Moving Forward - Stagecoach Group

Transcription

MOVING
FORWARD
NEW OPPOR TU NI TIES, NEW PASSE NGER S
Confederation of Passenger Transport UK
Drury House
34-43 Russell Street
London
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 Bus 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 Manchester
20
- Merseyside
22
- South Yorkshire
24
- Tyne and Wear
26
- West Midlands
28
- West Yorkshire
30
Partnerships Working
32
- East of England
32
- Midlands
32
- North
33
- North West
33
- Scotland
34
- South East
35
- South West
37
- Wales
38
Jargon Buster
39
4/5
INTRODUCTION
BUSES MUST BE GIVEN THE CHANCE TO OPERATE
IN THE BEST CONDITIONS POSSIBLE.
As car ownership continues to grow
disproportionately to road capacity,
congestion continues to choke our
roads. One solution has been
around for a long time, is very
familiar to people and is proven to
remove cars from roads. The bus.
More people are using the bus and
a great deal of work around the
country has made buses even more
attractive to car users. But the aim
of this report is not just about
highlighting current success stories.
It offers a glimpse of what could be
as well.
The CPT has worked with the UK’s
leading specialist public transport
consultancy, TAS, to look into what
has worked in the past to help
offer solutions for the future.
What we have found is that bus
operators cannot do it alone.
Clearly operators have plenty to
contribute, but the best results are
achieved by working with other
organisations to develop solutions
that cut through congestion.
Buses must be given the chance
to operate in the best conditions
possible.
The bus is the safest and most
important mode of local transport.
It has great potential to provide
more and making it more attractive
has to lie at the heart of any public
transport strategy. We have to
stimulate demand from current
non-users and encourage them to
take the bus rather than the car, as
well as cater for the current market
of bus users. Responding to people’s
needs and creating congestionbusting solutions has to be done
in a cohesive manner, through the
pooling of resources, knowledge
and expertise.
Plenty of good work goes on in the
bus industry, but more could be
done. This report outlines what
happens when working in
partnerships works.
In the report we set out a vision
of how bus users, operators and
transport authorities can move
forward in partnership. Crucially
it highlights that there are new
and exciting opportunities for bus
growth that are within our grasp.
THE CPT HAS WORKED
WITH THE UK’S LEADING
SPECIALIST PUBLIC
TRANSPORT
CONSULTANCY, TAS,
TO LOOK INTO WHAT HAS
WORKED IN THE PAST TO
HELP OFFER SOLUTIONS
FOR THE FUTURE.
6/7
EXECUTIVE
SUMMARY
BUS SERVICES HAVE A PRODUCT LIFE CYCLE
REQUIRING INTERVENTION TO KEEP THEM FRESH.
• By increasing bus speeds by
10 per cent across 10 per cent
of the network, improving the
waiting environment,
punctuality and reliability and
increasing frequency through
simplifying services, there is
the potential to improve
passenger numbers by:
- 12.4 per cent in Greater
Manchester
- 12 per cent in Tyne and Wear
- 13.3 per cent in West
Midlands
- 10.5 per cent in West
Yorkshire
- 9 per cent in South Yorkshire
- 13.2 per cent in Merseyside
• Overwhelming evidence shows
that more can be achieved
through a partnership approach
rather than organisations
working in isolation. Each
stakeholder should play
to their strengths.
• Operators have an
entrepreneurial spirit
and expertise in product
development, pricing and
marketing. Local authorities
have skills in management of
public assets and infrastructure.
• Punctual, reliable and frequent
services are passengers’ top
priorities.
• A one size solution does not fit
all. There needs to be careful
planning between partners to
deliver change, responding to
unique regional circumstances.
• There are fantastic
opportunities for growth
in major urban areas:
- In densely populated areas
with lower than average
car ownership
- In areas of high car
ownership but high levels
of congestion
• Evidence shows there are two
common routes to success in
major urban areas:
- Focus on individual
corridors to generate high
levels of growth
- Focus on networks through
low cost interventions
supported by targeted
investment
• A range of partnership
measures produces the
best results.
• Bus services have a product life
cycle requiring intervention to
keep them fresh. Interventions
include:
- Kickstart (Government fund
which delivers “one-off”
short term public investment
in otherwise unviable bus
projects)
- New fleet investment
- Point based bus priority
measures, which are small
to medium interventions,
such as, traffic signal phasing
and parking restrictions
- Line based bus priority
measures, which involve
extensive action to reallocate
highway space to buses, such
as, bus lanes or remodelling
junctions
- Fares and ticketing
simplification
- Promotion
• Delivering successful bus
services requires closer
working between operators
and local authorities.
OVERWHELMING
EVIDENCE SHOWS
THAT MORE CAN BE
ACHIEVED THROUGH
A PARTNERSHIP
APPROACH RATHER
THAN ORGANISATIONS
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
maintenance standards and
well-trained drivers a must.
• Punctuality and reliability –
gives passengers confidence
that a service will arrive and
arrive on time.
• Frequency – high frequency
maximises choice. If the
waiting time at bus stops is
reduced then it increases the
ease and convenience of using
the bus. Where services are
required at sufficiently high
frequencies, a ’turn up and go’
service adds to the attraction of
the bus.
• Fares and ticketing – a simple,
easy to understand fare
structure offers passengers the
opportunity to get best value
for money possible, is easier to
understand, and helps to break
down barriers, particularly for
those who haven’t used a bus
for some time.
• Information – if there is a freeflow of information, easily
accessible and effectively
promoted, people are more
likely to respond positively.
• Security – use of CCTV along
with well-lit bus stops helps to
put passengers’ minds at ease.
• Customer care – highly trained
customer service staff give
passengers confidence, leave a
lasting impression and improve
perceptions of bus travel.
• Quality vehicles – passengers
want to complete their journeys
on clean, accessible and
comfortable vehicles.
10 / 11
WHY
PARTNERSHIP
WORKS
BUS COMPANIES HAVE AN ENTREPRENEURIAL
OUTLOOK, UNIQUE MARKET KNOWLEDGE, THE
ABILITY TO DESIGN AND OPERATE PASSENGERPLEASING SERVICES AND EXPERTISE IN PRICING
AND MARKETING.
Bus operators and local authorities
share the same objectives – to
persuade car drivers to leave their
vehicles at home and to catch a
bus instead, to reduce congestion
and improve the environment.
There is a latent market of non-bus
users who are prepared to
consider their travelling options.
But how can we convince them
that the bus can genuinely
compete against the car? Users
want frequent, reliable and value
for money services. This is where a
strong partnership can really make
the difference.
56%
GROWTH BETWEEN
2001 AND 2006 IN YORK.
Partnership involves organisations
with different remits and strengths
working together for mutual
benefit. Bus companies have an
entrepreneurial outlook, unique
market knowledge, the ability to
design and operate passengerpleasing services and expertise
in pricing and marketing. Local
authorities have great experience
in managing public assets and the
ability to create and implement
road management measures that
will carry bus users around
effectively. Investment by bus
operators in newer, cleaner
vehicles is helping to reduce their
impact on the environment and bus
operators and local authorities can
work together to further improve
local air quality and reduce carbon
dioxide emissions.
A shared desire, coupled with coordinated and concerted action,
can result in local authorities and
operators strongly influencing an
individual’s travelling habits.
By aligning investment, skills and
knowledge more can be achieved.
Working independently can create
division and confusion.
Some partnerships operate on
a formal context, others are
informal. Although each
partnership is structured and
managed differently, it is the
relationships within the
partnership that are key.
All over the country there is
potential to deliver substantial
growth in bus use through close
partnership and investment.
Congestion is a serious problem
but courageous decisions have to
be made to help free up space on
roads for buses and promote
intelligent car use.
There are many examples of
successful bus partnerships in
the UK, some long-standing,
some more recently introduced.
Featured in the table are projects
widely regarded to be the most
influential in attracting people
back onto buses.
Partners
Improvements
Results
Blackpool Transport
Blackpool Borough Council
Lancashire County Council
Focused networking
Increased frequencies
Strong branding
Improved ticketing and marketing
4.8% growth
Network expanded beyond the original
core area of Blackpool
Brighton and Hove
Brighton and Hove
City Council
Pioneering fare initiatives
Award winning branding/marketing
Extensive bus priority
Improvements to passenger facilities
Increased frequencies on busy routes
Cleverly marketed as a simple network
Successfully grown the market by 5% per
year since 1993
3% reduction in city centre traffic in last
3 years
Stagecoach
Cambridgeshire
County Council
citi network
Simplified network and fare structure
Fantastic marketing campaigns
Range of bus priority measures
New fleet
Park and ride
Outstanding 77% growth between 2001
and 2006
Passenger growth double that of London
Stagecoach carried 7m passengers on
52 buses in 12 months
Blazefield
Pioneered luxury fleet
Improved frequencies
Innovative branding
Excellent marketing
Service simplification
Inspired ticketing initiatives
Significant growth across the network
Revolutionised the journey experience
Changed perceptions of bus travel
24% growth on Witch Way service X43
Trent Barton
Nottingham City Council
Nottingham County Council
State-of-the-art fleet
Faster travel times
Innovative marketing
Integrated transport initiatives
Consecutive year-on-year growth over
6 years
First York
City of York Council
Park and ride schemes
New quality vehicles
Futuristic ftr service
Simplification of routes/services
Staff training
56% growth between 2001 and 2006
Reversed downward spiral of the 1990s
OPPORTUNITY
FOR GROWTH
THE BUS INDUSTRY WORKS CONTINUALLY
TO IMPROVE ITS PERFORMANCE SO THAT SERVICES
ARE EVEN MORE PUNCTUAL, MORE RELIABLE AND
MORE ATTRACTIVE TO PEOPLE.
A multitude of factors combine
to make a successful bus service.
It needs only one element to be
affected to trigger a downward
spiral of events. For instance,
an increase in car use leads to
more congestion, which causes
buses to run more slowly, affecting
punctuality and bus operating
costs. As a result, fewer people
will travel and therefore fares
subsequently increase to
compensate for the reduction in
passengers and associated fares.
Public perception of the quality
of service suffers, demand
falls, leading to a reduction in
frequencies. The result is
more people use the car. This
can be seen in the Cycle of
Decline flowchart below.
Increasing
Car Ownership
Fewer
Passengers
Fewer
Passengers
Increased
Congestion
Higher Fares
Higher Costs
Reduced
Reliability
Poorer
Perceived
Quality
Lower
Investment
This vicious circle is difficult
to turn around. It is, however,
possible to influence events
and some examples include:
• Bus priority investment to
improve reliability, punctuality
and journey times
Passengers
Passengers
Congestion
Higher Fares
Higher Costs
Reduced
Reliability
Poorer
Perceived
Quality
Lower
Investment
Economic
Growth
• Improved promotion and
marketing, making it easier
to find information
Taking this action requires
operators and local authorities to
work together to identify threats
and to instigate a remedial action
plan when required. This is
reflected in the Stimulating Growth
flowchart on the opposite page,
which illustrates the positive effect
of policies aimed at enhancing the
quality of a bus service.
The bus industry works continually
to improve its performance so that
services are even more punctual,
more reliable and more attractive
to people. Whatever the
Policy and
Funding Changes
Employment
Growth
Car Restraint
Mesures
Labour Market
Conditions
Demand Up
• Initiatives to allocate more
road space to bus users
• Investment in new buses
Car Ownership
Growth
12 / 13
Bus Quality
Up
Less Traffic
Operator
Revenue
Costs Down
More Funding
Supply Up
Demand Up
circumstances, there are significant
opportunities to achieve growth.
In densely populated areas with
lower than average car ownership
there is a strong foundation on
which to build. Conversely in areas
of high car ownership and crippling
congestion, there is an opportunity
to achieve modal shift.
Where there has been growth,
evidence shows there are typically
two routes to success.
Demand Up
Fares Down
One method has been to focus on
individual bus routes through
investment and heightened levels
of promotion. The second way has
been a more expansive approach
focusing on bus networks through
the implementation of low-cost
measures and targeted investment.
It is also important to understand
that people’s needs change
frequently. We are a mobile
population and regeneration
initiatives in our towns and cities
often favour the car, moving
residential, work and retail
locations away from established
bus corridors. We urge developers
and local authorities to involve bus
operators in local town planning
decisions and to consider the
integral role public transport plays
in creating successful communities.
14 / 15
THE SUCCESS STORIES –
THE FASTEST GROWING
NETWORKS
THE FOLLOWING LIST DETAILS SOME OF THE BUS NETWORKS THAT HAVE ACHIEVED
SUSTAINED GROWTH OVER THE LAST 12 MONTHS.
South
Arriva Southern Counties
Arriva The Shires
Brighton & Hove (Brighton to
Eastbourne)
First Somerset and Avon (Bath)
First Bristol
First Hampshire & Dorset
(Portsmouth)
Ipswich Buses
Metrobus
Oxford Bus Company
Southern Vectis
Stagecoach South (Blackwater)
Stagecoach Oxford
Stagecoach East Kent (Dover)
Stagecoach East Kent (Thanet)
Truronian
Uno
Midlands
Stagecoach Lincolnshire
Travel West Midlands
Travel West Midlands
Arriva Midlands
Arriva Midlands
Norfolk Green
First Eastern Counties (Norwich)
First Midlands (Worcester)
First Midlands (Leicester)
Hornsby’s
North
Arriva North East
Arriva Yorkshire
Arriva North West
Bluebird Bus and Coach
Go North East
Network Warrington
Stagecoach Manchester
Stagecoach North East
Stagecoach North West
Stagecoach Yorkshire
Stagecoach Yorkshire
First Manchester
First Bradford
First York
First South Yorkshire (Doncaster)
Scotland
First Glasgow
Lothian Buses
Lothian Buses
Stagecoach Scotland
Stagecoach Scotland
Stagecoach Scotland
Travel Dundee
Travel Dundee
West Coast Motors
West Coast Motors
Wales
Cardiff Bus
Cardiff Bus
Stagecoach Wales
SUMMARY OF GROWING
NETWORKS
The 56 case studies detailed in
the table are some of the best
performing networks in the
country. We have identified a
number of common features.
These include population growth,
service level enhancements, the
roll out of new fleets, simplified
fare structures, action at traffic
hotspots, infrastructural changes,
marketing and kickstart funding.
Unsurprisingly the most impressive
performances have been achieved
when a number of these initiatives
have been blended together.
QUICK GLANCE
• OF THE 56 CASE STUDIES, 25 ARE NETWORKS
AND 3 ARE CORRIDORS
• 46 EXAMPLES OF NEW BUSES
• 40 EXAMPLES OF IMPROVED SERVICE LEVELS
OR INCREASED FREQUENCIES
• 25 EXAMPLES OF ENHANCEMENTS TO THE
INFRASTRUCTURE (SUCH AS NEW SHELTERS
AND REAL-TIME INFORMATION)
• 28 EXAMPLES OF TARGETED PROMOTIONAL
ACTIVITIES
• 19 EXAMPLES OF NEW TRAFFIC MANAGEMENT
INITIATIVES TO RESOLVE HOTSPOTS
• 15 EXAMPLES OF KICKSTART FUNDING
• 8 EXAMPLES OF SIMPLE TICKETING SCHEMES
16 / 17
INVESTING FOR
SUCCESS
PARTNERS NEED TO WORK TOGETHER TO
ENSURE THE SERVICE REMAINS ATTRACTIVE
TO PASSENGERS.
The growth of any network is
dependent on a number of factors.
There are quick wins and there are
initiatives which take time to
produce results.
Whilst this is not an exact science
it illustrates how passenger growth
can be stimulated by investment.
It also shows that the return on
investment in basic measures,
such as service simplification
or innovative promotion can be
effective. Operators can lead with
quick wins and if they are backed
by partners who wish to see
sustained success, who invest
in more expansive and bolder
initiatives, the results will be
even more dramatic.
Typically the best results are
achieved by dividing investment
across a range of improvements.
This is seen in the Successful
Case Studies table on the
opposite page.
THE RESEARCH REVEALS
TWO DISTINCT PATTERNS
FOR GROWTH
1) It is possible to stimulate
growth by investing heavily on
individual route corridors. To
achieve success, the
investment should be
supported by an intensive
promotional campaign.
2) It is possible to stimulate
network growth through low
cost measures, supported by
targeted investment where
required.
Bus services have a product life
cycle and like most products there
is an initial upward surge in
popularity at service launch. As
the service reaches maturity,
demand tails off requiring further
intervention to keep the service
fresh e.g. marketing, fare revision,
increased frequencies or
infrastructural enhancements.
Partners need to work together
to ensure the service remains
attractive to passengers. By
assessing case study evidence
it is possible to identify certain
initiatives to do that:
• Kickstart generates high growth.
• New bus investment helps
to deliver growth as does
increasing capacity or quality.
• Priority measures come in
two shapes:
- Point based: small to medium
scale interventions at traffic
hotspots, such as traffic
signal phasing, turn filters,
exits from bus stops, parking
restrictions.
- Line based: extensive action
to reallocate highway space
to buses, such as, bus lanes
and remodelling of junctions.
• Fare and ticketing simplification
allows passengers to benefit
from the wider options offered
by multi-journey tickets.
• Promotion techniques cover
two areas:
- Low cost and easy to roll
out e.g. route and network
branding, leaflet drops,
network guides
- Highly focused e.g.
telemarketing and direct
mailings aimed at specific
routes or corridors, or
market segments
Each town, city or region is
different. Improving services
requires an understanding of the
various dynamics. Responding
to consumer behaviour and
demographic change is always
complex and varies from area to
area. But as the evidence shows,
partnerships can persuade people
to change their travel habits,
offering the option to choose
from the range of measures that
are at their disposal as a result.
Return on Investment – Successful Case Studies
Project
Measures
Investment
(Operator)
Investment
(Public)
Additional
passengers
Passenger
growth per
£1m invested
Complete overhaul of
the network –
Stagecoach Cambridge
Simplified fare
structure, fleet
overhaul, bus
priority measures
£4m
Approx £2.5m
77%
11.8%
Rapid Transit Crawley
Fastway - Metrobus
New vehicles on
dedicated bus
tracks
Combined
£29m
55%
1.9%
Rapid Transit Kent
Thameside Fastrack B
– Arriva Southern
Counties
New vehicles on
dedicated bus
tracks
Combined
£15m
22%
1.5%
Kickstart – 378 service
- Stagecoach
Manchester
Double
frequencies, bus
priority measures
£0.8m
£1.1m
28%
14.7%
Arriva Merseyside
Fleet renewal
£6.7m
n/a
8.3%
1.2%
City Infrastructure –
First Norwich
Improved
punctuality
£1.8m
£9.1m
10%
0.9%
NB Growth figures are actual, not time related.
18 / 19
SUCCESS
IN MAJOR
URBAN AREAS
IMPLEMENTING A MIX OF MEASURES CAN
PRODUCE STRIKING RESULTS.
We have identified measures that
will help to stimulate passenger
growth in Greater Manchester,
South Yorkshire, West Yorkshire,
West Midlands, Tyne and Wear
and Merseyside.
Each region is unique and one
solution does not fit all. Some
regions have better punctuality
and reliability, others better
infrastructure and/or marketing.
Solutions need to be applied in
accordance with local conditions.
We have examined each
region to make some general
recommendations on how
passenger growth can be achieved.
Implementing a mix of measures
can produce striking results.
This is best exemplified by the
pyramid below.
The pyramid shows the extremes
of action. It is possible to undertake
small scale actions network wide.
The tip of the pyramid shows high
intensity actions to produce large
Growth Achievable
• Specific corridor measures
• Kickstart funding to expanded
network with Targeted Marketing
• Growth of 13-28% achievable
• Core corridor measures
• Priority on major corridors
• Targeted fleet investment
• Whole network measures
• Multiple, low cost initiatives
Network Coverage
growth on specific corridors.
In between are ‘core corridors’,
where investment in infrastructure
and new vehicles also delivers
substantial growth. The wider
the improvements the greater
area of network that benefits.
By concentrating on specific
corridors, growth will be higher.
However, it should also be noted
that a smaller growth over a wide
area will also achieve a large
increase in passengers. Therefore,
it has the potential to have a larger
impact on society than a large
growth on an individual route.
Bus operators and local authorities
also have an opportunity to
intervene to ensure bus services
remain attractive, to stimulate
growth or reverse decline. These
interventions vary by cost, time,
scale and benefit. Getting the right
mix is crucial and the table on the
opposite page shows the menu
of interventions.
Key Interventions for Major Urban Areas
Intervention
Cost range
Size
Benefits
Fares and Ticketing
Low
Large
Simple, promotable fare structure applied network
wide has medium benefits.
Point Based Bus Priority
Low to medium
Short to medium
Small scale interventions at known hot spots result
in far-reaching benefits.
Infrastructure
Low to medium
Small
Improvements to the waiting environment, whether
it is signage, information or shelters enhance the
journey experience.
Promotion
Low to medium
Medium to large
Basic promotional activity can be network wide,
whereas detailed activity should be localised. Both
reap significant rewards.
Kickstart Service
Enhancement
Medium
Small
Kickstart will be a localised product, but it is
important to restarting the bus product lifecycle
where the benefits are potentially great.
New Bus Investment
Medium
Small
Of particular benefit when low floor buses replace
step entrance. Invaluable in improving perceptions
of travel and journey experience.
Line Based Bus Priority
High
Small
Bus lanes or major hotspots provide significant
rewards.
Taking this a step further, we have
tested the impact of four bus
improvement scenarios in each
major urban area. The measures
tested are:
• Journey speeds increased
by 1 per cent
• Enhancements to the waiting
environment e.g. higher
standard of bus shelters or
reliable real-time information
• Improvements to journey
punctuality and reliability
by reducing waiting time
by 1.85 minutes
• Service simplification
by reducing waiting time
from 6.25 minutes to
5 minutes represented by
increased frequencies
For each region we have calculated
the impact of these measures to
see if they stimulate growth.
You can see the results in each
of the chapters dedicated to
the major urban areas.
20 / 21
GREATER
MANCHESTER
KEY OBSERVATIONS
• Comprehensive network re-development to meet current and
future needs of the region – more integrated services especially
with Metrolink.
• Improved service delivery – increased punctuality, reliability and
effective bus priority measures.
• Congestion remains a serious problem affecting bus journey
times. Average bus journey times have reduced by two per cent
in the last 12 months. Needs to be treated as a priority.
• Requires investment in both low and high scale interventions
delivered in a partnership framework.
• Bus operators and local authorities are working in partnership
to deliver improved punctuality and reliability through PIPs.
• There is a clear need for comprehensive route information and
engagement is needed to generate jointly produced network
information.
• Innovative marketing has raised public awareness of services
in some areas, it needs to be replicated elsewhere.
• Fleet investment has helped to deliver growth in certain areas.
• There is huge potential to introduce park and ride schemes around
the M60 ring road. An integrated bus-based scheme would reap
significant rewards.
• Kickstart funding has proved to be a success.
Manchester is undergoing a
massive regeneration programme
and experiencing an economic and
cultural renaissance. To sustain its
competitiveness, people need to
move around easily.
Greater Manchester has a lower
than average car ownership and
high population density so there
is fantastic potential for growth.
However, the major urban areas
suffer from some of the worst
congestion in the country, resulting
in unpredictable journey times
offsetting the benefits of frequent
services and simple fares. The
number of local authorities in
Greater Manchester makes for a
challenging road policy planning
environment but within this
framework there are some
exceptional examples of progress.
Solid partnerships are at the heart
of these successes.
The ongoing development of
Quality Bus Corridors across
Greater Manchester is a
partnership project involving
GMPTE, operators, local
authorities, the Urban Traffic
Control Unit and the Highways
Agency. Successes include the yearon-year growth for core services
such as the 192 (Manchester to
Stockport service) and the creation
of bus lanes which have reduced the
journey time variation of individual
trips by 18 to 54 per cent. This
provides a more punctual and
predictable service.
signal phasing and enforced
parking restrictions in Moston,
delivering a 22 per cent reliability
increase for the 77 service.
Bluebird invested in new buses,
promoted simple ticketing
initiatives and increased
frequencies, at the same time as
GMPTE provided new shelters.
Bus operator, First, pioneered
the first ever PIP with GMPTE and
together they have been rolling out
a number of initiatives since. As a
result, First has invested £34m in
new buses, timetables have been
revised and a real partnership
approach has been taken
to upgrade other services.
Meanwhile, Kickstart funding has
transformed the 378 Stockport to
Wilmslow service. Developed
through a partnership between
Stagecoach, GMPTE and Stockport
Metropolitan Council, this major
initiative in an affluent area with
high car ownership, has resulted
in 28 per cent growth. £1m has been
spent on bus priority measures, Real
Time Information (RTI) and street
furniture improvements and £0.8m
has been invested in new buses,
marketing and discounted ticketing.
Service frequencies have improved
by 100 per cent in certain areas.
The table below illustrates the
gains to be made. Investing in
measures to improve reliability or
service simplification will deliver
the biggest growth in Greater
Manchester. Successful
implementation of all four could
potentially improve passenger
IMPROVE PASSENGER
NUMBERS BY
12.4%.
numbers by 12.4 per cent, such
is the incentive to get it right.
Operators and the GMPTE are
starting to see greater results.
There are moves to create a formal
partnership and operators fully
support the GMPTA’s TIF bid, which
would provide an integrated and
improved public transport network
for the region. Measures include
expanding the quality and capacity
of the bus network, improving
punctuality and vehicle standards
along with multi-operator and
multi-modal ticketing.
Bus Improvement Scenarios for Greater Manchester*
Speed Increase
A Punctuality Improvement
Partnership (PIP) between local bus
operator Bluebird, Manchester City
Council and GMPTE has delivered
11.5 per cent passenger growth.
The council introduced traffic
POTENTIAL TO
Passenger Growth 0.9%
Better Waiting
Environment
Improve
punctuality and
reliability
Increase frequencies
through service
simplification
2.9%
5.1%
3.5%
*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
wide, achieved by improving speed by 10% across 10% of the network
22 / 23
MERSEYSIDE
KEY OBSERVATIONS
• Arriva has outlined its five-year plan for buses on Merseyside.
This has been shared with Merseytravel and local authority
partners. It needs a firm commitment between partners to
deliver real improvements for passengers.
• Punctuality has to be treated as a priority and the appropriate
solutions sought.
• There is a wealth of information on timetables and fares but it
needs a collaborative approach between Merseytravel and
operators to ensure information is focused.
• The development of the Le Bus network is fundamental to the
success of region’s public transport strategy.
• Increased frequencies and better reliability will attract more
passengers.
• Innovative marketing has raised public awareness of services
in some areas, it needs to be replicated elsewhere.
Buses have a vital role in providing
mobility for people who live, work
and study in Merseyside.
Arriva has set out its vision for a
quality bus network at the heart of
local transport in Merseyside, and
pledged an investment of £45m
in return for priority measures for
bus users. The bus operator has
also proposed the creation of a
Merseyside Bus Board to create a
focus for Merseyside organisations
who want to share the same
vision, and this forum is currently
being organised by Merseytravel.
And Arriva has also said it would
support the transfer to the PTE of
highway authority powers on the
core Merseyside bus network, so
that the PTE has a greater say in
road priorities for bus users.
Stagecoach meanwhile has
invested £6.5m in 75 new buses
and improved operations in
the region.
The table opposite illustrates the
measures to improve reliability
or service simplification could
deliver impressive growth
in Merseyside. Successful
implementation of all four
measures could potentially
improve passenger numbers
by 13.2 per cent, such is the
incentive to get it right.
The introduction of different
measures, as outlined in the bus
improvement scenarios and case
studies, will deliver consistent
growth. This growth will be even
more substantial if it is supported
by the innovative marketing of
routes and networks. It requires
investment in both low and high
scale interventions delivered in
a partnership framework.
The vision for Merseyside
buses is based on high quality
and straightforward services
with high frequency routes and
easy to understand networks.
Above all, this vision should be
a shared one based on trust
and openness.
Bus Improvement Scenarios for Merseyside*
POTENTIAL TO
IMPROVE PASSENGER
Speed Increase Better Waiting
Environment
NUMBERS BY
13.2%.
3.3%
Improve
punctuality and
reliability
through service
simplification
5.6%
4.1%
24 / 25
SOUTH
YORKSHIRE
KEY OBSERVATIONS
• Punctuality levels should be treated as a priority.
• Partnerships between transport leaders need to flourish.
Where there has been a commitment to work together the
evidence is that more people use the bus.
• There is a wealth of information on timetables and fares
but there is little engagement between South Yorkshire PTE
and the operators. It needs a collaborative approach to ensure
information is clear and focused.
• Effective marketing is a proven method of stimulating passenger
growth, such as ‘Yournextbus’. Partners need to work together to
develop similar measures to show that bus travel has a prominent
role to play in the 21st Century.
• Integrated schemes with the tram have proved very popular.
• Park and ride schemes need to be developed.
The issues facing the region’s
transport leaders are fairly typical
of all large urban areas. Rising car
ownership and crippling
congestion continue to frustrate.
However, significant strides
forward have been made to
improve bus services, especially
under a partnership framework.
None more so than the
groundbreaking Sheffield Bus
Agreement – a Voluntary Quality
Partnership that will deliver a
range of measures that will benefit
millions of passengers each year.
Signed by First, South Yorkshire
Passenger Transport Executive and
Sheffield City Council, the £16.9m
agreement pushes the boundaries
of partnership. It will overhaul
the city’s bus network and
infrastructure and it means that
improvements or alterations to
the bus network now have to be
mutually agreed by the operator,
local authority and passenger
transport executive.
Sheffield also boasts the first
Statutory Quality Partnership in
England. The North Sheffield
Statutory Quality Partnership
between Stagecoach, First, South
Yorkshire Passenger Transport
Executive and Sheffield City
Council is intended to raise
quality of services on key corridors,
through improving vehicles and
their emissions. To that end £3m
has been invested in 30 new
buses, and the PTE and council
have invested in infrastructure
and priority measures.
The table opposite illustrates
the gains to be made. Investing
in measures to improve reliability
deliver impressive growth in
South Yorkshire. Successful
numbers by nine per cent, such
POTENTIAL TO
IMPROVE PASSENGER
NUMBERS BY
9%
.
A policy of open dialogue between
operators and transport leaders will
benefit passengers. The ‘Sheffield
Bus Agreement’ takes partnership
to a new level and bodes well for
the future of public transport in the
city. It provides strong foundations
for the rest of the region.
Bus Improvement Scenarios for South Yorkshire*
Passenger Growth
Speed Increase
Better Waiting
Environment
Improve
punctuality and
reliability
through service
simplification
0.7%
2.1%
3.5%
2.7%
26 / 27
TYNE AND WEAR
KEY OBSERVATIONS
• Congestion remains a serious problem affecting bus journey times.
Needs to be treated as a priority.
• There needs to be a political willingness from local authorities to
support the ongoing transformation of bus services in the region.
• Information on routes and timetables is widely available but there
needs to be a more structured approach between operators and
Nexus to ensure further improvements in information provision
are made.
• Innovative marketing has worked on certain corridors – needs to
be replicated for other services.
• Fleet investment in Tyne and Wear has been high.
• There is huge potential to develop park and ride schemes
in Tyne and Wear, to provide more fast, frequent and direct bus
services to key local facilities.
• Kickstart has been successfully applied.
• Innovative marketing has raised public awareness of
services in some areas, it needs to be replicated elsewhere.
Tyne and Wear is home to some of
the most ambitious and successful
bus partnership schemes in the
country. A spirit of cooperation
has been fostered between
Nexus, operators and local
authorities, which is delivering
fantastic results.
The East Gateshead project,
between Nexus, Gateshead
Council and Go North East marks
a ‘new generation’ of partnership.
It is a firm commitment to maintain
service stability and opens up
a new level of engagement on
issues such as fares and
network re-designs.
Go North East, Stagecoach,
Arriva and Nexus are enthusiastic
contributors to the Superoute
scheme. The partnership ensures
that the quality of core service
levels is prescribed. Standards
are set regarding minimum
frequencies, vehicle quality,
staff training and emission levels.
Data is shared and efforts on bus
priority measures are focused
on core networks.
Building on this initiative,
Stagecoach has expressed its
willingness to make Newcastle’s
entire network part of a Quality
Bus Partnership scheme thus
establishing regular consultation
with stakeholders and passengers.
Access to employment is a
fundamental part of any transport
plan, which is why Go North
East has developed the Clipper
initiative. Simple, direct and
branded services feed major
employment sites. Supported
by Nexus and Sunderland City
Council, services provide frequent
transport throughout the day from
Sunderland to Doxford
International Business Park and
Sunderland Enterprise Park – two
of the largest areas of employment.
In a unique three-way partnership,
the ‘Cobalt Clipper’ operated by
Go North East in North Tyneside
provides high quality links with
the Metro and Shields Ferry and
Cobalt, Silverlink and Tyne Tunnel
Industrial Estates. This is a novel
and innovative arrangement, in
conjunction with Cobalt Business
Park and North Tyneside Council,
linking public transport with
private sector employers. Boosted
by an extension to the East-West
corridor, patronage increased by
39 per cent after one month.
In addition, the integration of
buses with the region’s Metro
system through a pilot scheme
that reorganised the service
between Go North East and Nexus
at Heworth Metro Station, has
given passengers more flexible
public transport options within
the area.
The table below illustrates the
measures to improve reliability or
service simplification will deliver
the biggest growth in Tyne and
Wear. Successful implementation
of all four could improve passenger
numbers by 12 per cent, such
Bus operators in Tyne and Wear
and Nexus are starting to see great
results of the partnership approach.
POTENTIAL TO IMPROVE
PASSENGER NUMBERS BY
12%.
This open policy is delivering
benefits for passengers and making
the bus an attractive mode of
transport. Joint decisions are being
made on Superoutes, marketing,
integrated ticketing schemes and
bus corridor improvements.
Bus Improvement Scenarios for Tyne and Wear*
Speed Increase
Better Waiting
Environment
Improve
punctuality and
reliability
through service
simplification
2.8%
4.8%
3.5%
28 / 29
WEST MIDLANDS
KEY OBSERVATIONS
• Collaborative working produces results.
• There needs to be political willingness from local authorities
to support the partnership approach and the ongoing development
of bus services in the region.
• Information on routes and timetables is widely available
but there needs to be a more structured approach between
operators and Centro to produce it.
• Innovative marketing techniques need to be utilised to bring
services to the wider attention of the car-driving public.
• Punctuality in West Midlands is generally better than other major
urban areas.
• Innovative marketing has raised public awareness of services in
some areas, it needs to be replicated elsewhere.
• Fleet investment in West Midlands has been high.
• There is huge potential to develop park and ride schemes
in the region.
• Kickstart investment would reinvigorate some services.
More than 90 per cent of public
transport journeys in the West
Midlands are made by bus. One
million people a day depend on bus
services for their travel needs. It
needs a joint effort between travel
leaders to make the bus a viable
alternative to the car.
bus routes through Birmingham,
Walsall and West Bromwich to offer
faster and more frequent services.
This landmark agreement entitles
passengers to refunds if punctuality
levels are not met. Joint investment
will be made in luxury buses, new
shelters and information systems.
A major development is the
Voluntary Partnership Agreement
signed between Centro and Travel
West Midlands. It will transform six
Travel West Midlands, Centro and
Dudley Metropolitan Borough
Council worked together to
streamline three services between
Dudley and Merry Hill. Investment
in new buses, increased
frequencies and improved branding,
along with improved access to
information and infrastructure,
delivered 15 per cent growth.
The pooling of expertise will ensure
that passenger needs are catered
for and punctuality will improve. It is
anticipated that passenger growth
will be significant by the time the
project is complete in 2008.
Travel West Midlands has formed
an excellent working relationship
with Centro and Coventry City
Council in a £40m project aimed at
improving traffic management in
the city. The PrimeLines Partnership
challenges perceptions of bus
travel and attempts to improve all
aspects of a bus journey. It has
necessitated a massive overhaul of
the road network with measures
aimed at improving reliability. The
operator and Centro work together
to determine operating conditions,
highway design, passenger facilities
and traffic management measures.
Another example of an operator
in Birmingham improving a service
to respond to passenger needs;
Travel West Midlands increased
daytime service frequency on the
997 (Birmingham to Walsall),
introduced a £1.20 flat fare and
improved marketing. Consequently,
passenger growth was more than
10 per cent.
The table below illustrates the gains
to be made. Investing in measures
to improve reliability or service
simplification could deliver
impressive growth in the
West Midlands. Successful
It is clear is that the introduction
of different measures, as outlined
in the bus improvement scenarios
and case studies, will deliver
consistent growth. This growth
will be even more substantial
if supported by innovative
marketing of routes and networks.
It requires investment in both
low and high scale interventions
delivered in a partnership
framework.
West Midlands has seen its
passenger numbers rise for the first
time for a number of years. It is no
coincidence that this has occurred
under a new spirit of cooperation.
Stakeholders working together are
achieving more than if they operated
in isolation, but more could be done.
Bus Improvement Scenarios for West Midlands*
POTENTIAL TO
Speed Increase Better Waiting
Environment
IMPROVE PASSENGER
NUMBERS BY
13.3%.
Passenger Growth 1%
3.1%
Improve
punctuality and
reliability
through service
simplification
5.3%
3.9%
30 / 31
WEST YORKSHIRE
KEY OBSERVATIONS
• There is a wealth of information on timetables and fares but there
is little engagement between Metro and the operators on its
structure. It needs a collaborative approach to ensure information
is clear and focused.
• Effective marketing is a proven method of stimulating passenger
growth, such as ‘Yournextbus’. Partners need to work together
to develop similar measures.
• There is significant potential within the region to develop park
and ride schemes. Fast, frequent and direct bus services would
ease congestion and hold appeal for car drivers tired of sitting
in standing traffic.
• Kickstart funding would re-invigorate some services and
passengers would benefit from this type of investment.
• Punctuality is better in West Yorkshire than other major
urban areas.
West Yorkshire continues to
prosper but the increasing problem
of congestion threatens the region’s
economic growth. The challenge
is to deliver a public transport
strategy that is credible, gives
value-for-money and has the
support of key organisations.
Partnership working is crucial.
On this basis, First has been
working with Metro and Leeds City
Council to launch ftr. ftr enables
passengers to travel in comfort on
futuristic vehicles on specially
created tracks. The wow factor
will encourage people to leave
their cars at home.
The organisations have pooled
their resources to make Service 4
between Pudsey, the city centre and
Whinmoor a success. Highways
have undergone a transformation,
a major terminus in Pudsey was
remodelled and every stop on the
route has been refurbished. First
has invested £6m on 17 ftr vehicles,
the council has committed £1.6m to
highway improvements and Metro
has spent £500,000 on improving
the waiting environment. The
whole project is an impressive
engineering feat and testament
to the development of the close
relationship between stakeholders.
Since the full service started in
June, passenger numbers are up
10 per cent. It could not have been
achieved by one organisation
working in isolation.
In Huddersfield, First, Metro and
Kirklees Metropolitan Council have
signed the ‘Partners in Punctuality’
agreement, a landmark deal aimed
at improving bus punctuality and
reliability. Tough performance levels
have been set and partners will
create effective traffic management
measures to help deliver them.
This table illustrates the gains
to be made. Investing in
measures to improve reliability
deliver impressive growth in
West Yorkshire. Successful
The relationship between operators
and Metro is a positive one.
There is a strong willingness for
collaborative working as borne
out by the Leeds ftr scheme, the
Huddersfield project and a joint
commitment to develop guided
busways in Leeds and Bradford and
the Holmfirth bus/train connection.
Bus Improvement Scenarios for West Yorkshire*
POTENTIAL TO
Speed Increase
Better Waiting
Environment
Improve
punctuality and
reliability
through service
simplification
0.8%
2.4%
4.2%
3.1%
IMPROVE PASSENGER
NUMBERS BY
10.5%.
Passenger Growth
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
Ravenswood bus route
Ipswich Buses
Ipswich Borough Council
Bus route developed to serve new
housing development at planning
stage
Enhancements to road planning to
accommodate the service
21% growth
Unique development
Lower level of car use expected
for a residential development
of this size
Great example of how public
transport should link with
residential planning
Chesterfield - Danesmoor
Stagecoach
Derbyshire County Council
New fleet
Amendments to road network to
favour buses
Re-alignment of bus stops and
lines
Extensive marketing
38% growth
Increased bus speeds of 8%
Durham
Norfolk
Norfolk Green
Norfolk County Council
Joint risk strategy
Bus priority measures
6% growth
Improved punctuality
Arriva North East
Durham County Council
Investment of £3.5m
New fleet
Refurbishment of Durham bus
station with state of the art
facilities
5% growth reversing a previous
decline of 10%
Norwich
First Eastern Counties
Norfolk County Council
New buses
Extensive bus priority measures
On-street ticketing machines
Park and ride
15% growth
40% punctuality improvement
Priority measures save buses in
excess of 70,000 miles per annum
North Lincolnshire
Hornsby’s
Stagecoach
North Lincolnshire Council
Lincolnshire Police
Regular consultation
Traffic flow measures
Bus stop improvements
Timetable improvements
Ticket promotions
21% growth
Zero tolerance to car parking at
bus stops
Midlands
North West
Area/Service
Partners
Measures
Results
Area/Service
Partners
Measures
Results
Leicester
Arriva
Public consultation on new
network via road shows
£9.5m spent on 54 new buses
Improvements to roadside
information
6% growth
Public consultation resulted in the
simplification of inter-urban routes
Chorley
Stagecoach
Kickstart funding
New mini buses serving new
housing developments
Clever marketing
Offers of free travel
25% growth in area of high
car usage
Lincoln
Stagecoach
Lincolnshire County Council
“Just Go” network
Cheaper travel
Route simplification
Reduced waiting times
Improvements to waiting
environments
25% growth
Attracted car users to public
transport
Northwich – Crewe via Winsford Arriva
DfT
Cheshire County Council
Kickstart funding
New fleet
High quality waiting environment
6% growth
Warrington
Showpiece bus station with direct
covered access to town centre
shops
New fleet
Exceptional marketing
RTI
Overhauled waiting environment
Investment in training
Improved timetable information
13% growth
Customer service study reveals
98% satisfaction level in service
Network Warrington
Warrington Borough Council
34 / 35
Scotland
South East
Area/Service
Partners
Measures
Results
Area/Service
Partners
Measures
Results
Argyll and Bute
Oban - Barcaldine
West Coast Motors
HITRANS
Argyll and Bute Council
Route modifications
Improved infrastructure
Heavily promoted
Strong branding
31% growth
Strength of partnership has
resulted in similarly successful
initiatives
Brighton – Eastbourne inter
urban corridor
Brighton and Hove
Brighton and Hove City
East Sussex County Council
23% growth since 2005
Highest frequency medium-haul
corridor in England
3m passengers carried per annum
Ayr – Hamilton
X16
Stagecoach
Strathclyde PTE
Kickstart
27% growth
New buses
Ticketing initiatives
Refurbishment of East Kilbride bus
station
Local press promotions
Product innovation
Marketing excellence
Bus priority design and
enforcement
Great customer service
Superb ‘Coaster’ branding
Buckinghamshire
Arriva
Buckinghamshire County Council
Routes dramatically revamped
Services re-branded
Innovative marketing
Bus lanes
Information points
Improved shelters
40% growth on some key routes
in areas of high car ownership
Crawley Fastway
Crawley – Gatwick Airport
Metrobus
West Sussex County Council
Surrey County Council
Crawley Borough Council
Reigate and Banstead Borough
Council
Guided busways
New buses
Branded ‘Fastway’
Extensive priority measures
New shelters
RTI
Heavily promoted
64% growth
Excellent punctuality
Reversed previous decline
Many new customers are car
drivers
Outstanding example of
partnership
Dover Diamond
Stagecoach
Kent County Council
Dover District Council
Kickstart
£850,000 investment in 8 new
low-floor vehicles
Better bus stops and shelters
Roadside infrastructure
improvements
Increase in frequency between
Canterbury and Deal from every
hour to every 30 minutes
12% growth between 2006 and
2007
Uno - Hertfordshire
London Buses
University of Hertfordshire
Hertfordshire County Council
Intalink
Welwyn and Hatfield District
Council
Simplified services
45 departures per hour from
university Hatfield campus
2006
Ayrshire Coast Corridor
Stagecoach
Ayrshire County Council
Scottish Executive
New buses
Double frequencies
Strong branding
Strong promotion
5% growth
Dundee
Travel Dundee
Dundee City Council
Urban Traffic Control to give
priority to late running buses
RTI installed at 300 stops and
available through SMS
80 junctions identified as
benefiting from traffic signal
priority
Smartcard technology
17 new interchange shelters
Delivery of a public transport
strategy resulting in greater
stability
New tracking system on buses
resulting in precise timetabling
Upgrades to 150 junctions to give
the bus priority
RTI
Multi-award winning
Improved service reliability
Reduced city centre congestion
Glasgow
First
Glasgow City Council
36 / 37
South East
South West
Area/Service
Partners
Measures
Results
Area/Service
Partners
Measures
Isle of Wight
Southern Vectis
Isle of Wight County Council
Revamped services
Fare and service simplification
Shorter/direct routes
Park and ride
Integrated with cross-Solent links
Stronger branding
New fleet
Bus stop renewal
34% growth
Shared commercial strategy
secured outstanding success
Blackwater Valley Quality Bus
Partnership
Stagecoach
Hampshire County Council
Surrey County Council
Bracknell Forest, Rushmoor and
Surrey Heath Borough Councils
Bus lanes & gates
76% growth on route 1 since 2003
New stop infrastructure
48-67% on routes 3, 4/5 and Yo-Yo
Frequency improvements
since 2005
New buses
Marketing and “Yo-Yo” branding
Kickstart x 2
Staged programme from 2003-2007
Bristol – Henbury to Southmead
First
Bristol City Council
New vehicles running on specially
constructed busways
Double frequencies
Extensive marketing and advertising
campaign
Ministerial launch
22% growth
Transformed image of public
transport
Collaborative decisions
New fleet
Heavily promoted
Free bus tickets
New bus lanes
Improved waiting environment
Cheltenham
Stagecoach
Gloucestershire County Council
Stagecoach
Oxfordshire County Council
Oxford City Council
Consistent fleet replacement
High levels of bus priority
Core city routes on 5 or 10 minute
frequencies
Comprehensive nightbus network
Air quality improvement plans
33% growth in the last 7 years
£900,000 investment in new
50% growth on some corridors
vehicles
Kickstart funding
Increased frequencies on core routes
Better evening and Sunday services
Cornwall
Truronian County Council
Long history of partnership
New vehicles
New infrastructure
Impressive growth on rural
networks
Oxford - Kidlington
Oxford Bus Company
Oxfordshire County Council
Branded ‘Take the Merc to Work’
New fleet of luxury standard
Mercedes buses
5-minute frequencies
RTI and timetable accessed by
mobile phone
Major marketing campaign
One of the best examples of
partnership in Europe
Over 50% of visitors to Oxford city
centre do so by bus
High quality
Exeter
Stagecoach
Devon County Council
Exeter City Council
£4m investment in new fleet –
part funded by county council
Kickstart
Extensive telemarketing
High frequencies
County Council Air Quality
Management Action Zone
2007
Phase 2 of bus priority measures
planned
A3 Portsmouth - Waterlooville
First
Hampshire County Council
Portsmouth City Council
10-mile bus lane servicing
Portsmouth – Waterlooville
£31m investment
Branded the ‘Zip Line’
Improved waiting environments
RTI
10% growth
Quicker buses
High quality service
Growth will continue to rise once
complete
Impressive road planning
achievement
Gloucester
Stagecoach
Gloucestershire County Council
citi branded network
£2.5m investment in new buses
2007
Swindon
Stagecoach
Wiltshire County Council
Kickstart
2007
Torbay
Stagecoach
Torbay Council
£4m investment in new fleet –
part funded by council
Kickstart
Key junction improvements and
pro-bus traffic light phasing
Transport investment linked to
planning approval process
2007
Kent Thameside Fastrack B
Oxford
Arriva
Kent County Council
Thanet Loop
Stagecoach
(Margate-Broadstairs-Ramsgate) Kent County Council
Thanet District Council
Kickstart
106% growth between 2004 to
2007
£1.6m investment in 18 low-floor
buses
Roadside infrastructure
improvements
Frequencies improved from every 10
to 15 minutes to every 7 to 8 minutes
Results
12% growth
2nd phase planned
38 / 39
JARGON BUSTER
Wales
Area/Service
Partners
Measures
Results
Caerphilly
Stagecoach
Kickstart
(Senghenydd and Graig-y-Rhacca Caerphilly County Borough Council £1.3m investment in new
to Caerphilly)
Welsh Assembly Government
low-floor buses
Frequency increased from every
15 minutes to every 10 minutes
Launched by the then Assembly
Minister for Economic
Development and Transport,
Andrew Davies
2007
Cardiff
Service 6
New luxury articulated buses
Re-routing of buses to allow
easier access to the city centre
Re-opening of a pedestrianised
street for buses
Travel incentives
Launch involving the Leader
of the Welsh Assembly
Excellent promotion
55% growth
New luxury articulated buses
Highway changes to favour buses
6% growth
Cardiff
Services 17/18
Cardiff Bus
Cardiff City Council
Cardiff Bus
Cardiff City Council
Bus Corridors
Give dedicated road space and traffic signal priority to buses in order to reduce journey
times and improve service consistency. Their aim is to encourage people to change from
cars to buses and thus reduce traffic congestion
Urban Traffic Control
Technique of coordinating traffic signals by computer to allow free flow of traffic
GMPTE
Greater Manchester Passenger Transport Executive
Metro
West Yorkshire Passenger Transport Executive
Nexus
Tyne and Wear Passenger Transport Executive
Centro
West Midlands Passenger Transport Executive
Merseytravel
Mersey Passenger Transport Executive and Authority
Bus Users UK
An independent group giving bus passengers a voice
Kickstart
A Government fund which delivers “one-off” short term public investment in otherwise
unviable bus projects, such as increased frequencies on routes. It bridges the gap
between project launch and commercial sustainability
Voluntary Bus
Partnerships
Where partner agencies agree to make improvements that benefit a region’s bus
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
Information (RTI)
An electronic display that tells the bus user the exact time when the next bus will arrive
and its destination

Moving Forward - Stagecoach Group

Transcription

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Air conditioning ducts • Alarm • Automatic Irrigation System • Bar

Travel Sheet

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