Nexus - Market Research Services - Bus Priorities Research 6.2
Appropriate Consultation
6.2.4 Across each of the three phases we note an almost universal opinion that Tyne and Wear residents do not feel consulted in advance, or informed following decision, of changes to bus services, timetables and routes. They feel they only learn about changes after they have happened, and often following a bad experience due to their ignorance of the change that has occurred. This lack of information on service changes only adds to feelings of unreliability and uncertainty about the bus network.
Nexus and Bus Operators should work to ensure effective and appropriate engagement with passengers at the stages of consultation prior to service changes, and information following decisions and ahead of changes being made, through appropriate media channels.
Unreliability
6.2.5 Unreliability, or at the very least perceived unreliability, appears to be a problem with bus services across Tyne and Wear. Unreliability is a problem which will reduce bus use, and act as a barrier to encouraging new patronage. Unreliability was noted across all focus groups, with accounts of buses not running to timetable or not running at all. The extent of these problems is unclear; however we also encountered perceptions of unreliability amongst non- users which in itself will be a clear barrier to bus use. If the public are to be encouraged to change modes, Nexus have to be in a position to provide an adequate and reliable alternative. We have no actual reliability statistics to compare observed opinions with.
Nexus could consider collecting and publishing reliability data. Should reliability statistics show buses are delivering appropriate standards, then we would recommend Nexus and its Bus Operating partners undertake a publicity exercise to get the message across of how well buses are performing.
Frequency
6.2.6 Whilst service frequency was only viewed as a problem to those living significant distances from urban centres (ie where frequencies tend to be lower), when pursued further within focus groups, non users were of the opinion that improved frequencies would play in a significant role in encouraging them to consider using the bus, particularly if ‘turn up and go’ frequencies could be achieved which would be reminiscent of service standards on the Metro. Indeed, one of the oft cited reasons for not using the bus was the convenience of the car, and not requiring to rely on strict timetables. Improved service frequencies to the target of at least every 10 minutes mitigate against this problem, whilst also providing a buffer against any reliability issues faced by the bus.
Considering the above, we would recommend that Nexus investigates frequencies on key routes and considers, where necessary, increasing service frequencies.
6 Conclusion and Recommendations
Nexus - Market Research Services - Bus Priorities Research 6.3
Journey Times
6.2.7 Extended journey times can be a significant barrier to bus use, particularly for commuters who want to travel as quickly as possible to their place of work. Problems can arise due to traffic congestion or indirect routes. Our very limited stated preference type exercise showed that in general, the most popular choice of service improvement was improved journey times, often involving more direct routes.
We would suggest journey times and routes, particularly in peak commuting time periods for services through high density areas, are further investigated and where necessary improved. Should improvements be made to any service or services, this should be accompanied by a targeted publicity campaign, informing households on the bus route of these service improvements.
Value for Money
6.2.8 Throughout each phase of the research, cost was highlighted as a key complaint about bus services throughout the region. When pursued further, it became apparent that people did not believe the service provided was appropriate for the cost involved. Through focus group investigations and a very limited stated preference type exercise, results suggested that in general people are willing to pay more for an improved service, however the service provided will have to justify the price increase. As noted above, the initial exercise suggested improved journey times was a key priority in providing value for money.
We note the above was determined from a simplified stated preference exercise with a relatively small sample of focus group participants. We suggest that, to explore further the indications of willingness to pay more for improved service packages, and to identify the best value package, a fuller investigation should be undertaken which would be accurately designed and piloted, and targeted at a larger and more fully representative sample of Tyne and Wear residents.
Capacity
6.2.9 Capacity appears to be a problem across Tyne and Wear, but in Newcastle in particular,
with groups citing examples of full buses not allowing passengers on. This problem can be worse for users in wheelchairs or mothers with buggies as there is limited space for them. Focus groups noted that at peak times and at weekends, queuing for over capacity buses was a real problem.
As we have no evidence to quantify the extent of current capacity issues, we suggest Nexus and its bus operating partners review boarding figures, and if necessary undertake a series of boarding surveys to identify if capacity constraints exist, at which points in the network, and in which time periods. This form of investigation will allow consideration of appropriate mitigation measures, including increased service frequencies or larger capacity vehicles on affected routes.
Buses for Shoppers
6.2.10 A key theme arising from the quantitative phase, was the assertion that respondents would consider using buses for shopping purposes should improvements be made to the services
6 Conclusion and Recommendations
Nexus - Market Research Services - Bus Priorities Research 6.4 currently on offer. Considering the array of shopping facilities within Tyne and Wear, both in City Centre locations and out of town shopping centres, we suggest consideration of appropriate services to these locations would be merited. Whilst bespoke vehicles designed to meet the needs of shoppers would involve a large capital expenditure, a low cost alternative would involve designing services and frequencies around prime shopping
time periods, for example ensuring appropriate services run on Sundays and during late night shopping hours.
6.2.11 If any improvements to services are made based on the above, we would recommend this is accompanied by a significant publicity exercise to make the public aware of service improvements. This could be particularly successful if run in conjunction with retail
outlets, who may contribute to the costs involved in the advertising.
We would therefore suggest consideration of appropriate interventions and enhancements to specifically target shoppers, accompanied by appropriate marketing and publicity.
Ticketing Simplicity
6.2.12 Our research suggests the large variety of ticket types available across the Tyne and Wear network is very confusing, and the confusion itself can act as a barrier to travel. By far the most popular choice noted was “network ticketing” valid across all operators. Groups mentioned the potential to include other modes, but stated they would at least like to see an 'all buses' ticket.
6.2.13 We are aware of a parallel work stream involving smart card ticketing, where MVA have given Nexus advice on how a 'capped' stored-value product (as an example) can replicate many different ticket types by matching the relevant charge to the actual travel (where the cost of travel, up to the maximum price guarantee for the set of journeys actually made, is calculated automatically). From our perspective, we believe it may be prudent to tie the specific recommendations in the parallel work-streams together (in terms of both personnel and project outputs) to ensure consistency.
Given Nexus aspirations to develop smart ticketing options through the POP card scheme, we would suggest further work is undertaken to identify and agree ticketing priorities and a seamless transition. Besides this internal-to-Nexus work, we would also suggest further research is undertaken through a series of focus groups specifically designed around the issues of ticketing and the requirements of smart ticketing as well as deciding how other stakeholders (eg operators) would be engaged.
6 Conclusion and Recommendations
Nexus - Market Research Services - Bus Priorities Research 6.5
6.3 Recommended next steps
6.3.1 Following consideration of findings throughout the research, the following table provides a summary of key conclusions together with recommended next steps, for Nexus consideration.
6 Conclusion and Recommendations
Nexus - Market Research Services - Bus Priorities Research 6.6
Table 6.1 Summary of Conclusions and Recommended Next Steps
Conclusions Recommended Next Steps
Improvements to bus information availability
Provide or update Regional Bus Information Strategy. Combine with publicity exercise
Real Time Information Consideration of RTI roll out on key corridors
Consultation on service changes
Work with Bus Operator Partners to ensure appropriate advertising and consultation is undertaken before changes to services are made
Information on pending service changes
Work with Bus Operator Partners to ensure effective spread of information on agreed service changes well in advance of implementation
Reliability Investigate bus reliability figures, if appropriate instigate remedial measures. Combine with publicity exercise to address public misperceptions of actual reliability.
Frequency Investigate frequencies on key routes and consider
increasing service frequencies to a consistent level across key strategic routes
Journey Times Review current journey times, particularly in peak
commuting time periods and for routes serving high density areas. Identify scope for improvement to achieve consistently good journey times. Combine any improvements with a publicity exercise
Value for Money Consideration of a fully representative stated preference exercise to quantify extent of willingness to pay more for service improvements, and to identify optimum packages in terms of delivering maximum value for money
Capacity Review boarding figures and if necessary undertake .a
series of boarding surveys to identify extent and impact of any current capacity constraints
Buses for shoppers Investigate scope for improved services to Out of Town shopping Centres, and for tailoring services to meeds the needs of shoppers and tap into potential demand, including maximising increased bus travel through appropriate service frequencies at peak shopping times
Ticketing Simplicity Undertake targeted research through focus groups
specifically designed around the issues of ticketing and the requirements of smart ticketing