TRANSPORT DELIVERY COMMITTEE
Date:
Monday 6 February 2017
Time:
1.00pm
Location:
Room 116, West Midlands Combined Authority, 16 Summer Lane,
Birmingham, B19 3SD
Public Meeting:
Yes
Member Briefing: 10.00am in Room 116 – Ring and Ride
Group Meetings:
Conservative
Labour
11.30am in Room 114
11.30am in Room 109
Membership
Councillor Richard Worrall (Chair)
Councillor Pervez Akhtar
Councillor Robert Alden
Councillor Adrian Andrew
Councillor Paul Brothwood
Councillor Philip Davis (Vice-Chair)
Councillor Susan Eaves
Councillor Mohammed Fazal
Councillor Kath Hartley
Councillor Diana Holl-Allen
Councillor Roger Horton
Councillor Timothy Huxtable
Councillor Chaman Lal
Councillor Keith Linnecor
Councillor Ted Richards
Councillor Judith Rowley
Councillor David Stanley
Councillor Daniel Warren
Councillor David Welsh
Walsall Metropolitan Borough Council
Coventry City Council
Birmingham City Council
Walsall Metropolitan Borough Council
Dudley Metropolitan Borough Council
Birmingham City Council
Sandwell Metropolitan Borough Council
Birmingham City Council
Birmingham City Council
Solihull Metropolitan Borough Council
Sandwell Metropolitan Borough Council
Birmingham City Council
Birmingham City Council
Birmingham City Council
Solihull Metropolitan Borough Council
City of Wolverhampton Council
Dudley Metropolitan Borough Council
City of Wolverhampton Council
Coventry City Council
The quorum for this meeting is seven members.
Information for the Public
If you have any queries about this meeting, please contact the Governance Services
team:
Contact
Tel/Email
Address
Wendy Slater
(0121) 214 7016 [email protected]
West Midlands Combined Authority, 16 Summer Lane, Birmingham,
B19 3SD
Agenda
No.
Item
Presenting
Papers
Public Business
1.
Apologies for Absence
Chair
none
2.
Declarations of Interest
Chair
none
3.
Chair’s Remarks
Chair
none
4.
Minutes of the meeting held on 9 January 2017
Chair
attached
5.
Matters Arising
Chair
none
6.
Correspondence/Petitions
Chair
none
7.
Bus Alliance Review 2016
Steve Hayes
attached
8.
Solihull Statutory Quality Bus Partnership
attached
9.
TfWM Infrastructure Report
Jon Hayes/Guy
Craddock
Andy Thrupp
10.
Swift Programme Update
Michael Wevill
attached
11.
WMCA Update
(a) Contactless Ticketing & Fare Capping
(b) Strategic Cycle Network
(c) 2017/2018 Transport Levy
Laura Shoaf
attached
Chair
13.
Notices of Motion - to consider any notices of
motion lodged by the deadline of 12 noon on 2
February 2017.
Questions - to consider any questions submitted
by the deadline of 12 noon on 2 February 2017
for written questions and 12 noon on 3 February
2017 for oral questions.
14.
Forward Plan
Chair
15.
Any Other Business
16.
Date of Next Meeting - Monday 6 March 2017, 1.00pm.
12.
attached
James Aspinall
attached
Agenda Item No. 4
Meeting:
Transport Delivery Committee
Subject:
Minutes
Date:
Monday 9 January 2017 at 1.00pm
Present:
Councillor Richard Worrall (Chair)
Councillor Philip Davis (Vice-Chair)
Councillor Pervez Akhtar
Councillor Roberts Alden
Councillor Adrian Andrew
Councillor Paul Brothwood
Councillor Susan Eaves
Councillor Mohammed Fazal
Councillor Kath Hartley
Councillor Diana Holl-Allen
Councillor Roger Horton
Councillor Timothy Huxtable
Councillor Chaman Lal
Councillor Keith Linnecor
Councillor Ted Richards
Councillor Judith Rowley
Councillor David Stanley
Councillor Daniel Warren
Councillor David Welsh
(Walsall Metropolitan Borough Council)
(Birmingham City Council)
(Coventry City Council)
(Birmingham City Council)
(Walsall Metropolitan Borough Council)
(Dudley Metropolitan Borough Council)
(Sandwell Metropolitan Borough Council)
(Birmingham City Council)
(Birmingham City Council)
(Solihull Metropolitan Borough Council)
(Sandwell Metropolitan Borough Council)
(Birmingham City Council)
(Birmingham City Council)
(Birmingham City Council)
(Solihull Metropolitan Borough Council)
(Wolverhampton City Council)
(Dudley Metropolitan Borough Council)
(Wolverhampton City Council)
(Coventry City Council)
In attendance:
James Aspinall (Corporate Services Director)
Mark Babington (Safety and Security Manager)
Pete Bond (Director of Transport Services)
Andre Broomfield (Corporate Solicitor)
Martin Hancock (National Express)
Steve Hayes (Network Development and Delivery Manager).
Phil Hewitt (Metro Programme Director).
Linda Horne (Head of Finance)
Sarah Jones (Head of Customer Services)
Richard Mayes (Area Manager- Transport Operations)
Laura Shoaf (Managing Director)
43
57/16
Chair’s Remarks
The Chair wished everyone a Happy New Year.
58/16
Minutes
The minutes of the meeting held on 5 December 2016 were agreed, and signed
by the Chair, as a correct record.
59/16
Matters Arising
(a)
Metro Operations Business Report (minute no.49/16)
In relation to Councillor Hartley’s request for an explanation of how the £1
City Hop contributed to an increase in patronage, the Director of Transport
Services, undertook to contact Ben Ackroyd, National Express on the
matter. [A briefing note detailing this information was emailed to TDC
members on 11 January 2017].
(b)
Revised Public Transport Services over the Christmas and New Year
Holiday Period 2016/17 (minute no. 52/16)
In relation to the public transport network operating in Coventry over
Christmas and the New Year Period, Councillor Welsh reported that
Coventry received a different service to the rest of the West Midlands and
he hoped that this would not happen again in 2017.
The Director of Transport Services reported that he was gathering
information regarding public transport service provision over the
Christmas and New Year period to understand the position and a report
on the matter would be submitted to a meeting of this committee in March.
60/16
Correspondence and Petitions
Councillor Andrew submitted a petition from residents seeking a review of
buses in Pheasey Park Farm and improved connectivity to Aldridge. The
Director of Transport Services advised that the petition would be dealt with in
accordance with the Petitions Protocol.
61/16
Presentation: Wolverhampton Interchange Project
The committee received a presentation from the Metro Programme Director on
the Wolverhampton Interchange Project following a request from members.
The Metro Programme Director outlined the background to the project and
explained the key areas of the project which included the redevelopment of the
rail station building, the expansion of the rail car park and the extension of
Metro.
It was noted that the new entrance to the rail station had opened on 8 January
as part of Phase1 of the project; the whole scheme was on target for opening
by the end of 2019/beginning of 2020.
44
In relation to an enquiry from Councillor Warren regarding rail station
improvements for platforms 2 and 3, notably the need for new shelters and a
footbridge and whether Transport for the West Midlands would be working with
Network Rail in the future to deliver these, the Metro Programme Director
reported that the improvements were outside of the scope of the project and
would need to be picked up with Network Rail as part of rail infrastructure
improvements for the future recognising the current financial constraints.
In relation to an enquiry from Councillor Horton regarding the membership of
the Interchange Project Steering Group, the Metro Programme Director advised
that the steering group was chaired by Wolverhampton City Council and was
comprised only of officers at this stage. Councillor Horton added that
consideration might need to be given to political representation on the steering
group when work on the Metro extensions commences as councillors would
receive enquiries/feedback from the public.
With regards to an enquiry from Councillor Stanley as to whether the rail station
would remain with Virgin and whether the rail station car was a fee paying car
park, the Metro Programme Director reported that rail station would be branded
West Midlands Rail (WMR) when the new franchises are let and that charges
would be made for using the car park.
In relation to comments from members regarding the design of the rail station,
the Metro Programme Director reported that the station design had been
approved by Wolverhampton City Council and the contract awarded for the
building of the station.
Resolved that the presentation be noted.
62/16
Lead Member Reference Group
The committee considered a report of the Director of Transport Services that
reported on the work of the Transport Delivery Committee’s five Lead Member
Reference Groups (Finance and Delivery, Putting Passengers First, Rail and
Metro, Safe and Sustainable Transport and Sprint) and sought approval for the
report to be submitted to the Combined Authority’s Programme Board prior to
being considered by WMCA Board.
The Chair outlined the report and advised the committee of amendments with
regards to the membership to two of the Lead Member Reference Groups. In
relation to the Lead Member Reference Group for Rail and Metro, it was noted
that Councillors Andrew and Lal were also members and in relation to the Lead
Member Reference Group for Sprint, it was noted that the membership also
included Councillors Lal and Welsh but Councillor Rowley was not a member.
The Lead Members outlined their report for their respective work areas.
In relation to Finance and Performance Monitoring, the Vice-Chair and Lead
Member, Councillor Davis, outlined his report and invited the committee to put
forward any key areas not identified in the report that they would want the Lead
Member Reference Group to focus on.
45
In relation to Putting Passengers First, the Lead Member, Councillor Hartley
outlined her report and informed the committee that she was arranging visits
that all TDC members were welcome to attend. Visits included a trip to National
Express, Bordesley Garage, to look at its AVL control centre for monitoring its
services and other visits were planned to Scala House bus lane enforcement
base and Solihull and Gateway. Councillor Hartley asked members to contact
her if they had any ideas for future visits.
In relation to Rail and Metro, the Lead Member, Councillor Horton informed the
committee that he was seeking to increase the number of leisure trips taken on
Metro and this was now being achieved with regards to Birmingham City Centre
following the extension of Metro to Grand Central.
With regards to Grand Central/New Street Station, Councillor Stanley reported
of the need for improved signage at the station so that customers know where
to exit the station for the Metro.
The Director of Transport Services advised that he was meeting with Network
Rail next month to discuss the signage for Metro and buses in the city centre.
In relation to Safe and Sustainable Transport, Councillor Rowley thanked her
Lead Member Reference Group colleagues along with Alison Pickett and Mark
Babington and their teams for their support and highlighted key issues in the
report. Councillor Rowley reported of the need for better signage on the main
concourse at New Street to inform passengers of the Changing Places facility.
The Director of Transport Services undertook to take forward this signage issue
at his forthcoming meeting with Network Rail.
In relation to Sprint, the Chair outlined the report and advised the committee
that the next meeting of the Sprint Lead Member Reference Group would be
held on 6 February.
Councillor Brothwood reported that he was a supporter of Sprint but was
disappointed that Dudley does not benefit from Sprint or HS2 Connectivity.
The Director of Transport Services reported that enhancements to the Hagley
Road Scheme included Sandwell and Dudley and that they would be an
instrumental part of the route.
In relation to Councillor Stanley’s comment that he recalled plans to bring Sprint
to North and South Dudley, the Director of Transport Services reported that
Phase 1 would go to Dudley and further phases would link to Halesowen and
South Dudley.
Councillor Huxtable reported that he was looking forward to seeing the Metro
proposals for the Brierley Hill to Stourbridge route.
46
The Managing Director, TfWM undertook to provide bespoke information to
Councillor Huxtable on this topic.
Resolved that:
(1) the report and the work programmes going forward be noted;
(2) the report be forwarded to the Combined Authority’s Programme Board
meeting on 6 January with the request that it be considered by the Authority
as its meeting on 20 January be approved;
(3) the Cabinet Member and the Combined Authority be asked to make any
comments upon and make recommendations concerning any aspect of the
report and the work of the TDC’s Lead Member Reference Group be
approved and
(4) WMCA Board’s view be sought as to whether they would wish to receive
and consider a further Reference Group update report on a six monthly
basis.
63/16
Financial Monitoring Report
The committee considered a report of the Corporate Services Director that set
out the financial position as at 30 November 2016 with regards to the Combined
Authority’s Transport Delivery Revenue and Capital Budgets.
The Head of Finance was in attendance to present the report and outlined the
key issues with regards to the capital and revenue position.
With regards to an enquiry from Councillor Alden regarding the expenditure for
the Hagley Road Sprint scheme and what the costs relate to, the Head of
Finance undertook to provide a breakdown of costs for Councillor Alden.
The Director of Corporate Services also advised members with regards to the
levy for 2017/18 and reported that he was working to the 3 Year Plan and that
Leaders had agreed a further reduction of £1.5m from that agreed in the
medium term plan for 2017/18 and that a report would be submitted to the
WMCA Board for approval on 20 January 2017.
Resolved that:
(1) the favourable year to date variance against the revenue budget of
£0.217m and the forecast is in line with the budget for the full year
position be noted and
(2) the favourable year to date variance against the capital budget of
£6.427m and the favourable full year position of £3.775m be noted.
47
64/16
Publication of the 2017/18 English National Concessionary Travel
Scheme and the accompanying reimbursement arrangements
The committee considered a report of the Corporate Services Director that
informed them of the publication of the 2017/18 English National Concessionary
Travel Scheme and reimbursement arrangements to be effective from 1 April
2017.
The Corporate Services Director advised the committee that there were no
substantive changes to the scheme or reimbursement arrangements for
2017/18 and that the publication of the new scheme was a legal requirement.
Resolved that
(1) the amendments from the previous Concessionary Fare Schemes as
specified in the report be noted and
(2) the publication of the 1985 Act Older and Disabled Persons Travel (Bus)
Concession Scheme and the Transport Act 2000 Travel Concession
Reimbursement Arrangements be noted
65/16
Customer Services Performance Report
The committee considered a report of the Director of Transport Services on
matters relating to the performance of the Ticketing and Customer Service
Centre Teams. The Head of Customer Services was in attendance to present
the report.
The Lead Member, Councillor Hartley introduced the report and considered that
the TDC members might want to visit the Customer Services Centre to see the
work undertaken by the team.
The Head of Customer Services reported that there was an error in the report
with regards to the Customer Relations enquiries, this should read customer
demand for written support has increased by 14% not 48% as stated in the
report.
In relation to the DfT requirement that that the Older Persons English National
Concessionary Travel Pass should be replaced every five years, Councillor
Rowley considered this should be looked at nationally given the cost and
resource implications.
Martin Hancock, National Express, advised that the five year timescale could
be attributed to the fact that the technology life of the smartcard is around 3-5
years as any longer could result in the card failing.
The Head of Customer Services concurred with Martin Hancock and confirmed
the renewal process did require significant resource which was why
consideration was being given to other alternative methods to renew passes
such emailing customers.
48
Councillor Rowley noted that the report referred to using a more digital
approach to inform customers and considered that other options would still
need to be available for social inclusion reasons.
The Head of Customer Relations reported that she would be working with the
Equalities Manager to ensure social inclusion issues are addressed.
Resolved that:
66/16
(1)
the contents of the report be noted;
(2)
and the revised Customer Service Centre arrangements to allow for team
training and briefings on Wednesday mornings before 1000 hours as set
out in paragraph 2.13 of the report be noted.
Accessible Transport Report
The committee considered a report of the Director of Transport Services that
reported on matters with regards to accessible transport in the West Midlands,
the renaming of West Midlands Special Needs Transport to the Accessible
Transport Group, the performance of Ring and Ride Service and progress with
regards to the Service 89.
The Area Manager for Transport Operations was in attendance to present the
report.
In relation to the introduction of Service 89 that replaced Taxibus, Councillor
Richards considered there were still areas not covered by the service. Whilst
Councillor Rowley enquired as to the impact of the 89 Service on other areas
noting the possible withdrawal of the feeder bus that could be replaced
with a community car scheme.
The Area Manager for Transport Operations reported that discussions were
underway with providers regarding the replacement for the feeder bus and
although he was unable to provide an update at this stage he was optimistic with
regards to the proposals.
With regards to patronage growth for the Service 89, the Area Manager for
Transport Operations advised that he would look at the two locations and report
back on the matter.
The Chair reported that a visit on Service 89 would be arranged for TDC
Members to travel from Coventry to Solihull and that further details would be
sent to members in due course. He added that in respect of Ring and Ride,
members would receive an update as part of the pre-TDC briefing session next
month.
Resolved that the report be noted.
49
67/16
Bus Report
The committee considered a report of the Director of Transport Services that
provided an update with regards to the performance, operation and delivery of
bus services in the West Midlands.
The Network Development and Delivery Manager informed the committee
that the report focused on three key areas; congestion, still a big concern; air
quality, the clean air zone in Birmingham was likely to be extended beyond
Birmingham and a Statutory Quality Partnership Scheme for Solihull.
Councillor Lal noted patronage was still declining in the West Midlands despite
the best efforts of TfWM, National Express and partners and also enquired how
congestion is being addressed.
The Network Development and Delivery Manager reported that a special
meeting of the Bus Alliance Board had been scheduled to focus on congestion
and advised that the recently appointed Key Route Network Manager would
work with Bus Partnership Managers to ensure the key network operates
reliably for all modes.
Martin Hancock, National Express, advised that congestion impacted on the bus
network in Birmingham, the Black Country and Solihull but was less of an issue
in Coventry than the rest of the West Midlands; Coventry has seen a growth
in patronage around the two universities.
Councillor Welsh reported that he welcomed the increase in bus use in
Coventry.
Councillor Huxtable noted that the decline in bus patronage could also be
attributed to the increase in rail and Metro use.
Martin Hancock advised that lengthening journey times were not attractive
to customers where the bus timetable was too long, whereas the journey times
for rail and Metro could be guaranteed.
In relation to a comment from Councillor Stanley regarding how bus punctuality
varied from one garage to another and whether it was possible to stop buses
bunching, Martin Hancock advised that National Express try to manage gaps
but this was not always possible and referred to the control centre in Bordesley
which monitors the company’s bus services.
Councillor Richards reported that journey times into Solihull from Lode Lane,
had been reduced by 8 minutes as result of partnership working.
With regards to the Statutory Quality Partnership Scheme for Solihull that would
be implemented this summer, it was noted that a report on the scheme would
be submitted to the committee in March.
50
Councillor Akhtar reported that the zebra crossing located in Union Street,
Coventry was causing problems and the issue of bus stops and shelters needed
to be discussed.
Martin Hancock, National Express, agreed with Councillor Akhtar and reported
that his team were working with the city council to look to resolve the problem.
In relation to the requirement for shelters to be installed at Union Street, the
Network Development and Delivery Manager informed Councillor Akhtar of the
shelter request process.
Resolved that all buses on all new Transport for the West Midlands subsidised
contracts from April 2017 be required to meet Euro V emissions standards or
better, subject to prices received from operators being within available budget.
68/16
Network Emergency Planning
The committee considered a report of the Director of Transport Services that
set out the work undertaken to develop a framework for emergency planning
arrangements for the public transport network through the development of a
Network Emergency Plan.
The Safer Travel Manager was in attendance to present the report and advised
the committee that work on network emergency planning has been undertaken
following a successful collaboration with partners in relation to pre-planned
events.
It was noted that the work has built on existing processes in respect of
emergency and business continuity events to provide a defined framework in
the event of a major incident impacting on the public transport network.
The report outlined the findings, objectives, progress and outputs of the
National Emergency Planning Working Group and the next steps/further areas
for action.
The Chair thanked the Safer Travel Manager for the excellent Safer Travel
briefing given by his team earlier in the day.
Resolved that:
(1) the emergency planning proposals referred to in the report be noted and
(2) the proposals for Transport for the West Midlands representation at
regional emergency planning forums be noted.
51
69/16
2017/18 Bus Station Departure Charges
The committee considered a report of the Director of Transport Services that
informed them of the increases in Bus Station Departure Charge rates which
would be applied for 2017/18, effective from 1 May 2017.
It was noted that Transport for the West Midlands Board had approved a 2.4%
increase at its meeting on 19 December 2016 that would result in overall cost
recover rate of 60.32% and an estimated increase of £0.052m in the amount
recovered from Bus Station Departure Charges compared to the previous year.
In relation to an enquiry from Councillor Welsh regarding why different level of
charges were charged at bus stations and why the collection rate of bus station
departure charges was low, the Director of Transport Services explained that the
departure charges levied were in accordance with the facilities available at each
bus station and gave an example of Bearwood as small bus station with limited
facilities compared to Stourbridge that has a lot more.
The Director of Transport Services advised that the collection rate of
departure charges was based on an overall ‘basket’ of charges and referred to
Cradley Heath Bus Station that was re-opened following re-building which would
have impacted on the rate of departure charges collected.
In relation to a comment from Councillor Stanley regarding coach departures at
Dudley Bus Station which impact on the flow of buses at the nearby Stand S,
the Director of Transport Services reported that coaches are allowed longer times
for pick-up and drop-off than buses and that bus station staff would be monitoring
the situation on the bus station.
Resolved that the level of bus station charge rates for 2017/18 that was approved
by the Transport for the West Midlands (TfWM) Board on 19 December 2016 be
noted.
70/16
Movement for Growth and Transport Monitoring
The committee considered a report of the Head of Policy and Strategy that
informed them of the process for monitoring the West Midlands Combined
Authority’s Movement for Growth strategic transport plan and the ongoing
monitoring that would be undertaken to support the themes within the Movement
for Growth strategic transport plan.
The report outlined the performance management framework, the impact on the
delivery of the strategic plan how satisfaction, demand and modal choice would
be monitored, the wider implication for monitoring and the next steps.
The Managing Director, TfWM reported that the WMCA currently has an agreed
performance framework and that the performance management framework
outlined in the report would complement this.
52
It was noted that a formal monitoring report would be provided annually
in July.
In relation to the 10 key centres within the West Midlands Metropolitan area,
Councillor Huxtable reported that he had raised previously whether Stourbridge
should be one of the 10 centres and was awaiting the outcome of the review of
the 10 centres.
The Managing Director undertook to report back to Councillor Huxtable on the
outcome of the review of the 10 key centres as soon as possible.
In relation to appendix 2, attached to the report regarding rail travel to
Birmingham City Centre from stations within the wider to journey work area
and enquiries from members as to whether the map could include journey times
from Wolverhampton to Stourbridge and Wolverhampton to Walsall, the
Managing Director advised that this information could be added to the maps.
Resolved that the committee approve for consideration by the West Midlands
Board the approval of the Movement for Growth strategic transport plan
monitoring process, which is compatible with the West Midlands Combined
Authority’s performance management framework and approval of the ongoing
monitoring to support the themes within the Movement for Growth strategic
transport plan.
71/16
Forthcoming Events
(a) Conference - Out of Sight, Out of Mind – 23 January 2017
It was agreed that two TDC members would attend the conference on 23
January, one Labour Member and one Conservative member (Councillors
Rowley and Holl-Allen).
(b) Bus Summit – 9 February 2017
It was agreed that three TDC members would attend the Bus Summit on 9
February, two Labour Members and one Conservative member
(Councillors Hartley, Eaves and Stanley).
72/16
Forward Plan
The committee considered a report of agenda items to be submitted to future
Meetings.
Resolved that the report be noted
73/16
Any Other Business
(a) Class 230 Train Report
The committee considered a report of the Director of Transport Services
that informed them of the fire incident that occurred during testing of the
Class 230 train on 30 December 2016 and the implications for the trial
on the Coventry Nuneaton line.
53
The Director of Transport Services reported that following the fire
incident on 30 December, a meeting had been held with the Class 230
Partnership Board on 3 January where it was proposed that the trial on
the Coventry and Nuneaton be withdrawn as the timescales for the trial
could not be met.
The Director of Transport Services added that TfWM along with partners
would continue to discuss future opportunities with suppliers of diesel
train including Vivarail, for this line and other routes in the region where
the shortage of available rolling stock is impacting on the capacity and
service operation.
Councillor Horton, the Lead Member for Rail and Metro and Councillor
Welsh considered that it is was important all options were kept open
given the shortage of rolling stock.
In relation to an enquiry from Councillor Akhtar regarding why there was
a shortage of rolling stock, the Managing Director advised that the
shortage could be attributed to the delays in the electrification
programme and the rolling stock shortage was a national problem.
Resolved that:
(1) the update following the recently reported fire incident which
occurred during the Class 230 mainline testing on 30 December be
noted ;
(2) Vivarail have suspended the trial so that the cause of the fire can be
investigated and therefore Class 230 vehicle would not be available
to meet the planned dates for the start of the trial be noted;
(3) the TfWM decision to withdraw from continued involvement in the
trial be noted and endorsed;
(4) all partners to the Class 230 trial have been consulted and are
supportive of the decision be noted and
(5) Vivarail are fully committed to further testing and development of the
Class 230 which lends itself to an opportunity in the future, to
develop a new trial to address the shortage of diesel rolling stock be
noted.
CHAIRMAN
54
Agenda Item No.7
Transport Delivery Committee
Date:
6th February 2017
Report Title:
Bus Alliance Review - 2016
Accountable Director:
Pete Bond
Accountable employee(s):
Steve Hayes
Report Considered by:
The appended report for WMCA is to be considered
by all TDC members
Recommendation(s) for action or decision:

1.0
Approve the attached report, outlining the progress of the Bus Alliance in 2016 for
presentation to WMCA Board on 17th February.
Report Purpose
The West Midlands Bus Alliance was established at the end of 2015. The Transport
Delivery Committee was asked by WMCA Board to monitor the progress and
effectiveness of the Bus Alliance and report this back to the WMCA Board. The
report attached as Appendix A details that progress, which, if approved can be
reported to the WMCA Board.
2.0
Financial Implications
This report is for information only and there are no new legal implications.
3.0
Legal Implications
This report is for information only and there are no new legal implications.
4.0
Equality Implications
This report is for information only and there are no new equality implications.
Page 1 of 1
This report is PUBLIC
[NOT PROTECTIVELY MARKED]
Agenda Item No.
WMCA Board Meeting
Date
17th February 2017
Report title
West Midlands Bus Alliance Annual Report
Cabinet Member
Portfolio Lead
Councillor Roger Lawrence – Transport
Accountable
Managing Director
Laura Shoaf
Accountable
Employee
Report to be/has been
considered by
Email: [email protected]
Tel: 0121 214 7444
Pete Bond
Email: [email protected]
Tel: 0121 214 7388
Programme Board
Recommendation(s) for action or decision:
The Combined Authority Board is recommended to:
1. Note the progress made during the first 12 months of the West Midlands Bus Alliance, in
particular successes in reducing emissions, developing smartcard ticketing, ongoing
improvements in vehicle quality and the delivery of a number of successful schemes to
improve journey times and reliability
2. Note the challenges presented by increasing congestion, the impact this has on punctuality
and journey times, and the knock-on impact on passenger satisfaction and patronage
3. Agree the proposal for a formal Alliance partnership delivery agreement to support the
delivery of further initiatives over the next three years (para 5.14).
Page 1 of 8
[PUBLIC]
1.0
Purpose
This is a report from the Transport Delivery Committee and provides an update to the
Combined Authority on the work and effectiveness of the five-year West Midlands Bus
Alliance after its first full year.
2.0
Background
2.1
Buses are essential in keep the West Midlands moving. On average, 10% of all trips by West
Midlands residents are made by bus, which represents 84% of all public transport trips. In
2014 the West Midlands ITA decided to review its bus policy. Following an in-depth review,
the following bus policy objectives for the West Midlands metropolitan area were agreed by
the ITA at its meeting on March 18th 2015. These are quoted directly below. They are a
mixture of output objectives, outcome objectives and impact objectives, the outputs being
things that can be directly influenced, outcomes that should arise from those and what the
overall impact of those outcomes is intended to be.
Output Objectives:
•
•
•
•
•
•
•
•
Easy to recognise, more intuitively understandable, core turn-up-and-go bus routes;
Fare rises of no more than {RPI +1%} per annum in the region;
Buses on key corridors are to be zero or ultra-low emission with every other bus at least
EURO VI (or equivalent);
Commitment from bus operators to discounted young person’s travel to work, education and
training for everyone under 19 years old;
Integrated ticketless travel in line with agreed Intelligent Mobility policy (see item 7);
Network Development Plans which review the role of the bus in the economic objectives of
the next decade to deliver a network fit for future decades;
Increased investment in highways infrastructure to aid journey times and reliability;
Improved ‘on board environment’ through improved seating, on bus next stop
announcements and Wi-Fi on key routes.
Outcome Objectives:
•
•
•
•
Customer Satisfaction levels remain over 85%;
Improvement of peak time journey speeds to a minimum of 16 km per hour commercial speed
with reliable journeys for all core bus routes;
95% of all buses starting their journey on time and 85% ending their journey on time (with on
time defined as 1 minute early to 5 minutes late);
An increase in bus patronage of 5% from current levels;
Impact Objectives:
•
•
2.2
A commitment to the financial benefits of increased bus patronage directly contributing
towards infrastructure investment as well as vehicles; and
Increase the proportion of trips by public transport into the strategic centres during the am
peak by 5% of the overall total in each centre;
Following a robust review of delivery mechanisms and comprehensive analysis of various
options, the West Midlands Bus Alliance was established following a recommendation from
the ITA at its meeting on 17th September 2015 as the best way of delivering these objectives.
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It was resolved that a regular progress report should be submitted to the WMITA (now
WMCA). The Alliance further strengthens the relationship between the region’s Transport
Authority, Local Authority partners, private sector bus operators, police, Local Enterprise
Partnerships, Confederation of Passenger Transport and Department for Transport and is
very much a voluntary partnership arrangement, albeit with strong governance and shared
responsibility for the delivery of objectives.
2.3
The Bus Alliance Board meets every two months and is accountable for creating the
environment in which the WMCA policy objectives can be delivered between 2016 and 2020.
It consists of representatives from Transport Delivery Committee, Bus Operators, Strategic
Transport Officers Group, District Traffic Managers, Police, Local Enterprise Partnership and
Confederation of Passenger Transport. It is independently chaired by national public transport
watchdog Transport Focus. The DfT have an observing role, as they are interested to learn
how the Alliance model can be supported by the emerging Bus Services Bill. The Board is
supported by a number of sub-groups who have responsibility for delivering initiatives on a
day-to-day basis that contribute towards the successful achievement of the objectives.
2.4
The first meeting of the Board was in November 2015 and this report covers activities up to
the end of 2016.
3.0
Impact on the Delivery of the Strategic Transport Plan
3.1
The Bus Alliance is delivering on many improvements to the transport system in accordance
with the strategic transport plan’s overall approach of making better use of existing transport
capacity and increasing sustainable transport capacity. Bus is the most used form of public
transport in the West Midlands, and although this number is in decline over 260m passenger
trips are made per year with over 20% of trips into strategic centres made by bus. Positive
work is progressing in accordance with paragraphs 4.41 and 4.43 of the plan:

Organisational changes around rail and bus will help delivery and operation of this
affordable-to-use, integrated public transport system.

For bus, this is through: an effective delivery agent in the Combined Authority working
closely with highway authorities; and by the Combined Authority seeking to ensure the best
of the private and public sectors working together to deliver world-class bus services. The
new strategic bus alliance in the West Midlands provides a sound basis to make this aim a
reality.
4.0
Wider WMCA Implications
4.1
The West Midlands Bus Alliance only covers the West Midlands metropolitan area, however
a number of bus services operate across boundaries into the wider Combined Authority area
so will benefit as a result of service improvements.
4.2
Whilst the Bus Alliance only covers the metropolitan area, a similar model could be used to
develop bus services in the wider Combined Authority area if deemed appropriate.
5.0
Progress
5.1
Key Performance Indicators (KPIs) have been developed for each of the objectives outlined
in paragraph 2.1. These can be tracked to measure the effectiveness of the Alliance and
assess where greater attention is required.
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5.2
A report outlining progress against the KPIs was presented to the Bus Alliance Board in
November 2016 to outline progress to date. This is attached in Appendices 1 and 2. The
main outcomes are summarised below.
5.3
Patronage. Since the Bus Alliance was established in November 2015, bus patronage in the
region has fallen from 270.3m annual boardings to 262.7m annual boardings in October 2016;
a drop of 3%. This is a similar pattern to that across the rest of the UK during 2016, including
in London which historically had been the only area experiencing increasing passenger
numbers. The Bus Alliance Board have reviewed reasons for this. Significantly the number
of concessionary pass holders using the bus has declined by 4% across the period. This
aligns with increasing numbers of older people having driving licences, particularly women,
which is reducing the amount of bus use within this age group. Commercial patronage
(paying passengers) has reduced less, by just under 2% and there are several reasons for
this. Lengthening and unreliable journey times as a result of congestion have had a notable
impact on customer satisfaction and continue to make bus travel a less attractive option.
There has also been a general reduction in journeys overall into some of the region’s smaller
retail centres, aligned with continued increase in online shopping. Operators have also
reported an impact on patronage, particular in the evenings as a result of Uber – indeed
numbers of journeys made in taxis and private hire vehicles are at a record high.
5.4
Bus passenger satisfaction is monitored twice annually through Transport Focus’s
independent National Passenger Survey. Overall satisfaction in the West Midlands is 87%,
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so remains above the Alliance target of 85%. The Spring 2016 survey saw increased
satisfaction in helpfulness of drivers, which has steadily increased over the last three years
due to a concerted effort from operators to raise standards. There was also an increase in
overall satisfaction with value for money, partly due to fares being reduced on a number of
off-peak products but also due to the ongoing significant investment being made in new
quality vehicles by National Express West Midlands (NXWM). On their ‘Platinum’ branded
services, with wi-fi, leather seats and extra leg room, satisfaction is consistently above 95%
and patronage has increased on those routes accordingly. NXWM invested £23m in 101
buses in 2016, 96 of which were Platinum.
5.5
However this is offset by a continued decline in satisfaction with journey time, which is one of
the key drivers of overall satisfaction. Average bus journey time across the network fell by
0.7% in 2016, which is the continuation of a long term trend over the last ten years.. This is
due to increasing congestion, with particular issues on the routes into Birmingham City
Centre. This is partly a result of the extensive redevelopment work that has been ongoing,
for example at Paradise Circus, but there have also been ongoing roadworks on the
motorway network which have impacted on local roads and utility works across the network.
Department for Transport statistics also show that traffic levels in the metropolitan area are
at a record high level to above pre-recession levels, with over 5% growth recorded during the
last five years. This is part of a growing nationwide trend of traffic and congestion growth.
Understanding how partners can best work together to tackle congestion has therefore been
a key focus of the Bus Alliance in the first year, with a number of working groups established
to understand the scale of the challenge and how these problems can best be addressed to
improve resilience across the network for all modes.
5.6
Table 1 shows the highway schemes delivered by Alliance partners in 2016 to help protect
bus passengers from the impacts of growing traffic and congestion:
Location
Birmingham, Broad Street
Description
Bus lane camera
enforcement
Birmingham, Bagot Arms
New bus gate
Birmingham, Digbeth
Gyratory
Traffic management
measures including banning
straight-ahead movement
from Selfridges car park to
reduce traffic on Moor street
Traffic Signal co-ordination
works
Birmingham, Longbridge
Lane
Impact
Up to 3 mins journey time
saving on peak inbound
services
Up to 2 mins journey time
saving on peak services
Journey times cut by up to
20 minutes during busy
peak periods and significant
reliability improvements
Birmingham, Wellhead Lane
Traffic Signal co-ordination
works
North Birmingham, selected
junctions including Jockey
Road, Foxhollies Road and
Rectory Road
Coventry, University
Hospital Interchange
Bus detection installed at
traffic signals to reduce
delays for buses
Significant journey time
reliability improvements due
to reduced queuing
Significant journey time
reliability improvements due
to reduced queuing
Combined benefit of up to 5
minutes journey time saving
in peak times
New interchange facilities
built and traffic management
improvement
Instances of severe delay
due to traffic gridlock
significantly reduced
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Dudley, junctions around
Merry Hill shopping centre
Solihull, Lode Lane
West Bromwich Town
Centre, New Street
Traffic signal upgrades
including re-phasing and
automatic vehicle detection
New £4.5m bus lane into
Solihull Town centre from
the north
Bus Lane Camera
enforcement
Up to 5 minutes journey
time reduction at peak
periods
Up to 8 minutes journey
time reduction at peak
periods
Instances of severe delay
around bus station due to
traffic gridlock significantly
reduced
Table 1: Bus Alliance Highways Schemes delivered in 2016
The largest scheme delivered was a new bus lane on Lode Lane, the main road into Solihull
Town Centre from the north. This was identified by partners as causing significant delays to
bus services at peak times and with 52% of users of this corridor travelling by bus in the peak
addressing this was prioritised. Solihull Council led the scheme to develop the 1.5km bus
lane, partly funded by the Local Growth Fund and Combined Authority. It opened in
September 2016 and has reduced bus journey time by up to 8 minutes in the morning peak.
To complement the scheme, National Express delivered brand new Platinum buses on to the
corridor to maximise the impact of the investment, seeing patronage increase by 5%. This
investment will be supported by a Statutory Quality Partnership Scheme (see para 5.11) and
the Alliance will aim to deliver more schemes of this nature. Conversely, Coventry City
Council have embarked on a programme to remove bus lanes. TfWM and bus operators are
monitoring the impacts closely with the City Council to ensure that bus journey times and
reliability are not adversely affected.
5.7
A focus of the Alliance in the second year of the Alliance will be to work with district highways
authorities, Highways England and the Key Route Network Manager to identify more
interventions to alleviate the impacts of congestion. The Alliance will aim to develop a work
plan which enables the district councils to help progress more schemes that reduce bus
journey times. Without this, bus journey times will continue to increase and patronage will
decline. To make most effective use of limited road space it is important that interventions
are progressed to help mass transit modes compete with the growing impacts of private cars.
This challenge would remain equally as important in a regulated environment.
5.8
Air Quality. Good progress has been made on initiatives to reduce harmful emissions from
buses. In July the Low Emission Bus Delivery Plan was launched which outlines the
challenges and opportunities associated with upgrading the region’s bus fleet. This plan was
instrumental in securing funding for a number of initiatives, National Express are equipping
over 200 of their older vehicles with exhaust emission traps and also investing in 20 new
electric buses for delivery in 2018. All new vehicles have the cleanest available Euro VI
engines, which virtually eliminate harmful all emissions. The Delivery Plan will enable these
to be targeted on the most polluted routes. The key challenge in reducing emissions more
quickly is funding and this was raised with the Transport Minister when he attended a meeting
of the Board in September 2016. With the Clean Air Zone proposed for Birmingham City
Centre, this issue remains high on the agenda and the DfT have offered to meet with Bus
Alliance partners to discuss how we can work with them and DEFRA to work through some
of the challenges.
5.9
Ticketing. Significant progress has been made on the development of the Swift smartcard
ticketing system, as reported to this meeting in January. There is a further commitment from
operators through the Bus Alliance to deliver contact credit/debit card payment on to bus
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services and also fare-capping, which is where customers are automatically charged the
cheapest fare for their journey based on the number of trips they make. National Express
West Midlands have procured ticket machines to support this and a seminar to scope out this
work was held in January 2017. The strengthened interface with bus operators that the Bus
Alliance has provided has helped to support this positive progress.
5.10 Fares. The Alliance commitment to minimise fare increases has been maintained, with overall
increases kept below RPI +1% despite rising operational costs. National Express have frozen
the price of their off-peak day tickets for two years and in January 2017 reduced the price of
‘short-hops’ by about 25%. The Combined Authority’s subsidy to operators to provide child
concessions helps to support lower fares for young people. Over 20,000 college students in
the region get free travel passes through their colleges and National Express offer travel to
students aged 18 and under in full-time education for less than £6 per week.
5.10 TfWM continues to input into the Bus Services Bill that is progressing through Parliament and
will give powers to Combined Authorities with elected mayors to franchise (i.e. re-regulate)
bus services, as well as enhancing some of the partnership powers available. TfWM has
reviewed opportunities that these powers might provide and concluded there would be
circumstances under which franchising could prove an attractive option:
(i)
(ii)
(iii)
the commercial bus market is generally unresponsive to local policy and is
failing to invest
the public sector is making significant investment into bus priority measures
without operators investing resource savings into improved services
the public sector wanted protect a scheme or service from competition
None of these is currently the case within the West Midlands and so it is currently felt that
franchising would be of limited benefit, given the uncertainty over risks and costs involved. It
was agreed at the ITA meeting in September 2015 to review this in 2020, but once the Bus
Services Bill has becomes legislation and an elected mayor is in place, this may be
reconsidered.
5.11
WMCA will continue to work with district council’s and bus operators to deliver further
Statutory Quality Bus Partnership Schemes in the region. This legislation is set to be retained
and strengthened by the Bus Services Bill. It enables the Local Authorities to specify minimum
standards for bus services in return for pro-bus policies and infrastructure investment. The
scheme launched in Birmingham City Centre in 2012 implemented a bus stop booking system
which helps manage kerb space and also set minimum standards for bus emissions and
vehicle quality. Consultation is planned later in 2017 for a similar scheme in Solihull to
complement the recent investment made by the Council in the new Lode Lane Bus Lane and
Solihull Gateway Scheme. Creating further schemes across the region will be an important
strand of developing the Bus Alliance.
5.12 Despite falling patronage, increasing journey times and worsening reliability, the Alliance has
proved very effective at bringing partners together to raise awareness of these issues and
bring about improvements where it is feasible to do so. Much of this is largely an effect of
external influences – e.g. a growing economy leading to worsening congestion and increasing
car ownership amongst older people. These are difficult to address in the short term but aren’t
insurmountable if all partners work together. The Alliance Board has had success in doing
this; by bringing together the local highways authorities and bus operators the impacts of
Highways schemes on bus service punctuality are understood to a greater extent than ever
before but it can take several years to develop and deliver schemes that have a major impact.
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Likewise, influencing the demographics of bus users is a longer-term goal, which is why the
Alliance partners have recognised the need to focus on making bus services more attractive
to younger people – including for leisure trips, which is still a growing market with users less
likely to have access to a car.
5.13 In terms of the overall ‘impact’ objectives there is positive progress. Bus operators have made
contributions towards highways schemes – notably the Lode lane scheme in Solihull and
some minor junction improvements in North Birmingham, which direct financial input into
design work and investment in new vehicles on the basis that reducing journey time should
increase patronage.
5.14 Now there is a clearer understanding of the key challenges we face, to support the ongoing
success of the Alliance it is intended to achieve formal sign-off from partners for a number of
commitments that will help deliver further success. This will include commitments from
operators for further development of smartcard ticketing, vehicle investment and reducing
emissions, supported by commitments from the region’s local authorities to continue to
identify and deliver schemes to reduce the impacts of congestion.
6.0
Financial implications
6.1
This report is for information and there are no financial implications.
7.0
Legal implications
7.1
This report is for information and there are no legal implications.
8.0
Equalities implications
8.1
This report is for information and there are no equalities implications.
9.0
Schedule of background papers
Report to West Midlands ITA, 18th March 2015: Item 8, West Midlands Bus Policy
Report to West Midlands ITA, 16th July 2015: Item 11, Bus Governance
Report to West Midlands ITA, 17th September 2015: Item 10, Bus Alliance.
10.0
Appendices
Appendix 1, West Midlands Bus Alliance, Key Performance Indicators
Appendix 2, West Midlands Bus Alliance, Key Performance Indicators Infographic
1
Page 8 of 8
Appendix I
West Midlands Bus Alliance
Key Performance Indicators
Date
16 January 2016
Report title
Review of Key Performance Indicators for the West Midlands
Bus Alliance
Accountable Chief Officer
Laura Shoaf, TfWM Managing Director
Accountable Employee
Jon Hayes, Head of Network Services
Introduction
1. In 2016, the West Midlands Bus Alliance requested a series of Key Performance Indicators
(KPIs) be established to help monitor progress on its objectives, which could ideally be
measured using already available data only. Suggested KPIs were presented to the Bus
Alliance Board meeting on 23 September 2016.
2. The Board asked these KPIs be refined during data collection for the initial progress report
they requested for the next meeting, and this initial report on the refined KPIs, with
dashboard ‘infographic’, was submitted to the next Board meeting on 25 November 2016.
3. The intention now is that the initial report, after feedback from the Board on content and
presentation of KPIs, will be the base for future six-monthly KPI progress reports.
4. Meanwhile, Transport for West Midlands (TfWM) officers, in conjunction with operator and
other Alliance colleagues have begun updating KPI data in the initial report, and this
document provides the latest work in progress.
Page 1 of 21
Background to Key Performance Indicators
5. The Terms of Reference adopted at the creation of the West Midlands Bus Alliance in
November 2015 set a number of key objectives for the a five year period, against which the
success or otherwise of the Alliance might be judged.
6. Proposed KPIs to measure progress therefore follow Alliance objectives very closely, and
share the same grouping by outputs, outcomes, and impacts, as shown below (in no
particular order – numbers are solely to aid location in the document and final infographic):
Output objective KPIs – measuring progress on Alliance deliverables
One
Buses with at least Euro V engine emission standards
Two
Discounted bus travel for younger people
Three
Fare rises limited to Retail Price Index +1% each year
Four
Highway investment to raise bus speeds and cut delay
Five
Integrated smart ticketing availability and coverage
Six
Legible, turn-up-and-go frequency, core bus routes
Seven
Network Development Plans meeting future economic objectives
Eight
Vehicles with better seats, drivers, next-stop announcements and Wi-Fi
Outcome objective KPIs – measuring positive effects on Alliance services and passengers
Nine
Customer satisfaction levels remain over 85%
and increase satisfaction with on bus journey time
and increase satisfaction with fares among younger people
Ten
Increase peak bus speeds to 16kph
and increase population in reach of strategic centres by bus
Eleven
Punctual operation on core routes, 95% start/85% end non-core
and reduce number and size of worst passenger delays
Twelve
Raise bus patronage by 5%
Impact objective KPIs – evaluating overall success on Alliance aims
Thirteen
Raise strategic centre public transport share five percentage points
Fourteen Revenue growth contributing to infrastructure as well as bus investment
7. Following sections look at each of these KPIs in turn, setting out current the position and
background too, so that data on progress to date (where available at this early stage) can be
judged in the context of past performance (red negative, green positive in the concluding
infographic).
8. Future six-monthly reports will build up more data and allow any trends to emerge – and the
infographic will help identify these.
Page 2 of 21
One – Buses with at least Euro V engine emission standards
9. As part of general monitoring of initiatives such as Statutory Quality Bus Partnerships, data
is collected from bus operators on bus fleets being operated and using this information it is
possible to create an ongoing total percentage of the bus fleet being operated in the West
Midlands area that at least meets the Euro V (or higher Euro VI) standard, for a KPI on this
Alliance output objective
10. Since the Alliance launched, vehicle manufacturers have started to move towards more
widely producing Euro VI emission standard buses. A number of operators such as National
Express, Stagecoach and First are now only purchasing vehicles built to this improved
standard. As the vehicle manufactures switch production to Euro VI vehicles a number of
operators in our area such as Johnson’s Coach and Bus (who have also purchased Euro VI
standard vehicles) and Central Buses have this year been able to take advantage of special
deals on new Euro V vehicles. This has helped to increase the overall percentage of Euro
V/VI buses in our area.
11. The following chart shows the percentage of Euro V and VI standard vehicles in local fleets
at Alliance launch and one year on.
Euro V and Euro VI buses in the TfWM area
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Euro V+VI
Euro VI
Nov-15
Euro V
Jan-17
Page 3 of 21
Two – Discounted bus travel for younger people
12. Schoolchildren (up to age 18) generally travel for half-fare in the West Midlands and
elsewhere in England (except London where they travel free). The following table compares
available fare discounts (at time of writing) for younger people across the English
metropolitan areas (including London), and with adult fares, for large operators in each area.
Adult and younger persons fares – January 2017 – English metropolitan areas
Area
Greater
Manchester
London
Merseyside
North East
South Yorkshire
West Midlands
West Yorkshire
Large operators
First
Arriva
Stagecoach
n/a
Arriva
Stagecoach
Arriva
Stagecoach
Go-Ahead
First
Stagecoach
National Express
First
Arriva
Discounts
Adult
day
Apprentices
£4.50
£4.20
£4.00
£5.00
£4.30
£4.00
£4.30
£3.95
£5.00
£5.00
£3.90
£4.60
£4.80
£4.80
Yes >50%
No
No
30%
Yes
Yes
No
Yes
Yes
Yes
No
No
Yes
No
University
students
Others
5%
33%
None
33%
30% 50% under-18
33%
50% under-19
33%
23%
33% 50% under-19
33%
33%
None
33%
33%
None
33%
50% under-19
25%
13. The table shows that the West Midlands does not have the most expensive fares among
comparator areas, but the level of help for younger people is lower than in many others,
being limited to those in full time education – the base for the KPI on this output objective.
14. Conversely, other metropolitan areas can offer their under-19s discounted travel regardless
of status, and also offer reductions to apprentices (frequently as generous as student
discounts), trainees, volunteer workers, and jobseekers. Some operators also offer
discounted season tickets for individual routes to a particular college or training centre.
15. These areas have better kept pace with recent education legislation, which means all under19s are now required to stay on in education or training (if not working), and more need for
bus travel, especially as the younger population of the West Midlands is growing rapidly
(Birmingham is now Europe’s youngest city).
16. At the same time, their average incomes are falling, taking the car alternative out of reach
for many. Transport problems help explain 25% apprentice dropout rates, and were stated
as a problem in accessing work and training by 30% of younger people in recent National
Foundation for Educational Research studies.
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17. A poorer, less mobile, expanding younger population, unable to reach jobs or training will
not support Strategic Economic Plan (SEP) objectives, and jeopardises the target of a halfmillion new jobs and apprenticeships in the area, and in turn the aim of growing bus
patronage.
18. In response, TfWM and operators are starting to explore apprentice discounts, whilst for the
longer-term, TfWM are drafting a Younger Peoples Policy, covering fares, safety and
security, equality and sustainable travel. There is also a wider commitment to including
younger people in policy making, already in evidence through the Alliance creation of a
Young Persons Representative on the Board, and the ongoing HYPE project that will
research into the link between employment and bus fares.
Page 5 of 21
Three – Fare rises limited to Retail Price Index +1% each year
19. Traditionally, in the West Midlands area the largest operator, National Express West
Midlands increase their fares during the first week of the calendar year.
20. This is the fare rise monitored as the KPI for the fares output objective, since on the
subsidised bus network (where TfWM takes the revenue risk) policy, operators can and
usually do to increase their fares in line with National Express, and like National Express,
other local operators are free to change fares any time for commercially-operated services,
but again many do so at the start of the year as well.
21. When considering fares increases, the costs of both cash on-bus fares as well as season
tickets are taken as a whole and often referred to as the ‘basket of fares’ available to
customers.
22. At the first large fare rise since Alliance launch, in January 2016, the overall average
increase for the basket of fares was 2%. This was a smaller real-terms rise than in previous
years, and met the Retail Price Index (RPI) +1% commitment, since projected annual RPI
growth at that time was 1% (although this turned out at 1.7% by the end of 2016).
23. On January 2nd 2017 National Express made their annual fare rise, with a 3% increase on
the basket of fares. This was a higher rise than in 2016, but based on RPI projections of 2%
and expected to rise further, so still within the RPI+1% Alliance commitment. At the same
time it is not expected that major bus passenger groups, particularly younger people, will
see their incomes rise with RPI – in effect a higher rise for them in 2017.
Page 6 of 21
Four – Highway investment to raise bus speeds and cut delay
25. This KPI covers an output objective about investment in highways to increase bus speed,
punctuality, and road safety. The rationale is that increasing highway capacity for buses or
traffic in general, and removal of particular pinch points, will allow buses to operate faster
services, generating time savings for passengers, so retaining and attracting demand, and
growing revenue. It will also allow the same service level to be delivered at lower cost, or an
increase in service (with further passenger benefits) for no extra cost.
26. And this matters since data on key Birmingham radial bus corridors suggests speed has
dropped on all of these since the Alliance was established, with central areas seeing the
largest reductions. DfT data meanwhile shows falling speeds are a problem for the entire
Metropolitan area, continuing past Alliance launch, and through the first year.
Highway delay – weekday morning peaks – one year before and after Alliance launch
Roads where delay is:
40% of journey time
60% of journey time
2013/14
One year before Alliance launch
2015/16
One year after Alliance launch
Page 7 of 21
27. Falling speeds follow from busier roads and growing traffic congestion, themselves the result
of a larger, wealthier (on average) population, which has bought more cars, seen fuel prices
fall, and often drives further than in the past. Some car trips have been replaced by homeworking or shopping, but these activities put more service and delivery vehicles on the road.
28. The result is that traffic is now at a record high, having surpassed pre-recession levels, and
Department for Transport (DfT) statistics show more than 5% growth in the metropolitan
area in the last five years. New construction and development, roadworks (including
motorway works) and changes in the use of roadspace, especially in central areas, are
additional pressures.
29. Working within the Alliance and with other funding partners, actions to meet the KPI include
committed deliverables on the Sprint programme and associated bus priority, a Bus Scheme
Development Manager, the working up of Local Enterprise Partnership (LEP) and other
funding bids for improvements, and a Bus Highway Enhancement Package to complement
metropolitan area Key Route Network (KRN) plans. Meanwhile, specific schemes have been
already delivered, raising bus speeds and cutting passenger delay, including:

Birmingham
o Bagot Arms bus gate, and Sutton Coldfield hotspots (three locations)
o circular routes improved bus stop arrangements, signs and lines
o city centre priority measures, signage, and signal improvements
o enhanced bus lane enforcement (five routes)
o journey time reliability for growth (nine locations on busy bus routes)

Coventry
o University Hospital, rail station, and Warwick University interchanges

Dudley
o Better Bus Area signals improvements (three locations)
Sandwell
o Horseley Heath red route


Solihull
o Lode Lane and Gateway, and Blossomfield Road schemes

Walsall
o Caldmore Road one-way, and Darlaston interchange

Wolverhampton
o Bilston Road coach facility
o enhanced bus lane enforcement (three locations)
Page 8 of 21
Five – Integrated smart ticketing availability and coverage
30. This KPI follows the progress of new ticketing technology, in line with the Alliance output
objective of making integrated cashless travel available generally.
31. Currently, National Express are in the process of replacing their current on bus ticket
machines. The new system will allow National Express to introduce contactless payment.
The introduction of a similar system on the Midland Metro tram system in recent months has
proved very popular with customers. Almost 40% of those who would have paid cash now
using contactless payment on Metro.
32. Other bus operators in the TfWM area are also looking at options to replace their ticket
machines to give them the same ability to have contactless payment. Work is still
progressing with introducing Real Time Information predictions for bus operators other than
National Express. A small scale trial is planned for Banga Travel to prove the system can
work in the coming months.
Page 9 of 21
Six – Legible, turn-up-and-go frequency, core bus routes
33. This KPI monitors the Alliance output objective for all core bus routes to be operated at turnup-and-go frequencies (already largely met at most times of day), as part of ensuring their
‘legibility’, or the ease by which passengers (and potential passengers) can understand the
service and be confident to use it, without the need for discouraging research into route,
timetable, stopping patterns, and so on.
34. Part of making routes legible is branding, and TfWM already undertakes survey work on an
annual basis to establish the awareness of the Network West Midlands brand. Two
thousand respondents, representative of the general West Midlands population are asked
had they heard of Network West Midlands and what they thought it represented.
35. Awareness of the Network West Midlands brand stood at 84% in 2016, a significant rise
from the 77% reported in the year of the Alliance launch, after some years of little
movement. This is an positive trend to for the Alliance to build on, although it should be
noted that awareness remains higher amongst regular public transport users (86%),
compared to irregular/potential users (75%).
Network West Midlands brand awareness – survey results
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
2008/09
2009/10
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
36. To further understand satisfaction with understanding the local bus network, this is being
piloted as a question in the Movement for Growth Tracking study. The baseline report is due
in February 2017, and it is planned to do further research into network legibility during the
2017/18 financial year.
Page 10 of 21
Seven – Network Development Plans meeting future economic objectives
37. This KPI covers the Alliance objective for all areas to be covered by a new style of Network
Development Plan that helps ensure buses support (and benefit from) changes relating to
the future economic objectives of the area as outlined in the SEP.
38. A new-style Network Development Plan is being piloted in Coventry, involving close working
with Coventry City Council, key stakeholders and the bus operators, and all of the data for
the plan has been collated into a document that will act as the template for other
development plans.
39. The Birmingham City Centre Network Development Plans is also well-advanced, and this is
a critical plan for the West Midlands bus market, since around 25% of all bus journeys in the
region involve the city centre, a growing area where opportunity meets the worst traffic
congestion, plus pressure on roadspace from (and need for integration with) HS2 and
Midland Metro extensions, and large-scale redevelopment. With funding from Birmingham
City Council, National Express West Midlands, and TfWM, consultants ‘ch2m’ are working to
ensure the needs of buses and passengers are properly recognised, and integrate with city
economic objectives.
40. Work has just started on a Bus Network Development Plan for Sandwell and Dudley. With
the planned maintenance work on the M6 Oldbury Viaduct between junctions 1 and 2 during
2017 and 2018 bus operators have indicated a need to make bus network changes in the
area to respond to predicted added congestion, and agreement with bus operators for key
planned bus service change dates is a key part of the implementation plan.
Page 11 of 21
Eight – Vehicles with better seats, drivers, next-stop announcements and Wi-Fi
41. This KPI reflects the Alliance output objective for a higher standard of service both in relation
to driver training (local operators already employ a large number of drivers qualified above
minimum standards) and vehicle facilities, including high-backed individual seats, next-stop
audio-visual display screens and announcements, and free Wi-Fi.
42. A number of operators are now introduce all these improvements, which if included at the
point the buses are built, need not attract an unworkable premium on vehicle cost. Examples
are the Arriva ‘Sapphire’, Johnsons ‘Bard’s Bus’, and the National Express West Midlands
‘Platinum’ routes – research suggests passengers are receptive to the improvements and
use these services in preference to others where they have choice.
43. In addition, Igo, Johnsons, and Central Buses have introduced vehicles with improved
passenger facilities on TfWM contracted bus services – something that TfWM is keen to
encourage contractors to offer in tender submissions.
44. In total around 12% of buses operating in the TfWM area have enhanced on board
passenger facilities in line with the KPI.
Page 12 of 21
Nine – Customer satisfaction levels remain over 85%
45. This KPI monitors the Alliance outcome objective of maintaining a high level of customer
satisfaction overall, plus improving satisfaction with fares among younger people.
46. Our customer satisfaction is independently measured twice yearly by Transport Focus as
part of their national survey. Surveys of bus users are done on a randomly selected number
of bus routes and operators across the whole TfWM area.
47. It was identified a few years ago that customer satisfaction in the West Midlands was much
poorer than in any other of the PTE/former PTE areas. To find ways of addressing this, a
working group was created made up of elected members, TfWM officers, and National
Express West Midlands and Transport Focus colleagues. This group has, over the
intervening years, identified the key attributes that need improving, and where possible,
measures have been implemented to help improve our overall satisfaction scores.
48. The chart below uses Transport Focus results from the last four years for the TfWM area,
and shows overall satisfaction improving up to Alliance launch, and continuing to do so.
Customer satisfaction with overall bus service to
remain over 85%
89
88
87
86
85
84
83
82
Spring 2013
Autumn
2013
Spring 2014
Autumn
2014
Spring 2015
Autumn
2015
Spring 2016
49. A key area within the National Express business that has seen significant improvement is
that of driver training. Recently, this resulted in the company winning the Route one
Operator Training Award. The passenger interaction with the bus driver is seen as an
important factor to their overall satisfaction with their journey, and the chart overleaf
demonstrates that improvements have been recognised by passengers.
Page 13 of 21
Increase % satisfaction with helpfulness and
attritude of driver
70
68
66
64
62
60
58
56
54
Spring 2013
Autumn
2013
Spring 2014
Autumn
2014
Spring 2015
Autumn
2015
Spring 2016
50. Satisfaction with fares has also improved since Alliance launch, excepting younger people
(16-34), and barely a majority are satisfied, fall from almost 60% at Alliance launch,
confirming that the Alliance objective of discounting fares for younger people is right, if
higher satisfaction is the desired outcome.
Increase % satisfaction with value for money
70
65
all fare-payers
younger people
60
55
50
45
40
Spring 2013
Autumn
2013
Spring 2014
Autumn
2014
Spring 2015
Autumn
2015
Spring 2016
Page 14 of 21
51. There are some other attributes that make up passenger satisfaction considered important
to Alliance objectives that are not currently monitored – but we are looking at ways this can
be addressed:

Increase satisfaction with image of the bus - This is being piloted on Movement
for Growth Tracking study for which baseline data is due in February 2017

Increase satisfaction with Swift - This is to be reported in new Annual Swift
Satisfaction survey for which the first surveys are due during November 2016.
Page 15 of 21
Ten – Increase peak bus speeds to 16kph
52. The KPI for the outcome objective of higher bus speeds does not directly track bus journey
times – many services already exceed 16kph. Instead, more readily available, and
passenger-focused, measures are used show changes in the time taken to get to
metropolitan area strategic centre by bus, and crucially changes over time in the proportion
of the population in reach of strategic centres by bus
53. Maps below show a slightly negative trend in the year before and after Alliance launch on all
these measures, with the problems focused on central areas.
Bus journey times to nearest main centre in October 2014 and April 2016
October 2014
WALSALL
WOLVERHAMPTON
DUDLEY
SUTTON COLDFIELD
WEST BROMWICH
BRIERLEY HILL
BIRMINGHAM
BIRMINGHAM AIRPORT
SOLIHULL
COVENTRY
April 2016
WALSALL
WOLVERHAMPTON
DUDLEY
BRIERLEY HILL
SUTTON COLDFIELD
WEST BROMWICH
BIRMINGHAM
BIRMINGHAM AIRPORT
SOLIHULL
COVENTRY
Page 16 of 21
Change in bus journey times to nearest main centre – April 2016 from October 2014
WALSALL
WOLVERHAMPTON
DUDLEY
BRIERLEY HILL
SUTTON COLDFIELD
WEST BROMWICH
BIRMINGHAM
BIRMINGHAM AIRPORT
SOLIHULL
COVENTRY
Choice of main centres in 45 minutes journey time by bus – April 2016 from October 2014
Population with choice of:
Map shows April 2016
21%
52%
75%
25%
October 2014
26%
52%
76%
24%
Page 17 of 21
Eleven – Punctual operation on core routes, 95% start/85% end non-core
54. This KPI relates to the Alliance outcome objective of fully-punctual operation core routes,
and 95% punctuality at the start (and 85% at the end) of all other routes.
55. Using a mixture of data from bus operators and data collected by our own staff TfWM are
able to show this, collating data by period on the reliability and punctuality of bus services.
The following graph presents punctuality (and reliability for comparison) data from 2015,
through the Alliance launch, and to the latter part of 2016 – a positive trend is clear, although
reliability has fallen slightly.
Bus punctuality and reliability by quarter
100%
97.2%
97.3%
96.8%
96.8%
96.9%
96.9%
95.8%
90%
85.1%
81.9%
83.0%
82.8%
85.3%
82.0%
79.3%
80%
70%
2015 1st Qr 2015 2nd Qr 2015 3rd Qr 2015 4th Qr 2016 1st Qr 2016 2nd Qr 2016 3rd Qr
Reliability
Punctuality
56. At the same time, measuring bus punctuality does not provide the complete picture on
delay. Two routes with the same punctuality statistics could look very different in passenger
delay terms – one route may have many more passengers than the other. And a route
where lots of the buses only just miss the punctuality threshold, might not cause as much
delay to passengers as another where a minority of buses fall very short of the target.
57. Work is therefore underway to develop metrics that will measure how well Alliance output
objectives are helping reduce the number and size of the worst passenger delays.
Page 18 of 21
Twelve – Raise bus patronage by 5%
58. This KPI covers the Alliance outcome objective of increasing bus patronage by 5% on
November 2015 levels.
59. Data used is all bus boardings a metropolitan area level, including concessionary trips, and
tendered services.
60. The chart below shows the rolling annual average million bus boarding since Alliance launch
(dotted blue line) in November 2015, and the boardings trajectory (dotted orange line)
required to meet the outcome objective – a gap has appeared over the first year of the
Alliance, but this against a very long-term decline in bus boardings, and there is some
evidence that this has slowed over time.
Rolling annual average bus boardings (millions) versus Alliance outcome objective
290
285
280
275
270
265
260
255
250
Aug-20
Apr-20
Dec-19
Aug-19
Apr-19
Dec-18
Aug-18
Apr-18
Dec-17
Aug-17
Apr-17
Dec-16
Aug-16
Apr-16
Dec-15
Aug-15
Apr-15
Dec-14
Aug-14
Apr-14
Dec-13
Aug-13
Apr-13
Page 19 of 21
Thirteen – Raise strategic centre public transport share five percentage points
61. For a KPI to monitor this Alliance impact objective of raising the level of public transport use
into strategic centres, TfWM has a regular rolling programme of mode share surveys for all
of the key centres in the metropolitan area. The following table shows the results over the
most recent two years for which data is available.
Cordon counts – 0730-0930 weekdays inbound – all centres
Midpoint
date
Dec-12
Jul-13
Dec-13
Jul-14
Dec-14
Surveys
undertaken
Mar-12 –
Nov-13
Sep-12 –
May-14
Mar-13 –
Nov-14
Sep-13 –
May-15
Mar-14 –
Nov-15
Total
trips
Percentages
Car
Bus
Rail
Metro
All PT
267,152
64.6%
22.2%
12.4%
0.8%
35%
267,757
63.9%
22.2%
13.0%
0.9%
36%
268,772
63.2%
22.0%
14.0%
0.8%
37%
270,695
63.0%
22.1%
14.2%
0.8%
37%
273,542
62.5%
22.1%
15.2%
0.2%
37%
62. Total trips into strategic centres are increasing so a stable bus share (work trips have been
holding up better than discretionary travel) means more bus passengers, and many of the
new rail trips will be by people using a bus to reach their local station. The share of all public
transport would have been higher in the latest surveys had it not been for works to extend
Midland Metro in Birmingham city centre – but this does mean a still higher share of public
transport is expected in future surveys.
63. These are positive trends for the Alliance to build on, towards their objective of increasing by
five percentage points the share of public transport trips into each individual centre –
although as the survey dates in the table imply, it is not yet possible to establish the
(approximate) November 2015 baseline for all centres.
Page 20 of 21
Fourteen – Revenue growth contributing to infrastructure as well as vehicles
64. A quantitative KPI to measure this Alliance impact objectives is currently difficult to establish,
however, there is much investment in both vehicles and infrastructure underway.
65. A notable recent success has been in Solihull at Lode Lane. Nearly 35,000 people travel this
route into the town centre in the morning, half of which use the bus, and it is also important
for access to the large Jaguar Land Rover plant – but the road suffers from congestion.
66. To address the problem, the Lode Lane Route Enhancement Project has been delivered by
a partnership including TfWM and National Express West Midlands. A key aim was to
improve bus journey times into the town centre by creating bus lanes along two sections of
the road (between Dovehouse Lane and Rowood Drive and Severn Star and Poplar Road)
on the Solihull bound side only, which should not have any significant adverse effect on
other road users.
67. £4.5m was invested in total, including £1.1m from Solihull Council and TfWM, and £1.7m
from Central Government through the Greater Birmingham and Solihull LEP Growth deal,
and National Express contributed £1.8m replacing all of their buses on the route with brand
new Euro VI standard vehicles.
Page 21 of 21
West Midlands
BUS ALLIANCE
Review of Key Performance Indicators for the West Midlands Bus Alliance
Appendix 2 - January 2017
Output
Outcome
Objectives
8 On-board
Improvements
13%
1 Euro V&VI
41% 20%
Jan 17 of all buses
meet Alliance
standards
from Nov 15
7 Network
Development Plans
three of seven
underway
2 Discounted travel
for younger people
6 Simplified core routes
NWM brand awareness
Young persons
representative leading
work
84% 7%
15/16 9 Customer
Satisfaction
Overall bus service 87%
Driver 69%
Value 69%
Reliability
from 14/15
11
3 Fare rises RPI +1%
3% this year
In line with Alliance
commitment
4 Highway
investment
for buses
• Lode Lane
• Merry Hil signals
• North Birmingham
Signals
5 Integrated
smart ticketing
New contactless
machines arriving
soon
96%
Punctuality
85%
10 Bus speeds
Average speeds steady
but congestion growing
in centres
13 Share of
public transport
37% of all trips
to main centres
12 Patronage
14 Partner
contributions
boardings
Significant investment in
• Vehicles
• ETMs
• Highways
262M
This report is PUBLIC
Agenda Item No. 8
Transport Delivery Committee
Date
6th February 2017
Report title
Solihull Statutory Quality Bus Partnership
Lead Member
Councillor Kath Hartley
Accountable Director
Pete Bond Director of Transport Services
[email protected]
0121 214 7388
Accountable
Employee
Guy Craddock, Alliance Delivery Specialist
Report to be/has been
considered by
Transport for West Midlands Board
[email protected]
0121 214 7109
Recommendation(s) for action or decision:
The Transport Delivery Board is recommended to:
Approve the start of formal consultation on the Solihull Town Centre Statutory Quality Bus
Partnership.
1.0
Purpose
1.1
To seek approval from the Transport Delivery Committee to start formal consultation for the
implementation of the Solihull Town Centre Statutory Quality Bus Partnership and to outline
the process involved.
2.0
Background
2.1
As part of the powers within the Transport Act 2000 that were further refined by the Local
Transport Act 2008 transport authorities such as the West Midlands Combined Authority
(WMCA) have the ability to create Statutory Quality Bus Partnerships (SQPS). These
partnership schemes can be created following public investment in initiatives such as bus
priority and other measures to improve bus services within a defined area or on a bus
Page 1 of 5
[PUBLIC]
route/corridor. The transport authority can then impose minimum standards on the bus
operator(s) for service delivery.
2.2
Since the introduction of the Transport Act 2000 and Local Transport Act 2008 the West
Midlands has introduced a raft of voluntary partnership schemes which includes VPAs and
VMAs across the region totalling 7 and have partnership working arrangements in place
across each district between the Combined Authority, bus operators and the local authorities,
as well as key stakeholders.
2.3
These area partnerships have been supplemented by a number of operator specific
partnerships most notably with National West Express West Midlands and Arriva. Over the
last twelve months the multi operator partnership working has been further strengthened by
the introduction of the West Midlands Bus Alliance.
2.4
To further strengthen the Bus Alliance delivery TfWM are keen to expand the Birmingham
City Centre SQPS model and implement further SQPS schemes in the key centres across
the West Midlands in partnership with the local authorities.
2.5
In July 2012 the transport authority jointly created a SQPS for Birmingham city centre in
partnership with Birmingham City Council. This has proved to be an effective way of
managing the use of bus stops within the City Centre and has, through setting minimum
standards for buses, helped to drive up the quality and most notably imposed minimum
emission standards for buses entering the scheme area.
2.6
With the recent improvements to the public realm in Solihull town centre both TfWM and
Solihull Metropolitan Borough Council (MBC) are keen to establish a set of principles through
a new SQPS to manage the ‘on street’ operation of buses in Solihull town centre and further
drive up the air quality through emission standards, as well as protecting the significant levels
of bus investment put into the centre by TfWM and Solihull MBC.
3.0
The Proposed Scheme
3.1
The proposed scheme will cover 33 bus stops and stands within Solihull town Centre covering
those in Station Approach, Poplar Road, Station Road, the section of Warwick Road within
the town centre, Homer Road, New Road, Lode Lane as far as Solihull Hospital, Blossomfield
Road, Monkspath Hall Road, Church Hill Road and Dury Lane.
3.2
A key output of the scheme will be that bus operators running within the scheme area will
have to take any layover at the rail station bus stands which is designed to ensure that traffic
in the town centre keeps moving on Station Road and Poplar Road.
3.3
The Solihull scheme will impose minimum engine emission standards for all buses. The
scheme proposes a minimum standard from day one of Euro III engine emissions increasing
to Euro IV from the start of 2018; Euro V from the start of 2020 and Euro VI by the start of
2021. This is the most ambitious scheme in terms of emissions to date and takes into account
that an SQPS must be implemented being mindful of competition law and must not be
responsible for threatening the sustainability or viability of a business.
3.4
The phasing of the minimum emission standards for Solihull are in line with the West Midlands
Bus Alliance current commitments of a minimum of all buses having a minimum of Euro V
emission standard by 1st January 2020, with 50% of buses at Euro VI standard.
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[PUBLIC]
3.5
All main bus stops at the rail station and town centre will have a slot booking system which is
similar to the type of operation undertaken across TfWMs bus stations. This process looks to
maximise safety at stops, prevent double parking of buses and make a more effective
environment for customers. In addition to the slot booking system and bus engine emission
standards the scheme will help with the following :





Protect improved bus facilities in Solihull.
Introduce enforceable bus stops and stands within the SQPS.
Require Solihull Council to enforce bus stands and other TROs
Require operators to provide RTI data feed to improve passenger information.
Improve driving standards and driver training.
4.0
Procedure to Implementation of the Scheme
4.1
The local Transport Act 2008 outlines a specific procedure that has to be followed to
implement a Statutory Quality Partnership. We are obliged to consult with:









The bus operators who currently operate within the proposed scheme area:
 National Express West Midlands (West Midlands Travel Ltd)
 Diamond Bus
 Claribel Coaches
 Igo buses
 Johnson Coach and Bus
 Sunny Travel
 Discount Travel Solutions
 Landflight (formally known as Silverline Landflight)
 A&M Group
The public transport teams at Warwickshire and Worcestershire County Councils
Chairman and Vice Chairman of the Transport Delivery Committee
Chairman and Vice Chairman of the West Midlands Combined Authority
Elected members in Solihull
Board members of the West Midlands Bus Alliance
Birmingham & Solihull LEP
West Midlands Traffic Commissioner
West Midlands Chief Constable and West Midlands Police Commissioner
4.2
We are not required to undertake a full public consultation on the scheme though anyone can
if they wish to make comments. Notification of the start of consultation will be made via an
advert in the Birmingham Mail newspaper and on our Transport for West Midlands website.
4.3
To follow the legal procedure then the following timescales are proposed:




Formal Consultation will start on Monday 13th February 2017 and be open for 13
week period (the legal minimum requirement)
Consultation ends on Monday 15th May 2017
Consideration of any comments will be made and the scheme will be made on Sunday
4th June 2017 at the latest
We will then give the legal minimum of 13 weeks’ notice of the scheme start date.
Page 3 of 5
[PUBLIC]


All bus operators who wish to operate any bus service in the scheme area once it has
started will have sign a declaration to both the WMCA and the West Midlands Traffic
Commissioner that they will fully comply with the SQPS requirements.
The planned the scheme will start on Sunday 3rd September 2017 – The significance
of the date is that this is the start of new academic year and many bus operators
already use this date to make changes to their bus services.
4.4
The consultation process outlined above will trigger discussions with stakeholders and bus
operators which will form part of the process, and may as yet result in revisions to the scheme
as shared in draft format.
5.0
Impacts on the Scheme of the Local Buses Bill 2017
5.1
Currently the Local Bus Bill is going through the required parliamentary procedures which if
all goes to plan should become law by May 2017. This will further strengthen (if the proposals
in the Bill become law) the abilities of organisations like the WMCA to develop measures to
improve the delivery of bus services in the interest of the users. In terms of the current SQPS
powers the provisions in the Transport Act 2000 and Local Transport Act 2008 will not be
rescinded but further strengthen Authorities being able to use having bus friendly policies
rather than just implementing physical improvements as a justification for a scheme. It is
proposed that SQPS partnerships are retitled Advanced Quality Partnerships.
5.2
The changes in legislation should not affect our ability to make the Solihull town centre
scheme and other than the change in the name of this type of scheme should not materially
change our proposed scheme.
6.0
Monitoring and enforcement of the Scheme
6.1
With the decriminalised parking enforcement powers in Solihull the enforcement of stationary
parking offences like buses either parked where they should not or for too long on bus stops
and stands will continue to be the responsibility of the parking enforcement officers employed
by Solihull MBC. Moving offences will continue to be the responsibility of West Midlands
Police.
6.2
TfWM staff will undertake monitoring of service performance and adherence to the scheme
requirements. The scheme provides for procedures to follow for operators who do not comply
with the scheme and ultimately this could ultimately result in action being taken by the Traffic
Commissioner for the West Midlands.
6.3
The implementation of any SQPS should aim to strengthen the working relationship between
TfWM and the Traffic Commissioner for the West Midlands (TC). The TC takes his role of
ultimate enforcer of the SQPS very seriously and through the local office for the TC they have
taken a keen interest in helping to ensure the bus operators all meet the required standards
set out in the SQPS for the Birmingham scheme and this will continue with the Solihull
scheme.
6.4
To date the Traffic Commissioner has taken disciplinary action against two bus operators
who have not complied with the scheme requirements in Birmingham City Centre. In both
cases the operators had underlying issues with the standards of their vehicle maintenance
which would have attracted the attention of the TC without the SQPS being in place.
Page 4 of 5
[PUBLIC]
6.5
With the SQPS in place this strengthen the ability of the TC to take action against the two
operators in question because the scheme requires enhanced service delivery standards. All
operators have to sign an undertaking they will abide by the scheme requirements and this
allowed the TC to take specific action. In one case this resulted in the number of vehicles
they could operate being reduced and with the other operator they were banned from running
any services at all for a number of weeks. In both cases the TC banned both operators from
running specific vehicles that did not meet the SQPS requirements.
7.0
Legal Comments
Consideration has been given as to whether or not the Scheme would have a significant
adverse affect on competition or would be likely to. WMCA have completed an assessment
and officers believe that there is no significant adverse affect if the Scheme is introduced.
8.0
Appendices

A copy of the draft scheme

Page 5 of 5
Version 1 - valid from 3rd September 2017
Schedule B – Services
Solihull Town Centre Statutory Quality
Partnership Scheme
Contents
Page
The Scheme
3
Schedule A
Map of Scheme Area
8
Schedule B
Service standards
13
Appendix B1
Bus Operators Undertaking
21
Appendix B2
Ticketing Schemes
23
Schedule C
Facilities provided by West Midlands
25
Combined Authority and Solihull
Metropolitan Borough Council
Appendix C1
Bus Stop Specification
29
Appendix C2
Passenger Information Specification
31
Appendix C3
Maintenance of Facilities
33
Appendix C4
Maintenance of Road Infrastructure
35
Schedule D
Slot Booking System
39
Appendix D1
Service Change and Slot Booking
45
Dates
Schedule E
Communications Protocol
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
47
2|Page
Schedule B – Services
SOLIHULL TOWN CENTRE STATUTORY QUALITY PARTNERSHIP
SCHEME IS MADE IN ACCORDANCE WITH SECTIONS 114 – 123 OF THE
TRANSPORT ACT 2000, AS AMENDED BY THE LOCAL TRANSPORT ACT 2008
(the Scheme), BY:
(1) THE WEST MIDLANDS COMBINED AUTHORITY of 16 Summer Lane,
Birmingham, B19 3SD; (“WMCA”) and
(2) SOLIHULL METROPOLITIAN BOROUGH COUNCIL of Council House, Manor
Square, Solihull, West Midlands, B91 3QB (“the Council”, “SMBC”)
1.
DEFINITIONS AND INTERPRETATION
Articulated Bus Stand
means a Bus Stand that can be used by local buses over 15m in
length;
Solihull Quality
means the quarterly meeting held in February, May, August and
Partnership meeting
November each year;
Bus Stand
means a bus stopping location within the Scheme Area associated
to a Bus Stand Clearway, allowing a local bus of no more than
15m in length to stand period of either 5 or 10 minutes as
determined by specific TRO for the facility and the on street
signing at the facility;
Bus Stand Clearway
Bus Stop
shall mean a bus stop clearway as defined in accordance with
paragraph 1(a) of Part 1 to Schedule 19 of The Traffic Signs
Regulations and General Directions 2002 but which will permit a
local bus to stand within the clearway for as long as maybe
necessary up to a maximum period of 10 minutes;
means a bus stop within the Scheme Area with a bus stop
clearway;
Bus Stop Clearway
shall have the meaning given to it as detailed in paragraph 1(a) of
Part 1 to Schedule 19 of the Traffic Signs Regulations and General
Directions 2002 (SI3113/2002);
Bus Stop Clearway
shall mean a bus stop clearway as defined in Schedule D to the
(regulated)
Scheme;
Bus Stop Clearway (non-
shall mean any bus stop clearway other than a bus stop clearway
regulated)
(regulated);
Commencement Date
Emergency Planning
means the date of commencement of the Scheme pursuant to
clause 2.1, or such later date as the Scheme may commence
following any postponement of the Scheme under section 117 of
the Transport Act 2000 (as amended by Section 16 of the Local
Transport Act 2008;
means a WMCA co-ordinated group that responds to external
Group
issues on the public transport network, working with operators and
other agencies to ensure the best possible service is delivered to
the passenger during any major disruption.
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
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Schedule B – Services
Equality Legislation
means The Equality Act 2010 and the Disability Equality Duty
under the Disability Discrimination Act 2005 (as amended);
Excluded Services
shall mean the category of Local Services listed in Schedule B;
Facilities
means those facilities listed in Schedule C;
Information Recharging
means the scheme between WMCA and bus operators covering
Scheme
standards of information for passengers, the quality of data passed
from bus operators to WMCA and WMCA’s charges for maintaining
information provision to passengers, as established under the
provisions of the Transport Act 2000;
Local Service
has the meaning set out in Section 2 of the Transport Act 1985,
(but excluding any Excluded Services);
Low Floor Bus
means a vehicle whether double or single deck that fully meets the
functional requirements of the Public Service Vehicle Accessibility
Regulations 2000.
Metro or Midland Metro
means the Midland Metro system;
Non-Regulated stop
shall mean a Non-Regulated bus stop as defined in Schedule D;
PSVAR
means current Public Service Vehicle Accessibility Regulations;
Regulated Stop
shall mean a Regulated bus stop as defined in Schedule D;
Scheme Area
means the area marked as shown on the map at Schedule A;
Scheduled Coach Service
means a service that has more than five departures per week
which operates outside the requirements to register as a local bus
service as defined in the Transport Act 1985
Scheduled Coach Stand
means a coach stopping location in the Scheme Area associated
with a Bus Stand Clearway, allowing a Scheduled Coach Service
(that operates outside of the requirements of the Transport Act
1985) to stand for as long as necessary up to a maximum period
of 10 minutes
Service Change Dates
means dates each year agreed between WMCA and bus operators
on which network changes are preferably concentrated unless
agreed in advance with WMCA;
Slot Booking
means the Slot Booking System with which operators pursuant to
the Scheme are required to comply, as detailed in Schedule D to
the Scheme;
SQPS
means a Statutory Quality Partnership Scheme made pursuant to
section 114(1) of the Transport Act 2000 [as amended by the
Local Transport Act 2008];
Standards of Service
means the standards of service set out in Schedule B (Standards);
Traffic Commissioner
has the meaning set out in Section 82(1) of the Public Passenger
Vehicles Act 1981;
TRO
means a Traffic Regulation Order, made under the Road Traffic
Regulation Act 1984 or any other enactment regulating the use of
roads or other places;
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Schedule B – Services

Words importing the singular include the plural and vice versa and
words implying any one gender include all genders;

Headings and references to headings shall be disregarded in construing
this Scheme;

A reference to a statute, a statutory instrument, code of practice or
statutory guidance is a reference to it as amended, extended, reenacted or replaced from time to time.
2.
DATE AND PERIOD OF OPERATION
2.1
It is proposed the Scheme will be made no later than Sunday 4th June 2017
and will come into operation on Sunday 3rd September 2017 (giving more
than the legally required 13 weeks’ notice of implementation).
2.2
The Scheme will operate for a period of 10 years from the Commencement Date
and will end at 23:59hrs on Saturday 4th September 2027 notwithstanding
any postponement of the Scheme under section 117 of the Transport Act 2000
(Postponement of provision of particular facilities or standards of service) and
subject to variation or revocation in accordance with Section 120 of the
Transport Act 2000 (Variation or revocation of schemes).
3.
SCHEME AREA
3.1
The Scheme Area covers 33 bus stops/stands and shelters within Solihull
town centre, as shown in Schedule A.
3.2
The Scheme shall apply to ALL operators of Local Bus Services running within
the Scheme Area.
3.3
The WMCA will maintain a summary of affected services when required for every
service change date and the WMCA will make copies available to the Traffic
Commissioner and all operators of affected Local Services. For the avoidance of
doubt, such list of Scheduled Services will be an indicative list only of those Local
Services which WMCA believes to fall within the terms of the Scheme. An
omission from the list of Affected Services shall not exempt a service from the
Scheme, which would otherwise fall within the terms of the Scheme.
4.
FACILITIES
4.1
Subject to clause 6 (Conditions of Use), the WMCA and the Council will make the
Facilities available (as detailed in Schedule C) to Local Services from the
Commencement Date, until the date the Scheme ceases to have effect.
4.2
Clause 4.1 shall not apply in relation to any Local Service using a Facility for any
period during which the WMCA or the Council is temporarily unable to fulfil its
obligations, in respect of that Facility, due to circumstances beyond its control.
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Schedule B – Services
In such circumstances the WMCA shall notify any operator affected by the nonprovision of such Facility, confirming the reason for such non provision and the
anticipated period during that the Facility will not be available.
4.3
The Facilities are to be maintained for the duration of the Scheme in accordance
with Appendix C3 (Maintenance of Facilities).
4.4
The WMCA and the Council will provide bus stop infrastructure at all Bus Stops
and Stands within the Scheme area.
4.5
STANDARDS OF SERVICES TO BE PROVIDED BY BUS OPERATORS
4.1
The operators of Local Services who wish to use the Facilities will undertake to
provide such Services in accordance with the Standards (listed in Schedule B)
from the Effective Date until the Scheme ceases to have effect.
4.2
The Scheme shall not restrict any Operator from providing any services in excess
of the specified Standards.
5.
CONDITIONS OF USE
5.1
An operator may only use the Facilities in the Scheme Area if:
a) a written undertaking from the operator (under the specific Operator Licence
or Community Bus Permit the service is or will be registered under) using the
template form attached at Appendix B1 is provided to PSV Operator Licensing
at their office in Leeds and a copy delivered to the WMCA; and
b) each Local Bus Service will at all times be provided to the Standards in
accordance with that undertaking except for any period during which such
operator is temporarily unable to do so owing to circumstances beyond their
control, provided that the WMCA is notified in writing (as outlined in Section E
– Communications Protocol) as soon as practicably possible as to the reasons
and period of such non-compliance.
5.2
Any operator of a Service who fails to comply with paragraph 5.1 above may be
subject to action by the Traffic Commissioner in accordance with section 17
(Revocation, suspension etc. of licences) The Public Passenger Vehicles Act
1981, section 26 (Conditions attached to PSV operator’s licence) Transport Act
1985 and section 155 (Penalties) Transport Act 2000.
6.
REVIEW AND MONITORING
6.1
The WMCA, the Council and bus operators will review the operation of the
Scheme at each Solihull Bus Quality Partnership Meeting, which will include an
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
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Schedule B – Services
assessment of the Scheme’s benefits in order to determine if any action is
required to maintain the Facilities and/or Standards of Service.
6.2
The WMCA and/or the Council reserves the right to monitor compliance with the
Standards of Services in respect of a Local Service which is using any of the
Facilities and operators of such services will allow the WMCA and the Council
(including its officers and employees) reasonable access to any such Local
Service for this purpose and provide any reasonable assistance required for this
purpose.
6.3
From time to time, the scheme document will be updated and refreshed as
deemed appropriate by the scheme makers. Changes to the SQPS document can
be proposed by the scheme makers and bus operators and all parties will be
consulted on proposed amendments to the SQPS document. After agreement is
reached on any changes, the alterations will be published in a revised document
showing the tracked changes. At most the document will be revised once a year,
or if otherwise agreed by all parties through the quarterly meetings.
7.
ENFORCEMENT AND APPEALS PROCESS
For matters relating to The Scheme and day to day management of the
Scheme
7.1
In the event that any Bus operator, the WMCA and/or the Council considers that
any other party under this Scheme are not meeting their obligations there under
then the issues shall be put in writing to the party not meeting their obligations.
This will give that party the right of explanation within ten working days why the
issues are happening and or any actions being implemented to allow that party
to comply with the scheme.
7.2
If necessary, following the actions in 7.1 meeting(s) will take place within ten
working days with the parties involved to resolve the issues.
7.3
As a result of the any actions taken under 7.1 and 7.2 the WMCA reserves the
right to advise the Office of the Traffic Commissioner of any operational issues
with scheme.
7.4
If the matter regarding the operation of the scheme cannot be resolved through
the meeting process, the matter will be determined if appropriate by the
appointment of an independent arbiter (as agreed between the two parties) to
investigate the issue(s) to report on their findings and to propose remedial
measures. The arbiter may be a Director at a local authority with an SQPS in
operation.
7.5
As part of the process outlined in 7.1, 7.2 and 7.4 the actions of a bus operator
(s) may be referred to the Traffic Commissioner for the West Midlands so that if
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
7|Page
Schedule B – Services
considered necessary action can be taken against the operator in accordance
with section 17 (Revocation, suspension etc of licenses) The Public Passenger
Vehicles Act 1981, section 26 (Conditions attached to PSV Operator’s Licence)
Transport Act 1981, section 26 (Conditions attached to PSV Operator’s Licence)
Transport Act 1985 and section 155 (Penalties) Transport Act 2000.
For matters relating to the Slot Booking System
7.6
In the event that any bus operator, the WMCA and/or the Council considers that
any other party under this Scheme are not meeting their obligations there under,
or that an issue has been identified with the allocation of slots, the matter shall
firstly be put into writing within five working days to the party not complying
giving them the right of explanation within five working days why the issues are
happening and or any actions that are or could be implemented to allow
compliance with the scheme.
7.7
If necessary following the actions in 7.5 meeting(s) will take place within five
working days with the parties involved to resolve the issues
7.8
If the matter regarding slot booking cannot be resolved through the meeting
process, in the first instance the matter will be determined by a WMCA Director
not directly involved with the operation of the Scheme.
7.9
As part of the process outlined 7.5 to 7.7 the actions of a bus operator(s) may
be referred to the Traffic Commissioner for the West Midlands so that if
considered necessary action can be taken against the operator in accordance
with section 17 (Revocation, suspension etc. Of licences) The Public Passenger
Vehicles Act 1981, section 26 (Conditions attached to PSV operator’s licence)
Transport Act 1985 and section 155 (Penalties) Transport Act.
8.
CONTACT ADDRESSES
8.1
Any notification required to be sent to WMCA should be addressed to:
Network Delivery Team (Solihull Town Centre QPS), Transport for West
Midlands, 16 Summer Lane, Birmingham, B19 3SD. Email [email protected]
Any notification required to be sent to Solihull Metropolitan Borough Council may
be addressed to:
Solihull Metropolitan Borough Council of Council House, Manor Square, Solihull,
West Midlands, B91 3QB
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
8|Page
Schedule B – Services
Map of Scheme Area
& Bus Stop Infrastructure
Solihull Rail Station
Plan
Location
Number
26
Station
Approach Solihull Station
Interchange
27
Station
Approach
Solihull Station
Interchange
28
Station
Approach
Solihull Station
Interchange
Naptan
Code
43000156402
Shelter
Number
0156402
Infrastructure
43000156401
0156402
Enclosed 4.5m Sliver
Principle
2009
43000156404
810830
Enclosed 4.5m Sliver
Principle
2009
Enclosed 4.5m Sliver
Principle
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
Date
Installed
2009
9|Page
Schedule B – Services
Solihull Rail Station
Plan
Location
Naptan Code
Number
29
Station
43000156406
Approach Solihull Station
Interchange
32
Station
43000156408
Approach
Solihull Station
Interchange
Solihull Town Centre
1
Solihull Town
43000158106
Centre – Station
Road (SA)
2
Solihull
Town 43000158101
Centre – Station
Road (SB)
3
Solihull
Town 43000158102
Centre – Station
Road (SC)
4
Solihull
Town 43000158401
Centre – Station
Road (SD)
Shelter
Number
810833
Infrastructure
Enclosed 4.5m Sliver
Principle
Date
Installed
2009
810835
Enclosed 4.5m Sliver
Principle
0158106
8m Silver Motis
July 2015
0158101
8m Silver Motis
July 2015
0158102
8m Silver Motis
July 2015
0158401
8m Silver Motis
August
2015
Solihull
Town 43000158402
Centre – Station
Road (SE)
6
Solihull
Town 43000158104
Centre – Station
Road (SK)
7
Solihull
Town 43000158103
Centre – Station
Road (SL)
8
Solihull
Town 43000158105
Centre – Station
Road (SL)
Warwick Road
9
Warwick Road - 43000159601
Poplar Road
0158402
8m Silver Motis
August
2015
0158104
8m Silver Motis
September
2015
0158103
8m Silver Motis
September
2015
N/A
Stop Pole
November
2015
N/A
2008
11
43000159301
810926
43000159302
810925
43000157101
810914
43000157102
810913
43000158403
810912
Holiday, Tour and
Excursion Coaches
only
Cantilever 4.5m Sliver
Principle
Enclosed 4.5m Sliver
Principle
Enclosed 4.5m Sliver
Principle
Cantilever 4.5m Sliver
Principle
Stop Pole
43000158402
8158402
Cantilever 4.5m Sliver
Principle
2013
5
12
13
14
34
35
Warwick Road House of Fraser
Warwick Road House of Fraser
Warwick Road Solihull School
Warwick Road Solihull School
Warwick Road Lode Lane Sg
Warwick Road Lode Lane Sf
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
2009
2014
2013
2013
2013
2007
10 | P a g e
Schedule B – Services
Homer Road
Plan
Location
Number
19
Homer Road –
Police Station
New Road
15
New Road Malvern Park
Avenue
16
New Road Malvern Park
Avenue
17
New Road - St
Alphege Church
18
New Road - St
Alphege Church
Lode Lane
36
Lode Lane –
Solihull Hospital
37
Lode Lane –
Solihull Hospital
Blossomfield Road
24
Blossomfield
Road - Solihull
Swimming Pool
25
Blossomfield
Road - Solihull
Swimming Pool
Monkspath Hall Road
21
Monkspath Hall
Road
22
Monkspath Hall
Road
Church Hill Road
20
Church Hill
Road
Dury Lane
38
Dury Lane –
Mell Square
Naptan Code
43000158301
Shelter
Number
0158301
43000157702
0157702
Stop Pole
2013
43000157701
0157701
Stop Pole
2013
43000158202
0158202
Stop Pole
2007
43000158201
0158201
Stop Pole
2007
43000159101
810911
2006
43000159102
810910
Cantilever 3m Blue
Timeline
Cantilever 3m Blue
Timeline
43000156202
810827
4.5M Blue Timeline
Enclosed
2006
0156201
Stop Pole
2014
43000124402
N/A
Stop Pole
2010
43000124401
N/A
Stop Pole
2010
4300013401
N/A
Stop Pole
2007
810924
Cantilever 4.5m Blue
Timeline
2009
4300016201
4300015525
Infrastructure
Cantilever 4.5m Blue
Timeline
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
Date
Installed
2009
2006
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Schedule B – Services
{ BLANK PAGE }
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Schedule B – Services
Schedule B
Service standards
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Schedule B – Services
1.
SERVICE STANDARDS
1.1
ALL registered local bus services operating within the Scheme Area are required
to participate in the scheme, unless excluded due to being:
i)
services which operate for the primary purpose of carrying schoolchildren
or students between their home and a school or Further Education College
at the start or finish of the day; or
ii)
Community Transport or Ring and Ride services which are restricted to use
by pre-registered passengers only; or
iii)
an excursion, tour service, inter-urban or other agreed non-scheduled
service with the exception of any Scheduled Coach Service which operates
outside the requirements to register as a local bus service under the
requirements contained in the Transport Act 1985; or
iv)
any National Rail (whether procured directly by them or via a Train
Operating Company) which are not registered as a Local Service in
accordance with Section 6 of the Transport Act 1985. However any
operator of such a service MUST gain the permission from the WMCA to
use any of facilities specifically provided for this agreement; or
v)
any Local Services operating within the Scheme Area but which do not stop
at any bus stop within the Scheme Area; or
vi)
exempt from the requirements of Part II, Regulation 3 of the Public Service
Vehicle Accessibility Regulations 2000 (SI 1970 of 2000), by virtue of
according with Part II, Regulation 4(1)(f) of those Regulations (vehicle
being over 20 years old and not used to provide a local service or a
scheduled service for more than 20 days in any calendar year, hereafter
referred to as a “heritage vehicle”). However any operator of such a service
MUST gain the permission from WMCA to use any of facilities specifically
provided for this agreement;
vii)
any service that has an allocated stop within the scheme area but also
does not have any registered stops within a two Kilometre straight line
distance outside of the scheme boundary and is operated using a vehicle
that meets the legal requirements of a coach.
1.2.
Heritage vehicles will be exempt from the requirements of sections 1.5; 1.6; 1.7;
2.1; 2.3; 2.4; 2.6; 2.7; 2.4 and 2.5.2 of this Schedule B.
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Schedule B – Services
1.3.
Any operators providing services that would be excluded from the scheme (as
specified in above in Section 1.1) but wish to use the facilities provided by the
Scheme may only use a bus stop (not a terminal stand, as specified in Schedule
A) and would also be required to comply with the Slot Booking System in
accordance with Schedule D.
1.4.
Any other scheduled service using one or more bus stops within the Scheme
Area will be required to participate in the Scheme and will be subject to the Slot
Booking System, in accordance with Schedule D of the Scheme. Bus operators
will not be able to register services with the Traffic Commissioner where the
Traffic Commissioner Registration documentation for a service has a ‘Hail and
Ride’ stopping arrangement within the Solihull Town Centre Scheme Area.
1.5.
All operators in the Scheme Area shall offer ticketing product(s) that permit
passengers travelling into the Scheme Area to interchange between services
interchanging within the Scheme Area to reach a final destination within the
Scheme Area without the payment of a separate fare.
1.6.
In line with the WMCA’s Integrated Passenger Information Strategy [2011]1, by
the first anniversary of the Scheme all vehicles operating within the Scheme
Area must be fitted with equipment to provide locational data to WMCA’s Real
Time Information system; such equipment must be maintained in working order
and correctly configured at the start of each journey by the vehicle.
1.7.
Each bus operator providing services in the Solihull scheme area shall put in
place a facility with the WMCA for sharing data, in the form of a Data Sharing
Agreement.
1.8.
In the event of an emergency or serious disruption in the scheme area, which
results in Police intervention to temporarily close roads, all operators agree to
provide services to revised terminal points as guided by the Emergency Planning
Group. The WMCA will communicate such decisions and actions in accordance
with
the
Communication
Protocol
(Schedule
E)
and
coordinate
the
communication of any revised arrangements to passengers via appropriate
media outlets, where possible including the Real Time Information displays.
2.
VEHICLE STANDARDS
2.1
From the Commencement date, Local Services shall use fully accessible low floor
buses with wheelchair ramps (fixed or portable), meeting the functional
requirements of the Public Service Vehicle Accessibility Regulations 2000.
2.2
Monitoring of air quality in the wider West Midlands shows that buses are
currently one of the greatest contributors of nitrogen dioxide emissions. The
1
www.Centro.org.uk/nmsruntime/saveasdialog.aspx?ID=6084&sID=4272
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Schedule B – Services
European Union have imposed a duty on Member States under the EU Ambient
Air Quality Directive to comply with limit values for various pollutants including
nitrogen dioxide (NO2). The introduction of cleaner engined vehicles will provide
a positive contribution towards efforts to improve air quality in the scheme area
and also along the corridors along which the services operate and will provide an
evidence base for the UK Government to demonstrate longer term, sustained
compliance.
2.3
2.4
The following vehicle standards will therefore apply:
Date
All Local Bus Vehicles
Sunday 3rd September 2017
Euro III
Sunday 7th January 2018
Euro IV
Sunday 5th January 2020
Euro V
Sunday 3rd January 2021
Euro VI
All services operating within the Scheme must comply with full Equality
legislation and PSVAR accessibility as a minimum, unless mandated or exempted
earlier by legislation. For vehicles operating on services defined in paragraph 1.1
(iii) these will not be required to meet requirements for fully accessible vehicles
until 1st January 2020, but are subject to the Vehicle Emission Standards as
defined in paragraph 2.4.
2.5
All vehicles operating within the Scheme Area must use daytime running lights at
all times.
2.6
Route and Destination Displays
2.6.1
In line with the requirements of The Public Service Vehicles (Conduct of
Drivers,
Inspectors,
Conductors
and
Passengers)
(Amendment)
Regulations 2002 (SI 2002, 1724), as amended, all Local Services must
display an accurate route number and/or route name and ultimate
destination indicators at all times.
2.6.2
All displays must comply with the legal standards set out in Schedule 2,
Section 8 of the PSV Accessibility Regulations 2000, unless using
temporary destination equipment, as set out in Section 2.6.3 below. By
1st January 2016, all vehicles are to be fitted with electronic number and
destination displays.
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Schedule B – Services
2.6.3
All temporary destination and number displays to comply with Sections
8(3)(a) and (b) of Schedule 2 of the PSV Accessibility Regulations 2000
and only be used as substitute for normal destination equipment in the
event of an emergency.
2.7
Presentation
2.7.1
Vehicles must be well presented in good order, clean externally and
internally without unpleasant odours, in appropriate finished livery,
which clearly identifies either the bus operator or branded route.
Internally, the operator must also provide their own contact details for
bus users.
2.7.2
No vehicles are to be used which remain in a livery belonging to a
previous operator under any circumstances or bear any previous
operator’s branding or other information.
2.8
Parked vehicles
2.8.1
No vehicle may be left at a bus stop within the Scheme Area unattended
at any time other than at the designated layover stands at Solihull
Railway Station Approach where this is limited by TRO to a maximum of
10 minutes. Unattended vehicles will be defined as illegally parked and
may be subject to a Penalty Charge Notice.
2.8.2
Vehicle engines must be switched off at bus stands, where waiting time
exceeds 2 minutes, unless there is an operational requirement for the
vehicle to remain switched on.
2.9
All operators must provide the WMCA and the Council, in an approved Excel
spreadsheet format clearly identifying the operator, with a quarterly statement
listing each bus by registration plate, fleet number, Euro emission standard,
accessibility status (low floor to functional Equality legislation compliance), and
real-time enabled. This is primarily to assist with the enforcement of bus priority
facilities and the Scheme. Where a vehicle has had an engine or exhaust
modification system fitted to achieve an improved emission standard then WMCA
will also require copies of the annual test certification that proves the vehicle is
continuing to achieve the up rated emission standard.
2.10
DRIVER STANDARDS
2.1
Operators shall ensure bus drivers at all times drive in a safe, courteous and
professional manner undertaking a duty of care to all bus passengers and other
road users.
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Schedule B – Services
2.2
To ensure safety of passengers, drivers must not use hand-held mobile phones,
consume food or drink or otherwise be distracted whilst driving.
2.3
All drivers must be provided with an appropriate uniform and operators shall use
reasonable endeavours to ensure that this is worn on duty and maintained in a
clean and tidy condition to promote a professional appearance.
2.4
Driver Training
2.4.1
Drivers operating Local Services within the Scheme Area should be fully
briefed on the terms and objectives of the Scheme, be route trained and
conversant and proficient in the use of ticketing equipment and all fares
options when operating Local Services in the Scheme Area.
2.4.2
Operators shall ensure that at least 60% of drivers at each of their
operating centres that serve the Scheme Area on Local Services have, or
are working towards NVQ Level 2 training to include the mandatory
units of Transporting Passengers by Road – Short Itineraries (currently
TP1 to TP7 inclusive) plus the optional units “Provide Local Bus Services”
(currently TP11) and “Operate Payment Systems” (currently TP8), or an
agreed equivalent inclusive of diversity/disability awareness training,
unless otherwise superseded or agreed by the West Midlands Bus
Operator’s Panel and WMCA.
2.4.3
To provide the WMCA with an annual statement of the number and
proportion of drivers qualified or receiving training (as specified in 2.4.2
above) operating on Local Services covered by the Scheme.
2.5
Passenger Assistance
2.5.1
Operators shall ensure drivers provide assistance to elderly or mobility
impaired passengers when requested, for boarding or alighting and if so
requested for them to remain stationary until such passengers are
seated.
2.5.2
Drivers to assist passengers in wheelchairs by lifting or deploying ramp
and if requested offer assistance in accordance with the PSV (Conduct of
Drivers,
Inspectors,
Conductors
and
Passengers)
(Amendment)
Regulations 2002.
2.5.3
If requested, drivers should enable sitting passengers who require
assistance to remain seated until the bus has come to a stop before
alighting.
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Schedule B – Services
2.6
Operators must ensure drivers do not smoke at any time on board a bus and to
use reasonable endeavours to enforce a smoking prohibition for all passengers
on Local Services.
3.
CUSTOMER CARE STANDARDS
3.1
Customer Care
3.1.1
Operators shall ensure that passengers on a bus which has become
immobilised are transferred safely on to a replacement vehicle or
alternative local service within 60 minutes of breakdown occurrence.
3.1.2
Operators shall be in attendance of broken down buses and use
reasonable endeavours to remove any obstacle from the highway within
60 minutes of any breakdown occurrence.
3.1.3
All operators operating Local Services within the Scheme Area to have
an established complaints procedure and to respond to customer
correspondence within 10 working days of receipt.
4.
NETWORK PERFORMANCE
4.1
With the exception of Scheduled Coach Services, changes to routes and
timetables shall only be made on the agreed Service Change Dates, in order to
maintain network stability, unless there are exceptional circumstances which
have been agreed in advance with the WMCA. Reference should be made to
Appendix D1 of the Slot Booking System.
4.2
All Local Bus Service Registrations, whether new or variations, must be
undertaken in line with the process set out in Schedule D, Slot Booking System.
4.3
The WMCA and the Council will continue to work with operators to improve
punctuality and reliability through voluntary multi-lateral agreements outside the
town centre.
5.
INFORMATION STANDARDS
5.1
No temporary notices of any description are to be fixed to any bus stop or
information pole, without the prior approval of the WMCA. The real-time displays
can be used to display service disruption details if required.
6.
ENFORCEMENT
6.1
Any complaints and enforcement will follow the protocol as set out in Section 8
of The Scheme.
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Schedule B – Services
{ BLANK PAGE }
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Schedule B – Services
Appendix B1
Bus Operators Undertaking
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Schedule B – Services
SOLIHULL TOWN CENTRE
STATUTORY QUALITY PARTNERSHIP SCHEME
UNDERTAKING IN ACCORDANCE WITH SECTION 118(4) OF THE TRANSPORT
ACT 2000
TO:
PRIVATE & CONFIDENTIAL
Senior Team Leader, PSV Operator Licensing
Hillcrest House
386 Harehills Lane
Leeds
LS9 6NF
FROM:
{Operator Legal Name}
PD
{Operator Licence Number}
{Address}
The above named operator hereby undertakes to provide Local Services to the standards and
requirements specified in the Scheme when using the Facilities. The traffic commissioner can
impose a penalty or sanction for any failure to meet the standards. Currently the penalty can be up
to £550 for every vehicle the operator has licenced and/or the traffic commissioner can place a
condition on the licence prohibiting the operator from running certain local services or local
services of any description.
All terms used in this undertaking have the same meaning as those set out in the Solihull Statutory
Quality Partnership Scheme as made on Sunday 4th June 2017 and that will come into operation
on Sunday 3rd September 2017.
SIGNED
{Company Officer Signature}
{Company Officer Name}
{Date Signed}
COPY OF COMPLETED FORM MUST AT THE SAME TIME BE SUBMITTED TO:
Network Delivery Team (Solihull Town Centre SQPS)
West Midlands Combined Authority, 16 Summer Lane, Birmingham, B19 3SD
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Schedule B – Services
Appendix B2
Ticketing Schemes
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Schedule B – Services
Appendix B2 – Ticketing schemes
The WMCA is working in partnership with operators to develop and introduce Smartcard
multi operator ticketing products to create an integrated public transport offer between
the bus, rail and metro modes. The WMCA will work with operators to create where
possible such ticketing products that do not create a financial penalty to the user who
has to change buses within the SQPS area to access their final destination.
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Schedule C
Facilities provided by WMCA
and Solihull Metropolitan Council
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1.
Bus Priority
1.1
Slot Booking System
The WMCA will manage the Slot Booking System in accordance with Schedule D
to the scheme.
1.2
Solihull Metropolitan Council will maintain the relevant Traffic Regulation Orders
and Bus Lanes within the scheme area. This will both facilitate the operation and
enforcement of the scheme.
1.3
Bus Stands and Bus Stop Clearways
1.3.1
At the Commencement Date, within the Scheme Area there will be 37
bus stops, including 7 bus stands at Solihull Rail Station (marked as
stops 26 – 32 in Schedule A Map of Scheme Area & Bus Stop
Infrastructure which can be used for time limited layover. As part of the
Slot Booking System (pursuant to Schedule D of the Scheme), all bus
stops within the Scheme Area will be designated into an appropriate
category and will be defined as either:(a)
“Bus Stand Clearway”
(b)
“Bus Stop Clearway”
(c)
“Bus Stop Clearway (Non-Regulated)”
on the basis set out in the Slot Booking System.
1.3.2
Bus Stop Clearways and Bus Stand Clearways will be provided at all
stops, save to the extent that this is not possible due to loading and
unloading requirements for local businesses, as specified in Schedule A
(Infrastructure) to this Schedule C.
1.3.3
Where a Bus Stop Clearway or Bus Stand Clearway has been provided
these will only permit use by Local Services, unless otherwise
authorised by the Council.
1.3.4
In accordance with Schedule 19 of the Traffic Signs Regulations and
General Directions 2002 (SI 2002/3113) including any relevant
subsequent updates to these Regulations, all Bus Stand Clearways and
Bus Stop Clearways will be defined on the following basis:(a)
all “Bus Stand Clearways” will be designated with a
maximum layover of either 5 or 10 minutes, as specified
in Schedule A to this Schedule C.
(b)
all “Bus Stop Clearways” will be designated with a
maximum layover of 2 minutes, as specified in Appendix
Schedule A to this Schedule C in accordance with
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regulation 3 (a) of The Traffic Signs Regulations and
General Directions 2002/3113.
2.
INFRASTRUCTURE
2.1
Bus Shelters, Shelter cases and Seating
2.1.1
Appendix C1 sets out the specification for bus stops in the Scheme Area.
Subject to site and usage limitations, a bus shelter will be provided at
bus stops within the Scheme Area, as detailed in Schedule A.
3.
PASSENGER INFORMATION
3.1
The specification for the provision of passenger information at each stop is set
out in Appendix C2, covering items such as the display of service numbers,
provision of timetable information and display of other public transport-related
information.
3.2
Real-Time Electronic Displays
3.2.1
The electronic display will show either “real time” or chronological
scheduled information for all Local Services using the relevant bus stand
or bus stop.
3.2.2
The WMCA can add messages to the electronic displays within the
Scheme Area, which can provide useful travel information relating to
various one-off network changes – stops, services, fares, roadworks,
delays etc. The facility for bus operators to contact the WMCA to add
planned messages is available.
4.
OTHER FACILITIES
4.1
The WMCA will continue to provide a Travel Information Centre in the town
centre, providing impartial all operator information and details on ticketing and
concessionary travel.
4.2
Bus Passenger Surveys
4.2.1
The
WMCA
will
undertake
regular
studies
to
monitor
customer
satisfaction with bus services in Solihull.
4.2.2
The information will also be presented to operators at the Solihull Bus
Quality Partnership meetings.
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5.
MONITORING, ENFORCEMENT AND MAINTENANCE
5.1
Enforcement of Bus Stands and Bus Stop Clearways
5.1.1
The Council is responsible for civil parking enforcement and the
enforcement
of
bus
lane
contraventions.
With
effect
from
the
Commencement Date, all of the bus stands and bus stop clearways will
be enforced by the Civil Enforcement Officers, who are deployed on
behalf of the Council.
5.1.2
The Civil Enforcement Officers may issue a Penalty Charge Notice if the
restrictions detailed in 1.3.4 above are contravened. The Penalty Charge
Notice is £50.00, which is discounted to £25.00 if it is paid within 14
days from the date of issue of the Penalty Charge Notice.
5.1.3
The WMCA will liaise with the Council regarding persistent problems with
contraventions by other vehicles of bus stand and bus stop clearways.
Any problems experienced by operators can be notified to the WMCA for
monitoring.
5.2
The WMCA will monitor the operation of bus services the Solihull scheme area,
which will include monitoring vehicles and services operating within scheme area
for their compliance with the terms of the SQPS. Non-compliance will be dealt
with as set out in section 7 of The Scheme.
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Appendix C1
Bus stop specification
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Appendix C1 - Bus Stop Specification
Information
As detailed in Schedule A:
pole
 Alighting-only bus stops will be provided with a bus stop pole and
flag, with wording indicating that services cannot be boarded at that
location.
 Boarding bus stops will be provided with a bus stop flag
incorporating service numbers, timetable information and, if
applicable, real-time information and mapping.
Shelter
 Provided at Bus Stops and Bus Stands as detailed in Schedule A.
 Size and orientation of shelter provided dependent on site conditions.
 All shelters will be illuminated.
 All shelters will include seating provision (subject to site conditions).
Real-time
 Electronic Display provided at Bus Stops and Bus Stands as specified
in Schedule A, incorporated within the bus stop totem.
 Real-time or scheduled information displayed
Raised kerbs
 Minimum standard kerb height provided at Bus Stops and Bus Stands
within the Scheme Area will be 120mm, with an acceptable height of
140mm, and a maximum height of 160mm
Maintenance
 As detailed in Appendix C3.
Bus Stand
 Provided at Bus Stops and Bus Stands as detailed in Schedule A.
Clearway/Bus
 If provided, will be in accordance with The Traffic Signs Regulations
Stop Clearway
and General Directions 2002.
* - The “Bus Stop” plate legend will be varied to “Bus Stand”, where the stop is
designated a bus stand in accordance with paragraph 2.6 above.
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Appendix C2
Passenger information specification
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Appendix C2 – Passenger information specification
Bus Stop Plate
The WMCA shall display at any bus stand or bus stop a
service name/number for each Local Service that uses
such bus stand or bus stop, and this will be maintained
under WMCA’s Information Recharging Scheme.
Timetable Information
The WMCA shall display their “service information” in the
timetable cases, with the services shown displayed in the
format “times departing from that stop” together with a
route summary which details the main areas served by the
service.
Real Time Information (RTI)
Where an RTI display is provided, this will display either
“real time” or chronological scheduled information for all
Local Services using the relevant bus stand or bus stop.
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Appendix C3
Maintenance of Facilities
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Appendix C3 – Maintenance of facilities
1.
Bus Shelters, Information Panels and Seating, Bus Stop Totems and
Poles/flags
Responsibility: WMCA’s Shelter Maintenance Contractor
1.1
All shelters and totems within the Scheme Area will be inspected and cleaned at
least once a week. Totems are additionally inspected whenever a service needs
to be added, removed or amended.
1.2
Graffiti and flyposters are removed within three working days of notification to
WMCA.
1.3
Routine repairs, including the replacement of lamps and fluorescent tubes are
conducted within 2 working days following notification to WMCA. Non routine
repairs are conducted within 5 working days of notification.
1.4
Where damage has occurred that requires urgent attention due to a danger to
traffic, pedestrians or property the WMCA will respond within 4 working hours for
faults reported to and received between 0730 and 1800 hours on working days
and by noon on the next working day for faults reported to and received by the
company between 1800 and 0730 hours on non-working days.
2.
Real Time Information Electronic Displays
Responsibility: The WMCA’s Real Time Information team
2.1
Electronic real-time displays will be visually checked and cleaned at least once a
week, as part of the shelter and totem cleaning regime
2.2
Routine repairs are conducted within 5 working days following notification to the
WMCA. Non routine repairs are conducted within 5 working days of notification.
2.3
Where the display maintenance contractor cannot identify a fault, the display will
be replaced.
2.4
Where damage has occurred that requires urgent attention due to a danger to
traffic, pedestrians or property, the WMCA will respond within 4 working hours
for faults reported to and received between 0730 and 1800 hours on working
days and by noon on the next working day for faults reported to and received
between 1800 and 0730 hours on non-working days.
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3.
CCTV Equipment in Shelters
Responsibility: The West Midlands Combined Authority
CCTV cameras will be visually checked at least once a week and will be cleaned
at least once a month. Each camera will be given a maintenance inspection every
three months, with a full service twice a year to coincide with the changing of
clocks between winter and summer times.
3.1
All repairs are conducted within five working days following notification to WMCA.
4.
Electrical Supplies to Infrastructure
Responsibility: Nominated Electricity Supplier
4.1
If for any reason a fault lies with the electricity supply to any of the
infrastructure, then the fault will be reported to the nominated electricity
supplier. The responsibility in these circumstances is therefore out of the control
of the WMCA.
5.
Bus Stands and Bus Stop Clearways
5.1
The maintenance of highway markings is covered in Appendix C4.
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Schedule D
Slot booking system
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Schedule D - Slot Booking System
DEFINITION OF THE SLOT BOOKING SYSTEM FOR BUS STOPS IN SOLIHULL
TOWN CENTRE
1.
DEFINITIONS & INTERPRETATION
These provisions relate to Regulated Bus Stops within Solihull Town Centre, as
covered by the SQPS. For the purposes of this schedule the following words shall
have the following meanings (words previously defined retain those meanings
but may have further specific additional meanings below):“Bus Stand Clearway”
means
a
Regulated
Bus
Stop
used
for
terminating services as detailed in Schedule
D;
“Bus Stop”
means each bus stopping point within the
SQPS area that is marked by a bus stop flag
sign and listed in Schedule A;
“Bus Stop (Not Clearway)”
means a Bus Stop that is not regulated and is
intended for bus services operating through
the stop rather than terminating at it, as
specified in Schedule A.
“Bus Stop Cage”
means the marked area on the carriageway to
accommodate buses standing at a Bus Stop
Clearway or Bus Stand Clearway;
“Bus Stop Clearway”
(Regulated or Non-Regulated) means a Bus
Stop intended for use by services operating
through the stop rather than terminating at it;
“Departure”
means
either
a)
a
scheduled
in-service
departure from a Bus Stop or b) any out-of
service movement away from a bus stop in
those instances where there is no scheduled
in-service departure but there has been a
scheduled in-service arrival at the bus stop
and that journey has terminated there;
"Departure Slot"
means an allotted period of time in which a
bus operator can occupy a bus stand in order
to take up a scheduled departure, as more
specifically set out in paragraphs 3 and 4;
“Non-Regulated Bus Stops”
normally
function
as
stops
on
the
final
inbound approach to the city centre, at which
the overwhelming majority of passengers will
be alighting from rather than boarding the
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buses serving the stop. Any other Bus Stop
that is not specifically defined as a Regulated
Bus Stop or as a Bus Stand is defined as a
“Non-Regulated Bus Stop” in Schedule A and
has no limit on the number of departures
permitted from that stop in any operating
period.
“Regulated Bus Stop”
means any Bus Stop within the SQPS area
specified as a Regulated Stop in Schedule A at
which the number of departures in each hour
is limited (For example a maximum of 60
departures in each operating period may be
permitted from a stand and the registration of
further departures from that Bus Stop would
not be permitted).
“Service”
means a service provided along the same
route by one operator and denoted by a single
service number or service name. This will
include any minor variations of the same
service as denoted by a prefix or suffix
attached to the basic service number or
service name.
“Slot Booking Area”
Is the specific area within the wider scheme
area where WMCA allocate departure slots
“Stop Code”
means
the
alpha-numeric
reference
code
applied to each bus stop within Solihull Town
Centre.
“Stop Group”
means a group of bus stands or bus stops,
usually along the same side of the same
street
that
share
the
same
alphabetic
character of their stop code.
“Terminus Stand”
means a bus stand designated or recognised as
the main timing point in the Scheme area for a
service or group of services.
2.
GENERAL PRINCIPLES
2.1
There will be 4 basic types of stop within the Scheme Area:
2.1.1
Bus Stands for terminating services;
2.1.2
Regulated Bus Stops for through services (with a maximum 60
departures in each hour);
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2.1.3
Non-regulated Bus Stops for through services, where operators must
comply with the terms of any Bus Stop Clearway and shall, in any event,
not layover at a Non-Regulated Bus Stop for longer than 2 minutes.
2.2
All departures on the same service, provided by the same operator, must
observe the same Bus Stop for all departures and cannot be split over 2 or more
stops within the same Stop Group.
2.3
Each service, provided by the same operator, must observe only one Bus Stand
within the SQPS area.
2.4
Each service, provided by the same operator, may observe only one Regulated
Bus Stop per direction on any road.
3.
DEFINITION OF A DEPARTURE SLOT AT A REGULATED BUS STOP
3.1
At Regulated Bus Stops there will be no specifically defined start and end time
for a departure slot but the number of departures in any hour should be kept at
or below the stated limit of 60 departures.
3.2
Operators should recognise it as in their operational interest to distribute
departures evenly with buses leaving the stop at no less than a one-minute
scheduled interval.
4.
DEFINITION OF A DEPARTURE SLOT AT A BUS STAND
4.1
Each single Bus Stand has up to 15 Departure Slots available in any hour and a
double Bus Stand up to 30 Departure Slots per hour. WMCA may consider
requests from one or more operators to provide a higher number of departures
per hour from a Bus Stand if it is deemed by WMCA to be in the passengers’
interest; such requests will only be considered on the basis that the group of
stands (as set out in Schedule A) would not exceed its total capacity and WMCA
reserves the right to reject the request (subject to the prescribed appeals
process).
4.2
Operators should recognise it as in their operational interest to distribute
departures evenly with buses leaving the stop at no less than a 3-minute
scheduled interval for a single terminal stop or a 2-minute scheduled interval for
a double terminal stop but within the overall limit on the number of departures
per stop per hour.
4.3
Buses may leave the Bus Stand at any time within a Departure Slot, so long as
the waiting time prior to that departure does not overlap into a preceding
booked Departure Slot (where it was booked by another service).
4.4
If the preceding Departure Slot is not booked then a bus may wait on the Bus
Stand for up to 5 minutes within its slot.
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4.5
Engines should be switched off (within reason) where waiting time exceeds 2
minutes.
4.6
Vehicles should not be left unattended on a bus stand without a driver at any
time.
5.
ALTERNATIVES
5.1
It may not always be possible to accommodate a new service at the operator’s
preferred stop and other stopping points may need to be considered in such a
situation.
5.2
As well as Bus Stands, Bus Stops may be available for new services to use
(within the stated departure criteria that apply there)
5.3
REGISTRATION WITH TRAFFIC COMMISSIONER AND MAKING A SLOT
BOOKING WITH WMCA
5.4
Operators are required to register changes to bus services with the Traffic
Commissioner with 56 days notice, as defined by the Transport Act 1985.
5.5
Before submitting an Application to Register a Bus Service (PSV350) or an
Application to Change a Local Service Registration (PSV355) or by way of the
electronic alternative, for a service change effective within the Scheme area,
with the Traffic Commissioner, the bus operator must provide the WMCA with
a draft timetable,
including which Bus Stops or Bus Stands (using the stop
reference code as detailed in Schedule A) are wished to be used, a minimum of
10 working days in advance of submitting such an application to the
Traffic Commissioner. Appendix D1 provides details of Service Change Dates
5.6
For any Scheduled Coach Service, operators will need to provide WMCA with a
draft timetable which will include the required stopping points, giving a minimum
of 28 working days notice to WMCA, in advance of the introduction or change to
service.
5.7
The WMCA will then confirm if, in accordance with the Slot Booking System, the
proposed slots are available for the operator to use and, if not, which alternative
slots are available for the operator to register.
5.8
All applications to register or change a Local Service Registration which are
submitted to WMCA must include a full working timetable, showing the times of
all departures from each particular stop for the proposed service, even if the
service is operated at frequent intervals of 10 minutes or better.
5.9
For Regulated Bus Stops, the WMCA will ensure that each new service will not
exceed the departure limit of that stop.
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5.10
Where an incumbent service is present at a Bus Stand or Regulated Bus Stop it
will take precedent over a new service that is seeking to take up a slot at the
Bus Stand or regulated Bus Stop.
5.11
To determine, for the purposes of paragraph 6.6, incumbency at a Bus Stand or
Regulated Bus Stop, services will be ranked in terms of the first date of
registration for that service with the Traffic Commissioner at its current headway
(with earlier registrations taking priority over more recent registrations).
Temporary registrations for minor amendments of durations of eight weeks or
less shall not count towards the incumbency consideration.
5.12
If a service is to introduce more departures from a Bus Stand or Regulated Bus
Stop then it can do this until all available slots on that Bus Stand are taken.
Once no vacant slots remain, it is up to the service that is being increased to
either: - (a) locate to an alternative bus stand where the required slots are
available for use; or (b) for another service from the existing stand to be located
to an alternative stand (this could only be done with the agreement of any other
operator using the same Stand). Written evidence of agreement to relocate the
other service will be required before this option can be considered by the WMCA.
5.13
Where prior to the commencement of the Scheme two or more services have
registered the same scheduled Departure Slot from a Bus Stand within the
Scheme Area, all operators other than the first operator to have registered their
service at such Bus Stand with such departure time shall, as soon as reasonably
practicable, re-register their service either with an alternative Departure time or
at an alternative Bus Stop in accordance with this paragraph 6.
5.14
Information supplied in applying for departure slots will be treated as
confidential and will not be made available to third parties unless required to do
so by law.
6.
SLOT BOOKING MONITORING
6.1
The WMCA and the Council will monitor adherence by operators to their booked
slots at all stops. Systematic contraventions will be raised with the operator in
line with the agreed enforcement process, and subject to the stated Appeals
Process.
6.2
Monitoring
may
take
from
the
form
of
personal
observations,
surveys
commissioned by the WMCA and/or the Council, or through the use of CCTV or
Real Time Information systems.
7.
APPEALS PROCESS
7.1
An appeal may be made against any decision regarding the Slot Booking
System, in accordance with the Appeals Process as set out in The Scheme.
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Appendix D1
Service Change and Slot Booking Dates
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Appendix D1 – Service Change and Slot Booking Dates
Service change dates for 2017 & 2018, with associated cut-off dates for requests for
amended departure slots.
TARGET
NSP
REGISTRATION DATABASE
DATE OF
MONTH
POSITION COMMENTS
No.
DATE
CUT-OFF IMPLEMENTATION
DATE
NSP
102
Jan-17
06-Nov-16
09-Dec-16
01-Jan-17
NSP
103
Feb-17
01-Jan-17
03-Feb-17
26-Feb-17
NSP
104
Apr-17
26-Feb-17
31-Mar-17
23-Apr-17
NSP
105
May-17
02-Apr-17
05-May-17
28-May-17
Jul-17
28-May-17
30-Jun-17
23-Jul-17
Sep-17
09-Jul-17
11-Aug-17
03-Sep-17
NSP
108
Sep-17
30-Jul-17
01-Sep-17
24-Sep-17
NSP
109
Oct-17
27-Aug-17
29-Sep-17
22-Oct-17
NSP
110
Jan-18
13-Nov-17
16-Dec-17
08-Jan-18
NSP
111
Feb-18
31-Dec-17
02-Feb-18
25-Feb-18
NSP
112
Apr-18
25-Feb-18
30-Mar-18
22-Apr-18
NSP
113
May-18
25-Mar-18
27-Apr-18
20-May-18
NSP
114
Jun-18
15-Apr-18
18-May-18
10-Jun-18
NSP
106
NSP
107
School term
starts
End of half
05-Marterm
17
holiday
TfWM
30-Aprcontract
17
change date
Rail
Timetable
04-Jun-17
Change
Weekend
School term
30-Jul-17
finishes
10-Sep- School term
17
starts
University
01-Octterm starts
17
(Coventry)
TfWM
29-Octcontract
17
change date
School term
15-Jan-18
starts
End of half
04-Marterm
18
holiday
TfWM
29-Aprcontract
18
change date
Rail
27-MayTimetable
18
Change
Weekend
Signature
17-Jun-18
Bus
Network
08-Jan-17
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NSP
115
NSP
116
Jul-18
27-May-18
29-Jun-18
22-Jul-18
Sep-18
08-Jul-18
10-Aug-18
02-Sep-18
NSP
117
Sep-18
29-Jul-18
31-Aug-18
23-Sep-18
NSP
118
Oct-18
02-Sep-18
05-Oct-18
28-Oct-18
NSP
119
Jan-19
11-Nov-18
14-Dec-18
06-Jan-19
NSP
120
Feb-19
30-Dec-18
01-Feb-19
24-Feb-19
NSP
121
Apr-19
03-Mar-19
05-Apr-19
28-Apr-19
NSP
122
May-19
24-Mar-19
26-Apr-19
19-May-19
Jul-19
26-May-19
28-Jun-19
21-Jul-19
Sep-19
07-Jul-19
09-Aug-19
01-Sep-19
NSP
125
Sep-19
28-Jul-19
30-Aug-19
22-Sep-19
NSP
126
Oct-19
01-Sep-19
04-Oct-19
27-Oct-19
NSP
127
Jan-20
10-Nov-19
13-Dec-19
05-Jan-20
NSP
128
Feb-20
29-Dec-19
31-Jan-20
23-Feb-20
NSP
123
NSP
124
Review
School term
29-Jul-18
finishes
09-Sep- School term
18
starts
University
30-Septerm starts
18
(Coventry)
TfWM
04-Novcontract
18
change date
School term
13-Jan-19
starts
End of half
03-Marterm
19
holiday
TfWM
05-Maycontract
19
change date
Rail
26-MayTimetable
19
Change
Weekend
School term
28-Jul-19
finishes
08-Sep- School term
19
starts
University
29-Septerm starts
19
(Coventry)
TfWM
03-Novcontract
19
change date
School term
12-Jan-20
starts
End of half
01-Marterm
20
holiday
Service Change Dates for subsequent years have yet to be agreed.
Any request for revised departure slots must be made at least two weeks before
submission of registrations to Traffic Commissioner. Registrations without
signed-off slot requests are likely to be refused.
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
45 | P a g e
Schedule E
Communications protocol
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
46 | P a g e
Schedule E – Communications protocol
DEFINITION OF A PROTOCOL FOR THE DISSEMINATION TO OPERATORS OF
CRITICAL INFORMATION RELATING TO SOLIHULL
1.
Aim
1.1
This protocol aims to clearly set out the preferred method of communication
between WMCA, SMBC and bus operators covered by the Scheme, in relation to
incidents in the Solihull Scheme Area that may impact on the operation of bus
services.
It does not replace or overrule any other established communication plans, but sets out
the communication methods used for specific events.
2.
Events covered
2.1
The protocol is anticipated to be used in cases of events such as:

emergency road closures

unavailability of bus stops

need for service diversions

future planned unavailability of facilities
3.
Methods of communication
3.1
If it is necessary to pass information quickly to all operators, the WMCA will coordinate the dissemination of notices by email. Notifications provided by SMBC
will also be channelled through the WMCA, to ensure that all parties are aware of
the communication and that a co-ordinated response and support can be
provided.
3.2
It is therefore imperative that all operators provide the WMCA with an email
address that is regularly checked by the operator.
3.3
Emails can be sent to the WMCA at [email protected]. This inbox is regularly
checked and any emails will be dealt with as appropriate. Emails relating to the
Scheme or town centre issues should not be sent to a specific individual, the use
of the address above will allow the most appropriate member of the team to deal
with the query, regardless of individual staff availability.
3.4
Written communications to the WMCA or Solihull Metropolitan Borough Council
should be sent to the addresses stated in Section 8 of The Scheme.
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
47 | P a g e
West Midlands Combined Authority
16 Summer Lane
Birmingham
B19 3SD
Solihull Metropolitan Borough Council
Civic Centre
St. Peter's Square
Solihull
WV1 1SH
Solihull Town Centre Statutory Quality Partnership Scheme – Version 1 3rd September 2017
48 | P a g e
This report is PUBLIC
[NOT PROTECTIVELY MARKED/PROTECT/RESTRICTED]
Agenda Item No. 9.
Transport Delivery Committee
Date
6th February 2017
Report title
TfWM Infrastructure Report
Accountable Director
Pete Bond, Director of Transport Services
Accountable
Employee
Email [email protected]
Tel: 0121 214 7388
Andrew Thrupp, Operations Manager (Customer Facilities)
Email [email protected]
Tel: 0121 214 7372
Report to be/has been Councillor Worrall, TDC Chair
Councillor Hartley, Lead Member for Putting Passengers First
considered by
Recommendation(s) for action or decision:
The Committee is recommended to note the contents of the report.
1.0
Purpose
1.1 To report matters relating to the operation and enhancement of TfWM Customer Infrastructure.
TfWM provides 12 bus stations, 2 travel centres, 5200 shelters, 6625 stops and 59 Park & Ride
sites. This report includes:
Section 2
Bus Stations, Interchanges and Travel Centres
Section 3
Safety & Security, Real Time Information (RTI) and Swift
Collectors
Section 4
Shelters, Stops and Park & Ride Enhancements
Section 5
Glossary of terms
Page 1 of 7
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2.0
Bus Stations, Interchanges and Travel Centres
This section of the report highlights a selection of current enhancements that TfWM has delivered
or are working on across our bus stations, interchanges and travel centres.
Bearwood Interchange
2.1 TfWM worked in partnership with Sandwell MBC to deliver and fund a number of key
improvements at Bearwood and in the immediate area around the interchange. The
refurbished interchange was officially opened in July 2016.
2.2 Sandwell MBC returned the ‘Chamberlain’ 7 metre pillar clock back to Bearwood
(removed in 1971) and this was installed in a refurbished public realm area suitable for its
historic significance. The toilet block adjacent to the bus station was demolished and a
refurbished automatic toilet has been installed in its place. TfWM jointly funded the
replacement of the toilet block and highway works in the area immediately adjacent to the
bus station as this makes an extremely positive contribution to the experience of our
customers.
2.3 As part of this partnership, TfWM replaced all of the shelters and paved areas across the
interchange to the same specification as the public realm area. All fencing and other
infrastructure in the area was repainted and/or replaced to ensure the interchange was
enhanced in line with the improvements in the area. The partnership approach to this project
demonstrates TfWM commitment to working with others to jointly improve and provide
excellent public transport and community facilities.
Merry Hill Bus Station
2.4 Following a review of the bus station in terms of safety and customer experience, Intu
Merry Hill and TfWM are working in partnership to deliver a modern, more accessible and
welcoming bus interchange for visitors. This exciting project will be complete in spring 2017
and from the investment passengers will benefit from the following;
•
An up to date bus station that is compliant with the Equality Act 2010 and is to the
same standard as other TfWM facilities;
•
New enclosed shelters and covered walkways;
•
Automatic doors that only open when a bus is at the stand;
•
Real Time and Electronic Passenger Information boards.
2.5 To ensure the facility stays open throughout the works, the work will be split into three
phases always maintaining at least six operational stands for customers to catch their bus.
Phase 1 will see four of the new stands constructed and this started on the 16th January and
is planned to be completed by the 25th February 2017. Phases 2 and 3 will then follow.
2.6 Regular communication to all stakeholders, additional staff, changes to traffic flow and
additional layover area for buses will all be implemented during the works to ensure any
disruption is kept to a minimum.
2.7 When the project is completed, customers will experience enhanced waiting facilities with
automatic doors, CCTV and real time information. TfWM and Intu staff will be available for
customer assistance and to ensure the bus station operates efficiently. Passenger safety is
also enhanced by the new configuration not having any pedestrian crossing points creating
a sterile bus only area.
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Coaches in Wolverhampton Bus Station
2.8 Coaches were relocated to Wolverhampton Bus Station in June 2016. Due to the closure
of Pipers Row when the Metro development works begin, TfWM worked with Wolverhampton
City Council and National Express to find an alternative for coaches and customers in the city
centre.
2.9 The Bus Station was identified as the most beneficial option and since the 5th June,
following some reconfiguration work at the bus station, coaches now use stand E. The
transition went to plan and without any disruption to customers. The introduction and ongoing
operation has been successful with positive feedback being received from partners and
customers.
2.10 Customers are now experiencing an enhanced multi modal facility. Customer benefits
include high quality waiting facilities available 24 hours a day 7 days a week, with CCTV and
on-site security. Real time information is available at the main entrances for services across
all modes, and National Express and TfWM staff are co-located within the travel shop to
provide tickets and customer assistance. The bus station delivers improved accessibility,
including a RADAR disabled toilet, a colour contrasted tactile paving strip, tactile/Braille map
of the station and information at each stand. Passenger safety is also enhanced by the
designated coach stand and loading point with automatic doors that open when alighting and
boarding.
Bus Activated Automatic Doors installed at Walsall & Coventry Pool Meadow
2.11 TfWM has established best practise in respect of bus station design and specifically the
control of pedestrian access and egress into the carriageways. National Design Standards
for Bus Stations are applied when each bus station is upgraded and this includes the
installation of automatic doors which only operate when a bus is in position at the stand. This
measure not only reduces the likelihood of pedestrians accessing the carriageway but
enhances the customer experience at each location.
2.12 There is evidence of increased pedestrian activity within the carriageways at bus stations
that are not fully enclosed with automatic doors and due to this risk we installed automatic
doors at Coventry Pool Meadow in July 2016 and Walsall in December 2016.
2.13 Since the installation of the automatic doors at these sites, TfWM has received positive
feedback from customers and operators stating that there is a considerable positive
difference at both sites. Pedestrian counts at these sites have been completed and this is
showing a reduction of pedestrians in the carriageways of up to 90%.
2.14 Merry Hill is being progressed with Intu to mitigate against these risks and an
assessment of risk at Bearwood does not warrant the installation of automatic doors at this
time. This then leaves only Dudley bus station and as this is currently the subject of
strategic/redevelopment discussions. In the meantime passenger behaviour is being actively
managed by dedicated staff on site until a position on its future is clarified.
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Dudley Bus Station
2.15 The existing bus station is in need of redevelopment to provide a high quality, attractive
and fit for purpose gateway facility, in line with other bus station redevelopment schemes, i.e.
Wolverhampton, Stourbridge and Cradley Heath.
2.16 There are a number of physical constraints relating to the potential redevelopment of
the site including adjacent buildings, the topography of the site and in particular the
requirement that any proposed development scheme is future proofed to provide for a
Wednesbury to Brierley Hill future Metro route
2.17 The key objectives of a redevelopment scheme will include;
Creating a joint interchange facility for bus and Metro services
A safer environment for operators and bus station users, to minimise vehicle and
pedestrian conflict.
Provide sufficient capacity for services.
Improved waiting facilities and staff facilities building.
Enhanced RTI provision and wayfinding signage.
Cycle storage to promote sustainable travel.
2.18 TfWM are working with Dudley MBC on developing the proposals for a bus/Metro
interchange facility that supports transport connectivity for the town centre as well as wider
regeneration aspirations. The appointed consultant is working on options to indicate what
can be achieved in the location to ensure that wider objectives for transport and regeneration
can be met. These options will be discussed with Dudley MBC and elected Members, to seek
their views on the proposals and with a view to progressing the preferred option to detailed
design stage. Development funding has been secured through TfWM and BCLEP to take
forward the options and design work.
Dudley Bus Station- Customer Service Excellence
2.19 Supporting the commitments of the Bus alliance, TfWM is creating a centre of excellence
for customer service at Dudley Bus Station. TfWM is working with partners, stakeholders and
staff to provide the best possible all round customer experience.
2.20 National Express is playing a key role in this and we have created a one team approach
to customer service by improving communication between staff, sharing workspaces and
undertaking joint customer satisfaction surveys. A number of ‘quick win’ improvements have
been made to address passenger feedback from the first survey. Clearer signage and
repainting in some areas have improved the experience of using the bus station and will
prolong the life of the current facility pending longer terms plans to address bus access and
interchange in the town centre as detailed in paragraphs 2.15 – 2.18.
Walsall St Pauls Bus Station
2.21 A mid-life refurbishment of Walsall St Pauls is scheduled during the 2017/18 financial
year. Funding is currently being sought and once confirmed the scope of the refurbishment
will be determined. A prioritisation exercise will need to be undertaken to ensure the customer
experience is enhanced as well as extending the life of this bus station which currently
accommodates nearly half a million bus departures a year.
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Other Opportunities
2.22 A number of other generic enhancements are being considered in respect of customer
facilities including the potential to improve the commerciality of each site. Initiatives such as
WIFI, Vending, additional Toilet Turnstiles and other retail opportunities are all examples of
initiatives planned for further consideration.
Travel Centres
2.23 TfWM operate two travel centres, one in Birmingham New Street and the other in
Wolverhampton bus station. We are always looking at ways to evolve the offer we provide
and make our service as efficient as possible. In December 2016, we installed Retail Sales
Posts, cameras and printers on every till point at both locations. This technology allows the
retailing of turn up and go Swift cards and has benefited customers by improving the speed
at which we can serve each customer.
3.0
Safety & Security, Real Time Information and Swift Collectors
This section of the report highlights a selection of key technological customer enhancements.
Safety & Security
3.1 CCTV has been upgraded to state of the art High Definition at West Bromwich, Coventry,
Dudley and Walsall bus stations. These join Cradley Heath, Bearwood and Bilston which
have already been upgraded. At Park and Ride Sites, TfWM has also upgraded Tile Hill,
Canley and Rowley Regis.
3.2 Wednesbury, Cradley Heath, Wolverhampton, Coventry, Stourbridge and Bilston have all
been independently assessed and achieved the National Safer Bus Station Award. Cradley
Heath and Coventry were the first in the country. The remaining bus stations are planned for
2017.
3.3 The TfWM Control Centre received its annual external and independent audit in
December 2016. This was carried out by the SSAIB who confirmed that we would
emphatically retain British Standard 5978. The auditor who hadn't previously visited the site
commented that it was the best managed and operated control room he had seen and offered
no immediate action points, no remedial action points, and one single note for improvement
(to publish a document on the WMCA website - which will be done over the next few months).
The auditor also suggested that he would invite the Surveillance Commissioner himself to
issue the award as he believed the control room to be a national model of best practice.
3.4 Utilising the CCTV system upgraded at Bescot P&R in 2015, TfWM conducted a trial on
Automatic Number Plate Recognition (ANPR) video analytics and car counting. Following
various tweaks it is believed now to be over 98% accurate on car counting and over 99% on
ANPR. To support the Innovate UK funded Save a Space project, this technology has been
widened out to 4 additional sites, those being Sutton Coldfield, Tile Hill, Rowley Regis and
Longbridge. This widened trial has given various useful information which would support the
specification for any future role out.
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Real Time Information (RTI)
3.5 TfWM currently provide 1,750 RTI units across the West Midlands, providing our
customers with accurate, real time information about when their bus will be arriving.
3.6 Infrastructure upgrades to the real time estate in 2016 included improving the provision
of information in Birmingham City Centre and installing new displays at five bus stations
(Wednesbury, West Bromwich, Dudley, Walsall and Pool Meadow). Following the
forthcoming improvements at Merry Hill (as detailed in section 2), Halesowen will be the only
bus station that does not have RTI provision for customers, TfWM will be upgrading this site
in 2017-18 providing a consistent RTI service at all of our bus stations.
3.7 National Express has made excellent progress in maintaining a reliable real-time
system. In 2017 our biggest challenges will be to get as many operators to be Real Time
providers; some operators have installed equipment on their vehicles to allow them to be
tracked and now need this integrated into TfWM passenger information systems. The second
major challenge is to smoothly transition National Express as they will be installing new ticket
machines. The ticket machines provide critical information to our systems without which we
could not provide passengers with Real Time Information.
3.8 TfWM has installed RTI display screens at Bescot which provides important information
on train and bus services from this facility.
Swift Collectors
3.9 In June 2016, TfWM installed additional swift collectors at Halesowen and Stourbridge
bus stations. This was requested following the Transport Delivery Committee Members tour
in March 2016. These are a real benefit for customers at these sites which allow them to top
up their Swift cards.
3.10 There are currently 114 swift collectors out on the network with usage continuing to
grow. The most popular collector is at Wolverhampton bus station that has assisted over
3000 customers since it was first installed in May 2015.
4.0
Shelters, Stops and Park & Ride Enhancements
This section of the report details key enhancements on highway infrastructure and park & ride
facilities.
Highway Infrastructure Works
4.1 TfWM is currently seeking to prioritise further investment to ensure that standards of
infrastructure are maintained and improved over the coming years. This is linked to our
deliverables through the Bus Alliance and has also been highlighted through the recent award
of infrastructure maintenance and advertising contracts in July 2016.
4.2 The repackaging of these contracts and subsequent negotiation with suppliers has
yielded efficiencies which mean TfWM are able to maintain high standards of infrastructure
for our customers.
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4.3 Following award of the new shelter advertising contract in July 2016. Work is ongoing to
install up to 300 digital advertising panels at bus shelters across the network over the next 5
years. This will provide a significant revenue stream to TfWM which supports the cleaning
and maintenance of our infrastructure, offsetting reductions in advertising income from the
estate more widely
Park & Ride Works
4.4 Work continues to identify sites for Park and Ride expansion as well as mechanisms to
fund these expansions as Park and Ride usage continues to grow.
4.5 Bradley Lane Metro Park & Ride is a proposed facility of 196 car park spaces adjacent to
the existing tram stop. The Park & Ride received “full” planning approval in November 2016
and is now underway through the detailed design phase. Appointment of a Principal Civils
contractor is envisaged by August 2017 and construction will be undertaken over three
phases with completion anticipated in August 2018.
4.6 TfWM continue to ensure high quality car parking facilities for our customers and ongoing
maintenance and enhancement programmes are being undertaken. TfWM have resurfaced
areas at Kings Norton, Blake Street, Whitlocks End, Dudley Port and Brook Road. Work will
be undertaken at Berkswell and Coseley over the next few months.
5.0
Glossary of terms
Acronym
Explanation
RTI
EPI
Real Time Information
Electronic Passenger Information- scheduled
departures
Light emitting diode
Local Enterprise Partnership
Royal
Association
of
Disability
And
Rehabilitation
Closed Circuit Television
Automatic Number Plate Recognition
Security Systems and Alarm Inspection Board
Black Country Local Enterprise Partnership
LED
LEP
RADAR
CCTV
ANPR
SSAIB
BCLEP
6.0
6.1
Financial implications
There are no direct financial implications as a result of the recommendations within this
report.
7.0
7.1
Legal implications
There are no further legal implications flowing from this report.
8.0
8.1
Equalities implications
A number of the initiatives in this report have or will have a positive impact on accessibility
and inclusion. Any future proposed projects (i.e. bus station refurbishments) will need to be
fully equality impact assessed. For major projects consultation with key equality/disability
groups will also be required.
1
Page 7 of 7
Agenda Item No. 10
Transport Delivery Committee
Date
6 February 2017
Report title
Swift Programme Update
Lead Member
Councillor Hartley – Lead Member for Putting Passengers First
Accountable Director
Laura Shoaf, Managing Director TfWM
Accountable
Employee
Matthew Lewis, Head of Swift, Transport for West Midlands
Email: [email protected]
Tel: 0121 214 7025
Report has been
considered by
Smart Programme Board, 4th January 2017
WMCA Programme Board, 6th January 2017
WMCA Board 20th January, 2017
Recommendation(s) for action or decision:
The Transport Delivery Committee is recommended to:
1. Welcome the significant growth in the use of the Swift card.
2. Note the next phases of the Swift programme as defined in section 6 below, noting the
progress to date as set out in section 5.
1.0
Purpose
1.1
The purpose of this report is to provide an update on the progress of Swift to the Transport
Delivery Committee.
2.0
Background
2.1
Swift was launched in 2012 and is now the largest and most comprehensive smart ticketing
scheme in the UK outside of London. This is detailed in section 5 below together with a wider
progress update.
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2.2
Swift is now widely available for adult bus and tram users and as such the next phase as set
out in section 6 below is aimed at bringing Swift to the child market and more extensively onto
the rail network.
3.0
Impact on the Delivery of the Strategic Transport Plan
3.1
These further enhancements to the Swift platform link to the Smart Mobility Tier as part of the
Personal Mobility Platform.
4.0
Wider WMCA Implications
4.1
As part of the next phase of Swift we are seeking to further investigate opportunities to rollout
the platform to the wider WMCA geographic area. Further detail is set out in section 6 below.
5.0
Swift Update Infographic
Page 2 of 6
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Page 3 of 6
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6.0
Swift next phases
6.1
Introducing contactless payment and “best value” capping is the principle priority going
forward. The next steps for this work is outlined in a separate report to the meeting of the
WMCA Board. This paper therefore focuses on the next steps for Swift outside of contactless
payment and “best value” capping.
6.2
The Swift smart ticketing platform incorporates an extensive offer for adults across both the
bus and tram with a wide variety of ticketing options including Pay-as-you-go, multi-day1 and
season tickets valid within the West Midlands area. Swift is also accepted on the train but
currently the offer is limited to direct debit customers only. There are three main objectives
for the next phase of the Swift programme. Firstly, the introduction of the child ticketing range
onto the platform. Secondly, the wider rollout of Swift across the rail network; and thirdly, the
wider rollout of Swift functionality throughout the WMCA area.
6.3
Bringing contactless payment and best-value capping into the Swift environment.
Child Ticketing
6.4
Children with irregular travel habits can already access the Swift platform through Swift Payas-you-go which provides discounts on single journeys and day tickets when compared with
the cost of paying cash.
6.5
Therefore, the main focus of this phase will be to introduce child season tickets including the
term range onto the platform so that children can benefit from the extra security, flexibility and
ease of access that Swift provides. The solution will be available for children under the age
of 16 and those aged between 16 and 18 and in full time education. This mirrors the
concessionary fares arrangements that TfWM has in place for children in the West Midlands.
1
Multi-day is a purchased day ticket bought in blocks of 5, 10 or 15 days.
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6.6
This solution is scoped, planned and funded and subject to approval will be delivered in time
for the 2017 academic year.
Rail Ticketing
6.7
The rail ticketing work stream is made up of scoped and funded deliverables and projects
that require further investigation.
6.8
Firstly, we have scoped out and have access to funding for the wider rollout of the nTrain 2
season ticket for direct debit customers which, subject to approval, will see 12,000 customers
able to access the barriers installed at New Street, Snow Hill, Moor Street, Five Ways,
University, Coventry and International stations. This is scheduled for completion in April
2017.
6.9
We are also working closely with our suppliers to scope out the further rollout of the nNetwork 3
ticket onto the Swift platform through channels beyond direct debit, such as on-line and
through our retail relationship with Payzone. Funding is available for this and though initial
scoping work we estimate that this could be delivered by late 2017.
6.10 However, in order to comprehensively deliver Swift onto the rail network, we require
significant investment in infrastructure to deliver further gate-lines where appropriate; and
validators at each stations. TfWM has been working closely with DfT, Midlands Connect and
the rail franchise bidders to establish an approach to deliver these requirements. Subject to
approval, TfWM will continue to work with these partners to formally agree a way forward and
seek the funding required.
Swift throughout the WMCA area
6.11 The Swift ticketing platform has been developed using the UK national standard for smart
ticketing (ITSO) and as such is fully interoperable with other schemes and systems that also
meet this national standard.
6.12 Bus operators receive an uplift in their Bus Service Operators Grant (BSOG) if they have
smart ticketing machines that comply with the national standards and as such it is likely that
all smart ticket machines in the wider WMCA are compatible with the systems that TfWM
have developed.
6.13 TfWM are therefore keen to further investigate opportunities for wider rollout of Swift to other
areas of the WMCA. As part of this, initial discussions have taken place with Worcestershire
County Council about bringing Swift into Redditch as the main bus operator already uses
TfWM systems and as such a minor configuration change on their ticket machines would
enable the introduction of Swift.
6.14 Should this pilot be successful it would set out a path for further rollout into other areas.
nTrain is the multi-operator season tickets that allows travel on all rail operators’ services within the West Midlands.
nNetwork is the multi-operator and multimodal season ticket that allows travel on all rail, tram and bus operators
services within the West Midlands
2
3
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7.0
Financial implications
7.1
The proposed workstreams outlined in paragraph 6.2 to introduce child ticketing and to
increase the roll-out of Swift both across the rail network and throughout the WMCA area
will be funded from the core systems development budget. £450k was set aside to develop
the HOPS and Card Management Systems with the purpose of facilitating greater
functionality and enabling further product roll-out such as this. As mentioned in the report,
a more comprehensive roll-out of Swift onto the Rail network will rely upon significant
investment in rail-gates and validators. This will involve working with partners such as Rail
Franchisees, Midlands Connect and DfT to take this forward and to attract investment.
7.2
Additional funding has been secured to undertake a research project on contactless which
should be complete by the end of this Financial Year. This work should establish both how
the organisation should take contactless forward and the associated costs. Once these are
known, funding will need to be secured as there is currently no budget identified for either
contactless or capping.
8.0
Legal implications
8.1
There are no immediate implications envisaged at this stage of the project.
9.0
Equalities implications
9.1
There are no equalities implications are envisaged at this stage of the project.
7.0
Other implications
7.1
There are no other implications associated with this report.
1
Page 6 of 6
TDC Agenda Item No.11a
Board Meeting
Date
20 January 2017
Report title
Contactless Ticketing & Fare Capping
Cabinet Member
Portfolio Lead
Councillor Roger Lawrence – Transport
Accountable Chief
Executive
Keith Ireland, Managing Director, City of
Wolverhampton Council & Monitoring Officer for West
Midlands Combined Authority
Email [email protected]
Tel 01902 554 405
Accountable
Employee
Chris Perry, Head of Transport Innovation, Transport
for West Midlands
Email: [email protected]
Tel: 0121 214 7183
Report has been
considered by
Smart Programme Board, 4 January 2017
WMCA Programme Board, 6 January 2017
Recommendation(s) for action or decision:
The Combined Authority Board is recommended to:
1. Review and agree to the requirements for the development of a roadmap to deliver
contactless payment and “best value” capping across all modes, initially in the West
Midlands and including a feasibility review for wider rollout throughout the wider Combined
Authority area.
2. Agree to commission this work through PA Consulting Services Ltd as recommended by
the Smart Programme Board and based on their track record as set out in paragraph 5.5
below.
1.0
Purpose
This report is PUBLIC
NOT PROTECTIVELY MARKED
1.1
The purpose of this report is to outline the scope of works, including an estimated timeline,
required to produce a detailed roadmap for the delivery of contactless payment and “best
value” capping1 for the West Midlands Combined Authority (WMCA).
1.2
This report also seeks to gain approval for the commissioning of this work through PA
Consulting Services Limited who are experts within this field having supported the South
East Flexible Ticketing (SEFT) initiative and Midlands Connect in its development of the
Smart Connectivity work package.
2.0
Background
2.1
The WMCA is committed to the delivery of a contactless payment “best value” fare capping
solution across all three modes of transport (bus, train and tram) to rival that which has
been delivered by Transport for London (TfL).
2.2
However, this is a newly emerging and fast moving area where a number of agencies
including Transport for the North (TfN) and National Express West Midlands have already
announcing their intentions to develop a solution for which WMCA may have an opportunity
to share. TfL is also keen to share its established solution with others through its
commercial partner Cubic Systems and this also requires more detailed exploration.
2.3
Therefore, it is vitally important that the WMCA sets a clear vision that will enable it to begin
the successful navigation through these options which may also include the development of
its own system. TfWM is seeking to commission a piece of work to develop this vision and
undertake the required options review.
3.0
Impact on the Delivery of the Strategic Transport Plan
3.1
This work is associated with the Smart Mobility Tier as it will lead to the delivery of an
optimum payment solution for transport which will become a fundamental part of the
Personal Mobility Platform.
4.0
Wider WMCA Implications
4.1
The wider aspirations of the WMCA, including the larger geographic area will form part of
the considerations of this work through a detailed feasibility review that set out any differing
requirements across the as part of defining the vision and throughout the optioneering. To
support this, James Willocks, Transport Commissioning Manager for Shropshire Country
Council has joined the Smart Programme Board to represent the non-constituent
Authorities.
5.0
Roadmap development and PA Consulting Services Limited
5.1
TfWM has developed a consultancy brief which has been endorsed by the Smart
Programme Board. This brief identifies the following tasks as requirements to be completed
in order to analyse the options and develop a comprehensive roadmap:



1
The development and agreement of a vision
A review of the available back office opportunities including working with TfL
Detailing the optimum high level architecture
Capping is the term given to the calculation of appropriate fares to be charged at the end of the day based on the
journeys that were undertaken during that day.
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




Developing a delivery timeline
Setting out an estimation of costs (both capital and revenue)
Defining the benefits to enable cost-benefit analysis
Stakeholder mapping
Risk and issue identification and documentation
5.2
TfWM has worked closely with PA Consulting to develop a timeline for the delivery of these
outputs which is set out in the graphic below:
5.3
The phases of this work is represented by the six boxes in the graphic above. Each of
these phases will provide the following output:






5.4
Phase 1 – Identification of all the available opportunities to partner with organisations
that have declared their intent to deliver a contactless payment solution.
Phase 2 – The development of a vision including gaining agreement of stakeholders.
Phase 3 – A detail review of the opportunities measured against the vision with the
aim of streamlining to two or three viable options.
Phase 4 – The development of indicative architecture, delivery costs and a timeline
for delivery.
Phase 5 – Establishing the benefits and key risks associated with each of these
viable options to enable high level costs-benefits analysis.
Phase 6 – The delivery of a full report consolidating all of the work undertaken in the
previous five phases and setting out clear recommendations of which option should
be taken forward.
The timeline above shows that we expect this work to be concluded by the end of March
2017.
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5.5
PA Consulting Services Limited are recognised for their expertise in this area and have a
track record of successful delivery. PA Consulting Services Limited have also worked
closely with Midlands Connect to develop its vision and objectives for Smart Connectivity
which includes the desire to deliver a contactless payment solution for the wider region and
as such, much of the learning required to support this work has already been achieved
through the work with Midlands Connect which is why PA Consulting Services are so
confident that they can achieve the tight deadlines set out above.
5.6
This work will not only benefit the WMCA but also supports the next steps for Midlands
Connect and as such TfWM are in discussions with Midlands Connect with regards to it
making a financial contribution towards the costs of this work.
6.0
Financial implications
6.1
The fixed cost of the work outlined above is contained within the existing Transport for West
Midlands budget and should be complete by the end of the Financial Year. The costs and
funding implications of the project’s recommendations will need to be considered once the
detailed work has been done and a proposed way forward has been agreed.
7.0
Legal implications
7.1
Procurement are seeking to ensure that the best solution is sought for the WMCA, a
solution which is cost effective and provides the required level of service that meets the
current needs. The supplier has been appointed following the direct award route, which is in
line with the internal procurement policies. The necessary paperwork has been reviewed
by the procurement and legal department, and has been approved according to the
schedule of authorisation.
From a legal perspective all necessary legal agreements required to underpin the
contractual arrangements will need to be entered into at the appropriate stage.
8.0
Equalities implications
7.1
No equality implications envisaged at this stage of the project.
9.0
Schedule of background papers
9.1
Smart Ticketing, 19 August 2016, West Midlands Combined Authority.
10.0
Appendices
None.
1
TDC Agenda Item No.11b
Board Meeting
Date
20 January 2017
Report title
Strategic Cycle Network
Cabinet Member
Portfolio Lead
Councillor Roger Lawrence – Transport
Accountable Chief
Executive
Keith Ireland, Managing Director, City of
Wolverhampton Council & Monitoring Officer for West
Midlands Combined Authority
Email: [email protected]
Tel: 01902 554500
Accountable
Employee
Mike Waters, Head of Policy and Strategy, TfWM
Email: [email protected]
Tel: 0121 214 7150
Report to be
considered by
WMCA Programme Board
Recommendation for action or decision:
The Combined Authority Board is recommended to:
1. Approve the Strategic Cycle Network set out in the appendix, subject to any minor
amendments being sent to TfWM by 27 January 2017.
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1.0
Purpose
1.1
The purpose of this report is to gain approval for the proposed Strategic Cycle Network,
developed by national cycle planning experts Phil Jones Associates in conjunction with
officers from TfWM and the local authorities of the West Midlands metropolitan area.
2.0
Background
2.1
The Combined Authority’s strategic transport plan “Movement for Growth” contains a draft
Metropolitan Strategic Cycle Network. This is a key component of the Metropolitan Tier set
out in the plan.
2.2
The Department for Transport (DfT) commissioned Sustrans consultancy resource across
England to support cycling and walking as part of its forthcoming National Walking and
Cycling Investment Strategy (CWIS). Sustrans brought in other specialist consultancies as
part of this consultancy advice. The support was provided without charge to Local
Enterprise Partnerships (LEPs). In the West Midlands 50 days free consultancy support
was provided to the Black Country and Greater Birmingham and Solihull LEPs combined,
plus support to the Coventry and Warwickshire LEP.
2.3
Transport for West Midlands engaged with the LEPs as part of this initiative. This led to the
work focusing on defining the Metropolitan Strategic Cycle Network using the methodology
produced by Phil Jones Associates for DfT as part of its draft National CWIS.
2.4
Coventry and Warwickshire LEP’ s consultancy support was to provide specialist input for
an expression of interest and for business case development for LEP funding of
improvements to the local cycle network. These cycle improvements are related to wider
North – South Coventry/Warwickshire Corridor public transport enhancements.
3.0
Impact on the Delivery of the Strategic Transport Plan
3.1
A Combined Authority approved definitive strategic cycle network will be an important
advance in the delivery of the Metropolitan Tier of the Strategic Transport Plan.
4.0
Wider WMCA Implications
4.1
The proposed Strategic Cycle Network includes National Cycle Network links which connect
non-constituent authority areas with the constituent areas.
5.0
Proposed Strategic Cycle Network
5.1
Phil Jones Associates has produced a proposed Strategic Cycle Network, which has been
amended following consideration by TfWM and STOG. This is contained in Appendix 1.
This brings together consideration of the Coventry element of the network with that of the
Black Country and Birmingham/Solihull. This network is compatible with the draft Black
Country Walking and Cycling Strategy and has been produced following engagement with
West Midlands Authorities Cycling Officers.
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5.2
The network is made up of Cycle Investment Corridors, Canal and River Trust paths, OffRoad Greenways, and National Cycle Network links which connect the wider Combined
Authority area with this Metropolitan Strategic Cycle Network. This strategic cycle network
will be integrated with all authority’s more comprehensive local cycle networks, for which
much work is in progress at the local level in each authority. This local work is in accord
with the more detailed transport plans of councils, such as Solihull Connected, and the
Cycling and Active Travel strategies at the local level.
5.3
Cycle Investment Corridors are corridors where a high quality cycle route is required as part
of this strategic network. Any transport improvements within these corridors therefore need
to consider provision of a route on the strategic cycle network from the outset. If the main
highway within the corridor is unable to be designed so that all user needs can be
appropriately accommodated then an alternative route in the wider corridor must be
considered for the high quality cycle route. Potentially competing needs are identified, for
example, providing for high quality segregated cycle provision; a rapid transit route;
provision for main bus routes; provision for freight movements; and an acceptable level of
provision for general traffic. The requirement to consider cycling provision in this way puts a
strong onus on ensuring a high quality cycle route is provided for each cycle investment
corridor.
5.4
The Movement for Growth strategy states that “The strategic routes in this network will be
designed in accordance with well-respected design guidelines such as the Welsh
Government’s Active Travel Design Guidance and will include a cycle route audit tool”. It is
envisaged, through the Cycle Charter, that Birmingham City Council’s forthcoming Cycle
Design Guidance will be used as the basis for this strategic cycle network.
5.5
In line with the Cycle Charter, a Design Panel will be need to be formed to review proposed
schemes and consideration of cycle design training for highway authority staff will need to
be pursued.
6.0
Financial implications
6.1
There are no direct financial implications as a result of the recommendations within this
report.
7.0
Legal implications
7.1
There are no direct legal implications arising from this report.
8.0
Equalities implications
8.1
Enhanced cycling provision will increase opportunities to travel safely at low cost and with
health benefits. This will increase social inclusion and well-being, as well as providing
affordable access to skills, training and employment. Therefore the initiative is considered
to have a beneficial impact on equalities considerations.
8.0
Schedule of background papers
8.1
None.
9.0
Appendices
Appendix 1: Proposed Strategic Cycle Network
TDC Agenda Item No. 11c
`
Board Meeting
Date
20 January 2017
Report title
2017-2018 Transport Levy
Cabinet Member
Portfolio Lead
Councillor Roger Lawrence – Transport
Accountable Chief
Executive
Keith Ireland, Monitoring Officer, WMCA
Email [email protected]
Tel 01902 554 405
Accountable
Employee
James Aspinall, Corporate Services Director
Email [email protected]
Tel 0121 214 7600
Laura Shoaf, Managing Director of TfWM
Email [email protected]
Tel 0121 214 7444
Report to be/has been
considered by
West Midlands Metropolitan Leaders
Recommendation(s) for action or decision:
The Combined Authority Board is recommended to:
1. Agree that in accordance with the Local Government Finance Act 1988 (as
amended) and the Transport Levying Bodies regulations 1992, and subject to the
recommendations below, to make a levy of £121,542m for the year 2017/18 without
affecting any existing policies.
2. Agree that the Treasurer be authorised to issue the levy for 2017/18 to the West
Midlands Districts Councils on the basis of the apportionment set out in section 5.
3. Agree the amount of levy to be paid by the Authority by the Councils by ways of 12
equal instalments, each to be received on the last banking day of each calendar
month during 2017/18.
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4. Approve an Annual Net Expenditure Budget for 2017/18 as summarised in paragraph
3.2.
5. To note that the Authority and its delegated sub-committees, will receive regular
monitoring reports throughout the year.
1.0
Purpose
1.1
To provide Leaders with an update on the Transport Levy to meet the requirements of TfWM
for the 2017/18 financial year, and subsequent two years.
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2.0
Background
2.1
In January 2016 the ITA set a levy of £124.83m for the 2016/17 year as part of a three year
settlement proposal reflecting a 5% reduction from 2015/16 which was in addition to the
£25.2m (17%) reduction achieved since 2011/12.
2.2
Prior to that meeting papers were taken to Leaders in September and November 2015
outlining savings options that identified how savings of up to 15% could be achieved.
2.3
Those papers identified that savings of £5.617m (4.3%) in 2016/17 and further savings of
£4.183 (3.1%) over the following two years could be achieved without changing existing ITA
transport policies, which would deliver total savings of 9.8m (7.4%) by 2018/19.
2.4
Additional savings of £9.9m, representing a further 7.5% reduction were presented to the
ITA. These further savings could only be achieved by making serious inroads into the long
held core policy provisions relating to




Rail & Metro Concessions
Child Concessions
The socially necessary bus Network (subsidised bus) and
Accessible Transport
2.5
Following consideration of the policy saving options the ITA decided that no policy changes
were to be considered over the three year term at that stage.
3.0
Current Position
3.1
The forecast plan has been updated to reflect the up to date position relating to the
expenditure categories which indicate that the three year position can be improved as a result
of the pension revaluation.
3.2
The latest medium term forecast is summarised below.
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2017/18 Draft Revenue
Budget
Expenditure Category
£'000
National Policy
English National Concessions Travel Scheme
52,659
Finance Related
Debt Interest Repayments
Capital Debt Charge (MRP)
Deregulation Pension Deficit
Transport Development
10,550
5,220
1,856
1,500
%
2018/19 Revised
Revenue Forecast
£'000
%
43.33% 52,085
8.68%
4.30%
1.53%
1.23%
10,215
5,370
1,856
1,500
9,609
8,858
7,369
6,010
4,409
4,121
1,916
1,122
25
7.91%
7.29%
6.06%
4.94%
3.63%
3.39%
1.58%
0.92%
0.02%
8.45%
4.44%
1.54%
1.24%
3,446
2,006
301
566
9,359
9,016
7,170
6,186
4,585
4,053
1,956
1,131
41
2.83%
1.65%
0.25%
0.47%
Surplus / (Deficit)
Proposed Levy
121,542 100.0%
0
121,542 100.0%
9,976
5,370
1,856
1,500
42.74%
8.28%
4.46%
1.54%
1.24%
15.52%
7.74%
7.46%
5.93%
5.12%
3.79%
3.35%
1.62%
0.94%
0.03%
9,384
8,980
7,171
6,350
4,769
3,946
1,994
1,139
42
7.79%
7.45%
5.95%
5.27%
3.96%
3.28%
1.65%
0.94%
0.03%
35.98%
3,610
2,060
308
385
36.33%
2.99%
1.70%
0.25%
0.32%
5.20%
Total
%
15.67%
35.74%
Other
Corporate Services
TfWM Policy & Strategy
Elected Members
West Midlands Rail
£'000
43.09% 51,493
15.74%
TFWM Policies
Child Concessions
Subsidised Services
Accessible Transport
Passenger Information
Rail and Metro Concession
Bus Services
Rail Services
Safety and Security
Sustainable Travel
2019/20 Revised
Revenue Forecast
3,697
2,107
314
404
3.07%
1.75%
0.26%
0.34%
5.26%
120,887 100.0%
5.41%
120,491 100.0%
(768)
120,119 100.0%
(372)
120,119 100.0%
3.3
As can be seen in the table 43% of the Transport budget is used to fund the English
National Concession Policy, 16% is committed to historic finance charges, 36% for TfWM
policies and 5% for the other corporate and strategic support costs.
3.4
Detailed below is a brief explanation of what each expenditure area covers.
3.5
English National Concessions Travel £52.6M
This represents free travel for all those entitled to the national pass which is currently
everyone over 63.5 years old.
3.6
3.7
3.8
For 2017/18 and 2018/19 figures have assumed a patronage decline of 3.5% and a fares
increase of 2.4%.
Reimbursement for ENCTS is regulated by the Secretary of State with guidance provided by
the DfT which provides a formulaic approach which ensures that per journey reimbursement
increases are governed by inflation levels rather than operator own fares.
The current scheme extends entitlement from 11pm to the last bus which has been assumed
to continue for the next two years.
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3.9
Finance Charges £18.91
Loan interest: this represents the interest charges on the existing loan book. All loans are at
fixed interest rates ranging from 3.87% to 8.37% with £43m of principle repayable over the
next 4 years.
3.10
The minimum revenue provision represents the charge applied to repay the debt principle.
The historical MRP charge of 4% was halved to 2% with effect from the 2016/17 financial
year.
3.11
The deregulated pension costs relate to the pension commitments arising from deregulation
in 1986, when a significant number of employees transferred from the Transport Authority
to Travel West Midlands, but their pension rights accrued to that date remained an obligation
of the Passenger Transport Executive now West Midlands Combined Authority.
3.12
The recent pension’s revaluation has identified that the ongoing deficit reduction payment
can be reduced by approximately £5m. £2m of this reduction was always anticipated and
had been built into Budget and levy forecasts
3.13
The proposed pension contribution therefore represents a reduction of £3m in excess of
that previously planned for.
3.14 Further to discussions with Metropolitan leaders it has been agreed that £1.5m of this
reduction should be passed back to the districts by way of a further decrease in the levy;
and the other £1.5m should be used to fund Transport development requirements.
3.15
3.16
3.17
3.18
Child Concessions £9.6m
The provision of approximately half fare travel concession is offered to children aged five to
15 and young adults aged 16-18 in full-time education and resident in the West Midlands.
This concession is only available on weekdays before 9.30am and between 15.00 and 18.00.
Passenger numbers continue to rise and are currently 25 million trips per annum. The
reduction in 2017/18 results from a change in the calculation methodology for term pass
holders as agreed last year.
Subsidised Services £8.9
The subsidised services is a service provided by the Authority where one would not
commercially be available and is a statutory obligation. There are however no statutory
criteria laid down and the Authority have therefore set their own criteria (which was last
changed in April 2014) which are.
 A minimum of 8 passengers per journey
 A maximum cost per passengers of £1.60
 Access criteria of 400M (7am-7pm) 700M (all other times)
In 2015/16 there were nearly 11 million journeys made on the subsidised network at an
average of £0.68 per journey. The subsidised network represents 10.3% of the total
network kilometres operated.
Accessible Transport £7.4m
This expenditure funds services for 18,000 registered users, making 0.87m journeys per
annum. A review of Ring and Ride led by Councillor Cooper in 2015 saw the
reinstatement of some Sunday services the continuation of the current service levels for
Monday to Saturday and an agreed 3 year funding profile as follows:



2016/17
2017/18
2018/19
£7.5m
£7.3m
£7.1m
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3.19 In addition to the Ring and Ride service, a Walsall and Birmingham shopper’s service is
provided for older people who are primarily based in sheltered housing and a prison
visitors service provides assistance for families, especially mothers with young children,
to visit family members in prison. These cost £0.07m.
3.20
3.21
3.22
3.23
3.24
3.25
3.26
Passenger Information £6.0m
Passenger information expenditure relates to providing real time information across the
network; customer information at bus stops, bus stations, on line, and includes the
customer services teams and telephone support. This is provided in conjunction with the
operators as part of the network commitments, which also includes a number of
promotional campaigns throughout the year, and the operators contribute approximately
£0.5m p.a.
Rail and Metro Concessions £4.4m
In the West Midlands the free national bus scheme has been extended to residents to include
local rail and Metro services within the region, enabling cardholders to travel after 9.30am
up to midnight on weekdays and all day at weekends and bank holidays. The recent
extension to Grand Central has seen an overall weekly increase in Metro patronage of up
to 40% year on year. A further metro concessions patronage increase of 5% has been
assumed for the next 2 years.
Bus services £4.1m
These costs cover the operation of bus stations and all management and maintenance
associated with bus stations, as well as over 12,200 stops and shelters. The increase
results from the reduction in advertising revenue as traditional Bus shelter adverts are
not attractive in the current digital market.
Rail Services £1.9m
Rail and Metro car parks are provided free of charge within the Metropolitan area and provide
in excess of 9,000 parking spaces. This cost represents the enforcement of the
considerate Parking Policy; management and maintenance of the car parks; and Metro
costs relating to commitments made under the concession deed relating to insurance and
maintenance.
Safety and Security £1.1m
Safety and security expenditure relates to the Safer Travel Police Team CCTV at Bus
Stations and Rail Stations and the CCTV centre based in 16 Summer Lane. During
2017/18 the CCTV centre should continue to be expanded as part of the drive to utilise
this facility across the districts.
Corporate Services £3.4m
This covers 16 Summer Lane and the provision of ICT, Legal, Procurement, Health and
Safety, Equalities, Programme Management, Finance, Human Resources, Business
Management and the general business infrastructure and support.
TfWM Policy and Strategy £2.0m
This covers the Transport Policy and Strategy teams delivering the statuary transport
functions; shaping the delivery plans for devolution and the investment programme;
developing business cases and securing funding for the strategic economic plan transport
proposals.
West Midland Rail £0.6m
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3.27
This cost relates to the management of West Midlands Rail working with the DfT and the rail
franchise operator.
4.0
Policy Saving Areas
4.1
As previously highlighted in November 2015 Leaders considered policy options needed to
achieve a further levy reduction of 7.5% being a further £9.9m cut.
4.2
It was acknowledged that any further reductions could only be achieved by policy changes to
any of the Child concessions, Rail and Metro Concession, the subsidised network, or the
provision of Ring & Ride.
4.3
As can be seen from the table in 3.2 the Child Concession Policy is the only single policy that
could deliver further material savings, otherwise such a saving would need to be from a
combination of policies.
4.4
At the January 2016 ITA meeting the Leaders confirmed that there was no appetite to change
any policies, and this was reaffirmed at the December 2016 meeting
5.0
Levy and Reserves
5.1
A Levy of £121.542m based upon recommendations (i) in 2017/18 would result in the
following contributions and savings by District. The levy is calculated based upon the 2016
published population statistics, which is why the savings by district vary.
Birmingham
Coventry
Dudley
Sandwell
Solihull
Walsall
Wolverhampton
West Midlands
5.2
Resident
Population
mid-2015
2017/18
Levy
£'000
% split
2016/17
Levy
£'000
Change
£'000
% change
1,111,300
345,400
316,500
319,500
210,400
276,100
254,400
2,833,600
47,667
14,815
13,576
13,704
9,025
11,843
10,912
121,542
39.22%
12.19%
11.17%
11.28%
7.43%
9.74%
8.98%
100.00%
48,955
14,999
14,037
14,078
9,330
12,187
11,245
124,830
-1,288
-183
-461
-374
-305
-344
-333
-3,288
-2.63%
-1.22%
-3.29%
-2.65%
-3.27%
-2.82%
-2.96%
-2.63%
As at 31 March 2016 the usable reserves were as follows
31 March 2016
General fund balance
Earmarked reserves
Capital grants unapplied reserve
Total
5.3
£’000
2,522
9,093
247
11,862
The anticipated use of reserves in 2016/17 will reduce the general fund balance by
£924,000 to £1,598,000.
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5.4
The forecast general fund balance of £1.6m represents only 1.3% of the proposed 2017/18
levy. The Audit Commission recommend that general fund reserves should be between 5%
and 7.5% of expenditure.
5.5
The proposed balance is significantly below this recommended level.
5.6
This Transport budget and Levy will form part of the wider Combined Authority Finances
which are being considered by the Authority.
6.0
Legal implications
6.1
Setting the levy is a statutory responsibility of the WMCA and needs to be set by 14th February
2017.
7.0
Equalities implications
7.1
A detailed Equality Impact Analysis was completed as part of the 2014/15 consultation and
Levy setting process. This has been updated to reflect the proposals in this paper, in
particular the reduction in the Ring and Ride West Midlands grant.
8.0
Financial implications
8.1
These are included in the body of the report.
9.0
Schedule of background papers
9.1
Policy savings option 2017/18 and 2018/19 - 18 November 2015.
West Midlands ITA 2016/17 Budget and levy – 27 January 2016.
West Midlands Metropolitan leaders meeting- 16 December 2016
TRANSPORT DELIVERY COMMITTEE
COMMITTEE MEETING
AGENDA SETTING MEETING
REPORT AND AUTHOR
Date of Meeting
6 March 2017
Date Final Reports
to be submitted to
Governance
Services
Date of Meeting
WMCA BOARD TO CONSIDER TRANSPORT MATTERS ON 17 FEBRUARY
Bus Alliance Update
Pre-TDC Member Briefing – Proposed: Customer
22 February
16 February
Services

Metro Business Report
Phil Hewitt (Sophie Allison)

Financial Monitoring Report
James Aspinall (Linda Horne)

Smart Network, Smarter Choices Progress
Report
Sandeep Shingadia (Alison Pickett)

Midland Metro Centenary Square and
Edgbaston Extensions
Phil Hewitt (Peter Adams)
Date Reports to be
submitted to
Governance
Services
14 February
TRANSPORT DELIVERY COMMITTEE
COMMITTEE MEETING
AGENDA SETTING MEETING
REPORT AND AUTHOR
Date of Meeting
3 April 2017
Date Final Reports
to be submitted to
Governance
Services
Date of Meeting

Metro New Operator Procurement PQQ
Update
Phil Hewitt (Chris Robinson)

2017/2018 Annual Transport Plan
Laura (Linda Horne)

Christmas Services 2016
Pete Bond (Steve Hayes)

Update on Park & Ride
Pete Bond/Sandeep Shingadia

Feedback from Out of Sight, Out of Mind
Conference
Councillors Rowley and Holl-Allen
22 March
16 March
Pre-TDC Member Briefing – Topic to be confirmed

Bus Alliance Report to include NPS Results
Date Reports to be
submitted to
Governance
Services
14 March
TRANSPORT DELIVERY COMMITTEE
COMMITTEE MEETING
AGENDA SETTING MEETING
REPORT AND AUTHOR
Date of Meeting
Date Final Reports
to be submitted to
Governance
Services
Date of Meeting
Date Reports to be
submitted to
Governance
Services
Pete Bond (Steve Hayes)

Wednesbury to Brierley Hill Extension (TBC)
Phil Hewitt (Peter Adams)

Rail Business Report
Pete Bond (TBA)

Customer Engagement Update
Pete Bond (Lee Eteo)
WMCA BOARD TO CONSIDER TRANSPORT MATTERS ON 7 APRIL
8 May 2017
26 April
Pre-TDC Member Briefing – Topic to be confirmed
25 April

Passenger Information Delivery Update
Chris Perry (Chris Lane)

Financial Monitoring Report
James Aspinall (Linda Horne)
21 April
TRANSPORT DELIVERY COMMITTEE
COMMITTEE MEETING
AGENDA SETTING MEETING
REPORT AND AUTHOR
Date of Meeting
5 June 2017
Date Final Reports
to be submitted to
Governance
Services
23 May
Date of Meeting

Metro Business Report
Phil Hewitt (Sophie Allison)

Safer Travel Update
Pete Bond (Mark Babington)

Swift Delivery Update
Chris Perry (Matt Lewis)
WMCA BOARD TO CONSIDER TRANSPORT MATTERS ON 12 MAY
TDC Annual Report to WMCA
Pre-TDC Member Briefing – Topic to be confirmed
19 May

Rail Business Report
Pete Bond (TBA)

Cycling & Walking Update
Date Reports to be
submitted to
Governance
Services
17 May
TRANSPORT DELIVERY COMMITTEE
COMMITTEE MEETING
AGENDA SETTING MEETING
REPORT AND AUTHOR
Date of Meeting
Date Final Reports
to be submitted to
Governance
Services
Date of Meeting
Sandeep Shingadia (Alison Pickett)

Accessible Transport Update
Pete Bond (Steve Hayes)

Health and Safety Annual Report
Pete Bond (Mark Ashmore)

Metro New Operator Procurement ITN
Phil Hewitt (Chris Robinson)

Metro Business Report
Phil Hewitt (Sophie Allison)
Date Reports to be
submitted to
Governance
Services