Contents 1. Introduction 3 2. Role of ... - Tees Valley Mayor

2 Tees Valley Bus Implementation Plan 2020

Contents

1. Introduction 3

2. Role of Buses 4

3. Existing Conditions / Current Issues 5

4. Aspirations for Tees Valley Buses 11

5. Interventions 15

6. Links to Local Schemes 19

7. Action Plan 20

Tees Valley Bus Implementation Plan 2020 3

1. Introduction

Tees Valley Combined Authority is the local transport authority for the Tees Valley. This is the Tees Valley Bus Implementation Plan, part of the first Strategic Transport Plan for the region, for the period up to 2030. It has been developed by the Combined Authority in collaboration with our five constituent Local Authorities, Darlington, Hartlepool, Middlesbrough, Redcar & Cleveland and Stockton-on-Tees.

The Combined Authority has ambitious plans to grow the region’s economy and our Strategic Economic Plan aims to create 25,000 new jobs and deliver an additional £2.8billion into Tees Valley by 2026. We are also developing a Local Industrial Strategy, an agreement between us and the Government on how we will improve our economy over the next ten years and how this will feed into the Government’s overall UK strategy.

In order to ensure that everyone in Tees Valley is able to work, study, enjoy and fully participate in these ambitious plans for the future, we need a world-class transport system that also encourages inward investment. Transport is about connecting people and businesses in Tees Valley and beyond. Delivering a world-class transport system that is fit for the future is a critical enabler for the success of the area.

In preparing the Strategic Transport Plan, a framework was developed based upon six themes, which are closely linked and will all require improvement in order to meet the overall transport vision for the Tees Valley. The six key themes are:

National Rail.

Major Roads.

Connecting Economic Centres.

Unlocking Key Sites.

Local Journeys.

Delivering Social Equality, Carbon Reduction and Protecting the Environment

To support the Strategic Transport Plan itself, a series of Implementation Plans have been prepared which go into more detail on the current and future issues, and the interventions needed, across the six themes listed above.

Buses form a key component of the Tees Valley’s transport infrastructure with around 550,000 journeys made every week on local buses, helping residents to access employment, leisure, health, and education facilities across the region.

Our vision for Tees Valley is:

To provide a high

quality, quick, affordable, reliable,

low carbon and safe transport

network for people and freight to move within, to and from

Tees Valley.


2. Role of Buses

The bus network plays a key role in helping people move around the Tees Valley. Buses are the main mode of public transport in the area responsible for 81% of all public transport journeys. Furthermore, around 19,000 people rely on buses in order to get to work.

Tees Valley has comparatively low levels of car ownership, with 31% of households having no car compared to 25% nationally. For these households, buses can be critical in ensuring that everyone is able to access work, education and key services. Bus services therefore have an important role to play in delivering the vision and objectives of the Strategic Transport Plan.

Buses work most efficiently when transporting people along the busiest transport corridors. The current bus service network is therefore largely designed around serving our main centres, which are the routes that are most commercially viable.

Buses are key to maintaining the economic vitality of our town centres. For example, in Darlington research suggests around a third of visitors to the town centre arrive by bus.

However, buses have a wider function as for many people without access to a car they provide an essential means of accessing education, employment and key services. They therefore have an important role to play in ensuring the Tees Valley is socially inclusive. For people living in areas that are not commercially viable, for example outlying rural areas, or urban areas where evening services are not available, the lack of a regular bus service can be a real barrier to fully engaging with the opportunities that are available to them.

Buses can help to improve the reliability of the transport network. High quality, reliable and affordable bus services can help to deliver modal shift thereby reducing demand on the highway network. If more people can be persuaded to use the bus for some journeys, rather than their own car, then this will help to reduce levels of traffic, particularly on main routes into our town centres.

Buses can also help us to tackle problems of poor air quality as modern vehicles are becoming more fuel efficient and cleaner. Engine technology is developing at a rapid pace, with electric, gas powered, hydrogen fuelled and hybrid technologies all potentially offering ways in which we can make our bus network even cleaner. Operators are already exploring and investing in this technology, with Arriva investing over £2 million in bringing cleaner gas powered buses to the Tees Valley.


3. Existing Conditions / Current Issues

The Tees Valley has an extensive network of bus services, the vast majority of which operate commercially without any public subsidy. There are a very small number of non-commercial services that operate with financial support from the local authorities or through kick start developer funding.

The Tees Valley bus network carried over 28 million passenger trips in 2017/18, which was 5% lower than the numbers carried in 2016/17 and 13% lower than 2013/14 (see Table 1). There is a clear trend of declining usage year on year.

Table 1 – Tees Valley Bus Patronage Data

LA 2013-14 2014-15 2015-16 2016-17 2017/2018

Darlington 6,543,699 6,419,111 6,329,781 6,168,038 5,903,241

Hartlepool 4,581,499 4,582,449 4,366,103 4,328,345 3,981,470

Middlesbrough 8,983,206 8,679,827 8,168,359 7,736,134 7,308,377

Redcar & Cleveland 4,277,866 4,262,206 4,122,354 3,873,985 3,630,781

Stockton-on-Tees 8,389,970 8,532,818 8,075,314 7,865,784 7,550,520

Tees Valley 32,776,240 32,476,411 31,061,911 29,972,286 28,374,389

There are a number of factors that could have impacted on bus usage:

Slower bus journey speeds as a result of congestion on some key bus routes – a report by Greener Journeys entitled ‘The Impact of Congestion on Bus Passengers’ identified a direct correlation between operating speeds and patronage, with a 10% decrease in speeds reducing patronage by at least 10%;

The gradual withdrawal of virtually all local authority bus subsidies;

Relatively low parking charges and free parking initiatives that encourage car use;

Social and technological changes that have led to people working, shopping and entertaining more at home;

Dispersal of retail and employment centres;

A complex fare structure, as a result of operators introducing new products to meet the demands of passengers, and perceived poor value for money; and

A trend for older people to move to car ownership and away from the bus – in 2005 around 30% of women over 70 had a licence, and in 2015 this was 50%.

A combination of these factors has subsequently resulted in a reduction in the frequency of some commercial services, which has further exacerbated the decline in patronage.


Although bus use is reducing, it is still the most important public transport mode in Tees Valley by a considerable margin, accounting for 81% of all trips (compared with 19% for rail).

Bus Operators

The vast majority of services are operated by either Arriva or Stagecoach, with a minority of services provided by other smaller operators. Table 2 shows the main operator market share and the second operator market share by local authority area.

Table 2 – Operator market share by local authority area

Main operator name

Main operator market share

Second operator name

Second operator market share

Darlington Arriva 97.4% Scarlet Band 1.3%

Hartlepool Stagecoach 91.8% Arriva 4.7%

Middlesbrough Stagecoach 51.6% Arriva 44.3%

Redcar & Cleveland Arriva 91.6% Municipal 8.1%

Stockton-On-Tees Stagecoach 59.3% Arriva 35.5%

Source DfT: Bus1002 2015/16

Across the Tees Valley there is very limited competition with services in Darlington and Redcar & Cleveland operated almost exclusively by Arriva and services in Hartlepool operated almost exclusively by Stagecoach. Arriva and Stagecoach services overlap in Stockton and Middlesbrough centres. Arriva largely serves areas to the south of the river Tees and the eastern side of Middlesbrough, while Stagecoach predominantly operates to the north of the river Tees and the western side of Middlesbrough.

Arriva and Go North East operate a network of cross boundary services connecting Teesside to County Durham, North Yorkshire and Tyne and Wear.

Darlington is the district with the highest proportion of cross boundary services. Hartlepool also has a large number of cross boundary services connecting the borough to County Durham and Tyne and Wear.

Go North East operate well used high quality express buses between Stockton and Middlesbrough and Tyne and Wear that offer journey times comparable to parallel rail services at a significantly lower cost.


The bus network – frequencies and routes

The Tees Valley has an extensive bus system. There are three broad categories of bus service in the Tees Valley.

A network of core high frequency urban radial services operate on a commercial basis along the major bus corridors into town centres where passenger volumes are highest. These services usually have the longest operating hours with last departures usually around or just after 23:00.

Inter-urban buses also operate commercially generally at lower frequencies and some compete directly with rail services. Although journey times on the inter-urban bus network are generally longer than rail, their ability to better penetrate town centres and offer more stops makes them a more convenient option for many passengers. These services normally operate at lower frequencies than urban radials and generally tend to stop operating before 22:00.

There is also a network of tertiary services that serve rural areas and suburbs less conducive to bus use. These routes generally have a very high proportion of concessionary passengers. They do not normally operate in the evenings or on Sundays unless they have financial support.

Table 3 – Typical Service Frequencies by Route Type

Typical buses per hour

Type of route Daytime Early evenings & Sundays Late evenings

Urban Radials 4 – 12 2 1

Inter-urban 2 – 4 1 0

Tertiary 1 – 2 0 0

The withdrawal of local authority subsidies has impacted evening and Sunday services. There are fewer services, frequencies are lower and many routes do not operate at all outside core hours. This provides a challenge particularly around facilitating access to leisure and cultural activities taking place in the evenings and weekends.

Bus Network – the fleet

It is estimated that around 330 buses are needed to operate the Tees Valley bus network. Bus operators have made significant investments in their bus fleets, bringing both new and refurbished vehicles into service on Tees Valley bus routes. Notable investments include:

The introduction of low emission gas buses in Darlington;

The introduction of Arriva ‘Sapphire’ and ‘Max’ brands, which are premium services operated by new or refurbished vehicles offering enhanced features such as free wifi and plug points;

Brand new high spec buses on the Tyne Tees express services, again with enhanced features like free wifi;

Brand new buses on Stagecoach core routes in Teesside featuring fuel efficient engines, enhanced customer comfort and free wifi;

Introduction of automated audio visual announcements on many Arriva and Go North East services, which have improved access for visually impaired passengers;

Contactless payment has been introduced across Tees Valley; and

New ticket machines introduced by Arriva in 2019 improving boarding times.


Fares and Ticketing

The fares and ticketing structure within +--Tees Valley is complex, as a result of operators introducing new products to meet the demands of passengers. There is an aspiration to work with bus operators to make fares and ticketing simpler and more attractive to potential users. This will include seeking to improve the multi-operator ticket offer.

The two main bus operators offer season ticket products which are designed to fit with their operating territory. Table 4 shows the number of different geographical areas for which season tickets can be purchased. In total there are 5 differing families of ticket which between them have 21 different geographies or zones for which bus season tickets may be bought.

Table 4 – Season Tickets Available by Operator

Season ticket types valid in Tees Valley

Arriva 10 #

Stagecoach 3

Go North East 3

Multi-Operator 2

Plus bus surcharge 3

# includes 3 route saver tickets There is a TeesRider multi-operator ticket which offers unlimited travel for one week or four weeks on all Arriva North East, Go North East and Stagecoach buses in the Tees Valley.

However, its zonal structure differs from those used by the operators for their season tickets which adds to the complexity of the ticketing offer. Furthermore, the multi-operator ticket is not currently accepted by the smaller operators, which means these routes are less well integrated into the Tees Valley bus network. There is also a Teesside Tripper ticket which offers unlimited travel for one day on all Arriva North East and Stagecoach buses around Teesside.


Concessionary and discounted travel schemes

The England National Concessionary Travel scheme is in operation across the area. Darlington currently offers a companion pass enhancement in conjunction with the other North East authorities outside of Tees Valley. Stockton, Middlesbrough, Hartlepool and Redcar and Cleveland offer an enhanced scheme, permitting discounted travel before 09:30 on payment of a flat 30p fare.

Bus operators offer a range of commercial products aimed at 16 – 19 year olds and university students, but these do not extend to multi-operator products. The Combined Authority is keen to work together with bus operators to improve the offer for young people.

Smart and Innovative Ticketing

Smart ticketing has been rolled out across the Tees Valley bus network. Stagecoach and Go North East offer smartcard versions of their own season ticket products, and Arriva offer tickets which can be downloaded onto smartphones.

Transport for the North is seeking to implement an Integrated and Smart Ticketing Programme across the North of England, which the Combined Authority is supporting.

Passenger Feedback

Transport Focus carries out a yearly Bus Passenger Survey to compare and benchmark what passengers think about bus services. Overall satisfaction amongst bus users in the Tees Valley has remained high for a number of years and was 90% in 2018. Satisfaction with value for money is lower at 71%, but has increased since 2013. Satisfaction with punctuality is 76% although this has started to decrease since 2015, which is at least in part felt to be a result of worsening congestion on key routes.

Table 5 – Tees Valley Bus Satisfaction

2013 2014 2015 2016 2017 2018

Overall Satisfaction 88% 88% 90% 91% 91% 90%

Value for money 61% 64% 64% 67% 70% 71%

Punctuality 76% 78% 80% 78% 77% 76%

In addition to the passenger focus surveys, bus operators also gather passenger feedback. The bus operators have reported that they are receiving a growing number of complaints about the provision of at stop information and the condition/cleanliness of some bus shelters within the Tees Valley in certain areas, which is a priority for improvement.

Summary

The challenges and issues for the Tees Valley bus network outlined in this section can broadly be summarised as:

Declining bus patronage leading to lower revenues, thus undermining the long term sustainability of the network.


Problems of worsening traffic congestion in some locations is impacting on bus service punctuality and reliability. This is increasing the cost of operating the bus network and can impact upon the attractiveness of bus travel.

Falling bus use and the removal of public subsidy from bus services has led to a contraction of the bus network. Marginal services have been most affected, i.e. those operating at off peak hours, or serving areas where the demand for travel is not sufficient to make bus service commercially viable. This is causing accessibility issues for residents who do not have access to a car.

Although there has been significant investment in vehicles, there is a need to ensure that the bus fleet continues to be modernised in order to contribute towards reduced carbon emissions, improved air quality and a better passenger experience.

The fares and ticketing system that has evolved is complex. This causes problems when trying to market the public transport system as an integrated network and may be deterring some people from using bus services.

There is an issue of affordability, particularly for people on low incomes, young people and people who are in full time education or training.


4. Aspirations for Tees Valley Buses

Buses are an integral part of the Tees Valley transport system. We are ambitious for our bus network and we envisage it playing an even more significant part in delivering a prosperous and inclusive economy in which all our residents can thrive. In order to reverse the decline in patronage we need to facilitate modal shift from the car. However, it is recognised that for this to happen the bus needs to provide a viable alternative and a range of factors need to be considered including cost, convenience, journey time and quality of the experience. The aims set out in this chapter describe how we will help to encourage more people to use bus. Aims Underpinning our aspirations are four inter-dependent aims for the bus network. This chapter outlines these aims and the action plan at the end of this document sets out the specific actions we intend to take in order to deliver against each aim. 1 – Financial sustainability

The Tees Valley bus network needs to be financially sustainable for commercial operators to continue running services. This means the network costs need to be covered by revenues. Of all our aims, ensuring the sustainability of the network is the most crucial. The main sources of revenue for commercial bus operators are:

The fares paid by passengers;

The reimbursements bus operators receive for carrying England National Concessionary Travel Scheme passengers;

Bus Service Operators Grant (BSOG), which allows operators to reclaim some of their fuel costs from Government; and

Subsidies paid by the local authorities to operate services which are not commercially viable, mainly from Section 106 developer contributions, especially to support new or extended services to residential or commercial developments.

Figure 2 – Estimate of Bus Network Revenue Sources (2016 data)

58%

33%

7%

2%

Fare Revenue

Concessionary travel

BSOG

Subsidy/other


Fare revenue is by far the most important component of the bus operator funding stream. We estimate that approximately 58% of revenue is from fare payers. If the current trend of declining passenger numbers continues, then this will result in an on-going decline in fares revenue, which will in turn undermine the sustainability of the bus network. Therefore reversing the decline in bus patronage is a key priority for the Combined Authority.

Around 33% of income is through England National Concessionary Travel Scheme reimbursements. The Bus Service Operators Grant (BSOG) allows operators of local bus services to reclaim some of their fuel costs and this accounts for around 7% of revenue.

There is currently very little direct subsidy to bus operators. The vast majority of the network is operated on a commercial basis and the operators take the financial risks of operating the services.

There are existing communities and locations which are not well served by buses. These areas are difficult to serve with regular commercial bus services and in response to the challenge, the Combined Authority is providing funding to pilot a demand responsive transport service.

2 - Responding to changing demand for travel

The Tees Valley has ambitious plans to expand and develop the Tees Valley economy. New development is likely to result in increased demand for travel, some of which will be to and from areas that are not currently served by bus or at times when bus services do not run. This is likely to generate pressure for more bus services and higher service frequencies in order to support development.

Since it is unlikely that initial demand will justify commercial bus services, these new services may not be commercially viable in the short term and may therefore require some form of kick start funding, for example through developer contributions.

Changing land use patterns and economic development is also likely to increase the complexity of travel patterns. Single bus routes are less likely to be able to fully meet an individual’s travel demands which mean the public transport network needs to be better integrated so that it can cater for more complex travel patterns and longer journeys.


The broad actions required to deliver a network that responds to changing demand for travel include:

Ensuring the bus network is flexible enough to meet changes to town centres i.e. shops opening later in day/into evening;

Increasing network coverage, including providing links to new housing and employment developments;

Considering how services can be adapted to facilitate access to jobs and cultural activities outside of core service hours;

Providing innovative transport solutions in rural areas where it is challenging for bus operators to deliver commercial services; and

Ensuring the link between the local planning process and public transport is strengthened. There is a need to ensure that sustainable transport is considered and promoted when new housing and employment developments are being planned.

3 – Improving the competitive position of the bus

In order to grow patronage there is a need to continue improving the attractiveness of bus as a mode of travel. This means continuing efforts to improve the quality of local bus services and the passenger experience, whilst also seeking to make bus travel financially competitive when compared to the car. Value for money, particularly among younger passengers, is the main area where satisfaction is low. Improving the competitive position of the bus is likely to require both capital investment and potentially revenue funding.

The actions required to make buses more competitive include:

Improving punctuality;

Improving service quality;

Reducing journey times;

Upgrading vehicles and waiting facilities;

Providing clear and accurate information at all stages of the journey;

Making the cost and simplicity of bus travel competitive when compared with other modes; and

Making the bus offer more attractive to young people.


Furthermore, bus manufacturers continue to make great strides in developing cleaner engines for buses and in developing buses that are fuelled by alternative fuel sources, such as electric buses. The Combined Authority needs to work closely with the companies operating local bus services to ensure that the fleet is as clean and green as possible. Clean bus technology is constantly developing and means a bus network that is emission free is an increasing possibility.

4 – Delivering a more integrated public transport system

Journeys by bus inevitably involve using at least one other mode of travel. Work is therefore needed to ensure the integration between bus services and other modes, particularly local rail services. Improved integration can lead to faster journey times, better accessibility and higher patronage as bus services becomes a more viable option for a wider range of journeys.

The actions required to deliver a more integrated public transport network include:

A more integrated multi-operator fare structure;

Creating physical interchange facilities between bus and train where it makes sense to do so;

Improving walking links between stations and bus stops;

Better integration between bus and bike;

Improving information to make traveling by bus easier;

Co-ordinating timetables to reduce wait times between services;

Co-ordinating rail and bus services.

Reviewing the potential for park and ride facilities / transport hubs as a means of managing traffic growth in town centres.

Access for disabled passengers Underpinning all of these aspirations is the need to work alongside bus operators to ensure that the rights of disabled passengers are upheld and every reasonable effort is made to make it as easy as possible for disabled people to travel by bus.


5. Interventions

The Combined Authority has developed an action plan to deliver improvements against the aims identified in chapter 4. In order to deliver these aims there is a need for close partnership working with the bus operators. Our aspiration is for:

More punctual, reliable and faster journeys;

Affordable, integrated and simple fares;

A better deal for young people;

Better integration between buses and trains;

Better consultation on when and where buses run;

Better access for rural areas;

Cleaner and greener buses;

Modern and comfortable buses;

Clear and accessible information at bus stops and on buses at all stages of the journey;

Clean and modern waiting facilities; and

More joined up planning with bus operators.


Our aspirations for the bus network will require a mixture of revenue and capital funding. The Transforming Cities Fund provides an opportunity to deliver the capital improvements identified in this Implementation Plan, including:

Implementing bus priority measures on key corridors that will improve punctuality and provide significantly faster journeys by bus

Improvements to bus waiting facilities and interchanges to improve the passenger experience

Both of these types of improvement are integral to our plans to improve the competitive position of the bus and make the bus service more attractive to use.

Some of our plans will potentially involve the commitment of revenue funding, at least on a short term basis, for example bus information and initiatives to encourage people to use the bus.

There are a number of revenue streams that the Combined Authority will seek to either use or influence in order to deliver its aims for the bus network, including:

Bus operator investment programmes;

Developer contributions;

Reducing costs of operating the bus network by making it more efficient;

Growing bus shelter advertising revenues; and

Growing fare revenues.

The ambition is to create a bus network that can attract more passengers. This will then lead to a virtuous circle of growing revenues, which will in turn allow for more investment in our bus network.


Bus Services Act 2017

The importance of bus services has been recognised by government through the Bus Services Act (the 2017 Act). The 2017 Act strengthened arrangements for partnership working between bus operators and local authorities, introducing new Advanced Quality and Enhanced Partnership schemes, and introduced bus franchising powers.

Under a bus partnership scheme services continue to be operated by commercial bus operators, but new standards are set which some or all of the bus operators in the area are required to meet.

An Advanced Quality Partnership (AQP) is an agreement between a Local Transport Authority (LTA) and bus operators. The LTA commits to take steps to support local bus services and in exchange the bus operators are required to meet specific local standards.

The LTA must give notice of its intention to prepare an AQP, publish and consult on proposals including with affected operators, before implementing the scheme.

An Enhanced Partnership (EP) is an agreement between a LTA and the majority of their local bus operators to work together to improve local bus services. An EP scheme may not be made unless it would improve the quality or effectiveness of services or reduce or limit traffic congestion, noise or air pollution. An EP enables partnership working to go further than under an AQP scheme and requires collaboration between the LTA and operators. Local bus operators have to be given an opportunity to participate in the development of an EP and have a formal say on the process at several key stages.

A Voluntary Partnership Agreement relies on all partners working collaboratively to deliver an agreed set of outcomes. Unlike AQPs and EPs the outcomes are not legally binding, but there are numerous examples of voluntary partnership agreements working effectively and delivering improvements to bus services.


Bus Franchising

The 2017 Act also provides Mayoral Combined Authorities with the powers to implement bus franchising in their area – akin to the system operated by Transport for London. Under a franchising scheme, bus services would continue to be operated by private bus operators, however they would do so under the direction of the LTA. The LTA would specify all aspects of the bus network including routes, fares and vehicle quality and would put this network out to tender. All bus companies would then be able to bid for the right to run the specified service, while the LTA would assume the revenue risk of running local bus services.

The implementation of a bus franchising scheme in a particular area would represent a major overhaul of the way bus services are delivered and would be on a scale not seen since buses were deregulated in 1986. A bus franchising scheme would be a unique project, having many attributes of a major transport scheme, but also requiring the LTA to intervene and regulate an industry. A franchising scheme would therefore have far reaching commercial and legal implications affecting bus companies and their employees. Once a franchising scheme is implemented it would be very difficult to return to the deregulated system, even at the end of the first franchise period.

It should also be noted that although the franchising arrangements were part of the 2017 Act, this actually amends the Transport Act 2000, which sets out a comprehensive process that any authority or authorities must follow before it can introduce bus franchising in its area. This means that although a Mayoral Combined Authority has access to franchising powers under the 2017 Act, it cannot just invoke them – there is a clear legal process that needs to be followed to take up franchising powers.

A franchising scheme would be expensive to implement in comparison to a new partnership agreement. Whilst the 2017 Act makes the implementation of bus franchising a more realistic proposition, the process of delivering a bus franchise scheme carries substantial costs with no guarantee of a successful outcome.

In terms of operational risk once a franchise is implemented, there are four key risks to a LTA, all of which include some element of financial risk. These are:

The current system operates with a near zero level of public subsidy. A franchised bus system would need to be underwritten by the LTA.

For bus franchising to be effective, there needs to be vigorous competition for service contracts.

The transition from a deregulated to a franchised bus operation is without precedent in the UK.

For local bus operators, franchising would represent a major intervention in the running of their businesses, as franchising could potentially deprive operators of their right to continue to operate in the LTA area.

At this stage the Combined Authority is committed to exploring further a new partnership agreement with bus operators, whilst continuing to monitor franchising developments across the country.


6. Links to Local Schemes

In order to deliver our ambitions we need to work alongside bus operators and local authorities. There are a number of other plans that we need to dovetail with.

Local Implementation Plans

Each of the Tees Valley Local Authorities will produce a Local Implementation Plan, which will detail how they will deliver the outcomes of the Strategic Transport Plan at a local level. The plans will identify the specific interventions required in each area that will help us to realise our vision for bus services, including those related to managing the highway network and assets.

Local bus operator plans

Bus services are operated by a number of private companies across the Tees Valley. Bus companies are committed to delivering a dynamic and attractive bus network and we are working with them to try and improve services.

Bus operators are integral to the success of this vision and through effective partnership working we are seeking to influence their investment decisions so that they dovetail with our vision, while at the same time helping them to operate a more reliable and attractive service through investing in infrastructure.

Local rail services

Buses are just one component of the public transport system. Rail services are also crucial to helping people travel sustainably within and beyond the Tees Valley. We will work closely with the rail industry, including train operating companies and Network Rail, to ensure that bus services are well integrated with their improvement plans. This will include a range of initiatives from investing in large scale infrastructure projects like Darlington and Middlesbrough stations, but also through other projects such as improving integrated ticketing.

Equality

Ensuring adequate provision for people with disabilities is a requirement of the 2010 Equality Act. The Integrated Sustainability Appraisal, developed alongside the Strategic Transport Plan, includes an Equality Impact Assessment that has informed the development of the plan.

It is recognised that some groups of people are impacted more than others by changes to the transport network. For many people a lack of mobility or confidence in using the transport system is a barrier to employment, education, health care, and to a social life.

We will ensure that access for vulnerable people is at the forefront of our thinking on all projects. All new schemes and projects will be subject to an Equality Impact Assessment to ensure vulnerable people are not disproportionately impacted.

7. Action Plan What? How?

Action Description Outcomes Milestones Timescale Lead

Financially Sustainable Bus Network

1) Engage with bus operators in order to develop a comprehensive and costed partnership agreement covering the Tees Valley.

The bus partnership will consider a variety of issues, including, but not limited to:

Punctuality/reliability;

Fares and integrated ticketing;

Improving access for disabled passengers;

Improving access through the design of the network;

Waiting facilities;

Governance and accountability;

Service quality;

Vehicle quality;

Vehicle emissions;

Information; and

Marketing.

The partnership will also detail roles and responsibilities for bus operators and local authorities and include any large scale funding commitments each side is expected to make. This may include both capital and revenue funding.

A Bus Partnership Agreement which could form the basis for the delivery of our bus ambitions.

First draft Partnership Agreement

Final agreement

Mid-2020

End of 2020

TVCA to lead negotiations.

Other key partners:

Local Authorities

Bus operators.

What? How?


2) Establish an ongoing regional dialogue with neighbouring authorities in order to discuss issues affecting cross boundary services and inter-urban bus routes of regional importance

Bus routes cross local authority boundaries and some of the regions key strategic public transport links are provided by bus services (e.g. Middlesbrough to Durham). The long term sustainability of these services relies on coordinating activity between key regional partners.

Issues affecting cross boundary bus routes can be holistically addressed.

Joined up approach with neighbouring authorities.

On-going TVCA to be lead, but with support from local authorities.

A Network that responds to changing patterns of demand

3) Pilot Demand Responsive Transport to address the issues of rural accessibility.

Demand Responsive Transport has the potential to offer a transport solution to some areas of the Tees Valley where commercial bus services are not viable. We will undertake a pilot to test this approach.

Improved access for people living in isolated areas.

Launch pilot Early 2020 TVCA to lead on the project in conjunction with local authorities.

4) Ensure new developments are planned in a ‘bus friendly manner’.

The Combined Authority will work alongside local authorities to ensure new development sites are designed in a way that facilities efficient bus operation. This will include a requirement to ensure that new developments are accessible by bus. The Tees Valley should adopt CIHT guidance ‘Buses in Urban Developments’ where possible.

Ensure new developments are accessible by public transport

Engagement with local planning teams

On-going Local authorities

Improving the competitive position of the bus

5) Deliver bus priority measures.

Bus journeys can be made more reliable through targeted investments in the highway network where buses experience delays. Capital funding will be made available through the Transforming Cities Fund.

Higher patronage through improved punctuality, reliability and journey speeds.

Develop programme

Mid-2020 onwards

TVCA in partnership with local authorities and bus operators

What? How?


6) Develop Urban Traffic Management Control (UTMC) system to help expedite the movement of buses across the network

The UTMC system could potentially help to improve bus punctuality by giving greater priority to buses when services are delayed. The current UTMC system could be developed to deliver more targeted priority to late running buses.

Higher patronage through improved punctuality, reliability and journey speeds.

Develop new UTMC model

Mid-2020 TVCA & local authorities

7) Ensure bus shelters are regularly cleaned, maintained and improved.

The condition of some passenger waiting facilities needs improvement. A dedicated fund would help to maintain and cleanse the stock of local authority owned passenger shelters. The fund would also help to upgrade stands where quality could be improved (e.g. poor lighting).

The existing contracts for bus shelters that carry advertising should be reviewed to ensure they are delivering best value for money. Revenue from this contract could potentially be used to fund shelter maintenance and information provision. These contracts are currently due to be renewed in 2020 and new arrangements are being explored.

Higher patronage through improved quality of the bus offer.

Review budget options

Mid-2020 TVCA in partnership with local authorities.

8) Promote the bus network and develop bus information systems.

The Tees Valley has a strong track record of promoting bus travel. However, this activity suffers from ‘stop/go’ funding. Providing a dedicated resource would help ensure the continuity of tools like the Connect Tees Valley website and also ensure that improvements to bus travel outlined in this action plan are properly promoted. There is the potential for bus shelter advertising revenue to fund information and marketing activity post 2020.

Higher patronage through improved awareness of the better bus services.

Develop model for future provision

End of 2020

TVCA and local authorities.

What? How?


9) Establish single mechanism for delivery of bus stop information across the Tees Valley.

Up to date ‘at stop’ information is a basic requirement of any public transport system. A single mechanism for printing and distribution of timetables should offer good value for money and ensure the quality of at stop information is consistently good across the Tees Valley. The Tees Valley should aim to have up to date time tables displayed at all bus stops where passengers may board.

Higher patronage through improved information about bus services.

Higher passenger satisfaction.

Establish new mechanism

End of 2020

TVCA and local authorities.

10) Deliver an improved ticketing offer for young people.

TVCA will work with the operators to deliver an improved ticketing offer for young people through the partnership agreement.

Improved offer for young people and higher bus patronage.

Develop offer

End of 2020

TVCA to lead negotiations with operators.

11) Local authorities to continue improving the way roadworks are managed to avoid bus services being unnecessarily disrupted.

As part of the bus partnership negotiations, we will develop a formal mechanism for managing roadworks on the highway. The aim is to improve two-way working between operators and authorities to ensure any disruption to passengers is minimised.

Less disruption for bus passengers making the bus network more attractive to use.

To be included in partnership negotiations

End of 2020

TVCA and local authorities in partnership with bus operators.

What? How?


An integrated network

12) Improve interchange facilities between bus and rail.

Interchange between bus and train could be improved by targeting improvements at key points on the public transport network where the bus and train networks overlap. Improvements could be in the form of improved waiting facilities, signage or enhancements to walking routes. This will be considered as part of the station upgrade projects.

Higher patronage and faster journeys through easier interchange between bus and train.

Maximise opportunities linked to rail station upgrades.

On-going TVCA with local authorities.

13) Deliver an improved multi-operator ticketing offer in the Tees Valley.

TVCA will work with operators to deliver an improved multi-operator ticketing offer in the Tees Valley.

Improved multi-operator ticketing offer in the Tees Valley

Include within the Partnership Agreement

End of 2020

TVCA to lead on negotiations with bus operators.

14) Work with bus operators to improve integration between bus services and other transport modes.

The Combined Authority will seek to work with bus operators in order to ensure that where possible, bus and train timetables are co-ordinated to aid interchange between services and speed up journey times.

Higher patronage and faster journey times

To be included in partnership agreement with bus operators

End of 2020

TVCA, bus operators and local authorities.

Contents 1. Introduction 3 2. Role of ... - Tees Valley Mayor

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Transcript of Contents 1. Introduction 3 2. Role of ... - Tees Valley Mayor