Team Red | MEC 2014 | Community Transport Business Plan - V1.01-04.14

Manx Executive Challenge 2014 Team Red | Community Transport

Contents Executive Summary

1

Introduction

2

Objectives Research

3

Scope

4

Assumptions Strategies | Centralised Service Offering

5

Cost/Benefit Analysis & Investment Appraisal

6

Risk Analysis | Force Field Analysis

7

Communications Strategy

8

Revenue Generation

9

In Summary

10

Appendix I

Outline | Community Transport Centre

12

Appendix II

Research | Stakeholder Map

13

Appendix III

Financials | Profit & Loss | Community Transport Centre

14

Appendix IV

Financials | Cash Flows | Community Transport Centre

15

Appendix V

Revenue Generation | Calculations

18

Appendix VI

Resource Management | Department of Infrastructure

19

Resource Management | Charity Organisations Appendix VII

Technology | Journey Planner

20

Appendix VIII

Technology | Journey Planner Integration

21

Appendix IX

Research | Government Budget & Forecasts

23

Appendix X

Research | Situation Analysis | PESTLE

24

Appendix XI

Case Study | Red Cross

25

Appendix XII

Case Study | Age Isle of Man

26

Appendix XIII

Reference | Branding & Presentational Materials

27

Appendix XIV

Reference | Survey Summary

28

Appendix XV

Reference | Citations & Bibliographies

29

Executive Summary Our report evaluates the delivery of Community Transport (CT) services on the Isle of Man. It identifies the key Community Transport needs of the Manx public and the barriers to delivering those needs.

The Isle of Man Government faces increased financial pressure. As a consequence it has been identified that the provision of community transport is struggling to meet the needs of local communities, and that the economic costs are significant.

Community transport is of significant importance to the Isle of Man. We see demands for the service increasing, whilst at the same time the Government aims to reduce its scope. We have, therefore, had to identify new and innovative solutions to enable Government to reduce its current scope whilst working with third sector and other organisations.

Our key recommendations are that Isle of Man Government: ■■ Creates a centralised Community Transport Centre (CTC) within the Department of Infrastructure to

transport the elderly, the infirm, schoolchildren and people in rural areas (As detailed in Appendix I) □□ Uses the CTC to establish Community Transport benchmarks □□ CTC will also house the current Department of Health patient transfer service in conjunction with the Red Cross □□ Procures a Social Enterprise, Third Sector Organisation or Private Company contract to manage the CTC ■■ Adopt technology based solutions that will be used by CTC and Bus Vannin □□ Interactive journey planning software (see Appendix VII) □□ Integration of Journey planner with Hospital appointments (see Appendix VIII) □□ Introduction of Smart Card, pre-payment system ■■ Reduce expenditure and increase advertising revenue for Bus Vannin ■■ Improve public awareness and perception of Bus Vannin The Community Transport Centre has been well received by stakeholders and sponsors when presented to them.

The idea of enhancing the existing services for both Public and Community Transport has carried favour with both Age Isle of Man and the Red Cross1. The incentives that we propose for the third sector, and indeed private sector, to get involved with the Community Transport Centre are extremely attractive, making this a commercially viable opportunity.

With the introduction of new technologies and by utilising existing assets to their full potential we can create efficiencies within the current service, creating performance benchmarks and presenting real-time data; not just for departmental purposes but to the end user. You will be able to book online, see live vehicle data and even track a bus to know when its going to arrive. This adoption of new technologies, the integration of patient transfers and the renewed focus on the end-user is crucial for increasing the passenger experience and ultimately increasing passenger usage.

Community Transport is of critical importance which is why individuals and organisations are willing to invest their time and money into new ways of delivery. In the Isle of Man we have highly engaged stakeholders over a small geographical area; this presents great opportunity for innovation.

Our business plan highlights a potential reduction in Government net expenditure by £1.06 million per annum as detailed in the table below. A further breakdown on costs per Government department and expenditure reductions can be found in Appendix IX. Government Net Expenditure

Community Transport Bus Vannin Total

2014 (current)

2015 (proposed)

Reduction in Net Expenditure

(estimated) £1,000,000

£850,000

£150,000

2

£3,183,750

£916,250

£5,100,000

£4,033,750

£1,066,250

£4,100,000

As a result it may become commercially viable to privatise the Bus Service.

Page 1

Introduction The purpose of this proposal is to identify innovative solutions to improve community transport and increase the economic potential of the Island whilst protecting social inclusion.

The Isle of Man Government has set out transport reform priorities in An Agenda For Change3, to be achieved within four years.

Our proposal is directed to the Cabinet Office (effective April 2014) and meets two recommendations set out in the Review of Scope Government Report of 20124: ■■ The Government should conduct in-depth appraisals into the use of outside agencies to deliver the Bus

Service and to take forward alternate deliveries by an outside agency where shown to be justified; and ■■ The Government should seek to conclude commercial arrangements with future or private or voluntary providers of public services, to provide for the transfer of its existing public sector staff and the protection, so far as possible, of existing terms of service.

During the launch presentation of the Manx Executive Challenge we defined CT as ‘a transportation service equally accessible to all members of the Island’s community’. We believe CT is an essential service for vulnerable and isolated people. It can help people to remain living in their own homes, improve quality of life and promote social inclusion. 8%5 of people living in the Isle of Man are dependent on care from a family member, friend or neighbour. Having a CT service is a lifeline to the most vulnerable members of our society, supporting trips to the shops, hospital appointments and is a link to rural areas. This is a pressing matter for Government as the Island’s population is ageing. The over 65 age group expecting to grow by 75% in the next 20 years, with the cost of healthcare for 80+ year olds doubling to £50 million6.

In defining CT, we have identified that individual needs are sometimes not suited to core public transport services. It is evident that Bus Vannin cannot meet all demands of CT requirements such as responsive and dynamic routes. Charities currently meet the gaps by offering support to the elderly, people with learning difficulties and other vulnerable groups. These services are not co-ordinated, and so is there an opportunity to improve and make savings.

The costs of CT to Government are significant. In 2011-2012, the estimated total cost of CT to Government exceeded £1,000,0007 with its means of delivery being: ■■ Staff & fleet in various

departments;

■■ The Public Transport Division;

and

■■ Contracts or arrangements with

charities, taxis and private hire companies.

Objectives Our key objective is to safeguard the future and sustainability of Community Transport for the Isle of Man Community Transport has to be easily accessible to everyone, whether they be resident or visitor. Those that use the service should travel in a comfortable and affordable way; they should receive care and respect.

This report focuses on Government’s role as the major stakeholder, with the power to effect change. We asked ourselves, ‘what would success look like to Government?’

Objectives from 2015- 2018 ■■ Create a co-ordinated service model in year 1, covering patient transfer, mobility needs and rural links ■■ Provide incentives for charities and volunteers to deliver these services ■■ Increase advertising revenue for Bus Vannin by £495,000 per annum (see Appendix V for details) ■■ Create a full suite of management information on all journeys, fares and mileage from outset ■■ Reduce public transport concessions whilst protecting the vulnerable in year 1 ■■ Publish year 1 CTC performance results ■■ Set targets for year 2 for journeys, fares, usage and mileage ■■ Invite third-parties to tender for management of the service model for a Government subsidy

Page 2

Research Across Government we found there is a lack of management information on both public and community transport, the number of journeys being undertaken and costing. We interviewed key Government officials and conducted a public survey (both online and in face-to-face meetings), some of the key findings are outlined below.

Research | Public Transport

Research | Community Transport

■■ Primary research via online and face-to-face

■■ Meeting with a number of key charities who

study to obtain a better understanding of public transport and customer satisfaction with a goal to drive up usage ■■ Meetings with the Director of Public Transport and the Financial Director of Corporate Services to understand passenger numbers and plans in place to improve service and operational costs

provide community transport on the Island including Age Isle of Man, Red Cross and The Children’s Centre to understand what services they provide today. (Refer to Appendix VI for breakdown of charity involvement) ■■ Researched examples of successful Public/ Private/Third Sector Partnerships in rural areas in the UK including Devon8, Norfolk9 and Strathspey10. There are examples of semi-fixed routes, ran commercially by taxis, while other models remove the need for service delivery altogether. For example, some local authorities issue personal travel allowances or motability schemes11 (including Department of Social Care) so certain users can make their own arrangements.

■■ We reviewed social enterprise models used in CT contracts. The leading innovator in the UK is Hackney Community Transport12

We also established who our primary and secondary stakeholders are (see Appendix II for our Stakeholder Map and further details). Through our survey with over 320 responses, we identified key themes that the Island’s community felt would better improve the current service delivery:

Public/Community Transport

Technology

■■ Joined-up connections between express services

■■ Easier use of timetables

■■ ■■ ■■

■■

& onward routes Hop on & off shuttle bus services More synergy with private/public/third sector workforces to co-ordinate arrival & departure times The introduction of a satellite service that feeds into the main routes has had a favourable response from the survey More services during peak commuting times

■■ Increased accessibility - online or app based ■■ Better information at bus stops ■■ Live Updates ■■ Tracking of vehicles/arrival times

Public Relations ■■ Explanations of why things have been done -

bought, sold, used, contracted ■■ More information on services ■■ Transparency - treating the customer fairly ensuring they are kept informed at all times ■■ Focus on the vulnerable and isolated

Our research indicates the Isle of Man Government is overspending on CT; it is not delivering the service in a co-ordinated way and it doesn’t effectively audit its delivery.

We have developed a three year business model which addresses the themes in response to the feedback we received. Our business plan is based on the findings in our survey and meetings with our stakeholders, including passengers, charity groups and Government officials.

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Scope During our research it became clear that the lack of management information, such as costs, is the single largest barrier to success; our three year CTC plan addresses this barrier. We also saw clear and achievable opportunities within Bus Vannin to reduce costs which is why we included them in this report.

Our vision for a CTC is about co-ordination and functionality and not about ownership of fleet and drivers – assets remain the responsibility of the participants.

We considered the other important aspects to Community Transport - planning (bus interchanges, park and ride), environmental (cycle paths, pedestrianisation, increase on parking restrictions, congestion charges). Due to time constraints and achievability they are not in the scope of this report. Should our key recommendations be acted upon, the Government will be better placed to address these wider issues.

One very important issue is that the Isle of Man Government does not currently have a Transport Policy or Policy of Access. As such it is not legally bound to provide Transport to its citizens. This presents a risk to the most vulnerable members of society. Unfortunately it was not possible to address Transport Policy within the scope of this report and we would welcome the opportunity to discuss our thoughts with the newly formed Cabinet Office or the Department of Infrastructure.

We realise the importance of Policy however we have focused on the implementation of a few aspects that will underpin the policy as outlined throughout this report. The table below outlines the key areas that we believe form part of the Transport Policy that we, as part of the Manx Executive Challenge, are able to influence and co-ordinate effectively.

Transport Policy National Vision Policy…

Core Community Technology everything else Public Transport Transport Centre Advancement ■■ Central ■■ Co-ordinate ■■ Third Sector ■■ Journey Government network Planner ■■ Social ■■ Cabinet Office ■■ On/Offline Enterprise ■■ CT Scheduler Timetables ■■ Environment ■■ Private Sector ■■ On-board Planning/Bus Systems ■■ Patient Station etc…

Transfers ■■ Smart Cards ■■ m-Ticket

Outside Scope

Revenue Generation ■■ Advertising ■■ Reductions to concessions ■■ Sponsorship

Within the scope of this Business Plan

Media & Public Relations ■■ Social Media ■■ Web-site ■■ Forum ■■ Surveys ■■ Focus Groups ■■ Market research ■■ Community Focused Feedback

Assumptions The Community Transport Centre will initially be taken on-board by Government (see Page 5 for details), utilising existing fleet of vehicles (from the Department of Infrastructure, schools and third sector entities) during idle time to enhance the services already provided by Bus Vannin. The success of the development of the CTC will require participation from charities and volunteers in order to operate and ultimately reduce costs and subsidies provided

by Government. We assume that the Department of Infrastructure has suitable office space within its estate to house the CTC. The additional revenue generation from the Support Strategy will be used to cover start-up costs for hardware and software, as well as provide subsidies and grants as incentives to organisations, such as third and private sector, who would provide vehicles and drivers. We assume that there will be no major reduction or increase to the Department of Infrastructure, who will host the CTC initially. All of our proposals relate to the Department of Infrastructure’s budget.

Other Assumptions ■■ Government adopt the scheme from day one

■■ Technology adoption is weeks rather than months

■■ Advertising resource management from day one

■■ Government holds invitation to tenders to social

to initiate revenue generation ■■ Further savings will be established with patient transfer service once management information is received from centralised CTC ■■ Media and Public Relations from day one

enterprise, third or private sector organisation anywhere from 1 to 3 years ■■ Third-party adoption of CTC anywhere from 1 to 3 years - presumption is more towards 3 year term

Page 4

Strategies | Centralised Service Offering Key Features | CTC ■■ A co-ordination and welcome service for bookings and information on Community Transport ■■ Potential access to 92 mini-buses13 ■■ Incentives for volunteer workers, including discounts and training

In addition to the CTC, we have a number of proposals for the Bus Vannin service over the next three years to raise its income and reduce the cost to Government:

Operational Strategy Year 1: Establish CTC at Department of Infrastructure ■■ Centralise co-ordination of CTC services ■■ ■■ ■■

■■

■■

■■

including patient transfer service Provide accessible, affordable, reliable and demand responsive transport to the end user Provide customers a simple booking service via phone, email, web and mobile services Conduct full audit of available vehicles and drivers, identify gaps or surplus through resource management tools Log accurately all journey information: passengers numbers, fares types, receipts, route data, mileage and fuel consumption Integrate route planning with Bus Vannin, connecting rural passengers to primary routes (see Appendix VIII) Government to reduce school children’s concessions and to raise age of eligibility for senior citizen bus travel concessions

Year 2: Publish Year 1 performance & set benchmarks ■■ Publish a document with key Community Transport statistics (via Cabinet Office).

To include the number of CT journeys per year and their nature (education, social care, healthcare, social inclusion).

Also, include the number of users, demand density map of usage, total first year cost, cost per passenger trip, cost per year in asset maintenance ■■ Produce audited accounts and explanatory information on strengths and weaknesses ■■ Conduct research to produce a user satisfaction score, along with percentage of bookings denied to users and a punctuality score14, to form customer satisfaction benchmarks ■■ Engage third-parties to design specification of external management. Begin procurement process with Treasury’s Economic Affairs Unit.

Year 3: Commission a Third-Party to manage CTC ■■ By mid-year 3 to request tenders for a Social Enterprise, Charity or Private Company to take over the management of the CTC ■■ Publish a second benchmark document to monitor whether customer satisfaction has improved and that costs have been reduced ■■ This information will be integral to the Social Enterprise, Charity or Private Company model

Support Strategy From outset: Exploit advertising opportunities on the Bus Vannin fleet and surrounding infrastructure ■■ Estimated £495,000 additional income per year15 ■■ Low-cost revenue generation ■■ Any expenditure to be kept to a minimum with short term revenue generation in mind Introduce means-tested bus travel concessions for schoolchildren ■■ 55% of schoolchildren16 travel by bus currently ■■ A flat 20p single fare could generate more than £200,000 in Bus Vannin receipts17. Payments can be collected via smart-cards already used in schools or rolled out in due course ■■ We propose to extend fare concessions to children who receive free school meals as they have already been means tested ■■ Department of Education and Children has no objection in principle to means-testing for the reintroduction of fares Raise the age of eligibility for senior citizen bus travel concessions from 60 to 65 ■■ Raising eligibility to 65 could raise receipts of up to £100,00018 ■■ Many people aged 60 are healthy and remain in gainful employment ■■ Falls in line with Government’s reform plans for retirement age Positive Public Relations must be encouraged with regards to the existing and new services ■■ A low-cost provision within the scope of this business plan ■■ Must be timely and efficiently executed ■■ Utilise all forms of free and public media channels, including social media We believe that Advertising Management and Media Relations should be kept in-house within Government although out-sourcing arrangements could be made.

Page 5

Cost/Benefit Analysis & Investment Appraisal We propose the Cabinet Office considers the net saving to Government, rather than the cost to each Department.

Community Transport services cannot be operated without some form of subsidy or public support, and or model will require an annual subsidy of £850,000 which incorporates the existing contract for the Red Cross.

For a full breakdown of Profit & Loss and first three year cash flow please refer to: ■■ Appendix III | Financials | Profit & Loss ■■ Appendix IV | Financials | Cash Flows

Our proposals reduce Government’s net expenditure on transport services by £1.06 million per annum by year 3.

■■ Investing in the CTC means that Community Transport expenditure can be cut by 15% or £150,000 per annum ■■ Recommendations to the Public Transport Director (for advertising sales, reducing concessions for

schoolchildren and increasing the senior citizen concession age) means that Bus Vannin expenditure can be cut by a further £916,250 per annum. This could be further increased once synergies and efficiency measurements have been established after year 1/2.

However, we need to acknowledge the unlikelihood of this all taking place immediately at day 1 and so we applied a 50% reduction in Year 1, 25% in Year 2 and 0% in Year 3.

Current delivery

CTC and Bus Service Reform

Bus Vannin

£4,100,000

£3,183,750

DSC

£300,000

£0

DEC

£150,000

£0

DoH

£500,000

£0

DED

£50,000

£0

CTC

£0

£850,000

Total

£5,100,000

£4,033,750

Government Saving Year 1

£533,125

Year 2

£799,688

Year 3

£1,066,250

Total Saving

£2,399,063

In this business model the fleet of Government and third sector vehicles are not owned by the CTC - mileage allowance and vehicle maintenance grants are the main expense. The drivers are volunteers in the eyes of the CTC and do not receive a wage directly, however the participating organisations may take advantage of the subsidies and any mileage allowances to pay their drivers. Drivers (or their organisation) receive an allowance of 100p per mile based on the journeys logged in the scheduling system. This rate creates an attractive incentive on top of fuel costs. Drivers will also be eligible for expense allowances and professional development opportunities as incentives.

Other important costs are two members of staff based in an office/call centre as an extension of the Public Transport Division. The call centre may require a 24 hour hot-line, or at minimum a suitable messaging system via phone and a web-based booking portal.

We looked at the issues surrounding the costs of transport in general to Government - particularly Public Transport. It is clear that there is a lot of extra passenger capacity on services and potential increase in income.

We decided that increasing profitability of the core Bus Service was an essential stage in paying for the Community Transport Centre.

Page 6

Risk Analysis | Force Field Analysis Force field analysis is a change management technique which was originally conceived use in social situations. It displays and analyses the forces driving movement toward a goal (helping forces) or restraining movement toward the goal (hindering forces). Using the PESTLE analysis data (refer to Appendix X for details) we implemented the force field technique as a business management tool. This is ideally suited in our situation as we are planning a major change to the existing Public Transport service and introducing a new service through the CTC.

Risks/Weaknesses

Beneficial to rural residents, elderly and socially excluded as a means of integrating them into society. Longer life expectancy means that access to healthcare will grow in importance; 4 CT is currently provided and its importance will increase as the ageing population increases its reliance on these facilities as they no longer have access to a car; 4 Positive impact on retail industry generating more footfall into towns around the Island.

Both capital and revenue expenditure should be very low as high reliance on existing infrastructure and vehicles; 3 Demand currently exceeds Government resources. The Isle of Man is ageing, with 50% of those being over 50 by 2020 and the over-65 age group to grow by 75% in the next 20 years; 5 The rural areas have a dispersed population with a reliance on the car. As a result it is difficult to maintain a frequent, reliable, viable bus service; 3 Likely to be politically and publicly acceptable, depending on the package of measures adopted, especially any car restraint. Providing alternatives to the car will become more politically acceptable due to the pressures of the climate change agenda; 3 Advertising opportunities for small companies and sole traders will make it more accessible, creating cross-marketing opportunities with other providers; 4 Parking problems exists in and around Douglas as featured in the recent Car Parking Study; 2 Real-time passenger transport information would benefit rural bus stops; 3

Force Field Analysis | Community Transport Centre

Strengths

Technology is rapidly developing to improve Public Transport information but problems of congestion will not 2 be addressed; There is much scope for introducing improved Public Transport information using new technology within Bus Vannin and the CT service but this is unlikely to be achieved without adoption of a fully 3 integrated solution; Potential risk of users declining by raising the age threshold for senior citizens bus passes. They opt to use alternative 4 transport, i.e. car; By creating competition there is a risk of unemployment to existing service 4 providers i.e. taxi drivers; Specialist accessibility vehicles with low floor tools (accessibility lift) are a massive cost; modifications can increase 3 cost four-fold; Mobility/transport is an integral part of society and a key issue in a largely rural area. Increase in car ownership/usage has resulted in a high dependency to satisfy 2 movement needs; Any changes to the current Public Transport and CT services may generate 2 hostility from Bus Vannin; Although the participant organisations receive subsidies and mileage allowances, 4 the drivers are volunteers; 4 Risk that third sector will not buy into CTC;

Political support exists, but support for subsiding rural buses may not be high, hence an alternative means to generate 3 income to support the CTC financially,

No existing transport policy; 4

Total 35

31 Total Page 7

Communications Strategy Public Relations – Leading the Way | Community Interest In today’s business and political climate it is more important than ever to ensure that any money is spent wisely and that maximum value is achieved.

Our customer feedback survey showed that those who use the bus service have a high level of satisfaction. It also indicated that the many that haven’t exeprienced the service have taken their opinion from local press and online forums, without direct experince or all the facts.

Accountability is crucial - accountability for money spent, the reasons for doing something and why you continue to do something.

This is especially true when it comes to promotion, which is why businesses are increasingly turning their attention to public relations. A programme of proactive PR is the most cost-effective way of reaching the optimum target audience in the shortest possible time and is cheaper than advertising alone.

Whether you are a Government body, private business or a third sector organisation, we need to promote our business so that it can grow. We could have the best Public Transport and CTC in the world, but no-one will ever know unless we tell them about it.

We need to tell our potential and existing customers, our stakeholders and the voting public what is going on in Public Transport and the CTC. Tell them what we do and what we can offer them. Tell them what makes our Public Transport and CTC special, unique and better, and how we are enhancing the existing service.

Tell them why they need us!

The essence of effective PR is getting the right message, to the right people, in the right format, at the right time.

Ensuring the truth is out there - we have been party to many reasons why over the course of this project and all of them make sense. The issue is that this information isn’t out there, isn’t explained or justified.

We believe that there are more positive PR stories that surround Public Transport and the CTC than the principal negatives that have popularised the news in recent months. It is about time that balance changed.

As part of the advertising tender PR and Media Relations needs to be intrinsic with this process as well. The revenue generation is a positive story in its own right generating income to cover expenditure and creating profit margins that can be used to offset against subsidies without impacting the tax payer.

With so many people, so close to Public Transport and CTC, there is no real need to go external for writing great success stories. We have the source, we have the channels and tools, the contro should be keptl in-house and utilise the opportunities.

There are many tools and channels out there for our messages to reach everyone. Many of the tools are free such as social media or carry nominal cost when compared to the potential revenue generation we are looking to achieve such as printed and broadcast media. Channels for message distribution are readily accessible with news, information, new appointments and even case studies being topical and newsworthy. Reliance on web-sites and search engine optimisation for increasing the reach of message is also extremely important, and so a well maintain web-portal is essential.

We are trying to influence a policy change regarding the use of PR, social media and the more traditional methods of advertising and information transmission. This is an extremely significant factor in ensuring that people know about the services, feel involved and participate.

Page 8

Revenue Generation We believe that there are opportunities to increase Bus Vannin receipts through advertising income and the integration of new technology and systems.

Current Model

It has been indicated via the DCCL that today Bus Vannin generates £20,000 annually19 in advertising revenue.

This is for the external advertising20 on the buses using side, rear and T-side panels. The advertising that is currently run is predominantly mainstream film posters for cinema screenings that have been shown on the Island. These are not easily accessible to update on such a regular basis so are failing the community with regards to being informative, current and of any particular interest to the general public.

It has also be noted that there is some advertising on the exterior of buses that do not necessarily relate to communication channels on the Isle of Man such as five digit text numbers.

Proposed Model

The importance of using vehicle based advertising for the Isle of Man: ■■ A national campaign with local relevance –

everyone has their local bus. It gives advertisements a local context.

■■ A moving medium and a mobile audience enable buses to deliver high frequency and build high coverage efficiently. They get the message out there.

■■ What’s on, what’s new and what’s happening. Buses are strongly rooted in the public domain constantly reminding potential customers of their choices.

■■ 79% of people never read the local Newspaper…

■■ 61% of people never listen to commercial Radio…

■■ But...87% of people will see Outdoor advertising

this week…21

The main source of zero-cost revenue generation has been reduced to on and offline advertising. This in turn has been further segmented to the following key areas: Internal Headliners

On-board Screens

External Super-Sides Rear T-Sides Upper Rears Streetliners Mega-Rear Street-Level PT furniture Bus Stops Passenger Focus Smart Cards Tickets Digital Web Site

Flat Surface Advertising Full Wrapped Flat Surface Advertising Bus Shelters Journey Planners (Printed)

Smart Phone & Journey Tablet Apps Planners (Digital)

Utilisation of all advertising channels is essential for a co-ordinated marketing approach. Flat surface advertising is used globally, to great effect, so why not make more of this potential on the Isle of Man. Having invested time into research on this matter we are of the belief that not only can the exterior be used to great effect but also the interior of vehicles, but also bus stops, shelters, ticketing and Smart Cards.

Potential advertising revenues can be generated on web-sites, smart-phone apps, the digital screens onboard and even the bus timetable, the latter of which is already in practice. We have identified this revenue stream which is not used to its full potential. We need to make use of this commercially viable opportunity on the Isle of Man. In some areas the solution is a zerocost revenue stream for the CTC.

This revenue generation needs to be looked at independently and utilised to offset costs and subsidies for the implementation of the Community Transport Centre, including the introduction of new technology and the integration of existing. Over time as the adoption of these services is transferred to a third party, the levels of the subsidies would diminish over time creating additional revenue for the Isle of Man Government.

Although advertising is covered under the 2013/2014 budget outlined by the DCCL Finance Department it certainly falls well short of the conservative projected figures above. We know from talking with media providers that key publications are distributed to over 1,000 business across the Island; so there is certainly a high level of reach and opportunity. A new tender process with defined targets needs to be enforced along with a review of remuneration to the agencies tendering for the contract.

Additionally, we believe that we should factor in a 5% increase for fare receipts per annum due to enhanced technology and systems. These enhancements, from online booking through to live tracking of buses, will dramatically increase the customer experience and thereby increasing the appeal.

With the level of potential revenue generation quoted above there is scope for the handling of advertising alone to be kept in-house as part of the CT service role within Government. There is also the potential for these revenue streams being a lot higher than the figures quoted.

Page 9

In Summary Throughout this challenge we have observed several initiatives across Government that are in planning/scope that will improve the service provision in particular for public transportation, such as the introduction of a new ticketing system for Bus Vannin.

The Isle of Man has a wonderful sense of community and with the recommendation we have made below will enable the Manx public to have a sustainable and fully inclusive transportation policy that will benefit all members of society today and in the future.

We are looking to create a Community Transport Centre (CTC) within the Department of Infrastructure ■■ Using the CTC to establish Community Transport benchmarks ■■ Procuring a Social Enterprise, Third Sector Organisation or Private Company contract to manage the CTC ■■ Adopt technology based solutions that will be used by CTC and existing Public Transport providers ■■ Reduce expenditure and increase advertising revenue for Bus Vannin ■■ Improve public awareness and perception of Bus Vannin ■■ All leading to a better service and a significant reduction in Government expenditure

We have already presented, in principle, the Community Transport Centre to key stakeholders and our sponsor, which has been extremely well received. The CTC is an enhancement to the existing services with a view to help increase efficiencies through the introduction of centralised systems and support structure.

We believe that this is the right choice and the right direction to enhance existing Public Transport services and establish a co-ordinated Community Transport service here on the Island, for everyone.

Page10

Manx Executive Challenge 2014 Team Red | Community Transport Appendices

Page 11

Appendix I Outline | Community Transport Centre The CTC will be based in offices within the Department of Infrastructure and will employ two full-time members of staff. The CTC will process bookings, provide information and despatch drivers/vehicles. A web-based scheduling management system such as Dial-a-Ride22 will be purchased to manage fleet, drivers and routes. Dial-a-Ride allows for a number of stakeholders to share one system, but if necessary data can be separated so that each charity or volunteer only views their own customers, vehicles and journeys. From the Department of Infrastructure, the CTC will have access to 48 minibuses. With support from local charities (see Appendix VI) up to 16 additional mini-buses could be added to the available Community Transport fleet.

The User Experience The customer should be able to choose between booking by phone, email, web-site or app their desired time of pickup and destination. They should be presented with options based on price, personal needs and convenience.

CTC logs the booking, any discounts or takes payment. The system logs the customer address and any specific needs or issues. The Dial-a-Ride software will plot the most economic route, lists available vehicles/drivers, and issues a map and route instructions to a driver’s smart-phone. CTC decides if the journey should be isolated, or if additional (trained) staff are needed. Drivers can volunteer via a local charity, or directly to the CTC - in which case they are accredited by the centre. Smart-cards will give customers flexibility and protection23. Users can be assigned levels of concessions on their travel and full fare-paying customers can pay as you go or top up with credit. All transport services can be pre-paid with no need for cash handling by bus, minibus, taxi or taxi due to the centralised payment system. Drivers can log passengers via Dial-a-Ride on their smart-phones.

Why would Charities and Volunteers get involved?

The Community Transport Centre can offer charities and volunteers payment expense allowance on use of their vehicles. If they use Government fleet, they can help people without the wear and tear on their own vehicles.

In addition, as an umbrella scheme the CTC can offer individuals and organisations further incentives24. Some examples are: ■■ Generous mileage allowance of 100p per mile as opposed to 40p-50p in the Public and Private sectors ■■ Bus insurance for CTC vehicles ■■ Vehicle Testing for CTC vehicles ■■ Repair/Maintenance grants for CTC vehicles (up to a maximum of £500 per year) ■■ Health and safety audits ■■ Free CRB checks ■■ Professional Training and Development e.g. MIDAS Training25

These incentives also ensure safety and good service to passengers and drivers.

Page12

Appendix II Research | Stakeholder Map Social Care

Pressure Groups

Tynwald Voluntary Organisations Media Private Sector Service Delivery Public

Government Departments Isle of Man Government Cabinet Office Primary Users Secondary Users

Primary Users Elderly / retired Primary Health patients (hospital) Secondary Health patients (GP) Adults with disabilities (physical or learning) Rural Areas Unemployed Low income School children with disabilities (physical or learning) School Children Government Departments

Cabinet Office Department of Community, Culture and Leisure26 Department of Social Care27 Department of Health & Social Care Department of Education & Children Department of Infrastructure

Government Operational Staff

Transport Staff - Drivers Social Workers Health workers

Voluntary Organisations

Red Cross Age Isle of Man The Children’s Centre Crossroads Care Lions Club / Manx Children in Need Merlyn’s Teddy Bear Air Care Southern Authorities Healthcare Trust St Johns Ambulance, Community First Responders Leonard Cheshire Praxis Autism Initiatives St Christophers The Lord’s Taverners

Government Unions

Government Operational Staff

Local Authorities

Regulatory Bodies

Private Sector Taxi firms Service Tours Isle of Man (coach hire) Delivery Flybe Regulatory Bodies

RTLC Attorney General’s Office

Pressure Groups

Politicians / Tynwald Members Department Members Prospect (trade union) Social Care pressure groups

Secondary Users

Carers family / friends Schools / Teachers / Parents General Public (indirectly affected through taxation)

Media

Isle of Man Newspapers Manx Radio Three FM Energy FM isleofman.com MTTV news BBC Isle of Man / NW Gallery Magazine Mannin Media Manx Forums

Page13

Appendix III Financials | Profit & Loss | Community Transport Centre DR Passenger Fares Concessionary Passengers Government subsidy Total Income

Year 1 CR

6,846.00 850,000.00 856,846.00

2% DR

Year 2 CR

16,343.46 867,000.00 883,343.46

2% DR

Year 3 CR

22,940.82 884,340.00 907,280.82

Set-Up

Other payments Materials & stock Materials & stock Materials & stock Materials & stock

Company Registration Office Furniture (Desks/Chairs, Filing Cabinets, Lights) 2 x Desktop PCs Printer/Copier HAFAS (BV adopted system)

Operation

Cost Category 1,500.00 1,000.00 500.00 -

1,530.00 1,020.00 510.00 -

1,560.60 1,040.40 520.20 -

Other payments Other payments Wages Wages Wages Overheads (rent, power, etc) Overheads (rent, power, etc) Overheads (rent, power, etc) Overheads (rent, power, etc) Other payments Materials & stock Materials & stock

Accountancy / bookkeeping fees Legal Audit & Insurance Manager Salary Administrator Salary Employer NI and Benefits Office Rent

1,000.00 20,000.00 25,000.00 17,000.00 5,000.00 7,500.00

1,020.00 20,400.00 25,500.00 17,340.00 5,100.00 7,650.00

1,040.40 20,808.00 26,010.00 17,686.80 5,202.00 7,803.00

Contents Insurance

250.00

255.00

260.10

Parking Spaces x 2

2,000.00

2,040.00

2,080.80

Office Heat and light

2,400.00

2,448.00

2,496.96

500,000.00 1,000.00 3,500.00

510,000.00 1,020.00 3,570.00

520,200.00 1,040.40 3,641.40

600.00

612.00

624.24

360.00 4,800.00

367.20 4,896.00

374.54 4,993.92

895.00 10,000.00 5,000.00 4,175.00 1,670.00 985.00 2,000.00 15,000.00 2,000.00 10,000.00 -

10,200.00 5,100.00 1,703.40 2,040.00 2,040.00 2,040.00 10,200.00 24,000.02

10,404.00 5,202.00 1,737.47 2,080.80 2,080.80 2,080.80 10,404.00 24,480.02

-

-

-

12,000.00 6,000.00

12,240.00 6,120.00

12,484.80 6,242.40

900.00 1,320.00 750.00

918.00 1,346.40 765.00

936.36 1,373.33 780.30

4,320.00 1,680.00 20,500.00

4,406.40 1,713.60 20,910.00

4,494.53 1,747.87 21,328.20

60,480.00

61,689.60

62,923.39

753,085.00

772,710.62

788,164.83

Red Cross patient transfer contract Office Stationary / Supplies Smart-phones / Tablets (business rate of rental/pay monthly) including cover and minutes Office Broadband

Contingency

Overheads (rent, power, etc) Materials & stock 2 x MS Office 365 Software Materials & stock Trapez NoVus Simpli workstation logins, (3 x £200.00 per month, 3 for price of 2 discount) Materials & stock Client data import assist one day Materials & stock Training day Materials & stock TMT Ticketing Module Licence Materials & stock Simpli Interface Licence Materials & stock System setup and configuration Materials & stock System training (2 days) Materials & stock Project Management Materials & stock Network and IT Consultancy/Maintenance Materials & stock Micro-Website Design, Domain and Hosting Materials & stock Web-site upgrades/management Marketing Marketing/Advertising materials Materials & stock Consultancy Fee - Benchmark/Stats Document, Results of Year 1 Materials & stock Consultancy Fee - Benchmark/Stats Document, Results of Year 2 Materials & stock Volunteer Misc Expenses (30 per year @ £400 pp)* Materials & stock Training/Professional Development Expenses (£200 per person on average) Materials & stock MIDAS tests (30 per year @ £30 pp)* Materials & stock CRB checks (30 per year @ £44 pp)* Materials & stock PPV licence applications (30 per year @ £25pp)* Renewal every 3 years Materials & stock Road Tax (incentive for the vehicle owners)* Materials & stock Annual Vehicle Tests (incentive for vehicle owners)* Materials & stock Vehicle Fleet Minor Repairs/ Maintenance (incentive for vehicle owners) Based on £500 annual grant for 41 vehicles as per business plan Materials & stock Fuel / Mileage Flat Rate (£1 per mile, as tracked by Journey Planner software - mileage allowance for volunteer to drive to and from home/work) Total Expenditure 103,761.00

110,632.84

119,115.99

Page14

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£62,757

£8,160

Less Payments Wages Drawings Overheads (rent, power, etc) Marketing Repayment of loans VAT payments Income tax payments Materials & stock Other payments

(B) Total cash payments

(C) Net Cashflow (A-B)

Closing bank balance (D+C)

£8,160

£0

£70,917

(A) Total Receipts.

(D) Opening bank balance

£168 £70,833

£84 £70,833

£16,405

£8,160

£8,244

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,001

8

May

4

April

No. of paid fares @ £1 per weekday Sales Government Subsidy

Year 1 Cash Flow Forecast 13

£24,754

£16,405

£8,349

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,106

£273 £70,833

June 17

£33,187

£24,754

£8,433

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,190

£357 £70,833

July

Financials | Cash Flow | Community Transport Centre

£41,704

£33,187

£8,517

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,274

£441 £70,833

£50,306

£41,704

£8,601

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,358

£525 £70,833

£58,991

£50,306

£8,685

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,442

£609 £70,833

£67,760

£58,991

£8,769

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,526

£693 £70,833

£76,634

£67,760

£8,874

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,631

£798 £70,833

£85,593

£76,634

£8,958

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,715

£882 £70,833

£94,635

£85,593

£9,042

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,799

£966 £70,833

August September October November December January February 21 25 29 33 38 42 46

£103,761

£94,635

£9,126

£62,757

£3,917 £0 £1,063 £833 £0 £0 £0 £13,528 £43,417

£71,883

£1,050 £70,833

March 50

-£103,761

£753,085

£47,000 £12,750 £10,000 £162,335 £521,000

£856,846

£6,846 £850,000

Total

Appendix IV

Financials | Cash Flow | Community Transport Centre

Page15

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£64,393

£8,971

Less Payments Wages Drawings Overheads (rent, power, etc) Marketing Repayment of loans VAT payments Income tax payments Materials & stock Other payments

(B) Total cash payments

(C) Net Cashflow (A-B)

Closing bank balance (D+C)

£8,971

£0

£73,364

(A) Total Receipts.

(D) Opening bank balance

£1,157 £72,250

£1,114 £72,250

£17,985

£8,971

£9,014

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,407

54

May

52

April

No. of paid fares @ £1 per weekday Sales Government Subsidy

Year 2 Cash Flow Forecast 56

£27,042

£17,985

£9,057

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,450

£1,200 £72,250

June 58

£36,142

£27,042

£9,100

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,492

£1,242 £72,250

July

Financials | Cash Flow | Community Transport Centre

£45,285

£36,142

£9,143

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,535

£1,285 £72,250

£54,492

£45,285

£9,207

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,599

£1,349 £72,250

£63,741

£54,492

£9,250

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,642

£1,392 £72,250

£73,034

£63,741

£9,293

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,685

£1,435 £72,250

£82,370

£73,034

£9,335

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,728

£1,478 £72,250

£91,748

£82,370

£9,378

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,771

£1,521 £72,250

£101,169

£91,748

£9,421

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,814

£1,564 £72,250

August September October November December January February 60 63 65 67 69 71 73

£110,633

£101,169

£9,464

£64,393

£3,995 £0 £1,084 £850 £0 £0 £0 £14,179 £44,285

£73,857

£1,607 £72,250

March 75

-£110,632

£772,710

£47,940 £13,005 £10,200 £170,145 £521,420

£883,343

£16,343 £857,000

Total

Financials | Cash Flow | Community Transport Centre

Page16

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£65,680

£9,697

Less Payments Wages Drawings Overheads (rent, power, etc) Marketing Repayment of loans VAT payments Income tax payments Materials & stock Other payments

(B) Total cash payments

(C) Net Cashflow (A-B)

Closing bank balance (D+C)

£9,697

£0

£75,377

(A) Total Receipts.

(D) Opening bank balance

£1,726 £73,695

£1,682 £73,695

£19,438

£9,697

£9,741

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,421

79

May

77

April

No. of paid fares @ £1 per weekday Sales Government Subsidy

Year 3 Cash Flow Forecast 81

£29,222

£19,438

£9,784

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,465

£1,770 £73,695

June 83

£39,050

£29,222

£9,828

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,508

£1,813 £73,695

July

Financials | Cash Flow | Community Transport Centre

£48,922

£39,050

£9,872

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,552

£1,857 £73,695

£58,837

£48,922

£9,915

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,596

£1,901 £73,695

£68,774

£58,837

£9,937

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,618

£1,923 £73,695

£78,755

£68,774

£9,981

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,661

£1,966 £73,695

£88,780

£78,755

£10,025

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,705

£2,010 £73,695

£98,848

£88,780

£10,068

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,749

£2,054 £73,695

£108,960

£98,848

£10,112

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,792

£2,097 £73,695

August September October November December January February 85 87 88 90 92 94 96

£119,116

£108,960

£10,156

£65,680

£4,075 £0 £1,105 £867 £0 £0 £0 £14,462 £45,171

£75,836

£2,141 £73,695

March 98

-£119,115

£788,164

£48,898 £13,265 £10,404 £173,548 £542,048

£907,280

£22,940 £884,340

Total

Financials | Cash Flow | Community Transport Centre

Page17

Appendix V Revenue Generation | Calculations Current Vehicles28 Bus Type

Quantity

Single Deck Buses

39

Double Deck Buses

35

Total

74

Passenger Numbers Year

(sample) Route 129

2010

616,000

2011

755,000

2012

823,000

2013

(projected) 890,000

The above information is for reference purposes in calculating potential revenue streams in relation to vehicle numbers and opportunity to see based on 30 regular routes.

Expenditure Internally (Flat Surface)

Zero-Cost

Internally (Digital)

Income

Projected Net Annual Income

£545,000 per annum30

£545,000

Nominal initial set-up

£12.50 per week x 15

32

£9,750

Zero-Cost | Superside

£1,300 per annum x 50

£80,000

Zero-Cost | T-side

£1,500 per annum x 20

£30,000

Zero-Cost | Bus Back

£1,000 per annum x 40

£40,000

Bus Shelters (Existing)

Nominal initial set-up

£500 - £2,000 per annum

£5,000

(New)

£3,000 per standard Adshel34

2 x £1,000 per annum x 1035

-£10,000 Year 1, £20,000 onwards

(New)

£4,500 per 6 panel Adshel36

6 x £1,000 per annum x 1037

£15,000 Year 1 £60,000 onwards

Bus Stops (circa 800)38

Nominal initial set-up per route

£500 X 15 per annum39

£7,500 (timetables)

Ticketing

1,500 rolls at 20p per annum

£500 for 100 rolls per advert40

£7,500

Smart Cards 10,000 normal usage41

Nominal initial set-up

£1,000 x batches of 1,000 branded cards

£10,000 3 year42 contract period

Fare Concessions – School children 7-18

Nominal initial set-up

10,000 students x 1 advertiser

£5,000* 3 year43 contract period

Fare Concessions – Over 60

Nominal initial set-up

21,000 over 60 x 1 advertiser

£5,000* 3 year44 contract period

Total45

£749,750 Year 146

Externally (FSA)

31

33

£794,750 Year 246 £794,750 Year 346

Sample Calculations Internal | Flat Surface Advertising Working on 10 advertisements per side, per floor of each vehicle, with an annual rate card fee of £1,000.

Cost Accessibility: In general in costs around £1,000 per single A4 side to advertise in the local Isle of Man magazines. £1,000 per annum is less than £20 per week, approximately one cup of coffee a day.

Opportunity to See: Local magazines tend only get printed in small runs, around 8,000 per month with limited opportunity to see. Using Route 1 as an indicator it is clear that the opportunity to see is greater and with a captive audience for the duration of the journey which can be up to an hour.

For purposes of the calculation assume 50% adoption and 50% discount to rate card for advertising.

■■ 39 single deckers x 5 per side is 390; plus 35 double deckers x 5 per side per floor is 700; giving a total number of = 1,090 advertisements at £500 comes out to £545,000.

Throughout this business plan we have reduced the final revenue calculations, outlined above, by a factor of 331/3% for each year to adjust for contingencies.

Page18

Appendix VI Resource Management | Department of Infrastructure From 1st April 2014 Fleet Services are responsible for 1,500 Government vehicles. They will provide a more efficient and resilient fleet management across Government to reduce costs. They will be responsible for vehicle procurement, maintenance, repair and disposal. They will develop vehicle policies and manage the Government’s vehicle fuelling system (Triscan). The team is based at Ellerslie Depo.

As of March 2014 the number of minibuses owned by Government across Department was 48: Department

No.

Department Education and Children

23

Fire Service

7

Isle of Man Constabulary

1

Isle of Man Prison Service

6

Department of Infrastructure

4

Department of Social Care

7

TOTAL

48

Government vehicles use Department of Infrastructure Triscan depots for fuel.

Fuel costs £1.14 per litre+ VAT compared to £1.21 per litre + VAT on the forecourt. This could be used as an incentive for third party minibuses to join the CTC.

Resource Management | Charity Organisations Community Transport is an essential service for vulnerable and isolated people. It can help people to remain living in their own homes. It improves quality of life and promotes social inclusion. 8% of people living in the Isle of Man are dependent on care from a family member, friend or neighbour.

Various charities deliver Community Transport across the Island including Red Cross and Age Isle of Man. Charity

No. of Vehicles

Description of Transport Service

Red Cross

2 mini-buses

Patient transfers.

Also has additional access to 3 Government mini-buses

Age Isle of Man

6 mini-buses

Transfers to & from Age Isle of Man day centres

Crossroads Care

Unknown

Provides a para-transit style ‘Shopping Run’ service with pick up & drop in Douglas from other areas.

The Children’s Centre

5 mini-buses

Pick up and drop off service to and from a number of schools

Leonard Cheshire

1 mini-buses

Transport for physically disabled adults to enable them to be active in their local communities & reside in supported accommodation

Praxis

1 mini-bus

Provide transport to support social inclusion, help their customers to use public transport

Eastcliffe

1 mini-bus

Transport to & from the Eastcliffe Day Centre, encourages social inclusion

Autism Initiatives

1 mini-bus

Supported living and outreach services

St Christopher’s

1 mini-bus

Outreach & supported living

The Lord’s Taverners

1 mini-bus

Provides recreational & sporting activities, as well as transport to, for youngsters with special needs

Page19

Appendix VII Technology | Journey Planner We conducted research into a Journey Planner system, currently in procurement stage by Department of Infrastructure - HAFAS. HAFAS works as a door-to-door information system that identifies deviations from the schedule in real time.

Facilitating multi-modal journeys by bus, train, tram, ferry and even by plane, HAFAS links public transport with private means of transportation. Detailed maps provide accurate routing, regardless of whether the destination is a particular address or a point of interest.

There are currently smart-phone and tablet based ‘apps’ using this platform for German bus providers including DB Bahn, Railteam, and Bus & Bahn. Arriva UK have recently adopted HAFAS as their next generation app available on android and apple smart-phones47.

HAFAS Smart VMS would be the ideal starting point for us, as this could provide GPS location of buses, state if they are running late and by how long. The software provides a full route planner to the customer and forwards delay information to info boards at bus stations. Also it can let connecting bus drivers know if a connecting bus has passengers wanting to transfer to their bus.

Its a portable/flexible system that can run as a phone app thus reducing costs for expensive purpose built hardware but can also integrate into the existing ticketing system and take advantage of GPS. Bus Vannin preferred solution is HAFAS. Also ‘Journey Planner UK’ but dismissive of the latter. As for the ticketing software that is ‘Fare Ticketer’ The ticketing system and journey planner are two different projects but HAFAS can be integrated to into the ticketing system.

Case Study: Guernsey A non-profit community group, the Dandelion Project, engaged volunteer software developers create a Bus Service app, which will show if buses are on time or running late. Frank Villeneuve-Smith, from bus operator CT Plus has agreed to share timetables and GPS data with the group once its summer timetable, out to public consultation, has been confirmed48. This is strong, positive news and encouraging that other jurisdictions are willing to provide help and support in order to take the CTC forward.

This is perfect for the community transport integration to public transport. There are also other benefits such as it can be integrated to bus ticketing software/hardware but if not it can be simply installed on to a mobile phone, reducing implementation costs.

We have established a good working relationship with Hacon over the course of our investigations and they are happy to provide further information when the project is adopted by Government.

Page20

Appendix VIII Technology | Journey Planner Integration Introduction Integrating current and future technology is crucial for Government to meet a wide range of its objectives, such as ‘An Agenda for Change’, Reduction of carbon dioxide emissions and to promote independence within the community. Implementing Journey Planner information with each hospital outpatient appointment is considered by Team Red as an excellent way to help Government achieve this whilst reducing net expenditure.

Scope The proposal is to integrate Bus Vannin Journey Planner with the Isle of Man Health Service centralised appointment system ‘Medway’. When an appointment is scheduled by the newly developed Appointment Bureau a Nobles Hospital because Medway will know the appointment time and address of both the patient along with the clinic address, it can send an automatic query to Bus Vannin journey planner to retrieve a specific journey breakdown of public transport routes. This will enable patients to arrive on time with ease, knowing the complete journey details in advance. Although this information will easily available via the Bus Vannin mobile phone app, a print out is intended for the older generation and vulnerable who may not feel comfortable or know how to use this app to find this information.

Project Costs The costs of implementing this aspect of the project are relatively low although this is subject to HAFAS journey planner and the new ticketing hardware being already purchased. The main cost incurred from integrating Bus Vannin Journey Planner (HAFAS) with Medway. Following technical advice and discussions with the manufacture of Medway and ISD the capital investment required for facilitating this expected to cost around £40,000.

Fortunately due to the introduction of the hospital Appointments Bureau and their subsequent appointment process and procedure it is anticipated that no significant additional labour is required to send the individual journey routes with the hospital appointment due the automatic generation of the journey planner with the appointment letter.

Outpatient statistics received from business analysts at Nobles Hospital indicate that the averaged number of outpatient appointments per year is 100,000 and the anticipated operational costs is expected to be £30,000 per year. Both CAPEX and OPEX expenditures are listed in the below table.

Project Implementation Costs - Table 1 Capital Investment (CAPEX) HAFAS Integration with Medway Software

Quantity

Unit Cost

Net Cost

1.00

£40,000.00

£40,000.00

Subtotal Operational Expenditure (OPEX)

£40,000.00 Quantity

Unit Cost

Net Cost

A4 Printing Costs

400,000.00

£0.03

£10,000.00

A4 Paper (Averaged)

400,000.00

£0.05

£20,000.00

Additional Labour to Print

1.00

£0.00

£0.00

Additional Mailing Costs

1.00

£0.00

£0.00

Subtotal

£30,000.00 Total

£70,000.00

Page21

Project Payback Outpatient statistics received from business analysts at Nobles Hospital indicate that the averaged number of missed outpatient appointments per year 8,000 appointments but unfortunately the direct costs associated to this are unknown. To enable a cost benefit analysis to be undertaken a cost for outpatient appointments was required.

Using figures from the ‘unit cost database’ compiled and published by New Economy - brings together more than 600 cost estimates derived from government reports and academic studies in to a single database. These calculations and underpinning have been quality assured by HM Government and therefore allow continuation of informed proposals.

From this database the weighted average cost per admittance to hospital outpatient services costs, calculated from the NHS Reference Costs 2011-12, defines the cost to be £110 per appointment. Extrapolating this figure to the number of Manx outpatient appointment indicates the cost of outpatient appointments to the DHSS to be £11 million, with £880,000 wasted in missed appointments.

With the proposed capital investment and operational costs expected to be £70,000, in Year 1 the reduction in ‘Did Not Attends’ (DNAs) required to break even is 636 (7.95%) and only 273 (3.41%), in Year 2, based on 2014 averaged values.

Project Payback - Table 2 Average Appointments Per Year

100,000

Averaged Costs of Outpatient Appointment Average DNA's (2014)

£110 8,000

Averaged Costs of missed Outpatient Appointments

£880,000

Required reduction of DNAs to break even Year 1 (based on 2014 figures)

636

7.95%

Required reduction of DNAs to break even Year 2 (based on 2014 figures)

273

3.41%

Page22

Appendix IX Research | Government Budget & Forecasts Government Net Expenditure Business Area

Current Net Expenditure Proposed Net Expenditure

Community Transport

£1,000,000

£850,000

no measurement and unco-ordinated

co-ordinated

£4,100,000

£3,183,750

rural routes under-used

more profitable ready for privatisation

Bus Vannin

Public + Community Transport total

£5,100,000

Community Transport Costs By Department 2013/2014 Department of Social Care

£300,000

Department of Education & Children

£150,000

Department of Health

£500,000

Department of Economic Development Total Bus Vannin Net Expenditure

£50,000 £1,000,000

2013/2014

£150,000

£916,250

£1,066,250

■■ 36,780 patients transfers by two local

charities cost the Department of Health approximately £500,000 in 201349

■■ The cost to the Department of Social Care

is unknown. Finance staff are unable to estimate Community Transport spend due to complex internal structuring50

■■ The Department of Education and Children

paid Bus Vannin (the Island’s bus service) £150,000 for demand-responsive transport in 2012-201351

-£4,100,000

Advertising Revenue*

£495,000

School Fares (proposed)

£200,000

OAPs (proposed)

£100,000

Total

£3,775,000

Net Expenditure Reduction per annum

£1,000,000

Community Transport Centre Proposed cost instead of separate Government departments

£850,000

* NOTE: Advertising Revenue has been adjusted from figures quoted in Appendix V to match conservative expectations. It is possible through management of this resource to generate more then the quoted figure.

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Appendix X Situation Analysis | PESTLE If Government does not act now and does nothing, as public services are being reformed and restructured, it will fail to make savings and the opportunity will be wasted.

Political

No existing transport policy; Centralisation of transport management leads to less scrutiny on specific department services; Elections are in 2016 for a 5 year term. Vote-winning opportunity for longer dated business plan; Political support exists, but support for subsiding rural buses may not be high, hence an alternative means to generate income to support the CTC financially, and little or no cost to Government; Likely to be politically and publicly acceptable, depending on the package of measures adopted, especially any car restraint. Providing alternatives to the car will become more politically acceptable due to the pressures of the climate change agenda; Any changes to the current Public Transport and CT services may generate hostility from Bus Vannin.

Social

Beneficial to rural residents, elderly and socially excluded as a means of integrating them into society. Longer life expectancy means that access to healthcare will grow in importance; Mobility/transport is an integral part of society and a key issue in a largely rural area. Increase in car ownership/ usage has resulted in a high dependency to satisfy movement needs; Parking problems exists in and around Douglas as featured in the recent Car Parking Study; By creating competition there is a risk of unemployment to existing service providers i.e. taxi drivers; CT is currently provided and its importance will increase as the ageing population increases its reliance on these facilities as they no longer have access to a car.

Legal

A Social Enterprise may take over the management of the CTC in year 3, but in dialogue with the Companies Registry we understand that no such entity can legally exist at present on the Island. We are confident that the Island will adopt such legislation within two years; Participants ability to obtain sufficient insurance to cover any public service liabilities; Multiple contracts may have conflicting impacts, e.g. the renewal of subsidised CT services and those of existing private hire and taxi companies.

Economical

Positive impact on retail industry generating more footfall into towns around the Island. Both capital and revenue expenditure should be very low as high reliance on existing infrastructure and vehicles; Opportunity for the government and third sector to work in partnership with each other; Risk that third sector will not buy into CTC; Although the participant organisations receive subsidies and mileage allowances, the drivers are volunteers; Demand currently exceeds Government resources. The Isle of Man is ageing, with 50% of those being over 50 by 2020 and the over-65 age group to grow by 75% in the next 20 years; Potential risk of users declining by raising the age threshold for senior citizens bus passes. They opt to use alternative transport i.e. car; Specialist accessibility vehicles with low floor tools (accessibility lift) are a massive cost; modifications can increase cost four-fold; Advertising opportunities for small companies and sole traders will make it more accessible, creating crossmarketing opportunities with other providers; The rural areas have a dispersed population with a reliance on the car. As a result it is difficult to maintain a frequent, reliable, viable bus service.

Technological

Technology is rapidly developing to improve Public Transport information but problems of congestion will not be addressed. There is much scope for introducing improved Public Transport information using new technology within Bus Vannin and the CT service but this is unlikely to be achieved without adoption of a fully integrated solution; Technology failure or becomes redundant quickly; Real-time passenger transport information would benefit rural bus stops.

Environmental

Reducing the number of vehicles on our roads is crucial in lowering emissions and the impact on road conditions. Reducing car dependency and promoting use of other modes will benefit air quality, reduce noise, reduce emissions and contribute to reducing climate change risks; Increase in traffic volumes/road congestion contribute to and create a poorer quality environment. The car is a convenient and versatile means of transport for many but at increasing social, environmental and economic cost; EU legislation is driving the agenda on improving the environment, air quality and quality of life, although not part of the EEA we should be aware of this.

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Appendix XI Case Study | Red Cross Red Cross have delivered 38,000 patient transfers in the last 12 months. The Department of Health subcontract Red Cross to provide patient transfer and provide them three mini-buses. Red Cross have two of their own mini-buses. Three vehicles are on the road at any one time and each vehicle has a minimum of two people (one driving and one in the back in case medical attention is required). All drivers have MIDAS licences.

Vehicle Information

■■ Average 140 miles /day

■■ Treated like ambulances not minibuses

■■ £200 fuel/week/vehicle

All minibuses can accommodate:

■■ Legal tread 6mm not normal 3.4mm which have

to be check every month (£15 per tyre!!!).

■■ Lifts checked every three months ■■ Full service every 6 months (average £2,000 per visit)

■■ 7 walkers, or

■■ 2 wheel chair + 2 walkers, or ■■ 1 wheel chair + 4 walkers

Red Cross also provide a front line service which takes priority over scheduled services (i.e. Someone falls down the stairs and hurts their leg, ambulance will not go due to lack of resources but red cross will be instructed to pick up).

Red Cross can only pick up people who have been referred by the hospital, doctors, consultants (health service) who cannot make it too or from hospital under their own steam due to insurance.

Main Routes

NOTE: If a passenger is booked to go to Hospice, out of dignity and respect nobody else will be booked on to that bus.

Island is divided into 3 divisions south, central and north but divisions are dynamic i.e. if north bus is full and central bus only has 2 patients, central bus will be diverted to accommodate.

Red Cross have depots at Douglas, Port Erin and Ramsey Contracted operating times 8:30am to 4:30pm. Vehicles aim to be at hospital for 10:00am for morning shift start pickups at 8:30am - then before afternoon appointments drop patients back home. Then back again at hospital for 2:00pm for afternoon shift then home before 4:30pm drop patients back home.

Idle time is very little generally only 30 minutes/1 hour per day but some days can be more.

Red Cross already have appointments booked for July 2015. To accommodate any future capacity the Red Cross are changing their operating hours for this service to start at 8:00am and finishing at 5:30pm.

Staff Break-Down

■■ 6 drivers ■■ 1 x PTS coordinator

■■ 1 x admin ■■ 1 x manager

■■ 1 x first aider manger

Total = 10 (all paid salary- funded by Department of Health) Additional bank of 3 drivers (paid when driving)...

Conclusion

Red Cross do provide Community Transport but only for referred patient transfers. It is apparent that other charities are not involved in patient transfers due to insurance and very stringent regulations because these mini-busses are regarded as ambulances. The only missing piece is they cannot just take people from home/ Douglas etc. to hospital to see friends/family or even on a more socialable level into town to go shopping.

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Appendix XII Case Study | Age Isle of Man Contract in place with DoSC since 1999 covering 5 day centres. Day Centres are in Douglas, Onchan, Peel, Ramsey and Southland (Port Erin), 18 places in each of the centres daily.

Staff: 42 staff total, 50% are involved in day care.

6 mini-buses used daily to transport people to and from day centres (5 used, 1 spare). Pick up clients from 9:00am to 10:30am and drop off’s from 3:00pm to 4:30pm.

Age Isle of Man’s regional demand of services in the North of the Island is notably higher, north of Ramsey – it is estimated that there is a 2:1 ratio for those that are in need for their services, including pockets of deprivation and poverty despite overall appearance that economy is doing well. Old generations find it difficult to get to and from hospital, If members of the public live in Jurby and have an afternoon appointment at the hospital will need to leave home at dawn to get to it.

Vehicle Information

Buses can be loaned out for other organisation i.e. Local WI usage but if using their own driver they will need to be on Age Isle of Man’s volunteering list ■■ £9,262 in fuel costs for the five

buses in 2013 calendar year

■■ £12,000 fuel costs for the Meals on Wheels vehicles

Can seat only two passengers, come with refrigerator units 300 clients use Meals on Wheels.

Government has already positioned with Age Isle of Man if they would be interested in getting a special price for fuel – Age Isle of Man has said yes, however government have not decided if they can/want to do this deal.

Complexity around licensing – current use of vehicles means that they can’t charge people to hop on/off as they would need a taxi licence. Drivers currently drive on normal driving license – if this was deemed as transportation they would need PPP licenses, so would need to pay drivers more to cover their personal costs that they would incur on getting these new licences.

Main Routes

Generally two trips in the morning and two in the afternoon as accommodate between 8-12 passengers.

Buses are generally idle between 10.30am to 3:00pm but some buses may be used during the day for other purposes, i.e. Lunches/activity club

Staff Break-Down Each centre has:

■■ 1 x supervisor ■■ 1 x shift worker

■■ 1 x driver ■■ 2 x general staff

A general manager is responsible for all 5 centres.

5 full-time and 6-8 part-time staff members – all salaried. Age Isle of Man also use volunteers Complexity around licensing – current use of vehicles means that can’t charge people to hop on/off as would need a taxi licence. Drivers drive on normal driving license – if this was deemed as transportation would need PPP licenses so would need to pay drivers more.

Conclusion

A non-profit charity, Age Isle of Man tries hard to balance each year and donations are hard to anticipate – so this year running a £20,000 loss, turnover £1.2m. Profits are reinvested into services.

They like the idea of a centralised community hub and would be supportive in theory. However, it would need to be operationally feasible for Age Isle of Man to proceed with i.e. fit in with their needs.

Age Isle of Man agreed that this is a good opportunity to means test for bus passes for the over 60’s. An alternative 50% discount to those aged 60+ = £900,000 saving per annum.

Age Isle of Man | Operational Cost Relief driver £9,400 Shrinkage £940 Fuel £2,000 Insurance £1,000 Road fund license £100 Maintenance £600 Tail lift maintenance £250 Annual running cost £14,290 Depreciation £3,600 Fully absorbed annual cost £17,890

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Appendix XIV Reference | Survey Summary This survey was brought to the public on behalf of the Manx Executive Challenge and Team Red and was completely independent of any Government body or department and was and still is for the sole purpose of looking at Community Transport and understanding how Public Transport is used on the Isle of Man. The questions were designed to encourage ideas and feedback on how we could further enhance the existing services on the Island or introduce new measures to meet personal and business needs.

This project is for the benefit of the Island community and we were interested to know how the general public felt about the level of service they had experienced and what could be done to improve it going forward.

The survey was completed anonymously and responses have been kept confidential for the purposes of this project. The data collected from this survey will remain the property of Team Red and the Manx Executive Challenge and will not be used for anything other than the objectives outlined above. However, we did stress that we may need to share the results with Government departments in order to support our findings - and once again any information disclosure was to be done anonymously just as the survey had been completed.

On 18 December 2013 the survey went out via social media, word-of-mouth and a leaflet drop for a three week period with over 320 respondents in that timeframe giving us a very acceptable sample of the Island’s community. Our findings were as follows:

Demographics

Public Transport Use

There was a large cross section of the Island as a whole that participated in the survey even from the far north in Andreas and Jurby.

■■ 34% of respondents reside in Douglas ■■ 25% come from south of Ballasalla ■■ Onchan - 11% ■■ Peel - 11% ■■ Laxey - 6%

■■ Ramsey - 7%

Over 80% of the participants recognised that they were within the boundaries of their home town and that their closet bus stop was with easy walking distance.

Almost one third of those that responded were under 35, with almost 42% being 35 to 50, and 28% over 50.

44% of the respondents were female.

No other significant employment status other than Full-Time was noted, with household income above the basic minimum wage, with over 20% of the respondents earning over £60,000 per annum.

Out of the 323 responses (as at 05/01/2014) only 33 used free passes (30 as senior citizens, 2 as physical handicapped and 1 student)

Daily

Weekly

Monthly

Rarely

Never

7% 5% 15% 63% 11% The 44 passengers that use Public Transport during a month, 12 use the Bus Saver Ticket, 2 use their Senior Citizen concession pass and the rest pay daily.

Public Transport is mostly used to get to work although there is a large number that use it to get to the shops.

Other uses are as a substitute for a taxi when going out.

Out of those that use Public Transport either infrequently or never the majority travel to work by car due to convenience of timing, journey length and being able to get to where they need to get.

Almost one third of those that commented above also feel that the use of Public Transport is too expensive and have low expectations of service quality.

Timetables are also questioned as being confusing and not intuitive either online or at the bus stops.

Storage is also an issue, either for shopping, children and even bicycles, making travel impractical.

Public Transport Grading

Alternative Forms of Transportation

Quality of Service: Average Value for Money: Below to Average Cleanliness: Average to Above Punctuality: Average Frequency: Below Average Comfort: Average Transparency of pricing: Below Average Clarity of Timetables: Below Average Number of Routes: Average Driver Helpfulness: Average Driver Politeness: Average Journey Times: Average Access of Information: Below to Average Seat Availability: Average to Above

Private car use is by far the most common, along with a few car share and a noticeable number of taxi journeys.

It has been suggested to increase the number of routes and frequency in order to encourage more Public transport use.

Overall Satisfaction Above Average to Good Nothing noticeably exceptional about current level of Public Transport noted.

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Appendix XV Reference | Citations & Bibliographies No. Reference Description 1

Refer to Case Studies Appendix X and Appendix XI

2

Refer to Isle of Man Government Blue and Pink Books from www.gov.im

3

Isle of Man Government: An Agenda For Change (2013) GD0066/12. The report includes targets to 1) Reduce bureaucracy and improve transparency 2) Improve focus on the customer 3) Make sure the protection of the most vulnerable remains a high priority.

4

A Review of the Scope of Government in the Isle of Man: An Independent Report to the Council of Ministers (2012)

5

Isle of Man Census Report 2011, Table 2.15 - Resident Population by Role as a Carer and Area of Residence 2011

6

www.bbc.co.uk/news/world-europe-isle-of-man-24673667 As reported by the BBC following an interview with the Island’s Chief Minister | October 2013

7

Proposed Integrated Accessible Transport Policy 2012 Melanie Whittingham | Transforming Government Workstream

8

www.devon.gov.uk/community_transport

9

www.wnct.co.uk

25 The Children’s Centre runs a social enterprise called Corporate Personal Development (CPD). CPD is a professional training provider offering learning and development workshops and opportunities to corporate, public and charitable organisations across the Island. Visit www.cpd.co.im 26 The Department of Community, Culture and Leisure was dissolved on 1 April 2014 and its component parts transferred, as appropriate, to the Departments of Economic Development, Education and Children, Infrastructure and Environment, Food and Agriculture.

27 Radical proposals to streamline Government’s structure were introduced by the Chief Minister on 1 April 2014.

“Recommendation 3” recommended the merger of Health and Social Care functions 28 Bus Vannin web-site | March 2014 29 Ian Longworth | DCCL Director of Transport | January 2014 30 Calculated at half capacity per deck for 74 vehicles at £500 per annum (50% discounted standard card figure from £1,000) 31 Isle of Man Advertising & PR web-site | March 2014

10 www.ruralgateway.org.uk/en/node/3505

32 Calculated on opportunity to see at 6 times per hour for 15 companies in 15 hour day

11 www.motability.co.uk

33 Isle of Man Advertising & PR web-site | March 2014

12 www.hackneyct.org/

34 Clear Channel | UK Supplier | March 2014

13 Various Isle of Man schools own around 25 minibuses between them, and they are not going to be managed by Fleet Services according to Department Education and Children. 48 minibuses are at Fleet Services, and 16 are owned across Isle of Man charities

35 Rate card standard rate would start at around £2,000 comparable to light-boxes at the airport and sea terminal

14 Proposed Integrated Accessible Transport Policy 2012 Melanie Whittingham | Transforming Government Workstream 15 Appendix V outlines additional revenue taking into account conservative estimates, however a further 331/3% reduction has been made to ensure the figures seem more realistic and achievable 16 Estimate of secondary schoolchildren from the Department of Education & Children | February 2014 17 Based on 2012 Economic Digest Figures there were 5,508 schoolchildren. 55% usage would mean a total of 3,029 return journeys daily, or 590,655 return journeys a year. A return fare of 40p would generate £236,262 in receipts. This does not factor in the means tested concessions so around £200,000 is more likely 18 According to the Isle of Man Economic Digest, 5,814 people were aged 60-64 in 2012. If 10% of those took return bus journeys for 50% of the year at a typical £5 fare, it would generate £75,582 in receipts.

19 Kevin Smallwood | DCCL Finance Officer | February 2014 20 Isle of Man Advertising & PR web-site | March 2014 21 Exterion Media in the UK | March 2014 22 www.dial-a-ride-online.com. Transport Scheduling, Innovation Centre , Vienna Court, Kirkleatham Business Park, Redcar TS10 5SH. We have also looked into Trapez NoVus as an alternative which is popular with UK Local Authorities for similar based services 23 During Tynwald Questions debate House of Keys 4th March 2014, Minister for Department of Infrastructure Laurence Skelly MHK indicated the procurement specification for the new ticketing system used by Bus Vannin captured a detailed list of technical requirements, which included interface capability and smart-card technology. There was also indication of further Government services being deliverable through these smart-cards 24 Norfolk Community Transport Association, NCTA strategy for 2013 published at www.ncta.org.uk

36 Clear Channel | UK Supplier | March 2014 37 Rate card standard rate would start at around £2,000 comparable to light-boxes at the airport and sea terminal 38 Ian Longworth | DCCL Director of Transport | January 2014 39 Calculated based on 50% discounted standard rate for half the number of routes 40 Calculated based on 50% discounted standard rate for 100 rolls (2,200 advertisements per roll) 41 Based on half route usage figures, excludes smart-card adoption for tourism 42 Conservative estimate of contract period and associated contract charge 43 Conservative estimate of contract period and associated contract charge 44 Conservative estimate of contract period and associated contract charge 45 We believe that provided this is managed and executed efficiently that the Support Strategy has the potential to raise in excess of the calculated £750,000 in additional Bus Vannin receipts per year 46 These figures do not take into account out-sourced remuneration to agencies or third-party service providers. Assumptions have been made that advertising and media relations could and should be handled internally 47 www.hacon.de/hafas-en | HaCon | Global Software Supplier | April 2014 48 www.bbc.co.uk/news/world-europe-guernsey-26734062 49 Source, Isle of Man Government Public Transport Division | 6th December 2013 50 General transport costs for Department of Social Care in 20112012 were £267,420 according to Isle of Man Government’s Pink Book 2013-2014. The Community Transport cost is embedded in contracts with agencies and charities, and cannot be extracted. Similarly, charities and service providers do not publish transport provision fees within the value of their contracts with Department of Social Care 51

Isle of Man Department of Community Culture and Leisure internal budget | December 2013

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