A History & A Celebration: 1971 - 2016

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INTRODUCTION

OUR ANNIVERSARIES This year LCTS is celebrating several anniversaries. It is 25 years since we became - 45 years ago - an independent organisation with a - wide remit, but our history stretches back 45 Voluntary Transport was years to 1971. formed.

Along with the many highs during that time, - 25 years ago - there have been the occasional lows, but this special anniversary publication concentrates LCTS was established. on celebrating our achievements and our successes. However, although we have - 21 years ago - focused on events, rather than the people LCTS depot in opened. who made them possible, we do want to take this opportunity to acknowledge the critically important contribution made by our staff, - 21 years ago - volunteers and funders over the years: LCTS trading company - Transport without their skills, commitment and Training Skills (UK) Ltd. - was set up. goodwill, we wouldn’t have achieved nearly so much for the benefit of all our service users. Even if issues such as insurance and charging could be resolved, groups with their own EDINBURGH VOLUNTARY minibus often viewed it as a prized asset TRANSPORT: 1971 - 1986 rather that a community resource, and were reluctant to let anyone else use it in case it got The genesis for LCTS came from a Voluntary damaged and became unavailable for their Organisations’ Working Party established in own use. It was, therefore, soon determined 1970 by the Edinburgh Council of Social that the best way forward was for EVT to Service (ECSS) {now the Edinburgh become a transport operator in its own right Voluntary Organisations’ Council} to and showcase how, with good management, examine areas of need in the city. vehicles could be made available to meet the needs of a wide variety of different One of the Working Party’s findings was that organisations. transport resources appeared to be under- utilised and that “there was considerable The first staff and vehicles scope among voluntary organisations for the In 1972, a full-time Transport Organiser and more effective use of vehicles and two drivers were appointed, and grants were manpower.” secured to enable the acquisition of two minibuses and a van. The minibuses could be The following year, Edinburgh Voluntary hired on a with-driver or self-drive basis, with Transport (EVT) was established under the the former service augmented by the auspices of ECSS to act as a clearing house deployment of volunteer drivers. whereby local organisations with a transport need could be linked to groups with a driver The purpose of the van was primarily to and vehicle. However, experience quickly collect donated furniture for one of ECSS’s showed that there were severe limitations to charity shops. However, it quickly became such a service. Apart from the legal, technical apparent that other voluntary organisations, and financial difficulties involved in sharing particularly those providing services for transport, attitudinal barriers were very often homeless people, also needed access to a the key stumbling block to such a brokerage regular supply of low-cost furniture, and scheme. sometimes a full removal service. In response, EVT moved into premises that included a furniture storage facility, and was 1 regularly called upon, often at very short just before the bulldozers arrived for yet notice, to carry out an emergency removal another redevelopment. For a short period, and/or supply of furniture. the organisation was based in a shop in West Port, where parking was almost non-existent Within a year, over 100 local groups were and staff arriving for work in the morning had using the vehicle hire service on a regular to stomp around loudly in order to scare away basis, with demand for goods transport the rats! initially exceeding that for passenger transport. By 1980, the Cab Service for the Disabled was struggling to meet the demand, despite the acquisition of another cab and the refurbishment of the original minivan. A report on the service by a student from Edinburgh University demonstrated how indispensable it was to so many people; with examples of wheelchair users only leaving their homes when travelling with EVT, and others relying on it for their employment.

The minibus hire service had also grown due to a pioneering agreement whereby EVT managed a minibus on behalf of another voluntary group, thus demonstrating that sharing assets could benefit all parties. Both EVT and ECSS were determined that the defining characteristics of the minibus hire Innovative service development service should be affordability as well as Over the next few years there was an accessibility, so hire charges were set as low increased demand to transport people with as possible so as to help groups who were disabilities, especially wheelchair users. In often struggling financially. This approach 1976, a specially converted minivan was was only made possible by ECSS’s donated to EVT, which was capable of commitment to fund the necessary subsidy, carrying a person travelling in a wheelchair. which was quite a challenge at a time when This led to the creation of a Cab Service for the inflation was frequently around 10%pa. Disabled, which was the first of its type in Scotland, using a driver licensed under the private hire car regulations.

Other innovations during this period included EVT taking the lead in negotiating a discount for repairs and maintenance at a local garage, which was made available to Innovation soon became the defining other voluntary sector minibus operators. characteristic of EVT, even though constant Also, development of the furniture removal financial pressures meant it regularly and storage service was enhanced by an struggled to find suitable premises; very often agreement with Lothian Regional Council’s moving from one short-term let to another Social Work Department to provide 2 placements for young adult offenders on In 1987, CTSL evolved into the Community Community Service Orders. Transport Association (CTA), which today is 10th anniversary the UK representative body for the sector. So, EVT (and, by extension, LCTS) can However, perhaps the biggest gamble the justifiably, and proudly, claim to have organisation took was to celebrate its 10th provided the leadership and vision that anniversary by hosting and organising the resulted in the creation of a framework for first UK conference for community transport leading the support and development of in 1981. This was quite a high risk decision community transport throughout the UK. because no-one knew how many community transport projects there were, nor whether people would be interested in coming together. As it turned out, despite holding the event in January, delegates flocked to Edinburgh from all over the UK, keen to have an opportunity to share experiences and learn from each other.

There was such an appetite to build on the success of the conference, and to develop a support network, that EVT undertook to Working across Scotland publish Roadrunner, the first magazine for community transport. Two editions were As well as playing a leading role in the UK, published in 1981, and the following year, EVT took centre stage in the running of the after the second national community Scottish Community Transport Group transport conference in Brent, ownership of (SCTG) from 1983 until its merger with the the magazine was passed to the fledgling UK CTA in 1991. Apart from providing the association for community transport, SCTG Secretariat, EVT staff produced Community Transport Services Limited quarterly News Bulletins, delivered training (CTSL). A few years later, EVT was one of sessions at the annual Scottish Community the founding signatories when CTSL became Transport Event and issued Section 19 Small a formally constituted body. Bus Permits to minibus operators throughout Scotland. A centre of excellence After conducting a major review of its internal work practices and external service provision in 1984, EVT was determined to build on its reputation as a sector leader by becoming a nationally recognised centre of excellence. In particular, training, advice and information services were developed which specialised in all aspects of designing and delivering community transport services.

Later that year, a Vehicle Hire Policy and a Driver’s Handbook were produced, and these were widely adopted and adapted by other community transport projects.

1985 was another ground-breaking year of innovation for EVT. Firstly, the organisation was featured in A Comparative Study of Special Transport for Disabled People in Britain, which was conducted by the Transport Studies Unit at Oxford University. The study highlighted 3 both the successes and the constraints of the EVT designed an in-house driver training Cab Service for the Disabled, which had recently programme, which was eventually made been rebranded as a Dial-a-Ride service. available to minibus operators in both the Reference was made to EVT’s review of the statutory and voluntary sectors at a Minibus service, which showed that 61% of the Driver Training Event in July 1986. available driver/vehicle time was allocated to just ten individuals who had made a series of EDINBURGH COMMUNITY block bookings for work or education trips. TRANSPORT: 1986 - 1991 It was interesting to see that trying to balance the competing demands from those who needed the certainty of a long-term transport In 1986, EVT decided to rebrand itself as solution to a particular destination, and those Edinburgh Community Transport (ECT), who wished to make short-notice trips to lots partly because it wanted to counter the notion of different places, was commonplace to that Voluntary meant that its services should community transport projects throughout the be free or didn’t need funding, but also in UK; and, indeed, it is still a relevant issue recognition of the growing awareness and today. influence of the community transport sector in the field of public policy. New publications In July 1985, EVT produced and published A Directory of Minibuses in Edinburgh (for use by community groups), with 500 copies freely distributed in just three months. This was a good example of EVT’s ethos of working in partnership with other transport providers, and was also a reflection of the fact that, in those days, there were many more minibus operators than there are today.

Later in 1985, Minibuses & The Law (a guide for community groups) was written and published by EVT. Originally targeted at local voluntary sector minibus operators, this booklet was also freely distributed to public sector agencies and other community transport One of ECT’s early successes was raising providers across Scotland, and also as far funds to purchase the organisation’s first afield as Cornwall and Belfast. computer: an Olivetti M24 with a 20MB hard drive! This, together, with a (noisy) dot matrix printer, cost around £4,000. It wasn’t long before calls started to come in from community transport projects around Scotland asking for advice on how best to utilise this new technology.

In 1987, a second edition of Minibuses & The Law (a guide for community groups) was published and this was followed in 1988 by a second edition of A Directory of Minibuses in Edinburgh (for use by community groups), together with new editions covering and West During this period, as part of the ongoing professionalisation of its service delivery, 4

Lothian, which were funded by Lothian and had a greater capacity for carrying Regional Council (LRC). passengers travelling in wheelchairs. It immediately became very popular with many user-groups.

Training services developed Throughout the 1980s, EVT/ECT staff were increasingly called upon to design and deliver Also in 1989, ECT collaborated with LRC, a wide range of training sessions, both locally the City of Edinburgh District Council and and at a Scottish and UK level. Particular the Cab Office to produce a Code of Practice on areas of expertise included Minibuses & the the Carriage of Passengers in Wheelchairs, and Law; Design, Specification and Purchase of Guidance Notes on the Carriage of Passengers in Accessible Minibuses; Minibus Driver Training; Wheelchairs for drivers of different makes of Minibus Management and Minibus Emergency taxis. These publications were written in Evacuation Procedures (MEEP). recognition of the increasing number of wheelchair accessible taxis that were being MEEP was designed in consultation with operated in the city, but also the number of Lothian & Borders Fire & Rescue Service, complaints that the licensing authority had and provided guidance on what to do in the received from wheelchair users about poor event of a fire on a minibus. A smoke experiences when travelling in a taxi. Both machine was used to simulate conditions the code and the guidance leaflets were inside a vehicle during a fire and delegates subsequently showcased by LRC as good were given a number of different roles to play practice at a meeting of the European in order to practise evacuation techniques. Conference of Ministers of Transport in Seville, 1992.

During 1990, ECT secured an agreement with Edinburgh District Council to train taxi drivers in the safe use of the wheelchair access equipment that came with all new taxis. This was the first such agreement in the UK, and was introduced because of a new licensing condition that all taxis had to be wheelchair accessible by 1997, three years before London.

The following year, after consultation with LRC’s Unit, Edinburgh District Council and other stakeholders, ECT In 1989, after a successful fund-raising produced the Taxi Driver Trainer’s Resource campaign, ECT bought its first coach-built Pack, which was marketed throughout the minibus, which it designed and specified in- UK to help develop a common training house. Although more expensive to buy than programme for taxi drivers concerning the a conventional minibus based on a van safe use of wheelchair access equipment. The conversion, the new vehicle provided much pack included a copy of the Call a Cab video, better access for passengers with disabilities which featured an ECT training session, and 5 which had been produced by the Department LOTHIAN COMMUNITY of Transport at the suggestion of ECT and TRANSPORT SERVICES: 1991 - 2016 LRC.

Good practice leadership LCTS was formally incorporated as a By this time, ECT had started to engage more company limited by guarantee, with actively in public passenger transport policy charitable status, on 4 October 1991. In development processes, especially within order to focus on its new brief, which LRC. One outcome of the increasingly included minibus and van hire, training, and positive relationship with LRC was when the advice and information, it was agreed that the Public Transport Unit agreed to fund ECT’s Dial-a-Ride service would no longer be production of The Minibus Management Pack in provided. This decision was also taken in 1990. The pack, which was widely distributed acknowledgement that Handicabs (Lothian) throughout Edinburgh and the , was was by then best placed to deliver such a designed to equip community groups with service. It was also agreed that the furniture the necessary information to decide whether storage and removal service would be or not the acquisition of a minibus was the terminated, with the van only being available right choice; to establish the correct on a self-drive basis. procedures for acquiring a minibus; and to establish an operational framework to In recognition of its unique blend of skills and manage a minibus efficiently and effectively experience, LCTS adopted two strategic aims with a proper regard for the law, passenger which were specifically targeted at enhancing safety and driver training. quality assurance in minibus management systems in the voluntary and statutory sectors. These were:

 To encourage and support transport providers by promoting good practice in management and operation techniques.

 To provide high quality consultancy services to community transport and other passenger transport providers. Minibus Safety Audits As part of this expanded remit, LCTS developed a new service whereby it would undertake a Minibus Safety Audit on behalf of other vehicle operators. This wasn’t about the mechanical roadworthiness of a minibus, rather it was an investigation into whether or not the design and use of a minibus complied with the law and codes of practice concerning the carriage of passengers in wheelchairs.

By the end of 1990, and with demand for It soon became apparent that several ECT services coming from all parts of voluntary sector minibus operators needed to Lothian Region, ECT, ECSS and LRC make improvements to their vehicle(s) but collectively come to the view that the time were unable to secure the necessary finance. was right for the organisation to become LCTS subsequently worked with LRC to independent, with a new and expanded establish an innovative Small Grants Scheme for Lothian-wide remit. Minibus Improvements, which was funded by LRC and administered by LCTS from 1991- 94, with the consequence that the standard of

6 minibus operation was improved throughout It was from this initiative that LCTS the Lothians. developed a Minibus Specification & Purchase New services service for other transport operators. Starting with an analysis of passenger needs, As part of its new role, LCTS was also often a suitable base vehicle is then identified and a commissioned by LRC to carry out a Transport detailed specification drawn up and put out Needs Audit for local voluntary and to tender. Once a supplier has been community organisations. To the surprise of appointed, LCTS liaises with them during the many groups, LCTS was sometimes able to build process to ensure compliance with the demonstrate that the acquisition of a minibus specification and then undertakes a full pre- wasn’t the best solution to a perceived delivery inspection on behalf of the transport need: instead, there were far less purchaser. This service has since been costly options that could be considered, provided for several local and national including hiring from LCTS. voluntary organisations.

During 1992, LCTS began publication of a Transport Action Groups quarterly newsletter, which didn’t just feature Another early area of work for LCTS was events within the organisation, but was also a involvement in supporting or setting up a means of keeping other vehicle operators up- Transport Action Group in each of the four to-date with changes in legislation and good constituent parts of Lothian Region. Issues practice guidelines. and priorities were different in each area, but there was a common need for advice and information on community transport matters, as well as improved linkage to transport policy and strategy developments, which LCTS was often able to facilitate. Depot opens in Midlothian Towards the end of 1992, the Midlothian Transport Action Group (MTAG) invited LCTS to consider how it could establish a minibus hire facility in Midlothian that would meet the needs of local community and voluntary groups. After undertaking an extensive consultation exercise, LCTS drafted a detailed proposal for opening a base in Dalkeith, which was enthusiastically approved by MTAG.

A complex and innovative funding package was put together, with financial support from Midlothian District Council, LRC and two local voluntary groups, and the new base eventually opened in January 1995. Originally operating with just one minibus and a Minibus specification Transport Officer, demand was so great that LRC soon provided funding for a further two Also in 1992, LCTS formed an innovative minibuses together with a part-time driver, partnership with LRC’s Social Work and the service was also expanded through Department to develop a common the recruitment and deployment of a pool of specification for accessible minibuses. This volunteer drivers. Today, the Midlothian work combined LRC’s expertise on base depot has six wheelchair accessible vehicle engineering with LCTS’s expertise on minibuses, a Transport Co-ordinator, and the design of access improvements for four part-time drivers who are supported by passengers, with the result that there was an a pool of sessional and volunteer drivers. overall increase in service quality.

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Working in partnership involved dealing with calls from all over Meanwhile, during 1993, LCTS worked with Scotland asking for advice and information a consortium of local and national bodies to on every aspect of community and accessible transport: e.g. driver licensing legislation, organise a Transport for Independent Living Conference at Heriot-Watt University. As a driver training, minibus management and result of this successful initiative, various legislation, minibus maintenance good individuals and organisations met over the practice, and how to set up and run a next two years to discuss how the ideas and community transport scheme. The service issues raised at the conference could be taken was such a success that the CTA was able to forward at a national level. One outcome was secure sufficient funding from central the formation of the Scottish Accessible government to enable its expansion to the Transport Alliance (SATA) in 1995, with LCTS extent that it could be taken in-house. becoming one of the founding members.

Also in 1993, and building on the work undertaken by ECT, LCTS produced a Directory of Minibuses in Lothian, which was funded by LRC and freely distributed throughout Lothian Region. The following year, LCTS and LRC collaborated to put together an extensive video library on transport and access matters, which was made available for free short-term hires from the LCTS offices. Trading company set up It was due to these kinds of opportunities that, towards the end of 1995, LCTS established a wholly owned trading company, with the annual surplus being passed to LCTS. Originally called Community Transport Consultancy & Training Ltd, the trading company changed its name in 2006 to Transport Training Skills (UK) Ltd in recognition of its ability to work across the public passenger transport industry.

It was during this period that LCTS began to Surpluses generated by the trading company capitalise on its growing reputation as an were, in the early years, often used to help expert in community and accessible cover funding shortfalls in LCTS, thereby transport. National voluntary organisations supporting the retention of staff in post, but and local authorities commissioned the have recently made an increasingly important organisation to undertake operational reviews contribution towards the cost of replacing and vehicle safety audits, with such work LCTS’s minibuses. happening throughout the UK (e.g. Dorset, Hampshire, Newcastle-upon-Tyne and One of the new trading company’s first Tayside). In addition, LCTS staff were successes in 1995 was the award of a contract sometimes called upon as expert witnesses to to provide enhanced training on the correct advise local authorities and other public use of wheelchair safety and access sector agencies in Scotland and England on equipment for another 1,600 taxi drivers in how to improve operational practices in the Edinburgh. Although, since becoming aftermath of personal injury incidents when independent, LCTS had continued providing using a minibus or operating a passenger lift. the training originally delivered by ECT, it was agreed by all parties that the trading From 1995 - 1998, LCTS was contracted by company would be a more appropriate the CTA to deliver its new telephone based delivery mechanism. This view was validated Scottish Advice & Information Service. This 8 when Midlothian District Council LCTS doesn’t just deliver MiDAS training to subsequently contracted for the training to drivers, it is also an accredited Training Agent include around 140 taxi drivers in Midlothian. able to deliver MiDAS Driver Assessor/Trainer courses. Moreover, because of its unique skills in this area, the organisation has regularly been called upon by CTA to deliver a training package to candidates from across the UK who wish to become a Training Agent in their local area. Local government re-organisation However, after such a sustained and concentrated period of successful growth it was almost inevitable that LCTS would eventually face a major challenge to its very existence, and this certainly seemed to be the case when local government re-organisation took place in 1996. The end of LRC and the old district council structure was a testing MiDAS time for any organisation with a Lothian-wide remit, but especially for LCTS since its Also in 1995, LCTS was invited to act as strategic objectives had yet to be fully realised Convener of the CTA’s UK Working Party to in either East Lothian or . Establish a Common Standard for Driving

Assessments. It was this initiative that led, the Despite LRC doing its best to secure LCTS’s following year, to the launch of a UK future through a three-year Service Level accredited driver training programme - the Agreement (SLA) covering 1995-98, which the Minibus Driver Awareness Scheme (MiDAS). It new unitary local authorities were obliged to was gratifying to see that much of the content honour, the organisation experienced an for MiDAS was based on material and overall reduction in funding. One early training procedures that LCTS had already consequence was that the van was disposed designed and implemented locally. of, and LCTS thenceforward concentrated on passenger transport services. Another saving was made by ceasing production of the quarterly newsletter.

However, despite these challenges, LCTS was able to use the final two years of the SLA to build new relationships and partnerships in all four local authority areas in order to secure its short-term future. Developments in West Lothian During 1997, West Lothian Council commissioned LCTS to undertake a wide- ranging Report on Community Transport in West 9

Lothian. One of the key findings was that local voluntary sector minibus operators experienced significant difficulties in THE CHANGING COLOURS OF LCTS recruiting suitably trained volunteer drivers. After further discussions with the Council, LCTS resolved to concentrate its energies in Throughout its history, EVT/ECT/LCTS has tried to avoid operating white vehicles, largely West Lothian around the development of a because of their connotations with institutional Community Driver Project to meet the needs care, which many users would’ve resented. identified in the report. However, no-one seems to know the colour of the very first vehicles operated by EVT in 1972: Without a base in the area, it was necessary it’s hard to tell from the black and white photos! for LCTS to identify a local partner with which the Community Driver Project could be By the end of the 1970s, the dominant colour was yellow, although of varying shades. piloted and developed. West Lothian’s Volunteer Centre in , then known as In 1984, the first beige minibus was acquired, Local Volunteer Enterprise (which eventually with a dark chocolate stripe along both sides. This wasn’t so much due to a well thought out evolved into Voluntary Sector Gateway West corporate re-brand, it was simply one of the Lothian), was the obvious such partner, so limited number of options on offer from the the new service started in 1999 and has vehicle supplier, and the other colours were operated successfully since then with LCTS associated with other operators in Edinburgh. providing MiDAS and other training courses In 1989, a new white Ford Transit was donated to volunteers who are then placed with to ECT, but this was the only time the appropriate groups throughout the area. organisation owned a vehicle in this colour. In 1992, as an exciting innovation, a minibus was An innovative component of the Community purchased with red stripes instead of chocolate Driver Project is that LCTS undertakes a ones, and that became the new corporate colour Minibus Safety Audit on any third sector scheme for the next six years. minibus that a volunteer is asked to drive. In 1994, a green minibus was acquired on the This not only ensures that the volunteer isn’t basis that the charitable trust that made a put at risk through driving a vehicle that isn’t contribution towards the purchase cost insisted compliant with good practice procedures on green as a condition of the grant! concerning its design and use, it also helps In 1998, the first all-red minibus was purchased, deliver quality assurance for the minibus and this has been the corporate colour scheme operator. This programme of quality ever since. assurance was welcomed by both the Council and local minibus operators in West Lothian. New funding In 1998, LCTS was successful with its application to what was then the National In Edinburgh, LCTS secured funding from Lottery Charities Board (NLCB) for a three- the Unemployed Voluntary Action Fund year grant to purchase a new minibus (to be (UVAF) for a three-year Volunteer Driver shared between the depots in Edinburgh and Brokerage Project from 1997-2000, which Midlothian) and appoint two part-time sought to provide new skills and drivers: one in Edinburgh and one in opportunities for people who had been long- Midlothian. The employment of two term unemployed. A particular success story additional drivers enabled a significant was someone arriving at the project with very expansion of the minibus hire service, low self-esteem and poor communication especially in Edinburgh where the service had skills who underwent MiDAS training with depended entirely on volunteers recruited intensive one-to-one support and then through the Volunteer Driver Brokerage Project. started to volunteer with LCTS on an increasingly regular basis, eventually going on The new minibus gave LCTS an opportunity to secure employment as a bus driver with to adopt a refreshed corporate branding, and Lothian Regional Transport (now Lothian was the first red vehicle to be acquired. This Buses). seems to have been a successful move, since passengers now easily recognise LCTS

10 minibuses as they arrive and have been term investment to deliver growth and known to talk about looking out for their red sustainability. bus arriving to take them on a trip. Minibus Management Agreements Service quality assurance Throughout the 1990s, and early into the new It was also during 1998 that LCTS began a century, LCTS worked with several voluntary programme of quality assurance for its organisations and educational establishments services, with the development of a series of to design and deliver a series of Minibus Service Quality Standards. The first covered Management Agreements, which helped Preparing a Minibus for Hire, followed by ones showcase the value of community transport. on Vehicle Defect Reporting & Rectification, Classroom Based Training Delivery and Passenger These agreements built on the kind of Assistance. partnership that EVT had piloted in the New investment 1970s, but in a much more formal way, whereby LCTS became responsible for all Early in 1999, in order to showcase its aspects of managing and operating a minibus commitment to partnership working, LCTS that belonged to another body. Such an led the design and submission of an agreement not only acknowledged that the innovative consortium bid to the NLCB for a vehicle owner often had neither the staff grant to enable the purchase of four low-floor time, nor the necessary skills, to manage a accessible minibuses, with two for vehicle, it also helped ensure that an asset Lammermuir Community Transport (East (often purchased with public funds) was well Lothian) and two for LCTS. used in meeting a wide range of local transport needs. Unfortunately, before the outcome of the application was announced, East Lothian Council decided to withdraw its relatively small grant to LCTS in order to help it make the necessary savings in its budget for 1999/2000. However, both LCTS and Lammermuir Community Transport were delighted when, later in 1999, the NLCB awarded a grant of £224,700 for the purchase of the four minibuses, which were designed and specified by LCTS.

Under the terms of such an agreement, LCTS was responsible for scheduling and invoicing all the minibus’s bookings, and also arranging and paying for all necessary repairs, maintenance and other running costs. The vehicle owner then only had to pay for the time they actually used their own vehicle, but were released from the burden of paying for all of the fixed overheads at times when they didn’t have a transport need. In addition, Also during 1999, LCTS was selected as one they were able to access a back-up vehicle of five case studies in a Review of Voluntary from the LCTS fleet whenever their own Transport, which was prepared by a transport vehicle was off the road for repairs and consultancy on behalf of the UK maintenance. Perhaps of most importance, government’s Department of the the owner had complete confidence that their Environment, Transport and the Regions vehicle was being managed in accordance (now the Department for Transport). This with the law and relevant codes of good was a seminal publication that identified the practice. In one case, a group was only importance and value of community successful in its application to a trust fund for transport schemes and also the need for long- a grant to purchase a minibus because it 11 included a commitment that the vehicle LCTS’s long experience of managing would be managed by LCTS. minibuses enabled it to co-author a new CTA booklet in 2000: Minibus Management (operation, maintenance and management of 9-16 seat vehicles), which included a CD with specimen forms based on those developed and used by LCTS. The publication was marketed throughout the UK, but it is unknown just how many projects ended up using systems and forms that LCTS would instantly recognise! 1st Community Bus service starts In Midlothian during this period, LCTS worked with Midlothian Council to identify how best to meet the transport needs of some Unfortunately, this way of augmenting the of the more isolated communities in the area. LCTS fleet for the wider benefit of third As a result, LCTS made a successful sector groups is not currently an option. This application to the Scottish Executive’s Rural is because many vehicle owners either found Community Transport Initiative (RCTI) grant it impossible to raise the finance to replace scheme, which enabled the acquisition of a their vehicle when it reached the end of its new low-floor minibus to pilot a couple of economic operating life, or they felt Community Bus services in 2000. compelled to sell the asset to raise some much needed capital, or their transport needs had This was the first time that such services had changed over the period of the Minibus operated in Midlothian. A Community Bus Management Agreement. However, in one case, service is registered with the Traffic the minibus was donated to LCTS and it was Commissioner in exactly the same way as a eventually replaced as part of the conventional bus service: the minibus organisation’s ongoing vehicle replacement operates to a timetable and picks up programme. passengers at regular bus stops, but it can also be stopped on a hail-and-ride basis in areas where there aren’t any bus stops. In particular, because it is using smaller minibuses, such a service can penetrate areas not served by double decker and single deck buses. Although the service can, and does, carry fare-paying passengers, around 95% of the ridership is by people who are entitled to travel for free with their bus pass, just as they can do on a regular bus service.

The two pilot services were designed to link the isolated rural communities of Temple and Carrington with local shopping centres in Bonnyrigg, Dalkeith and Gorebridge. Although the minibus was never full, it soon became apparent that LCTS was providing a vital lifeline for people who would otherwise have been socially excluded.

However, whilst the developing Community Bus network was a great success, the expiry of three-year grants from UVAF (in 2000) and NLCB (in 2001), meant that LCTS had to re-evaluate how it was going to deliver its

12 minibus hire service in both Midlothian and agreed to work together under the auspices of Edinburgh. an informal forum called the Edinburgh Community Transport Operators Group Early in 2001, LCTS was invited to join a (ECTOG), with Handicabs (Lothian) having Midlothian Council Working Group that had observer status. been set up to conduct a one-year Review of Community Transport. A key purpose of the By the end of 2000, LCTS had played a lead review was to explore ways of enhancing the role in drafting a briefing paper, Towards A interface between the Council’s in-house Community Transport Strategy?, on behalf of transport provision and that provided by ECTOG, which recommended that the City community transport groups such as LCTS. of Edinburgh Council carry out a review of As part of the review the Council undertook the transport needs of local voluntary and an evaluation of the services provided by community groups. LCTS and concluded that its investment in the organisation represented good value for money.

LCTS was, therefore, delighted when the Council, despite experiencing its own funding pressures, resolved to increase its funding of LCTS in order to secure the expansion of the minibus hire service that had taken place during the previous three years. This was a fantastic outcome, and was due in no small part to the tremendous commitment shown by the drivers (paid and voluntary) to maintaining the service during a period of financial uncertainty. It was also a testament to the knowledge and understanding of the Council’s public transport officials and elected members, and their appreciation of the high value of community transport services. ECTOG formation & CT reviews Meanwhile, in Edinburgh, which had a completely different operating environment This suggestion, and the work of ECTOG, to that in Midlothian, LCTS embarked on a was given added impetus by the publication, programme of partnership working, the in 2001, of The Role of Transport in Social implications of which are still being worked Exclusion in Urban Scotland, which was through today. For the first time, the city’s authored by Napier University’s Transport five main community transport providers Research Institute on behalf of the Scottish (LCTS, PEP, SEAG, Dove Transport and Executive Central Research Unit, and to Handicabs {Lothian}) met early in 2000 to which LCTS had made a significant discuss areas of common concern such as contribution. Amongst the report’s findings funding instability and how best to engage were a series of recommendations, including: with the City of Edinburgh Council’s newly emerging Local Transport Strategy. There was  Increased co-ordination of transport broad agreement that all parties faced similar provided within local authorities, and challenges, and the time was ripe for a between them and the voluntary comprehensive review of the city’s provision sector. and funding of community transport.

 The creation of a network of As a direct outcome of that first meeting, the community transport provision based four providers of a minibus hire service on needs. (LCTS, PEP, SEAG and Dove Transport) 13

It was surely no coincidence that, later that elsewhere. In 2002, it formed a partnership year, the City of Edinburgh Council decided with Telford College (now Edinburgh to undertake a Review of the Provision of Social College) to deliver a new modular learning and Community , which programme for taxi drivers in Edinburgh. would also encompass its own in-house Feedback from past training courses had Social Work and Education transport. LCTS indicated that 85% of taxi drivers wanted to was nominated to represent voluntary sector attend disability awareness training, so interests on the Council Working Group that LCTS’s module was revamped to cover was set up to oversee the review over the next Disability Awareness & Wheelchair Access. The two years. new course has since regularly scored very highly in delegate feedback forms. This was a good time for LCTS to become involved in such discussions since, with the Also in 2002, after end of its three-year NLCB grant, and in the further consultation absence of alternative funding, it had taken with Midlothian the difficult decision that its minibus hire Council and local service would have to operate purely on a community self-drive basis from April 2001. The representatives, Council’s review was, therefore, an ideal LCTS registered a opportunity to ensure that the need for local third Community voluntary and community groups to have an Bus service, linking affordable with-driver minibus hire service Danderhall and the would be examined within a strategic context. ASDA store in Edinburgh. This was LCTS was able to ensure that the review had an immediate an early focus on this issue when the Council success, with the invited it to work with consultants to design minibus regularly a questionnaire aimed at identifying the operating at, or near transport needs of the third sector in to, full capacity. Edinburgh. A key finding of the consultants’ report was that there was a need for additional with-driver minibus hire services A new role for LCTS across the city. In 2003, the City of Edinburgh Council New developments concluded its Review of the Provision of Social and However, LCTS’s energies weren’t just Community Transport in Edinburgh, with three focused on Edinburgh during this period. In key outcomes. Firstly, the Council resolved 2001, the organisation was commissioned by to bring its Social Work and Education West Lothian Council to draft A Proposal to transport together into a Corporate Establish a LCTS Base in West Lothian. This Transport Unit (CTU), which would also take was partly in response to a demand from on more of a strategic role within the Council. some voluntary organisations for a locally Secondly, after consultations with the wider based minibus hire service, which was to be voluntary sector, LCTS was formally modelled on the characteristics of the LCTS contracted as the Council’s Voluntary Sector base in Midlothian. In addition, the Council Partner for Community Transport. Thirdly, it was was keen to explore how it might work in agreed that ECTOG should explore how best partnership with LCTS to develop innovative to build on existing structures to develop a transport services in areas with little public co-ordinated network of four minibus pools passenger transport. Unfortunately, although able to meet the transport needs of voluntary the proposal was well received when it was and community groups across the city. published in January 2002, the Council was unable to secure the necessary investment to The idea behind the role of Voluntary Sector make such a base a reality. Partner for Community Transport was to give the Council a single portal through which it could Although there was a disappointment in West develop transport services with and for the Lothian, there was success for LCTS third sector. It was also an acknowledgement 14 that, uniquely in the sector, LCTS already had Also in 2003, when the Scottish Executive the skills and expertise, as well as the remit, to announced funding for a three-year pilot provide support and development services to Urban Demand Responsive Transport (UDRT) other transport providers. initiative, LCTS took the lead in working with ECTOG, Handicabs (Lothian) and the With regard to developing a co-ordinated Council to secure £440,000 for an initial network of four minibus pools, after a three-year period to support the expansion consultation with the city’s voluntary and and development of services operated under community groups, it was agreed that LCTS the ECTOG umbrella. Each community would concentrate its vehicle hire service in transport operator used its share of the the eastern quadrant of the city, with SEAG funding in slightly different ways, with LCTS focusing in the south, PEP in the north, and concentrating on delivering an enhanced self- Dove Transport in the west. It was further drive vehicle hire facility and an expanded agreed that, as the Council’s Voluntary Sector range of training services. Partner for Community Transport, LCTS would continue to deliver its training, advice and As part of the UDRT terms and conditions, information services on a city-wide basis, and the Council was required to submit a would also take on a lead role in developing monitoring and evaluation report to the robust common operating procedures in Scottish Executive every six months. In its order to ensure high quality service delivery role as the Council’s Voluntary Sector Partner for in all four quadrants. Community Transport, LCTS co-ordinated the data gathering from ECTOG and Handicabs These developments helped lay the (Lothian), and then collated a report which foundation for two substantial new was subsequently submitted by the Council to investments in community transport in the Scottish Executive. It was, therefore, Edinburgh. Firstly, when, towards the end of gratifying when the Scottish Executive 2003, the Council received a grant of £1.3M commended the level of partnership working via the Scottish Executive for local transport in Edinburgh, and then agreed to provide initiatives, LCTS acted on behalf of ECTOG further funding for an additional two years. and Handicabs (Lothian) to draft a proposal that £520,000 should be allocated to fund the replacement of ten worn out minibuses, with two vehicles for each operator.

The fact that the Council agreed to the proposal was a recognition of the value it placed in having LCTS as its Voluntary Sector Partner for Community Transport. The partnership not only provided the strategic Meanwhile, in recognition of the benefits of context for awarding the funding, it also working together, in 2004, the four ECTOG helped give the Council confidence that it was members signed a Working In Partnership investing in a quality assured operator Statement setting out the basis for developing framework services to meet the needs of the city's

15 voluntary and community groups. Their jointly developed vision, which was endorsed by the City of Edinburgh Council, was that third sector groups would, in time, build a UNBELIEVABLE! relationship with their local minibus pool, thereby enhancing overall service efficiency and effectiveness. Each ECTOG member Sometimes we find it hard to believe the also made a commitment to seek to provide stories we’re told about how our mutual support should they experience any minibuses come to be damaged during self-drive hires. Here’s a short selection particular operational pressure: e.g. short- from our archives. term non-availability of a vehicle.

LCTS: Why is there a large boot shaped dent in The value of the ECTOG partnership was the rear door of our minibus? recognised that year in a consultants’ report Hirer: One of the passengers couldn’t work out commissioned by the Council, in which the how to operate the door handles so he kicked the work of LCTS was particularly featured. The door shut! report noted that the local community ◊◊◊ transport network had been enhanced by the LCTS: We notice that you had to call out the creation of ECTOG, which had enabled the breakdown service during your weekend hire. Can better pooling of resources in four quadrants you tell us what happened? across the city. Once again, the critical need Hirer: We got stuck in some mud. for additional with-driver minibus hire LCTS: Oh dear. Where was that? services was also identified in the report. Hirer: In the middle of a field. LCTS: What were you doing in the middle of a LCTS’s role as the Council’s Voluntary Sector field with our minibus? Partner for Community Transport also led to Hirer: That’s where the campsite was! other opportunities for the organisation ◊◊◊ during 2004. Firstly, it was commissioned by LCTS: Can you tell us anything about the fact that the Council’s Education Department to write you returned our minibus with the near-side wing an Operation of Minibuses Handbook, which was mirror missing and a deep gouge down the entire targeted at all the schools in the city that had near-side. their own minibuses. Secondly, LCTS Hirer: Well, that was caused by the narrow represented the local voluntary sector on the entrance to the car park. I only realised it was a Council Working Group that was set up to bit tight when I hit the wall and knocked the wing draft a Community & Accessible Transport mirror off. LCTS: OK, but what about the deep gouge? Strategy for Edinburgh. However, before a final Hirer: Well, that was caused by the hinge on the strategy could be completed, the Council gatepost. Once I’d started to go through the resolved in 2005 that its need to produce a entrance I thought it best to carry on and get new Local Transport Strategy was an parked, rather than try reversing back out onto the opportunity to integrate community and road. I thought I might’ve hit something judging accessible transport planning into one by the noise, but I couldn’t see because the wing mirror had fallen off! strategy, which was a move that was supported by LCTS and other ECTOG ◊◊◊ members. Hirer: (telephoning LCTS): Hello, we’ve got two of your minibuses on hire and we’ve had a bit of New funding for LCTS in Midlothian an accident in one of them whilst driving onto the LCTS’s success in facilitating new investment . Don’t worry, no-one was hurt and there isn’t any third party damage. in community transport wasn’t confined to LCTS: That’s good. What’s the damage to our Edinburgh during this period. In 2004 and minibus? 2006, Midlothian Council also received Hirer: Well, actually there’s damage to both funding via the Scottish Executive to support minibuses. We got the first one onto the ferry local transport initiatives, and it agreed to without any problems, but then we hit it when we allocate a substantial portion to enable LCTS drove the second one on! to replace a worn out minibus in both years.

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Also in 2004, Midlothian Council and LCTS worked together to draft an innovative five- year Service Level Agreement, which, for the first time, gave LCTS an opportunity to plan beyond the immediate short-term. There was an early payback for the Council when, in 2005, LCTS was successful in securing another grant from the Scottish Executive RCTI that enabled the Community Bus service to be expanded with another two routes, which linked Temple, Carrington and parts of Loanhead to the shopping centres in Bonnyrigg and Straiton.

It was also in 2004 that LCTS achieved Investors in People (IiP) accreditation. This marked the culmination of a year-long process during which there was a wide ranging review of the organisation’s business Quality assurance vision and objectives, together with the design and implementation of an Internal During 2004, West Lothian Council decided Communication Plan. The latter document has that voluntary organisations in receipt of a since become a key management tool for grant should undergo a comprehensive Best delivering a team-work ethos across LCTS’s Value Review. The twin purposes of the two operating centres. review were to ensure that such organisations were providing services in an effective and efficient manner, and also to ensure that those services had a clear fit with Council priorities. The IiP assessment process also helped the In common with all other grant recipients, organisation design and implement new LCTS was required to compile a Portfolio of business planning and management Evidence covering ten areas, including procedures. In particular, ever since 2004, performance measurement, service quality LCTS has adopted a much more focused and partnership working. Organisations approach with its business planning. Rather scoring above the threshold set by the than having a lengthy, and often not very Council would be offered a rolling three-year helpful, business plan, which was sometimes grant. It was extremely gratifying when it drafted more to meet the needs of a funder emerged that LCTS was one of the highest rather than the organisation, the LCTS scoring groups; with the result that it was not Business Plan is now no more than two pages, only able to negotiate a new three-year and is a “live” document which is kept under funding package, but its profile was also constant review through monthly enhanced within both the Council and the management meetings and bi-monthly local third sector. meetings of the LCTS Executive Committee.

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LCTS can rightly be proud that it has been through LCTS’s trading company to some of able to maintain its IiP accreditation through the largest bus and coach operators in the UK a programme of regular assessment, which and Ireland. has enabled the organisation to demonstrate continuous improvement across its management and service delivery.

A good example of LCTS’s leadership role in delivering improved service delivery arose in 2005, when it headed up and managed a grant application to enable ECTOG members to upgrade their Wheelchair Tie-down and Occupant Restraint Systems (WTORS) in order to comply with new guidelines from the International Standards Organisation (ISO). This involved ditching the ratchet clamps that had been in common use since the early 1980s, and replacing them with four-point webbing restraints that met the ISO standard. LCTS subsequently provided training on how to use the new WTORS, and this was later developed into a classroom based training D1 training course for drivers deployed by the City of Edinburgh Council. It was also in 2006 that LCTS began to deliver D1 training, initially on a small scale to local In order to make this initiative widely known, third sector groups, but later on behalf of it was featured in the LCTS Newsletter, which national voluntary organisations and local was re-introduced as an ad hoc publication in authorities. Several years earlier, LCTS had 2005. recognised that the UK’s adoption of EC driver licensing legislation in 1997 would lead Another innovative partnership to a shortage of drivers eligible to drive 9-16 It was also around this time that LCTS, passenger seat minibuses. It had, therefore, through its trading company, embarked on ensured that appropriate staff had the another innovative partnership that led to Approved Driving Instructor qualification that new income-generating opportunities. By would enable drivers to be trained to the D1 2006, LCTS had been providing training in test standard, thereby giving entitlement to Minibus Emergency Evacuation Procedures drive minibuses. (MEEP) at a local and national level for about Volunteer recognition twenty years. However, with the advent of GoSkills (the UK Sector Skills Council for In 2007, as part of its ongoing commitment training in the passenger transport industry, to quality assurance, LCTS achieved Investing now known as People 1st) LCTS saw an in Volunteers accreditation, which has been opportunity to revamp MEEP and widen its maintained ever since through a regular re- appeal. assessment process. The initial assessment provided an opportunity to update the Working closely with GoSkills, LCTS organisation’s Volunteer Policy, and also to designed Out in 3, which includes a DVD adopt a more inclusive approach to the demonstrating emergency evacuation involvement of volunteers. procedures in the event of a fire in a minibus, bus or coach. Out in 3, which concentrates on what to do when carrying vulnerable passengers, especially people with disabilities, can be delivered directly to drivers or as a one-day training-for-trainer course. Training sessions have subsequently been delivered by LCTS to local third sector groups, and also 18

Volunteer drivers have played a central role on the Transport Needs of Five Voluntary Sector in LCTS’s history right from the early days of Providers of Day Care Services for Older People. EVT. Without their collective commitment The primary finding was that the providers and support, there is no doubt that neither wished that a sustainable transport solution the minibus hire service nor the Community should be delivered on their behalf by an Bus network would have been as successful external independent body with the necessary as they have been. LCTS is extremely grateful level of expertise and professionalism in such to everyone who has volunteered over the matters, with one option being that LCTS years, regardless of whether that was just on could fulfil such a role. The report has an occasional basis for a short while or on an subsequently been used to help inform the intensive basis over a longer period – in some ongoing partnership between the providers cases, for more than fifteen years. and West Lothian Council. With-driver hire re-introduced Training in Midlothian and Edinburgh In 2007, after a number of staff changes and Later that year, LCTS embarked on an a consultation with the City of Edinburgh innovative partnership with Midlothian Council, LCTS resolved to re-direct its Council whereby the organisation designed UDRT grant to employ two part-time drivers and delivered bespoke training courses for in order to re-introduce a with-driver drivers employed by the Council. The first component to its minibus hire service in the such course to be piloted, and then delivered city after a gap of six years. This proved to as and when required, was Towing a Trailer. be an extremely popular move, with demand Drivers are able to practice manoeuvring and for the service quickly outstripping the reversing exercises in the LCTS yard in number of available driver hours. Edinburgh, which has been specially marked out with designated bays and cones, before The following year, the newly formed starting a number of on-road training resolved that both its sessions. At the end of the training, drivers RCTI and UDRT grant programmes would are submitted for a car and trailer driving test be devolved to local authorities to determine at an approved test centre, and LCTS has what the money should be spent on. been very pleased that to date there has been Fortunately for LCTS and its service-users, close to a 100% pass rate. both Midlothian Council and the City of Edinburgh Council agreed to continue In 2010, the City of Edinburgh Council asked supporting the service enhancements that LCTS to design and deliver a range of training had been made possible by the RCTI in courses for drivers on contracted home-to- Midlothian and the UDRT in Edinburgh. school transport services. The courses are A new role for LCTS in West Lothian? tailor made for different types of contractor, depending upon the type of passengers being Meanwhile, in October 2007, West Lothian carried. Areas covered include: Managing Council published its Strategic Review of Day Challenging Behaviour, Managing an Epileptic Care Provision for Older People in West Lothian. Seizure, Customer Care, Autistic Spectrum One of the key recommendations was that Disorder, and Operational Instructions. third sector day care providers should work together in order to make the best use of the Best Value available resources. However, the review also Early in 2011, the City of Edinburgh Council noted that the provision of appropriate appointed consultants to conduct a Review of transport was an ongoing challenge that Community & Accessible Transport Services with a needed to be addressed. view to demonstrating Best Value in the funding arrangements that were then in In January 2008, the Council commissioned existence for the city’s community transport LCTS to undertake a study on how the providers, and also in light of increasing transport needs of five third sector providers demand during a prolonged period of of day care might best be met within the standstill funding. When the consultants’ context of the emerging strategic partnership report was published in 2012, it was no between those providers and the Council. surprise to LCTS that a key finding was that Two month later, LCTS published A Report fleet renewal was a significant challenge for all 19 the community transport providers and that The decision to undertake such a review was “insufficient funding {was} being provided taken just as LCTS was coming to the end of to maintain the existing level of service” with its second 5-year contract as the Council’s the consequence that “the status quo {was} Voluntary Sector Partner for Community Transport. not a viable option.” After consulting with its partners in ECTOG, LCTS determined that the original purposes It was also during this period that, at the of the partnership had largely been fulfilled request of both the City of Edinburgh and that the new operating and funding Council and Midlothian Council, LCTS environment meant that such a role was no designed and delivered training courses for longer appropriate. This conclusion was local authority employees on Risk Assessments endorsed by the City of Edinburgh Council. for the Carriage of Wheelchair Users. The training The value of community transport covered a wide range of potential hazards, including the design of the wheelchair and its Also during 2013, LCTS worked with anchorage points, and the correct use of Evaluation Support Scotland and ECTOG occupant restraint systems. partners to develop a model showing how investment in community transport helped Early in 2012, West Lothian Council achieve key outcomes in the Reshaping Care for introduced a Voluntary Organisations Health Older People (RCOP) programme. The model Check for grant recipients, which used a traffic showed how investment in community lights system to evaluate compliance with transport was part of a preventative spend good practice standards covering areas such strategy which delivered better outcomes and as financial management, governance, saved money that otherwise would’ve been staffing and performance. A green ranking spent on more expensive health and social indicated that the standard had been met or care services. This work helped LCTS to exceeded. LCTS was pleased to learn that it advocate successfully on behalf of ECTOG had one of the highest green scores among and Handicabs (Lothian) to secure RCOP third sector grant recipients. funding to part finance the replacement of two minibuses for each operator.

The same year, the ’s Infrastructure & Capital Investment Committee decided to conduct an inquiry into community . In April, MSPs visited LCTS on a fact-finding mission and this was followed up when LCTS was invited to submit oral evidence at a Committee meeting in May.

Another review! In 2013, the City of Edinburgh Council decided to undertake a wide-ranging Review of Community & Accessible Transport that would be carried out in-house, but in partnership with LCTS and other ECTOG members, and also Handicabs (Lothian). Apart from a focus on third sector providers of community transport, it was resolved that the review would include the Council’s passenger transport operations and it was also It was gratifying when, in July, the Convener anticipated that links would be made with of the Committee chose not only to launch NHS (Lothian). the Committee’s Report on Community Transport at LCTS’s depot in Edinburgh, but also

20 travelled on a LCTS minibus to meet some of necessary investment might be made the people who relied on the organisation to available, it has not yet been possible for a get out and about. funding commitment to be made to enable a facility to be put in place. Whilst it was pleasing to see that the New training services Committee’s report contained a significant number of quotations from LCTS’s evidence, It was also during 2013 that LCTS worked and there was a clear acknowledgement of the with Midlothian Council to enhance the range important role played by community of training services that could be provided to transport groups in enabling travel Council employees. Once again using the opportunities for those who most needed specially marked bays in the LCTS yard in them, of far greater importance were the Edinburgh, a training programme was number of recommendations for action. In devised to enable drivers to practise particular, there was a clear recommendation manoeuvring and reversing a lorry before that Scottish Government should consider embarking on a series of on-road training providing funding to enable the purchase of sessions, culminating in taking a lorry driving replacement vehicles for community test at an approved test centre. So far, there transport operators: this was something that has been close to a 100% pass rate, which is a LCTS had strongly advocated in its evidence. tribute to the quality of the training provided by LCTS. LCTS was, therefore, delighted when, in November 2013, Scottish Government The same year, LCTS collaborated with created a one-off Community Transport Vehicle Midlothian Council to design and deliver an Fund to which it subsequently made a accredited training course on Saving Fuel & successful application for a grant to replace a Developing Driving for Council employees. The worn out minibus in its Midlothian fleet. course comprises a mix of classroom and on- road modules, and has led to real improvements for the Council. Accredited quality standards In 2014, West Lothian Council advised that third sector organisations in receipt of grant funding should consider acquiring PQASSO Quality Mark at Level 1 accreditation as a way of evidencing quality assurance in areas such as governance, management, communications, learning and development, Meanwhile, in West Lothian during 2013, and monitoring and evaluation of results. LCTS was appointed as the preferred supplier Although LCTS already had both IiP and IiV for meeting the transport needs of the newly accreditation, it was considered that formed federation of third sector providers achievement of the PQASSO quality standard of day care services for older people. This would be worthwhile because it was initiative had grown out of the work that specifically designed for voluntary and LCTS had undertaken with West Lothian community organisations. Council in 2008, and marked a significant new opportunity for the organisation. As part of this newly evolving relationship, LCTS undertook an extensive round of transport needs audits with each provider and then provided the Council with some preliminary costings for the establishment of a local community transport facility.

However, despite widespread support for LCTS’s proposed development in West It was, therefore, very gratifying when the Lothian, and early indications that the Level I Quality Mark was achieved later that 21 year, with the external assessor noting that A similar opportunity may arise in West LCTS has “an enthusiastic commitment by Lothian, where the Council has recently Directors, Staff and Volunteers to delivering approached LCTS with a view to establishing quality transport and training services.” a Community Transport Public Social Partnership to explore how the provision of community The following year, in 2015, LCTS worked transport might be increased in the area, with Midlothian Council to design and deliver which is one of the key aims in the West another accredited and innovative training Lothian Public Transport Strategy. If this course, Cycling Awareness, for its lorry and initiative proceeds, it is likely that it will take minibus drivers. The training includes a mix place during the remainder of 2016 and early of classroom based learning and on-road 2017. cycling sessions so that drivers can experience Our core values the cyclist’s perspective as a road-user: so far, feedback has been very positive. As part of the celebration of LCTS’s successes during the past 45 years, the staff Also in 2015, after 16 years of regularly and volunteers held a workshop early in 2016 exceeding the annual targets for training to identify the core values that define what volunteers with its Community Driver Project, the organisation stands for, and which are LCTS carried out a review of the service in central to everything that it does. These association with West Lothian Council. The values not only capture the spirit of the past, outcome was that LCTS took on sole they set the standard by which LCTS will be responsibility for managing and delivering the measured in the future. service, which was renamed the Community Driver Training Project. Public Social Partnership OUR CORE VALUES The following year, the City of Edinburgh Council resolved that a key outcome of its two-year Review of Community & Accessible - People - Transport was the creation of a three-year We aim: Community Transport Public Social Partnership between the Council and the city’s five To improve the lives of those using our community transport providers. The jointly services. agreed vision of this new relationship is “to To be trusted and respected by the people we develop a genuine and lasting partnership serve. between the City of Edinburgh Council and To be rooted in our communities. the community transport sector in Edinburgh to support the remodelling and development - Operational - of innovative, integrated and flexible We aim: transport solutions and to build the capacity of the community transport sector so as to be To do everything to as high a standard as able to deliver these solutions in the future.” possible. To be reliable and flexible. This is an exciting new development for To work as a team. LCTS because it represents an opportunity to fulfil one of the organisation’s long-held - Organisational - aspirations, which is to have a long-term sustainable strategic partnership with the We aim: Council concerning the design, delivery and To be a centre of excellence. development of community and accessible To be pioneering and innovative. transport services. This would be a completely new kind of relationship with a To do everything with passion and local authority and is something that would commitment. be of interest to the community transport sector throughout Scotland.

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Publication date: November 2016

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