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Home , Arriva Midlands, Arriva North East, Arriva North West, Arriva Southern Counties, Arriva Yorkshire, Bluebird Bus and Coach

MOVING FO RWA RD NEW OPPORTUNITIES, NEW PASSENGERS

Confederation of Passenger Transport UK Drury House 34-43 Russell Street WC2B 5HA

Telephone: +44 020 7240 3131 Facsimile: +44 020 7240 6565

Email: [email protected] Members’ Website: www.cptmembers-uk.org 2 / 3

CONTENTS Introduction 4 Executive Summary 6 What Passengers Want 8 Why Partnership Works 10 Opportunity for Growth 12 The Success Stories – the Fastest Growing Networks 14 Investing for Success 16 Success in Major Urban Areas 18 - Greater 20 - 22 - South 24 - 26 - 28 - 30 Partnerships Working 32 - East of 32 - Midlands 32 - North 33 - North West 33 - 34 - South East 35 - South West 37 - Wales 38 Jargon Buster 39 4 / 5

INTRODUCTION

BUSES MUST BE GIVEN THE CHANCE TO OPERATE done. This report outlines what IN THE BEST CONDITIONS POSSIBLE. happens when working in partnerships works.

In the report we set out a vision As car ownership continues to grow achieved by working with other of how bus users, operators and disproportionately to road capacity, organisations to develop solutions transport authorities can move congestion continues to choke our that cut through congestion. forward in partnership. Crucially roads. One solution has been must be given the chance it highlights that there are new around for a long time, is very to operate in the best conditions and exciting opportunities for bus familiar to people and is proven to possible. growth that are within our grasp. remove cars from roads. The bus. The bus is the safest and most More people are using the bus and important mode of local transport. a great deal of work around the THE CPT HAS WORKED It has great potential to provide country has made buses even more WITH THE UK’S LEADING more and making it more attractive attractive to car users. But the aim SPECIALIST PUBLIC has to lie at the heart of any public of this report is not just about transport strategy. We have to TRANSPORT highlighting current success stories. stimulate demand from current CONSULTANCY, TAS, It offers a glimpse of what could be non-users and encourage them to TO LOOK INTO WHAT HAS as well. take the bus rather than the car, as WORKED IN THE PAST TO The CPT has worked with the UK’s well as cater for the current market HELP OFFER SOLUTIONS leading specialist public transport of bus users. Responding to people’s FOR THE FUTURE. consultancy, TAS, to look into what needs and creating congestion- has worked in the past to help busting solutions has to be done offer solutions for the future. in a cohesive manner, through the pooling of resources, knowledge What we have found is that bus and expertise. operators cannot do it alone. Clearly operators have plenty to Plenty of good work goes on in the contribute, but the best results are bus industry, but more could be 6 / 7

EXECUTIVE SUMMARY

BUS SERVICES HAVE A PRODUCT LIFE CYCLE • Evidence shows there are two - Line based bus priority REQUIRING INTERVENTION TO KEEP THEM FRESH. common routes to success in measures, which involve major urban areas: extensive action to reallocate - Focus on individual highway space to buses, such • By increasing bus speeds by • Operators have an corridors to generate high as, bus lanes or remodelling 10 per cent across 10 per cent entrepreneurial spirit levels of growth junctions of the , improving the and expertise in product - Focus on networks through - Fares and ticketing waiting environment, development, pricing and low cost interventions simplification punctuality and reliability and marketing. Local authorities supported by targeted - Promotion increasing frequency through have skills in management of investment • Delivering successful bus simplifying services, there is public assets and infrastructure. services requires closer the potential to improve • A range of partnership • Punctual, reliable and frequent working between operators passenger numbers by: measures produces the services are passengers’ top and local authorities. - 12.4 per cent in Greater best results. priorities. Manchester • Bus services have a product life - 12 per cent in Tyne and Wear • A one size solution does not fit cycle requiring intervention to - 13.3 per cent in West all. There needs to be careful keep them fresh. Interventions Midlands planning between partners to include: - 10.5 per cent in West deliver change, responding to - Kickstart (Government fund Yorkshire unique regional circumstances. which delivers “one-off” - 9 per cent in • There are fantastic short term public investment - 13.2 per cent in Merseyside in otherwise unviable bus opportunities for growth OVERWHELMING projects) • Overwhelming evidence shows in major urban areas: EVIDENCE SHOWS - In densely populated areas - New fleet investment that more can be achieved THAT MORE CAN BE with lower than average - Point based bus priority through a partnership approach ACHIEVED THROUGH rather than organisations car ownership measures, which are small A PARTNERSHIP working in isolation. Each - In areas of high car to medium interventions, APPROACH RATHER stakeholder should play ownership but high levels such as, traffic signal phasing THAN ORGANISATIONS to their strengths. of congestion and parking restrictions WORKING IN ISOLATION. 8 / 9 WHAT BUS PASSENGERS WANT

THERE ARE A NUMBER OF FACTORS THAT INFLUENCE A PERSON’S DECISION TO CATCH A BUS. OUR RESEARCH REVEALS THE MOST DOMINANT:

• Safety – is a priority, with good understand, and helps to break maintenance standards and down barriers, particularly for well-trained drivers a must. those who haven’t used a bus • Punctuality and reliability – for some time. gives passengers confidence • Information – if there is a free- that a service will arrive and flow of information, easily arrive on time. accessible and effectively • Frequency – high frequency promoted, people are more maximises choice. If the likely to respond positively. waiting time at bus stops is • Security – use of CCTV along reduced then it increases the with well-lit bus stops helps to ease and convenience of using put passengers’ minds at ease. the bus. Where services are required at sufficiently high • Customer care – highly trained frequencies, a ’turn up and go’ customer service staff give service adds to the attraction of passengers confidence, leave a the bus. lasting impression and improve perceptions of bus travel. • Fares and ticketing – a simple, easy to understand fare • Quality vehicles – passengers structure offers passengers the want to complete their journeys opportunity to get best value on clean, accessible and for money possible, is easier to comfortable vehicles. 10 / 11 WHY PARTNERSHIP WORKS

BUS COMPANIES HAVE AN ENTREPRENEURIAL By aligning investment, skills and Partners Improvements Results OUTLOOK, UNIQUE MARKET KNOWLEDGE, THE knowledge more can be achieved. Focused networking 4.8% growth ABILITY TO DESIGN AND OPERATE PASSENGER- Working independently can create Blackpool Borough Council Increased frequencies Network expanded beyond the original PLEASING SERVICES AND EXPERTISE IN PRICING division and confusion. County Council Strong branding core area of Blackpool Improved ticketing and marketing AND MARKETING. Some partnerships operate on a formal context, others are Brighton and Hove Pioneering fare initiatives Successfully grown the market by 5% per Brighton and Hove Award winning branding/marketing year since 1993 Bus operators and local authorities working together for mutual informal. Although each Council Extensive bus priority 3% reduction in city centre traffic in last share the same objectives – to benefit. Bus companies have an partnership is structured and Improvements to passenger facilities 3 years persuade car drivers to leave their entrepreneurial outlook, unique managed differently, it is the Increased frequencies on busy routes Cleverly marketed as a simple network vehicles at home and to catch a market knowledge, the ability to relationships within the bus instead, to reduce congestion design and operate passenger- partnership that are key. Stagecoach citi network Outstanding 77% growth between 2001 and improve the environment. pleasing services and expertise Simplified network and fare structure and 2006 in pricing and marketing. Local All over the country there is County Council Fantastic marketing campaigns Passenger growth double that of London Range of bus priority measures Stagecoach carried 7m passengers on There is a latent market of non-bus authorities have great experience potential to deliver substantial New fleet 52 buses in 12 months users who are prepared to growth in bus use through close in managing public assets and the Park and ride consider their travelling options. ability to create and implement partnership and investment. Blazefield Pioneered luxury fleet Significant growth across the network But how can we convince them road management measures that Congestion is a serious problem Lancashire County Council Improved frequencies Revolutionised the journey experience that the bus can genuinely will carry bus users around but courageous decisions have to Innovative branding Changed perceptions of bus travel compete against the car? Users effectively. Investment by bus be made to help free up space on Excellent marketing 24% growth on Witch Way service X43 Service simplification want frequent, reliable and value operators in newer, cleaner roads for buses and promote Inspired ticketing initiatives for money services. This is where a vehicles is helping to reduce their intelligent car use. strong partnership can really make impact on the environment and bus Trent Barton State-of-the-art fleet Consecutive year-on-year growth over There are many examples of operators and local authorities can Nottingham City Council Faster travel times 6 years the difference. Nottingham County Council Innovative marketing work together to further improve successful bus partnerships in the UK, some long-standing, Integrated transport initiatives local air quality and reduce carbon Extensive bus priority 56% dioxide emissions. some more recently introduced. Featured in the table are projects First Park and ride schemes 56% growth between 2001 and 2006 GROWTH BETWEEN A shared desire, coupled with co- widely regarded to be the most City of York Council New quality vehicles Reversed downward spiral of the 1990 s 2001 AND 2006 IN YORK. ordinated and concerted action, Futuristic service influential in attracting people can result in local authorities and Simplification of routes/services back onto buses. Extensive bus priority Partnership involves organisations operators strongly influencing an Staff training with different remits and strengths individual’s travelling habits. Increasing Car Ownership

Fewer Fewer Increased Passengers Passengers Congestion

Reduced Higher Fares Higher Costs 12 / 13 Reliability

Poorer Lower Perceived Investment OPPORTUNITY Quality FOR GROWTH

THE BUS INDUSTRY WORKS CONTINUALLY This vicious circle is difficult TO IMPROVE ITS PERFORMANCE SO THAT SERVICES to turn around. It is, however, Economic Car Ownership Policy and Growth Growth Funding Changes ARE EVEN MORE PUNCTUAL, MORE RELIABLE AND possible to influence events MORE ATTRACTIVE TO PEOPLE. and some examples include: Employment Growth • Bus priority investment to Car Restraint Mesures improve reliability, punctuality A multitude of factors combine subsequently increase to Labour Market Conditions and journey times Demand Up Bus Quality to make a successful bus service. compensate for the reduction in Up passengers and associated fares. • Initiatives to allocate more It needs only one element to be Less Traffic road space to bus users affected to trigger a downward Public perception of the quality Operator spiral of events. For instance, of service suffers, demand • Investment in new buses Revenue Costs Down an increase in car use leads to falls, leading to a reduction in • Improved promotion and more congestion, which causes frequencies. The result is More Funding Demand Up marketing, making it easier Supply Up buses to run more slowly, affecting more people use the car. This to find information punctuality and bus operating can be seen in the Cycle of Demand Up Fares Down costs. As a result, fewer people Decline flowchart below. Taking this action requires will travel and therefore fares operators and local authorities to work together to identify threats circums tances, there are significant One method has been to focus on initiatives in our towns and cities Increasing and to instigate a remedial action opportunities to achieve growth. individual bus routes through often favour the car, moving Car Ownership plan when required. This is In densely populated areas with investment and heightened levels residential, work and retail reflected in the Stimulating Growth lower than average car ownership of promotion. The second way has locations away from established Fewer Fewer Increased flowchart on the opposite page, there is a strong foundation on been a more expansive approach bus corridors. We urge developers Passengers Passengers Congestion which illustrates the positive effect which to build. Conversely in areas focusing on bus networks through and local authorities to involve bus of policies aimed at enhancing the of high car ownership and crippling the implementation of low-cost operators in local town planning Reduced quality of a bus service. congestion, there is an opportunity measures and targeted investment. decisions and to consider the Higher Fares Higher Costs Reliability to achieve modal shift. integral role public transport plays The bus industry works continually It is also important to understand in creating successful communities. to improve its performance so that Where there has been growth, that people’s needs change Poorer Lower services are even more punctual, evidence shows there are typically frequently. We are a mobile Perceived Investment Quality more reliable and more attractive two routes to success. population and regeneration to people. Whatever the

Economic Car Ownership Policy and Growth Growth Funding Changes

Employment Growth Car Restraint Mesures Labour Market Conditions Demand Up Bus Quality Up

Less Traffic

Operator Revenue Costs Down

Supply Up More Funding Demand Up

Demand Up Fares Down 14 / 15 THE SUCCESS STORIES – THE FASTEST GROWING NETWORKS

THE FOLLOWING LIST DETAILS SOME OF THE BUS NETWORKS THAT HAVE ACHIEVED SUMMARY OF GROWING SUSTAINED GROWTH OVER THE LAST 12 MONTHS. NETWORKS QUICK GLANCE The 56 case studies detailed in • OF THE 56 CASE STUDIES, 25 ARE NETWORKS South Travel West Midlands First Manchester the table are some of the best Southern Counties First performing networks in the AND 3 ARE CORRIDORS country. We have identified a Arriva The Shires Arriva Midlands • 46 EXAMPLES OF NEW BUSES Brighton & Hove (Brighton to Green () number of common features. • 40 EXAMPLES OF IMPROVED SERVICE LEVELS Eastbourne) () Scotland These include population growth, OR INCREASED FREQUENCIES First Somerset and Avon (Bath) First Midlands (Worcester) First service level enhancements, the First Bristol First Midlands () roll out of new fleets, simplified • 25 EXAMPLES OF ENHANCEMENTS TO THE First & Dorset Hornsby’s fare structures, action at traffic Lothian Buses INFRASTRUCTURE (SUCH AS NEW SHELTERS () hotspots, infrastructural changes, North Stagecoach Scotland AND REAL-TIME INFORMATION) Buses Stagecoach Scotland marketing and kickstart funding. • 28 EXAMPLES OF TARGETED PROMOTIONAL Metrobus Stagecoach Scotland Unsurprisingly the most impressive Bus Company Travel performances have been achieved ACTIVITIES when a number of these initiatives Travel Dundee • 19 EXAMPLES OF NEW TRAFFIC MANAGEMENT (Blackwater) have been blended together. West Coast Motors INITIATIVES TO RESOLVE HOTSPOTS Stagecoach Oxford Network West Coast Motors (Dover) • 15 EXAMPLES OF KICKSTART FUNDING Wales Stagecoach East Kent (Thanet) Cardiff Bus • 8 EXAMPLES OF SIMPLE TICKETING SCHEMES Stagecoach North East Cardiff Bus Stagecoach North East Stagecoach Wales Midlands Stagecoach Travel West Midlands Stagecoach Yorkshire 16 / 17

INVESTING FOR SUCCESS

PARTNERS NEED TO WORK TOGETHER TO Partners need to work together - Low cost and easy to roll Each town, city or region is to change their travel habits, ENSURE THE SERVICE REMAINS ATTRACTIVE to ensure the service remains out e.g. route and network different. Improving services offering the option to choose TO PASSENGERS. attractive to passengers. By branding, leaflet drops, requires an understanding of the from the range of measures that assessing case study evidence network guides various dynamics. Responding are at their disposal as a result. it is possible to identify certain - Highly focused e.g. to consumer behaviour and The growth of any network is THE RESEARCH REVEALS initiatives to do that: telemarketing and direct demographic change is always dependent on a number of factors. TWO DISTINCT PATTERNS mailings aimed at specific complex and varies from area to There are quick wins and there are FOR GROWTH • Ki ckstart generates high growth. routes or corridors, or area. But as the evidence shows, initiatives which take time to 1) It is possible to stimulate • New bus investment helps market segments partnerships can persuade people produce results. growth by investing heavily on to deliver growth as does individual route corridors. To Return on Investment – Successful Case Studies Whilst this is not an exact science increasing capacity or quality. achieve success, the it illustrates how passenger growth Project Measures Investment Investment Additional Passenger investment should be • Priority measures come in (Operator) (Public) passengers growth per can be stimulated by investment. supported by an intensive two shapes: £1m invested It also shows that the return on promotional campaign. - Point based: small to medium Complete overhaul of Simplified fare £4m Approx £2.5m 77% 11.8% investment in basic measures, scale interventions at traffic the network – structure, fleet such as service simplification 2) It is possible to stimulate hotspots, such as traffic Stagecoach overhaul, bus or innovative promotion can be network growth through low priority measures signal phasing, turn filters, effective. Operators can lead with cost measures, supported by exits from bus stops, parking Rapid Transit New vehicles on Combined 55% 1.9% quick wins and if they are backed targeted investment where Fastway - Metrobus dedicated bus £29m restrictions. by partners who wish to see required. tracks - Line based: extensive action sustained success, who invest Rapid Transit Kent New vehicles on Combined 22% 1.5% Bus services have a product life to reallocate highway space in more expansive and bolder B dedicated bus £15m cycle and like most products there to buses, such as, bus lanes – Arriva Southern tracks initiatives, the results will be is an initial upward surge in and remodelling of junctions. Counties even more dramatic. popularity at service launch. As Kickstart – 378 service Double £0.8m £1.1m 28% 14.7% • Fare and ticketing simplification Typically the best results are the service reaches maturity, - Stagecoach frequencies, bus allows passengers to benefit Manchester priority measures achieved by dividing investment demand tails off requiring further from the wider options offered across a range of improvements. intervention to keep the service by multi-journey tickets. Arriva Merseyside Fleet renewal £6.7m n/a 8.3% 1.2% This is seen in the Successful fresh e.g. marketing, fare revision, City Infrastructure – Improved £1.8m £9.1m 10% 0.9% • Promotion techniques cover Case Studies table on the increased frequencies or First Norwich punctuality opposite page. infrastructural enhancements. two areas: NB Growth figures are actual, not time related. 18 / 19 SUCCESS IN MAJOR URBAN AREAS

IMPLEMENTING A MIX OF MEASURES CAN growth on specific corridors. Key Interventions for Major Urban Areas PRODUCE STRIKING RESULTS. In between are ‘core corridors’, Intervention Cost range Size Benefits where investment in infrastructure Fares and Ticketing Low Large Simple, promotable fare structure applied network and new vehicles also delivers wide has medium benefits. We have identified measures that We have examined each substantial growth. The wider will help to stimulate passenger region to make some general Point Based Bus Priority Low to medium Short to medium Small scale interventions at known hot spots result the improvements the greater in far-reaching benefits. growth in , recommendations on how area of network that benefits. South Yorkshire, West Yorkshire, passenger growth can be achieved. Infrastructure Low to medium Small Improvements to the waiting environment, whether By concentrating on specific it is signage, information or shelters enhance the West Midlands, Tyne and Wear Implementing a mix of measures corridors, growth will be higher. journey experience. and Merseyside. can produce striking results. Promotion Low to medium Medium to large Basic promotional activity can be network wide, However, it should also be noted Each region is unique and one This is best exemplified by the whereas detailed activity should be localised. Both that a smaller growth over a wide reap significant rewards. solution does not fit all. Some pyramid below. area will also achieve a large regions have better punctuality Kickstart Service Medium Small Kickstart will be a localised product, but it is The pyramid shows the extremes increase in passengers. Therefore, Enhancement important to restarting the bus product lifecycle and reliability, others better of action. It is possible to undertake it has the potential to have a larger where the benefits are potentially great. infrastructure and/or marketing. small scale actions network wide. impact on society than a large New Bus Investment Medium Small Of particular benefit when low floor buses replace Solutions need to be applied in The tip of the pyramid shows high growth on an individual route. step entrance. Invaluable in improving perceptions accordance with local conditions. of travel and journey experience. intensity actions to produce large Bus operators and local authorities Line Based Bus Priority High Small Bus lanes or major hotspots provide significant also have an opportunity to rewards. intervene to ensure bus services • Specific corridor measures remain attractive, to stimulate • Kickstart funding to expanded Taking this a step further, we have • Improvements to journey For each region we have calculated network with Targeted Marketing growth or reverse decline. These tested the impact of four bus punctuality and reliability the impact of these measures to e

l • Growth of 13-28% achievable

b interventions vary by cost, time, a improvement scenarios in each by reducing waiting time see if they stimulate growth. v e i • Core corridor measures scale and benefit. Getting the right

h major urban area. The measures c • Priority on major corridors by 1.85 minutes A You can see the results in each mix is crucial and the table on the tested are: h

t • Targeted fleet investment

w • Service simplification of the chapters dedicated to

o • Growth of 10-20% achievable opposite page shows the menu r • Journey speeds increased G of interventions. by reducing waiting time the major urban areas. • Whole network measures by 1 per cent • Multiple, low cost initiatives from 6.25 minutes to • Growth of 4-13% achievable • Enhancements to the waiting 5 minutes represented by

environment e.g. higher increased frequencies Network Coverage standard of bus shelters or reliable real-time information 20 / 21

GREATER MANCHESTER

KEY OBSERVATIONS number of local authorities in signal phasing and enforced through a partnership between POTENTIAL TO • Comprehensive network re-development to meet current and Greater Manchester makes for a parking restrictions in Moston, Stagecoach, GMPTE and IMPROVE PASSENGER future needs of the region – more integrated services especially challenging road policy planning delivering a 22 per cent reliability Council, this major with Metrolink. environment but within this increase for the 77 service. initiative in an affluent area with NUMBERS BY • Improved service delivery – increased punctuality, reliability and framework there are some Bluebird invested in new buses, high car ownership, has resulted effective bus priority measures. exceptional examples of progress. promoted simple ticketing in 28 per cent growth. £1m has been 12.4%. • Congestion remains a serious problem affecting bus journey Solid partnerships are at the heart initiatives and increased spent on bus priority measures, Real times. Average bus journey times have reduced by two per cent numbers by 12.4 per cent, such of these successes. frequencies, at the same time as Time Information (RTI) and street in the last 12 months. Needs to be treated as a priority. is the incentive to get it right. GMPTE provided new shelters. furniture improvements and £0.8m • Requires investment in both low and high scale interventions The ongoing development of delivered in a partnership framework. has been invested in new buses, Operators and the GMPTE are Quality Bus Corridors across Bus operator, First, pioneered • Bus operators and local authorities are working in partnership marketing and discounted ticketing. starting to see greater results. to deliver improved punctuality and reliability through PIPs. Greater Manchester is a the first ever PIP with GMPTE and There are moves to create a formal • There is a clear need for comprehensive route information and partnership project involving together they have been rolling out Service frequencies have improved partnership and operators fully engagement is needed to generate jointly produced network GMPTE, operators, local a number of initiatives since. As a by 100 per cent in certain areas. support the GMPTA’s TIF bid, which information. authorities, the Urban Traffic result, First has invested £34m in would provide an integrated and • Innovative marketing has raised public awareness of services The table below illustrates the Control Unit and the Highways new buses, timetables have been improved public transport network in some areas, it needs to be replicated elsewhere. gains to be made. Investing in Agency. Successes include the year- revised and a real partnership for the region. Measures include • Fleet investment has helped to deliver growth in certain areas. measures to improve reliability or on-year growth for core services approach has been taken expanding the quality and capacity • There is huge potential to introduce park and ride schemes around service simplification will deliver the M60 ring road. An integrated bus-based scheme would reap such as the 192 (Manchester to to upgrade other services. the biggest growth in Greater of the bus network, improving significant rewards. Stockport service) and the creation punctuality and vehicle standards Meanwhile, Kickstart funding has Manchester. Successful • Kickstart funding has proved to be a success. of bus lanes which have reduced the along with multi-operator and transformed the 378 Stockport to implementation of all four could journey time variation of individual multi-modal ticketing. Wilmslow service. Developed potentially improve passenger trips by 18 to 54 per cent. This Manchester is undergoing a high population density so there provides a more punctual and massive regeneration programme is fantastic potential for growth. Bus Improvement Scenarios for Greater Manchester* predictable service. and experiencing an economic and However, the major urban areas Speed Increase Better Waiting Improve Increase frequencies cultural renaissance. To sustain its suffer from some of the worst A Punctuality Improvement Environment punctuality and through service competitiveness, people need to congestion in the country, resulting Partnership (PIP) between local bus reliability simplification operator Bluebird, Manchester City move around easily. in unpredictable journey times Passenger Growth 0.9% 2.9% 5.1% 3.5% offsetting the benefits of frequent Council and GMPTE has delivered Greater Manchester has a lower *This is not an absolute concept and is subject to other factors such as economic growth, demographic changes, fare services and simple fares. The 11.5 per cent passenger growth. than average car ownership and increases etc, however, it is clear that passenger growth can be achieved. Speed increase is an average of 1% network The council introduced traffic wide, achieved by improving speed by 10% across 10% of the network 22 / 23

MERSEYSIDE

KEY OBSERVATIONS deliver impressive growth The vision for Merseyside

• Arriva has outlined its five-year plan for buses on Merseyside. in Merseyside. Successful buses is based on high quality This has been shared with and local authority implementation of all four and straightforward services partners. It needs a firm commitment between partners to measures could potentially with high frequency routes and deliver real improvements for passengers. improve passenger numbers easy to understand networks. • Punctuality has to be treated as a priority and the appropriate solutions sought. by 13.2 per cent, such is the Above all, this vision should be • There is a wealth of information on timetables and fares but it incentive to get it right. a shared one based on trust and openness. needs a collaborative approach between Merseytravel and The introduction of different operators to ensure information is focused. measures, as outlined in the bus • The development of the Le Bus network is fundamental to the success of region’s public transport strategy. improvement scenarios and case • Increased frequencies and better reliability will attract more studies, will deliver consistent passengers. growth. This growth will be even • Innovative marketing has raised public awareness of services more substantial if it is supported in some areas, it needs to be replicated elsewhere. by the innovative marketing of routes and networks. It requires investment in both low and high Buses have a vital role in providing And Arriva has also said it would scale interventions delivered in mobility for people who live, work support the transfer to the PTE of and study in Merseyside. highway authority powers on the a partnership framework. core Merseyside bus network, so Arriva has set out its vision for a that the PTE has a greater say in quality bus network at the heart of road priorities for bus users. local transport in Merseyside, and pledged an investment of £45m Stagecoach meanwhile has in return for priority measures for invested £6.5m in 75 new buses Bus Improvement Scenarios for Merseyside * bus users. The bus operator has and improved operations in POTENTIAL TO Speed Increase Better Waiting Improve Increase frequencies also proposed the creation of a the region. IMPROVE PASSENGER Environment punctuality and through service Merseyside Bus Board to create a focus for Merseyside organisations The table opposite illustrates the NUMBERS BY reliability simplification who want to share the same gains to be made. Investing in Passenger Growth 0.2% 3.3% 5.6% 4.1% measures to improve reliability 13.2%. vision, and this forum is currently *This is not an absolute concept and is subject to other factors such as economic growth, demographic changes, fare being organised by Merseytravel. or service simplification could increases etc, however, it is clear that passenger growth can be achieved. Speed increase is an average of 1% network wide, achieved by improving speed by 10% across 10% of the network 24 / 25

SOUTH YORKSHIRE

KEY OBSERVATIONS Statutory Quality Partnership POTENTIAL TO • Punctuality levels should be treated as a priority. between Stagecoach, First, South IMPROVE PASSENGER • Partnerships between transport leaders need to flourish. Yorkshire Passenger Transport Where there has been a commitment to work together the Executive and City NUMBERS BY evidence is that more people use the bus. Council is intended to raise • There is a wealth of information on timetables and fares quality of services on key corridors, 9% . but there is little engagement between South Yorkshire PTE and the operators. It needs a collaborative approach to ensure through improving vehicles and information is clear and focused. their emissions. To that end £3m A policy of open dialogue between • Effective marketing is a proven method of stimulating passenger has been invested in 30 new operators and transport leaders will growth, such as ‘Yournextbus’. Partners need to work together to buses, and the PTE and council benefit passengers. The ‘Sheffield develop similar measures to show that bus travel has a prominent have invested in infrastructure role to play in the 21st Century. Bus Agreement’ takes partnership and priority measures. • Integrated schemes with the tram have proved very popular. to a new level and bodes well for • Park and ride schemes need to be developed. The table opposite illustrates the future of public transport in the the gains to be made. Investing city. It provides strong foundations in measures to improve reliability for the rest of the region. The issues facing the region’s Signed by First, South Yorkshire or service simplification could transport leaders are fairly typical Passenger Transport Executive and deliver impressive growth in of all large urban areas. Rising car Sheffield City Council, the £16.9m South Yorkshire. Successful ownership and crippling agreement pushes the boundaries implementation of all four could congestion continue to frustrate. of partnership. It will overhaul potentially improve passenger However, significant strides the city’s bus network and numbers by nine per cent, such forward have been made to infrastructure and it means that is the incentive to get it right. improve bus services, especially improvements or alterations to Bus Improvement Scenarios for South Yorkshire * under a partnership framework. the bus network now have to be mutually agreed by the operator, Speed Increase Better Waiting Improve Increase frequencies None more so than the local authority and passenger Environment punctuality and through service groundbreaking Sheffield Bus transport executive. reliability simplification Agreement – a Voluntary Quality Passenger Growth 0.7% 2.1% 3.5% 2.7% Partnership that will deliver a Sheffield also boasts the first range of measures that will benefit Statutory Quality Partnership in *This is not an absolute concept and is subject to other factors such as economic growth, demographic changes, fare increases etc, however, it is clear that passenger growth can be achieved. Speed increase is an average of 1% network millions of passengers each year. England. The North Sheffield wide, achieved by improving speed by 10% across 10% of the network 26 / 27

TYNE AND WEAR

KEY OBSERVATIONS levels is prescribed. Standards Go North East in

• Congestion remains a serious problem affecting bus journey times. are set regarding minimum provides high quality links with Needs to be treated as a priority. frequencies, vehicle quality, the Metro and Shields Ferry and • There needs to be a political willingness from local authorities to staff training and emission levels. Cobalt, Silverlink and Tyne Tunnel support the ongoing transformation of bus services in the region. Data is shared and efforts on bus Industrial Estates. This is a novel • Information on routes and timetables is widely available but there priority measures are focused and innovative arrangement, in needs to be a more structured approach between operators and on core networks. Nexus to ensure further improvements in information provision conjunction with Cobalt Business are made. Building on this initiative, Park and North Tyneside Council, • Innovative marketing has worked on certain corridors – needs to Stagecoach has expressed its linking public transport with be replicated for other services. willingness to make Newcastle’s private sector employers. Boosted • Fleet investment in Tyne and Wear has been high. entire network part of a Quality by an extension to the East-West The table below illustrates the POTENTIAL TO IMPROVE • There is huge potential to develop park and ride schemes Bus Partnership scheme thus corridor, patronage increased by gains to be made. Investing in in Tyne and Wear, to provide more fast, frequent and direct bus PASSENGER NUMBERS BY establishing regular consultation 39 per cent after one month. services to key local facilities. measures to improve reliability or with stakeholders and passengers. • Kickstart has been successfully applied. In addition, the integration of service simplification will deliver 12%. • Innovative marketing has raised public awareness of Access to employment is a buses with the region’s Metro the biggest growth in Tyne and services in some areas, it needs to be replicated elsewhere. Wear. Successful implementation fundamental part of any transport system through a pilot scheme This open policy is delivering of all four could improve passenger plan, which is why Go North that reorganised the service benefits for passengers and making numbers by 12 per cent, such East has developed the Clipper between Go North East and Nexus the bus an attractive mode of is the incentive to get it right. Tyne and Wear is home to some of a ‘new generation’ of partnership. initiative. Simple, direct and at Heworth Metro Station, has transport. Joint decisions are being the most ambitious and successful It is a firm commitment to maintain branded services feed major given passengers more flexible Bus operators in Tyne and Wear made on Superoutes, marketing, bus partnership schemes in the service stability and opens up employment sites. Supported public transport options within and Nexus are starting to see great integrated ticketing schemes and by Nexus and City country. A spirit of cooperation a new level of engagement on the area. results of the partnership approach. bus corridor improvements. Council, services provide frequent has been fostered between issues such as fares and transport throughout the day from Bus Improvement Scenarios for Tyne and Wear * Nexus, operators and local network re-designs. Sunderland to Doxford Speed Increase Better Waiting Improve Increase frequencies authorities, which is delivering Go North East, Stagecoach, International Business Park and Environment punctuality and through service fantastic results. Arriva and Nexus are enthusiastic Sunderland Enterprise Park – two reliability simplification of the largest areas of employment. The East project, contributors to the Superoute Passenger Growth 0.9% 2.8% 4.8% 3.5% between Nexus, Gateshead scheme. The partnership ensures In a unique three-way partnership, *This is not an absolute concept and is subject to other factors such as economic growth, demographic changes, fare Council and Go North East marks that the quality of core service the ‘Cobalt Clipper’ operated by increases etc, however, it is clear that passenger growth can be achieved. Speed increase is an average of 1% network wide, achieved by improving speed by 10% across 10% of the network 28 / 29

WEST MIDLANDS

KEY OBSERVATIONS Dudl ey and Merry Hill. Investment The pooling of expertise will ensure simplification could deliver

• Collaborative working produces results. in new buses, increased that passenger needs are catered impressive growth in the • There needs to be political willingness from local authorities frequencies and improved branding, for and punctuality will improve. It is West Midlands. Successful to support the partnership approach and the ongoing development along with improved access to anticipated that passenger growth implementation of all four could of bus services in the region. information and infrastructure, will be significant by the time the potentially improve passenger • Information on routes and timetables is widely available delivered 15 per cent growth. project is complete in 2008. numbers by 13.3 per cent, such but there needs to be a more structured approach between is the incentive to get it right. operators and Centro to produce it. Travel West Midlands has formed Another example of an operator • Innovative marketing techniques need to be utilised to bring an excellent working relationship in Birmingham improving a service It is clear is that the introduction services to the wider attention of the car-driving public. with Centro and City to respond to passenger needs; of different measures, as outlined • Punctuality in West Midlands is generally better than other major Council in a £40m project aimed at Travel West Midlands increased in the bus improvement scenarios urban areas. improving traffic management in daytime service frequency on the and case studies, will deliver • Innovative marketing has raised public awareness of services in some areas, it needs to be replicated elsewhere. the city. The PrimeLines Partnership 997 (Birmingham to Walsall), consistent growth. This growth West Midlands has seen its • Fleet investment in West Midlands has been high. challenges perceptions of bus introduced a £1.20 flat fare and will be even more substantial passenger numbers rise for the first • There is huge potential to develop park and ride schemes travel and attempts to improve all improved marketing. Consequently, if supported by innovative time for a number of years. It is no in the region. aspects of a bus journey. It has passenger growth was more than marketing of routes and networks. coincidence that this has occurred • Kickstart investment would reinvigorate some services. necessitated a massive overhaul of 10 per cent. It requires investment in both under a new spirit of cooperation. the road network with measures low and high scale interventions The table below illustrates the gains Stakeholders working together are aimed at improving reliability. The delivered in a partnership More than 90 per cent of public bus routes through Birmingham, to be made. Investing in measures achieving more than if they operated operator and Centro work together framework. transport journeys in the West Walsall and West Bromwich to offer to improve reliability or service in isolation, but more could be done. to determine operating conditions, Midlands are made by bus. One faster and more frequent services. highway design, passenger facilities million people a day depend on bus This landmark agreement entitles and traffic management measures. services for their travel needs. It passengers to refunds if punctuality Bus Improvement Scenarios for West Midlands * needs a joint effort between travel levels are not met. Joint investment Speed Increase Better Waiting Improve Increase frequencies leaders to make the bus a viable will be made in luxury buses, new POTENTIAL TO Environment punctuality and through service alternative to the car. shelters and information systems. IMPROVE PASSENGER reliability simplification A major development is the Travel West Midlands, Centro and NUMBERS BY Passenger Growth 1% 3.1% 5.3% 3.9% Voluntary Partnership Agreement Dudley Metropolitan Borough *This is not an absolute concept and is subject to other factors such as economic growth, demographic changes, fare signed between Centro and Travel Council worked together to 13. 3%. increases etc, however, it is clear that passenger growth can be achieved. Speed increase is an average of 1% network West Midlands. It will transform six streamline three services between wide, achieved by improving speed by 10% across 10% of the network 30 / 31

WEST YORKSHIRE

KEY OBSERVATIONS the council has committed £1.6m to This table illustrates the gains highway improvements and Metro to be made. Investing in • There is a wealth of information on timetables and fares but there is little engagement between Metro and the operators on its has spent £500 ,000 on improving measures to improve reliability structure. It needs a collaborative approach to ensure information the waiting environment. The or service simplification could is clear and focused. whole project is an impressive deliver impressive growth in • Effective marketing is a proven method of stimulating passenger engineering feat and testament West Yorkshire. Successful growth, such as ‘Yournextbus’. Partners need to work together to develop similar measures. to the development of the close implementation of all four could • There is significant potential within the region to develop park relationship between stakeholders. potentially improve passenger and ride schemes. Fast, frequent and direct bus services would Since the full service started in numbers by 10.5 per cent, such ease congestion and hold appeal for car drivers tired of sitting June, passenger numbers are up is the incentive to get it right. in standing traffic. 10 per cent. It could not have been • Kickstart funding would re-invigorate some services and The relationship between operators achieved by one organisation passengers would benefit from this type of investment. and Metro is a positive one. working in isolation. • Punctuality is better in West Yorkshire than other major There is a strong willingness for urban areas. In , First, Metro and collaborative working as borne Metropolitan Council have out by the ftr scheme, the signed the ‘Partners in Punctuality’ Huddersfield project and a joint agreement, a landmark deal aimed commitment to develop guided West Yorkshire continues to futuristic vehicles on specially at improving bus punctuality and busways in Leeds and Bradford and prosper but the increasing problem created tracks. The wow factor reliability. Tough performance levels the bus/train connection. of congestion threatens the region’s will encourage people to leave have been set and partners will economic growth. The challenge their cars at home. create effective traffic management is to deliver a public transport The organisations have pooled measures to help deliver them. strategy that is credible, gives their resources to make Service 4 value-for-money and has the Bus Improvement Scenarios for West Yorkshire * between , the city centre and support of key organisations. Whinmoor a success. Highways POTENTIAL TO Speed Increase Better Waiting Improve Increase frequencies Partnership working is crucial. have undergone a transformation, IMPROVE PASSENGER Environment punctuality and through service reliability simplification On this basis, First has been a major terminus in Pudsey was NUMBERS BY working with Metro and Leeds City remodelled and every stop on the Passenger Growth 0.8% 2.4% 4.2% 3.1% Council to launch ftr. ftr enables route has been refurbished. First 10 .5%. *This is not an absolute concept and is subject to other factors such as economic growth, demographic changes, fare passengers to travel in comfort on has invested £6m on 17 ftr vehicles, increases etc, however, it is clear that passenger growth can be achieved. Speed increase is an average of 1% network wide, achieved by improving speed by 10% across 10% of the network 32 / 33 PARTNERSHIPS WORKING CASE STUDIES FROM AROUND THE COUNTRY

East of England North Area/Service Partners Measures Results Area/Service Partners Measures Results

Ipswich Bus route developed to serve new 21% growth Chesterfield - Danesmoor Stagecoach New fleet 38% growth Ravenswood bus route Ipswich Borough Council housing development at planning Unique development County Council Increased frequencies Increased bus speeds of 8% stage Lower level of car use expected Amendments to road network to Enhancements to road planning to for a residential development favour buses accommodate the service of this size Re-alignment of bus stops and Increased frequencies Great example of how public lines transport should link with Extensive marketing residential planning Durham Arriva North East Investment of £3.5m 5% growth reversing a previous Norfolk Norfolk Green Joint risk strategy 6% growth Durham County Council New fleet decline of 10% Norfolk County Council Improved frequencies Improved punctuality Refurbishment of Durham bus Bus priority measures station with state of the art facilities Norwich First Eastern Counties New buses 15% growth Norfolk County Council Extensive bus priority measures 40% punctuality improvement North Lincolnshire Hornsby’s Regular consultation 21% growth On-street ticketing machines Priority measures save buses in Stagecoach Bus priority measures Improved punctuality Park and ride excess of 70,000 miles per annum North Lincolnshire Council Traffic flow measures Zero tolerance to car parking at Lincolnshire Police Bus stop improvements bus stops Timetable improvements Ticket promotions

Midlands North West Area/Service Partners Measures Results Area/Service Partners Measures Results

Leicester Arriva Public consultation on new 6% growth Stagecoach Kickstart funding 25% growth in area of high network via road shows Public consultation resulted in the Lancashire County Council New mini buses serving new car usage £9.5m spent on 54 new buses simplification of inter-urban routes housing developments Improved punctuality Improvements to roadside Clever marketing information Offers of free travel Lincoln Stagecoach “Just Go” network 25% growth Lincolnshire County Council Cheaper travel Attracted car users to public Northwich – via Arriva Kickstart funding 6% growth Route simplification transport DfT New fleet Reduced waiting times County Council High quality waiting environment Improvements to waiting environments Warrington Network Warrington Showpiece bus station with direct 13% growth Warrington Borough Council covered access to town centre Customer service study reveals shops 98% satisfaction level in service New fleet Exceptional marketing RTI Overhauled waiting environment Investment in training Improved timetable information 34 / 35

Scotland South East Area/Service Partners Measures Results Area/Service Partners Measures Results

Argyll and Bute West Coast Motors Route modifications 31% growth Brighton – Eastbourne inter Brighton and Hove Product innovation 23% growth since 2005 - Barcaldine HITRANS Increased frequencies Strength of partnership has urban corridor Brighton and Hove City Marketing excellence Highest frequency medium-haul Council Improved infrastructure resulted in similarly successful County Council Bus priority design and corridor in England Heavily promoted initiatives enforcement 3m passengers carried per annum Strong branding Increased frequencies Ayr – Hamilton Stagecoach Kickstart 27% growth Great customer service X16 Strathclyde PTE New buses Superb ‘Coaster’ branding Ticketing initiatives Refurbishment of East Kilbride bus Arriva Routes dramatically revamped 40% growth on some key routes station Buckinghamshire County Council Services re-branded in areas of high car ownership Local press promotions Increased frequencies Innovative marketing Ayrshire Coast Corridor Stagecoach New buses 5% growth Bus lanes Ayrshire County Council Double frequencies Information points Scottish Executive Strong branding Improved shelters Strong promotion Crawley Fastway Metrobus Guided busways 64% growth Dundee Travel Dundee Urban Traffic Control to give Delivery of a public transport Crawley – County Council New buses Excellent punctuality Dundee City Council priority to late running buses strategy resulting in greater County Council Branded ‘Fastway’ Reversed previous decline RTI installed at 300 stops and stability Crawley Borough Council Extensive priority measures Many new customers are car available through SMS Reigate and Banstead Borough New shelters drivers 80 junctions identified as Council RTI Outstanding example of benefiting from traffic signal Heavily promoted partnership priority Smartcard technology Dover Diamond Stagecoach Kickstart 12% growth between 2006 and 17 new interchange shelters £850,000 investment in 8 new 2007 Glasgow First New tracking system on buses Multi-award winning Dover District Council low-floor vehicles Glasgow City Council resulting in precise timetabling Improved service reliability Better bus stops and shelters Upgrades to 150 junctions to give Reduced city centre congestion Roadside infrastructure the bus priority improvements RTI Increase in frequency between Canterbury and Deal from every hour to every 30 minutes

Uno - Simplified services 70% growth between 2001 and University of Hertfordshire 45 departures per hour from 2006 Hertfordshire County Council university Hatfield campus Intalink Welwyn and Hatfield District Council 36 / 37

South East South West Area/Service Partners Measures Results Area/Service Partners Measures Results

Isle of Wight Southern Vectis Revamped services 34% growth Blackwater Valley Quality Bus Stagecoach Bus lanes & gates 76% growth on route 1 since 2003 County Council Fare and service simplification Shared commercial strategy Partnership Hampshire County Council New stop infrastructure 48-67% on routes 3, 4/5 and Yo-Yo Shorter/direct routes secured outstanding success Surrey County Council Frequency improvements since 2005 Park and ride Bracknell Forest, Rushmoor and New buses Increased frequencies Surrey Heath Borough Councils Marketing and “Yo-Yo” branding Integrated with cross-Solent links Kickstart x 2 Stronger branding Staged programme from 2003-2007 New fleet Bristol – Henbury to Southmead First New fleet 12% growth Bus stop renewal Bristol City Council Heavily promoted 2nd phase planned Kent Thameside Fastrack B Arriva New vehicles running on specially 22% growth Free bus tickets Kent County Council constructed busways Transformed image of public New bus lanes Double frequencies transport Improved waiting environment Extensive marketing and advertising Collaborative decisions Cheltenham Stagecoach £900,000 investment in new 50% growth on some corridors campaign Gloucestershire County Council vehicles Ministerial launch Kickstart funding Oxford Stagecoach Consistent fleet replacement 33% growth in the last 7 years Increased frequencies on core routes County Council High levels of bus priority Better evening and Sunday services Oxford City Council Core city routes on 5 or 10 minute Truronian County Council Long history of partnership Impressive growth on rural frequencies New vehicles networks Comprehensive nightbus network New infrastructure Air quality improvement plans Exeter Stagecoach £4m investment in new fleet – 27% growth between 2003 and Oxford - Branded ‘Take the Merc to Work’ One of the best examples of Devon County Council part funded by county council 2007 Oxfordshire County Council New fleet of luxury standard partnership in Europe Exeter City Council Bus priority measures Phase 2 of bus priority measures Mercedes buses Over 50% of visitors to Oxford city Kickstart planned 5-minute frequencies centre do so by bus Extensive telemarketing RTI and timetable accessed by High quality High frequencies mobile phone County Council Air Quality Major marketing campaign Management Action Zone A3 Portsmouth - Waterlooville First 10-mile bus lane servicing 10% growth Hampshire County Council Portsmouth – Waterlooville Quicker buses Gloucester Stagecoach citi branded network 28% growth between 2002 and Portsmouth City Council £31m investment High quality service Gloucestershire County Council £2.5m investment in new buses 2007 Branded the ‘Zip Line’ Growth will continue to rise once Increased frequencies Improved frequencies complete Swindon Stagecoach Kickstart 55% growth between 2002 and Improved waiting environments Impressive road planning Wiltshire County Council 2007 RTI achievement Thanet Loop Stagecoach Kickstart 106% growth between 2004 to Torbay Stagecoach £4m investment in new fleet – 41% growth between 2003 and (Margate-Broadstairs-Ramsgate) Kent County Council £1.6m investment in 18 low-floor 2007 Torbay Council part funded by council 2007 Thanet District Council buses Kickstart Roadside infrastructure Key junction improvements and improvements pro-bus traffic light phasing Frequencies improved from every 10 Transport investment linked to to 15 minutes to every 7 to 8 minutes planning approval process 38 / 39

Wales JARGON BUSTER

Area/Service Partners Measures Results Bus Corridors Give dedicated road space and traffic signal priority to buses in order to reduce journey Caerphilly Stagecoach Kickstart 28% growth between 2004 and times and improve service consistency. Their aim is to encourage people to change from (Senghenydd and Graig-y-Rhacca Caerphilly County Borough Council £1.3m investment in new 2007 cars to buses and thus reduce traffic congestion to Caerphilly) Welsh Assembly Government low-floor buses Frequency increased from every 15 minutes to every 10 minutes Urban Traffic Control Technique of coordinating traffic signals by computer to allow free flow of traffic Launched by the then Assembly Minister for Economic Development and Transport, GMPTE Greater Manchester Passenger Transport Executive Andrew Davies Metro West Yorkshire Passenger Transport Executive Cardiff Cardiff Bus New luxury articulated buses 55% growth Service 6 Cardiff City Council Re-routing of buses to allow easier access to the city centre Nexus Tyne and Wear Passenger Transport Executive Re-opening of a pedestrianised street for buses Centro West Midlands Passenger Transport Executive Travel incentives Launch involving the Leader Merseytravel Mersey Passenger Transport Executive and Authority of the Welsh Assembly Excellent promotion Bus Users UK An independent group giving bus passengers a voice Cardiff Cardiff Bus New luxury articulated buses 6% growth Services 17/18 Cardiff City Council Improved frequencies Kickstart A Government fund which delivers “one-off” short term public investment in otherwise Highway changes to favour buses unviable bus projects, such as increased frequencies on routes. It bridges the gap between project launch and commercial sustainability

Voluntary Bus Where partner agencies agree to make improvements that benefit a region’s bus Partnerships services and infrastructure. Typically, a local authority will improve facilities for buses and the operator will provide better-quality vehicles or services

Yournextbus Bus departure times service using GPS satellite technology to track the location of buses in West and South Yorkshire. This means you can find out the scheduled or real time for any bus, at any stop by mobile or via the internet

Turn up and go Bus services that allow passengers to be timetable free because the frequency of the service means that passengers can be confident that their bus will turn up in less than 15 minutes

Real Time An electronic display that tells the bus user the exact time when the next bus will arrive Information (RTI) and its destination