Tas 25 years

The TAS Partnership 25 years of progress In Num be rs

1,463 The number of projects TAS has completed over 25 years

80%

The percentage of UK local authorities TAS has worked with or for

290

The number of different clients TAS has had

77

The number of different transport operators TAS has worked for over the last decade

312

Total number of people who have worked for TAS

20

years’ service from the voice of TAS Heather Smith

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different sets of premises, from the founder’s front room to Guildhall House, our base since Christmas 2001

John Taylor, Chris Martin, Nick Tushingham, Pete Thorley, Chris Cheek, John Atkins, Sarah Huntley, Matthew Moll, Richard Armitage, Chris Stockton, Steve Warburton, John Godfrey, Meera Rambissoon, Robin Taylor, Nick Dangerfield, Adrian Grant, Iain Macbriar, Adam Stephenson, Ashley Ballard.

The past, the future and the people…

2014 is a momentous year for passenger transport specialists The TAS Partnership Limited– with September marking 25 years since its founding by the late Peter Huntley.

In those 25 years, TAS has made a powerful and unparalleled contribution to the advancement of passenger transport in the UK, from the development and creation of government policy to pioneering Community Transport initiatives www.taspartnership.co.uk

and transforming bus networks and fares structures.

TAS provides insight into what stimulates the bus industry, contributes at every opportunity it gets, and continues to hold a stake in the industry’s future.

“Pretty much everybody who is anybody in the industry has come across TAS one way or another, because of the spread of our activities, the opportunities that we have taken to assist progress and the influence that our reports 1

TA S Pa r t n e r s h i p

and publications continue to exert,” says TAS managing director, Adrian Grant.

This supplement commemorates the achievements of TAS, reflects on current endeavours and looks towards TAS’ future as the leading independent voice in the industry.

Co ntact Us www.taspartnership.co.uk sarah.huntley@taspartnership.com 01772 204988

WH AT WE D O

Celebrating 25 years of TAS The TAS Partnership’s sole focus and passion is helping the passenger transport sector.

But more than providing research, advice and data analysis, TAS is a living network of skills, interests, investments and personal stakes channelled into a desire to contribute to and improve the industry at every opportunity. TAS has a unique understanding of the industry and: “We don’t do anything else because we do this bloody well.”

The TAS Way TAS is here to help – by providing the passenger transport sector with research, advice, data analysis and evidence-led decision-making. TAS believes providing better data and better analysis leads to better information, better decisions and better outcomes – so, ultimately, a better deal for passengers.

Within this process, TAS prides itself on its ethical standing, on hard work, honesty and on providing answers even when they are not necessarily the answers people want to hear. For 25 years, TAS has been driven by a desire to contribute to improving passenger transport through sharing knowledge and skills and adding and delivering value, and it is this impetus which will drive the TAS team forward over the next 25 years.

This ethos was developed on the back of Peter Huntley’s original aim of getting operators and authorities to up their game. “However, it was the synergy created by uniting Peter, Chris Cheek and myself,” explains TAS director John Taylor, “that kickstarted TAS in such a powerful way, so that one plus one plus one made a lot more than three.”

The present TAS team combines a staggering amount of experience and many of our consultants draw on careers in various aspects of transport operation both on the local authority and operator sides. This means TAS offers an accumulation of knowledge: from passenger transport legislation, ticketing and fares policy to GIS mapping, electronic ticket machine data analysis and wholescale analysis and redesign of bus networks.

Beyond the team, we have a network of associate consultants who offer a varied and flexible source of high-level expertise and management placements.

The TAS way is very much a hands-on in approach.

TA S Pa r t n e r s h i p

K ey Pro d ucts n ETM Analysis n Accessibility Audits n Reliability and delay analysis n Environmental assessment and bench marking n Park and ride demand forecasting n Smartcard studies and reviews n Multi-operator ticket schemes n Mapping and GIS-route planning n SEN advice and training n Management/Supervisor training (CILT accredited)

“We don’t just produce reports suggesting how a bus operator should change their network, we come up with a new bus network for them!” comments John.

TAS also engages in placements both short and longterm, ranging from Reading, through Northumberland and the Highlands to Dubai and Abu Dhabi, so that skills are provided on-site and on the job.

In a nutshell, the scope of TAS’ work focuses on optimising resources so as to add value for commissioners and operators of passenger transport and in turn, for passengers: processing, crunching and filleting data and providing new approaches, models and research – to come up with the best solutions.

“To be a good consultant,” John explains, “means constantly reviewing and mapping the world and coming up with explanations and descriptions which are central and structural so we can provide clients with a picture they can understand.”

Our approach has benefited some 300 different clients over the past 25 years not only in Great Britain but as far afield as Australia and we pride ourselves on working in partnership with stakeholder organisations and the respect within which we are held. Clients and partners range from one-man taxi operators to large bus groups – from well over 100 local authorities to central Government bodies and departments; from CT groups to think tanks and consultancies big and small.

“We have ideas and approaches and data and experience which is of value and we want to share it: it is about doing the right thing and being honest in business,” concludes John.

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www.taspartnership.co.uk

OUR RESULTS

We get results – a snapshot of examples Natio na l Po licy � S tr ategy D ev e lopm e n t Developing leading-edge national policy, guidance, reports and influential strategies on transport for English, Welsh, Scottish, Isle of Man, States of Jersey and Northern Ireland governments.

TAS provides advice on concessionary fares guidance to direction on the effects of on-road bus competition.

Fa r e s � Tic ke t in g A na lys is TAS carries out numerous reviews of product and ticket sales to assist operators improve their business offer, patronage and levels of return.

TAS analyses ETM (Electronic Ticket Machine) data as well as off-bus sales to identify sales totals, plotting ticket sale locations, looking into different ticket types and providing associated advice on route costing if needed.

N e t wor k I m prov e m e n ts Delivering practical improvements at service and network level in different operating environments – including market analysis, route costing and network reviews.

As well as planning and costing a new network, TAS undertakes patronage and revenue forecasting, including modelling the effects of changes to key drivers such as passenger walk times, journey times, frequency changes and fare levels.

H o m e to S c h o o l Tr a n s p o rt TAS brings practical experience of commissioning, managing, organising and procuring pupil home to school transport and offers support right across the spectrum.

This includes reviews, benchmarking, performance management, integration and driver/passenger assistant training; developing and introducing in-house operation; SEN (Special Educational Needs) transport support and transport procurement options.

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RESULTS

TAS produced fares and ticketing strategies for a UK bus operator between 2005 and 2007, to increase the attractiveness of the service to users and improve operating ef�iciency.

As a result of TAS’ recommendations, the operator opted for day rather than return ticketing and introduced a zonal fares system. In 2013 TAS investigated the business case for the fares reduction to encouraging patronage growth for a Scottish operator.

RESULTS

TAS’ efforts have proved to be the key to unlocking patronage growth in towns and cities across the UK from Blackpool to Belfast.

Work to transform declining Ulsterbus and Citybus bus services in Northern Ireland in 2004/05. Rationalised bus services, creating a new network of 12 corridors, focusing on high frequencies and ultimately leading to an increase in patronage of 15% in the �irst year on core routes.

RESULTS

Con c e s s io na ry Fa r e s S u pp o rt Over 25 years, TAS has amassed extensive knowledge of all aspects of concessionary bus fares.

TAS' support encompasses scheme design, implementation and review, day-to-day administration; reimbursement rates; and successfully handling negotiations or formal appeals on both sides. TAS also has experience of taxicard and voucher schemes, rail and air travel concessions. www.taspartnership.co.uk

RESULTS

TAS produced the de�initive best practice guidance on local authority bus tendering for the Department for Transport in 1996, revised by TAS in 2013.

TAS developed and promoted the concept of Quality Bus Partnerships, producing the leading good practice guidance in 2001, they undertook regulatory reform for the taxi industry, and devised the Rural Transport Fund for the DRD for Northern Ireland, which included the formation of Rural Community Partnerships.

RESULTS

In 2011, TAS carried out a review of home to school transport in Cambridgeshire saving some £2-3m per annum.

In 2013/14, TAS successfully revised and retendered contracts for Shetland’s bus and school transport network with an expected saving of £5m over a �ive-year period. TAS worked as an integral part of the Shetland Islands Council transport team and, vitally, transferred skills for the future.

TAS has played a prominent role in advocating the fair and sensible application of fare concessions. It has won more than 12 formal appeals and averted many more, taking pride in being able to mediate mutually acceptable settlements between bus operators and Travel Concession Authorities.

TAS also helped West Sussex County Council implement a young person’s scheme in 2007 - from feasibility to administration, which is ongoing today.

TA S PA r T n e r S h i P

TAS Timeline

1991 1989 n

TAS – the Transport Advisory Service established

by Peter Huntley n Peter collaborates with Landor Holdings to co-found Local Transport Today magazine (LTT)

n “Buses in Towns” report on the future of bus networks and priorities published. n First edition of Bus Industry Monitor. n First Bus in a New Era conference with LTT.

1990

n Rapid Transit UK taken over and published by TAS.

1992

n Rail Industry Monitor launched to track the structure and performance of the rail industry through privatisation and beyond.

1993 n

1994

First consultancy report for the Department of Transport submitted: “Congestion Charging – Bus Operation Supply Effects”. n TAS plays central role in developing and promoting the concept of Quality Bus Partnerships.

n The TAS Partnership expands as Chris Cheek and John Taylor join the board. n Buses Means Business – The Review published. n The evolving business is divided into three companies: The TAS Partnership, TAS Publications & Events to look after publications, conferences and seminars, and TAS Publicity Services.

1986

Deregulation of local bus services in Great Britain (except London)

Quality Bus Partnerships Good Practice Guide published. n TAS expands into larger offices at Guildhall House, Preston.

2000 n

TAS helps Hackney Community Transport win its first London Bus Contract in Finsbury Park. n First of more than 10 Best Value reviews.

1999 n

Commissioned to provide forecasts on projected Hovercraft Park & Ride service from Dartford to the Millennium Dome.

1998 n

1995

n Commissioned by CentreWest London Buses and its partners to help bid for the contract to design, build, operate and maintain the Tramlink light rail scheme. n Concessionary Fares UK published. n Commissioned to submit evidence to the House of Commons Transport Committee. The evidence, “The Consequences of Bus Deregulation outside London”, is extensively quoted by MPs in their own report.

2001 n

Rural Transport Fund devised with Department of Regional Development in Northern Ireland. n Commissioned by East Sussex County Council and BAA to help with the development of the Fastway BRT project in Crawley.

1996 n

Pioneering best practice guide produced for Department of Transport: Guide to Good Practice in Local Authority Procurement of Local Bus & Community Transport Services. n “The Effects of Bus Competition” a major study commissioned by Department of Transport. n TAS helps to found The Bus Industry Awards.

1991

Scottish Bus Group privatisation completed

1994

Channel Tunnel opened and Eurostar started

TA S Pa r t n e r s h i p

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1997 n

Nationally accredited Minibus Driver Awareness Scheme (MiDAS) developed for long term client Hampshire County Council. n A rural transport toolkit is devised for the Scottish Office to help stimulate better promotion and provision of transport links. n Commissioned by Arrow Light Rail consortium (Nottingham). n First Park & Ride Great Britain report published.

1997

British Rail privatisation completed

www.taspartnership.co.uk

2000

2000 Transport Act, TfL replaced LRT

2002

Free concession in Wales and Sco Rail took over fr

2002 n

Industry-wide analysis of Fuel Duty Rebate for the Commission for Integrated Transport. n Commissioned by Momentis Consortium (Leeds Supertram). n Passenger Assistants Training Scheme (PATS) is developed for CTA. n Monitoring Quality Bus Partnerships published. n Comprehensive CT strategy developed for Welsh Assembly Government. n Adrian Grant appointed as MD

2003

2012

n Peter Huntley is tragically killed in a climbing accident in February. n Heather Smith, the voice of TAS, retires after 20 years’ service. n Written and oral evidence to Transport Select Committee inquiry into Competition in the Local Bus Market. n TAS Policy Exchange report “Making Buses Better” published. n Richard Armitage appointed as Chairman of TAS

n National Bus Model created for the DfT. n Review of access and DDA features of Local Transport Plan Capital Projects carried out for DfT.

Developed ‘Tendering Road Passenger Transport Contracts: best practice guidance’ in record time for the DFT. n Contracts for Shetland’s bus & school transport network revised & retendered (expected saving of £5m over 5 years).

2011

n European ISEMOA project n TAS provides network costing models for Nexus’ bus services.

2004

n TAS achieves registration to ISO 9001 and attains Investors in People status. n Commissioned jointly with Arup by the East Lancashire Partnership to devise a Bus Rapid Transit project for the Darwen-BlackburnAccrington corridor. n Commissioned by Arriva to help devise commercial network for LutonDunstable Guided Bus project (opened in 2013).

2010

n Evidence submitted to Competition Commission for Local Bus Market Investigation. n CILT accredited training courses launched. n TAS partnership with RAMA forged.

2006 Transport Scotland created

2014 n

TAS is proud to celebrate its 25th Anniversary as the leading passenger transport specialists in the UK. n Third National Fares Survey published. n Began work on ‘making bus partnerships work’ – best practice guidance for DFT.

2009 n

TAS staff on a placement in Dubai design and implement a feeder bus network for the new Metro system and co-ordinate a review of the existing bus services. n The TAS Partnership becomes employee-owned. n First biennial National Fares Survey produced. TAS Business Monitor launched. n “The Economics of Bus Operation” published. n External Trustees appointed to TAS.

2008 n

2005

n Help to transform declining Ulsterbus and Citybus services for Translink in Northern Ireland. n Work with DSB and EWS to edit their bid for the new Thameslink/Great Northern rail franchise. n SYPTE Quality Contract Work.

nary bus travel cotland. Network rom Railtrack

2013 n

2006 n

2007 n

Using Community Transport to Reduce Social Exclusion for DfT. n Commercial and operating case for Arriva’s winning Cross Country franchise. n Peter Huntley joins Go North East as MD but continues as chair of TAS.

2007

Completion of High Speed 1 into St Pancras

TAS provides interim management team for Northumberland’s ITU, remedying a school transport budget crisis. n Putting Passengers First: Scenario Evaluation and the Way Forward report produced for CfIT. n Commissioned by Passenger Focus to help develop its approach to becoming the statutory passenger watchdog for the bus industry.

2008

Free concessionary bus travel in England

www.taspartnership.co.uk

TAS report on securing and developing the sustainability of CT provision in Mid Wales for PAVO (Powys Association of Voluntary Organisations). n TAS provides a blueprint for redesign of Nexus’ network of tendered bus services.

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2010

Arriva purchased by Deutsche Bahn

TA S Pa r t n e r s h i p

2011

Competition Commission reports on Local Bus Market

WH O WE ARE

The TAS team

R i cha rd A rm i tag e Chairman “TAS continues to lead the field in its chosen topics - the bus industry, local authority transport change management and community and accessible demand-responsive transport.

What we do may have changed over 25 years, but we remain committed to our founder’s vision. We are truly independent (TAS is employee-owned), robust (TAS calls it how it sees it, earning respect but, not always pleasing everyone), and determined (we graft until the job is completed).”

The TAS Partnership team, pictured in 2014

C hr is M artin Director “I see three core components in our future business. Firstly understanding the customer better – which we do through demographic profiling, demand forecasting, GIS and mapping – how we use data in a smarter way will be key.

TAS is in a prime position to help operators interpret and evaluate their data in terms of what their business needs. Secondly, the industry needs management support and a critical friend, we will remain an independent voice, refining our knowledge and insight from the last 25 years.

Thirdly, we want to come up with sustainable transport networks, or ‘eco-networks’ which meet a range of objectives, not just financial, and maximise the full potential of the network while reducing carbon footprint."

J oh n Tay lo r Director “My current focus is on helping public sector clients perform against extremely challenging budgets. Although we can deliver some saving through continuous process improvements, and more through demand management, we now need to develop radical new ways of working for authorities, taking the experience of customer relationship management and market development from the best in the retail passenger transport sector.

With their spend on home to school and social care transport, authorities are often the largest proxy operator in their area – they need to start behaving like one.”

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www.taspartnership.co.uk

Ad r ian Gr ant Managing Director “We want to continue to be fair and transparent and accessible. It’s very important to us to do a good job and leave the customer happy and incorporate whatever possible skills we can transfer so our clients get added value.

We want to continue to offer the sort of service which has gained our reputation.”

What we do may have changed over 25 years, but we remain committed to our founder’s vision

T H E FUT URE

The team and the future Steve Wa rburto n Director “There’s going to be an ever-increasing reliance on the money you take anywhere and on commercial networks, I don’t see huge amounts of public money coming back into the system. Somebody is going to mount a proper legal challenge to the concessionary fares reimbursement scheme. Also, 18 months ago, I wouldn’t have foreseen the popularity of product and ticket sales analysis we are carrying out. The industry knows very little about its customers and needs to ask more questions – on half of the smartcards sold, we know nothing about the card holder at all.”

C hris C h e ek Non Executive Director “If asked to sum up the last 25 years, I’d say I’ve enjoyed the journey immensely. I also like to think that TAS’s work has improved everybody’s knowledge and understanding of passenger transport, and that we genuinely have made a difference.”

Ada m St e ph en s o n Senior Consultant “25 years is a very long time in terms of technology.

In 1989, electronic ticket machines had not been around long and the availability of paper timetables was vital for passengers. Now bus timetables are available 24 hours a day via a mobile phone and many people have the option of buying a ticket on their phone as well. Times change and TAS has kept pace with technological developments in order to deliver the best device for our customers. From online surveys to the use of GPS when analysing delay hotspots, through to remote working, handling vast amounts of data and instant mapping, our use of technology has transformed the way we do business.

Our 25th year has seen unprecedented levels of investment, completely replacing the majority of our IT infrastructure. We now have a network fit for the 21st Century with the latest software and fibre internet and an advanced telephone system which mean we can work effectively wherever we are.”

25 years is a long time in terms of technology... and TAS has kept pace with technological developments in order to deliver the best device for our customers

TAS Alumni wher e are they now?

Matthew M o l l Consultant “Working for the TAS Partnership has allowed me to transfer the theoretical knowledge I accumulated at University into the real world of public transport operation and organisation. This knowledge has been further enhanced by working on a wide range of topics from Community Transport provision to national industry benchmarking. I have been privileged to be able to travel around Great Britain to such locations as Lerwick, Edinburgh, Nottingham and Swansea undertaking work for and attending meetings with clients.”

Ad r ian Gr ant Managing Director “Only ever as good as our next job - As we move into our next 25 years, TAS will continue to have regard not only to this part of our ethos, but to the other ones as well, telling it like it is, developing our staff, giving value for money, retaining objectivity, and being customer focused. We are looking forward to the challenges of the future!”

TAS will continue to have regard for telling it like it is, developing our staff, giving value for money, retaining objectivity, and being customer focused

Jo hn Go d f r ey Principal Consultant The deregulated bus industry was just 10 years old when I joined TAS, and found myself in the thick of exciting developments in a rapidly maturing market – quality bus partnership; accessibility and low floor buses; services initiatives and network reviews; innovative fares; flexible and community transport. Soon afterwards we were also responding to the novel challenge of experimenting with and expanding the public transport network through substantially increased public funding. Before we had time to reflect on how successful that was, however, attention turned to coping with the impact of the economic crisis, and transport’s contribution to recovery. All of us at TAS were and are proud of our role throughout these phases, which has always focused on improving; the quality of business decisions, attention to the needs of customers and sustainability and accessibility – in all senses. I expect TAS will respond equally well to the next 25 years of stimulating challenges!

www.taspartnership.co.uk

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TA S Pa r t n e r s h i p

Simon Bennet: Business Development Manager at Abellio Desmond Bradley: Transport Integration Manager for Scotrail Chris Curtis: Commercial Manager at Arriva North East Steve Donhue: Commercial Manager at Halton Transport Tom Evans: Local sustainable transport fund project officer Andy Foster: Network Advisor for National Express Robin Gregory: Bus scheduling and planning in Germany Philip Higgs: Bus Operator in Blackpool, Jack Hollington: Commercial Assistant, Stagecoach Yorkshire Philip Kirk: Former MD of Oxford Bus Company Andy Metcalfe: Performance Manager for Sheffield, First Group Rob Petch: TfGM Network intelligence officer Ed Reid: Integrated Transport Unit Manager at Wrexham County Borough Council Phil Southall: MD of Oxford Bus Company Louisa Tennant: Operations Planner at Metrolink David Thrower: Advisor to North West Business Leadership Team Paul Turner: Head of Commercial for First in West Yorkshire Anna Weeks: Duty Station Manager at Paddington Chris Williams: Transport Manager for Cheshire East Council

AN D FI NALLY

TAS takes pride in…

Employ ee O wn ers h ip It was the long held ambition of our founder, Peter Huntley, that all of the shareholding in TAS would remain within the business. In 2005 an internal share market was set up, which established the calculation methodology for the annual share valuation, and enabled staff to purchase shares from Peter. In 2008, the process of migrating to full employee ownership began, with the development of an Employee Benefit Trust, and an associated Share Incentive Plan. Since its inception, the Employee Benefit Trust has become one of the larger TAS shareholders, and every employee with more than 12 months’ service owns shares in TAS. The long term ambition is for the EBT to become the majority shareholder by the end of the next decade.

Policy E xc h a n g e The TAS Policy Exchange provides a focus for research into public transport issues, continuing our history of re-investing a proportion of profits into relevant research. However, the Policy Exchange is different in that it is made up of people who are independent of TAS and who, as a group, have significant experience in both the public and private sectors. Thus, together, they provide a unique insight into the issues affecting the provision of successful public transport. The original establishment of the Policy Exchange was another Peter Huntley initiative and he led its work until his untimely demise in 2012. n www.taspolicyexchange.co.uk Our E xpa n s i ve Ne t wor k In addition to the team in Preston, TAS works in partnership with a dynamic network of organisations ranging from SMEs to large consultancies. This includes work with the Derek Halden Consultancy on accessibility planning for the DfT and with Gfleet Services on minimising transport’s environmental impact as well as projects with AECOM, Mouchel, Capita, Pell Frischmann and WS Atkins. A core part of this web of partners is our network of Associates with varying transport backgrounds who provide a flexible source of highlevel expertise. For example, Nick Tushingham, who had a 33-year career in local government, has now worked with more than 50 authorities on projects for TAS. Andrew Guest’s 40 years’ experience from transport operations to senior management has been utilised in roles such as reviewing the success of Quality Partnerships for DfT and in leading the presentation of our training courses.

Brought to you by

Design: Keith Simpson www.one-creative.com

TAS Managing Director, Adrian Grant (left) presents Jeff Counsell, trent barton MD, with the Making Buses a Better Choice award at the 2012 UK Bus Awards.

UK B us Awar d s TAS is proud to have helped to found and now to sponsor the UK Bus Awards.

We were delighted when, following his tragic death in 2012, the Management Committee of the Awards named an award in memory of Peter Huntley. The UK Bus Awards scheme was founded as the Bus Industry Awards in 1996 as the result of an initiative taken by Peter Huntley and Chris Cheek, and rebranded in 2005.

TAS Publ icatio ns Our publications arm produces major reports outlining research and analysis on bus, rail and rapid transport in the UK and builds on TAS expertise in capturing, processing and analysing large amounts of data from a variety of sources and providing easily digestible insight which allows the industry to see the ‘wood from the trees’. Reports also include topic-based issues such as bus economics, Park and Ride and concessionary fares.

TA S Pa r t n e r s h i p

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C har ity Wo r k Over the years TAS staff have run, swum, walked and participated in an interesting variety of challenges to raise thousands of pounds for international development charity Transaid which builds transport skills and knowledge in the developing world. For example in 2011, two TAS teams participated in the Windermere triathlon and last year TAS organised a six-hour trek up Mount Snowdon in memory of Peter Huntley generating more than £18,000. This year Sarah Huntley raised £300 in the 22K Great North Run while TAS chair Richard Armitage even auctioned off his Brompton bike. n www.transaid.org

Co mmunity Tr ans p o rt From its founding, TAS has employed staff with CT experience to provide support and guidance to community transport organisations, including a lot of pro bono work. We strongly believe that the sector has a legitimate role to play alongside, and preferably in partnership with, commercial and statutory operations. TAS Directors Richard Armitage and John Taylor co-founded what became the Community Transport Association (CTA), which remains the key support and representation body for the UK CT sector. We continue to push the sector’s boundaries to respond to new challenges: environmental initiatives, self-directed support, family transport poverty and community regeneration.

www.taspartnership.co.uk