributed to a 6% increase in bus ridership. The scheme has been successful and First Group continues to offer a single flat fare in the town.

South Yorkshire Passenger Transport Executive and Metro (West Yorkshire Passenger Transport Executive) are currently developing a smartcard product called 'Yorcard' for use on all public transport in the two metropolitan areas. This new payment system is designed to offer passengers a convenient and cost effective way of paying for public transport across the region.

Case study

In 2008, the introduction of the Child Allday Ticket (CAT) means that anyone under 16 living in Tyne and Wear can have unlimited travel on all public transport in Tyne and Wear for just £1 a day. The reduced fares are helping youngsters to get to school, after school activities and to visit friends and family.

23 Nexus Annual Bus User/Non User surveys 2004, 2005, 2006 and 2007. 24 Commission for Integrated Transport, Obtaining Best Value for Public Subsidy to the Bus Industry, 2002. Page 58. 25 Tyne and Wear Tif Study. Public Transport Strategy Page 13. 46 ions

Resource Implicat

Nexus budget process

Nexus budget process

LTP capital programme

External capital funding bid

Subject to participating operator agreement

out

Monitor and review

Commence roll- of smart ticketing

2011-12

Monitor and review

Implement pilot schemes

Roll-out depending on success of pilot

2010-11

ares & Ticketing

Milestones Milestones Milestones

2009-10

Publish F Strategy

Develop Smart Ticketing business case

Examine as part of pilot scheme (5.1)

bus

bus

Congestion reduction; improving access to services and facilities; improving access to employment;

ed:

Owner

Nexus

Nexus, companies

Nexus, companies

Satisfaction with the cost of travel increased to 45% by 2012

, via

41% in 2008

or of success:

Conduct market research into customer requirements for ticket products and use findings to develop a comprehensive fares and ticketing strategy

Develop a Smart Ticketing Programme

Develop new intermodal price products enabled by Smart Ticketing Network Ticketing Limited

Action plan

Ref. Action Responsible

Key output measures affect increasing public transport use; Indicat Baseline:

5.1

5.2

5.3

47 ions

Resource Implicat

Nexus budget process

Nexus budget process

Revenue implication for implementation of new fare assistance schemes

Subject to participating operator agreement

out

Monitor and review

Commence roll- of smart ticketing

2011-12

Make integrated ticketing a condition of partnership

Implement new fares assistance scheme from options developed

2010-11

,

ares &

ocal Transport

Milestones Milestones Milestones

Conduct market research into integrated ticketing products within development of F Ticketing Strategy

Develop options for fare assistance schemes for job seekers and young people aged between 16 and 21 in full time education or training within the provisions of the new L Act 2008

Implement flat fares in East Gateshead and monitor feedback and revenue implications

bus

Owner 2009-10

Nexus, companies

Nexus

Nexus, Go North East

' power

Refine and develop integrated ticketing options

Examine use of new 'Well-being to offer fare support to those who cannot afford to pay the full cost of travel on public transport as part of the Multi Area Agreement

Pilot and monitor flat fares in the East Gateshead partnership Area

Ref. Action Responsible

5.4

5.5

5.6

48 6 Make customers feel safe and secure when waiting and travelling

Consultation feedback

Nexus should aim for more permanent and visible staffing of bus stations and Interchange . Local Council in response to the consultation

Personal safety when using public transport is a key issue . Member of the public in response to the consultation

Safety and security featured strongly in the responses to our consultation, it was rated as the second most important aspect of bus travel for us to improve and we are therefore giving it high priority. The desire to see more staff out and about on the public transport system was a common theme and we have amended our Action Plans appropriately.

Current position:

n 16% of respondents feeling unsafe whilst travelling on the bus at night; n 28% of respondents feeling unsafe walking to/from stop/station at night; n 31% of respondents feeling unsafe waiting at stop/station at night26 .

Whilst it is still relatively uncommon for travellers to personally experience crime on buses, occurrences of anti-social behaviour and vandalism contribute to a perception that public transport is unsafe, especially at night and in isolated areas.

In 2007-8 there were over 4,500 incidences of damage to buses and bus shelters, caused by anti-social behaviour. The cost of providing and installing replacement bus shelters alone was almost £400,00027 .

Intended target:

n The percentage of passengers feeling unsafe reduced by 5 percentage points by 2012.

Rationale:

n The consultation exercise identified that feeling safe, when using the bus, was your second most important priority for improving bus services. n An independent survey conducted by Mori on public attitudes to transport in England found that 'personal security [with bus travel] is a major concern, with many respondents saying they do not feel safe travelling after dark due to threats from other passengers' 28 . n The consequences of anti-social behaviour represent a considerable cost to Nexus and local bus companies.

26 Nexus Safety and Security Tracking Survey. 27 Nexus internal figures for bus stop maintenance. 28 Public Attitudes to transport: Knowledge review of existing evidence. University of the West of England. June 2008. 49 In theWest Midlands , Centro (West Midlands Passenger Transport Executive), in partnership with West Midlands Police has introduced a Safer Travel Police Support Unit. The new unit of Police and Community Support Officers will provide a uniformed presence on buses.

Case study

In North Tyneside, the local Crime and Disorder Reduction and Misuse of Drugs Partnership in collaboration with the police and Nexus staged a four week operation to prevent crime on public transport in the borough. Over the course of the operation there were 45 arrests and 62 occasions where alcohol was seized. Both regular and occasional travellers told officers they'd noticed the extra patrols and felt safer as a result.

50 ions

Resource Implicat

Within existing resources

Within existing resources

Within existing resources

Within existing resources

ravel to School

olice

ransport

Monitor and review

Ongoing links with Police Intelligence units through P Crime Analysts

Working relationship with CDRP Analysts to influence Annual Strategic Assessments

Monitor and review work of T Alert

2011-12

olice Crime

alking to 28%

ransport Alert

ransport Use; Encouraging Sustainable T

Monitor and review

Ongoing links with Police Intelligence units through P Analysts

Working relationship with CDRP Analysts to influence Annual Strategic Assessments

Monitor and review work of T

2010-11

olice

aiting for 31%; W

Implement new reporting procedure for incidents on public transport

Ongoing links with P Intelligence units through Police Crime Analysts

Working relationship with CDRP Analysts to influence Annual Strategic Assessments

Development and enhancement of the work of Transport Alert as a partnership vehicle for tackling crime and disorder on the bus network

Improving public transport to reduce congestion; Reducing Social Exclusion; Improving Access to

Milestones Milestones Milestones

2009-10

ed:

Owner

Nexus, bus companies

Nexus, Northumbria Police and Crime and Disorder Reduction Partnerships (CDRPs)

The percentage of passengers feeling unsafe whilst travelling on buses: waiting for buses and walking to bus stops

acilities; Improving Access to Employment; Increasing Public T

Respectively the figures are: travelling on 16%; W

or of success:

Standardise and improve incident reporting procedures

Improve partnership working to raise awareness of bus network policing issues and access additional resources

Action plan

Ref. Action Responsible

Key performance measures affect Services and F Indicat

Baseline:

reduced by 5% by 2012

6.1

6.2

51 ions

Resource

Implicat

Within existing resources

LTP capital programme

LTP capital programme

LTP capital programme

LTP capital programme

LTP capital programme

evel

Service L Agreement in place for bus station CCTV

Review coverage of CCTV and camera positions at all bus stations.

Introduce further examples of partnership delivery

2011-12

s

Network all bus station cameras

Review coverage of CCTV and camera positions at all bus stations.

Locating live feed CCTV monitors at certain bus stations

Live monitoring of CCTV images by dedicated operative

Evaluate Newcastle pilot

Live feed CCTV monitors on buses.

Continue with pilot in other 4 CDRP

2010-11

yne

s

2009-10 Milestones Milestones Milestones

Ensure CCTV awareness posters are clearly visible at all bus stations

Review coverage of CCTV and camera positions at all bus stations

Maintenance and Repair agreement in place for bus station CCTV

CCTV in bus shelters pilot with Safe Newcastle

Live feed CCTV monitors on buses

CCTV in bus shelters pilot with other 4 T and Wear CDRP

Owner

Nexus, Crime and Disorder Reduction Partnerships, bus companies and Northumbria Police

Nexus, bus companies

Improve effectiveness of CCTV infrastructure

Extend CCTV coverage on vehicles and at passenger waiting facilities

Ref. Action Responsible

6.3

6.4

52 ions

Resource Implicat

Within existing resources

Within existing resources

Funding requirements to be identified by review

Ongoing work with Police Neighbourhood Inspectors and the managers of LA Warden schemes

Deployment of staff in line with problem locations

Dependent on review/assessment

2011-12

Ongoing work with Police Neighbourhood Inspectors and the managers of LA Warden schemes

Deployment of staff in line with problem locations

Dependent on review/assessment

2010-11

arden

Milestones Milestones Milestones 2009-10

Ongoing work with Police Neighbourhood Inspectors and the managers of LA W schemes

Review current deployment of private security at certain bus stations

Complete review/ assessment

Owner

Nexus, Northumbria Police, Neighbourho od Warden schemes Private security contractor

Nexus, bus companies, Northumbria Police, LA Wardens and Private Security

Strengthen surveillance patrols by uniformed personnel across the network

Explore the employment of 4 roving security personnel per District for the bus network

Ref. Action Responsible

6.5

6.6

53 7 Deliver a high quality on-board experience for all passengers

Consultation feedback

One of the main, but intangible factors is the driver's approach. The difference a friendly, cheerful, polite and helpful driver can make is enormous… . Member of the public in response to the consultation

All bus services in Tyne and Wear should be operated by low floor buses . Member of the public in response to the consultation

Current position:

n We estimate bus companies are now investing over £15 m every year in new vehicles; n The quality of on-board experience varies by the locality of use. We estimate that over 80% of bus services in Tyne and Wear are now operated by low floor vehicles, although some of these vehicles are not wholly DDA compliant; n We estimate the average age of buses operating in Tyne and Wear is 7.5 years, which is younger than the national average; n Refurbishments of some newer buses can deliver high quality vehicles akin to brand new buses.

Vehicle quality has improved substantially in the last ten years as bus companies have phased out older vehicles. That said, more investment will be required to ensure that the whole fleet complies with the Disability Discrimination Act when it fully applies to buses between 2015 and 201729 . Feedback from the consultation also highlighted concerns about the attitudes of some bus drivers. Targets for customer satisfaction with various elements of the on board experience will become a cornerstone of all partnership agreements with bus companies.

Intended target:

The following standards to be applied to service quality:

n Customer satisfaction with bus cleanliness and condition to be increased by 5% by 2012;

n Introduce regime for monitoring passenger satisfaction with drivers as part of partnership agreements in order to set targets for satisfaction levels.

29 2015 for full size single deck vehicles and 2017 for double deck vehicles. Source Department for Transport, Buses, Coaches and Accessibility. 54 Rationale:

n Although research identifies that users are generally content with the 'on-board' experience, to encourage modal shift quality features have to match the quality of design and ergonomics found in car travel; n Research from the Disabled Person’s Travel Advisory Committee suggests that only 33% of disabled people find buses easy to use30 ; n Provision of low floor vehicles is an important way the ITA can meet its social inclusion objectives by ensuring that bus services are accessible to all; n Research carried out in 2006 revealed an underlying desire for safe, secure, smooth and tranquil modes of travel31 ; n You told us in our consultation that you were concerned about the level of customer service provided by a small minority of drivers.

Greater Manchester Passenger Transport Executive provides a list of those bus routes where the operators provide low-floor buses: reducing customer confusion and providing additional information to aid mobility and to reduce social exclusion.

Case study

The 'Bus Buddy' scheme in Tyne and Wear is designed to help people who lack the confidence to use public transport independently but would like to do so. The scheme involves introducing individuals to a 'bus buddy' who then provides travel training on all aspects of bus use, including walking safely to and from their home-bus stop, correctly finding the bus they need, travelling on the bus to the correct stop, making the return journey and any other specific needs the client may need help with. The scheme, which is tailored to the individuals own needs, is supported by the Bus Buddy scheme until they are fully confident in using the services. From its launch in 2007 the Bus Buddy scheme has provided mentoring support to 87 individuals and has given classroom training to a further 300.

30 Disabled Person Transport Advisory Committee, 2002, Page 60. 31 Knowledge review of existing evidence. University of the West of England 2008, Page 36. 55 ions

Resource Implicat

Nexus budget process

Within existing resources

Within existing resources

Within existing resources

Within existing resources

Monitor

Monitor

Monitor

Monitor

Monitor

2011-12

Monitor

Monitor

Monitor

Low floor vehicles a condition of any new partnership agreements

2010-11

'

Milestones Milestones Milestones 2009-10

Adopt low floor vehicle policy for all tendered service contracts

Agree satisfaction targets with bus companies and monitor

Agree satisfaction targets with bus companies and monitor

Include 'low floor vehicle information at stops

Increasing public transport use;

ed:

Owner

Nexus, bus companies

Nexus, bus companies

Nexus, bus companies

Nexus, bus companies

Nexus

Customer satisfaction with comfort on bus and cleanliness on bus raised by 5% by 2012

Current satisfaction rates with comfort on bus 83%; cleanliness on bus 80%

or of Success:

Make low floor vehicles a condition of all tendered service contracts

Agree satisfaction targets for all driver attitudes and customer care as part of partnership agreements

Agree satisfaction targets for bus cleanliness and condition as part of partnership agreements

Make low floor vehicles a condition for any agreements with operators

Publicise routes operated exclusively by low floor vehicles

Action plan

Ref. Action Responsible

Key output measures affect Indicat Baseline:

7.1

7.2

7.3

7.4

7.5

56 8 Give customers a high quality waiting facility

Consultation feedback

We need to provide more shelters where possible . The Elders Council of Newcastle in response to the consultation

Bus stops should be lit for safety and to assist in the use of timetables and to reduce anti-social behaviour . Member of the public in response to the consultation

Current position:

n Nexus undertake a continuous programme of bus shelter cleaning and maintenance, refurbishment, and replacement; although shelter maintenance and provision in the bulk of Newcastle is currently the responsibility of Newcastle City Council; n Improvements have been made to several major bus stations in recent years.

Waiting for and changing between buses is an aspect of travelling by bus that people dislike the most. The Department for Transport estimates that people value the time they spend waiting for buses more than twice as highly as they do the time they spend on the bus32 . Besides minimising the length of time that passengers have to wait for bus services by improving punctuality and raising service frequencies we can also make sure that the inconvenience of changing services is minimised by providing well-maintained bus shelters and high quality bus stations.

Intended target:

n To improve satisfaction ratings with shelter provision and condition by 5% by 2012.

Rationale:

n Although it has improved, satisfaction with the condition, cleanliness and provision of shelters generally remains below the ratings given to other aspects of the service.

In South Yorkshire the Arundel Gate Interchange project has brought significant improvements to on street waiting facilities in Sheffield city centre. The facility, which consists of a central information centre and waiting facility, serves some of the busiest on street stops in the central area.

32 Value of Travel Time Savings in the UK: Summary Report. DfT 2003. Page 9. 57 Case study

The first Eldon Square bus station in Newcastle was an underground facility built in the 1970s. By modern day standards it was gloomy, suffered from air quality problems and was unpopular with passengers. As part of the Eldon Square redevelopment the bus station was relocated to surface level and passenger waiting areas were significantly upgraded to provide a warm, comfortable, light and airy facility for passengers. Since the new station opened, usage has risen by over 22% to 1.8m, with 78% of passengers stating their public transport usage would increase because of the improvements.

58 ions

Nexus budget process

Nexus budget process

Nexus budget process

Nexus budget process

Nexus budget process

Resource Implicat

’

,

‘Superoutes

2011-12

Replace all life expired shelters based on a 20 year life cycle

Continue programme

Install new shelters as requested by or Partnership Boards

Make any damage safe within 12 hours and completely repair damaged or vandalised shelters within 5 days

Clean all shelters based on a 4 week cycle

Emergency cleansing in response to fouling

offensive graffiti etc within 12 hours of reporting

,

’or

Replace all life expired shelters based on a 20 year life cycle

Continue programme

Install new shelters as requested by ‘Superoutes Partnership Boards

Make any damage safe within 12 hours and completely repair damaged or vandalised shelters within 5 days

Clean all shelters based on a 4 week cycle

Emergency cleansing in response to fouling offensive graffiti etc within 12 hours of reporting

2010-11

’

,

‘Superoutes

Milestones Milestones Milestones 2009-10

Replace all life expired shelters based on a 20 year life cycle

Establish a rolling 2 year refurbishment programme with shelters in each district refurbished every other year

Install new shelters as requested by or Partnership Boards

Make any damage safe within 12 hours and completely repair damaged or vandalised shelters within 5 days

Clean all shelters based on a 4 week cycle

Emergency cleansing in response to fouling offensive graffiti etc within 5 days

Increasing public transport use;

ed:

Owner

Nexus

Nexus

Nexus

Customer satisfaction with provision and condition of shelters improved by 5% by 2012

Current satisfaction with provision of shelter 72%; Condition of Shelter 64%

or of success:

Maintain a modern stock of bus shelters

Increase provision of new shelters

Ensure shelters are kept in good repair

Action plan

Ref. Action Responsible

Key output measures affect Indicat Baseline:

8.1

8.2

8.3

59 ions

Resource

Implicat

LTP Capital Programme

LTP Capital Programme

Nexus budget process

Nexus budget process

Nexus budget process

LTP capital programme

.

Install lights to 150 shelters

Refurbish one interchange facility (to be identified)

Seek to expand team to increase coverage

Deploy evening staff at locations identified

Maintain standard and monitor

Bus Stop Clearway Provision to be included in all partnership agreements

2011-12

.

Install lights to 150 shelters

Refurbish South Shields Keppel Street

Seek to expand team to increase coverage

Deploy evening staff at locations identified

Maintain standard and monitor

Bus Stop Clearway Provision to be included in all partnership agreements

2010-11

Milestones Milestones Milestones 2009-10

Install lights to 150 shelters

Refurbish Blaydon and Wallsend Interchange

Introduce Nexus team of 12 staff to staff largest interchanges on a daily basis and MetroCentre Monday to Saturday

Identify areas where anti-social behaviour warrants evening staff presence

Ensure all facilities cleaned on a daily basis and have designated staff at busiest facilities

Bus Stop Clearway Provision to be included in all partnership agreements

Owner

Nexus

Nexus

Nexus,

Nexus

Nexus

Nexus, local councils

Increase the number of lit bus shelters. Where cost of providing electrical supply is prohibitive install solar powered lights

Refurbish at least one bus interchange every year

Improve staffing levels at interchange facilities

Improve staffing levels at interchange facilities in the evenings

Ensure high standards of cleanliness at all interchange facilities

Work with local authorities to ensure all bus stops in partnership areas have bus stop clearways

Ref. Action Responsible

8.4

8.5

8.6

8.7

8.8

8.9

60 9 Market bus services more effectively

Consultation feedback

Many children are not aware of the existence of the Child All Day Ticket and Under 16 card, this could be better publicised . Gateshead Youth Council in response to the consultation

Making people aware of the current range of products and services is an important part of improving the appeal of public transport. Perceptions of bus services, particularly by non-users do not reflect the reality and it is important that we change these perceptions.

Current position:

n Bus companies market their commercial services and associated brands; n Nexus markets and provides information for specific subsidised services such as QuayLink and R19 as well as joint initiatives and partnership programmes such as ‘Superoutes’; n Nexus also markets bus travel in general in Tyne and Wear as well as Nexus managed membership schemes such as the Under16 Card and the Concessionary Travel Scheme; n A ‘Smarter Choices’ team has recently been established, funded by the Local Transport Plan, with the aim of conducting targeted travel awareness campaigns.

Challenging the poor perceptions that many non-users have of bus services is important, as is the need to promote the Actions we are taking to improve bus services. Perceptions of bus services seldom reflect the reality. For instance, research commissioned by Peterborough City Council in 2004 found that people overestimate journey times by public transport by 80% and underestimate travel times by private car by 18%33 .

Intended target:

n To increase awareness of key marketing campaigns by 10% from the current baseline of 27% for Superoute campaign;

Rationale:

n The perceptions of bus ‘non-users’ do not match the experiences reported by those who do use buses, as evidenced by market research (see Appendix B); n Research commissioned by Centro (West Midlands Passenger Transport Executive) suggests that non-users regard buses as being the preserve of those who have no other transport alternative 34.

Go Ahead subsidiary Brighton & Hove, launched a successful 'I'm on the bus' campaign in 2004 in order to raise the profile of the bus, and challenge perceptions that buses are for those who can't afford a car and have to use public transport. The company has had a very positive response from the public and the campaign has evolved and expanded since its initial inception.

33 Extract from a speech given by UK Bus Awards Director, Chris Cheek, Flying the Flag. 34 Report of Surveys into lapsed and non-users of bus services. Centro, November 2008. 61 Case study

Research shows that although the perception of bus users is improving, for non users, their perception of bus travel does not match the real-life experience. The 'buses are getting better' campaign aims to reposition the bus through advertising and PR whilst also acting as an umbrella under which all interested parties could advertise their improvements.

The campaign aims to promote improvements made to the bus network and to change perceptions of bus travel. The campaign is being delivered across Tyne and Wear through a variety of media including posters at bus stops and Metro stations, radio and leaflets delivered door to door and local press advertising.

62 ions

Nexus budget process

Nexus budget process

Nexus budget process

LTP Smarter Choices

Resource Implicat

2011-12

Review and monitor effectiveness

Review and monitor effectiveness

Review and monitor effectiveness

'Buses are

' campaign to

Extend the getting… safety, highlighting recent improvements to safety and security on bus services

Review and monitor effectiveness

Launch the campaign

2010-11

'Buses are

' campaign to

Milestones Milestones Milestones 2009-10

Extend the getting… highlight specific improvements to bus services

Design and develop a green marketing campaign targeted at potential public transport users

Identify partner organisations to collaborate on promoting the campaign

Increasing public transport use

ed:

Owner

Nexus, bus companies

Nexus, bus companies

Nexus, bus companies

Awareness of key bus promotion campaigns increased by 10% by 2012

'who is

' concept

2007/8 Awareness of Superoutes 27%

or of success:

Change perceptions of non-users through an integrated and encompassing bus marketing campaign which will raise awareness of improvements and investment in bus travel, impacting on a positive journey experience

Join in the current green agenda by positioning bus travel as a green alternative to private car journeys

Launch campaign to change perceptions of bus services, based on a on the bus?

Action plan

Ref. Action Responsible

Key output measures affect Indicat Baseline:

9.1

9.2

9.3

63 ions

Resource

Implicat

Nexus budget process

LTP Smarter Choices

Nexus budget process

LTP Smarter Choices

Nexus budget process

Review and monitor effectiveness

Implement the agreed standard

2011-12

'Free your

Launch the Fridays' campaign urging people to leave their car at home one day a week

Promote new fare assistance schemes as developed in Action 5.5

Implement the agreed standard

2010-11

,

, public

2009-10 Milestones Milestones Milestones

Link to the above campaigns

Launch campaigns promoting transport, car sharing cycling and walking

Increase promotional activities around the Child All Day Ticket product to raise awareness

Review current signage at all locations. Adopt standards for signage as set out in Information Strategy

Owner

Nexus, bus companies, Smarter Choices

Nexus, local councils, Smarter Choices Project

Nexus, bus companies, Smarter Choices

Nexus

ravel

Promote bus travel as a viable travel option for all not necessarily a substitute for the family car

Link public transport actions to wider objectives of Smarter Choices project in T Marketing

Promotion of ticketing options available

Improve information delivery and signage at all interchange locations

Ref. Action Responsible

9.4

9.5

9.6

9.7

64 10 Minimise harmful emissions

Consultation feedback

How are buses environmentally friendly when they are fuelled by diesel? Member of the public in response to the consultation

Current position:

n The harmful emissions created by bus vehicles vary by engine type. A range of engine types exists in the region's fleets, and there is no stated target for engine type; n Seven Air Quality Management Areas (AQMA) exist in Tyne and Wear and it is recognised other air quality hotspots exist that have not yet been subject to AQMA detailed assessment; n The carbon footprint for local transport operations in Tyne and Wear is in the process of being established; n The Department for Transport has recently announced that it intends to link fuel duty rebate to vehicle emissions; n Research bypteg states that currently just 24% of buses in PTE areas are Euro IV standard35 .

The historic advantage bus travel has over car travel for greenhouse gas emissions appears to be narrowing as smaller and more fuel efficient cars become increasingly popular and car manufacturers react to EC pressure on CO2 emissions36 . Research bypteg shows that it is imperative to modernise bus fleets if the buses are to retain their green credentials. Raising passenger loadings alone will not ensure this, if older buses are to remain in the fleet. pteg estimates that even in 2012, 35% of buses across PTE areas will be Euro II or worse if no action is taken37 .

Intended target:

n Reduce CO2 emissions by 10% from 111.8g per passenger kilometre by 2012.

Rationale:

n Emissions from some bus engines add to poor local air quality; n There are currently seven declared Air Quality Management Areas in Tyne and Wear, where levels of airborne pollutants do not meet National Air Quality Objectives, the ITA has a duty to improve air quality in these areas;

In Chicago, Illinois some school bus services are provided by buses fuelled by soy based bio-diesel in order to reduce emissions and improve air quality. Bio-diesel fuelled engines produce 30% fewer emissions than conventional diesel.

35 Scenarios and Opportunities for reducing greenhouse gases and pollutant emissions from bus fleets in PTE areas. Page 43, PTEG 2008 36 Scenarios and Opportunities for reducing greenhouse gases and pollutant emissions from bus fleets in PTE areas. Page iii, PTEG 2008. 37 Scenarios and Opportunities for reducing greenhouse gases and pollutant emissions from bus fleets in PTE areas. Page 43, PTEG 2008. 65 Case study

In Newcastle, Nexus, the local authority and a local bus company have worked together to introduce low emission vehicles on the No. 1 high frequency bus route that operates east to west across the city centre. The local authority modified traffic calming measures in the west end of the city to enable the bus company to introduce low floor, low emission vehicles on the route. Reducing the number of times the bus has to slow down for traffic calming will reduce emissions by up to 10%, while the new vehicles are significantly less polluting than the ones they replaced. Nexus supported the relaunch of the route with door-to-door publicity and marketing campaign which included local media advertising.

66 ions

Within existing resources

Partnership discussions to identify additional funding implications of enhanced services

Nexus budget process

Nexus budget process

Resource Implicat

2008.

pteg

2011-12

Ensure low emission vehicles targeted in areas of poor air quality

Monitor deployment of low emission buses

Monitor carbon footprint to establish trend data

Participate in appropriate studies

Ensure low emission vehicles targeted in areas of poor air quality

Engine type to be included in partnership agreements

Monitor carbon footprint to establish trend data

Participate in appropriate studies

2010-11

Milestones Milestones Milestones 2009-10

Work with operators to establish areas where low emission vehicles run

Develop partnership agreements

Work with operators to establish baseline carbon footprint

Participate in appropriate studies

emissions by 10% from 111.8g per passenger kilometre by 2012.

Improving air quality

2

ed:

Owner

Nexus, bus companies

Nexus

Nexus, bus companies

Nexus, bus companies

reduce CO

,

Current emissions 111.8g per passenger kilometre. Source - AEA report, commisioned by

or of success:

Map use of low emission buses

Determine minimum standard of bus to be operated in partnerships

Establish carbon footprint of bus companies in area

Participate in research to improve fuel efficiency evaluate hybrid vehicles and alternative fuels

Action plan

Ref. Action Responsible

Key output measures affect indicat Baseline:

10.1

10.2

10.3

10.4

67 ions

Resource Implicat

Nexus budget process

Nexus budget process

LTP Smarter Choices funding

Nexus budget process

LTP capital programme

External capital funding bid

Nexus budget process

out

Roll out the scheme and monitor

Review and monitor effectiveness

Commence roll- of smart ticketing

2011-12

If appropriate introduce scheme to upgrade older engines

Review and monitor effectiveness

Implement pilot schemes

2010-11

artnership

Milestones Milestones Milestones

Study the feasibility and legal implications of part funding engine upgrades for older vehicles

Link public transport green marketing campaign to others linked to improving air quality

Develop smart ticketing business case

More effective stand and stop allocation through bus station Quality Partnership Schemes and Voluntary P Agreements

,

Owner 2009-10

Nexus, bus companies

Nexus, Smarter Choices Manager LTP Core Team

Nexus, bus companies

Nexus

yne

'Smart

’

Investigate feasibility of part funding engine upgrades with operators

Support local campaigns to raise awareness of the need to improve air quality - linked to Smarter Choices Campaign & T and Wear Air Quality Campaign (Be Air Aware)

Reduce vehicle dwell times by introducing Ticketing

Reduce vehicle emissions whilst queuing for stands

Ref. Action Responsible

10.5

10.6

10.7

10.8

68 Chapter 5 Working together to deliver the Bus Strategy

The success of the Bus Strategy will depend on its timely and effective delivery. Very close, positive and detailed working relationships and processes will be needed between the different bodies charged with delivery Actions, for the large part, bus companies, the ITA/Nexus, and local councils. Although some very good examples of close working relationships do exist in Tyne and Wear today, we believe that much more is needed to make significant progress in improving bus services.

Each of the three main bodies (bus companies, the ITA/Nexus, and local councils) control important resources needed to carry out the actions set out in this document. Each body also has its own set of objectives, and these objectives are not always the same. Each party is only likely to use its resources if it believes that it will help to achieve its objectives. Therefore we believe that we need to formalise our working relationships, clearly setting out what resources are needed to deliver the Bus Strategy, and recognising the benefits that each party will achieve when they help to deliver it.

In some areas, other important parties are involved in the delivery of bus services. For example, Capital Shopping Centres have invested heavily in the MetroCentre Bus Interchange and continue to do so in order to benefit their customers and staff. A number of business parks and large employers employ permanent staff to make sure that workers are well informed about, and well served by, public transport. Working relationships should take this investment into account.

Therefore the size and shape of working relationships will differ across Tyne and Wear, according to local circumstances. In most cases we anticipate that this will involve the creation of formal partnership arrangements, whereby all partners contribute to, and benefit from, the arrangement. The different options available for partnerships are described overleaf, along with our assessment of their effectiveness in achieving the Actions contained in the Bus Strategy.

69 We also need to recognise that there may be cases where it is not possible to set up a formal partnership because of an imbalance between the resources required from one of the parties involved, and the benefits they are likely to achieve. This imbalance could be on either side of the equation and in favour of any party, some areas may return only relatively minor profits to bus companies, yet require and receive limited investment from either Nexus or the local council.

In cases where the imbalance is so great that an effective partnership cannot be formed, there are two additional options available: no change from today; and working towards a Quality Contract.

During calendar year 2009 the ITA and Nexus will work with each Tyne and Wear local council, the local bus companies and any other relevant body, to decide which type of working arrangements are most likely to achieve the Bus Strategy objectives for that District. We will then begin work to set up the appropriate arrangement.

Current Situation (Bus deregulation)

Bus deregulation in Great Britain came into force on 26 October 1986, as part of the Transport Act (1985). This Act provided for the deregulation of local bus services in the whole of the United Kingdom except for Northern Ireland and Greater London. It also abolished road service licensing and introduced competition on local bus services for the first time since the 1930s.

Under the 1985 Act, two kinds of bus service can be provided: commercial and subsidised. A commercial bus company can determine which services it wishes to operate, provided that it gives 56 days notice of an introduction of a new service, a withdrawal of a service or timetable changes. Commercial services are those provided without any subsidy (except for the provision of concessionary fares and Bus Service Operating Grant (BSOG - the mileage-based subsidy which offsets most fuel duty) and there is no regulation of fares.

Cross-subsidy (where the profits from better paying services are used to pay for unprofitable routes) was an essential part of the previous regulated system. Bus companies are under no obligation to cross-subsidise services under deregulation, although cross-subsidies may sometimes occur if considered of benefit to the bus company's operation.

If there are gaps in the commercial bus network, local councils and Passenger Transport Executives (PTE) in metropolitan areas are able to design bus services which bus companies can be paid to operate. These are routes which the local authority or PTE considers as socially necessary, but are not commercially viable. The fares, routes and times of these subsidised services are set by the local authority or PTE. However, local councils and PTEs are normally required to seek competitive tenders for these services.

Subsidised services in urban areas (also known as secured services) are often evening, early morning or Sunday journeys on routes which are commercial during the day on Monday to Saturday. Many rural routes and some urban routes are subsidised at all times of their operation. 70 Initially, most local councils made significant savings by seeking tenders for subsidised services, but increased costs in the industry, together with falling patronage, has resulted in increasing bills for subsidy.

Strengths

n Services likely to be operated only where demand is sufficient to justify service, wastage and inefficiency kept to a minimum; n Operating costs addressed in line with changing economic factors; n Public subsidy limited to essential social services only; n Inherent need to grow income encourages customer service focus and innovation to attract and retain customers; n Regulation and therefore cost of non-productive administration very limited; n Private enterprise allowed to thrive.

Weaknesses

n Bus services not operated to meet local council, ITA/Nexus or social objectives; n Routes and times which do not meet profitability threshold are not operated. Cross-subsidy between routes can be seen as damaging to financially successful services; n Public sector investment (e.g. bus interchanges, information provision, bus lanes) provided free of charge and unconditionally to bus companies (some interchanges are subject to departure charges); n ITA/Nexus under pressure to reinstate cut services within limited budget, no profitable income stream with which to cross-subsidise less profitable; n No local council or ITA/Nexus involvement in detailed service standards or overall network design; n 'On-street' competition eroded through time, through mergers and acquisitions, now present in only a small number of cases; n 'On-street' competition, where it does exist, can lead to reduced integration and competing rather than complementary scheduling; n Competition for tendered services likewise much reduced, with corresponding increase in costs; n Existing operators have always been in the best position to win tenders for routes that they run on (times of day, day of week) so cutting service is less risky as they are likely to win the contract.

Commentary

With only three exceptions (’Superoutes’, the East Gateshead Quality Bus Partnership, and socially necessary services), all bus services in Tyne and Wear are operated in a deregulated environment with no involvement from the public sector. We believe that although deregulation can and does deliver passenger improvements on commercially successful routes, it does so in order to increase profit generation. The objectives of the Tyne and Wear Integrated Transport Authority and Nexus require bus services to provide an efficient service to the community. It is unlikely that these objectives will be met in the current environment, and so we will seek to explore working arrangements that recognise the objectives and contributions of all parties, in all areas of Tyne and Wear. 71 Voluntary Agreements and Voluntary Partnership Agreements 38

In general, the term ‘voluntary agreement’ (or ‘quality bus partnership agreement’) is a non-statutory term used to describe any agreement entered into voluntarily by one or more local councils and one or more bus companies, and possibly other relevant parties. A voluntary agreement can cover any matters on which the parties involved are able to reach agreement, so long as it is within each party's powers to deliver its side of the bargain. There are hundreds of such agreements in existence, ranging from ‘overarching’ agreements covering whole local authority areas to much more local, corridor-specific agreements. A voluntary agreement can range from a simple document detailing heads of agreement, formed on the basis of a signature and/or a handshake, to a comprehensive and detailed legally-binding document.

The Local Transport Act creates the statutory concept of a ‘voluntary partnership agreement’ (VPA). A VPA is a particular type of voluntary agreement, and is defined in the Act as a voluntary agreement under which:

n A local transport authority, or two or more local transport authorities, undertake to provide particular facilities, or to do anything else for the purpose of bringing benefits to persons using local services, in the whole or part of their area, or combined area, and n One or more operators of local services undertake to provide services of a particular standard.

It is important to note that an agreement must involve at least one local transport authority in order to satisfy the definition of a VPA. So, for example, an agreement involving two or more bus companies but no local transport authority cannot be a VPA.

East Gateshead Quality Bus Partnership The East Gateshead Quality Bus Partnership is a voluntary agreement between Gateshead Council, Nexus and bus operator Go North East. The aim of the Agreement is to deliver improved bus services within the East Gateshead area. Launched in January 2008, each partner has pledged improvements which when combined will enhance the passenger experience. Gateshead Council will implement bus priority measures which will allow faster journey times and more punctual and reliable services, Nexus will provide and maintain bus shelters and information provision to an agreed standard as well as provide funding for socially necessary journeys and Go North East will ensure that a stable network is maintained and all buses are easy access and fitted with on-bus CCTV.

38 The Local Transport Bill, Improving Local Bus Services Draft Guidelines, page 12. 72 Strengths

n Flexible working arrangement that can be tailored to local circumstances; n Non-statutory nature means that negotiation is essential; it is likely therefore that each party will achieve a satisfactory balance between benefits and commitments; n Any number of parties can enter into a voluntary agreement, and reach agreement on virtually any matter (although competition law must be taken into account) without need to refer to the Secretary of State; n ‘East Gateshead Quality Bus Partnership’ sets a precedent that proves that Voluntary Agreements can work; n Whilst agreements may be time-consuming to negotiate, implementation should be faster than other mechanisms as there are no statutory requirements.

Weaknesses

n Non-statutory nature makes default by one or more parties likely, without a legally-binding penalty regime; n The strongest negotiators may achieve the best results in the short-term, leading to resentment and default by other parties in the long-term; n Experience in East Gateshead suggests that VPAs can take a long time to negotiate and agreement cannot take effect until all parties are satisfied; n Multi-operator agreements are, as yet, untested and therefore unproven. Lack of precedent may lead to a longer lead-time for negotiating any imperfect agreements in the early stages; n Having achieved an agreement that is satisfactory to all parties, there is nothing to prevent another operator from entering the market covered by the agreement, but without being party to it. This is highly likely to lead to the agreement placing unreasonable operating restrictions on the original operator, with the potential for them to terminate their participation.

Commentary

Voluntary Agreements offer a ‘light-touch’ approach to more effective engagement between bus companies, the ITA/Nexus, and local councils. We anticipate that these agreements, in a variety of different forms, will be used in several areas. In cases where local councils or other parties make significant investments and bus operations are reasonably profitable, it may be relatively straightforward to strike a workable agreement. Where one or other of these factors is out of kilter, creativity and willingness to find a workable solution will be needed by all parties. There is a high risk of a new operator entering the market either to frustrate the incumbent operator or to 'spoil' the agreement.

73 Quality Partnership Schemes (QPS) 39

Under a Quality Partnership Scheme, Nexus and/or local councils agree to invest in improved facilities at specific locations along bus routes (e.g. bus stops or bus lanes) and operators who wish to use those facilities undertake to provide services of a particular standard (e.g, new buses, driver training standards, frequencies, timings or maximum fares).

Only those operators prepared to provide services to the standards specified in the scheme are permitted to use the facilities. Whilst other operators are not generally prevented from providing local services in the area covered by the scheme, they cannot use the facilities provided.

The Local Transport Act contains safeguards to ensure that unrealistic conditions are not imposed on operators, and that their legitimate right to a fair rate of return is not undermined. The process set out in primary and secondary legislation by which an operator can object to particular standards included in a scheme, is an important feature of this. But at the same time it places a responsibility on them to justify the grounds for their objection, thus minimising the scope for vexatious or frivolous objections.

The QPS model is intended to be used as a true partnership between consenting parties. Indeed, the Department for Transport envisages that one of the strongest arguments for a Quality Partnership Scheme in a particular area is to strengthen and reinforce voluntary agreements between authorities and operators, with agreed objectives and outputs on both sides.

A QPS is a statutory scheme. Unlike a voluntary partnership agreement, which is entered into jointly by local authorities and bus operators, it is "made" by Nexus and/or the Local Council. It therefore should not be described as an agreement. Once the scheme is made, Nexus and/or the Local Council is under a statutory duty to provide the facilities identified in the scheme from the dates specified, and to maintain those facilities for as long as the scheme is in operation.

Also once the scheme has been made, any operator providing local services in the relevant area may use the facilities provided under the scheme, so long as they have given a written undertaking to the Traffic Commissioner that they will provide services to the standards specified in the scheme. The Traffic Commissioner can take enforcement action against any operator who uses the facilities but has not given the necessary undertaking; or against an operator who has given such an undertaking but who fails to provide services to the specified standards.

North Sheffield Statutory Quality Partnership The first Statutory Quality Partnership Scheme in England and Wales came into effect in North Sheffield (Barnsley Road) in November 2007. The scheme was formally made by the South Yorkshire Passenger Transport Authority/Executive (SYPTA/E) and Sheffield City Council (SCC) who have provided improved bus priority, an enhanced waiting environment and real-time information displays. In return for introducing these new facilities, SYPTE and SCC have been able to specify minimum standards for buses using them. This has resulted in more than 100 low floor/low emission buses, provision of on-bus CCTV cameras for passenger safety, high standards for cleanliness, and NVQ qualifications for all drivers to deliver improved customer care.

39 The Local Transport Bill, Improving Local Bus Services. Draft Guidance. Page 12. DfT, 2008. 74 Strengths

n Scheme is statutory and binding; success does not rest on a fragile voluntary agreement; n Can include provisions to limit 'damaging' competition where this is deemed not to be in the passenger’s interests; n Binding nature of the scheme increases the likelihood that partners will deliver against commitments; n Delivery of commitments by all parties can be phased during the timescale of the scheme rather than having to be in place at the outset, thus the partnership can commence faster.

Weaknesses

n A QPS can only specify quality standards in relation to infrastructure, vehicle standards, frequency, timings and maximum fares. To address other issues it will be necessary to create voluntary supporting or qualifying agreements; n Failure to deliver infrastructure commitments within agreed timescales may result in the termination of partnerships and reputational damage for the local councils; n Infrastructure included in a QPS must not be greater than five years old; n The scheme is statutory therefore the procedural requirements to introduce it are more significant; n A QPS is also subject to 'admissible objections' from 'relevant operators' which may delay or complicate implementation. n Linking the scheme to vehicle quality may be considered unfair by smaller operators.

Commentary

We anticipate making Quality Partnership Schemes wherever circumstances permit across Tyne and Wear. We see them as a potential ‘win/win’ opportunity, in which local authority and Nexus capital investment benefits customers through reduced journey times and improved infrastructure for customers, as well as allowing bus companies to reduce operating cost, grow patronage, or both. The making of a statutory scheme gives an effective set of levers for Nexus and local councils to have a much greater say in service provision and quality, and sets a framework for supporting voluntary agreements to deliver benefits for customers in areas not covered by the QPS itself.

Accordingly we will carry out work over coming months to determine where QPSs are appropriate, workable, and can deliver benefits proportionate to the investment made. We will work with our local authority partners to plan future investment, and its ability to stimulate further service improvements. We will also work with bus companies and government to better understand the new legislation put in place by the Local Transport Act (2008).

75 Quality Contract Schemes

A Quality Contract is an arrangement which allows Nexus to effectively franchise local bus service provision.

Nexus would determine the standards and network to be provided and will let contracts with bus companies granting them exclusive rights to the specified services. Quality Contracts may consider all areas of provision including routing, quality, frequency, price and interchange efficiency with other modes.

A Quality Contract is an option which would allow Nexus to exercise control over many of the areas of concern including quality, coverage and fares, and has the potential for greatest impact.

The Local Transport Act (2008) has made some significant changes to the legislation governing Quality Bus Contract Schemes.

Strengths

n It is possible to exclude elements of the network or particular types of service to ensure smaller operators continue to operate in niche markets; n A Quality Contract can specify all aspects of service provision including network planning, vehicle standards and network stability thus ensuring the achievement of all network based bus targets in the Bus Strategy; n Subject to the efficiency of the initialQuality Contract network, a contract relationship will improve budget planning in future years as the significant variations experienced in the deregulated market should not occur.

Weaknesses

n Quality Contracts are, as yet, largely untested and therefore unproven. Lack of precedent may lead to longer lead-times for implementation, extensive legal challenge to initial contracts by bus companies and unknown costs; n Market consultation has indicated that Nexus would be expected to initially take all revenue risk and operate simple service contracts to generate competition in the market. Thus funding for depots and potentially vehicles will be required; n Whilst a Quality Contract allows Nexus and the local councils to take a key role in planning the network, they will also have much greater responsibility for any dissatisfaction with it; n A Quality Contract must still be supported by a committed infrastructure improvement programme; failure to deliver by a district may have a direct financial impact.

76 Commentary

Quality Contracts are viewed by some as the only effective way to ensure that bus services in Tyne and Wear deliver a true public service, based on the needs of the local community. We can see significant benefits in some aspects of the operation of Quality Contracts: the inherent principle of cross-subsidy where surpluses generated by successful core routes are used to underpin less commercially viable, but socially necessary services elsewhere; the ability for local councils and Nexus to design services to meet social goals and to specify hours of operation; the ability to co-ordinate schedules to complement and connect; and the ability to directly influence fares; all these aspects and more present an opportunity to radically improve bus services in Tyne and Wear.

However we are also mindful of some of the less appealing factors: significant start-up costs to re-regulate bus services from today's position; a potentially higher ongoing revenue subsidy compared to today's position; a long period of uncertainty for customers and bus company employees during transition to a regulated environment; and a potential growth in public sector bureaucracy.

Our preferred position therefore is to work in partnership with bus companies to deliver the objectives of the Tyne and Wear ITA and local councils by carrying out the Actions contained in this document. We hope that this approach will deliver results more quickly and more cost- effectively than Quality Contracts.

If however it proves impossible to form appropriate partnerships, or partnership working fails to deliver the improvements we seek, then we consider Quality Contracts a viable alternative. Accordingly, we will carry out work over coming months to understand in more detail the legal procedures, financial implications, and practical steps that we would need to take to implement a Quality Contract.

Resources

Nexus and the local councils in Tyne and Wear currently spend £55m each year supporting bus services in Tyne and Wear in one form or another. The Action Plans in Chapter 4 identify where additional funding is needed to fully deliver the Strategy such as capital bids to central government. The current annual spend on bus services by main area is shown below:

Concessionary Travel schemes £39.0m Securing bus services £5.4m Community transport and demand responsive services £2.2m Maintaining stops, shelters and interchange £3.2m Marketing and information £1.1m Capital investment £3.5m

77 In addition to the previous resources, further funding is being sought from the Department for Transport to deliver more projects in Tyne and Wear, including:

‘Kickstart’ funding - this is 'pump priming' funding to develop existing or introduce new bus services, the idea being that the initial public support for the service eventually leads to a bus service that becomes entirely self supporting. Successful Kickstart schemes in Tyne and Wear include the X47 Kingston Park Express and the 93/94 Gateshead/Team Valley circular. Bids will be submitted in 2009 for new Kickstart services.

Major Scheme funding - this is funding from the Department for Transport to carry out large scale capital works that are too big to be funded through money available in the Local Transport Plan. Examples of schemes already delivered using Major Scheme funding include the new bus station at Eldon Square and the infrastructure used by the X66 CentreLink service including the revamped Gateshead Interchange. Major Scheme bids will be submitted to the DfT in 2009 and 2010 for new Major Scheme Projects.

Next Steps

The next steps to implementing this strategy are:

1. Commissioning work to design a bus network for Tyne and Wear, based on the design guide and the refreshed accessibility criteria in chapter 6;

2. Consulting with partners and stakeholders over the proposed bus network, incorporating feedback where appropriate;

3. Developing ‘template’ partnership documents;

4. Agreeing partnership terms with delivery bodies on an area by area basis;

5. Implementing the most effective delivery options;

6. Develop the Action Plans set out in Chapter 4 into a programme of work, including detailed identification of additional funding sources where required.

78 Chapter 6 Bus Network Design Project

Nexus, on behalf of the Integrated Transport Authority, is currently undertaking a project to design a comprehensive bus network for the region. The Bus Network Design Project will seek to design an affordable bus network which improves standards of accessibility for the residents of Tyne and Wear by:

n Meeting the accessibility and frequency targets set out in the following district specific tables; n Re-focusing the expenditure of public money on bus services, on the achievement of ITA, Local Authority, and central government objectives.

Specialist Transport Consultants have been commissioned to carry out the initial network design and accessibility modelling. Nexus will then undertake detailed consultation with all relevant stakeholders including bus companies and local residents.

Delivery options for the implementation of the revised network will also be reviewed and assessed by Nexus as part of the project.

District Specific Targets

The top level indicators overleaf show what the ITA and Nexus intend to deliver in the Network Design Project. The indicators are designed to give an overview of how any new network has improved accessibility.

The detailed network design will pay more attention to local needs and aspirations. Local considerations will drive the network design project; the targets set out here will be met by a bottom up approach. The indicators are designed to reflect access to a variety of key services within 30 minutes travel time by public transport, including an element of walking and waiting time. The detailed design of the network will consider far more variables, including future land use planning, local accessibility issues and local needs.

We envisage that the Network Design Project will be an evolving and on-going process. Land use planning decisions will impact on travel patterns in the county and it is important that the bus network can respond to these changes, serving new areas of employment and housing as they develop. Some of these locations are already being fed into the design project.

The baselines have been calculated using a public transport accessibility model. The 30 minute journey time includes time spent walking to and waiting at the bus stop, and travel time on the bus. The model measures the accessibility of households to their closest (in time) service/centre/hospital, this may be a centre in a neighbouring district or county and will not necessarily be the centre closest to the household.

79 Targets have been set for each District of Tyne and Wear taking a number of factors into consideration:

n Current levels of accessibility: areas and times of day where accessibility is relatively poor will see the greatest levels of targeted improvement;

n Current levels of service provision: frequency enhancements are concentrated in areas and times of day where current services are of low frequency;

n Current journey times: the targets attempt to reflect what can realistically be delivered in the context of current journey times. The project assumes current bus priority measures remain unchanged. As schemes to improve priority measures become fully developed, the intended journey time savings will be incorporated into the network;

n Sustainability: while seeking to improve overall accessibility and service frequencies the Bus Network Design Project will also consider the long-term sustainability of routes and services;

n Land Use Planning and topography: differences in the physical layout of some districts mean that bus service provision between them will differ. Low density housing and commerce, and dispersed development patterns are difficult to serve with buses; an orbital road layout is more difficult to serve than a radial layout.

The targets highlight access to the following key services:

n Newcastle and Sunderland City Centres; n Key local service centres (including significant local shopping areas and a GP surgery). See Table 7 for centres that have been included in the calculation of the baseline; n Major employment sites employing at least 2,000 people, based on the 2001 census data that informs the Local Area Agreement Indicators. See list overleaf for employment sites that have been included in the calculation of the baseline; n General Hospitals. See list for hospitals that have been included in the calculation of the baseline.

80 Targets for each District

Table 2. Gateshead Network Design Project Targets Gateshead Current Daytime Proposed Daytime Current Evening Proposed Evening

Main Centres 54% 56% 40% 42%

Local Service Centres 94% 100% 88% 88% Within (including GP surgery) 30 mins 3 Key Employment Sites 71% 75% 54% 60%

General Hospital 62% 70% 50% 55%

Within 400m of a 77% 77% 42% 45% 10 minute bus service

Within 400m of a 90% 90% 69% 72% 15 minute bus service

Table 3. Newcastle Network Design Project Targets Newcastle Current Daytime Proposed Daytime Current Evening Proposed Evening

Main Centres 92% 92% 78% 82%

Local Service Centres 100% 100% 97% 97% Within (including GP surgery) 30 mins 3 Key Employment Sites 88% 90% 63% 63%

General Hospital 75% 78% 55% 60%

Within 400m of a 95% 95% 59% 63% 10 minute bus service

Within 400m of a 99% 99% 81% 84% 15 minute bus service

81 Table 4. North Tyneside Network Design Project Targets North Tyneside Current Daytime Proposed Daytime Current Evening Proposed Evening

Main Centres 37% 40% 23% 30%

Local Service Centres 99% 100% 94% 94% Within (including GP surgery) 30 mins 3 Key Employment Sites 71% 75% 54% 57%

General Hospital 75% 77% 57% 60%

Within 400m of a 80% 80% 24% 30% 10 minute bus service

Within 400m of a 93% 93% 55% 60% 15 minute bus service

Table 5. South Tyneside Network Design Project Targets South Tyneside Current Daytime Proposed Daytime Current Evening Proposed Evening

Main Centres 18% 25% 13% 20%

Local Service Centres 99% 100% 95% 95% Within (including GP surgery) 30 mins 3 Key Employment Sites 41% 44% 18% 22%

General Hospital 80% 83% 69% 72%

Within 400m of a 83% 83% 52% 55% 10 minute bus service

Within 400m of a 93% 93% 74% 78% 15 minute bus service

82 Table 6. Sunderland Network Design Project Targets Sunderland Current Daytime Proposed Daytime Current Evening Proposed Evening

Main Centres 62% 75% 56% 65%

Local Service Centres 97% 100% 90% 93% Within (including GP surgery) 30 mins 3 Key Employment Sites 59% 75% 35% 50%

General Hospital 53% 75% 33% 50%

Within 400m of a 77% 85% 28% 35% 10 minute bus service

Within 400m of a 86% 95% 67% 75% 15 minute bus service

Table 7. Network Design Project List of Local Centres Gateshead Newcastle North Tyneside South Tyneside Birtley* Benwell, Adelaide Terrace* Killingworth* Boldon Asda* Blaydon* Byker, Shields Road* North Shields Town Centre*Harton Nook * Gateshead Town Centre* Gosforth High Street* Wallsend Town Centre*Hebburn * Low Fell High Street* Kingston Park*Whitley Bay Town Centre * Jarrow* Felling Newcastle City Centre* South Shields Town Centre* Ryton* West Denton Park Centre* Saltwell Road Newburn Whickham Front Street* Great Park* Wrekenton

Sunderland County Durham Northumberland Castletown Chester-le-Street*Blyth * Concord Consett*Cramlington * Doxford Park Durham City*Prudhoe * Fencehouses Seaham* Hetton-le-Hole Stanley* Houghton-le-Spring* Ryhope Seaburn Shiney Row Silksworth Southwick Springwell Sunderland City Centre* Washington Galleries*

*In order to develop the best possible network for each local area, a sub-set of 'local centres' has been chosen for the initial modelling phase; whilst all centres shown provide access to some facilities, those chosen generally represent places that offer a number of different shops, other facilities, and a GP surgery. The list of local centres shown is not intended to be exhaustive and there are a number of other local centres, whose accessibility will be significantly improved by virtue of meeting the targets for the nominated locations.

83 Table 8. Network Design Project List of Main Employment Sites Gateshead Newcastle North Tyneside South Tyneside East Gateshead Business Regent Centre Balliol Business Park Boldon Business Park Park, Felling Business Park MetroCentre DSS Longbenton Cobalt Business Park, Monkton Business Park Silverlink Team Valley Trading Estate Newburn Haugh Business North Shields Town Centre South Shields Town Centre Park & Industrial Estate Chainbridge Ind Estate, Newcastle Business Park Tyneview Park Bede Industrial Estate Blaydon Town Centre Gateshead Town Centre Newcastle Great Park Stephenson Jarrow Town Centre & Industrial Estate Riverside Airport North Tyneside & Bellway Industrial Estates Newcastle City Centre

Sunderland Northumberland County Durham Doxford International Blyth Town Centre Chester-le-Street Business Park Town Centre Rainton Bridge Cramlington Town Centre Stanley Town Centre & Business Park & Industrial Estate Tanfield Lea Industrial Estate North Hylton Business Park Morpeth Town Centre & Consett Town Centre & County Hall Number 1 Industrial Estate Sunderland City Centre Prudhoe Town Centre & Durham City Centre Industrial Estate Washington Galleries Ashington Town Centre Peterlee Town Centre & Industrial Estate Waterview Park Millfield/Deptford Riverside Nissan

Table 9. Network Design Project List of Hospitals Gateshead Newcastle North Tyneside Queen Elizabeth II Royal Victoria Infirmary North Tyneside Freeman Hospital General Hospital

South Tyneside Sunderland South Tyneside Sunderland Royal General Hospital

84 Chapter 7 Targets and performance measurement

The overall effectiveness of this strategy will be measured by the Integrated Transport Authority using the Key Output Measures as specified in Chapter 1 'Purpose'.

A number of more specific targets are outlined in the Action Plans in Chapter 4, in addition to specific milestones. The targets are:

1. Bus punctuality increased to 85% by 2012;

2. District-level service frequency targets set out in Chapter 6 'Bus Network Design Project';

3. District-level accessibility targets set out in Chapter 6 'Bus Network Design Project';

4. Improve customer satisfaction with bus service information from 80% currently to 90% by 2012;

5. Satisfaction with the cost of travel increased to 45%, currently 41%, by 2012;

6. The percentage of passengers feeling unsafe whilst travelling on buses: waiting for buses and walking to bus stops reduced by 5% by 2012;

7. Customer satisfaction with bus cleanliness and condition to be increased to and maintained at over 85% by 2012;

8. Customer satisfaction with provision and condition of shelters improved by 5% by 2012;

9. Awareness of key bus promotion campaigns increased by 10% by 2012;

10. 10% reduction in CO2 emissions per passenger kilometre by 2012.

85 Appendix A: Analysis of Trends (Demographic, Patronage etc)

1 Demographic and public transport changes. Chart 4 shows the change to the Tyne and Wear population since 1999, based on Office of National Statistics mid year estimates. The figures show that the population declined by 1.1% between 1999 and 2004. This represents a continuation of a decline going back some time. Between 1981, the first year in which mid year estimates are available and 2004, the Tyne and Wear population declined by 6.3% representing an actual decline of 73,300.

Since 2004 small increases in population have been recorded meaning the 2007 population was just 0.6% lower than in 1999. The increase has been attributed to a rise in internal domestic and international immigration and an increase in the number of students coming to study in the county. It is uncertain if these trends will be maintained in the future.

Chart 4 Tyne and Wear Population since 1999 (Source: Office of National Statistics mid year estimates) Tyne and Wear Population since 1999

1,100,000

1,090,000

1,080,000

1,070,000

1,060,000

1,050,000 Po pu latio n 1,040,000

1,030,000

1,020,000

1,010,000

1,000,000 1999 2000 2001 2002 2003 2004 2005 2006 20 07 Year

At the same time the number of households owning a car has been increasing. The 2001 census reveals that 42% of households in Tyne and Wear do not own a car, 42% own one car and 16% of households own two or more cars. In 1991 the respective figures were 51%, 38% and 11% .

The Tyne and Wear Household survey suggests that car ownership has increased further and that by 2006, the number of no car households had fallen to 39%, while the number of households with two or more cars increased to 18%40 .

40 Source - Tyne and Wear Household Travel Survey. 2006. Page 6. 86 The extension of the Metro system to Sunderland and South Hylton in 2002 also had an impact on bus use with around a third of passengers transferring from parallel bus routes to Metro. Recent station openings at Simonside and Northumberland Park may have also encouraged modal shift from bus to Metro.

2 Patronage Trends. Between 1999 and 2003 the rate of decline averaged 1.4%. Since 2003 the average rate of decline has accelerated to 2.1% per annum (Chart 2).

The introduction of free concessionary travel has reversed the decline in passenger numbers. In 2006/7 the total number of passengers actually increased by 3.2%, the first increase recorded since 1989. This trend levelled off in 2007/8 with boardings increasing slightly by 0.2% to 133.7 million boardings. Over the same period the number of full fare paying passengers declined by 1.8% and 3.2% respectively. 2008/9 has been an extraordinary year for the bus industry with fuel prices rocketing in the first half of the year, before falling back sharply with the onset of the current economic downturn. The impact has been an increase in bus use among fare paying passengers. The longevity of this trend is uncertain against an unpredictable economic situation.

3 Changing fares and costs. Since 2003 public transport fares in Tyne and Wear have increased by 38%41 against the RPI, increasing by 13% 42 . This is a reflection of rising fuel, labour, engineering and insurance costs within the industry. Over the same period according to the Confederation of Passenger Transport Bus Industry Cost Index bus operating costs have increased by 37% (Chart 3).

Fares have risen to cover rising costs and to protect profit levels (between 2001 and 2006 operating profits have increased in cash terms by over 3.8% while margins have remained virtually unchanged)43 . Bus companies to some extent have been able to protect themselves from rising fuel bills through 'hedging' to protect against sudden fluctuations in prices. The price of oil fell sharply in the second half of 2008 and remains volatile.

4 Service reliability and punctuality. Punctuality on the Tyne and Wear bus network is improving. LTP monitoring suggests that the number of bus services operating within the Traffic Commissioner’s parameters has improved from 71.7% in 2005 to 78.3% in 200744 . Bus companies have been set a stretching target by the Traffic Commissioners to increase this to 95%. The high degree of journey time variability caused by rising congestion makes it difficult for bus companies to set robust and reliable timetables, this in turn can result in poorer punctuality and longer journey times and reduces the attractiveness of the bus to both existing and potential users.

Local councils have invested a significant amount in new bus priority facilities designed to help buses overcome the effects of congestion; however enforcement of these facilities needs to be improved to ensure that buses get the full benefit of them. There are more locations in Tyne and Wear where local councils could invest in bus priority facilities that would improve punctuality and journey times for passengers.

41 Weighted average based on fare data as supplied regularly by bus companies. 42 Office of National Statistics, Retail Price Index, All Items, January 13 1987 = 100. 43 TAS Bus Industry Monitor 2007. Operator local subsidiary financial data. 44 87 LTP Annual Bus Punctuality Monitoring Programme. Improvements in punctuality have been delivered by clamping down on early running, revising timetables to better match current traffic conditions and new bus priority measures. There are only limited gains to be made from further reductions in early running and it is not sustainable to continue lengthening run-times as this increases journey times by bus and reduces the efficiency of the network, further pushing up costs.

5 Perceptions of buses among non-users. Perceptions of bus services among non-users are low. Nexus regularly canvasses both user and non-user opinions on aspects of bus travel. Full details of how user and non-user satisfaction has changed in shown in Appendix B.

6 Industry consolidation. Since deregulation there has been considerable consolidation in the Tyne and Wear bus market. In the PTE areas, the 'big five’45 account for around 90% of all mileage46 . In Tyne and Wear the three large bus companies (Go Ahead, Stagecoach and Arriva) are responsible for over 99% of mileage. 2007 saw three more small independent bus companies acquired by one of the larger groups.

Consolidation within the industry appears to be affecting competition for PTE tendered services which in turn is impacting on costs to the public sector. Tenders commencing October 2007 received on average 6.8 bids; for tenders commencing in January 2008 this fell to 3.1 and tenders commencing in May 2008 have received just 1.5 bids with 6 tenders receiving just 1 bid.

Tender price inflation is currently running at between 6% and 12%. A number of tendered contracts held by smaller bus companies which no longer exist, come up for renewal in the next 2-3 years and it is therefore expected that the trend of tender price inflation will continue.

45 Go Ahead, National Express, Stagecoach, First Group and Arriva. 46 The decline in Bus Services in English PTE Areas: the quest for a solution. Page 11. 88 Appendix B User Satisfaction Surveys

The annual tracking research, in which Nexus surveys the views of 600 bus users in Tyne and Wear has been used to inform and support the development of this Bus Strategy. An overview of this survey, which tracks passenger bus travel satisfaction, is shown in the following charts and tables.

The findings from these surveys demonstrate satisfaction with bus punctuality and reliability has improved. This corresponds with a steady improvement in punctuality as monitored by the LTP programme. The importance rating shows that punctuality and reliability are consistently rated as the most important aspect of bus travel.

Chart 5:

Bus User Satisfaction withBus Service User Satisfaction Quality with Service Quality

90 .0

85 .0

80 .0

75 .0

70 .0 % Satisfied

65 .0

60 .0

55 .0

50 .0 2004 2005 2006 2007 2008

Bus Punctuality Bus Reliability Sp ee d o f j ou rn ey Helpfulness of driver Bus punctuality Bus reliability Speed of journey Helpfulness of driver

Table 10: Bus User Satisfaction with Service Quality Satisfaction Rating 2004 2005 2006 2007 2008 Bus punctuality 62.1 62.3 64.5 74.0 76.2 Bus reliability 62.1 65.3 64.8 75.6 81.7 Speed of journey 71.7 75.8 70.8 76.4 80.0 Helpfulness of driver 67.5 72.2 65.2 73.7 75.3

Table 11: Bus User Service Quality Importance Rating Importance rating 2004 2005 2006 2007 2008 Bus punctuality 94.5 92.9 91.2 93.7 97.2 Bus reliability 94.6 93.7 92.6 94.5 97.1 Speed of journey 81.2 78.2 86.7 82.9 72.2 Helpfulness of driver 89.4 89.2 87.1 89.8 95.2

89 Investment in vehicles by bus companies is reflected in the improvement in satisfaction with vehicle quality.

Chart 6: Bus User Satisfaction with Vehicle Quality

Bus User Satisfaction with Vehicle Quality

85 .0

80 .0

75 .0

70 .0

% Satisfied 65 .0

60 .0

55 .0

50 .0 2004 2005 2006 2007 2008

Comfort on bus Cl ea n lin es s on Bus Comfort on bus Cleanliness of bus

Table 12: Bus User Satisfaction with Vehicle Quality Satisfaction Rating 2004 2005 2006 2007 2008 Comfort on bus 71.9 75.1 72.9 76.6 83.3 Cleanliness on bus 65.6 72.3 71.1 73.9 79.8

Table 13: Bus User Vehicle Quality Importance rating Importance rating 2004 2005 2006 2007 2008 Comfort on bus 86.1 85.1 89.0 86.3 87.1 Cleanliness on bus 89.6 89.2 91.5 89.3 95.1

90 Personal security indicators are showing a general improvement, with the exception of the behaviour of other passengers. Safety and security issues consistently receive high importance ratings.

Chart 7: Bus User Satisfaction with Personal Security

Bus User Satisfacti on wi th Per sonal Security

85 .0

80 .0

75 .0

70 .0

% Satisfied 65 .0

60 .0

55 .0

50 .0 2004 2005 2006 2007 2008 Per son alPersonal sec uri ty o n b us securityPersonal on security bus walking to/fromPersonal stop securityPersonal secur walking ity at stop to/fromBehaviourof bus otherpassengers stop Personal security at stop Behaviour of other passengers

Table 14: Bus User Satisfaction with Personal Security Satisfaction Rating 2004 2005 2006 2007 2008 Personal security on bus 75.0 76.7 72.6 78.4 82.7 Personal security walking to/ 75.2 76.7 72.0 67.8 82.1 from stop Personal security at stop 66.3 73.3 66.3 72.0 75.0 Behaviour of other passengers 64.9 72.2 70.4 72.5 66.4

Table 15: Bus User Personal Security Importance Rating Importance rating 2004 2005 2006 2007 2008 Personal security on bus 90.1 91.2 91.0 90.7 92.9 Personal security walking to/ 89.2 89.2 88.8 89.5 90.8 from stop Personal security at stop 92.4 91.3 90.2 91.0 95.1 Behaviour of other passengers 90.2 90.8 89.4 90.6 94.4

91 While satisfaction with information at stop and bus numbers recorded on bus stop plates has improved, there has been a marked deterioration this year in satisfaction with the cost of bus travel.

The research also suggests that passenger value information provision more than they do the cost of travel. Although satisfaction with cost has declined sharply, the importance rating attributed to cost has also declined.

Chart 8: Bus User Satisfaction with Ticketing and Information Bus User S ati sfaction with Ticketing & I nformation

90 .0

85 .0

80 .0

75 .0

70 .0

65 .0 % Satisfied 60 .0

55 .0

50 .0

45 .0

40 .0 2004 2005 2006 2007 2008

Cos t of Tickets CostRange of of tickets tickets Bu s n Range um be rs o n plof ate ticketsInformation at stops Bus numbers on plate Information at stops

Table 16: Bus User Satisfaction with Ticketing and Information Satisfaction Rating 2004 2005 2006 2007 2008 Cost of tickets 65.4 72.0 62.3 60.2 41.4 Range of tickets 72.0 74.0 70.1 70.6 62.4 Bus numbers on plate 62.9 74.6 67.0 74.1 81.8 Information at stops 56.6 71.0 64.6 72.4 79.7

Table 17: Bus User Ticketing and Information Importance Rating Importance rating 2004 2005 2006 2007 2008 Cost of tickets 85.0 80.1 83.6 82.1 70.2 Range of tickets 76.3 69.4 76.2 75.3 60.7 Bus numbers on plate 92.1 89.9 89.2 89.0 96.0 Information at stops 92.8 91.0 90.7 90.7 97.3

92 Satisfaction with waiting facilities has improved, but the upward trend is less pronounced than for some other aspects, including information provision and vehicle quality. The importance ratings also show that passengers attribute high importance to the condition and provision of shelters.

Chart 9: Bus User Satisfaction with Passenger Shelters Bus User S atisfaction wi th P assenger S helters

90.0

85.0

80.0

75.0

70.0

65.0 % Satisfied 60.0

55.0

50.0

45.0

40.0 2004 2005 2006 2007 2008 Provis ion ofProvision shel ter ofCondition shelter of shelter ConditionLighting at stop of shelterClealiness of shleter Lighting at stop Cleanliness of stop

Table 18: Bus User Satisfaction with Passenger Shelters Satisfaction Rating 2004 2005 2006 2007 2008 Provision of shelter 53.4 71.3 64.1 69.0 71.9 Condition of shelter 50.8 62.1 60.1 63.6 64.1 Lighting at stop 55.9 66.0 60.3 56.6 64.0 Cleanliness of shelter 49.7 60.0 58.5 63.1 61.1

Table 19: Bus User Passenger Shelter Importance Rating Importance rating 2004 2005 2006 2007 2008 Provision of shelter 91.8 91.1 90.9 88.6 92.9 Condition of shelter 92.1 90.8 90.0 89.4 94.9 Lighting at stop 92.8 88.0 88.8 88.0 94.6 Cleanliness of shelter 92.0 92.0 90.7 89.2 96.0

93 Additional Research

Additional information gathered in spring 2008 revealed more about why residents gave their bus service high or low satisfaction ratings. The most significant reason for either a good or a bad rating related to service frequency as shown below.

Responses to;

Why do you think your bus service is good? Frequent service 246 58% Good value for money 76 18% Quick journey time 115 27% Connects well with other services 119 28% Takes me where I want to go 203 48% Other 145 34%

Why do you think your bus service is poor? Services are infrequent 51 52% Too expensive 15 15% Journey takes too long 21 21% Does not connect well with other services 17 17% I have to change to get to where I want to go 18 18% Other 45 46% N.B. Respondents were allowed to select more than one option

When asked to define what minimum level of service they would regard as being good at various times of the day respondents replied.

Weekday and Saturday Daytime Service Every 10 minutes 49.4% Every 15 minutes 41.3% Every 30 minutes 8.7% Every hour 0.4% I would never travel by bus 0.1%

Evenings Every 10 minutes 10.9% Every 15 minutes 47.0% Every 30 minutes 34.8% Every hour 1.8% I would never travel by bus 5.3%

94 Sunday Daytime Every 10 minutes 5.5% Every 15 minutes 32.4% Every 30 minutes 51.0% Every hour 6.4% I would never travel by bus 4.7%

Respondents were also questioned about their attitude towards interchange. When questioned about changing between Metro and bus;

n 60% agreed they would interchange if it made their journey quicker; n 56% agreed they would interchange if connecting bus service were more frequent; n 53%agreed they would interchange if the Metro service was more frequent; n 23% agreed that they didn't like interchange and would never interchange.

95 Appendix C: Consultation

The ITA and Nexus have consulted widely on this strategy. A list of the key consultees is shown below. In addition the general public have been consulted via the Nexus Consultation Panel and where possible presentations to a variety of local community groups, organisations and area forums.

Nexus Consultation Panel are members of the general public who have volunteered their time, knowledge and experience to impartially respond to structured questionnaires about different aspects of public transport, this may include: making improvements for disabled people, launching a new information service or polling public opinion. The panel currently consists of 1460 members covering Sunderland, Newcastle, Gateshead, North Tyneside and South Tyneside.

The consultation has informed the final document. It demonstrated that we were concentrating on the correct areas, however the top priorities emerged as being punctuality of local buses and safety/security issues while waiting for and travelling on public transport. To this end we have re-visited these Action Plans to see what we can do to bring greater improvements in these areas.

You also told us that the attitude of some drivers was also a problem and a deterrent to bus use. While the vast majority of bus drivers are very professional at what they do and offer excellent customer service, we accept that there are a few examples where the customer service provided by drivers falls short of what we would like. To this end we have changed the actions to reflect the whole journey experience, with the inclusion of customer service.

Significant work has gone into clarifying what Actions we will take to deliver this Strategy, both in terms of the Action Plans and in Chapter 5 where we outline the partnerships we envisage forming with bus operators.

List of formal consultees: The Association of North East Councils North East Chamber of Commerce Age Concern Northumberland & Durham County Councils Community Transport Association North East Combined Activists Community Transport Providers The North East Regional Assembly Confederation of British Industry Northern Rail Confederation of Passenger Transport Northumbria Police Council for the Protection of Rural England Northumbria University Department for Transport One North East Friends of the Earth Primary Care Trusts Government Office North East Sunderland University Homes and Community Agency Sustrans Local authorities within Tyne and Wear Traffic Commissioner Local Bus Companies Transport for All Local Colleges Youth Parliament Newcastle University VODA Natural England VONNE 96 Results of Consultation

The following is a true representation of responses from the Bus Strategy Consultation exercise. Theme You told us Respondent What we did

Punctual Timetables are Public The Actions within Chapter 4 section 1 and fast unrealistic and buses have been revised to reflect these issues, services frequently run late in particular Action 1.1 ‘Using delay because the timetables monitoring programmes on key do not take into corridors, design and deliver bus consideration the corridor improvements to target journey increased traffic, traffic time and reliability’ and 1.7 ‘Design lights and the reduction bus network based on realistic and in speed limits. achievable timetables taking account of highway congestion’ We also anticipate that the Bus Network Design Project will potentially be able to help at individual route level.

Punctual The issue of 'making Police The aim is to speed up bus services via and fast bus journeys quicker increased priority measures rather than services and more frequent' unrealistic scheduling. All bus timetables could compromise road will be tested for robustness before safety through the being registered with the Traffic demands of the Commissioners. timetable and/or reduce the number of stops, which would conflict with other objectives.

Punctual Total journey time Local council The Bus Network Design Project has and fast should be kept to a been identified as the best mechanism services minimum; this includes for dealing with this issue. waiting time, on-bus time and interchange time.

Punctual There needs to be more Public The Actions within Chapter 4 section 1 and fast focus on bus priority have been revised to reflect these issues, services and the removal of cars in particular Action 1.3 ‘Develop plans from key bus-access to improve enforcement of bus priority roads, especially in lanes and reduce illegal car parking at Newcastle. bus stops’ and 1.4 ‘Promote priority lane enforcement to motorists’.

97 Theme You told us Respondent What we did

Punctual You felt it is much better Public The Actions within Chapter 4 section 1 and fast to have buses running have been revised to reflect these issues, services on time, even if that in particular Action 1.1 ‘Using delay means fewer of them. monitoring programmes on key Reliability is the key. corridors, design and deliver bus corridor improvements to target journey time and reliability’. This will improve bus reliability.

Punctual It is equally as Public We hope this can be achieved through and fast important that buses do the delivery of the bus priority measures services not come early as well on key bus corridors and through the as later than expected. delivery of those actions outlined in Chapter 4 section 1.

Punctual Buses should have Public The Actions within Chapter 4 section 1 and fast priority over other have been revised to reflect these issues, services modes of transport on in particular Action 1.3 ‘Develop plans certain routes, i.e. cars to improve enforcement of bus priority and lorries. lanes and reduce illegal car parking at bus stops’ and 1.4 ‘Promote priority lanes enforcement to mortorists’. We also anticipate that the Bus Network design project will potentially be able to help at individual route level.

Improve How has the public Regional This has been revised and expanded in frequencies transport element of the Development Chapter 2. recent Transport Agency Innovation Fund work been used to inform the Bus Strategy.

Improve There are more shift Public We acknowledge that this is an issue frequencies workers than ever. To and will endeavour to ensure this is decrease car use, can adequately addressed within the you investigate forthcoming Secured Services Strategy. improving early buses at weekends, particularly Sundays.

98 Theme You told us Respondent What we did

Meet Does the smaller bus Local council The Actions within Chapter 4 section 3 accessibility companies include taxis have been revised to reflect this issue, in needs that are registered for particular Action 3.8 ‘Investigate where certain bus services, or better integration between bus and taxi do taxis need to be services can bring benefits to added where they form passengers’. part of the 'bus' service network?'.

Meet Often getting to a bus LSP The Actions within Chapter 4 section 3 accessibility stop can be quite a have been revised to reflect this issue, in needs distance from where particular Action 3.6 ‘Quantify the people live. benefits and implications of reducing the standard walking distance to a bus stop from 400 meters to 300 meters’.

Meet A network designed Bus company Improving accessibility is a key policy accessibility around actual and objective of the ITA and the local needs potential use is self councils, it is therefore legitimate that evidently more efficient public expenditure by these bodies is and more effective than focused in these areas. one based on abstract theoretical projections of social need.

Meet The hours of operation Local council The Actions within Chapter 4 section 3 accessibility of key bus services have been updated to include Actions needs should be increased, that investigate improvements to service with the full range of delivery of which, this is one of the tickets accepted on late elements. night services.

Meet The strategy should aim Local council We acknowledge that this is a growing accessibility to provide night services issue and will endeavour to ensure this needs which serves key areas. is adequately addressed within the forthcoming Secured Services Strategy

Meet You are concerned that Local council Although we do agree, this issue will be accessibility up to date Demand dealt in much more depth by our needs Responsive Transport Secured Services Strategy. has found relatively few users in North Tyneside.

99 Theme You told us Respondent What we did

Meet All buses should be Public The Actions within Chapter 4 section 7 accessibility easy access to allow have been revised to reflect this issue, in needs disabled people and particular Action 7.1 ' Make low floor people with young vehicles a condition of all tendered children to be able to service contracts` and 7.4 `Make low travel on all buses. floor vehicles condition for any agreements with operators`.

Meet Services need to reflect Public We will identify and implement schemes accessibility the needs of people as to improve social inclusion, 1 per district needs opposed to the need to by 2010 (Action 3.4) and will investigate raise revenue or make a improvements to the delivery of socially profit. Where taxi buses necessary services and Flexible are used they should Transport (Action 3.3). These projects reflect the needs of local will be focused on social needs not people. For example profit. taxi buses do not run when they are needed i.e. early evening.

Accurate Operators take off Local council We will develop a standard suite of information services and change information products for all local public bus numbers without transport (Chapter 4 section 4.5) and letting the customer will `Introduce new timetabling software know. to support delivery of information in a variety of formats` (Action 4.2). These key Actions along with our commitment to Action 4.6 `Work in partnership to minimise changes to bus network to establish a stable product with marketing, communications and information benefits` will help to address this issue.

Accurate Better information to Public The Actions within Chapter 4 section 4 information passengers is vital. have been revised to reflect these issues, in particular Action 4.1 `Conduct market research into customer requirements for information provision and distribution, use findings to develop a comprehensive Information Delivery Strategy` and 4.2 `Introduce new timetabling software to support delivery of information in a variety of formats.

100 Theme You told us Respondent What we did

Accurate Children and young LSP We will conduct market research into information adults are often customer requirements for information confused by buses and provision and distribution and will use how they work. findings to develop a comprehensive information delivery strategy (Action 4.1). Action 4.10 has also been revised to target these groups `develop web- based information service geared towards young adults’.

Accurate You need 'a real time Voluntary The Actions within Chapter 4 section 4 information system with access to organisation have been revised to reflect these issues, audible information on in particular Action 4.3 ‘Progress demand and roll-out of Real Time Information across refreshable text displays Tyne and Wear, develop SMS and for all' ideally 'there web-based real time information’. If should be working Real Time Information Strategy is systems on all successfully implemented then audible super-routes by the end information may be an option. of the plan’.

Accurate Nexus must update its Local council The Actions within Chapter 4 section 4 information procedure to ensure have been revised to reflect these issues, that up-to-date in particular Action 4.6 `Work in information on routes partnership to minimise changes to bus and timetables be network to establish a stable product provided both at bus with marketing, communications and stops and online. information benefits` and 4.11 which is focused on improve awareness of service changes.

Accurate 'Aiming to ‘minimise Local council Feedback has shown us frequent service information bus service changes’ is changes cause confusion for passengers not appropriate'. and has been highlighted as an issue via the consultation process. Frequent changes add to costs of information provision. Minimise changes does not preclude introducing new services or re- routing to serve new developments.

101 Theme You told us Respondent What we did

Accurate Routes and service Public The Actions within Chapter 4 section 4 information numbers should not be have been revised to reflect these issues, regularly subjected to in particular Action 4.6 `Work in change without full partnership to minimise changes to bus consultation with the network to establish a stable product public whose route with marketing, communications and and/or service is being information benefits`. considered for change.

Delivery ..more emphasis should Voluntary We have taken this on board and have be placed on how the organisation significantly revised our Action Plans proposals could be and have placed more emphasis on delivered by Nexus. how we are planning to deliver our proposals.

Delivery It is vital that joint Local council The Actions within Chapter 4 section 9 working practices are have been revised to reflect these issues, carried out with private in particular Action 9.5 ’Link public sector partners (such as transport actions to wider objectives of Business Parks). Smarter Choices project in Travel Marketing’.

Delivery You questioned the Local council Partnership working is one of our key viability of delivering the Actions Points - Action 6.2 states we will outcomes of the project `Improve partnership working to raise through partnership awareness of bus network policing working. issues and access additional resources`.

Delivery We need to manage Public The delivery of the forthcoming Bus expectations once the Network Design Project will help to consultation process manage these expectations. begins as revenue funding may have an effect on what can be delivered.

Fares and We need a ticketing Local council The Actions within Chapter 4 section 5 ticketing system which is have been revised to reflect these issues, transferable between in particular Action 5.4 ‘Refine and operators instead of develop integrated ticketing options’. having to buy separate tickets.

102 Theme You told us Respondent What we did

Fares and ’The delivery of a fare Public This reference has now been removed ticketing structure that is simple and Actions within Chapter 4 section 5 and easy to understand’ have been revised to reflect these issues, - why is this for the in particular Action 5.4 ‘Refine and longer term, isn't this develop integrated ticketing options’. easier than say smart ticketing to implement?

Fares and You feel fares should be Local council Actions within Chapter 4 section 5 have ticketing cheaper and consistent been revised to reflect these issues, in increases in fares are particular we will be conducting market putting people off using research into customer requirements for the buses. What will we ticket products and use findings to do to resolve this? develop a comprehensive Fares and Ticketing Strategy (Action 5.1) and we will pilot a flat fares initiative the East Gateshead Partnership Area. (Action 5.6).

Fares and All services should be Public Actions within Chapter 4 section 5 have ticketing under the one umbrella. been revised to reflect these issues, in Use of a card like the particular Action 5.4 ‘Refine and Oyster card in London develop integrated ticketing options’. would be ideal. No hassle, it could also be used on the underground and buses. Just top it up when needed.

Fares and At the moment, 16 is Public Actions within Chapter 4 section 5 have ticketing the cut off age of child been revised to reflect these issues, in fares. Why is this not particular Action 5.5 ‘Examine use of increased to 17 as the new ‘well being’ powers to offer fares law now stipulates support to those who cannot afford to young adults must pay the full cost of travel on public attend education until transport as part of the Multi Area this age. Agreement’.

Fares and Many children are not Voluntary Action 9.6 ‘Promotion of ticketing ticketing aware of the existence organisation options available’ has been developed of CAT/U16 card, this to ensure effective communication of could be better available tickets and options. publicised.

103 Theme You told us Respondent What we did

Fares and We need to implement Voluntary We will be conducting market research ticketing ’schemes offering organisation into customer requirements for ticket reduced fares... and products and use findings to develop a deliver a fare structure comprehensive Fares and Ticketing that is simple and easy Strategy (Action 5.1) and we will pilot a to understand’. flat fares initiative the East Gateshead Partnership Area.

Fares and Off-bus ticket sales Local council Actions within chapter 4 section 5 have ticketing should be actively been revised to reflect these issues, in pursued. particular Action 5.4 ‘Refine and develop integrated ticketing options’.

Fares and Value for money needs Public Actions within Chapter 4 section 5 and ticketing to be better - buses 10 have been revised to reflect these need to be more issues, in particular Action 10.4 competitive with the cost ‘Participate in research to improve fuel of using a car - why use efficiency, evaluate hybrid vehicle and a bus when it costs alternative fuels’ and Action 5.3 more. ‘Develop new and intermodal price products enabled by smart ticketing via Network Ticketing Limited’ .

Fares and Ticket pricing should to Local council Actions within Chapter 4 section 5 have ticketing the greatest extent been revised to reflect these issues, in minimise the particular Action 5.4 ‘Refine and interchange penalty. develop integrated ticketing options’.

Integration Integration must meet Voluntary Actions within Chapter 4 section 3 have the needs of all users organisation been revised to reflect these issues, in and should include particular Action 3.8 ‘Investigate where Community Transport, better integration between bus and taxi Taxi Link, Link up and services can bring benefits to Park and Ride passengers’. schemes.

Integration Integrated is not defined Bus company We have removed the draft integration at all in the document. actions and have incorporated these developments the other Action Plans.

Integration If integration is Bus company A subjective statement with which many suggesting scheduling would agree but feedback from the buses to co-ordinate or consultation suggests people want better connect then we believe co-ordination of schedules. we have one of the most integrated networks in the world. 104 Theme You told us Respondent What we did

Safety and ‘Making people safe Police Actions within Chapter 4 section 6 have security both when using the bus been revised to reflect these issues, in and waiting at bus stops particular Action 6.4 ‘ Extend CCTV and stations’. coverage on vehicles and at passenger waiting facilities’.

Safety and Review and develop Police The Actions within Chapter 4 section 6 security effective links between have been revised to reflect these issues, the Nexus Bus Personal in particular Action 6.2 ‘Improve Security coordinator partnership working to raise awareness and local police of bus network policing issues and intelligence units access additional resources’. through the police analysts.

Safety and Bus stops should be lit Public We agree and have addressed this issue security for safety and to assist in Action 8.4 ‘Increase the number of lit use of timetable and bus shelters. Where cost of providing reduce anti social electrical supply is prohibitive install behaviour. solar powered lights’.

Safety and Nexus should aim for Local council Action 8.6 ‘Improve staffing levels at security more permanent and interchange facilities’ and Action 6.5 visible staffing of bus ‘Strengthen surveillance patrols by stations and uniformed personnel across the interchanges. network’ have been developed to address this issue.

Safety and How will you reduce the Public The Actions within Chapter 4 section 6 security fear of crime on public have been revised to reflect these issues, transport? in particular Action 6.5 ‘Strengthen surveillance patrols by uniformed personnel across the network’.

Safety and What will you do to Regional Action 6.2 has been further developed Security improve relationships Development to improve links to the Police. with other major Agency authorities like the Northumbria Police.

105 Theme You told us Respondent What we did

High quality The service standards Voluntary The Actions within Chapter 4 section 7 vehicles must include a organisation have been revised to reflect these issues, procedure for the in particular Action 7.2 ‘Agree assessment of driver satisfaction targets for all driver attitudes motivation, training, and customer care as part of conduct, attitude and partnership agreements’. performance if a high quality on-board experience is to be achieved’.

High quality It is only Nexus’ Bus company Action 7.1, ‘Make low floor vehicles a vehicles reluctance to pay for condition of all tendered service low floor buses that contracts’, commits Nexus to this prevents us from agenda. achieving 100% in Tyne and Wear.

High quality All bus services in Tyne Public The Actions within Chapter 4 section 7 vehicles and Wear to be have been revised to reflect these issues, operated by low floor in particular Action 7.4 ’Make low floor buses. vehicles condition for any agreements with operators’.

High quality One of the main, but Public The Actions within Chapter 4 section 7 vehicles intangible factors, is the have been revised to reflect these issues, driver’s approach. The in particular Action 7.2 ’Agree difference a friendly, satisfaction targets for all driver attitudes cheerful, polite and and customer care as part of helpful driver can make partnership agreements’. is enormous - what will Nexus do to improve this element?

High quality We need to provide Voluntary The Actions within Chapter 4 section 8 waiting more bus shelters where organisation have been revised to reflect these issues, facilities possible. in particular Action 8.2 ‘Increase provision of new shelters’

High quality Nexus should consider Local council We agree and this issue will be waiting a reappraisal of bus considered as part of our partnership facilities stop locations. proposals.

106 Theme You told us Respondent What we did

Improve We wish to see bus Local council The Actions within Chapter 4 section 4 marketing route branding being have been revised to reflect these issues, supported at bus stops in particular Action 4.5 develop and and timetables. agree standards of design for bus stop flags and timetables, secured service paper timetables and maps.’.

Minimise You need some LSP We have clarified this term in our emissions clarification on glossary ‘These relate to acceptable emissions target i.e.. emission standards set by European What is Euro IV and Union directives. The standard of the how does it relate to engine e.g. Euro II, Euro III etc indicates carbon or air quality. that the engine meets increasingly stringent standards’.

Minimise There should also be a Local council The Actions within Chapter 4 section 10 emissions target for the proportion have been revised to reflect these issues, of vehicles meeting the in particular Action 10.2’ Determine higher Euro V minimum standard of bus to be standard‘. operated in partnerships’.

General Context of LAA targets LSP We agree and the new key output needs to be considered. measures for the ITA are aligned to LAA targets.

General A recent survey carried Voluntary The Actions within Chapter 4 sections 1 out by the elders council organisation and 7 have been revised to reflect these bus users identified bus issues, in particular Action 7.2’ Agree timekeeping and driver satisfaction targets for all driver attitudes attitude as the two most and customer care as part of serious problems. partnership agreements’.

General What is 'Increasingly Local council We have expanded on the term satisfied' and what is the `increasingly satisfied`, in Chapter 3, to means of monitoring include ‘comfort of buses, and the this? How reliable and provision of waiting facilities and significant is the information’. Additional information and information? evidence of this statement has also been supplied in Appendix B.

General What defines easy Local council This ambiguous reference has been reach? removed and replaced with more appropriate wording example: ’households are within 400m of a service’.

107 Glossary

Air Quality Management Areas/AQMAs - these are areas where the level of pollutants in the air exceed levels set by the National Air Quality Objectives. Local counties must declare these areas and develop Action Plans to tackle the pollution and improve air quality.

Automatic Vehicle Location/AVL - this is an intelligent transport system that uses satellite technology to locate buses. This information can then be used to deliver Real Time Information to passengers and can be linked to Urban Traffic Management and Control systems.

Bus corridors - roads and streets that are busy bus routes, normally used by more than one bus service.

Bus service punctuality -the punctuality of service in terms of buses arrive on time (on time as stipulated by the Traffic Commissioners, no more than five minutes late or one minute early).

Bus service reliability -the reliability of a bus service in terms of buses turning up or not.

Bus kilometres -ameasure of the size of the network based on the number of kilometres travelled by buses.

Bus Service Operators Grant (BSOG) -the support given to bus companies from central government, currently paid in the form of a partial rebate on the fuel duty paid by operators for fuel used operating scheduled bus services.

Commercial bus network -the bus network that is provided by operators at their own risk with no subsidy from Nexus.

Concessionary Travel -subsidised fares schemes. There is a national free fare scheme for older and disabled passengers and a local subsidised fare scheme for children under 16 in Tyne and Wear. Both schemes are administered by Nexus.

Deregulation -the deregulation of buses took place in 1986. Deregulation removed council controls over routes, services and fares and allowed bus companies to decide these on the basis of profitability. After 1986 the role of local councils in bus services has been confined to subsidising services that are socially necessary but can not be operated profitably.

Disability Discrimination Act (DDA) -the Act of Parliament that makes it unlawful to discriminate against disabled people in connection with employment and the provision of goods and services.

'Euro' engine standards -these relate to acceptable emission standards set by European Union directives. The standard of the engine e.g. Euro II, Euro III etc indicates that the engine meets increasingly stringent standards.

108 Integrated transport system - a public transport network where timetables and services are co-ordinated as much as possible to make it easier to change between bus services and between bus and Metro. Rather than competing, services complement each other.

Local Transport Act (2008) -government legislation that will reform the way local transport outside London is organised and provided.

Local Transport Plan (LTP) -the policy document setting out the five local councils’ and Nexus’ plans for local transport up to 2011.

Multi-modal ticketing -ticketing schemes that enable one ticket to be used on more than one transport mode (e.g. bus and Metro) or operator (e.g. Stagecoach and Arriva). Network Travel tickets and Transfares are current examples.

Integrated Transport Authority (ITA) -the political body that oversees the activities of Nexus (the Passenger Transport Executive) comprising councillors from the 5 district authorities in Tyne and Wear.

pteg the Passenger Transport Executives Group- The association of PTEs that are responsible for public transport planning in former English metropolitan county areas outside London.

Real-time Information -this is information that is relayed to passenger that tells them how their bus service is running in 'real time' thus alerting passengers when buses are running late.

Retail Price Index (RPI) -agovernment measure of how fast prices are rising (inflation). The RPI is a general measure of inflation in the economy.

Secured bus network -the bus network that only operates because of subsidy provided by Nexus.

‘Smartcards’ -a technologically advanced form of ticketing that can be adapted to allow a variety of different ticketing options e.g. multi-modal, single operator, off peak only etc. The London Oystercard is an example of smartcard ticketing.

Superoutes -core bus services in Tyne and Wear that meet Superoute criteria, these cover vehicle quality, times of operation and service frequency.

Urban Traffic Management Control -this is an intelligent traffic management system that helps cut down on congestion by more effectively controlling traffic lights at key junctions. It can interact with Automatic Vehicle Location systems to speed up bus services by giving them priority at traffic lights.

109 References

Tyne and Wear Local Transport Plan 2006-2011, Tyne and Wear: Local Transport Plan Core Team Available at: http://www.tyneandwearltp.co.uk/core.nsf/a/ltp2_ltp2maindoc

Tyne and Wear Local Transport Plan Delivery Report 2001 - 2006. Tyne and Wear: Local Transport Plan Core Team. Available at: http://www.tyneandwearltp.co.uk/core.nsf/a/ltp2_ltp1deliveryreport

Tyne and Wear Household Travel Survey. 2006. Tyne and Wear Local Transport Plan Core Team Available at: http://www.tyneandwearltp.co.uk/wwwfileroot/regen/ltp/HouseholdSurveyReport.pdf

Putting Passengers First. The government's proposals for a modernised national framework for bus services, 2006, Department for Transport. Available at: http://www.dft.gov.uk/pgr/regional/buses/secputtingpassengersfirst/pdfputtingpassfirst

Local Transport Act. 2008. House of Commons, Public Acts before Parliament. Available at: http://www.publications.parliament.uk/pa/cm200708/cmbills/106/08106.i-vi.html

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The Future of Transport White Paper CM 6234, 2004, Department for Transport. Available at: http://www.dft.gov.uk/about/strategy/whitepapers/fot/

North East of England Plan, Regional Spatial Strategy to 2021, 2008, Government Office for the North East. Available at: http://www.northeastassembly.gov.uk/document.asp?id=887

Nexus Annual Statistics Report 2006/7, 2007, Nexus. Available at: http://www.tyneandwearltp.co.uk/wwwfileroot/regen/ltp/Nexusstats200607.pdf

Local Bus Service Support Options for Reform, Consultation Paper, 2008, Department for Transport Available at: Http://www.dft.gov.uk/consultations/closed/bussubsidy/condoc.pdf

110 Tyne and Wear Transport Innovation Fund: Development of a Public Transport Strategy.

The CfIT report 2002: public attitudes to transport in England, 2002 UK, Commission for Integrated Transport. Available at: http://www.cfit.gov.uk/docs/2002/mori2002/mori2002/05.htm

Transitions: Young Adults with Complex Needs. 2005. Social Exclusion Unit. Office of the Deputy Prime Minister. Available at: http://www.cabinetoffice.gov.uk/~/media/assets/www.cabinetoffice.gov.uk/social_exclusion_tas k_force/publications_1997_to_2006/transitions_young_adults%20pdf.ashx

Towards a Sustainable Transport System: Supporting Economic Growth in a Low Carbon World, 2007, Department for Transport. Available at: http://www.dft.gov.uk/about/strategy/transportstrategy/pdfsustaintranssystem.pdf

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The Decline of Bus Services in English PTE Areas: The Quest for a Solution, 2006, NERA Economic Consulting, Passenger Transport Executives Group. Available at: Http://www.pteg.net/NR/rdonlyres/89AE8F91-68C5-4E58-92B3- 8145DCDB7E87/0/NERABusServicesinEnglandFinalReport_DoubleSided_260906.pdf

A Bulletin of Public Transport Statistics: Great Britain, 2003, Department for transport Available at: http://www.dft.gov.uk/pgr/statistics/datatablespublications/public/annualbulletins/abulletinofpu blictransportst5264

Scenarios and Opportunities for reducing greenhouse gasses and pollutant emissions from bus fleets in PTE areas, 2008 PTEG. Available at: http://www.pteg.net/NR/rdonlyres/601B04E7-2FD2-4245-94FF- 6B4F74F2361E/0/PTEG_busttrreportv13final.pdf

111 Attitudes to Transport Issues in England, Department for Transport, 2003. Available at: Http://www.dft.gov.uk/pgr/scienceresearch/orresearch/opinionpolls/attitudestotransportissuesi 1910?page=1

Plymouth Passenger Transport Strategy, Public Transport Information Strategy 2006 - 2011, Plymouth City Council, 2006. Available at: http://www.plymouth.gov.uk/3_public_transport_information_strategy_passenger_transport.pdf

Social Exclusion and the provision of public transport, Department for Transport, 2000. Available at: http://www.dft.gov.uk/pgr/inclusion/se/socialexclusionandtheprovisi3262

Attitudes to local bus services, Department for Transport, 2002. Available at: http://www.dft.gov.uk/pgr/statistics/datatablespublications/trsnstatsatt/earlierreports/attitudestol ocalbusservices

Obtaining Best Value for the Public Subsidy to the Bus Industry, Commission for Integrated Transport, 2002. Available at: http://www.cfit.gov.uk/docs/2002/psbi/lek/pdf/conclusions.pdf

From workhorse to thoroughbred: a better role for bus travel. Department for Transport 1999. Available at: http://www.dft.gov.uk/pgr/regional/buses/gen/fromworkhorsetothoroughbreda3567?page=1 #a1000

Public Attitude to transport: Knowledge review of existing evidence, University of the West of England, June 2008.

Wikipedia, Bus Deregulation. Available at: Http://en.wikipedia.org/wiki/Bus_deregulation

112 If you require any further information or would like to comment, please write or email:

Bus Strategy Strategy Department Nexus House St James’ Boulevard Newcastle upon Tyne NE1 4AX

[email protected]

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