(30 Jan 2021, 9:05 am)RobinHood wrote For perspective on the actual planning side of things, Arriva have 2 Network Managers (yes, just two!) for the entire network between Scarborough and Berwick. That's 2 people to basically replan every service and arrange headways and frequencies accordingly to get something sensible (these 2 people plan the changes, input the changes manually, register the changes, update the fare tables, create the local information, update destination screens and update NSA systems etc - it all runs through this tiny team). There are then another 2 people who will schedule the work and create the duties and rotas for each of the seven depots. In the background, these are also the same people are negotiating service levels with local authority leads (just 9 different authorities to have the same discussions with) and trade union reps internally across seven depots, but two different sets of pay schemes and therefore scheduling agreements to adhere to. It's a difficult job too juggle all of that normally, with a team that small.

Again, you don't know the situation or the politics that are in place - varying significantly between companies, internally. A view is simply made based on the output (or perceived lack of), which is far from reality and why I'm defending these people whom I know most of personally.

One thing I will agree on however, although not directly implied, is that Arriva have literally squeezed their local management and support functions to the bare minimum over the past 18 months and it shows when you compare reaction times now. I absolutely do not agree when it is suggested that Arriva simply haven't bothered to respond or acted too late. These guys are working 60 odd hour weeks to make up the difference compared to GNE and Stagecoach who have retained bigger local teams as part of their business plan and have the ability to repurpose very quickly.