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Confederation of Passenger Transport UKDrury House34-43 Russell StreetLondonWC2B 5HA

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

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

CONTENTSIntroduction 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

2 / 3

As car ownership continues to growdisproportionately to road capacity,congestion continues to choke ourroads. One solution has beenaround for a long time, is veryfamiliar to people and is proven toremove cars from roads. The bus.More people are using the bus anda great deal of work around thecountry has made buses even moreattractive to car users. But the aimof this report is not just abouthighlighting current success stories.It offers a glimpse of what could beas well.

The CPT has worked with the UK’sleading specialist public transportconsultancy, TAS, to look into whathas worked in the past to helpoffer solutions for the future.

What we have found is that busoperators cannot do it alone.Clearly operators have plenty tocontribute, but the best results are

achieved by working with otherorganisations to develop solutionsthat cut through congestion. Buses must be given the chance to operate in the best conditionspossible.

The bus is the safest and mostimportant mode of local transport. It has great potential to providemore and making it more attractivehas to lie at the heart of any publictransport strategy. We have tostimulate demand from current non-users and encourage them totake the bus rather than the car, aswell as cater for the current marketof bus users. Responding to people’sneeds and creating congestion-busting solutions has to be done in a cohesive manner, through thepooling of resources, knowledge and expertise.

Plenty of good work goes on in thebus industry, but more could be

done. This report outlines whathappens when working inpartnerships works.

In the report we set out a vision of how bus users, operators andtransport authorities can moveforward in partnership. Crucially it highlights that there are new and exciting opportunities for busgrowth that are within our grasp.

INTRODUCTIONBUSES MUST BE GIVEN THE CHANCE TO OPERATE

IN THE BEST CONDITIONS POSSIBLE.

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.

4 / 5

• By increasing bus speeds by 10 per cent across 10 per cent of the network, improving thewaiting environment,punctuality and reliability andincreasing frequency throughsimplifying services, there is the potential to improvepassenger numbers by:- 12.4 per cent in GreaterManchester

- 12 per cent in Tyne and Wear- 13.3 per cent in WestMidlands

- 10.5 per cent in WestYorkshire

- 9 per cent in South Yorkshire- 13.2 per cent in Merseyside

• Overwhelming evidence showsthat more can be achievedthrough a partnership approachrather than organisationsworking in isolation. Eachstakeholder should play to their strengths.

• Operators have anentrepreneurial spirit and expertise in productdevelopment, pricing andmarketing. Local authoritieshave skills in management ofpublic assets and infrastructure.

• Punctual, reliable and frequentservices are passengers’ toppriorities.

• A one size solution does not fitall. There needs to be carefulplanning between partners todeliver change, responding tounique regional circumstances.

• There are fantasticopportunities for growth in major urban areas: - In densely populated areaswith lower than average car ownership

- In areas of high carownership but high levels of congestion

• Evidence shows there are twocommon routes to success inmajor urban areas:- Focus on individual corridors to generate highlevels of growth

- Focus on networks through low cost interventionssupported by targetedinvestment

• A range of partnershipmeasures produces the best results.

• Bus services have a product lifecycle requiring intervention tokeep them fresh. Interventionsinclude:- Kickstart (Government fundwhich delivers “one-off” short term public investmentin otherwise unviable busprojects)

- New fleet investment- Point based bus prioritymeasures, which are small to medium interventions,such as, traffic signal phasingand parking restrictions

- Line based bus prioritymeasures, which involveextensive action to reallocatehighway space to buses, suchas, bus lanes or remodellingjunctions

- Fares and ticketingsimplification

- Promotion

• Delivering successful busservices requires closer working between operators and local authorities.

EXECUTIVESUMMARYBUS SERVICES HAVE A PRODUCT LIFE CYCLE

REQUIRING INTERVENTION TO KEEP THEM FRESH.

OVERWHELMING

EVIDENCE SHOWS

THAT MORE CAN BE

ACHIEVED THROUGH

A PARTNERSHIP

APPROACH RATHER

THAN ORGANISATIONS

WORKING IN ISOLATION.

6 / 7

• Safety – is a priority, with goodmaintenance standards andwell-trained drivers a must.

• Punctuality and reliability –gives passengers confidencethat a service will arrive andarrive on time.

• Frequency – high frequencymaximises choice. If thewaiting time at bus stops isreduced then it increases theease and convenience of usingthe bus. Where services arerequired at sufficiently highfrequencies, a ’turn up and go’service adds to the attraction ofthe bus.

• Fares and ticketing – a simple,easy to understand farestructure offers passengers theopportunity to get best valuefor money possible, is easier to

understand, and helps to breakdown barriers, particularly forthose who haven’t used a bus for some time.

• Information – if there is a free-flow of information, easilyaccessible and effectivelypromoted, people are morelikely to respond positively.

• Security – use of CCTV alongwith well-lit bus stops helps toput passengers’ minds at ease.

• Customer care – highly trainedcustomer service staff givepassengers confidence, leave alasting impression and improveperceptions of bus travel.

• Quality vehicles – passengerswant to complete their journeyson clean, accessible andcomfortable vehicles.

WHAT BUSPASSENGERS WANTTHERE ARE A NUMBER OF FACTORS THAT INFLUENCE

A PERSON’S DECISION TO CATCH A BUS. OUR

RESEARCH REVEALS THE MOST DOMINANT:

8 / 9

Bus operators and local authoritiesshare the same objectives – topersuade car drivers to leave theirvehicles at home and to catch abus instead, to reduce congestionand improve the environment.

There is a latent market of non-bususers who are prepared toconsider their travelling options.But how can we convince themthat the bus can genuinelycompete against the car? Userswant frequent, reliable and valuefor money services. This is where astrong partnership can really makethe difference.

Partnership involves organisationswith different remits and strengths

working together for mutualbenefit. Bus companies have anentrepreneurial outlook, uniquemarket knowledge, the ability todesign and operate passenger-pleasing services and expertise in pricing and marketing. Localauthorities have great experience in managing public assets and theability to create and implementroad management measures thatwill carry bus users aroundeffectively. Investment by busoperators in newer, cleanervehicles is helping to reduce theirimpact on the environment and busoperators and local authorities canwork together to further improvelocal air quality and reduce carbondioxide emissions.

A shared desire, coupled with co-ordinated and concerted action, can result in local authorities andoperators strongly influencing anindividual’s travelling habits.

By aligning investment, skills andknowledge more can be achieved.Working independently can createdivision and confusion.

Some partnerships operate on a formal context, others areinformal. Although eachpartnership is structured andmanaged differently, it is therelationships within thepartnership that are key.

All over the country there ispotential to deliver substantialgrowth in bus use through closepartnership and investment.Congestion is a serious problembut courageous decisions have tobe made to help free up space onroads for buses and promoteintelligent car use.

There are many examples ofsuccessful bus partnerships in the UK, some long-standing, some more recently introduced.Featured in the table are projectswidely regarded to be the mostinfluential in attracting people back onto buses.

WHY PARTNERSHIP WORKS

Partners Improvements Results

Blackpool TransportBlackpool Borough CouncilLancashire County Council

Focused networkingIncreased frequenciesStrong brandingImproved 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 initiativesAward winning branding/marketingExtensive bus priorityImprovements to passenger facilitiesIncreased frequencies on busy routes Cleverly marketed as a simple network

Successfully grown the market by 5% peryear since 19933% reduction in city centre traffic in last 3 years

StagecoachCambridgeshire County Council

citi networkSimplified network and fare structureFantastic marketing campaignsRange of bus priority measuresNew fleetPark and ride

Outstanding 77% growth between 2001 and 2006Passenger growth double that of LondonStagecoach carried 7m passengers on 52 buses in 12 months

BlazefieldLancashire County Council

Pioneered luxury fleet Improved frequenciesInnovative brandingExcellent marketingService simplificationInspired ticketing initiatives

Significant growth across the networkRevolutionised the journey experienceChanged perceptions of bus travel24% growth on Witch Way service X43

Trent BartonNottingham City CouncilNottingham County Council

State-of-the-art fleetFaster travel timesInnovative marketingIntegrated transport initiativesExtensive bus priority

Consecutive year-on-year growth over 6 years

First York City of York Council

Park and ride schemesNew quality vehiclesFuturistic ftr serviceSimplification of routes/servicesExtensive bus priority Staff training

56% growth between 2001 and 2006Reversed downward spiral of the 1990s

BUS COMPANIES HAVE AN ENTREPRENEURIAL

OUTLOOK, UNIQUE MARKET KNOWLEDGE, THE

ABILITY TO DESIGN AND OPERATE PASSENGER-

PLEASING SERVICES AND EXPERTISE IN PRICING

AND MARKETING.

10 / 11

56% GROWTH BETWEEN

2001 AND 2006 IN YORK.

A multitude of factors combine to make a successful bus service.

It needs only one element to beaffected to trigger a downwardspiral of events. For instance, an increase in car use leads tomore congestion, which causesbuses to run more slowly, affectingpunctuality and bus operatingcosts. As a result, fewer people will travel and therefore fares

subsequently increase tocompensate for the reduction inpassengers and associated fares.

Public perception of the quality of service suffers, demand falls, leading to a reduction infrequencies. The result is more people use the car. This can be seen in the Cycle of Decline flowchart below.

This vicious circle is difficult to turn around. It is, however,possible to influence events and some examples include:

• Bus priority investment toimprove reliability, punctualityand journey times

• Initiatives to allocate more road space to bus users

• Investment in new buses

• Improved promotion andmarketing, making it easier to find information

Taking this action requiresoperators and local authorities towork together to identify threatsand to instigate a remedial actionplan when required. This isreflected in the Stimulating Growthflowchart on the opposite page,which illustrates the positive effectof policies aimed at enhancing thequality of a bus service.

The bus industry works continuallyto improve its performance so thatservices are even more punctual,more reliable and more attractive to people. Whatever the

OPPORTUNITY FOR GROWTH

circumstances, there are significantopportunities to achieve growth. In densely populated areas withlower than average car ownershipthere is a strong foundation onwhich to build. Conversely in areasof high car ownership and cripplingcongestion, there is an opportunityto achieve modal shift.

Where there has been growth,evidence shows there are typicallytwo routes to success.

One method has been to focus onindividual bus routes throughinvestment and heightened levelsof promotion. The second way hasbeen a more expansive approachfocusing on bus networks throughthe implementation of low-costmeasures and targeted investment.

It is also important to understandthat people’s needs changefrequently. We are a mobilepopulation and regeneration

initiatives in our towns and citiesoften favour the car, movingresidential, work and retaillocations away from establishedbus corridors. We urge developersand local authorities to involve busoperators in local town planningdecisions and to consider theintegral role public transport playsin creating successful communities.

THE BUS INDUSTRY WORKS CONTINUALLY

TO IMPROVE ITS PERFORMANCE SO THAT SERVICES

ARE EVEN MORE PUNCTUAL, MORE RELIABLE AND

MORE ATTRACTIVE TO PEOPLE.

Labour Market Conditions

IncreasingCar Ownership

FewerPassengers

Higher Fares

LowerInvestment

Poorer Perceived

Quality

ReducedReliability

IncreasedCongestion

FewerPassengers

Higher Costs

EconomicGrowth

OperatorRevenue

Car OwnershipGrowth

Policy and Funding Changes

Bus QualityUp

Fares Down

Supply Up

Demand Up

Demand Up

Demand Up

Less Traffic

Costs Down

More Funding

Car Restraint Mesures

EmploymentGrowth

Labour Market Conditions

IncreasingCar Ownership

FewerPassengers

Higher Fares

LowerInvestment

Poorer Perceived

Quality

ReducedReliability

IncreasedCongestion

FewerPassengers

Higher Costs

EconomicGrowth

OperatorRevenue

Car OwnershipGrowth

Policy and Funding Changes

Bus QualityUp

Fares Down

Supply Up

Demand Up

Demand Up

Demand Up

Less Traffic

Costs Down

More Funding

Car Restraint Mesures

EmploymentGrowth

12 / 13

SouthArriva Southern Counties Arriva The ShiresBrighton & Hove (Brighton toEastbourne)First Somerset and Avon (Bath)First BristolFirst Hampshire & Dorset(Portsmouth)Ipswich BusesMetrobusOxford Bus CompanySouthern VectisStagecoach South (Blackwater)Stagecoach OxfordStagecoach East Kent (Dover)Stagecoach East Kent (Thanet)TruronianUno

MidlandsStagecoach LincolnshireTravel West Midlands

Travel West MidlandsArriva MidlandsArriva MidlandsNorfolk GreenFirst Eastern Counties (Norwich)First Midlands (Worcester)First Midlands (Leicester)Hornsby’s

NorthArriva North EastArriva YorkshireArriva North WestBluebird Bus and CoachGo North EastNetwork WarringtonStagecoach ManchesterStagecoach North EastStagecoach North EastStagecoach North EastStagecoach North WestStagecoach YorkshireStagecoach Yorkshire

First ManchesterFirst BradfordFirst YorkFirst South Yorkshire (Doncaster)

ScotlandFirst GlasgowLothian BusesLothian BusesStagecoach ScotlandStagecoach ScotlandStagecoach ScotlandTravel DundeeTravel DundeeWest Coast MotorsWest Coast Motors

WalesCardiff BusCardiff BusStagecoach Wales

THE SUCCESS STORIES –THE FASTEST GROWING NETWORKS

SUMMARY OF GROWINGNETWORKS

The 56 case studies detailed in the table are some of the bestperforming networks in thecountry. We have identified anumber of common features.

These include population growth,service level enhancements, theroll out of new fleets, simplifiedfare structures, action at traffichotspots, infrastructural changes,marketing and kickstart funding.Unsurprisingly the most impressiveperformances have been achievedwhen a number of these initiativeshave been blended together.

THE FOLLOWING LIST DETAILS SOME OF THE BUS NETWORKS THAT HAVE ACHIEVED

SUSTAINED GROWTH OVER THE LAST 12 MONTHS. 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

14 / 15

The growth of any network isdependent on a number of factors.There are quick wins and there areinitiatives which take time toproduce results.

Whilst this is not an exact scienceit illustrates how passenger growthcan be stimulated by investment. It also shows that the return oninvestment in basic measures, such as service simplification or innovative promotion can beeffective. Operators can lead withquick wins and if they are backedby partners who wish to seesustained success, who invest in more expansive and bolderinitiatives, the results will be even more dramatic.

Typically the best results areachieved by dividing investmentacross a range of improvements.This is seen in the Successful Case Studies table on the opposite page.

THE RESEARCH REVEALSTWO DISTINCT PATTERNSFOR GROWTH 1) It is possible to stimulate

growth by investing heavily onindividual route corridors. Toachieve success, theinvestment should besupported by an intensivepromotional campaign.

2) It is possible to stimulatenetwork growth through lowcost measures, supported bytargeted investment whererequired.

Bus services have a product lifecycle and like most products thereis an initial upward surge inpopularity at service launch. As the service reaches maturity,demand tails off requiring furtherintervention to keep the servicefresh e.g. marketing, fare revision,increased frequencies orinfrastructural enhancements.

Partners need to work together to ensure the service remainsattractive to passengers. Byassessing case study evidence it is possible to identify certaininitiatives to do that:

• Kickstart generates high growth.

• New bus investment helps to deliver growth as doesincreasing capacity or quality.

• Priority measures come in two shapes:- Point based: small to mediumscale interventions at traffichotspots, such as trafficsignal phasing, turn filters,exits from bus stops, parkingrestrictions.

- Line based: extensive actionto reallocate highway spaceto buses, such as, bus lanesand remodelling of junctions.

• Fare and ticketing simplificationallows passengers to benefitfrom the wider options offeredby multi-journey tickets.

• Promotion techniques cover two areas:

INVESTING FOR SUCCESS

- Low cost and easy to roll out e.g. route and network branding, leaflet drops,network guides

- Highly focused e.g.telemarketing and directmailings aimed at specificroutes or corridors, or market segments

Each town, city or region isdifferent. Improving servicesrequires an understanding of thevarious dynamics. Responding to consumer behaviour anddemographic change is alwayscomplex and varies from area toarea. But as the evidence shows,partnerships can persuade people

to change their travel habits,offering the option to choose from the range of measures thatare at their disposal as a result.

Return on Investment – Successful Case Studies

PPrroojjeecctt MMeeaassuurreess IInnvveessttmmeenntt((OOppeerraattoorr))

IInnvveessttmmeenntt((PPuubblliicc))

AAddddiittiioonnaallppaasssseennggeerrss

PPaasssseennggeerrggrroowwtthh ppeerr ££11mm iinnvveesstteedd

Complete overhaul ofthe network –Stagecoach Cambridge

Simplified farestructure, fleetoverhaul, buspriority measures

£4m Approx £2.5m 77% 11.8%

Rapid Transit CrawleyFastway - Metrobus

New vehicles ondedicated bustracks

Combined£29m

55% 1.9%

Rapid Transit KentThameside Fastrack B– Arriva SouthernCounties

New vehicles ondedicated bustracks

Combined£15m

22% 1.5%

Kickstart – 378 service- StagecoachManchester

Doublefrequencies, buspriority measures

£0.8m £1.1m 28% 14.7%

Arriva Merseyside Fleet renewal £6.7m n/a 8.3% 1.2%

City Infrastructure –First Norwich

Improvedpunctuality

£1.8m £9.1m 10% 0.9%

NB Growth figures are actual, not time related.

PARTNERS NEED TO WORK TOGETHER TO

ENSURE THE SERVICE REMAINS ATTRACTIVE

TO PASSENGERS.

16 / 17

We have identified measures thatwill help to stimulate passengergrowth in Greater Manchester, South Yorkshire, West Yorkshire,West Midlands, Tyne and Wear and Merseyside.

Each region is unique and onesolution does not fit all. Someregions have better punctuality and reliability, others betterinfrastructure and/or marketing.Solutions need to be applied inaccordance with local conditions.

We have examined each region to make some generalrecommendations on how passenger growth can be achieved.

Implementing a mix of measurescan produce striking results. This is best exemplified by thepyramid below.

The pyramid shows the extremes of action. It is possible to undertakesmall scale actions network wide.The tip of the pyramid shows highintensity actions to produce large

growth on specific corridors. In between are ‘core corridors’,where investment in infrastructureand new vehicles also deliverssubstantial growth. The wider the improvements the greater area of network that benefits. By concentrating on specificcorridors, growth will be higher.

However, it should also be notedthat a smaller growth over a widearea will also achieve a largeincrease in passengers. Therefore, it has the potential to have a largerimpact on society than a largegrowth on an individual route.

Bus operators and local authoritiesalso have an opportunity tointervene to ensure bus servicesremain attractive, to stimulategrowth or reverse decline. Theseinterventions vary by cost, time,scale and benefit. Getting the rightmix is crucial and the table on theopposite page shows the menu of interventions.

SUCCESS IN MAJOR URBAN AREAS

Taking this a step further, we havetested the impact of four busimprovement scenarios in eachmajor urban area. The measurestested are:

• Journey speeds increased by 1 per cent

• Enhancements to the waitingenvironment e.g. higherstandard of bus shelters orreliable real-time information

• Improvements to journeypunctuality and reliability by reducing waiting time by 1.85 minutes

• Service simplification by reducing waiting time from 6.25 minutes to 5 minutes represented byincreased frequencies

For each region we have calculatedthe 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.

Key Interventions for Major Urban Areas

Intervention Cost range Size Benefits

Fares and Ticketing Low Large Simple, promotable fare structure applied networkwide 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 thejourney experience.

Promotion Low to medium Medium to large Basic promotional activity can be network wide,whereas detailed activity should be localised. Bothreap significant rewards.

Kickstart ServiceEnhancement

Medium Small Kickstart will be a localised product, but it isimportant to restarting the bus product lifecyclewhere the benefits are potentially great.

New Bus Investment Medium Small Of particular benefit when low floor buses replacestep entrance. Invaluable in improving perceptions of travel and journey experience.

Line Based Bus Priority High Small Bus lanes or major hotspots provide significantrewards.

Network Coverage

• Whole network measures• Multiple, low cost initiatives • Growth of 4-13% achievable

• Core corridor measures • Priority on major corridors• Targeted fleet investment• Growth of 10-20% achievable

• Specific corridor measures • Kickstart funding to expanded

network with Targeted Marketing• Growth of 13-28% achievable

Grow

th A

chie

vabl

e

IMPLEMENTING A MIX OF MEASURES CAN

PRODUCE STRIKING RESULTS.

18 / 19

Manchester is undergoing amassive regeneration programmeand experiencing an economic andcultural renaissance. To sustain itscompetitiveness, people need tomove 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 areassuffer from some of the worstcongestion in the country, resulting in unpredictable journey timesoffsetting the benefits of frequentservices and simple fares. The

number of local authorities inGreater Manchester makes for achallenging road policy planningenvironment but within thisframework there are someexceptional examples of progress.Solid partnerships are at the heart of these successes.

The ongoing development ofQuality Bus Corridors acrossGreater Manchester is apartnership project involvingGMPTE, operators, localauthorities, the Urban TrafficControl Unit and the HighwaysAgency. Successes include the year-on-year growth for core servicessuch as the 192 (Manchester toStockport service) and the creationof bus lanes which have reduced thejourney time variation of individualtrips by 18 to 54 per cent. Thisprovides a more punctual andpredictable service.

A Punctuality ImprovementPartnership (PIP) between local busoperator Bluebird, Manchester City Council and GMPTE has delivered11.5 per cent passenger growth.The council introduced traffic

GREATER MANCHESTER

signal phasing and enforcedparking restrictions in Moston,delivering a 22 per cent reliabilityincrease for the 77 service.Bluebird invested in new buses,promoted simple ticketinginitiatives and increasedfrequencies, at the same time asGMPTE provided new shelters.

Bus operator, First, pioneered the first ever PIP with GMPTE andtogether they have been rolling outa number of initiatives since. As aresult, First has invested £34m innew buses, timetables have beenrevised and a real partnershipapproach has been taken to upgrade other services.

Meanwhile, Kickstart funding hastransformed the 378 Stockport toWilmslow service. Developed

through a partnership betweenStagecoach, GMPTE and StockportMetropolitan Council, this major initiative in an affluent area withhigh car ownership, has resulted in 28 per cent growth. £1m has beenspent on bus priority measures, RealTime Information (RTI) and streetfurniture improvements and £0.8mhas been invested in new buses,marketing and discounted ticketing.

Service frequencies have improvedby 100 per cent in certain areas.

The table below illustrates the gains to be made. Investing inmeasures to improve reliability orservice simplification will deliverthe biggest growth in GreaterManchester. Successfulimplementation of all four couldpotentially improve passenger

numbers by 12.4 per cent, such is the incentive to get it right.

Operators and the GMPTE arestarting to see greater results. There are moves to create a formalpartnership and operators fullysupport the GMPTA’s TIF bid, whichwould provide an integrated andimproved public transport networkfor the region. Measures includeexpanding the quality and capacityof the bus network, improvingpunctuality and vehicle standardsalong with multi-operator and multi-modal ticketing.

Bus Improvement Scenarios for Greater Manchester*

Speed Increase Better WaitingEnvironment

Improvepunctuality andreliability

Increase frequenciesthrough servicesimplification

Passenger Growth 0.9% 2.9% 5.1% 3.5%

*This is not an absolute concept and is subject to other factors such as economic growth, demographic changes, fareincreases etc, however, it is clear that passenger growth can be achieved. Speed increase is an average of 1% networkwide, achieved by improving speed by 10% across 10% of the network

POTENTIAL TO

IMPROVE PASSENGER

NUMBERS BY

12.4%.

KEY OBSERVATIONS

• Comprehensive network re-development to meet current andfuture needs of the region – more integrated services especiallywith Metrolink.

• Improved service delivery – increased punctuality, reliability andeffective bus priority measures.

• Congestion remains a serious problem affecting bus journeytimes. 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 interventionsdelivered 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 andengagement is needed to generate jointly produced networkinformation.

• Innovative marketing has raised public awareness of servicesin 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 aroundthe M60 ring road. An integrated bus-based scheme would reapsignificant rewards.

• Kickstart funding has proved to be a success.

20 / 21

The vision for Merseyside buses is based on high quality and straightforward services with high frequency routes andeasy to understand networks.Above all, this vision should be a shared one based on trust and openness.

Buses have a vital role in providingmobility for people who live, workand study in Merseyside.

Arriva has set out its vision for aquality bus network at the heart oflocal transport in Merseyside, andpledged an investment of £45m in return for priority measures forbus users. The bus operator hasalso proposed the creation of aMerseyside Bus Board to create afocus for Merseyside organisationswho want to share the samevision, and this forum is currentlybeing organised by Merseytravel.

And Arriva has also said it wouldsupport the transfer to the PTE ofhighway authority powers on thecore Merseyside bus network, sothat the PTE has a greater say inroad priorities for bus users.

Stagecoach meanwhile hasinvested £6.5m in 75 new busesand improved operations in the region.

The table opposite illustrates thegains to be made. Investing inmeasures to improve reliability or service simplification could

deliver impressive growth in Merseyside. Successfulimplementation of all fourmeasures could potentially improve passenger numbers by 13.2 per cent, such is theincentive to get it right.

The introduction of differentmeasures, as outlined in the busimprovement scenarios and casestudies, will deliver consistentgrowth. This growth will be evenmore substantial if it is supportedby the innovative marketing ofroutes and networks. It requiresinvestment in both low and highscale interventions delivered in a partnership framework.

MERSEYSIDE

Bus Improvement Scenarios for Merseyside*






KEY OBSERVATIONS

• Arriva has outlined its five-year plan for buses on Merseyside. This has been shared with Merseytravel and local authoritypartners. It needs a firm commitment between partners to deliver real improvements for passengers.

• Punctuality has to be treated as a priority and the appropriatesolutions sought.

• There is a wealth of information on timetables and fares but itneeds a collaborative approach between Merseytravel andoperators to ensure information is focused.

• The development of the Le Bus network is fundamental to thesuccess of region’s public transport strategy.

• Increased frequencies and better reliability will attract morepassengers.

• Innovative marketing has raised public awareness of services in some areas, it needs to be replicated elsewhere.

POTENTIAL TO

IMPROVE PASSENGER

NUMBERS BY

13.2%.

22 / 23

The issues facing the region’stransport leaders are fairly typical of all large urban areas. Rising carownership and cripplingcongestion continue to frustrate.However, significant stridesforward have been made toimprove bus services, especiallyunder a partnership framework.

None more so than thegroundbreaking Sheffield BusAgreement – a Voluntary QualityPartnership that will deliver a range of measures that will benefitmillions of passengers each year.

Signed by First, South YorkshirePassenger Transport Executive andSheffield City Council, the £16.9magreement pushes the boundaries of partnership. It will overhaul the city’s bus network andinfrastructure and it means thatimprovements or alterations to the bus network now have to bemutually agreed by the operator,local authority and passengertransport executive.

Sheffield also boasts the firstStatutory Quality Partnership inEngland. The North Sheffield

Statutory Quality Partnershipbetween Stagecoach, First, SouthYorkshire Passenger TransportExecutive 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 newbuses, and the PTE and councilhave invested in infrastructure and priority measures.

The table opposite illustrates the gains to be made. Investing in measures to improve reliability or service simplification coulddeliver impressive growth in South Yorkshire. Successfulimplementation of all four couldpotentially improve passengernumbers by nine per cent, such is the incentive to get it right.

A policy of open dialogue betweenoperators and transport leaders willbenefit passengers. The ‘SheffieldBus Agreement’ takes partnership to a new level and bodes well forthe future of public transport in thecity. It provides strong foundationsfor the rest of the region.

SOUTH YORKSHIRE

Bus Improvement Scenarios for 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 theevidence 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 ensureinformation is clear and focused.

• Effective marketing is a proven method of stimulating passengergrowth, such as ‘Yournextbus’. Partners need to work together todevelop similar measures to show that bus travel has a prominentrole to play in the 21st Century.

• Integrated schemes with the tram have proved very popular.

• Park and ride schemes need to be developed.

POTENTIAL TO

IMPROVE PASSENGER

NUMBERS BY

9%.

24 / 25

Tyne and Wear is home to some ofthe most ambitious and successfulbus partnership schemes in thecountry. A spirit of cooperation has been fostered between Nexus, operators and localauthorities, which is deliveringfantastic results.

The East Gateshead project,between Nexus, GatesheadCouncil and Go North East marks

a ‘new generation’ of partnership.It is a firm commitment to maintainservice stability and opens up a new level of engagement onissues such as fares and network re-designs.

Go North East, Stagecoach, Arriva and Nexus are enthusiasticcontributors to the Superoutescheme. The partnership ensuresthat the quality of core service

levels is prescribed. Standards are set regarding minimumfrequencies, vehicle quality, staff training and emission levels.Data is shared and efforts on buspriority measures are focused on core networks.

Building on this initiative,Stagecoach has expressed itswillingness to make Newcastle’sentire network part of a Quality Bus Partnership scheme thusestablishing regular consultationwith stakeholders and passengers.

Access to employment is afundamental part of any transportplan, which is why Go North East has developed the Clipperinitiative. Simple, direct andbranded services feed majoremployment sites. Supported by Nexus and Sunderland CityCouncil, services provide frequenttransport throughout the day fromSunderland to DoxfordInternational Business Park andSunderland Enterprise Park – twoof the largest areas of employment.

In a unique three-way partnership,the ‘Cobalt Clipper’ operated by

TYNE AND WEAR

Bus Improvement Scenarios for 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 tosupport the ongoing transformation of bus services in the region.

• Information on routes and timetables is widely available but thereneeds to be a more structured approach between operators andNexus 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 busservices 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.

Go North East in North Tynesideprovides high quality links withthe Metro and Shields Ferry andCobalt, Silverlink and Tyne TunnelIndustrial Estates. This is a noveland innovative arrangement, inconjunction with Cobalt BusinessPark and North Tyneside Council,linking public transport withprivate sector employers. Boostedby an extension to the East-Westcorridor, patronage increased by 39 per cent after one month.

In addition, the integration of buses with the region’s Metrosystem through a pilot scheme that reorganised the servicebetween Go North East and Nexusat Heworth Metro Station, hasgiven passengers more flexiblepublic transport options within the area.

The table below illustrates thegains to be made. Investing inmeasures to improve reliability orservice simplification will deliverthe biggest growth in Tyne andWear. Successful implementationof all four could improve passengernumbers by 12 per cent, such is the incentive to get it right.

Bus operators in Tyne and Wear and Nexus are starting to see greatresults of the partnership approach.

This open policy is deliveringbenefits for passengers and makingthe bus an attractive mode oftransport. Joint decisions are beingmade on Superoutes, marketing,integrated ticketing schemes andbus corridor improvements.

POTENTIAL TO IMPROVE

PASSENGER NUMBERS BY

12%.

26 / 27

More than 90 per cent of publictransport journeys in the WestMidlands are made by bus. Onemillion people a day depend on busservices for their travel needs. Itneeds a joint effort between travelleaders to make the bus a viablealternative to the car.

A major development is theVoluntary Partnership Agreementsigned between Centro and TravelWest Midlands. It will transform six

bus routes through Birmingham,Walsall and West Bromwich to offerfaster and more frequent services.This landmark agreement entitlespassengers to refunds if punctualitylevels are not met. Joint investmentwill be made in luxury buses, newshelters and information systems.

Travel West Midlands, Centro andDudley Metropolitan BoroughCouncil worked together tostreamline three services between

Dudley and Merry Hill. Investmentin new buses, increasedfrequencies and improved branding,along with improved access toinformation and infrastructure,delivered 15 per cent growth.

Travel West Midlands has formedan excellent working relationshipwith Centro and Coventry CityCouncil in a £40m project aimed atimproving traffic management inthe city. The PrimeLines Partnershipchallenges perceptions of bustravel and attempts to improve allaspects of a bus journey. It hasnecessitated a massive overhaul ofthe road network with measuresaimed at improving reliability. Theoperator and Centro work togetherto determine operating conditions,highway design, passenger facilitiesand traffic management measures.

WEST MIDLANDS

Bus Improvement Scenarios for West Midlands*




Passenger Growth 1% 3.1% 5.3% 3.9%


KEY OBSERVATIONS

• Collaborative working produces results.

• There needs to be political willingness from local authorities to support the partnership approach and the ongoing developmentof bus services in the region.

• Information on routes and timetables is widely available but there needs to be a more structured approach betweenoperators and Centro to produce it.

• Innovative marketing techniques need to be utilised to bringservices to the wider attention of the car-driving public.

• Punctuality in West Midlands is generally better than other majorurban areas.

• Innovative marketing has raised public awareness of services insome 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.

The pooling of expertise will ensurethat passenger needs are cateredfor and punctuality will improve. It isanticipated that passenger growthwill be significant by the time theproject is complete in 2008.

Another example of an operator in Birmingham improving a service to respond to passenger needs;Travel West Midlands increaseddaytime service frequency on the997 (Birmingham to Walsall),introduced a £1.20 flat fare andimproved marketing. Consequently,passenger growth was more than 10 per cent.

The table below illustrates the gainsto be made. Investing in measures to improve reliability or service

simplification could deliverimpressive growth in the West Midlands. Successfulimplementation of all four couldpotentially improve passengernumbers by 13.3 per cent, such is the incentive to get it right.

It is clear is that the introduction of different measures, as outlined in the bus improvement scenariosand case studies, will deliverconsistent 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 interventionsdelivered in a partnershipframework.

West Midlands has seen itspassenger numbers rise for the firsttime for a number of years. It is nocoincidence that this has occurredunder a new spirit of cooperation.Stakeholders working together areachieving more than if they operatedin isolation, but more could be done.

POTENTIAL TO

IMPROVE PASSENGER

NUMBERS BY

13.3%.

28 / 29

West Yorkshire continues toprosper but the increasing problemof congestion threatens the region’seconomic growth. The challenge is to deliver a public transportstrategy that is credible, givesvalue-for-money and has thesupport of key organisations.Partnership working is crucial.

On this basis, First has beenworking with Metro and Leeds CityCouncil to launch ftr. ftr enablespassengers to travel in comfort on

futuristic vehicles on speciallycreated tracks. The wow factor will encourage people to leave their cars at home.

The organisations have pooled their resources to make Service 4between Pudsey, the city centre andWhinmoor a success. Highwayshave undergone a transformation, a major terminus in Pudsey wasremodelled and every stop on theroute has been refurbished. First has invested £6m on 17 ftr vehicles,

the council has committed £1.6m tohighway improvements and Metrohas spent £500,000 on improvingthe waiting environment. Thewhole project is an impressiveengineering feat and testament to the development of the closerelationship between stakeholders.Since the full service started inJune, passenger numbers are up 10 per cent. It could not have beenachieved by one organisationworking in isolation.

In Huddersfield, First, Metro andKirklees Metropolitan Council havesigned the ‘Partners in Punctuality’agreement, a landmark deal aimedat improving bus punctuality andreliability. Tough performance levelshave been set and partners willcreate effective traffic managementmeasures to help deliver them.

This table illustrates the gains to be made. Investing in measures to improve reliability or service simplification could deliver impressive growth in West Yorkshire. Successfulimplementation of all four couldpotentially improve passengernumbers by 10.5 per cent, such is the incentive to get it right.

The relationship between operatorsand Metro is a positive one. There is a strong willingness forcollaborative working as borne out by the Leeds ftr scheme, theHuddersfield project and a jointcommitment to develop guidedbusways in Leeds and Bradford andthe Holmfirth bus/train connection.

WEST YORKSHIRE

Bus Improvement Scenarios for West Yorkshire*






KEY OBSERVATIONS

• There is a wealth of information on timetables and fares but thereis little engagement between Metro and the operators on itsstructure. It needs a collaborative approach to ensure informationis clear and focused.

• Effective marketing is a proven method of stimulating passengergrowth, such as ‘Yournextbus’. Partners need to work together to develop similar measures.

• There is significant potential within the region to develop parkand ride schemes. Fast, frequent and direct bus services wouldease congestion and hold appeal for car drivers tired of sitting in standing traffic.

• Kickstart funding would re-invigorate some services andpassengers would benefit from this type of investment.

• Punctuality is better in West Yorkshire than other major urban areas.

POTENTIAL TO

IMPROVE PASSENGER

NUMBERS BY

10.5%.

30 / 31

PARTNERSHIPS WORKING CASE STUDIES FROM AROUND THE COUNTRY

East of England

Area/Service Partners Measures Results

Ipswich Ravenswood bus route

Ipswich BusesIpswich Borough Council

Bus route developed to serve newhousing development at planningstageEnhancements to road planning toaccommodate the serviceIncreased frequencies

21% growthUnique developmentLower level of car use expected for a residential development of this sizeGreat example of how publictransport should link withresidential planning

Norfolk Norfolk GreenNorfolk County Council

Joint risk strategyImproved frequenciesBus priority measures

6% growthImproved punctuality

Norwich First Eastern CountiesNorfolk County Council

New busesExtensive bus priority measuresOn-street ticketing machinesPark and ride

15% growth 40% punctuality improvementPriority measures save buses inexcess of 70,000 miles per annum

Midlands


Leicester Arriva Public consultation on newnetwork via road shows£9.5m spent on 54 new busesImprovements to roadsideinformation

6% growth Public consultation resulted in thesimplification of inter-urban routes

Lincoln StagecoachLincolnshire County Council

“Just Go” networkCheaper travelRoute simplificationReduced waiting timesImprovements to waitingenvironments

25% growthAttracted car users to publictransport

North West


Chorley StagecoachLancashire County Council

Kickstart fundingNew mini buses serving newhousing developmentsClever marketingOffers of free travel

25% growth in area of high car usageImproved punctuality

Northwich – Crewe via Winsford ArrivaDfTCheshire County Council

Kickstart fundingNew fleetHigh quality waiting environment

6% growth

Warrington Network WarringtonWarrington Borough Council

Showpiece bus station with directcovered access to town centreshopsNew fleetExceptional marketingRTIOverhauled waiting environmentInvestment in trainingImproved timetable information

13% growthCustomer service study reveals98% satisfaction level in service

North


Chesterfield - Danesmoor StagecoachDerbyshire County Council

New fleetIncreased frequenciesAmendments to road network tofavour busesRe-alignment of bus stops andlinesExtensive marketing

38% growth Increased bus speeds of 8%

Durham Arriva North EastDurham County Council

Investment of £3.5mNew fleetRefurbishment of Durham busstation with state of the artfacilities

5% growth reversing a previousdecline of 10%

North Lincolnshire Hornsby’sStagecoachNorth Lincolnshire CouncilLincolnshire Police

Regular consultationBus priority measuresTraffic flow measuresBus stop improvementsTimetable improvementsTicket promotions

21% growthImproved punctualityZero tolerance to car parking atbus stops

32 / 33

Scotland


Argyll and ButeOban - Barcaldine

West Coast MotorsHITRANSArgyll and Bute Council

Route modificationsIncreased frequenciesImproved infrastructureHeavily promotedStrong branding

31% growthStrength of partnership hasresulted in similarly successfulinitiatives

Ayr – HamiltonX16

StagecoachStrathclyde PTE

KickstartNew busesTicketing initiativesRefurbishment of East Kilbride busstationLocal press promotions

27% growth

Ayrshire Coast Corridor StagecoachAyrshire County CouncilScottish Executive

New busesDouble frequenciesStrong brandingStrong promotion

5% growth

Dundee Travel DundeeDundee City Council

Urban Traffic Control to givepriority to late running busesRTI installed at 300 stops andavailable through SMS80 junctions identified asbenefiting from traffic signalprioritySmartcard technology17 new interchange shelters

Delivery of a public transportstrategy resulting in greaterstability

Glasgow FirstGlasgow City Council

New tracking system on busesresulting in precise timetablingUpgrades to 150 junctions to givethe bus priorityRTI

Multi-award winningImproved service reliabilityReduced city centre congestion

South East


Brighton – Eastbourne interurban corridor

Brighton and HoveBrighton and Hove CityEast Sussex County Council

Product innovationMarketing excellenceBus priority design andenforcementIncreased frequenciesGreat customer serviceSuperb ‘Coaster’ branding

23% growth since 2005Highest frequency medium-haulcorridor in England3m passengers carried per annum

Buckinghamshire ArrivaBuckinghamshire County Council

Routes dramatically revampedServices re-brandedIncreased frequenciesInnovative marketingBus lanesInformation pointsImproved shelters

40% growth on some key routes in areas of high car ownership

Crawley Fastway Crawley – Gatwick Airport

MetrobusWest Sussex County CouncilSurrey County CouncilCrawley Borough CouncilReigate and Banstead BoroughCouncil

Guided buswaysNew busesBranded ‘Fastway’Extensive priority measuresNew sheltersRTIHeavily promoted

64% growthExcellent punctualityReversed previous declineMany new customers are cardriversOutstanding example ofpartnership

Dover Diamond StagecoachKent County CouncilDover District Council

Kickstart£850,000 investment in 8 newlow-floor vehiclesBetter bus stops and sheltersRoadside infrastructureimprovementsIncrease in frequency betweenCanterbury and Deal from everyhour to every 30 minutes

12% growth between 2006 and2007

Uno - Hertfordshire London BusesUniversity of HertfordshireHertfordshire County CouncilIntalinkWelwyn and Hatfield DistrictCouncil

Simplified services 45 departures per hour fromuniversity Hatfield campus


34 / 35

South West


Blackwater Valley Quality BusPartnership

StagecoachHampshire County CouncilSurrey County CouncilBracknell Forest, Rushmoor andSurrey Heath Borough Councils

Bus lanes & gates New stop infrastructureFrequency improvementsNew busesMarketing and “Yo-Yo” brandingKickstart x 2Staged programme from 2003-2007

76% growth on route 1 since 200348-67% on routes 3, 4/5 and Yo-Yosince 2005

Bristol – Henbury to Southmead FirstBristol City Council

New fleet Heavily promotedFree bus ticketsNew bus lanesImproved waiting environment

12% growth2nd phase planned

Cheltenham StagecoachGloucestershire County Council

£900,000 investment in newvehiclesKickstart fundingIncreased frequencies on core routesBetter evening and Sunday services

50% growth on some corridors

Cornwall Truronian County Council Long history of partnershipNew vehiclesNew infrastructure

Impressive growth on ruralnetworks

Exeter Stagecoach Devon County Council Exeter City Council

£4m investment in new fleet –part funded by county councilBus priority measuresKickstartExtensive telemarketingHigh frequenciesCounty Council Air QualityManagement Action Zone

27% growth between 2003 and2007Phase 2 of bus priority measuresplanned

Gloucester StagecoachGloucestershire County Council

citi branded network£2.5m investment in new busesIncreased frequencies


Swindon StagecoachWiltshire County Council

Kickstart 55% growth between 2002 and2007

Torbay Stagecoach Torbay Council

£4m investment in new fleet –part funded by councilKickstartKey junction improvements andpro-bus traffic light phasingTransport investment linked toplanning approval process


South East


Isle of Wight Southern VectisIsle of Wight County Council

Revamped servicesFare and service simplificationShorter/direct routesPark and rideIncreased frequenciesIntegrated with cross-Solent linksStronger brandingNew fleetBus stop renewal

34% growthShared commercial strategysecured outstanding success

Kent Thameside Fastrack B ArrivaKent County Council

New vehicles running on speciallyconstructed buswaysDouble frequenciesExtensive marketing and advertisingcampaignMinisterial launch

22% growthTransformed image of publictransportCollaborative decisions

Oxford Stagecoach Oxfordshire County CouncilOxford City Council

Consistent fleet replacementHigh levels of bus priorityCore city routes on 5 or 10 minutefrequenciesComprehensive nightbus networkAir quality improvement plans

33% growth in the last 7 years

Oxford - Kidlington Oxford Bus CompanyOxfordshire County Council

Branded ‘Take the Merc to Work’New fleet of luxury standardMercedes buses5-minute frequenciesRTI and timetable accessed bymobile phoneMajor marketing campaign

One of the best examples ofpartnership in EuropeOver 50% of visitors to Oxford citycentre do so by busHigh quality

A3 Portsmouth - Waterlooville First Hampshire County CouncilPortsmouth City Council

10-mile bus lane servicingPortsmouth – Waterlooville £31m investmentBranded the ‘Zip Line’Improved frequenciesImproved waiting environmentsRTI

10% growthQuicker busesHigh quality serviceGrowth will continue to rise oncecompleteImpressive road planningachievement

Thanet Loop(Margate-Broadstairs-Ramsgate)

StagecoachKent County CouncilThanet District Council

Kickstart£1.6m investment in 18 low-floorbusesRoadside infrastructureimprovementsFrequencies improved from every 10to 15 minutes to every 7 to 8 minutes

106% growth between 2004 to2007

36 / 37

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 otherwiseunviable 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

JARGON BUSTERWales


Caerphilly(Senghenydd and Graig-y-Rhaccato Caerphilly)

StagecoachCaerphilly County Borough CouncilWelsh Assembly Government

Kickstart£1.3m investment in new low-floor busesFrequency increased from every 15 minutes to every 10 minutesLaunched by the then AssemblyMinister for EconomicDevelopment and Transport,Andrew Davies


Cardiff Service 6

Cardiff BusCardiff City Council

New luxury articulated busesRe-routing of buses to alloweasier access to the city centreRe-opening of a pedestrianisedstreet for busesTravel incentivesLaunch involving the Leader of the Welsh AssemblyExcellent promotion

55% growth

Cardiff Services 17/18

Cardiff BusCardiff City Council

New luxury articulated busesImproved frequenciesHighway changes to favour buses

6% growth

38 / 39

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