Bus strategy - Solihull Council

Transcription

B US S TRATEGY
2005 - 2011
Executive Summary
1. Strategic Overview
Context
8
Objectives
9
Bus Use Trend
11
Bus Use Targets
12
Bus Performance Targets
12
Partnerships
12
Links with Neighbouring Authorities
13
Best Value
13
Consultation
14
2. Understanding the Users
Bus Users Expectations
16
User and Non User Requirements
19
3. Developing the Strategy
Progress to date
22
Emerging National Polices
24
Regional Transport Policy
25
Refocusing the Strategy
27
Policy Framework
30
Policy Areas
30
4. Policies and Measures
Service Delivery
Policy 1: Network Operation
34
Policy 2: Local Area and Estate Services
37
Policy 3: Rural Services
39
Policy 4: Demand Responsive Bus Services including
Special Needs and Community Transport
40
Policy 5: School Transport and Education Needs
42
Policy 6: Cross Boundary Services
44
Policy 7: Quality Partnerships, Networks and Contracts
45
1
4. Policies and Measures (Continued)
User Confidence
Policy 8: Community Safety and Safer Travel
48
Policy 9: Information
50
Policy 10: Ticketing
52
Policy 11: Network West Midlands Initiative
54
Policy 12: Customer Care
56
Infrastructure and Schemes
Policy 13: Bus Shelters and Stops
58
Policy 14: Interchanges and Bus Stations
60
Policy 15: Bus Showcase
62
Policy 16: Bus Rapid Transit
65
5. Funding the Bus Strategy
Funding Issues
68
Revenue Implications
68
Capital Implications
69
6. Bus Strategy Standards and Monitoring
Monitoring Approach
70
Performance Standards
71
Target Standards
72
7. Appendices
2
A: Key Network West Midlands Corridors
80
B: Showcase Corridors
82
C: Interchanges
84
D: Funding
88
3
Executive Summary
The Transport Act 2000 requires the West Midlands Passenger Transport
Authority (WMPTA), in conjunction with Centro and the District Councils,
to prepare a bus strategy containing policies as to how best to carry
their various functions in order to secure the provision of appropriate
bus services in the area. The Act allows the strategy to be reviewed and
altered if it is considered appropriate to do so.
This Bus Strategy replaces the previous strategy adopted in
•
To transfer some car use to public transport in the
2001and outlines the aspirations for the provision of bus
Metropolitan Area at busy times to reduce congestion, and
services in the West Midlands for the period up to 2011.
at other times to maintain public transports’ universality and
This revised strategy has been prepared to address among
commercial viability.
other things the recommendations of the West Midlands Area
Multi Modal study (WMAMMS) and the complementary
Coventry Area Network Study (CANS). It also responds to
new Government initiatives, guidance and legislation and
incorporates recommendations of recent Best Value reviews.
The strategy contains general policies on how best to carry
out the duties and responsibilities vested on the West
Midlands Passenger Transport Authority by the Transport Act
2000. The objectives and resulting actions are also in line
with Government Guidance on the issues that should be
covered in a Bus Strategy.
Through the drafting of the revised Bus Strategy, extensive
consultation and market research has been carried out to
•
To enable people without access to a car to easily
reach a wide range of education, training and employment
opportunities.
•
reach a wide range of shopping, service, health facility,
leisure and entertainment opportunities.
To achieve these objectives, this revised Bus Strategy
outlines a vision of the quality required for bus travel by
2011 with tangible service improvements across the whole
of the West Midlands that offers a real alternative to car
use. This will require concerted action in four key areas,
namely:
ensure a full understanding of people’s needs and
•
Local Area Bus Services;
expectations. This has enabled us to design a Bus Strategy
•
Interchange, District/Local Centre and Station
that properly addresses the aspirations of current and
potential bus users.
To fulfil its role in the urban renaissance of the West Midlands
Metropolitan Area, bus provision must achieve three
overarching objectives:
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Upgrades
•
Showcase/Bus Rapid Transit routes; and
•
Complementary measures to assist bus users and
attract non-users.
The four elements are complementary to each other and
introduction of the network stability code of conduct, will
will assist people in residential areas to achieve better links
assist in meeting the bus patronage increase target.
to centres, popular destinations and jobs via high quality
and frequent routes, and improved interchanges between
Showcase routes and local services.
The revised strategy provides greater clarity about the
improvements required to help meet customer needs and
aspirations over the strategy period. This includes easy-to
understand information at all stops; an enhanced
comprehensive telephone/ internet inquiry service; a series
of personal security measures to reduce concerns over
getting to and waiting at stops and using buses, particularly
for women and the elderly; and complementary measures
particularly tailored to retaining young people as public
transport users after they leave school.
The Bus Strategy is designed to deliver high quality bus
services with the aim of increasing bus patronage to a
revised 355 million bus trips a year by 2010/11. This
is consistent with the revised target in the LTP2. There has
been a decline in bus patronage since 1998 reaching
To achieve the improvements required the revised strategy
contains 16 policy areas grouped under three broad
themes. These are detailed below:
Service Delivery: This theme aims to provide and maintain
reliable, attractive and accessible high quality bus services
for the people in the West Midlands.
•
•
•
•
Policy 4: Demand Responsive Bus Services
including Special Needs & Community Transport
•
Policy 5: School Transport and Education
•
•
Policy 7: Quality Partnerships, Networks and
Contracts
325 million passenger journeys in 2003/2004.
The revised target means increasing bus patronage by
User Confidence: This theme aims to create and maintain
8.5% (30 million trips) from current levels. Although this is a
an environment with the right level of information, customer
challenging target, it is considered achievable if all aspects
care and safety that allows people in the West Midlands to
of the Bus Strategy and LTP funded bus improvements are
take advantage of bus transport.
delivered.
In future, improvements implemented through the revised
Bus Strategy, in particular the impact of Network West
Midlands branding, in conjunction with bus vehicle quality
improvements, bus priorities, red routes, increased
traffic management enforcement, Bus Showcase/Bus Rapid
Transit and improved at-stop information, will help to create
a virtuous circle of increased use, increased investment,
improved services, increased use and so on. In addition,
a projected 5% change in travel mode arising from
promotional campaigns such as ‘Hearts and Minds’ and
•
Policy 8: Community Safety & Safer Travel
•
•
•
Policy 11: Network West Midlands
•
Infrastructure and Schemes: This theme aims to develop
and maintain high quality infrastructure and schemes, which
are convenient and attractive to the people in the West
Midlands and the service providers.
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•
Policy 13: Bus Stops and Shelters
•
•
Policy 15: Showcase
•
Policy 16: Bus Rapid Transit (BRT)
Lack of revenue funding could be a factor in preventing
this strategy from being successful and this will need to be
addressed by all partners in the bus industry and through
discussions with the Government.
“criminal” incident while travelling by public
transport by 20% by 2011.
The delivery of this strategy will rely heavily on partnership
working between the PTA/Centro, District Authorities, Bus
Operators, and other stakeholders. Partnerships will be key
to increase the number of people using, and the number of
journeys made by bus. The step changes in bus services
needed to give real alternatives to the car for many
journeys will only be achieved by developing and
To demonstrate progress against achieving the aims of the
extending current partnerships, and to be innovative in
Bus Strategy, a series of standards have been derived.
establishing new partnerships including Quality Contracts
Some standards are common across the whole bus
if deemed necessary.
network. Others are specific to Network West Midlands
high frequency services, whilst others relate to Bus
Showcase routes. These targets form a step towards the
targets set out in the WMPTA/Centro 20-Year Public
Transport Strategy.
This strategy aims to achieve significant improvements in
bus service provision for the benefit of existing and
potential local bus users and visitors to the area. To meet
this aim it is necessary to have a plan that is user-focused.
Our ability to address the needs and expectations of cur-
Other performance targets which complement the
rent and potential users will determine the success of the
patronage increase target are summarised below:
strategy.
Improve percentage of users satisfied with local
bus services from a 2001 baseline of 61.5% to
75% by 2011.
92% of the metropolitan built-up area to be
within 250m of a stop with a weekday daytime
service by 2006.
97% of bus services to operate within 5 minutes
of publicised times by 2011.
On routes where buses run at least every 10
minutes, no more than 5% of service intervals
should exceed 1.5 times the published service
interval by 2011.
Improve morning peak (08:00 – 09:00) bus
speeds relative to private car speeds on
completed Bus Showcase corridors
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Reduce the chances of being involved in a
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Strategic Overview
Context
The Transport Act 2000 requires the West Midlands Passenger Transport
Authority (WMPTA), in conjunction with Centro and the District Councils,
to prepare a bus strategy containing policies as to how best to carry out
their various functions in order to secure the provision of appropriate
bus services in the area. The Act allows the strategy to be reviewed and
altered if it is considered appropriate to do so.
This Bus Strategy supports the proposals outlined in the
Irrespective of mode, the factors fundamental to the
2005 Local Transport Plan. It has also been prepared to
development and delivery of integrated, high quality public
address changes emerging from various factors such as the
transport provision include, well-connected networks, routes
recommendations of the West Midlands Area Multi
and timetables; passenger knowledge of interchange
Modal study. It also responds to new Government
possibilities prior to travel; integrated information and an
initiatives, guidance and legislation and incorporates
integrated ticketing and payment systems.
recommendations of recent Best Value reviews. Through
the drafting of the revised Bus Strategy, extensive
consultation and market research has been carried out to
ensure a full understanding of people’s needs and
expectations. This has enabled us to design a Bus Strategy
that properly addresses the aspirations of current and
potential bus users regarding Bus Services in the West
Midlands.
This Bus Strategy supports the 2005 Local Transport Plan
that aims to increase the scale and scope of transport
improvements to meet the needs of people visiting, living
and working in the West Midlands. Building on the 2001
Bus Strategy, this strategy covers the period up to 2011.
To facilitate its implementation the strategy is subdivided
into two periods. The first period of the strategy up to
2008 focuses on sixteen polices supported by key
Delivering this Strategy is key to ensuring that the West
development measures. The second period up to
Midlands plays its full part in achieving the Government’s
2011continues the programme whilst allowing it to be
bus patronage growth targets. This document is therefore
reviewed and altered to meet changing needs.
implementation focused to assist its delivery and
monitoring. Although this strategic plan continues to be
focussed primarily on bus, arrangements continue to be
sought to work more closely with rail and Metro to assist
with the delivery of the Network West Midlands initiative
and to promote truly integrated transport.
This Bus Strategy is informed by the West Midlands Twenty
Year Public Transport Strategy, which establishes the overall
long-term vision for public transport in the area.
The long-term vision is two fold:
To create an attractive, easily recognizable,
branded, turn-up-and-go integrated main
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network of rail, metro, Bus Rapid Transit and
•
Showcase bus services. This will provide
reach a wide range of shopping, health facility, leisure and
metropolitan area wide- accessibility to main
entertainment opportunities.
destinations in the West Midlands and its
surrounding journey to work area.
To create a series of attractive, comprehensive
local bus and accessible transport networks
to serve areas and markets not served by the
main core network. This will be achieved by
providing direct services to local destinations
These closely relate to the five overarching objectives for
the West Midlands Local Transport Plan. How the Bus
Strategy helps address these is considered below:
Objective 1 To Ensure That The Transport System
Underpins The Economic Revitalisation Of The West
Midlands Metropolitan Area
and by providing feeder services to the main
•
network.
to a core network to assist economic revitalisation.
To ensure comprehensive bus coverage and links
This Bus Strategy is being developed to assist in fulfilling
•
the above vision and to further the West Midlands Local
turn- up-and-go public transport network, encourage
Transport Plan commitment to improve the environmental
investment into the West Midlands Metropolitan area.
quality of the area while promoting social inclusion and
sustainable economic regeneration and development.
Objectives
This Bus Strategy contains general policies on how best to
carry out the duties and responsibilities vested on the local
transport authority (WMPTA/Centro) by the Transport Act
•
To ensure that bus services, as a key part of the
To increase bus use to centres to increase their
vitality and viability, and to ensure and improve access to
brownfield development sites, and employment areas.
•
To encourage transfer of car trips to public
transport to reduce congestion and improve the efficiency
of the highway network in moving people and goods.
2000. The objectives and resulting actions are also in line
•
with Government Guidance on the issues that should be
frequency and speed of buses. This increases the
covered in a Bus Strategy.
attractiveness of buses in comparison to the car and
To fulfil its role in the urban renaissance of the West
To improve bus priority to improve the reliability,
releases highway network capacity for essential users.
Midlands Metropolitan Area, bus provision must achieve
•
three overarching objectives:
services between centres and their catchments to enhance
•
To encourage transfer of car use to public transport
To ensure adequate levels of evening and night
the vitality of these centres.
in the Metropolitan Area at busy times to reduce
•
congestion, and at other times to maintain public transports’
bus services in the West Midlands to:
universality and commercial viability.
•
reach a wide range of education, training and employment
•
To improve the image, quality and attractiveness of
maximise the likelihood of existing users
continuing to make some journeys by bus, once a
car becomes available to them in the future; and
opportunities.
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•
provide the optimum conditions for buses
to attract motorists out of their cars for journeys in
congested areas.
•
•
To seek to ensure primary and secondary health
care facilities are accessible by bus users.
•
To help reduce emissions and noise from buses.
To create the conditions whereby the commercial
marketplace can continue to provide an extensive bus
Objective 5 To Integrate All Forms Of Transport With Each
network without the need for substantial public subsidy.
Other, With Other Land Uses And With Other Policies And
Priorities
Objective 2 To Ensure That Transport Contributes Towards
Social Inclusion By Increasing Accessibility For Everyone
•
To improve the image, quality and attractiveness
of bus services in the West Midlands; to significantly assist
•
To integrate core and local networks.
•
To inform development location policies through
implementation of a strategic public transport network.
people without access to a car; to significantly improve
•
access to jobs, centres and local facilities; and improve the
transport and car use through park and ride.
quality of life for socially excluded people.
•
To unlock barriers to travel for people with mobility
difficulties through a more accessible bus network with a
large and increasing number of low-floor vehicles.
•
To seek improved services, especially in the
evenings and on Sundays, improved ticketing systems and
increased numbers of ticket sales outlets.
Objective 3 To Move Towards A More Sustainable Pattern
Of Development And Growth
•
To reduce the rate of increase in growth in the
number of car journeys as modal transfer is achieved.
•
•
To integrate bus services with other forms of public
To ensure new developments are accessible for
bus users.
•
To ensure synergy between the Bus Strategy and
other policy documents in the West Midlands for economic
regeneration, sustainable development and social inclusion.
The revised Bus Strategy also seeks to make a significant
contribution to the Districts’ aspirations regarding urban
regeneration and the transport shared priorities
regarding reduced congestion, and improved accessibility,
road safety and air quality.
To achieve the above objectives, this Bus Strategy outlines
a vision of the quality required for bus travel by 2011 with
To reduce the length of car journeys through park
tangible service improvements across the whole of the
and ride.
West Midlands that offer a real alternative to car use. This
will require concerted action in four key areas, namely:
Objective 4 To Improve Safety And Health For All
•
To improve actual and perceived safety for people
using buses.
•
To help improve fitness through reducing reliance
on the car.
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•
Local Area Bus Services;
•
Interchange and Bus Station upgrades
•
Showcase/Bus Rapid Transit routes; and
•
Complementary measures to assist bus users and
attract non-users.
These four elements are complementary to each other and
A key objective of such an approach is to retain existing
users, particularly for peak journeys as they gain access to
a car for the first time. Bus services need to promote social
inclusion, by getting people without a car easily to
destinations. They also need to maintain and develop
B u s U s e Tr e n d s
transport market share.
The bus will continue to be the main provider of public
There are 58 operators of registered local bus services in
transport in the region. However, as in all other areas
the West Midlands. The largest bus operator in the area is
outside London, bus patronage has been in long-term
Travel West Midlands, which accounts for over 80% of all
decline over the last forty years. For example, in 1980,
journeys. Other operators include People’s Express,
over 500 million passenger journeys were made by bus
Diamond Bus, Arriva Midlands, Stagecoach in
in the West Midlands. By 1999, fewer than 350 million
Warwickshire, Chase Bus Services and Zak’s Bus and
journeys were made by bus, 30% less. Bus patronage
Coach Services. There are also a number of smaller
growth has been fluctuating for the past 5-years and
companies operating in the area.
passenger journeys in the past year decreased by 2.1%
Over 90% of public transport use in the West Midlands
is by bus. Buses carry about 1 million passengers every
day, of which 75% do not have access to a car. Hundreds
of thousands of people are therefore dependent on bus
from 332.0m million in 2002/2003 to 325.0336 million
in 2003/2004, as detailed below:
Bus Passenger Journeys
services for their everyday travel needs. Some areas of
97/98 - 350.7m
the West Midlands are more dependent than others. For
98/99 - 345.2m
example, up to three-quarters of all households in the Aston
99/00 - 347.0m
and Sparkhill areas of Birmingham do not own a car.
Car ownership levels in the West Midlands are far lower
than comparable conurbations in mainland Europe. Whilst
traffic congestion is a problem now, the forecasts for traffic
with a ‘do nothing’ approach are far worse. Many
00/01 - 345.7m
01/02 - 336.0m
02/03 - 332.0m
03/04 - 325.0m
existing bus users will aspire to owning a car over the next
ten years and there will be a worsening effect on
congestion if we progress towards ownership levels of 550
cars per 1000 population (like many German cities)
compared to the current 400 cars per 1000 population
in the West Midlands. To avoid the traffic congestion
forecast, as more and more people own a car, the West
Midlands has to transform the image of bus services from
the poor image it has with many sectors, to a genuine
mode of choice, particularly at busy times.
In many cases the bus is only used if there is no other alternative because the car is considered easier and more convenient to use. Many existing bus passengers will acquire
a car in the foreseeable future, adding to the challenge we
face. Car ownership in the West Midlands has increased
in the last decade; there has been a 15% decrease in the
number of households which no longer have a vehicle and
a 26% increase in the number of households which now
have two or more vehicles.
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% of households (car & vans)
1991 Census
2001 Census
No Vehicle
40%
34%
2+ Vehicles
19%
24%
Despite the decrease in the total number of bus passenger
journeys and the increase in car use, significant increase
in bus patronage has being attained on main bus corridors
where bus priority measures and better facilities have been
introduced. These improvements have been accompanied
The Local Transport Plan has a series of performance
targets for bus provision. Key targets, which should guide
this strategy, are detailed overleaf:
by significant private-sector bus operator investment in new,
Improve percentage of users satisfied with local bus
low-floor buses, and route branding and
services from a 2001 baseline of 61.5% to 75% by 2011.
customer-care driver training. For example Line 33
showcase experienced a 29% patronage increase in its
first year of operation and patronage continued to grow
92% of the metropolitan built-up area to be within 250m
of a stop with a weekday daytime service by 2006.
by a further 23% between 1997 and 2001 (an average
97% of bus services to operate within 5 minutes of
of just under 5% per year). This route has also generated
publicised times.
between 3% to 5% car transfers.
B u s U s e Ta r g e t s
In future, improvements implemented through this Bus
Strategy, in particular the impact of Network West
Midlands branding, in conjunction with bus vehicle
quality improvements, bus priorities, and increased traffic
On routes where buses run at least every 10 minutes, no
more than 5% of service intervals should exceed 1.5 times
the published service interval.
Improve morning peak (08:00 – 09:00) bus speeds
relative to private car speeds on completed Bus Showcase
corridors.
management enforcement, will help to create a virtuous
Reduce the chances of being involved in a “criminal”
circle of increased use, increased investment, improved
incident while travelling by public transport by 20% by
services, increased use and so on. On this basis the
2011.
following targets are included:
Increase bus use from the 2003/2004 base of 325 million
trips per year to 355 million by 2010/2011
The above bus use target has been developed to
correspond to those in the 2005 Local Transport Plan. They
are challenging targets considering the ongoing decline in
patronage since 1998.
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B u s P e r f o r m a n c e Ta r g e t s
Partnerships
The delivery of this strategy will rely heavily on partnership
working between the PTA/Centro, District Authorities, Bus
Operators, and other stakeholders. Partnerships will be
key to increasing the number of people using, and the
number of journeys made by bus. The step changes in
bus services needed to give real alternatives to the car for
many journeys will only be achieved by developing and
District Councils
extending current partnerships, and to be innovative in
Bus priorities, kerb heights, parking enforcement,
establishing new partnerships.
pedestrian routes, land use policy and
development control, environmental policy and
The West Midlands has already established a new
air quality action plans
basis for partnership where operators work closely with
Centro and the Highway Authorities to improve the bus
Police
experience, including the introduction of modern low
Enforcement of bus priorities and personal safety
floor buses, complemented by bus priority measures and
passenger facilities. The ability to unlock traffic priority
potential is crucial to the partnership approach. Action on
this key area will determine the ability of the bus product
Links with Neighbouring Authorities
to compete effectively with car use. This will also require
Working with neighbouring authorities in the wider West
great political resolve to implement in many cases effective
Midlands journey to work area is essential, as people’s
but controversial traffic management measures.
transport needs do not recognise administrative
The success of this Strategy will therefore be reliant on
consolidating and expanding current effective partnerships
between local authorities, transport operators and users
boundaries. To ensure that this bus strategy is not
undermined by incompatible policies cross-boundary
working will be sought to ensure that:
- both businesses and individuals. In certain cases statutory
•
partnership agreements will be required to achieve the
boundaries are discussed on a joint basis;
long-term objectives detailed in this document. However,
if partnerships fail to deliver patronage increases and the
improvements in the quality of the bus product outlined in
•
Significant proposals close to administrative
Proposals for important cross-boundary corridors of
travel are jointly developed; and
this Bus Strategy, then the PTA/Centro will seek to introduce
•
Quality Contracts in selected areas of the West Midlands
boundary travel.
conurbation or if deemed necessary, the whole region.
The general responsibilities of the different parties are
outlined below:
PTA/Centro
Passenger information, promotion,
bus stations, interchanges, shelters and stops,
tendered services, ticketing, fares, co-ordination
Bus Operators
Bus services, vehicles, on-board staff,
information, promotion, tickets
Ticketing systems are developed to assist cross-
B e s t Va l u e
The PTA/Centro and District Authorities have endorsed the
Best Value approach to ensure that high standards in public
services are achieved whilst providing value for money.
The proposals in this document have taken into
consideration recent best value reviews of bus initiatives,
such as the Bus Showcase Review, and new measures
have been included to improve the performance of certain
elements.
This Bus Strategy will form an important policy input to
the Best Value Performance Plans and is one of the means
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through which performance in achieving our objectives will
be improved. The proposals set out in this document may
be modified if further Best Value review processes identify
areas where further improvements are required.
Based on the review of the Best Value regime undertaken
by the then Department of Transport, Local Government and
the Regions in October 2001, the Government is putting in
place a new performance management approach which
includes a comprehensive framework for continuous
improvement to help local authorities make a real
difference to their communities. The comprehensive
performance assessment (CPA) is based on corporate and
service assessments and will involve an annual assessment
of each authority that helps to identify their strengths and
weaknesses. Whilst the procedure extends to the
Metropolitan Authorities in the West Midlands, it is not yet
clear how PTAs will be affected. This strategy, however,
may need to respond in future years to future developments
of Best Value.
Consultation
This strategy takes into account the needs and aspirations
of current and potential bus users. Discussions have taken
place with local bus operators, social services, planning
authorities, highway authorities, education authorities, other
council bodies, and neighbouring authorities. Stakeholders
and interested groups were also consulted as well as Local
Passenger Consultative Committees. This is further detailed
in the next chapter.
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15
Understanding the Users
Bus Users Expectations
The West Midlands population of 2.6m people make an average of
approximately 1000 journeys by all modes, per person, per year,
which is a huge demand for travel. As a complex urban area with many
centres, this demand is characterised by a multitude of travel patterns
across the conurbation.
Buses carry the vast majority of public transport users in the
West Midlands (over 90%), typically for distances between
2 and 3 miles, with 40% of passengers using more than
one service to make their journey. However, buses are
currently seen by many as a last resort for transport choice.
It is therefore absolutely essential that we understand the
needs and expectations of existing bus users, and also
critically, of people whom we desire to become bus users
in the future, in the West Midlands. Failure to address their
needs and expectations will jeopardise the fulfilment of the
strategic objectives.
Opportunity
•
Network Access
Good access to the public transport network is essential.
To be convenient and easy to use, bus stops must be close
at hand for users, both near to people’s homes and near to
where people work, shop and enjoy leisure activities.
•
Integration
People want to be able to move easily around a network.
Bus, rail and Metro services need to connect, so that
In tackling this issue Centro published a Twenty-Year Public
changing between them is as easy and safe as possible.
Transport Strategy after extensive consultation and research
Interchanges need to be designed to allow easy movement
with customers, users and non-users, transport operators
from one stop, or station, to another. Larger interchanges
and all public and private sector partners. What emerged
need to allow for cycle parking.
was the need for an easily recognisable network of public
transport services underpinned by fifteen standards (core
•
Accessible Design
values), as seen from a customer perspective. These fifteen
Ease of access to vehicles without assistance, including
core values were then grouped under three main objectives
those with accompanying children, or who are less able-
covering the opportunity to use public transport, quality of
bodied, or in wheelchairs is a key aspiration of current
public transport and communication.
and potential users. Associated with this is the requirement
for easy access kerbs and practical measures to ensure
everyone can get in and out of buses, interchanges and
bus stations easily.
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•
Affordability
Affordability is cited as a constraint on using buses for
lower income groups and by people with access to a car
who do not see any financial incentive to choose to use
the bus, rather than their car. One of the five overall Local
Transport Plan objectives is to ensure that transport
contributes to social inclusiveness by increasing
accessibility for everyone. Affordable tickets and passes
that allow transfer between services are therefore a
reasonable requirement.
Quality
•
Frequency
Frequency is a key part of quality for customers. A network
is required which people can rely on, and which does not
entail a lot of waiting around and uncertainty. If customers
know that services are frequent, they will be more likely to
use them and not have to rely on working out times and
connections before making a journey.
•
Reliability
Service reliability is a key factor in patronage generation
and very important to users. If services are unreliable, then
people will not use them for long unless they have no other
choice. District Councils, in partnership with bus
operators and the Highways Agency, need to provide
more bus lanes and bus priorities to help improve reliability.
•
Journey Times
Younger people, male and female, also cite personal
security as a key area for improvement. The private car
offers a level of real and perceived personal security. Public
transport needs to give a good level of confidence to all
that use it.
•
Attractiveness and Comfort
Users and non-users expect good standards of
attractiveness and comfort. Bus travel must be perceived as
clean and modern if we are to increase use from existing
and potential markets. Well-kept vehicles and facilities are
essential. But there are other standards customers expect
- low emissions from vehicles, adequate seating and good
ventilation and heating are required. Shelters need to
offer customers a safe and attractive environment. The
image of the bus needs a radical upgrade and good
quality vehicles can assist in meeting this aspiration. Bus
stations need to offer suitable facilities for customers such as
vending kiosks and high-quality toilets.
•
Customer Care
Helpful drivers, and helpful staff in adequate numbers at
travel centres and bus stations, make a difference in
helping to create a good public transport journey
experience. As a service industry, public transport needs
to reflect the high standards of customer care developed in
other service sectors.
•
Direct Services
Innovative direct services linking, for example, unemployed
people to jobs, are also required, as part of a wider
Buses need to move at speeds that are competitive with
regeneration approach for the West Midlands. Some of
car travel without being too high to make travel uncomfort-
these may be provided by more flexible demand
able for customers. In addition, to be frequent and reliable,
responsive services.
buses need to be able to move at consistent speeds.
•
Personal Security
Personal security is a major issue, particularly for women.
17
Communication
•
Information
Figure 1: Priorities for Bus Users
Critical Success Factor (CSF)
Priority
to use public transport. To retain and attract passengers,
Reliability
Very High
information on public transport services must be readily
Personal Security
Very High
available at the point of need, easily understandable, and
Very High
kept up to date. New technology will have a key role to
Frequency
Very High
Affordability
Very High
Information
Very High
Accessible Design
High
Customer Care
High
Responsiveness
Low
Having a well promoted, clearly recognisable high-
Promotion
Low
frequency network is an effective way of getting public
Integration
Low
transport high on the agenda of people. Providing a con-
Network Access
Very Low
sistent hierarchy of infrastructure and services at city/town
Direct Services
Very Low
Journey Times
Very Low
Journey Times
Very Low
Awareness
Very Low
Passengers need well-presented, accurate, information
play in improved information, for example through use of
WAP and mobile phones to access real time information on
services. There is also an urgent need for up to date printed
timetables at bus stops, to be addressed.
•
Promotion
centres, district centres and local centres and interchanges
will help in this.
•
Awareness
Awareness of travel issues and problems of congestion and
pollution has risen recently. Knowledge informs choice,
These priorities should be reflected in the delivery of this
so that coherent, well thought-through, travel awareness
Bus Strategy. However, the lowest rated CSFs should not
schemes such as TravelWise, are needed to highlight the
be ignored. Customers feel that they should be addressed,
need for reductions in car use at busy times by the effective
but attention should only turn to them once significant
promotion of public transport alternatives.
progress has been made on the higher priority areas.
•
Responsiveness
As with any service industry, a culture of commitment to
“right wrongs” must be found throughout all organisations
involved in bus service provision in the West Midlands.
It is apparent that a tension exists between the requirement
to meet a challenging bus use target (against a backdrop
of recent patronage decline) and the need to increase the
opportunities afforded socially excluded people. The
overwhelming evidence from the UK bus market, supported
The Customer Perception Monitoring undertaken in
by industry analysts, is that patronage increases are most
2000/01 on the above critical success factors revealed
likely to be achieved in busy strategic corridors and
the following priorities for bus:
supported with strong company-based marketing for
example, First’s ‘Overground’ network.
18
However, there are legitimate concerns that this approach
The ‘on board’ experience needs to provide an
will be to the detriment of socially excluded people,
environment that will meet the needs and expectations of
particularly those neighbourhoods beyond the densely
today’s traveller. Comfort, reliability and the cleanliness
served inner-city wards. Although there is an overwhelming
of the vehicles came through as being the most important
requirement to meet the bus patronage target included in
to both users and non-users and were seen as a potential
this strategy, the overarching objectives also outlined in this
barrier to use.
document make it clear that the bus network in the West
Midlands must support social inclusion. This Bus
Strategy therefore endeavours to achieve a balance
between resources directed at strategic corridors (which link
district centres and key interchanges) and those directed at
local centres and local network services.
User and Non-User Requirements
Objectives and Policies
Prior to evaluating the objectives and policies laid down in
the Bus Strategy, participants in the research were asked to
suggest objectives and policies they would expect to see in
the bus strategy. Value and Price were the most universally
suggested priority for both users and nonusers. Reducing traffic levels was also suggested
The policies outlined in this Bus Strategy have undergone
reflecting increased awareness and the recognition of the
extensive consultation involving stakeholders, bus operators,
need to reduce traffic. Personal security at bus stops, fear
local districts and the general public. From this consulta-
from crime from other passengers, and the quality of some
tion we were able to identify key requirements for both
of the driving were also expressed as areas of concern.
users and non-users of public transport. In addition to this,
Reliability and Punctuality were seen to be important to
information received through Focus Groups gave valuable
both users and non-users with the non-users having less
information about some of the factors impacting on user
confidence in reliability and punctuality than users. The
and non-user perceptions and a good indicator of whether
vandalism of shelters and stops was an area that
the objectives and policies addressed their needs and
participants felt needed improvement along with customer
aspirations.
care, the environment and bus access and inclusion.
User and non-user perceptions
As for the policies, 8 out of the 16 original policy areas
The availability of staff on-board buses was seen to be an
mentioned were those which covered infrastructure and
important ‘comfort factor’ in user confidence. The one-
schemes that would not necessarily be familiar to the
person operated vehicles were perceived to be a personal
general public. A policy on information was of particular
security issue. Many of the comments from both existing
interest with two types of information users emerging.
and potential users requested increase staffing on buses to
Non-users and young people especially want information
control passengers, especially schoolchildren. Bus Drivers
to be instantly accessible through high technology solutions
also came in for comment with the most frequent criticism
whilst some regular users, who are familiar with traditional
being a lack of simple courtesy. Travel information lines
methods, gave more importance to printed information. In
were also criticised for being impersonal and having low
summary, the objectives and policies within the strategy
quality service provided by staff.
were welcomed and supported if, on occasion, they were
were mentioned spontaneously. Many of the policies not
not always fully understood. Route 67 is a good example
19
where participants had recognised they had improved,
higher quality buses and stops but just did not know about
the Showcase concept.
Emergent Key Themes
Following extensive analysis of the research data from
stakeholders and the Focus Groups, it was clear that there
were three themes emerging from the consultation.
These were concerning areas of:
•
Service Delivery (cleanliness, comfort and
reliability)
•
User Confidence (information, customer care,
safety)
•
Infrastructure and Schemes (Showcase, bus rapid
transit, interchanges)
In response to these areas, the policies within the Bus
Strategy were further developed and grouped into the
above three key themes to ensure the comments would be
addressed effectively and efficiently. A fuller explanation of
the three broad themes follows in the next chapter.
20
21
Developing the Strategy
Progress to Date
The primary purpose of the original Bus Strategy was to achieve increased
accessibility for people who did not use a car, and also to improve bus
services and make them a mode of choice for people who would
otherwise use the car. To support this, a continuing programme of investment in
infrastructure and traffic management schemes to deliver enhanced bus
facilities and Showcase projects have taken place. A network wide bus
facilities programme and other works such as interchange upgrading has also
reinforced progress across the network.
Advancements on major schemes, such as the Outer Circle
•
Bus Showcase and the Hagley Road Bus Showcase
opened in March 2002, and in November of the same
continue to take place. In addition there has been
year, won the Interchange of the Year Award at the Bus
substantial private sector investment in the network. For
Industry Awards. Wednesbury Bus Station has also been
example Travel West Midlands (TWM) now have over
upgraded and reopened in December 2004.
70% of their fleet as low floor, easy access buses, with
many routes operated by 100% low floor buses. Progress
has also been made in other areas of the previous Bus
Strategy, including the adoption of the Bus Passenger
Information Strategic Plan by the WMPTA in April 2002
and its subsequent implementation.
Recent Achievements
•
In December 2002, Boxing Day Bus Services
Work has continued in upgrading one of Europe’s
longest bus routes, the route 11 Birmingham Outer Circle.
In a £21 million partnership scheme, involving Centro,
Birmingham City Council, Sandwell Metropolitan Borough
Council and Travel West Midlands, the route is being
converted to Bus Showcase standards. This involves the
provision of new, environmentally friendly, easy access
buses, new shelters with improved seating and lighting,
real time timetable information and raised kerbs for easier
operated across the West Midlands for the first time since
boarding, and bus lanes and bus priority measures at
the late 1980’s as a result of Centro subsidy. The service
junctions. These will reduce peak hour delays and improve
was a success with a total of 72 services operating, the
reliability throughout the route, and it is estimated that the
number of journeys provided was 1,169 and a total of
project will be completed in 2006.
49,673 passengers were carried. This continued in 2003
and 2004, with some of the services now being operated
commercially.
22
•
A new and improved West Bromwich Bus Station
•
The Tyburn Road Showcase partnership won the
Innovation award at the 2000 Bus Industry Awards with
the judges noting that ‘the whole concept of the project
was impressive’. This will also be the first Showcase route
which will include legally binding agreements between
•
network are now low floor – easy access.
•
•
met. Detailed planning to upgrade to Showcase standards
years.
Stourbridge service.
•
Centro, Coventry City Council and Travel West
Midlands commissioned TAS Partnership to work on a
review of the Coventry bus network in July 2003. As a
result of the study, a number of options are being
considered on how best to deliver an improved network for
the city.
•
Bus Showcase schemes have seen patronage
increases of up to 30%.
the partners to ensure that quality standards are continually
are also underway on the route 311/313 Walsall to
Over 1000 buses currently operating across the
•
806 new showcase shelters installed in the last 3
A £5 million funding Bus Real Time Information
system was delivered in July 2005 bringing a substantial
expansion of Real-time Information taking the number of
stops covered from 80 in 2002 to over 3000 by 2005.
•
Plans to introduce Red Routes in the West
Midlands began in 2002/2003. The first Red Route to
be introduced is in Solihull and runs from Junction 4 of the
M42, on the A34 Stratford Road through Shirley to Robin
Local Estate Bus Service improvements are being
Hood Island. It is expected that further schemes will be
trialed on a number of routes in the West Midlands. Route
delivered shortly in the West Midlands, having had £28
222, which operates between Dudley and Merry Hill and
million of funding approved by the Government.
also serves Russells Hall hospital, has been upgraded
with new bus stop poles raised kerbs and bus cages. In
addition, all stops have been furnished with at-stop
passenger information. The route was officially launched in
May 2005. Detailed design work, including
consultation, is being undertaken for Routes 333 and 444
and it is expected that enhanced bus stop infrastructure for
these routes will be delivered later in 2005.
•
Significant Improvements to at-stop information
achieved with the introduction of the Information at Bus
Stop System (IBSS) in Jan 2004 enabling a substantial
increase in at-stop timetable information coverage from
under 10% to over 40% within the first year of system
operation.
•
Walsall Bus station, opened in July 2000 and
won the Royal Institute of British Architects (RIBA) award for
Architecture.
•
A Prison Visiting Service, operated by the
Community Transport Sector, has been developed and is
now underway. This allows families without their own
transport to visit relatives in prisons in the wider Midlands
area, many of which are often inaccessible by public
transport. The service was initially funded from one of
Centro’s successful bids to the Government’s Urban Bus
Challenge competition.
•
Centro has successfully piloted a WorkWise
project in partnership with the employment service and
community groups in the Sparkhill and Chelmsley Wood
areas of Birmingham and Solihull. WorkWise aims to
address and remove transport barriers to employment and
training and promotes the use of sustainable travel options
by encouraging public transport, cycling and walking for
journeys to training and employment.
•
Using “Quick Wins” funding, Centro in
partnership with bus operators, has increased the frequency
23
of a number of “estate” bus services, especially during
•
Sunday daytime, and in the evenings.
months to 1 February 2003, due to an extensive marketing
•
Further investments to improve interchanges
have been made in the following areas: Hockley Circus,
Longbridge, Moseley Village, Olton, Saltley, Sparkbrook,
Springfield Moseley, Spring Road and West Bromwich Bus
Station.
•
404 Walsall-Blackheath Showcase route, where the stops
have been adapted to cater for West Midlands Ring and
Ride services.
•
All Centro bus shelters in the West Midlands are
cleaned weekly and all obscene graffiti and smashed
customers needs. Approximately 1,600 students over
the age of 18 now hold a Student Centrocard, and sales
continue to grow.
Centro issued holders of Senior Citizens and
Disabled passes in Coventry with a smart card (about
57,000 cards) to trial smart cards as a new ticketing
method.
•
The Call Centre delivering the Hotline/Traveline
public transport telephone enquiry service receives around
1.6m calls per annum.
shelter glass is removed from shelters within 24 hours
•
notification.
launched in March 2003.
•
•
All new buses purchased for use by the operators
The Traveline Internet Journey Planner was
A Centre of Excellence Award for Integrated
in the West Midlands conurbation now have to be Euro III
Transport Planning was awarded to the West Midlands
compliant.
Local Authorities and Centro. The award recognises the
•
The first ever TravelWise Week took place across
the West Midlands in September 2002. TravelWise Week
is a West Midlands campaign aimed at creating greater
awareness of the alternatives to single-occupancy car use
efforts of local authorities in planning integrated transport
including ways to improve local transport.
Emerging National Policies
and promoting sensible car use. The Centro exhibition bus
A Bus Policy document, From Workhorse to
and its crew supported events aimed at promoting
Thoroughbred: A better role for bus travel was published by
sustainable transport throughout the region. Similar
the Department of Environment, Transport and the Regions
promotions took place in 2003 and 2004, with an
in March 1999. Contained in the report were a number
expanded programme planned for 2005.
of new policy initiatives which included a new framework
•
The Blind and Disabled concessionary travel
scheme was extended in 2002, to enable half fare travel
on West Midlands rail and metro services.
•
Direct Debit ticket applications have increased
after a successful promotional campaign promoting the
benefits of direct debit. In the past 12 months, the number
of direct debit customers has doubled and now totals at
over 1,300.
24
campaign and an attractive new product meeting
•
A pilot project has been implemented along the
Student Centrocard sales doubled in the 12
for local authority involvement, statutory backing for Quality
Partnerships and better bus information. The Government
is keen to see that these initiatives come to fruition in order
that it can meet its national objectives, which included
setting a target, in July 2000, for increasing bus use by 10
per cent by 2010.
In May 2002, the House of Commons Transport Subcommittee held an investigation into the Bus Industry, which
aimed to establish what progress had been made since the
On a local level, WMPTA/Centro and other
polices were launched in 1999 and looked to see how
stakeholders are keen to see that national objectives and
bus services could be improved. The report arising from the
targets contained in the WMPTA/Centro 20-Year Public
inquiry concluded that:
Transport Strategy can be delivered in the West Midlands.
“Improvements to bus services offer a quick and
cost-effective way of tackling congestion and
a range of social exclusion problems…The
Government must build on its success to date
and invest more heavily in the provision of
quality bus services. In doing so, it has to ensure
that its investment is matched by the required
improvements to the quality of bus routes and
the frequency, coverage and co-ordination of
services”.
As part of ongoing discussions with the Government
primarily through the Bus Partnership Forum, possible
legislative changes are being considered. In this respect,
the Department for Transport is seeking to implement
changes to legislation on bus services, through a
Regulatory Reform Order, including a proposal to allow
the leasing of buses by Passenger Transport Executives to
operators of contracted services. Guidance has also been
issued on the procedure to be followed in applying for a
Quality Contract scheme, which supplements the detail
outlined in the Transport Act 2000.
In order that improvements can be made to bus services,
Pressure to deliver improvements to bus services will
the Government has been instrumental in setting up the Bus
continue, especially with the predicted increase in the
Partnership Forum, which brings together representatives
levels of car ownership. It is expected that there will be
from all of the bus industry stakeholders. Sub-groups of the
further work undertaken by the Government and the
forum have defined areas to study, which include making
stakeholders in the bus industry to find the right policies that
buses more reliable, understanding customer needs and
will meet the aspirations of current bus users and non-users.
network stability. It is envisaged that the output from the
forum will assist with the improvements required to meet the
national objectives promoted by the Government.
The Future of Transport White Paper was recently published
in July 2004 that gave a vision of how the Government
would like to develop transport networks over the next 30
years. An extract from the paper below clearly indicates the
way forward for the bus:
“Improved bus services must be at the heart of Local
Transport Plans designed to improve access to jobs and
R e g i o n a l Tr a n s p o r t P o l i c y
A review of West Midlands Regional Planning Guidance
(RPG 11) took place in 2002, culminating in the
development of the West Midlands Spatial Strategy
(WMSS), which incorporates the Regional Transport
Strategy.
This includes key themes such as:
•
Ensuring better integration between transport
services, particularly for those most in need. They will be
policies and priorities and the wider Spatial
key to reducing congestion and pollution and are safer
Strategy;
than travelling by car. In some urban areas we want to see
radical improvements in bus services coupled with
measures to reduce congestion, such as congestion
•
Bringing together the outcomes of the multi-modal
studies affecting the Region and;
charging.”
25
•
•
Steering the development of the Region’s local
The WMAMMS Study set out key recommendations for
transport plans, the key funding mechanism for
buses in the West Midlands. In the first place it
local transport.
recommended that the current programme of Showcase
The Transport and Accessibility section identifies
public transport, and in particular the bus, as
being vital to give everyone in the Region real
travel choices. It seeks to engage the PTE,
local authorities and transport providers to work
towards the provision of integrated public transport
services with an emphasis on travel information
and ticketing arrangements.
routes should be expanded and that 30 such routes should
be in place within 10 years. In the slightly longer phase
it recommended that a network of Super Showcase routes
– representing a significant improvement in provision, is
needed. Such routes are often defined as Bus Rapid Transit
or “buses that think they are trams”. The report also
proposed that the majority of the strategic urban bus
network in 30 years time should comprise Super Showcase
routes totalling approximately 380km. In addition,
WMSS has been strongly influenced by the
cross-border Showcase routes, totalling about 170km,
recommendations of the West Midlands Area Multi-
should be to existing Showcase standards and extend out
Modal Study (WMAMMS) reported in October 2001. The
of the Metropolitan area to the outlying peripheral towns.
WMAMMS outlines a suggested programme of transport
developments for the West Midlands including public
transport improvements, highway improvements and the
need to achieve behavioural change. It concluded that the
cost of its recommendations would be £7.5billion over 30
years, in addition to what is already considered to be
committed. Approximately 75% of this expenditure is
related to public transport, and if the plan were to be
implemented, would result in the majority of demand being
met by public transport modes.
The West Midlands Area Multi Modal Study is heavily
dependent on buses to address the transport problems of
the area. The study envisages a public transport network
that would consist of high-quality, high frequency bus
services, a Midland Metro network and an integrated rail
network of suburban rail services, Regional Express Rail
(RER) services and intercity/cross country services, and
“Red route” traffic management to ensure effective use of
A review has identified that it is impractical to develop
a complete Bus Rapid Transit network by 2015 as there
are fewer corridors suitable for such treatment than the
study had suggested and the timescales for delivering such
projects, which are likely to involve property acquisition
and compulsory purchase, were over optimistic. In
addressing the WMAMMS, this strategy therefore sets
out a more realistic and measured programme of action
designed to deliver the proposed increase in bus use and
modal shift.
The Coventry Area Network Study (CANS) was
commissioned by Coventry City Council, Warwickshire
County Council and Centro in June 2001 to set out the
strategic transport requirements of the city and complement
the recommendations of the WMAMMS. The study
considered all public transport modes: bus, rail and light
rail.
the existing highway capacity and improved reliability for
The key recommendation was that a quality network of
traffic, especially buses. The study identified a major
Showcase bus routes should be established and
expansion of the Midland Metro network from Line 1 and
implemented through a ‘Quality Partnership’. It proposed
the Birmingham City Centre and Brierley Hill extensions.
that bus frequencies should be substantially improved, and
that Showcase route introduction should be supported by
26
extensive highway priorities, significant improvements in the
The concept of an integrated “Network West Midlands”
provision of passenger information and integrated ticketing.
is currently under consideration as part of the wider LTP
The study also concluded that further work should be
objectives. A concept map of how the Strategic Bus
undertaken to consider the possibility of light rail track-
network might look in the longer term, with the development
sharing arrangements on the Coventry-Bedworth-Nuneaton
of Bus Rapid Transit complemented by more metro lines
heavy rail line. However, heavy rail itself was considered
and improved rail services, is shown on Figure 1. This is
to have limited development options for city travel, because
based on the approach that many European cities use to
of the small number of local stations, limited service patterns
develop their integrated public transport networks, using
and the off-centre location of Coventry Station.
for example, local rail for longer distances into and across
In July 2003, the Secretary of State pledged to make up to
£1bn available for further improvements to local transport
the conurbation and bus and metro services for short and
medium-haul links.
in the West Midlands over the next seven years, dependent
A key part of the Bus Strategy is to implement the Network
on the PTA bringing forward realistic plans which promote
West Midlands concept. Network West Midlands forms
better choice for travelers.
part of Centro’s Twenty-Year Public Transport Strategy, with
Refocusing the Strategy
Building on the progress achieved to date, this Bus
Strategy is being refocused to take into account the issues
and trends outlined in previous sections and respond to the
needs and aspirations of current and potential users. It also
links closely to the 2005 Local Transport Plan, with the bus
the overall aim of improving public transport services and
increasing the use of public transport in the region. This
concept has two strands to it. The first strand focuses on
the need to improve service delivery dealing with issues
such as reliability, frequency and levels of integration.
The second strand focuses the development of a clearly
branded network aimed at increasing public transport
being the main mode of travel in the West Midlands.
patronage and revenue by helping to make the system
This Bus Strategy has a vision of the quality required for bus
achieved through the delivery of the Bus Strategy
travel by 2011. This scenario is one where everyone can
see far reaching tangible service improvements across the
whole of the West Midlands that offer a real
alternative to car use. This will require concerted action in
four areas, namely: Local Area Bus Schemes; Interchange,
Bus Station Upgrades; Showcase/Bus Rapid Transit, and
complementary measures such as ticketing and information.
The four elements are complementary to each other and
more cohesive and easier to use. The first strand being
policies, grouped under the three broad themes, dealing
with Service Delivery, User Confidence, and Infrastructure
and Schemes. Establishment of a Network West
Midlands brand will be a priority in the first period of this
Bus Strategy.
Other improvements are also required to help meet
customer requirements over the strategy period. This
includes easy-to understand information at all stops; an
enhanced comprehensive telephone/ internet inquiry
service; a series of personal security measures to reduce
concerns over getting to and waiting at stops and using
To meet people’s travel requirements more effectively, buses
complementary measures particularly tailored to retaining
have to form part of an integrated public transport network.
buses, particularly for women and the elderly; and
young people as public transport users after they leave
school.
27
28
29
Policy Framework
The Transport Act 2000 requires the local transport
“To encourage the provision of efficient, integrated and
authority to prepare a bus strategy that contains the general
policies to secure that bus services meet user requirements
to a specified standard. The strategy must also outline the
additional facilities and services connected to bus services
stable bus services in the West Midlands which meet bus
user expectations and supports the economic vitality of
the area”
to be provided. To address these user requirements, as
well as, current issues and trends in a comprehensive way,
“To provide accessible and affordable links which meet
16 policy areas have been determined and grouped under
three broad themes. The three themes and their aims are
local needs and enhance social inclusion”
detailed below:
1) Service Delivery: This theme aims to provide and
“To provide accessible and affordable links which meet the
maintain reliable, attractive and accessible high quality bus
services for the people in the West Midlands.
2) User Confidence: This theme aims to create and
needs of rural areas”
Policy 4: Demand Responsive Bus Services, including
maintain an environment with the right level of information,
Special Needs & Community Transport
customer care and safety that allows people in the West
“ To expand demand responsive bus services for those
Midlands to take advantage of bus transport.
3) Infrastructure and Schemes: This theme aims to
unable to access the mainstream public transport network”
develop and maintain high quality infrastructure and
Policy 5: School Transport and Education
schemes, which are convenient and attractive to the
“ To encourage the use of mainstream services and to
people in the West Midlands and the service providers.
reduce the number of children being taken to school by
car”
Policy Areas
Service Delivery is supported by seven policies.
The objective of each policy area is outlined below. A
fuller explanation of the polices and key development areas
follows in the next chapter:
“To ensure comprehensive bus links with key destinations
outside the West Midlands”
Policy 7: Quality Partnerships, Networks and Contracts
“To secure tangible improvement in bus service provision
through effective partnership working, including statutory
agreements, with quality contracts also being considered
if this is the only practicable way of delivering the Bus
Strategy”
30
User Confidence is supported by five policies.
The objective of each policy area is outlined below. A
fuller explanation of the polices and key development areas
follows in the next chapter:
Policy 13: Shelters and Stops
“ To provide a waiting environment that is comfortable and
secure whilst projecting an image of high quality standards “
Policy 8: Community Safety and Safer Travel
” To improve actual and perceived safety and help bus
“To provide comprehensive, high quality and attractive
users feel safe throughout”
interchanges between different services and modes“
“ To ensure that users and potential users have access to
“To bring improvements to bus travel through new bus
information that is accurate, easy to understand and readily
available at all stages of their journey”
“ To improve the number of ticketing outlets and to ensure
the provision of an affordable, multi-operator ticketing
system“
Policy 11: Network West Midlands Initiative
“ To develop a cohesive public transport image by
providing a bus network that is easy to understand to all
members of the community“
“ To provide impartial and accurate advice to all users
through helpful drivers and frontline staff”
priority measures, accessible buses and stops and a
high frequency service, whilst improving efficiency of the
highway network in moving people and goods“
“To provide mass rapid transit services on key routes with
buses that emulate many characteristics of light rail“
This strategy aims to achieve significant improvements in
bus service provision for the benefit of existing and potential
local bus users and visitors to the area. To meet this aim it is
necessary to have a plan that is user-focused. Figure 2
illustrates how the 16 policy areas respond to the
aspirations of users and potential users. Our ability to
address their expectations will be critical to the success of
the strategy.
Infrastructure and Schemes is supported by four policies.
The objective of each policy area is outlined below.
A fuller explanation of the polices and key development
areas follows in the next chapter:
31
Bus Users Aspirations
Ser vice Deliver y
Network Operation
Local Estate Ser vices
Rural Ser vices
Demand Responsive Ser vices including
Special Needs & Community Transpor t
School Transpor t & Education
Cross Boundar y Ser vices
Quality Par tnerships, Networks & Contracts
Us e r
C on fi d e n ce
Community Safety & Safer Travel
Infor mation
Ticketing
Network West Midlands Initiative
In fr a s tr uc tu r e
& Sch e mes
Customer Care
32
Shelters & Stops
Interchanges & Bus Stations
Bus Showcase
Bus Rapid Transit (BRT)
Responsiveness
Awareness
Promotion
Information
Direct Services
Customer Care
Personal Security
Journey Times
Reliability
Frequency
Affordability
Accessible Design
Integration
Network Access
Policy Areas
Communic a t i o n
Quality
Opportunity
33
Policies and Measures
Service Delivery
Policy Objectives:
To encourage the provision of efficient, integrated and stable bus services
in the West Midlands which meet bus user expectations and supports the
economic vitality of the area. This policy objective supports Objective 1 of the
Local Transport Plan.
Current Situation:
reduce the number of days of the year on which network
The bus network has the widest coverage of any of the
or timetable changes take place. The overall objective of
public transport networks in the West Midlands. There
the Code of Practice is to increase user confidence in bus
are more than 900 bus services covering 15,000 stops.
service provision, thereby contributing to passenger growth.
Majority of the mileage operated by these bus services is
Users should be able to rely on stable bus services and
commercial, that is operated without subsidy, by a
experience fewer changes to services.
combination of 42 operators, with Travel West Midlands
operating the largest portion.
their staff to NVQ Level II Standard in customer care, a
With commercial bus services, companies have to operate
national industry commitment and a requirement for
to standards of operation set by the Traffic Commissioner,
operating Centro contracted services. However, due to
with regard to reliability, vehicle maintenance and
recruitment and retention difficulties, leading to consequent
operation. Where Centro pay to ensure socially
staff shortages and high staff turnover, the numbers trained
necessary bus services, additional requirements with regard
so far have not increased to expected levels. Bus operators
to operation, vehicle standards and staff training are set for
will need to make further progress with this and other issues
operators.
such as drivers’ pay and working conditions to make
Instability in the network through frequent commercial
service changes discourages use and increases cost,
particularly in relation to provision of information. The
current legislation allows unrestricted service changes,
subject to 56 days notice to the Traffic commissioner.
However, Centro is keen to improve the situation and has
introduced a voluntary Network Stability Code of Practice
for bus operators in the West Midlands, which seeks to
34
Bus operators in the West Midlands are continuing to train
driving a more attractive vocation. Drivers should be
encouraged to take pride in their work, which in turn will
help to meet the aspirations of users and raise the overall
profile of bus services in the West Midlands. This aspect is
covered again in Policy 12 Customer Care.
Future Developments:
It is important to recognise that bus operators have a vital
contribution to make in achieving the objectives and targets
outlined in the Bus Strategy. Effective implementation and
compatible with current and future infrastructure design.
delivery of a range of measures to encourage the provision
Encourage operators to use vehicles that improve
of efficient, integrated and stable bus services requires a
accessibility for all, provide a comfortable and spacious
‘joined up’ approach, with operators directly involved in
environment and have design features that improve
the development and design from the outset.
personal security for staff and users. Encourage
There is a need to improve the overall image of the bus
operators to use modern vehicles that use cleaner fuels and
across all aspects of the West Midlands Bus Network in
less environmental impact, particularly in sensitive areas
order to meet the bus user expectations outlined earlier in
such as city centres.
this document, whilst ensuring that the viability of the
commercial bus service network is maintained and
enhanced.
•
Improved standards of customer care and driver
training for on-board staff: Drivers interface with users
and potential users every day. It is essential that they are
An efficient public transport service that connects people to
trained to high standards in dealing with customers and
jobs, shops, friends and entertainment is a pre-requisite of
driving skills. It is imperative to work with bus operators to
a modern, inclusive society. Comprehensive bus coverage
encourage good practice, which would include:
and links are required to assist with economic revitalisation.
- Induction and on-going training in customer
Such a service must meet the needs of people without
needs and concerns.
access to a car, but must also provide an attractive
alternative for those with access to a car, to encourage
- On-going training in driving standards, including
modal shift.
awareness of the needs of all users.
People need to be able to move easily around a network
- Training, both during induction and in-service
that is integrated with other modes of public transport,
that will ensure staff are confident and competent
education, social services and voluntary sector transport.
in how to deal with and diffuse difficult situations.
The user must have a travel experience that does not
discourage occasional or repeat use.
The policies listed under the heading of Service Delivery
Further detail with regard to customer care, particularly
what happens ‘when things go wrong’ is given in the
Customer Care policy section.
will go into further detail on how this will be achieved in
specific types of operation. There are also further initiatives
•
that can assist with the delivery of improved bus services
cleanliness and comfort. Buses should be clean,
and meeting bus users expectations across the whole of the
comfortable and have space provided for luggage and
bus network operation. These are:
shopping. The general environment of a bus should also
•
Reliability/ Quality Monitoring: Working in
partnership with Bus Operators, the Traffic Commissioner
and Local Authorities in devising a programme of surveys
for monitoring bus reliability on corridors and routes.
•
Improved vehicle design and vehicle standards:
Improved standards of service with regard to
provide an attractive transport alternative for users, in
particular with regard to good ventilation and air
conditioning. Again, it is important to consult and work
with bus operators to provide improved standards of
comfort and cleanliness on bus services to meet user and
potential user expectations.
Work with operators to ensure that vehicle design is
35
Key Action Areas:
Period 1 (2005 – 2008)
•
Work in partnership with operators to identify
and implement service enhancements.
•
Pump priming innovative bus services.
•
Working with partners to breakdown barriers to
transport access.
•
Continue to subsidise socially necessary
bus services.
•
Increase the number of ‘low floor’ buses in use on
subsidised bus services.
•
Undertake reliability monitoring.
•
Develop a monitoring programme for tendered
bus services, to ensure compliance with contract
conditions and specification.
•
Consult with operators on vehicle design.
•
Specify that drivers on Centro supported bus
services meet agreed driver-training standards on
commencement of the relevant contract.
Period 2 (2008 – 2011)
•
Continue to review issues relating to the quality
of bus operation, in conjunction with
implementation of quality partnerships.
36
Service Delivery
Policy 2: local Area and Estates Services
The Bus Strategy has a vision of the quality required for
Policy Objectives:
tangible improvements across the whole of the West
To provide accessible and affordable links that meet local
needs and enhance social inclusion. This policy objective
local area bus services in five years time, which will mean
Midlands. This will be brought about by:
•
supports Objectives 1, 2 & 5 of the Local Transport Plan.
Current Situation:
The Social Exclusion Unit published its final report on
transport and social exclusion, Making the Connections,
Planning;
•
•
Greater service frequency and denser network
coverage in areas of low public transport
provision where demand can be shown to exist;
– making sure people can reach work and key services,
•
element in tackling transport and social exclusion.
New, direct links at appropriate times of day
to key services including work, learning and
healthcare;
Many journeys originate from local estates and the
provision of bus services serving these communities are
Improved partnership working with relevant
stakeholders;
on 26 February 2003. The report focuses on accessibility
with accessibility planning highlighted as being the main
Implementing the outcomes from Accessibility
•
Greater reliability and higher speeds of bus
sometimes inferior to those provided on the main corridors.
services through bus priority measures and better
Ideally the local services should link with local centres and
enforcement of traffic management schemes;
other popular destinations, and provide interchange
opportunities with the main network. It is important therefore
to maintain, and, where possible and demand exists, to
enhance the number and frequency of these local services.
In addition, door-to-door accessible transport services will
be required for those who have difficulty in using
conventional public transport.
•
Provision of an increasing number of new, low
floor, easy access vehicles with low emission
engines to enhance the image of bus travel, make
buses more user friendly and reduce
environmental pollution;
The Government’s Kickstart funding provides opportunities
Local Estate Bus Service improvements are being trialed
to work in partnership with bus operators and Community
on a number of routes in the West Midlands. Route 222,
Groups to provide new and enhanced services that can be
which operates between Dudley and Merry Hill and also
specifically targeted at the socially excluded.
serves Russells Hall hospital, has been upgraded with new
bus stop poles raised kerbs and bus cages. In addition, all
stops have been furnished with at-stop passenger
information. The route was officially launched in May
2005. Detailed design work, including consultation, is
being undertaken for Routes 333 and 444 and it is expected that enhanced bus stop infrastructure for these routes
will be delivered later in 2005.
37
Key Action Areas:
Period 1 (2005 – 2008)
•
Undertake accessibility planning
•
Establish and implement a programme to
enhance infrastructure on local estate routes
•
Ensure replacement of withdrawn commercial
local services where required to meet accessibility
targets
•
Enhance existing local services network where
demand exists
•
Increase number of low pollution, easy access
buses
•
Trial flexibly-routed bus services
•
Submission of bids for Kickstart Funding for
innovative schemes
Period 2 (2008 – 2011)
•
Continue to review issues relating to Local Area
Bus Services, and evaluate options for further
development.
38
Service Delivery
Policy 3: Rural Bus Services
Policy Objectives
of taxibus, by further increasing the period of operation,
and provision of additional and larger vehicles.
Key Action Areas:
Period 1 (2005 – 2008)
To provide accessible and affordable links that meet the
needs of rural areas. This policy objective supports
•
in rural areas subject to meeting PTA targets
Objectives 1 & 2 of the Local Transport Plan.
Current Situation
•
traversed by three conventional bus routes giving links to
Replace withdrawn services in rural area on a
subsidised basis subject to meeting PTA targets
The principal rural area of the West Midlands is the
“Meriden Gap” between Solihull and Coventry. This is
Continue support for existing subsidised services
•
Investigate potential for expansion of “Taxibus”
Solihull, Coventry and Birmingham. Owing to the low
level and scattered nature of the population, these services
are unable to penetrate deep into the rural area. Centro
has, therefore, in partnership with West Midlands Special
Needs Transport, introduced the demand responsive
Period 2 (2008 – 2011)
•
Continue to review issues relating to Rural Bus
Services, and evaluate options for further development.
“taxibus” in the Meriden Gap. This uses wheelchair
accessible minibuses and picks up pre-booked passengers
anywhere in the operating area, conveying them to the
centres of Solihull and Coventry as well as other
destinations in the rural area.
Taxibus is funded by Rural Bus Subsidy Grant. This grant is
also used to provide a conventional minibus service in the
rural area to the south of Solihull, and to make contributions
to the cost of services operating into the area, which are
primarily subsidised, by adjacent shire counties.
Centro was successful in the Rural Bus Challenge
competition in 2000 with a bid to provide bus shelters
and real time information at a number of key locations in
the Meriden Gap. This is due to be completed by Autumn
2005.
Future Developments
To continue to support subsidised bus services traversing the
rural area and to investigate the potential for development
39
Service Delivery
number of trips each year for demand responsive services,
Policy 4: demand responsive Bus Services,
including Special Needs and Community
Transport
funding made available by the Department for Transport.
Policy Objective:
To expand demand responsive bus services for those
unable to access the mainstream public transport network.
This policy objective supports Objective 2 of the Local
Transport Plan.
Current Situation:
Since the mid 1980’s West Midlands Special Needs
Transport (WMSNT) has provided a door-to-door service
for those people who experience some form of difficulty or
find it impossible to use mainstream public transport within
the West Midlands Metropolitan Area. This service, (known
as ‘Ring and Ride’), is funded by a grant from WMPTA/
Centro and operates throughout the West Midlands in
zoned areas, providing mainly short, local journeys.
Community transport projects vary considerably in terms of
numbers of passenger trips, minibuses, annual grant aid
and turnover. For example, in 2004 Birmingham project
carried around 81,500 passengers. The Coventry project
carried around 35,000 passengers with the Sandwell and
Wolverhampton each caring around 60,000 Conversely,
the more recently formed projects of Solihull and Dudley
each carried 9,000 and 7,000 passengers respectively.
WMPTA/Centro, local authorities and other agencies will
seek to develop demand responsive services including
special needs and community transport in order to improve
access to the public transport network and help reduce
social exclusion.
To enable this to happen a Demand Responsive Transport
Strategy will be developed and implemented to address:
•
how to respond to unmet demand by existing
The Ring and Ride service is the largest in the UK with
conventional bus services (including the needs of those
52,000 registered users. 1,950,000 trips were made in
young people and people with disabilities that are unable
the year ending 31 March 2005, however it’s popularity
to use existing conventional bus services for their journey
means that people cannot always make the journeys they
purposes);
want.
The needs of users and non-users of special needs
transport, together with the extent to which Ring and Ride
meets these needs, is currently being considered as part of
a Best Value Review of Access and Special Needs.
Understanding the potential future demand for the Ring and
Ride service is crucial to future development in this policy
area.
WMPTA/Centro also provide enabling grants to the wider
community transport sector who provide a substantial
40
including through Urban Bus Challenge projects with
•
links with the bus network (including local networks
and subsidised bus services) and encourage demand
responsive services in low demand areas/corridors;
•
cross sector issues including group transport, social
services, NHS and LEA needs;
•
potential funding sources;
Key Action Areas:
Period 1 (2005 – 2008)
•
Maintain current funding for the Ring and Ride
service
•
Complete the Best Value Review of Access and
Special Needs (including the Ring and Ride
service).
Review and develop this policy (if necessary) once the Best
Value Review is complete
•
Produce and start to implement a Demand
Responsive Transport Strategy
•
Establish better links with mainstream public
transport services
•
Provide new capital infrastructure for the sector
•
Development of non-conventional approaches
and strategies
Period 2 (2008 – 2011)
•
Maintain and develop demand responsive,
special needs transport and community transport services
in line with the Demand Responsive Transport Strategy.
41
Service Delivery
needs. In addition, social services departments usually
Policy 5: School Transport and
Education Needs
resources or Community Transport Groups.
The Education Act 2002 has given each Local
Policy Objectives:
Education Authority the duty to prepare and publish a
To encourage the use of mainstream services and to reduce
the provision of transport, concessionary travel or other
the number of children being taken to school by car. This
financial support to facilitate the attendance of 16 to 19
policy objective supports Objective 1 of the Local Transport
year olds receiving education or training. The Act further
Plan.
requires that in preparation of the statement, LEAs consult
Current Situation:
In the West Midlands, the PTA’s policy is to eliminate
publicly subsidised bespoke school bus services and to
encourage the use of mainstream bus and rail services as
part of a consistent approach across all the Districts.
Current thinking is based on:
•
All decisions on provision of transport and funding
are made by the District Councils in cases where the Local
stransport policy statement specifying arrangements for
with the Learning & Skills Council and the Passenger
Transport Authority.
•
Liaison with Local Education Authorities to ensure
appropriate provision on the mainstream bus network;
•
Procuring bespoke services to schools on behalf of
Local Education Authorities at their request;
Education Authority has the statutory duty to provide home
•
to school transport;
travelling to and from school or for educational purposes;
•
•
Centro can assist in the procurement of such
Continuation of concessionary fares for children
Promotion of the public transport aspects of school
transport and the management of any resulting Contracts;
travel plans;
•
•
Centro funds concessionary travel for children on
registered local bus services. This assists the viability of
services which are provided commercially and reduces the
procurement cost of those which District Councils choose to
fund;
•
Encouraging the development of Travel Plans for
Schools, through partnership working between schools,
Working with operators to develop a code of
conduct and improve schoolchildren’s behaviour on buses;
•
Promotion of child ticketing products;
•
Development of curriculum based learning
packages for school children based around the use of
public transport and sustainable forms of travel;
local education and highway authorities, Centro and bus
•
operators. A key element in this is the availability of
production of policy statement for transport for 16 to 19
competitively priced integrated tickets.
year olds in further education.
Local Education Authorities normally arrange their own
contracts for school transport for scholars with special
42
provide transport to day centres, either using in house
Liaison with Local Education Authorities over
Key Action Areas:
Period 1 (2005 – 2008)
•
Develop school travel initiatives & school
travel plans
•
DfT Crime Concern project
•
Safe site development
•
Transport Provision for 16 – 19 year olds
•
Smartcard developments
Period 2 (2008 – 2011)
•
Continue to review issues relating to School
Transport and Education needs, and evaluate
options for further development.
43
Service Delivery
•
•
implementation
Discussions with Shire Counties, District Councils
and bus operators on integrated ticketing
Policy Objectives:
To ensure comprehensive bus links with key destinations
Discussions with bus operators regarding
Period 2 (2008 – 2011)
outside the West Midlands area. This policy objective
supports Objective 1 of the Local Transport Plan.
Current Situation:
This Bus strategy is directed towards meeting the
requirements of the residents of the West Midlands
Metropolitan Area. However, the journey to work area is
much wider with many cross boundary journeys being
undertaken for employment, education, shopping and
leisure purposes.
•
Cross boundary services will be considered in
partnership with the relevant neighbouring authority.
•
Of particular importance will be quality
partnerships, integrated ticketing and the possible
extension of the “Network West Midlands” concept
beyond the Metropolitan Area.
•
It will be important that any improvements
achieved either within or outside the Metropolitan Area are
continued, if appropriate, along the entire route.
Key Action Areas:
Period 1 (2005 – 2008)
•
Discussions with adjacent authorities to identify
cross boundary corridors to be improved
44
•
Continue to review issues relating to Cross
Boundary Services, and evaluate options for
further development
Service Delivery
Policy 7: Quality Partnerships, Networks
and Contracts
Policy Objectives:
To secure tangible improvement in bus service provision
through effective partnership working, including statutory
agreements, with quality contracts also being considered
if this is the only practicable way of delivering the Bus
Strategy. This policy objective supports Objective 1 of the
Local Transport Plan.
Current situation:
There are a number of different delivery mechanisms being
considered and these include:
Delivery Mechanism
Voluntar y Joint Working Arrangement
Definition
An agreement between local authorities, bus operators and
possibly others to enhance bus services in a defined area.
Statutory Quality Bus Partnership
An agreement between local authorities, bus operators and
possibly others to enhance bus services in a defined area
that has statutory backing and is in place for a minimum of
five years.
Quality Network
A fully integrated and optimal network achieved through
negotiation and co-operation, incorporating a mix of
commercial and tendered services.
Quality Contract
Provision of a bus network where local authorities determine
the standard and quality of service to be provided by
operators for a given area through a competitively tendered
franchising arrangement.
45
In 1999 the TAS Partnership was commissioned by the then
project, which is part of a plan to improve the whole bus
Department of the Environment, Transport and the Regions
network in the City.
to assist it with monitoring and development of Quality Bus
Partnerships (QBP) over a three-year period. One of the
main findings from the study has been the lack of aftercare
for a number of schemes. Routes or corridors have been
improved as one-off capital projects, but little attention
has been paid to maintaining schemes to the original
standards.
Further work is required to determine what are the best
delivery mechanisms to suit each type of operating
environment. A good partnership would incorporate bus
operators providing quality turn-up-and-go frequent services
and information, local authorities would ensure that there
Legislation in the Transport Act 2000 allowed for Statutory
were adequate bus priorities, enforcement and accessible
Quality Bus Partnerships (SQBP) to be implemented by
infrastructure and WMPTA/Centro would manage the
local authorities as part of their Bus Strategy. PTAs, with
project and provide improved waiting facilities. Lack of
local authorities, may provide facilities such as improved
revenue funding could be a factor in preventing
shelters and bus lanes on a bus route and set the standards
partnerships being successful and this will need to be
for bus services to be met by operators as a condition of
addressed by all partners in the bus industry, through
their use. A SQBP must be in operation for a minimum of
discussions with the Government.
five years and if a SQBP was introduced in the West
Midlands, it would ensure that the quality of service is
maintained for a longer period than for previous schemes.
However, if the Passenger Transport Authority, in
association with the District Councils, perceives that the
only practicable way of improving bus services as outlined
In the first instance, the intention was to trial a SQBP
in this Strategy and delivering the patronage target is to
scheme on an experimental basis. The Route 67 corridor in
submit a Quality Contract scheme (or schemes) to the
Birmingham was chosen and formal consultation took place
Government then this will be undertaken during the life of
in Summer 2003. However, due to an unresolved issue
the Bus Strategy.
with a section of bus lane on the corridor, the
implementation of the scheme has been delayed. Once the
scheme is in place it will be carefully monitored to ensure
that it can deliver the aims of the Bus Strategy. This is
covered in more detail in Chapter 6 of this document.
In February 2005, The Department for Transport produced
guidance to assist local authorities with making an
application for a Quality Contract scheme for the provision
of bus services in the whole or part of their area. The PTA/
Centro will work to determine what are the best delivery
Enhanced bus services are also being sought for Coventry.
mechanisms to suit each type of operating environment and
In June 2001, the Coventry Area Network Study (CANS)
will follow the guidance issued by Government should it
was commissioned, with the aim of developing a strategy
seek to introduce Quality Contracts in selected areas of the
for improving public transport provision in Coventry and the
West Midlands conurbation or if deemed necessary, the
surrounding area of Warwickshire. The Study concluded
whole region.
that the only viable public transport option in the short to
medium term is through improved bus services. Following
on from a successful bid for capital funding for upgrading
four corridors in Coventry, work has commenced on the
46
Key Action Areas:
Period 1 (2005 – 2008)
•
Implement and monitor SQBP Route 67 corridor
agreement on an experimental basis.
•
Having gained experience with the first SQBP
scheme, implement further schemes on Showcase
corridors or similar initiatives network wide.
•
Improve service quality in Coventry through the
provision of a Quality Bus Partnership, Network
or Contract.
•
Seek to deliver service enhancements in other
parts of the West Midlands by way of a
partnership or quality contract.
Period 2 (2008 – 2011)
•
Continue to review issues relating to Quality
Partnerships Networks and Contracts, and
evaluate options for further development.
47
User Confidence
measures addressing the whole journey, including walking
Policy 8: Community Safety and Safer
Travel
at interchange points. Operators, notably Travel West
Policy Objectives:
Travel’ to address issues that may occur in respect of the on
To improve actual and perceived safety and help bus users
feel safe throughout their whole journey. This policy
objective supports Objective 4 of the Local Transport Plan.
Current Situation:
Public transport needs to give a good level of confidence
to all that use it. An important aspect of a quality system
and a potential barrier to travel is the personal security of
passengers and staff. Passenger may be concerned about
their personal well-being or fear of abuse from anti-social
behaviour whilst travelling on public transport. Fear of
crime on public transport links with perceptions of fear in
society in general.
routes to bus stops and shelters and security improvements
Midlands work in partnership with West Midlands Police
on a wide range of projects through ‘Operation Safer
board journey.
Further work needs to be done to improve perceived and
actual security. Centro will be working closely with districts,
local authorities, West Midlands Police and local bus
operators to ensure safety and security issues and the fear
of crime continue to be addressed for passenger transport
users. There will be continuing support for schemes like
‘Operation Safer Travel’, a Bus Shelter Damage
Reduction programme, more Whole Journey Safety Audits
and encouraging partnership working between bus
operators and Community Safety Partnerships. In addition
to this there will be evaluations on the effectiveness of
Fear of crime emerges repeatedly in passenger surveys as
current security improvements, identifying ‘anti vandal’
being an important factor influencing travel choices. On
materials for infrastructure, more CCTV cameras at vandal
the whole, women’s fear is greater than men’s, and women
‘hot spots’ and connecting Centro’s Bus Station CCTV to
are more likely to avoid using public transport as a result.
the centrally controlled monitoring unit.
People from black and ethnic minority communities also
tend to have more fears for their personal safety. Many
people say that they wish to see further staff presence on
buses to help with personal security and many people point
out that they do not like going upstairs on double-decker
Key Action Areas:
Period 1 (2005 – 2008)
•
Public Transport and subsequent action plan
buses, particularly on evening services.
It is important that transport providers work to improve
•
from 2001)
security is made up of many elements: well-designed walks
•
Ongoing support of West Midlands Police and
infrastructure, CCTV, staff presence on and around the bus
Travel West Midlands ‘Operation Safer Travel’
network and help and telephone points. The West
including gateway checks.
Midlands Local Transport Plan includes many of these
48
Evaluation of Crime and Fear of Crime on Public
Transport in the West Midlands (follow on
perceived and actual personal security. Good personal
to stops and other facilities, clean and graffiti-free
Best Value Review of Safety and Security on
•
Introduction of a dedicated police team
focusing on crime, disorder and community safety
on the bus transport network.
•
Implementation of Whole Journey Projects
following Wolverhampton Bus Stop Security Audit
•
Assisting Bus Operators (contracted services) with
On Board Security measures e.g. CCTV /
Passenger Assistance Units
•
Connection of Centro Bus Stations CCTV to
centrally controlled monitoring centre.
•
SAFEmark - improving the behaviour of
11-16year olds on buses. Increase responsible
behaviour and reduction in fear of crime and
intimidation of other passengers.
•
Evaluation the effectiveness of security
improvements within the Route 11. Bus Showcase
scheme.
•
Bus Shelter Damage Reduction programme
including hot spot analysis and identification of
‘anti vandal’ materials
•
Encourage partnership working between Bus
Operators and the West Midlands Districts
Community Safety Partnerships (the seven
districts)
Period 2 (2008 – 2011)
•
Continue to review issues relating to Community
Safety and Safer Travel, and evaluate options for
further development.
49
User Confidence
a Strategic Plan that properly addresses the aspirations of
The plan has already assisted in securing substantial fund-
Policy Objectives:
To ensure that users and potential users have access to
information that is accurate, easy to understand and readily
available at all stages of their journey. This policy objective
supports Objective 1 of the Local Transport Plan.
Current Situation:
In March 2002 Centro and the West Midlands Passenger
Transport Authority (WMPTA) adopted the “Bus Passenger
Information Strategic Plan” for the West Midlands. The
Strategic Plan sets out the PTA’s requirements for the
provision of bus information in accordance with Sections
139 to 141 of the Transport Act 2000. The plan
current and potential passengers.
ing for an extension of the Real Time Information system
for the West Midlands and has set new standards and
innovative values for bus operators in the West Midlands
to adopt. Delivering the Strategic Plan is key to ensuring
that the West Midlands plays its full part in achieving the
Government’s bus patronage growth targets.
Centro’s TravelWise team works with schools and
businesses in the West Midlands region to promote travel
planning and in particular the use of public transport. The
provision of information is crucial to this process and assists
in influencing travel choices and the viability of the bus as
a mode of travel.
introduces a package of measures focusing on what is
The Strategic Plan has been arranged around five key
needed in the West Midlands over the next five years to
themes closely connected to the users’ bus journey
ensure a significant improvement in the provision of
experience, namely:
information for bus users.
•
Pre-journey information;
improvement in the provision of information by addressing
•
At stop information;
the needs and expectations of public transport customers,
•
On-bus information;
both users and potential users. Bus passenger information
•
At-point of Connection or Destination Information,
Our bus information requirements aim to achieve a marked
currently has a poor customer perception, with satisfaction
rates for at-stop information in 2002 the lowest in the
country – 44% compared to a national average of 55%.
A step change in the quality of information provision is
therefore needed to assist in meeting our overall aim of
increasing public transport use and providing the area with
a world class bus transport system.
Throughout the drafting of the Bus Passenger Information
Strategic Plan, extensive consultation and market research
was carried out to ensure a full understanding of people’s
needs and expectations. This has enabled the design of
50
and
•
Special Information Needs.
For each of the above themes a set of information
requirements and key tasks has been determined. The
same themes have also been used to outline a step-by-step
implementation programme, complete with target dates for
the next five years.
The key delivery elements, which support the realisation of
this policy are:
1.
Further development of the telephone information
•
services, including the use of Internet and mobile phone
technology such as SMS texting.
2.
transport image that can assist in providing a public
transport network that is easy to understand to all members
of the community.
3.
and Flags
•
Introduction of the Network West Midlands
branding initiative to provide a cohesive public
•
On-bus Information
•
Network Branding
•
Partnership agreements with Local Authorities
and other third parties to increase the availability
integrated multi-operator timetable information in the Centro
planning information at key stops and interchanges.
4.
Extending real-time information and Telematics for
all modes.
of public transport information
•
Travel Shops development
•
Marketing, Promotion and Advertising
•
Promotion of Smarter Choices and personalised
journey planning
The information policy will also be supported by other
initiatives such as the ‘Hearts and Minds’
Signage and Branding of Shelter and Special
Infrastructure
Provision of comprehensive, at-stop specific
area, along with the provision of maps and printed journey
Improvements to Bus Stop Information Displays
•
Launch of Community TravelWise
communication programme, which seeks to improve and
promote public understanding of travel issues and travel
choice and encourage modal shift and changing attitudes.
The TravelWise team and Green Travel Plans will also be
key in promoting the Department for Transport’s Smarter
Period 2 (2008 – 2011)
•
Continue to review issues relating to Information
and evaluate options for further development.
Choices initiative and supporting the promotion of
alternative transport modes to the car. Centro is also
planning to launch a ‘Community TravelWise’ concept that
will be aimed at getting community groups and places of
religious worship to commit to promoting sustainable forms
of travel for their members and visitors.
Key Action Areas:
Period 1 (2005 – 2008)
•
Improvements to at-stop information
•
Improvements to Traveline & Internet Provision
•
Implementation of Real-time Information and
other Telematic projects to substantially increase
coverage in the West Midlands
51
User Confidence
monthly deductions through payroll. There are currently over
over 4300 people purchased tickets in this way. The key
Policy Objectives:
•
100 businesses signed up to the scheme and in 2004/05
components of the Scheme are:.
Up to 5% discount on annual public transport
passes in the West Midlands
To improve the number of ticketing outlets and to ensure the
provision of an affordable, multi-operator ticketing system.
Transport Plan.
Current Situation:
50% discount for employees who give up their
parking space to use public transport
•
Removes the inconvenience of renewing tickets
weekly or monthly and guarantees travel costs for 12
months. Tickets are issued at regular intervals on site with
The provision of attractive and affordable ticketing is key
full administrative support on refunds, replacements cards,
to growing the market for bus travel. 40% of bus journeys
compensation claims and the provision of promotional
involve two or more separate trips. Making interchange
literature.
easier enables the whole network to be sold more
effectively. Ticketing is also vital in tackling social inclusion,
as it enables subsidies to be targeted to specific social
Centro’s Integrated Ticketing Strategy proposes a wide
groups, thereby providing wider use of services in a
range of measures designed to make using the system
quantified and accountable way.
easier and more affordable, with the aim of increasing bus
Centro believes that the application of modern technology,
including Smartcard, is key to delivering a modern and
efficient public transport system that will assist in delivering
modal shift away from single-occupancy car trips. The Business Case work undertaken on behalf of Centro by MVA
consultants has identified that Smartcard technology can
be used to introduce innovative ticketing solutions that will
lead to increased patronage. Smart Card systems are in
operation in a variety of European locations. Best practice
and lessons learnt from the implementation of Smartcard
schemes will assist the development and implementation of
Smartcard technology in the West Midlands in partnership
with bus operators with a target date for introduction of
2007, subject to funding.
Centro’s Corporate Travel Scheme enables employers to
purchase discounted annual tickets on behalf of employees
and then recoup the cost over 12 months via weekly or
52
•
usage. There is currently a high level of usage of
pre-paid single operator ticketing within the West
Midlands. This contributes significantly to speeding up bus
boarding times and thereby improving operational
efficiency, as well as encouraging loyalty to the system.
However, whilst off-bus ticketing is beneficial, single
operator products tie customers into the services of that
operator, thereby reducing choice of services along a
particular corridor and/or imposing a barrier to
interchange between connecting services of different
operators. Centro seeks to make multi-operator products
more attractive and affordable, in order to overcome these
restrictions where they inhibit use of the system. This also
applies to multi-modal tickets where bus passengers can
interchange with rail and Metro services.
Concessionary fares schemes currently apply to senior
citizens, disabled people, children under 16 and young
people between 16 and 18 in full time education.
Approximately one third of bus journeys are made by those
multi operator bus-ticketing scheme in Spring 2005 and
eligible for subsidised travel, making this an extremely
will further consider the development of multi operator and
important sector. Centro is examining ways of providing
multi modal ticketing as part of the Network West
more affordable travel for other user groups where under
Midlands initiative.
current legislation, the Passenger Transport Authority is not
able to offer subsidised travel schemes. These include those
Key Development Areas:
seeking employment and low-income groups generally.
A key objective is also to increase bus patronage and the
take-up of concessions amongst members of ethnic
minority communities. Centro appointed an Ethnic
Period 1 (2005 – 2008)
•
Integrated Ticketing Strategy
Communities Liaison Officer in summer 2004 with specific
responsibility for developing work in this area and
Implement short/medium term measures from
•
OAP scheme age equalisation measures
marketing and promotional work, as well as community
implemented plus operator payments based on
engagement is being undertaken to achieve this aim.
Rolling Bus Passenger Surveys
Whilst the total population of the West Midlands has
remained roughly constant in recent years, the number of
journeys into the area from the surrounding shire counties
is growing steadily. It is essential that attractive ticketing is
•
Sponsoring of concessionary travel
•
Smartcard developments
•
Increasing the take up of concessionary travel
amongst members of ethnic minority communities
provided for this market, and this will be a key objective,
working with local authorities to ensure that this link is made
in their respective bus strategies.
In developing ticketing, the twin issues of retailing and
communication will be considered. Customers need to be
•
communities
•
Midlands programme
manner. Consideration will be given to new technology
Impartial retailing through a network of “One Stop Shops”
with agreements with other providers a key part of the
strategy, alongside effective communication of ticketing
Development of multi operator and multi modal
ticketing options as part of the Network West
able to access ticketing in a convenient and cost-effective
such as Smartcards where they can assist in delivering this.
Promotion of bus travel to ethnic minority
Period 2 (2008 – 2011)
•
Continue to review issues relating to Ticketing
options to the target audiences of users and non-users alike.
Efforts will be made to keep the proposition as simple as
possible in order to ease communication and to widen the
availability of ticketing and information across the region.
Delivery of ticketing schemes will be in partnership with bus
operators. Centro’s role will be to ensure that customers’
needs are identified and met, whilst understanding the
commercial remit of operators. Centro is launching a new
53
User Confidence
Once basic quality thresholds have been met for
Policy 11: Network West Midlands
Initiative
branding of the turn up and go strategic public transport
Policy Objectives:
To develop a cohesive public transport image by providing
network will help convey messages of high frequency,
reliability and quality.
a bus network that is easy to understand to all members of
Both the qualitative and quantitative research show that a
the community. This policy objective supports Objectives
cohesive network brand approach is desirable and will
1,2 & 5 of the Local Transport Plan.
increase public transport usage. The project is now
Current Situation:
A research programme was undertaken between
November 2001 and July 2002 to determine the extent
moving into the implementation stage, which focuses on the
work to be done to introduce a network identifier, along
with costs, and supported by a detailed implementation
programme.
to which a clearly branded, integrated public transport
Key strategic decisions, shaping the development of
network in the West Midlands might influence patronage of
Network West Midlands, include:
the system.
Research into the viability of developing a recognisable
‘Network West Midlands’ branding has been completed.
The research concluded that establishing a recognisable
Network West Midlands brand would have a significant
effect on generating patronage and revenue. Within this
will be the need for a clearly defined “family” of networks
based on a regional rail network, a multi-modal main
metropolitan area network, and a series of local bus
networks.
The establishment of a ‘Network West Midlands’ brand is
a key part of the WMPTA/Centro 20 Year Public
•
Introduction of a new network identifier (Centro
will re-position its own corporate brand);
•
A ‘partial’ approach to branding adopted in the
short-term, with the application of the network
identifier across the physical infrastructure (bus stops,
signage, etc), ticketing, passenger information and on
vehicles (this approach allows transport operators to retain
their own identity);
•
One telephone number adopted for travel
information services (currently two separate information
services are advertised ‘Hotline’ and ‘Traveline’);
Transport Strategy and its adopted Bus Passenger
•
Information Strategic Plan, which has informed both the
‘Network Coventry’ as the names used to identify the
Bus Strategy and Local Transport Plan. The Network West
network across the Metropolitan area;
Midlands work will inform a number of development areas
contained within this strategy – including journey planning
on internet, information and mapping, ticketing, at stop
information, as well as elements of the capital programme
and LTP.
54
information provision, marketing, including common
•
Introduction of ‘Network West Midlands’ and
The Network West Midlands initiative will cover
the entire public transport network but local and high
frequency routes will need to be clearly identified through
mapping and timetable information;
•
Differentiation of higher quality services within the
Network should be considered.
Key Action Areas:
Period 1 (2005 – 2008)
•
Network Identifier - undertaking an audit,
development of a network brand identifier,
information architecture and brand guidelines;
•
Graphic Design and Signage Services Development of design principles and guidelines
for signing, mapping and way finding;
•
Infrastructure - Development of design principles
and guidelines for infrastructure
•
Development of an implementation plan and
cost report.
•
Agree implementation plan with private and
public sector partners.
•
Commence implementation and roll out of partial
branding approach
Period 2 (2008 – 2011)
•
Review success and plan program for extending
to full branding if successful.
55
User Confidence
ing public transport, cycling and walking for journeys to
WorkWise Officers, managed by Centro, are working
Policy Objectives:
in job centres in these locations and are assisting clients,
with information, advice and ticketing incentives for the
To provide impartial and accurate advice to all users
transport needs for journeys to new employment. The target
through helpful front line staff. This policy objective supports
audience being anyone actively seeking employment, in
Objective 1 of the Local Transport Plan.
particular the long term unemployed, single parents and
Current Situation
As a service industry, public transport needs to reflect the
high standards of customer care developed in other service
sectors. Complaints and comments concerning service
delivery are generally made to individual public transport
operators. However, because the public are generally very
confused about the roles and responsibilities of different
transport organisations in the West Midlands, Centro
receive complaints from members of the public
concerning, for example, bus operational issues, which
need to be forwarded onto the individual operator
concerned.
Travel Information Centres in the West Midlands are
operated by both Centro and individual bus companies.
At Walsall and West Bromwich, Centro contract Travel
West Midlands to provide impartial public transport
information and sales from new Travel Information Centres.
ethnic minority groups. The service provided includes
devising personalised public transport plans and assistance
with the costs of using public transport to attend interviews
and then for the first two months of employment. In the
project’s first two years of operation 1787 people were
assisted to attend an interview and 1020 take up a new
job. Discussions are continuing with Jobcentre Plus, the
Department for Work and Pensions and Local Authorities
with a view to rolling out the WorkWise project to other
areas.
Customer care training is seen as important for all frontline
staff and will be a requirement of Quality Partnerships.
Helpful drivers, and helpful staff in adequate numbers at
travel centres and bus stations, make a difference in
helping to create a good public transport journey
experience.
Centro has also developed an agreement with ICE plc at
Centro will work with public transport operators to
Birmingham Airport for public transport information to be
investigate the feasibility of a “One-Stop shop” approach to
formally provided from the Visitor Centre facility opposite
public comments and complaint. This could be delivered
the Arrivals Hall in Terminal One.
as part of the “Network West Midlands” approach to
Centro has successfully piloted a WorkWise project, in
partnership with the employment service and community
groups in the Sparkhill and Chelmsley Wood areas of
Birmingham and Solihull. WorkWise aims to address and
remove transport barriers to employment and training. It
promotes the use of sustainable travel options by encourag56
training and employment opportunities.
common branding of public transport provision across the
West Midlands County. If the approach is feasible and
supported by partners, then Centro and the operators will
agree a process for delivering this element of the One Stop
Shop.
Centro will also work with Public Transport Operators to
investigate extending the current arrangements for impartial
travel information and retail outlets. Centro will also
undertake discussions with other potential information
partners such as Local Authorities, Tourist Information
Centres and Marketing Birmingham to investigate synergies
in information provision across the West Midlands. The
key issue is that information provision needs to be made
available at appropriate locations where customers wish to
find it, and that all information providers work together to
maximise partnership working and service provision. Local
Authorities in particular are keen to introduce Customer
Service Centres that enable local residents to access the
full range of public services and Centro will explore
possibilities for public transport and bus information and
ticketing to be included where appropriate.
Key Action Areas:
Period 1 (2005 – 2008)
•
Investigate feasibility of delivery of a one-stop
shop for complaints.
•
Identify potential partners and suitable locations
for provision of joint information and retail outlets
•
Deliver one-stop shop for complaints
•
Explore the potential to rollout the WorkWise
concept to other areas
•
Deliver One-stop information and retail outlets
Period 2 (2008 – 2011)
•
Continue to review issues relating to Customer
Care, and evaluate options for further
development.
57
New shelters continue to be installed under the rolling
Policy 13: Bus Shelters and Stops
shelters. Partnership schemes and other improvement
Policy Objectives:
bus services along corridors of travel or in town and city
To provide a waiting environment that is comfortable and
quality vehicles by the bus operators and works to improve
secure whilst projecting an image of high quality standards.
the accessibility of bus services for disabled people, such
as raising of kerbs at bus stops by the District Councils.
Transport Plan.
measures are being developed to improve the quality of
centres. These measures include the provision of higher
In April 2002 the PTA’s Review and Scrutiny Committee
Current Situation:
approved the scope for a fundamental review of all aspects
The quality, state of maintenance and general ambience
behalf of Centro to ensure it best meets the requirements of
of the facilities where people wait for buses, contributes
the West Midlands travelling public.
significantly to the overall image of bus travel. There are
over 15,000 bus stops and shelters in the West Midlands.
Centro has responsibility for over 4,850 bus shelters in the
West Midlands, of these there are approximately 850 that
are provided and maintained under a commercial contract
for advertising purposes. As a result of organisational
changes following deregulation, Travel West Midlands
(TWM) owns the majority of bus stops. This split has led to
very poor infrastructure or in some cases, no infrastructure
at all, which hinders the ability to display roadside
of bus infrastructure owned and/or operated by or on
The review is focused on three areas, namely the WMPTA
policy for the provision and maintenance (including repair
and cleaning) of Bus Shelters (including Bus Showcase
shelters), Bus stations and Interchanges. The timing for the
Shelters part of the review was driven by the introduction of
a new shelter advertisement contract in 2004
complemented by a new shelter supplier.
information.
A strong programme to upgrade bus infrastructure is
Centro in consultation with bus operators has developed
is a need to ensure that the following issues are addressed:
an automated system to produce up to date, stop specific
multi-operator timetable information in line with the
requirements of the Bus Passenger Information Strategic
Plan. This the system has been trialled over selected routes
already in place and will continue to be developed. There
•
Increasing the rate of replacement of bus shelters,
stops and information products to ensure consistent standards of weather protection, illumination and visibility are
in the first instance, with full rollout across the West
achieved.
Midlands to follow. However, a lack of suitable
•
infrastructure will affect the ability to deliver stop specific
information. To assist with the trials and the eventual roll
out programme, it is proposed that all at-stop infrastructure
(i.e., bus stop poles and flags) be renewed on the selected
routes, initially, and then across the whole of the West
Midlands.
58
shelter programme for Centro standard and Showcase
Achieving standards consistent with the Disability
Discrimination Act at all shelters and stops with an ongoing
programme of works
•
Design of stops and shelters to include specific
location names and city centre key location directional
signage information
•
Improved standards of maintenance of stops and
plates at key locations and timetable information
shelters to deter instances of vandalism and offensive graffiti
•
Standardisation of bus stop/shelter sitting and the
at shelters in appropriate formats
•
use of clearways
•
Closely monitor the procurement arrangements
introduced to deliver advertising on Centro infrastructure;
and cleaning, maintenance, supply and installation of all
Centro Shelters
•
Commence a roll out programme for improving
Implement programme for installing ring and ride
shelters at key interchange locations
Period 2 (2008 – 2011)
•
Continue to review issues relating to Bus Shelters
and Stops, and evaluate options for further
development.
and replacing at-stop infrastructure (bus stop poles and
flags)
•
The new arrangements will seek to explore
opportunities for maximising advertising revenue.
•
Review the Design Guidelines Best Practice
research work to inform/influence future shelter designs/
procurement
•
Encourage integration of demand responsive
services such as Ring and Ride with conventional public
transport through a programme of ring and ride shelters at
key interchange locations
Key Action Areas:
Period 1 (2005 – 2008)
•
Ongoing programme of bus shelter installation
•
Trial and further implementation of
comprehensive At-Stop infrastructure (bus stop
plates & poles) improvements
•
DDA works at bus stops
•
Anti Vandalism campaigns
•
To provide the necessary infrastructure to achieve
appropriate levels of information on bus stop
59
Sutton and Chelmsley Wood. Centro also manages Merry
allows Centro to lease the infrastructure and to provide a
Policy Objectives:
facility.
To provide comprehensive, high quality and attractive
Future Developments: Bus Stations
interchanges between different services and modes. This
policy objective supports Objectives 1& 5 of the Local
Transport Plan.
Current Situation:
dedicated manager, full timetable provision and a staffed
A programme to upgrade bus stations will be developed to
ensure that the following areas are addressed:
1.
Provide safe, user friendly and clean waiting
facilities at all key interchanges.
The quality, ambiance and state of maintenance of
2.
interchanges, bus stations and other facilities where people
safety and information provision.
wait for buses contribute significantly to the overall
image of bus travel. It is also of crucial importance to
the development of an integrated public transport system.
Centro currently manages 12 bus stations, 3 city centres
3.
Design bus stations to improve levels of personal
Achieve standards consistent with the Disability
Discrimination Act with an on going programme of works
following a full audit of facilities.
interchanges and 4 town centre interchanges. At its bus
4.
stations, Centro provides the services of a manager and
bus stations to deter instances of vandalism and offensive
a comprehensive maintenance package. This comprises
graffiti.
of planned inspections and fast response repairs to the
entire infrastructure, including cleaning and preventative
maintenance. Passenger Information features in the services
provided and includes full colour, easy to read timetables,
Where To Board Your Bus displays, and point of boarding
displays. As part of the ongoing policy to improve facilities,
Wednesbury Bus Station was upgraded and reopened in
December 2004.
A team of Customer Service Officers supervise the bus
stations providing support to both passenger and bus
operator, whilst monitoring CCTV and ensuring a general
point of contact with the Centro manager. CCTV is also
provided at 6 of the 12 locations. A plan to monitor this
facility at one dedicated point is being developed.
City and town centres are supervised and include
Birmingham, Coventry Wolverhampton, Walsall, Solihull,
60
Hill Bus Station on behalf of Westfield. This arrangement
Continue to improve standards of maintenance of
Bus station upgrades will comprise a programme of
refurbishment schemes at selected facilities together with
major redevelopment proposals for Stourbridge, Dudley
and Wolverhampton Bus Stations. The redevelopment of
Wolverhampton Bus Station will be fully integrated with
proposals being developed by the City Council to improve
interchange facilities in the vicinity of the railway station.
Future Developments: On-Street
Interchanges
It is recognised that significant interchange takes place
across the conurbation at on street sites. In tandem with
improvements to bus station facilities it is proposed to
undertake a package of on street improvements at key
interchanges together with local and district centres: There
are three potential areas to develop Bus Hubs, Bus Malls
and Bus Stations. Bus Hubs are small areas of public
entering the built up area. Currently, the West Midlands
highway that allow buses to load and unload in a restricted
performs poorly in its park and ride provision compared to
area but with high quality facilities for passengers although
other UK and European areas. The whole aspect of P&R
not to larger bus station standards. Bus Malls are long
provision is, therefore, being examined through a study
corridors of enhanced facilities with a number of services
to develop a Strategy for the West Midlands region. The
operating from key points in a main city/town centre such
consultants have so far produced a framework, which is
as Moor Street Queensway in Birmingham City Centre.
intended to inform the future development of P&R.
Improvements to be considered include:
1.
Provision of new shelters, easy access kerbing and
footway paving improvements to improve accessibility and
enhance the waiting environment.
2.
Key Development Areas:
Period 1 (2005 – 2008)
•
at selected locations including Wolverhampton,
Interchange branding linked to Network West
and Stourbridge.
Midlands proposals.
3.
Overall signage and information improvements.
4.
Real Time Information provision at stops.
5.
Ring and Ride stop provision where necessary.
6.
Possible public art provision.
7.
Environmental enhancements in vicinity of stops.
8.
Investigation of CCTV partnerships
Implement Bus Station refurbishment programme
•
Development of the City Centre bus hubs concept
at Birmingham City Centre key points of
Corporation Street and the Bull Ring areas.
•
Establish Pool Meadow Bus Station as the main
interchange in Coventry city centre complemented
by smaller on-street interchanges at key city
centre locations
•
Development of a bus interchange programme
It is further proposed to develop the concept of “Bus Hubs”
including Walsall Bradford Place, Chelmsley
and “Bus Malls” in various towns and city centres locations.
Wood and Sutton Coldfield.
These will be high quality waiting facilities managed by
Centro in partnership with local authorities and bus
•
to inform future developments
operators. Discussions are underway for the investigation
to further develop Bradford Place (Walsall), Sutton
Coldfield Interchange and Pine Square (Chelmsley Wood).
Initial proposals involve leasing the land to Centro who in
turn would provide high quality facilities, with a staff
presence, full timetable and fare information. A local
Period 2 (2008 – 2011)
•
Continue Bus Station refurbishment programme
•
Proceed with development of Stourbridge Bus
Station , Halesowen Bus Station and Dudley Bus
departure charge would cover the cost of operating these
Station
facilities.
Park and Ride is also considered a key interchange facility
that can attract car users out of their cars at busy periods,
particularly for intercepting cross-boundary car journeys
Examine the P&R Strategy for the West Midlands
•
Continue to review Bus Stations and Interchanges
programme and evaluate options for further
development.
61
Bus movements can often be significantly improved by
improving the overall flow of traffic. Studies have been
introducing measures aimed at reducing congestion and
Policy Objectives:
undertaken to identify innovative solutions that can provide
To bring improvements to bus travel through new bus
studies include an identification of the benefits of Red
priority measures, accessible buses and stops and a
Routes on all Showcase corridors. Red Routes were first
high frequency service, whilst improving efficiency of the
developed in London in the 1990s and the WMAMMS
highway network in moving people and goods. This policy
strongly recommends adopting this philosophy. The concept
objective supports Objective 1 of the Local Transport Plan.
of Red Routes is principally one of greater enforcement of
Current Situation:
enhanced bus priority and enforcement measures. These
the urban clearway principle with a strict “no stopping”
regime. Rollout of a number of schemes will commence
In 1997 Centro, Travel West Midlands and Birmingham
shortly in the West Midlands, having had £28 million of
City Council pioneered the implementation of the first Bus
funding approved by the Government in December 2004.
Showcase Route (Line 33 Birmingham to Pheasey). This
was an experiment to see how bus services could be
improved to provide improved journey times, improved
reliability, better access for all and improved information.
With the lessons learnt in the implementation to date of
Showcase and documents such as Centro’s 20 Year Public
Transport Strategy, the Government’s Multi Modal studies
and comments made by the Audit commission following
The concept proved to be very successful with patronage
the Best Value Review of Showcase a new document was
increasing by approx 29% in its first year of operation. As
published in 2003, “The Bus Showcase Handbook”. The
a result of this successful trial a programme of subsequent
document sets out the procedures to be followed for the
routes was developed and implementation began in 1999
design and implementation of all future showcase routes
of a rolling programme of schemes across the West
across the area of the 7 West Midlands District Authorities.
Midlands Network
It covers all aspects of the project from the identification of
To date a total of 4 schemes have been fully completed,
with a further 3 substantially completed and around 6
others in various stages of implementation. Whilst increases
in patronage have been experienced across all subsequent
routes, it has been recognised that the development of
Showcase has not always maintained the standards of the
early schemes. This was further emphasised in the report
the network of routes, assessment of the measures required
to achieve common standards for Showcase implementation, through the standardisation of development and
detailed design issues together with the approval process.
In order to keep the Showcase concept moving forward,
the document is being revised and will be re-issued later in
2005.
by the Audit Commission following the Best Value Review
In July 2002, an alternative approach to delivering a
of Showcase. Whilst recognising Showcase as a good
Showcase network was proposed in the form of a major
system with good prospects for improvement, it did
scheme bid for the Coventry Quality Bus Network. This
however highlight a number of weaknesses that needed to
was for £35m of funding which included a contribution
be addressed.
from Travel Coventry in the region of £8m. The approach
taken was a holistic one considering all of the elements
62
that could enhance bus travel and including them within an
feeder links to main corridors and follows the difficulties
overall package. The Government approved funding for the
experienced over the last few years when implementing
scheme in the December 2004 Settlement letter. Known as
Showcase routes where it has become increasingly more
the ‘PrimeLines’ network, four key corridors in Coventry will
difficult to implement schemes on a route by route basis.
be upgraded to Showcase standard, which will include
Furthermore with the advent of appropriate scale board-
new technology initiatives.
ers and shelters on the spurs sections it will be possible to
cover a wider area and will be easier to implement accessible boarding in residential areas. This should support and
It is proposed to further develop the Showcase network
be guided by the service delivery policies included in this
over the life of this Bus Strategy (as detailed in appendix
Strategy.
B). It has also been recognised that the entire journey
A key requirement of any Showcase scheme is comprehen-
experience needs to be addressed, not just the part on the
sive provision of bus priorities in the highway environment,
bus but the “seamless journey” approach. Thus the journey
which will provide the mode transfer incentive for potential
from starting point to bus (normally walk), the wait at the
users leading to increased patronage.
stop and information provided, the boarding of the bus
Below is a list of key features expected to be delivered on
the journey itself, alighting from the bus and walk to the
all existing and future Showcase routes.
destination are all critical components.
A further roll out of Bus Showcase schemes has been
proposed and an updated network strategy has been
agreed which will provide a network of shorter corridors
that link key trip origins/destination rather than following
•
Accessible pedestrian links to all stops (including
controlled/uncontrolled crossings
•
Easy Access kerbing (at 100% of stops on
Showcase corridors/routes)
the historically evolved approach to Showcasing numbered
•
routes.
Euro2 minimum)
The network is broken down into the following; -
•
·
aspects of service quality supported by a continual
‘pure core’ corridors, where a single bus route
meets the frequency criteria and a whole route could easily
be justified an example being Route 33
·
‘combination core’ corridors, where a number of
bus routes running on sections of a route combine to meet
Low-floor easy access, low emission buses (to
Quality Bus Partnerships/Contracts to maintain all
monitoring and review process
•
Turn up and go frequency of at least every 10
minutes
the frequency criteria Binley Road in Coventry being a
•
good example; and
bus reliability and speed
·
‘spurs’, sections off a main route that feed into a
core network that do not meet the frequency criteria, but
where infrastructure works will be required to meet acces-
•
Comprehensive highway measures which benefit
Comprehensive enforcement of highway measures
which benefit bus reliability and speed
sibility requirements, for example Route 34.
•
High quality Disability Discrimination Act (DDA)
This methodology has evolved to emphasise development
compliant Shelters at all sites where physically possible to
links between key centres and to reflect the importance of
provide
63
•
Stringent cleaning standards for buses
•
Customer care trained drivers to NVQ II
•
Reduced overcrowding on buses
•
At-stop passenger information
•
Real Time information availability on all Showcase
corridors.
During the early stages of the LTP programme partners will
continue to deliver schemes on a corridor basis. However
this will be expanded to area networks during later years.
Work has already commenced on the Coventry PrimeLines
network of bus priorities.
Key Action Areas:
Period 1 (2005 – 2008)
It is proposed to evolve the Showcase concept further with
the role out of extensive Selective Vehicle Detection (SVD) at
•
Re-assess the contents of showcase schemes
traffic signals, real time information at all stops and the use
in line with the recently published Showcase
of WAP phone technology allowing passengers to access
Handbook and establish a programme of
information about all stops away from the network. Further
schemes to be delivered over the life of the LTP
developments could include the use of off-board ticketing,
which would allow for multi-door boarding and alighting.
•
already commenced plus the implementation of
Whilst developing the Showcase network it is also
proposed to further develop the Network of Red Routes
across the West Midlands conurbation. Red routes are
appropriate boarders on associated spurs
•
Implementation of Bus Showcase Projects Review
the benefits of Red Routes and further develop the
designed to improve efficiency, reduced journey times and
network in conjunction with Showcase.
improve journey time reliability of main roads for all users,
by reducing congestion. As part of all future Showcase
Continue with Showcase delivery on a corridor
•
Commence implementation of Showcase on an
corridors Red Route strategies will be considered for
area wide basis beginning with Coventry
implementation simultaneously to make best use of
Network
available road space in conjunction with the Highways
Agency or Districts.
It is recognised that the enforcement of parking restrictions
have historically created problems. As such, all Highway
Period 2 (2008 – 2011)
•
within the concept plan
Authorities will encouraged to enforce measures themselves
through decriminalised parking control powers. Birmingham
City Council, Coventry City Council and Sandwell MBC
already have decriminalised parking schemes in operation.
A number of the Bus Demonstration schemes have been
specifically designed to see how the use of cameras,
variable message signs and coloured surfacing can
assist in the enforcement process, including bus lane
enforcement.
64
Further role of Showcase corridors contained
•
Role out of further Quality Area Networks
•
Continue to review Bus Showcase programme
to spatial limitations, which are likely to remain along
it is not considered feasible to develop a comprehensive
Policy Objectives:
timescales for delivering such projects were over optimistic
To provide mass rapid transit services on key non-metro
acquisition and compulsory purchase.
routes with buses that emulate many characteristics of light
rail. This policy objective supports objectives 1,3 & 5 of
the 2005 Local Transport Plan.
Current Situation:
The West Midlands Area Multi-Modal Study (2001)
identified the need for a network of “Super Showcase”
routes in the West Midlands by 2015. The study identified
that the concept of Super-Showcase was one that represented a significant improvement in provision approaching
rapid transit standards. This would include segregated
rights of way, where practicable, together with bus
priority measures. Priority measures would include selective
detection systems at signal-controlled junctions, bus gates
and queue relocation. Such mechanisms would be aimed
at providing journey times approaching car equivalent at
peak times. The study recognised that this type of proposal
was significantly different from traditional Showcase routes
and recognised that costs could be some five times greater
than providing traditional Showcase routes. However,
costs should be significantly lower than light rail although
land purchase costs, if required, could increase costs
considerably.
Over the last year further technical assessments have been
undertaken of the feasibility of developing the bus network
in the way that the WMAMMS study recommended. This
work has included the trialing of a number of specific
priority measures and desktop consideration of a potential
specification upon which a network of routes could be
based. To achieve the levels of segregation envisaged by
the study is presently considered impractical due largely
corridors having appropriate potential patronage. Hence
network of Super-Showcase by 2015, particularly since the
in WMAMM, particularly if they involved property
To take the “Super Showcase” concept to a practical
level, work has been undertaken in order to develop the
concept into “Bus Rapid Transit” Following from this a Bus
Rapid Transit scheme has been developed for the Foleshill
corridor, Coventry. Its implementation is the subject of an
Annex E major scheme funding submitted to Government
in July 2004, of which determination is currently awaited.
Further consideration is being given to the suitability of
different types of vehicle and innovative complementary
measures that are being adopted internationally as regards
their suitability for incorporation into the initiative.
Implementation of Bus Rapid Transit will be challenging,
and it will require great resolve to see it developed. It is an
exciting prospect to help develop our core public transport
network where Metro is not planned to be implemented.
This is part of a wider approach to foster urban
renaissance, as set out in the “bold” strategy of Regional
Planning Guidance.
Lower-cost investments in infrastructure, equipment,
operational improvements, advanced bus technologies and
intelligent transportation systems (ITS) such as dynamic fleet
management, electronic fare payment, and passenger
information, can provide the foundation for Bus Rapid
Transit systems that substantially upgrade bus service
performance. Conceived as an integrated, well-defined
system, Bus Rapid Transit would provide for significantly
lower bus journey time, greater service reliability, and
increased convenience, emulating the quality of light rail
65
when implemented in appropriate corridors. A decrease
Key Action Areas:
in bus journey time would reduce operating costs and
improve bus-operating efficiency and potentially higher
Period 1 (2005 – 2008)
frequency. Advance bus technologies and other intelligent
technologies could further reduce operating and
•
maintenance costs, improve safety and enhance
Rapid Transit” routes and further develop concept
interchange with other modes and hence increase
by trialing product to specific route
attractiveness for existing and potential users.
characteristics.
Areas under consideration in the development stage
•
include design technology, vehicle technology, ITS
architecture, procurement, implementation powers, project
financing, and operating strategies. A demonstration
opportunities prior to implementing the BRT concept in a
•
•
segregation. In this way, it can impart the message that
this is a reinvention of “the bus”, which gives “speed, style
and dignity”.
Gains in reliability and service speed from priority
measures will be enhanced by the introduction of time
minimising features characteristic of International bus rapid
transit such as faster fare collection and boarding. These
will need to be defined but could include less frequent
stopping patterns i.e. main service stops up to 800 metres
apart, off vehicle ticketing and multiple doors for faster
boarding and alighting. Current advancements in bus
vehicle technology, simulation systems, traffic engineering,
intelligent transportation systems and other customer service
innovations present major opportunities to provide bus
services capable of performing in a way akin to light rail
transit.
Annex E submission of Phase 2 programme for
Bus Rapid Transit 2005/06.
•
buses through the introduction of stylish new look vehicles
alongside super-stops, extensive priority measures and
Phase 1 Project Commencement 2007 (subject to
DfT Annex E Acceptance.
wider scale.
Bus Rapid Transit will need to establish a new image for
Annex E submission of pilot Bus Rapid Transit
route 2004. (Achieved)
project would highlight the benefits, problems and
66
Undertake studies to determine deliverable “Bus
Phase 2 programme commencement for
additional routes – Annex E submission 2006.
•
Phase 2 Project commencement 2007.
Period 2 (2008 – 2011)
•
Phase 1 scheme completion 2008
•
Phase 2 programme for additional route. Project
commencement 2008
67
Funding the Bus Strategy
Funding Issues
This Strategy seeks dramatic improvements in the provision of bus
services. The delivery of the strategy is dependent on the assembly of funding
packages that normally involve more than one party and also involve
expenditure on different components of the partnership package. The 16
policies identified in this document are grouped in three themes focusing on
Service Delivery, User Confidence and Infrastructure and Schemes.
Revenue rather than capital funding will largely influence
out in this Bus Strategy are ambitious, by necessity. More
the delivery of these three broad themes. This is a
operational funds will be required if we are to meet key
significant issue that needs careful consideration if this
action areas including maintaining additional infrastructure
strategy is to be successfully delivered and the enhanced
such as bus shelters, pump-priming bus services, running
quality is to be maintained. The financing of this strategy
travel awareness campaigns or establishing statutory
will therefore require establishment of an optimum balance
agreements. Research has shown that in some cases the
of revenue and capital spending. Although the strategy
cost of cleaning, maintaining and repairing roadside
spans a 8-year period, much of the Capital and Revenue
facilities can be as much as three times the initial capital
intensive requirements occur during the first 5 years. After
cost over a five-year term. Maintaining the quality of
2008, the strategy does not recommend any new actions,
roadside infrastructure requires greater revenue expenditure
but consolidates work undertaken in the first five years.
if a ‘hit and run’ approach is to be avoided - i.e. where
It is estimated that the revenue spend associated with this
strategy is approximately three times the proposed capital
spend over the initial five-year period. With this in mind, it
project but then insufficient attention is paid to maintaining
quality standards, due to shortfalls in revenue funding.
will be essential that the PTA/Centro and District Councils
The main revenue implications arising from the Service
work with public and private sector partners to realise new
Delivery and User Confidence themes fall on the Bus
funding sources and to reinforce existing revenue funding
Operators and Centro. The revenue implications aris-
streams.
ing from the Infrastructure and Schemes theme fall on the
Revenue Implications
Highway Authorities (in terms of highway maintenance) and
In recent years Government has increased the capital
delivering the Bus Strategy attributed to Centro are
funding available to encourage local transport infrastructure
improvements. However, this has not been matched by
an equivalent rise in revenue funding. The aspirations set
68
a corridor, for example, is improved as a one-off capital
Centro. The total revenue requirements for
estimated at £415.9m, including £314.1m concessionary
fare payments to operators, for the period to 2008/9 as
detailed in Appendix D. It is proposed to fully fund the
revenue shortfall detailed in Appendix D through the
allocation of additional income expected from the new bus
shelter-advertising contract that was let in July 2004.
Capital Implications
The capital programme supporting the delivery of this
strategy is supported by the provisional Local Transport Plan
(LTP2) 2005. The provisional LTP2, which is
designed to cover a 7-year period to 2010/11, reflects
the conclusions of WMAMMS and Coventry Area Network
Study and includes a number of bus initiatives designed to
improve the bus product as a key element of addressing
the transport problems in the West Midlands. The overall
LTP package equates to some £2.2 billion. Key measures
that will assist with the delivery of this Bus Strategy includes
items such as an expanded programme of Bus Showcase
(£80M) and improved bus priority through traffic signals
(£20M). The total capital requirements are estimated at
£143.1m for the first five years of the strategy (to 2009)
as detailed in Appendix D. Current LTP bids for this period
amount to £130.1m leaving a potential capital funding
gap of £13m.
Additional funding from operators will also be sought to
assist accelerating improvements and in reinforcing existing
capital funding streams. District Authorities, PTA/Centro
and Travel West Midlands have been working to build
more formal partnership arrangements and a framework
to increase private sector investment on the key themes
outlined in this strategy. This is in addition to current
investment in vehicles and staff by operators. Other options
for increased funding could include additional contributions
from developers, retailers and other private sector bodies
including the extra £1bn recently made available by the
Secretary of State for further improvements to local transport
in the West Midlands.
69
Bus Strategy Standards and Monitoring
Monitoring Approach
Progress in achieving the objectives set out in the Bus Strategy will be
measured against a range of standards. To demonstrate progress an extensive
monitoring programme will be implemented, with regular reporting on progress
made in achieving the standards.
Performance against the standards will be measured
through a monitoring programme compatible with the Local
Transport Plan monitoring process and the monitoring of the
WMPTA/Centro 20-Year public transport strategy. Many
of the standards in the Bus Strategy are the same as those
set in these two documents and, therefore, monitoring
processes are already in place. Furthermore, monitoring
2) Monitoring of 20-Year Public Transport Strategy.
The WMPTA/Centro 20-Year Public Transport Strategy
contains over 270 target standards. Data relating to these
standards is collected annually and current performance
was last reported in 2002. Some information is collected
solely for monitoring against the target standards.
process is being developed for Quality Bus Partnerships.
In 2002 Centro implemented a programme of monitoring
Where a standard is unique to the Bus Strategy, a
the reliability and punctuality of the commercial bus network
monitoring process will be implemented in line with
for the first time since 1986. Times buses depart from
measuring the impact of the policy towards achieving that
publicised timing points have been recorded in at least
standard.
10 corridors defined in the LTP. It is planned that data will
Monitoring will play an important role in reviewing
schemes (for example, identifying instances of poor bus
reliability, and particular aspects of bus station
improvements which passengers value highly). By drawing
on the outputs of monitoring, schemes can be implemented
eventually be collected from Global Positioning Systems to
be installed on buses in the West Midlands. Data is used
to monitor against a number of target standards both in the
LTP and the 20-Year Strategy. Performance against other
targets set by the Traffic Commissioner is also measured.
to maximise patronage increases.
3) Monitoring of Best Value Performance Indicators
The following outlines the monitoring programme:
Best Value Performance Indicators are monitored quarterly.
1) Monitoring of Local Transport Plan
All PTEs collect the same information so that benchmarking
across PTEs is possible. Progress against the indicators is
Trends in bus patronage and modal shift are monitored by
reported annually in the WMPTA Best Value
biennial cordon counts around the 9 major centres
Performance Plan. Passenger satisfaction with local bus
defined in the LTP. These surveys pick up overall patronage
services is surveyed by Centro every 3 to 4 years, the next
changes, which can be related to policies and investment.
survey being scheduled for 2003/04. The West
Midlands Local Authorities also survey passenger
satisfaction and report their results to Centro.
70
4) Monitoring of major infrastructure investments.
ii.
Passenger perceptions/satisfaction surveys - ‘face-
to-face’ interview surveys after implementation, leading to
All major infrastructure investments receive ‘before’ and
regular ‘tracking’ surveys;
‘after’ monitoring. These include new bus stations and new
Showcase bus routes. Monitoring includes surveys of
iii.
users, which investigate changes in travel patterns, trip
auditing features of the QP including:
generation and passenger satisfaction with the new
development. Passenger counts take place so patronage
changes can be measured.
Continuous ‘mystery passenger’ surveys objectively
•
Vehicle type and condition;
•
Exterior cleanliness, levels of graffiti,
condition of bodywork;
5) Monitoring of the Bus Network
•
Interior cleanliness, litter, levels of
Working in partnership with Bus Operators, the Traffic
graffiti, condition of seats to ensure high standards
Commissioner and Local Authorities, Centro will
of cleanliness, especially in relation to litter
implement an enhanced programme of surveys to monitor
cleaning during operational hours and deep
the performance of bus services on corridors and routes.
cleaning of seats outside operational hours;;
These surveys will provide objective data to identify where
problems with bus services arise and provide further
information to enable bus companies to improve reliability.
Monitoring of commercial and subsidised services will also
•
Appearance and driving standards of staff.
Performance Standards
help in identifying congestion trouble spots, which can
To demonstrate progress against achieving the aims of
often be addressed through bus priority measures,
the Bus Strategy, a series of standards has been derived.
including future bus showcases and red routes. It also
Some standards are common across the whole bus
provides valuable information for bus companies serving
network. Others are specific to Network West Midlands
Network West Midlands to make changes to operational
high frequency services, whilst other relate to Bus
practices improving reliability. Information on unsatisfactory
Showcase routes. These targets form a step towards the
services will be gathered and reported to the Traffic
targets set out in the WMPTA/Centro 20-Year Public
Commissioner to enable him to take appropriate action
Transport Strategy.
against poor performing bus companies. Monitoring needs
to be on going to give time-series evidence to support
investment and changes to operational practices.
6) Monitoring of Quality Partnerships
The standards will be subject to review during the life of
the Bus Strategy to ensure that bus services are continually
being challenged to improve. The table below presents
the standards and illustrates their relation to the monitoring
of the 20-Year Strategy and the Local Transport Plan. The
Statutory Quality Partnership agreements will be subject to
standards are listed by the 15 critical success factors of the
a monitoring programme, which is expected to take three
20-Year Strategy.
forms:
i.
The National Transport Target of particular relevance is:
Monitoring of Reliability and Punctuality requiring
“Secure improvements to the accessibility, punctuality and
operators to share their punctuality data with Centro to
reliability of local public transport (bus and light rail), with
assist in identifying trouble spots on routes, in order to plan
an increase in use of more than 12% by 2010 compared
and implement remedial action by;
with 2000 levels”.
71
Relevant targets in the Local Transport Plan:
Improve percentage of users satisfied with local bus
services from a 2001 baseline of 61.5% to 75% by 2011.
92% of the metropolitan built-up area to be within 250m of
a stop with a weekday daytime service by 2006 and 95%
by 2011.
On routes where buses run at least every 10 minutes, no
more than 5% of service intervals should exceed 1.5 times
the published service interval by 2011
Improve morning peak bus speeds relative to private car
speeds on completed Bus Showcase corridors.
Target Standards
The table that follows presents the target standards for this
Strategy and their relation to targets in the 20-Year
Public Transport Strategy. The 20-Year Strategy contains a
number of targets against which progress in achieving the
Bus Strategy can be monitored.
72
Standard
Across the Whole
System
Network West
Midlands Main
Network
(additional to Across
the Whole System
Standards)
Network Access
District, town and city
centres, large economic
development areas,
large brownfield
regeneration sites and
major trip generators
well served.
Main Network
Showcase
(additional to
Network West
Midlands Main
Network Standards)
Key Corridors
100% of the
metropolitan built-up
area within 400 metres
of a stop with services
to a district/town/city
centre (as a key
destination and for
connections to the main
network where
appropriate.
92% of the metropolitan
built-up area within 250
metres of a stop with
a weekday daytime
service (from a baseline
of 89%).
66% of the metropolitan
rural area population
within 800 metres of
a stop with at least an
hourly daytime
weekday service.
73
Standard
Across the Whole
System
Network West
Midlands Main
Network
the Whole System
Standards)
Accessible Design
85% buses, low floor,
level access, meeting
DPTAC standards
All shelters and
interchanges DDA
compliant.
25% of accessible
transport providers to
meet DPTAC Small
Buses Standards for
vehicles not used on
local services.
Affordability
Change, or the stored
value of change given,
as part of an approach,
which encourages
an extensive pre-paid
system.
Discounted travel
available to
unemployed people and
people gaining
employment as part of
specific, targeted
regeneration initiatives.
Concessionary fares
for old age pensioners,
disabled people and
children.
74
1005 of buses
low-floor, levelaccess, meeting
DPTAC standards
Showcase
(additional to
Network West
Midlands Main
Network Standards)
100% of stops with
easy access kerbs
Standard
Across the Whole
System
Network West
Midlands Main
Network
the Whole System
Standards)
Frequency
(as published in
service registration)
100% of metropolitan
built-up area stops to be
served by at least an
hourley weekday
daytime service.
(additional to
Network West
Midlands Main
Network Standards)
Weekday daytime
service of at least
every ten minutes.
Journey Times
Personal Security
Showcase
Improve morning
peak (08.00 09.00) bus speeds
relative to private
car speeds.
Measures implemented
in accord with the
‘Safer Travel in the West
Midlands’ strategy.
Three ‘Safer Routes
to Public Transport
Routes’.
100% of shelters to
be well lit.
All buses Euro II
compliant.
All used by
boarding customers
with a Showcase
specification shelter
where physically
practicable.
The chance of being
involved in a criminal
incedent while
travelling by public
transport reduced by
20% from a baseline of
1 in 9600 trips.
Attractiveness/
Comfort
All bus shelters cleaned
weekly.
75
Standard
Across the Whole
System
Network West
Midlands Main
Network
the Whole System
Standards)
Attractiveness/
Comfort
All smashed glass
replaced within 24
hours of notification.
All offensive shelter
graffiti removed within
48 hours of notification.
All other shelter graffiti
removed through the
weekly clean, or, where
practicable, at an
earlier date by a ‘graffiti
removal squad’.
At least 60% of stops
with a shelter.
At least 85% of buses
Euro II compliant.
Vehicle interior and
exterior cleaning
regimes in place to
improve customer satisfaction ratings from a
baseline (to be
established with
operators).
76
Showcase
(additional to
Network West
Midlands Main
Network Standards)
Standard
Across the Whole
System
Network West
Midlands Main
Network
the Whole System
Standards)
Customer Care
At least 50% of
drivers qualified to
NVQ2 standard for
customer care
Direct Services
A number of direct
services provided in
accord with the outputs
of accessibility
planning, following
Government advice in
light of the SEU report
on Transport and Social
Inclusion.
Information
Provision of
information in accord
with the Passenger
Information Strategy.
Promotion
Network West
Midlands main network
and local networks to
conform to
specifications arising
from the outputs of the
Network West MIldnads
Phase 2 study.
Showcase
(additional to
Network West
Midlands Main
Network Standards)
100% drivers
qualified to NVQ2
standard for
customer care
77
Standard
Across the Whole
System
Network West
Midlands Main
Network
the Whole System
Standards)
Awareness
Tracking of public
awareness of Network
West Midlands
undertaken.
Network Stability
Bus Partnership Forum
Code of Conduct on
Service Stability
implemented.
Note 1) In an effort to improve the availability of
cross-boundary/longer distance trips, ring and ride has
proposed a plan for setting up interchange arrangements
with conventional transport services which have higher
levels of accessibility (e.g.: low floor bus routes, Metro etc).
The intention is that users could be carried to identified
interchange points on accessible routes which would have
enhanced waiting facilities and thus journeys could be
undertaken which cross ring and ride boundaries.
78
Showcase
(additional to
Network West
Midlands Main
Network Standards)
79
Appendices
A: Key Network West Midlands Corridors
Key corridors for service routes as part of a branded, integrated, multi-modal turn up and
go public transport network “Network West Midlands”
Birmingham City Centre-focused
a.
Birmingham – Perry Barr – Walsall
(High volume corridor: short listed for potential metro services – Birmingham – Great Barr/
Kingstanding)
b.
Birmingham – Pheasey
c.
Birmingham – Erdington – Sutton Coldfield
d.
Birmingham – Castle Vale
e.
f.
Birmingham – Castle Bromwich - Kingshurst
Birmingham – Stechford- Tile Cross
(Birmingham – Chelmsley Wood High volume corridor: short listed for potential metro services: corridor to
be determined)
g.
Birmingham – Bordesley Green – Chelmsley Wood
h.
Birmingham – Sheldon – Airport/NEC
(High Volume corridor: short listed for potential metro services)
i.
Solihull – Sheldon
j.
Birmingham – Moseley – Acocks Green
k.
Birmingham – Acocks Green – Solihull
l.
Birmingham – Wake Green – Warstock
m.
Birmingham – Shirley
(High Volume Corridor: short listed for potential metro services: Birmingham - Bordesley Shirley)
n.
Birmingham – Maypole
(High Volume corridor: short listed for potential metro services: Birmingham – Camp Hill – Kings Heath
-Maypole )
o.
Birmingham – Kings Norton
p.
Birmingham – Longbridge
q.
Birmingham - Harborne – Quinton
r.
Birmingham -
s.
Birmingham – Bartley Green
Harborne - Woodgate Valley
(High Volume corridor: short listed for potential metro services)
t.
Birmingham – Stourbridge
(part high volume corridor: short listed potential metro services:
80
Birmingham – Quinton
Birmingham – Londonderry)
u.
Birmingham - Bearwood – Oldbury – Dudley
v.
Birmingham – Cape Hill – Dudley
w.
Birmingham – Hamstead
Orbital / non-radial centre to centre routes
x.
Inner circle
y.
Outer circle
z.
Bartley Green/Northfield/Warstock
Black Country
a.
Wolverhampton – Tettenhall
b.
Wolverhampton – Perton
c.
Wolverhampton – Fordhouses
d.
Wolverhampton – Underhill
e.
Wolverhampton - Wednesfield – Bloxwich - Walsall
(High Volume Corridor: short listed for potential metro services)
f.
Wolverhampton – Willenhall – Walsall
g.
Wolverhampton – Roseville - Dudley
h.
Wolverhampton – Sedgley – Dudley
i.
Wolverhampton – Penn – Kingswinford. – Stourbridge
j.
Walsall – Wednesbury – Tipton - Stourbridge
k.
Brownhills – Walsall – Darlaston – Wednesbury – Tipton - Stourbridge
(High volume corridor: short listed for potential metro services to Brownhills and Stourbridge beyond
Wednesbury - Brierley Hill Line One extension)
l.
Walsall – Aldridge
m.
Walsall – West Bromwich – Blackheath - Halesowen
n.
West Bromwich – Great Barr - Sutton Coldfield
Coventry
a.
Coventry - Keresley Heath
b.
Coventry – Allesley
c.
Coventry – Tanyard Farm
d.
Coventry – Foleshill
e.
Coventry – Bell Green
f.
Coventry – Potters Green
81
g.
Coventry - Binley
h.
Coventry – Willenhall
i.
Coventry – Stivichall Common
B: Showcase Corridors
Existing Showcase Corridors – 1998-2004
82
Corridor
Associated Bus Routes
B i r m i n g h a m - C h e l m s l e y Wo o d
96,97
Birmingham - Maypole
50, 50A
Birmingham - Pheasey (Line 33)
33
Birmingham - Shirley (Stratford Rd)
6
Birmingham - Outer Circle
11
Coventr y - Bedworth (Primeline)
20, 20A, 48, 50, 58, 158, 778
C o v e n t r y, B i n l e y R o a d
13, 13C, 34, 86, 87
C o v e n t r y, L o c k h u r s t L a n e
2, 3, 4, 4A, 57, 157H
C o v e n t r y, W h e e l w r i g h t L a n e
57, 157
Hagley Road
9, 19, 109, 139
Halesowen - Merr y Hill Centre
139
Ty b u r n R o a d
67
Wa l s a l l - B l a c k h e a t h
404
Wa l s a l l - B l o x w i c h ( S u p e r l i n e )
171, 301
Wa l s a l l - P e r r y B a r r
51
Wa l s a l l - S t o u r b r i d g e
311, 313
Wa l s a l l - Wo l v e r h a m p t o n
529
Wo l v e r h a m p t o n - B l o x w i c h
559, 560
Proposed Additional Showcase Corridors – 2004-2011
Corridor
Associated Bus Routes
Cotteridge – Birmingham (Pershore Rd)
45, 47
Northfield – Birmingham (Bristol Rd)
61, 62, 63
Harborne – Birmingham
22, 23, 103
Dudley – Birmingham (Dudley Rd)
87
Solihull – Birmingham (Coventry Rd)
57
Solihull – Birmingham (Warwick Rd)
37
Tanyard Farm – Walsgrave Hospital
32, 33
Fordhouses – Wolverhampton
503, 504, 505, 506, 507
Washwood Heath – Birmingham
94
Alum Rock - Birmingham
14
83
C: Interchanges
Small, medium and large interchanges in West Midlands Twenty
Year Public Transport Strategy
Small Interchanges
Intersection of a Radial “Network West Midlands” Bus Route and a Cross-town/city
“Network West Midlands” Bus Route.
Radial Route/ Birmingham Outer Circle Route 11
84
1)
Bearwood
Bus Station/ Hagley Road/ Lordswood Road
2)
Harborne
High Street/ Lordswood Road
3)
Selly Oak
Bristol Road/ Chapel Lane/ Oak Tree Lane/ Rail Station
4)
Cotteridge
Pershore Road/ Watford Road/ Kings Norton Rail Station
5)
Kings Heath
Alcester Road/ Vicarage Road/ Addison/ Road
6)
Billesley
Yardley Wood Road/ Brook Lane/ Swanshurst Lane
7)
Hall Green
Stratford Road/ Cole Bank Road/ Rail Station
8)
Yardley
Coventry Road/ Yardley Road/ Church Road
9)
Stechford
Bordesley Green East/ Stoney Lane
10)
Washwood Heath
Alum Rock Road/ Bromford Lane
11)
Washwood Heath
Burney Lane/ Stechford Lane
12)
Bromford
Bromford Lane/ Tyburn Road
13)
Erdington
Six Ways
14)
Witton
Witton Rail Station/ Witton Road/ Witton Lane
15)
Perry Barr
Rail Station/ Walsall Road/ Wellington Road/ Aston Lane
16)
Handsworth Wood
Handsworth Wood Road/ Wellington Road
17)
Handsworth
Soho Road/ Boulton Road
18)
Winson Green
Dudley Road/ Aberdeen Street
Radial Route/ Birmingham Inner Circle Route 8
19)
Ladywood
Monument Road/ Hagley Road
20)
Edgbaston
Five Ways/ Rail Station
21)
Lee Bank
Lee Bank Middleway/Bristol Road/Belgrave Road/
Pershore Road
22)
Balsall Heath
Belgrave Road/ Moseley Road
23)
Sparkbrook
Stoney Lane/ Stratford Road/Highgate Road
24)
Small Heath
Coventry Road/ Muntz Street
25)
Bordesley Green
Bordesley Green/ Victoria Street
26)
Saltley
Alum Rock Road/ Adderley Road
27)
Aston Manor
Lichfield Road/ Park Lane
28)
Newtown
Newtown Road/ Park Lane
29)
Hockley
Soho Hill/ Nursery Road
30)
Ladywood
Spring Hill/ Ladywood Middleway
Radial Route/the One Route
31)
Edgbaston
Priory Road/ Bristol Road/ Pershore Road
32)
Moseley
Alcester Road/ Salisbury Road
33)
Wake Green
Yardley Wood Road/ Wake Green Road
34)
Springfield
College Road/ Stratford Road
Radial Route/the 18 Route
35)
Bartley Green
Field Lane/ Romsley Road
36)
Northfield
Bristol Road/ Church Road
37)
Kings Heath South
Alcester Road/ Taylor Road
38)
Yardley Wood West
Yardley Wood Road/ Chinn Brook Road
Radial Route / the 451 Route
39)
Kingstanding
Kings Road/ Kingstanding Road
40)
Great Barr/Scott Arms
Walsall Road/ Newton Road
41)
All Saints
Newton Road/ All Saints Way
85
Radial Route /the 404 Route
42)
Langley
Wolverhampton Road/ Birchfield Lane
43)
Oldbury
Bus Station
44)
Blackheath
High Street/ Long Lane/ Halesowen Street
Other small interchanges
45)
Sheldon
46)
Stone Cross, West Bromwich
47)
Hearsall Common
48)
Bell Green, Coventry
49)
Solihull High Street
50)
Causeway Green, Sandwell
51)
Darlaston
52)
Warley
53)
Great Bridge
54)
Willenhall, Walsall
55)
Tile Hill, Coventry
56)
Arena 2001, Foleshill, Coventry
57)
Walsgrave Hospital, Coventry
Coventry Road/ Hobs Moat Road
Intersection of a Radial Rail Route Rail Station and a Cross-town/city Network West
Midlands route
86
58)
Aston
59)
Stechford
60)
Lea Hall
61)
Acocks Green
62)
Olton
63)
Spring Road
64)
Hall Green
65)
Four Oaks
66)
Northfield
67)
Longbridge
68)
Jewellery Quarter
69)
Smethwick Galton Bridge
70)
The Hawthorns
72)
Cradley Heath
73)
Sandwell & Dudley
74)
Dudley Port
75)
Tipton
76)
Tame Bridge
77)
Bloxwich
Intersection of a Radial Rail Route Rail Station and a Cross-town/city target showcase
local network bus route
77)
Marston Green
Intersection of a midland metro line one stop and Cross-town/city Network West
Midlands bus route
79)
Winson Green
80)
Guns Village
Medium Interchanges
1)
Bilston Bus Station/ interchange
2)
Wednesbury Bus Station/ Parkway
3)
Halesowen Bus Station
4)
Stourbridge Bus Station/ Stourbridge Town rail station
5)
Sutton Coldfield town centre
6)
Dudley Bus Station/ Midland Metro
7)
West Bromwich Interchange
8)
Acocks Green Warwick Road/ Westley Road/ Dudley Park Road
9)
Solihull Rail Station
10)
Merry Hill Bus Station
11)
Chelmlsey Wood - Pine Square
12)
Birmingham International Interchange
Large Interchanges
1)
Birmingham City Centre
2)
Coventry City Centre Interchange – including Pool Meadow, bus hubs and Railway Station
3)
Wolverhampton Bus/Rail Station
4)
Walsall Rail Station/ Walsall St Paul’s Bus Station
87
Funding
88
Estimated Revenue Funding
04/05
£m
05/06
£m
06/07
£m
07/08
£m
08/09
£m
Total
£m
Total Revenue Funding
Requirement (First 5 Years)
83.9
82.3
82.8
83.1
83.8
415.9
Revenue Funding - Available within
Base Budgets (Excluding
Concessionary Bus Payments
16.7
16.7
16.6
16.6
16.6
83.2
Revenue Funding - Available
Within Base Budgets
(Concessionary Bus Payments
Only)
65.1
63.0
63.0
62.0
62.0
314.1
Revenue Funding - Revenue
Implications of LTP Expenditure
0.2
0.7
1.5
2.1
2.6
7.2
Unfunded Revenue Requirement
1.9
1.9
2.7
2.4
2.6
11.4
Estimated Capital Funding
04/05
£m
Centro - Current Bid
4.7
District - Current Bid
23.1
Total Bids
Total Bus Strategy Requirement
05/06
£m
06/07
£m
07/08
£m
8.8
7.6
23.1
21.8
27.8
30.4
28.3
35.4
- Centro
0
- Districts
0
08/09
£m
Total
£m
8
36.4
13.6
12.1
93.7
30.6
21.2
20.1
130.1
35.5
22.6
21.3
143.1
0
4.9
1.4
1.2
7.5
0
0
0
0
0
5.0
0
0
0
5.5
7.3
Capital Funding - to be included in
the 2005 LTP
Appeal Funding - Source of Funding
to be subject of furhter review
- Centro
0.5
89
90

Bus strategy - Solihull Council

Transcription

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