You are the person solely in charge of franchising in the region.  You love to micro manage.  

What one or two things would you prioritise?

Try not to repeat what’s already been suggested !

I’ll start with:

1: renumber all the routes ensuring there are no duplicates. 

2: standardise liveries getting rid of route branding (perhaps a nice yellow for Tyne & Wear and a red for the rest of the region!)

Yes I know I’m just reverting back to the pre deregulation era!

(14 Sep 2023, 12:31 am)Bazza wrote You are the person solely in charge of franchising in the region.  You love to micro manage.  

What one or two things would you prioritise?

Try not to repeat what’s already been suggested !

I’ll start with:

1: renumber all the routes ensuring there are no duplicates. 

2: standardise liveries getting rid of route branding (perhaps a nice yellow for Tyne & Wear and a red for the rest of the region!)

Yes I know I’m just reverting back to the pre deregulation era!

Would do those two with more rural services and more non newcastle conections (Like the 6, 7, 18). Bring back the better buses north tyneside had pre 2010!

Expand the X-Lines brand to cover all express buses in the North East (despite my preference for route brands, I do think the Xlines brand is good) and make some of the express routes actually express.

X21 for instance, bin off most of the stops between CLS and Durham.
I'd also make it pick up only at Gateshead and Low Fell to stop those lazy buggers that use it from Newcastle, taking seats from people who need to use the X21 to get further afield.

Actually, on a similar note, I'd probably introduce a priority system for people on long distance routes, so people travelling further get priority over those using it for a short hop.

Go and talk to people and find out where people really want to go and build a brand new network from scratch. The current network is just a botch of the same network since deregulation yet things like most the business parks and retail parks in region didn't exist at all at the time.

A complete refocus of attitude back to buses existing to serve people, not people being there to serve bus operators
One of the biggest failings, in my opinion, is that we've lost focus over decades of why buses exist in the first place. Running a public service and running a private business are incompatible with each other, which I think is why that focus has been lost (or at least changed). Until we start to admit that we are a public service, and that we run as a public service, I don't think we'll ever get back to a point where we're serving the good people of the North East.

A fully integrated public transport network
OK, I appreciate the question is bus-focused, but for the power of franchising to be present, we've got a Metro Mayor with the power to do all of this. Needing a 'London-style' comes up a lot, and I really hate that phrase, but it doesn't negate from the fact we need a fully integrated public transport network. We need to come up with our own solution though, and not copy someone else's. Buses play a massive role, but they can't be the whole solution. It needs proper integration with a network of Metro, Rail, Tram and even the Shields Ferry. It needs to be simple, it needs to be one app/smart card, one ticket provider, without the complications of working out cheapest options.

Young persons free travel
A roll out of free travel to Under 22s, similar to the Scottish Government scheme. This is normally met with "How much will it cost?", without really looking at the socioeconomic such policy would deliver. It'd directly tackle child poverty for a start, but it also sets good habits for the future, in walking to stops or Metro stations. For those of a working age, minimum wage up to 20 is only £7.49, so it would allow people to travel further afield for work.
I also think that if something is free, with a really good transport network, they're less likely to be in a massive rush to get on the road or behind a wheel. One difference to the Scotland scheme, and something that Mayor Jamie Driscoll has spoken about, is that I would agree with him that the delivery of the free travel is actually a season ticket with 100% discount applied. What that means, is anyone caught acting in an antisocial manner, they'd simply have their smart card frozen, suspended or permanently withdrawn. It moves free travel away to a privilege to enjoy, rather than being a right.

Probably all of the above. But with competent people involved. 

Whatever the premise, whatever the network, whatever the colour of the vehicles... It won't work without people involved, who are actually capable. 

So that means the 'old' jobs for the boys (or girls) mantra needs to go.

Sorry about that. But I'd actually want this thing to succeed.

Certainly agree with all of the above. I’d add the caveat to the people employed to make the decisions - as part of their terms of employment they can’t use a car. Let them work 8/9 hours a day and then wait for a bus in the cold that may or may not turn up, and takes an age to get vaguely to where they want to be.

(14 Sep 2023, 5:48 pm)Chris 1 wrote Certainly agree with all of the above. I’d add the caveat to the people employed to make the decisions - as part of their terms of employment they can’t use a car. Let them work 8/9 hours a day and then wait for a bus in the cold that may or may not turn up, and takes an age to get vaguely to where they want to be.

See, I don't think they should be made to. They should want to. 

If your product is so great or is 'creating desire', then you should be wanting to lead by example in using your services.

(14 Sep 2023, 6:02 pm)Adrian wrote See, I don't think they should be made to. They should want to. 

If your product is so great or is 'creating desire', then you should be wanting to lead by example in using your services.

They might want to. But are unable to, just because of how shite the service actually is. 

A damming indictment of the network they've destroyed (I would say network they've created, but that would be a lie).

A bus service 24hrs a day to enable you to start work at 2am or 6am or not worry that last bus is 2300

This thread is mainly aimed at GNE and for good reason I would think, but Arriva and SC espeically have done favours, yes GNE have brands (which I do like) and I think it is very key in marketing to market their buses to the customers, especially with adverts on the engine at the back e.g

Last Bus after 11pm,
Easington to Newcastle every 15 mins in around 70 mins, tables, WIFI
Route Map etc

However I think Arriva and SC also share in the blame, SC not so much they don't really care about Hartleepool i mean don't blame them, but its Arriva is the issue atleast GNE are trying Arriva wants out as soon as theyll give them money, Arriva is the issue they dont wanna be here GNE is atleast trying.

Personally if I was in charge I would say

- More Frequent Buses, later buses
- Night Buses - maybe longer but could be similar length in time as during the day
- Branded Buses (not all routes but most, with a unique generic livery (e.g GNE 2019 Livery) and all services have a base plate such as the XLines are the same design with different colours, but are proper expresses)
- Under 22 Free Travel I would agree with
- Questionaires for where people want to go, routes haven't changed in decades, some don't have to e.g X1/60/56 really, but stuff like the 317 has seen positive growth and hopefully GNE new services in NT, also thats another thing GNE are constantly getting hate for their new services they're trying to run a comerical service in an area they pulled out of the best they can when Arriva pulled out.
- Also I would keep the Go North East name as its like saying Go North East, with their transportation, create one massive company from Darlington to Berwick called

Go North East - Journeys Taken Care of, but Journeys actually taking care off, decent standard of buses, actual care in their branding making sure branded buses aren't on the wrong routes. No competition on routes.

Personally I'd just rather the buses were branded as 'Bus' there's no need for stupid branding at all. The Beeline or whatever it is in Manchester isn't much better.

Unique route branding should be stopped immediately though as it just causes allocation problems and no-one really cares.

Just have Bus, Metro, Rail, Ferry. It works in Europe well enough and pretty much every other country aswell with each one with its own brand colour. Metro obviously being the yellow.

(14 Sep 2023, 11:13 am)Adrian wrote A complete refocus of attitude back to buses existing to serve people, not people being there to serve bus operators
One of the biggest failings, in my opinion, is that we've lost focus over decades of why buses exist in the first place. Running a public service and running a private business are incompatible with each other, which I think is why that focus has been lost (or at least changed). Until we start to admit that we are a public service, and that we run as a public service, I don't think we'll ever get back to a point where we're serving the good people of the North East.

A fully integrated public transport network
OK, I appreciate the question is bus-focused, but for the power of franchising to be present, we've got a Metro Mayor with the power to do all of this. Needing a 'London-style' comes up a lot, and I really hate that phrase, but it doesn't negate from the fact we need a fully integrated public transport network. We need to come up with our own solution though, and not copy someone else's. Buses play a massive role, but they can't be the whole solution. It needs proper integration with a network of Metro, Rail, Tram and even the Shields Ferry. It needs to be simple, it needs to be one app/smart card, one ticket provider, without the complications of working out cheapest options.

Young persons free travel
A roll out of free travel to Under 22s, similar to the Scottish Government scheme. This is normally met with "How much will it cost?", without really looking at the socioeconomic such policy would deliver. It'd directly tackle child poverty for a start, but it also sets good habits for the future, in walking to stops or Metro stations. For those of a working age, minimum wage up to 20 is only £7.49, so it would allow people to travel further afield for work.
I also think that if something is free, with a really good transport network, they're less likely to be in a massive rush to get on the road or behind a wheel. One difference to the Scotland scheme, and something that Mayor Jamie Driscoll has spoken about, is that I would agree with him that the delivery of the free travel is actually a season ticket with 100% discount applied. What that means, is anyone caught acting in an antisocial manner, they'd simply have their smart card frozen, suspended or permanently withdrawn. It moves free travel away to a privilege to enjoy, rather than being a right.

Gets my vote for the best idea so far

(15 Sep 2023, 8:33 am)Bazza wrote Gets my vote for the best idea so far

Is that cause your under 22?

(15 Sep 2023, 9:07 am)Rob44 wrote Is that cause your under 22?

 Funnily enough no!  Add several decades!

* Apply a temporary brand

Make it simple but eye catching, with a common fleetname but use vinyls to have easily swapped sub brands for each depot. Issue cheap temporary uniforms and publicity.

* Dump the apps and Nexus

Why duplicate what Bustimes.org are already doing really well? Nexus are useless, leave them to farting around with steam powered ferries and clapped out trains.

* Retender stop timetable provision

With a huge region and a standardized format, the private sector will snap your hand off for the massive contract to provide the still extremely important function of ensuring there is an up to date paper timetable at every single bus stop.

* Centralise customer support.

A single office handling all queries over whatever means customers wish to use, with Bustimes.org as the common frame of reference between provider and customer.

* Go cashless.

Replace all the ticket machines with smart models. Use the PayPoint network for the few people who don't have a means of contactless payment. Partner with Age Concern and other organizations to remove the fear, uncertainty and doubt that comes with such changes.

* Change the fare structure.

Make it simple and fair. Dump free travel and concessionary passes. Everyone must pay for each journey, even if it is a nominal 20p.

* Map the region, redesign the network

Contract a big data company to analyze the data on real time travel patterns coming from the smart ticket machines. Identify where routes, stops and frequencies can be altered to better serve the evident needs of the customer. Adopt a rolling program of periodic changes, ending only when you are satisfied the network is best suited for current and future demand.

Parallel to this, you centralise the planning and operations functions, making full use of digital technology to locate these functions in nice clean control center far from a depot, paring down the back office staff on site to a minimum but effective level.

* Go all electric

You now have the depot space and the purchasing power to pursue an aggressive fleet replacement program centered on a handful of standardized region specific all electric designs. Aim to completely replace the fleet within five years.

* Roll out the permanent brand

It is a no brainer to adopt whole route branding across the board, with a minimal nod to the network brand. The benefits far outweigh the minimal costs of operational constraints. It makes sense however to only roll out the brands as new vehicles arrive, their standardized shape and interior helping customers realize these are brands within a cohesive network.

Make each rollout a big deal, emphasizing that while it is technically true that the ownership and staffing hasn't changed, each brand launch marks a step change in quality. Before was temporary. This is the new dawn.

* Upgrade training and standards

Establish a training and professional standards regime that befits the new permanent brand. With each new brand rollout, ensure the passengers appreciate these brand new vehicles are also staffed by the newly uniformed properly trained staff.

* Rebuild the depot network.

My major cost is now the greedy drivers and legacy bills.

It makes perfect sense therefore to cut dead mileage to the bone by building many more smaller depots spread out across the region, with buses in service within a mile or less. New builds on readily available well connected industrial estates maximize efficient use of space and equipment, and of course take full advantage of green technology such as solar panels and digital communications.

The small depots are literally only for secure stabling, charging, cleaning and staffing of the PVR. Going the other way, I establish a network of a handful of massive super depots, where all repairs, maintenance and renewal is carried out, and the reserve fleet and private hire and other specialist buses are stabled.

All driver training activities are moved to a single dedicated site, taking advantage of the fact vehicles and equipment are now standardized.

* Smash the unions.

I am now the only show in town, if you want to be a bus driver. My vehicles are clean and quiet, my customers are happy, my network is efficient and effective, and my training is best in class. The people love me. I am a shining beacon of regional pride, my marketing department having ensured branding brings local buy in.

Frankly, if I could run my operation without drivers, I would. But for now, they are a necessary evil.

I do all I can to minimize the drivers ability to harm my business. If that means being aggressive in how I apply my standards, I will, confident as I am that my pay rates and conditions of working give absolutely nobody who lives in this region any cause for complaint. If they think they can do better elsewhere, then by all means, go.

If anything, it's better for my brand and my business if I can quickly get to a situation where the majority of drivers are people who are new to the industry and only know my standards, methods and operational arrangements. With dedicated route allocations it is even easier to recruit new hands.

There are plenty out there looking to change jobs, and the benefits are well worth the investment.

* Profit

People are amazed to realize that rather than requiring an ever larger subsidy and suffer the indignity of being being a mere public servant who must be forever slave to the whims of moronic politicians, the benefits of bringing a ruthlessly commercial attitude to a legal monopoly, are that you can actually make money. It's a fine art, balancing fares and costs, but since that is literally my only job, and given I have a financial incentive to provide more services not less, and every penny of my profit can be reinvested, I do it quite well.

* Run

Things go well for ten or even twenty years, certainly long enough to prove the operation is sustainable long term. But the moment I see the next pandemic on the horizon, I pack a suitcase, jump on a plane and throw the keys to the head of the council as I fly over the city.

See ya!

(17 Sep 2023, 10:14 am)Fleetmaster wrote * Change the fare structure.

Make it simple and fair. Dump free travel and concessionary passes. Everyone must pay for each journey, even if it is a nominal 20p.

I doubt that will be very popular

People love free stuff. Maybe if they realized being driven about in a large heavy metal box does actually cost money, they might value/respect it a little more? The perception that buses are only for the elderly, kids and welfare cases is a big reason why it has the least amount of policy attention despite being the most widely used form of "public" (as in available to anyone) transport.

More broadly, the Day Rider and similar tickets have to be the biggest insult to potential occasional bus users ever invented. Where else other than Beamish are you effectively given a whole day's service for only slightly (as in literal pennies) more than it costs to perform what most people define as a single useful return trip. It's a total con.

(17 Sep 2023, 10:14 am)Fleetmaster wrote * Apply a temporary brand

Make it simple but eye catching, with a common fleetname but use vinyls to have easily swapped sub brands for each depot. Issue cheap temporary uniforms and publicity.

* Dump the apps and Nexus

Why duplicate what Bustimes.org are already doing really well? Nexus are useless, leave them to farting around with steam powered ferries and clapped out trains.

* Retender stop timetable provision

With a huge region and a standardized format, the private sector will snap your hand off for the massive contract to provide the still extremely important function of ensuring there is an up to date paper timetable at every single bus stop.

* Centralise customer support.

A single office handling all queries over whatever means customers wish to use, with Bustimes.org as the common frame of reference between provider and customer.

* Go cashless.

Replace all the ticket machines with smart models. Use the PayPoint network for the few people who don't have a means of contactless payment. Partner with Age Concern and other organizations to remove the fear, uncertainty and doubt that comes with such changes.

* Change the fare structure.

Make it simple and fair. Dump free travel and concessionary passes. Everyone must pay for each journey, even if it is a nominal 20p.

* Map the region, redesign the network

Contract a big data company to analyze the data on real time travel patterns coming from the smart ticket machines. Identify where routes, stops and frequencies can be altered to better serve the evident needs of the customer. Adopt a rolling program of periodic changes, ending only when you are satisfied the network is best suited for current and future demand.

Parallel to this, you centralise the planning and operations functions, making full use of digital technology to locate these functions in nice clean control center far from a depot, paring down the back office staff on site to a minimum but effective level.

* Go all electric

You now have the depot space and the purchasing power to pursue an aggressive fleet replacement program centered on a handful of standardized region specific all electric designs. Aim to completely replace the fleet within five years.

* Roll out the permanent brand

It is a no brainer to adopt whole route branding across the board, with a minimal nod to the network brand. The benefits far outweigh the minimal costs of operational constraints. It makes sense however to only roll out the brands as new vehicles arrive, their standardized shape and interior helping customers realize these are brands within a cohesive network.

Make each rollout a big deal, emphasizing that while it is technically true that the ownership and staffing hasn't changed, each brand launch marks a step change in quality. Before was temporary. This is the new dawn.

* Upgrade training and standards

Establish a training and professional standards regime that befits the new permanent brand. With each new brand rollout, ensure the passengers appreciate these brand new vehicles are also staffed by the newly uniformed properly trained staff.

* Rebuild the depot network.

My major cost is now the greedy drivers and legacy bills.

It makes perfect sense therefore to cut dead mileage to the bone by building many more smaller depots spread out across the region, with buses in service within a mile or less. New builds on readily available well connected industrial estates maximize efficient use of space and equipment, and of course take full advantage of green technology such as solar panels and digital communications.

The small depots are literally only for secure stabling, charging, cleaning and staffing of the PVR. Going the other way, I establish a network of a handful of massive super depots, where all repairs, maintenance and renewal is carried out, and the reserve fleet and private hire and other specialist buses are stabled.

All driver training activities are moved to a single dedicated site, taking advantage of the fact vehicles and equipment are now standardized.

* Smash the unions.

I am now the only show in town, if you want to be a bus driver. My vehicles are clean and quiet, my customers are happy, my network is efficient and effective, and my training is best in class. The people love me. I am a shining beacon of regional pride, my marketing department having ensured branding brings local buy in.

Frankly, if I could run my operation without drivers, I would. But for now, they are a necessary evil.

I do all I can to minimize the drivers ability to harm my business. If that means being aggressive in how I apply my standards, I will, confident as I am that my pay rates and conditions of working give absolutely nobody who lives in this region any cause for complaint. If they think they can do better elsewhere, then by all means, go.

If anything, it's better for my brand and my business if I can quickly get to a situation where the majority of drivers are people who are new to the industry and only know my standards, methods and operational arrangements. With dedicated route allocations it is even easier to recruit new hands.

There are plenty out there looking to change jobs, and the benefits are well worth the investment.

* Profit

People are amazed to realize that rather than requiring an ever larger subsidy and suffer the indignity of being being a mere public servant who must be forever slave to the whims of moronic politicians, the benefits of bringing a ruthlessly commercial attitude to a legal monopoly, are that you can actually make money. It's a fine art, balancing fares and costs, but since that is literally my only job, and given I have a financial incentive to provide more services not less, and every penny of my profit can be reinvested, I do it quite well.

* Run

Things go well for ten or even twenty years, certainly long enough to prove the operation is sustainable long term. But the moment I see the next pandemic on the horizon, I pack a suitcase, jump on a plane and throw the keys to the head of the council as I fly over the city.

See ya!

You have some interesting ideas. 

What is concerning, that in the real world, you may be in a position where you manage staff. I really hope not.

I have both managed and been a manager. I have been unionised and non-unionised, unskilled, skilled and professional. I have been one of 5, 50 and 5,000 at one time or another. I know what works and what doesn't.

Tolerating an underperforming hostile workforce while you valianty try to make the necessary changes to save a failing business, never works. It is certainly why Wilko failed. Nobody seriously believes that the pay, conditions or management is any different at Poundland, Home Bargains or B&Ms, the more successful business that apparently had a big role in fatally wounding Wilko.

One suspects the difference is workplace culture. Employee culture. Union culture. Wilko is GMB, the other three are USDAW. I certainly wasn't impressed by the standards displayed by Wilko employees months ago, when there was still a chance the business could be turned around and management had already made very bold changes in an effort to turn things around, if only the workers showed the slightest interest in treating people like me as valued customers, not inconveniences. A visit to Home Bargains today saw me marvel at how dedicated the staff are.

Like Unite, GMB make a lot of noise and say a lot of things, such as this claim the management of Wilko, a business that existed for generations, are incompetent. Doesn't add up. Never does. USDAW are far quieter, known for negotiating in good faith and preferring ot to grandstand for political point scoring. A union that recognizes that a workforce without work is a pretty pointless thing indeed.

(17 Sep 2023, 2:09 pm)Fleetmaster wrote People love free stuff. Maybe if they realized being driven about in a large heavy metal box does actually cost money, they might value/respect it a little more? The perception that buses are only for the elderly, kids and welfare cases is a big reason why it has the least amount of policy attention despite being the most widely used form of "public" (as in available to anyone) transport.

More broadly, the Day Rider and similar tickets have to be the biggest insult to potential occasional bus users ever invented. Where else other than Beamish are you effectively given a whole day's service for only slightly (as in literal pennies) more than it costs to perform what most people define as a single useful return trip. It's a total con.

What a load of nonsense. I'm confident that the perception of buses only being for the groups you describe, only exists in the minds of the small-minded.

Everyone else can see they perform a vital role and have real socio-economic benefits.

(17 Sep 2023, 8:51 pm)Fleetmaster wrote I have both managed and been a manager. I have been unionised and non-unionised, unskilled, skilled and professional. I have been one of 5, 50 and 5,000 at one time or another. I know what works and what doesn't.

Tolerating an underperforming hostile workforce while you valianty try to make the necessary changes to save a failing business, never works. It is certainly why Wilko failed. Nobody seriously believes that the pay, conditions or management is any different at Poundland, Home Bargains or B&Ms, the more successful business that apparently had a big role in fatally wounding Wilko.

One suspects the difference is workplace culture. Employee culture. Union culture. Wilko is GMB, the other three are USDAW. I certainly wasn't impressed by the standards displayed by Wilko employees months ago, when there was still a chance the business could be turned around and management had already made very bold changes in an effort to turn things around, if only the workers showed the slightest interest in treating people like me as valued customers, not inconveniences. A visit to Home Bargains today saw me marvel at how dedicated the staff are.

Like Unite, GMB make a lot of noise and say a lot of things, such as this claim the management of Wilko, a business that existed for generations, are incompetent. Doesn't add up. Never does. USDAW are far quieter, known for negotiating in good faith and preferring ot to grandstand for political point scoring. A union that recognizes that a workforce without work is a pretty pointless thing indeed.

It's abundantly clear from your posts, that you have little to no experience in managing people, let alone dealing with trade unions. Dictation, maybe, but not managing.

To blame Wilkos collapse on an underperforming workforce is absurd. Not one leading economist or business commentator shares your view.

It's quite clear that you're only posting here, anonymously, to try and get a rise out of people.

Sent from my SM-S916B using Tapatalk

(17 Sep 2023, 8:51 pm)Fleetmaster wrote I have both managed and been a manager. I have been unionised and non-unionised, unskilled, skilled and professional. I have been one of 5, 50 and 5,000 at one time or another. I know what works and what doesn't.

Tolerating an underperforming hostile workforce while you valianty try to make the necessary changes to save a failing business, never works. It is certainly why Wilko failed. Nobody seriously believes that the pay, conditions or management is any different at Poundland, Home Bargains or B&Ms, the more successful business that apparently had a big role in fatally wounding Wilko.

One suspects the difference is workplace culture. Employee culture. Union culture. Wilko is GMB, the other three are USDAW. I certainly wasn't impressed by the standards displayed by Wilko employees months ago, when there was still a chance the business could be turned around and management had already made very bold changes in an effort to turn things around, if only the workers showed the slightest interest in treating people like me as valued customers, not inconveniences. A visit to Home Bargains today saw me marvel at how dedicated the staff are.

Like Unite, GMB make a lot of noise and say a lot of things, such as this claim the management of Wilko, a business that existed for generations, are incompetent. Doesn't add up. Never does. USDAW are far quieter, known for negotiating in good faith and preferring ot to grandstand for political point scoring. A union that recognizes that a workforce without work is a pretty pointless thing indeed.

Good luck to any Wilko staff, as this is NOT the view of this forum if anyone happens to read this.

What a disgusting comment to make and completely incorrect at the same time which is due to bad management decisions in terms of the clock stopping in 2010 and moving away from their discounter roots to a market of being pretty much no-where in bad locations on dying high streets with higher rents and busienss rates. Not to mention dividends being paid while the company is making a loss but I suppose you support that with your Nat-C bootlicker views who would squash you into slave labour if they had a chance.

(17 Sep 2023, 9:13 pm)Adrian wrote What a load of nonsense. I'm confident that the perception of buses only being for the groups you describe, only exists in the minds of the small-minded.

Everyone else can see they perform a vital role and have real socio-economic benefits.


It's abundantly clear from your posts, that you have little to no experience in managing people, let alone dealing with trade unions. Dictation, maybe, but not managing.

To blame Wilkos collapse on an underperforming workforce is absurd. Not one leading economist or business commentator shares your view.

It's quite clear that you're only posting here, anonymously, to try and get a rise out of people.

Sent from my SM-S916B using Tapatalk

I doubt that there is a single economist or business commentator that even shops in the likes of Wilko or Poundland. What would they know about the effect of a workplace culture on whether customers want to spend time and money in a store?

All they know are the sales figures, and they duly speculate. Unsurprisingly, a lot of what GMB claimed was the reason the company failed, found its way into certain media outlets without even being questioned. Understandably, Wilko management are reluctant to blame the workers for the collapse, even now.

And if you are so certain that everyone sees the socio-economic value of buses, why is it that they clearly don't get the level of funding or priority that roads, train and even cycling does? Here we are at a time when a mass change in travel habits could literally save the planet and stop serious health impacts, and services are actually being cut. The government rule that the meagre awards obtained haphazardly for BSIPs are categorically not for the sustenance of existing services, has been quietly forgotten. 

To take your cue, if you would like to find me a single transport industry commentator who says buses do get the priority they deserve, I would love to see it.

(14 Sep 2023, 12:31 am)Bazza wrote You are the person solely in charge of franchising in the region.  You love to micro manage.  

What one or two things would you prioritise?

Try not to repeat what’s already been suggested !

I’ll start with:

1: renumber all the routes ensuring there are no duplicates. 

2: standardise liveries getting rid of route branding (perhaps a nice yellow for Tyne & Wear and a red for the rest of the region!)

Yes I know I’m just reverting back to the pre deregulation era!

I would Prioritise....

1) Mass scale research before launch to see where people want to go. This would be predominantly online via QR codes etc... posted out and alternative town/city centre welcome events possible for elderly and those who need or prefer a person centred approach.

2) Correct pricing being on miles travelled compared to border variations and company pricing.

3) Decent and realistic frequencies based on population density and non being less than half hourly.

I could keep going but i'll leave some for other people...

(18 Sep 2023, 11:07 pm)logidoodah wrote 1) Mass scale research before launch to see where people want to go. This would be predominantly online via QR codes etc... posted out and alternative town/city centre welcome events possible for elderly and those who need or prefer a person centred approach.

I think this is one element to consultation, but it's single-direction. I've always found that one of the best ways to get really valuable feedback, is if you're prepared to run workshops or consultation events. Having groups of people giving feedback at once, often generates even better ideas.

It's something that I wish TNE would do with the BSIP, rather than hiding behind closed doors.

(19 Sep 2023, 8:20 am)Adrian wrote I think this is one element to consultation, but it's single-direction. I've always found that one of the best ways to get really valuable feedback, is if you're prepared to run workshops or consultation events. Having groups of people giving feedback at once, often generates even better ideas.

It's something that I wish TNE would do with the BSIP, rather than hiding behind closed doors.

I'm not sure on the legalities behind it with GDPR etc but I'd rather they went above the public.

For example in somewhere like Cobalt there's no reason why they can't go above and find out from the employer where people actually work and build networks from that. 

Asking people will never give a valuable information as people who don't use the bus won't answer as why would they I don't use the bus so naturally your just going to get answers saying where buses actually go because people have a made a choice around the network rather than where they could go. 

ie asking a pensioner around here I'd imagine most would say either Cramlington or Whitley Bay as that's where the buses go. Ask people who drive I'd imagine they'd say Silverlink, Killingworth and Cramlington.

Not to mention most these polls seem to happen at 3pm on a weekday and I don't need to say what's wrong with that rather than 8pm on a Saturday.

I would run a load of commercially funded taxibuses, because they would be low-cost to run and could potentially benefit passengers if the fastest route between two places involved narrow streets/roads.
Some early ideas:
TB3: Washington, Oxclose, Crowther, Ayton, Team Valley, Newcastle
TB19: Gateshead, Whitehall Road, Bensham Hospital, Team Valley
TB25: Chester-Le-Street, Plawsworth, Kimblesworth, Nettlesworth, Sacriston, Witton Gilbert
TB33: Chester-Le-Street, Hilda Park, Pelton, Perkinsville
TB59: Gateshead, Q.E Hospital, Felling Square, Fewster Square, Ellen Wilkinson Estate, Wardley

(17 Sep 2023, 10:14 am)Fleetmaster wrote * Apply a temporary brand

Make it simple but eye catching, with a common fleetname but use vinyls to have easily swapped sub brands for each depot. Issue cheap temporary uniforms and publicity.

* Dump the apps and Nexus

Why duplicate what Bustimes.org are already doing really well? Nexus are useless, leave them to farting around with steam powered ferries and clapped out trains.

* Retender stop timetable provision

With a huge region and a standardized format, the private sector will snap your hand off for the massive contract to provide the still extremely important function of ensuring there is an up to date paper timetable at every single bus stop.

* Centralise customer support.

A single office handling all queries over whatever means customers wish to use, with Bustimes.org as the common frame of reference between provider and customer.

* Go cashless.

Replace all the ticket machines with smart models. Use the PayPoint network for the few people who don't have a means of contactless payment. Partner with Age Concern and other organizations to remove the fear, uncertainty and doubt that comes with such changes.

* Change the fare structure.

Make it simple and fair. Dump free travel and concessionary passes. Everyone must pay for each journey, even if it is a nominal 20p.

* Map the region, redesign the network

Contract a big data company to analyze the data on real time travel patterns coming from the smart ticket machines. Identify where routes, stops and frequencies can be altered to better serve the evident needs of the customer. Adopt a rolling program of periodic changes, ending only when you are satisfied the network is best suited for current and future demand.

Parallel to this, you centralise the planning and operations functions, making full use of digital technology to locate these functions in nice clean control center far from a depot, paring down the back office staff on site to a minimum but effective level.

* Go all electric

You now have the depot space and the purchasing power to pursue an aggressive fleet replacement program centered on a handful of standardized region specific all electric designs. Aim to completely replace the fleet within five years.

* Roll out the permanent brand

It is a no brainer to adopt whole route branding across the board, with a minimal nod to the network brand. The benefits far outweigh the minimal costs of operational constraints. It makes sense however to only roll out the brands as new vehicles arrive, their standardized shape and interior helping customers realize these are brands within a cohesive network.

Make each rollout a big deal, emphasizing that while it is technically true that the ownership and staffing hasn't changed, each brand launch marks a step change in quality. Before was temporary. This is the new dawn.

* Upgrade training and standards

Establish a training and professional standards regime that befits the new permanent brand. With each new brand rollout, ensure the passengers appreciate these brand new vehicles are also staffed by the newly uniformed properly trained staff.

* Rebuild the depot network.

My major cost is now the greedy drivers and legacy bills.

It makes perfect sense therefore to cut dead mileage to the bone by building many more smaller depots spread out across the region, with buses in service within a mile or less. New builds on readily available well connected industrial estates maximize efficient use of space and equipment, and of course take full advantage of green technology such as solar panels and digital communications.

The small depots are literally only for secure stabling, charging, cleaning and staffing of the PVR. Going the other way, I establish a network of a handful of massive super depots, where all repairs, maintenance and renewal is carried out, and the reserve fleet and private hire and other specialist buses are stabled.

All driver training activities are moved to a single dedicated site, taking advantage of the fact vehicles and equipment are now standardized.

* Smash the unions.

I am now the only show in town, if you want to be a bus driver. My vehicles are clean and quiet, my customers are happy, my network is efficient and effective, and my training is best in class. The people love me. I am a shining beacon of regional pride, my marketing department having ensured branding brings local buy in.

Frankly, if I could run my operation without drivers, I would. But for now, they are a necessary evil.

I do all I can to minimize the drivers ability to harm my business. If that means being aggressive in how I apply my standards, I will, confident as I am that my pay rates and conditions of working give absolutely nobody who lives in this region any cause for complaint. If they think they can do better elsewhere, then by all means, go.

If anything, it's better for my brand and my business if I can quickly get to a situation where the majority of drivers are people who are new to the industry and only know my standards, methods and operational arrangements. With dedicated route allocations it is even easier to recruit new hands.

There are plenty out there looking to change jobs, and the benefits are well worth the investment.

* Profit

People are amazed to realize that rather than requiring an ever larger subsidy and suffer the indignity of being being a mere public servant who must be forever slave to the whims of moronic politicians, the benefits of bringing a ruthlessly commercial attitude to a legal monopoly, are that you can actually make money. It's a fine art, balancing fares and costs, but since that is literally my only job, and given I have a financial incentive to provide more services not less, and every penny of my profit can be reinvested, I do it quite well.

* Run

Things go well for ten or even twenty years, certainly long enough to prove the operation is sustainable long term. But the moment I see the next pandemic on the horizon, I pack a suitcase, jump on a plane and throw the keys to the head of the council as I fly over the city.

See ya!

Your not called Ben Houchen by any chance are you seems a similar attitude to him