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Bus Initiatives

Bus Initiatives. Paul Turner Commercial Director The TAS Partnership Ltd 26 February 2009 www.tas.uk.net. Contents. Objectives Approach Findings Conclusions. Objectives. To Review Bus Quality Standards Current practice – investment patterns Identify disparity Define standards

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Bus Initiatives

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  1. Bus Initiatives Paul Turner Commercial Director The TAS Partnership Ltd 26 February 2009 www.tas.uk.net

  2. Contents • Objectives • Approach • Findings • Conclusions

  3. Objectives • To Review Bus Quality Standards • Current practice – investment patterns • Identify disparity • Define standards • Identify options to reduce disparity • To Review Bus Stop Infrastructure • Levels and standards across key corridors • Best practise • Where to make improvements • To Review Value for Money • Relating Price to Quality

  4. Approach • Desk research: • fleet profiles and trends • Period ticket ranges • Best practise elsewhere – fleet and infrastructure • Contextualisation – DDA compliance requirements • Mystery Shopper Survey • 250 covert surveys across SEStran region • Quality Audit of 31 aspects of the total bus journey • Bus Stop, Shelter and Information • External and Internal Appearance • Customer to Driver interface • Punctuality • Single fare charged

  5. Our Survey • 243 usable survey records • Sample represents geographic and market split • First 36% • Lothian 25% • Stagecoach 22% • Munro’s 6% • Other Firms 11% • 20% of journeys cross border • Mystery Traveller paid single fare and scored trip by quality measures: • Stop • Vehicle • Journey • Driver

  6. Value for Money: Quality Score v Single Fare

  7. Fleet Quality • Vehicle Quality Generally Good • External Presentation • Majority showed correct number and destination display • External condition and cleanliness generally reasonable though outside Edinburgh affects of winter conditions noticeable • Internal Presentation • Munro's and Lothian highest scores • First in Falkirk and Clackmannanshire – lowest scores

  8. Stops and Shelters • Shelters • 72% in very good condition • 9% badly vandalised and in need of urgent repair • 6% poor repair with some vandalism • Replacement rates for DDA compliance • The need for improvement? • Setting Standards • Stop Signs • Majority present with current information • 8 missing altogether, 13 needed replacement

  9. Stops and Shelters (2) • Information • 73% current route specific information • 9% had no information (more than half of which were in Borders) • Facilities • 67% had seating, lighting, level kerb • 23% had one of above • 8% had none (half of which were in Falkirk) • Cleanliness • 35% functionally clean; 27% thoroughly clean • 26% were in need of routine cleaning • 7% were dirty and littered.

  10. Stop Quality: Average Score by Local Authority Maximum Score = +3, Minimum = -3

  11. Conclusions – Value for Money • There is clear variation in fare levels across the region • But also stark variance in quality covering measures in the gift of operators and authorities • Short distance fares are often comparatively high, reflecting: • Walk options are available • Commercial strategies to price towards the mid range market • Trade off between maximising yield and seat turnover • Pricing structures reflect three tier market • Local Travel • Travel to Neighbouring town • Travel to Edinburgh

  12. Conclusions – Stops and Shelters • Comprehensive level of infrastructure • Much of it in good condition • Some very poor • Maintenance and cleaning standards vary • Information provision usually comprehensive • But with some very bad examples • Action needed to: • Ensure repair and cleanliness of shelters • Ensure renewals programmed • Provide enhanced quality waiting environments on Quality Corridors

  13. Conclusions – Bus Fleet • High Levels of Quality Apparent • Some disparities • Falkirk, Clackmannanshire, West Lothian, Fife have lowest scores • Some very high quality vehicles: • Stagecoach Fife on Fife to Edinburgh services • Horsburgh on 555/777 • Investment levels higher than average • Major groups have increased orders

  14. Possible Actions – Value for Money • Compelling price reductions is almost certainly unfeasible • Operators explicitly want and need control of price • LAs can influence quality to address value for money shortcomings • Smartcards – as already used in parts of study area - can deliver a step change in ticket offers • Can enable discounts for regular but not frequent users • Tangible benefits to reliability – and therefore cost – by reducing cash transactions • Monitoring: • Annual Mystery Shopper survey to maintain quality v price link • Agreement to share fare information – fare tables are public domain material.

  15. Possible Actions – Fleet and Infrastructure • Operators continue to invest where there is a strong business case • Consultation with stakeholders may encourage complementary investment in infrastructure • In some areas improved standards of presentation are required, particular on vehicle interiors • Where business case is weak, operators can engage with LAs with a view to pump priming, capital cost or parallel investment to improve the case • LAs specify minimum vehicle standards for secured service contracts on a consistent basis • Ultra high quality could be introduced on specific corridors, especially to target modal shift. • Programmed improvement in infrastructure should match vehicle investment

  16. Opportunities • Voluntary Partnerships linking operator and authority investment focusing on the key corridors • Can simply structure existing planned investment, but may enable higher levels • Statutory Quality Partnership on key corridors • LAs invest in new infrastructure • Bus Operators fund new vehicles, meeting highest environmental standards (diesel) • Agreement on maintenance of quality issues • Pump Priming on secondary corridors where growth could be achieved with public sector support for business case • Showcase corridor with Hybrid vehicles, ultra high quality standards and advanced waiting environment.

  17. Constraints • We noted the potential for significant decline in passenger experience if standards are not maintained, let alone improved • Could lead to a vicious circle of decline • Funding for existing initiatives, such as concessionary fares is a key issue for bus operators • Delay in increasing fuel duty rebate has been damaging • LA funding is constrained • Some zero budgets for bus stop infrastructure

  18. Conclusions • Buses are of huge value to the community and economy • Quality is very impressive – but: • There is a real risk of decline if maintenance of quality standards is not improved, eg • Bus lane surfacing • New and Well Maintained Shelters • Continued fleet investment • This is a National issue for Scotland and strategic direction is required from Government • SEStran needs to lobby for this; to raise the profile of bus as a tool to achieve wider policy objectives; to ensure funding is unlocked.

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