Strathclyde Partnership for Transport - Consultation on Draft Strathclyde Regional Bus Strategy
North Ayrshire Council · 3 June 2025
Back to Cabinet — 3 June 2025 and its agenda
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NORTH AYRSHIRE COUNCIL 3 June 2025 Cabinet Title: Strathclyde Partnership for Transport – Consultation on Draft Strathclyde Regional Bus Strategy Purpose: To seek approval for the proposed North Ayrshire Council submission to Strathclyde Partnership for Transport’s consultation on the Draft Strathclyde Regional Bus Strategy Recommendation: That Cabinet approves the formal submission of the proposed consultation response provided at Appendix One. 1. Executive Summary 1.1 The Regional Transport Partnership, Strathclyde Partnership for Transport (SPT), has launched a public consultation on the Draft Strathclyde Regional Bus Strategy (SRBS). The consultation is seeking views until 29 May 2025 on the policies and measures included for future delivery of the regional bus network within the draft SRBS. 1.2 This report provides an update on the SRBS following the report to Cabinet on 4 June 2024 and the subsequent development of a draft SRBS. The draft SRBS outlines recommended policies, measures and actions for the region, assessing potential benefits, financial implications, and alignment with Council policies. 1.3 The strategy also outlines plans to develop bus franchising arrangements for the region. This approach aims to create a more coordinated and accountable bus network, ensuring services are reliable, affordable, and better aligned with public needs. To meet SPT timescales, a draft response has been issued subject to Cabinet approval. This report seeks approval for the formal submission of the proposed consultation response provided at Appendix One. 2. Background 2.1 SPT is the largest of the seven Scottish Regional Transport Partnerships (RTPs). The SPT area comprises: East Dunbartonshire, East Ayrshire, East Renfrewshire, Glasgow City, Inverclyde, North Ayrshire, North Lanarkshire, Renfrewshire, South Ayrshire, South Lanarkshire, West Dunbartonshire and the Helensburgh and Lomond area of Argyll and Bute. SPT’s role involves planning and delivering transport solutions for all modes of transport across the region, in conjunction with the member Councils and industry partners. SPT is central to the region’s transport planning, funding and delivering socially necessary services, supporting capital investment and working in partnership to develop the transport system for now and the future. 2.2 Bus services are a lifeline that many people heavily rely on, with around 70% of all public transport journeys in the Strathclyde region being taken by bus. They connect people to school, work, shops, services, family and friends alongside playing a significant role in tackling climate change, inequality and social isolation. Good quality, accessible bus services can contribute to improved places, healthier environments,
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town centre regeneration, inclusive economic growth, social inclusion and improved quality of life for communities. 2.3 SPT has an ambition to reverse the cycle of decline and grow the bus network. This would mean a bus network that attracts more people to buses and ensures access for communities who rely on bus for every day travel needs. This would also mean a bus network for everyone. To achieve this, SPT has been developing a Strathclyde Regional Bus Strategy that sets out what is needed from buses in the future and how this may be delivered. 2.4 The need for the SRBS was identified by SPT during the development of “A Call to Action: The Regional Transport Strategy for the west of Scotland 2023-2038” (RTS). The RTS development process identified the critical role of bus in the region and established a policy to enhance and integrate the bus network, provide reliable, attractive bus services and offer good value for money to passengers. The RTS also established that the powers in the Transport (Scotland) Act 2019 should be further investigated and implemented, where appropriate. 2.5 The SRBS process commenced in 2023 by establishing a Case for Change followed by an options appraisal. SPT held a public consultation on the recommendations from the options appraisal between April and May 2024. The Council’s response to this consultation exercise was approved by Cabinet in June 2024. The draft strategy was then developed by SPT in the latter half of 2024, guided by the consultation outcomes and the direction of the SPT Partnership Board. 2.6 The goals of the draft SRBS are for more people using buses and people using buses more often, and for more communities to have access to bus for everyday travel. To achieve these goals the following objectives were developed: • Aim for a consistent and improved level of service across the region, ensuring communities are connected quickly and efficiently to key destinations and services. • Aim for bus travel to be affordable, safe and accessible for all. • Aim for an attractive, integrated and sustainable bus network. 2.7 To achieve the goals and objectives the draft SRBS developed the following seven themes with subsequent policies: • Buses where they are needed, when they are needed: Improve periods of operation and geographic coverage of the bus network, where required; improve the frequency of bus services, where required; and improve the efficiency of the regional bus network. • Reliable and quicker bus journeys: Improve the reliability and punctuality of bus services; and improve the attractiveness of bus journey times compared to car journey times. • Affordable and attractive fares and ticketing: Improve the affordability of bus fares, especially for people living in poverty, disadvantaged communities and rural or remote communities; improve the attractiveness of bus fares compared to the cost of motoring; and ensure that bus fares are easy to understand and flexible. • Accessible and safer bus journeys: Improve the accessibility and safety of bus travel for all passengers. • A trusted and recognisable bus network: Develop a consistent network identity across the region; ensure passengers receive a consistent, high-quality standard of customer service across the region; develop and ensure a consistent approach to bus service changes across the region that minimises disruption to passengers; and develop and ensure high quality and consistent driver standards across the region. • A seamless and integrated bus network: Develop a smart and integrated
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ticketing system for the bus network that makes it easy to use bus across the region and supports wider multi-modal integration and Mobility as a Service (MaaS); ensure bus stops and interchanges are high quality and located conveniently and efficiently across the region; and ensure bus travel information is provided consistently as high quality, accurate and integrated for all bus users across the region. • A more environmentally sustainable, resilient and adaptable bus network and fleet: Transition the regional bus fleet to zero emission vehicles; ensure high-quality and well-maintained vehicles across the region; and ensure the regional bus fleet supports a resilient and operationally efficient bus network. 2.8 The strategy also sets out proposals to develop a Franchise Model, designed to improve service consistency, affordability, and accessibility across Strathclyde. A core element of the delivery plan is the development and implementation of a franchising model for the bus network, including the initial actions for a franchising route map. The route map identifies several key risks with franchising. • Complexity and Timescale: The process of implementing franchising is lengthy and complex, requiring compliance with the Transport (Scotland) Act 2019. • Financial Risks: Franchising may involve significant upfront costs for planning, consultation, and implementation. • Stakeholder Engagement: The success of franchising depends on collaboration with bus operators, local authorities, and other stakeholders. • Interim Measures: While franchising is being developed, there is a risk of service decline if interim measures are not effectively implemented. • Public Perception and Support: Gaining public trust and support for franchising is crucial. 2.9 Implementing franchising is a complex and lengthy process under the Transport (Scotland) Act 2019. In the interim, SPT plans to work with partners and voluntary arrangements to improve bus infrastructure, traffic management, and service quality while building the case for franchising. Public consultation is a key part of this process, ensuring that the strategy reflects the needs of local communities. 2.10 The consultation period closed on 29 May 2025. A draft response was required before the consultation period ended and has been submitted, subject to Cabinet approval with the formal response following as appropriate thereafter. The proposed response is provided at Appendix One. Key points from the proposed response include: • Franchising: Noting that all options were considered through the development of the SRBS, and franchising was deemed the most appropriate way forward to provide bus services. • Service Decline Risk: While the franchise is being developed, there is a risk of service decline if interim measures are not effectively implemented. We recommend focusing on ensuring that voluntary partnerships and infrastructure improvements are prioritised to maintain service quality during the transition. A voluntary partnership between local authorities and bus operators can lead to a more efficient, reliable, and sustainable public transportation system that benefits both the community and the environment. Whilst entering a voluntary partnership would have limited financial impact on the Council there would be no legal requirements on either party, which could be problematic. While voluntary partnerships may not be a long-term solution, there is merit in developing partnerships within North Ayrshire while other proposals are phased in. • Financial Pressure: The delivery plan sets out proposals for bus infrastructure improvements however there is no clear indication of how these measures will be
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funded. North Ayrshire Council has faced challenges in securing funding for bus infrastructure improvements over the past two years. Given that Local Authorities are under severe financial pressure, funding needs to be made available to ensure that the delivery plan can be fully realised. Additional financial support from the Scottish Government is essential to achieve the proposed goals, including increased subsidies for bus services. • Community Transport: The strategy notes that the bus network should also be planned to effectively integrate with Community Transport (CT), where this can provide a more efficient and locally tailored service. This is particularly effective where CT services can link remote areas to towns for onward travel on the local bus network however there are no specific actions relating to community transport. The response recommends that specific community transport policies/measures be included within the strategy. Following a Community Transport survey and the Garnock Valley Travel Needs Analysis work last year, officers remain engaged with an Ayrshire based provider, Coalfield Community Transport, to scope potential options for a local provision pilot. • Rural and Island Challenges: Rural and island communities face different challenges compared to urban areas due to the constraints of delivering bus services in these areas, such as lower population densities, longer distances between destinations, and higher operational costs. These challenges are evidenced by the contraction of commercial bus services in our rural areas, particularly the Garnock Valley, and the full service on the Isle of Arran being subsidised by SPT. Limited transport options in these areas can result in dependence on cars, poor access to services, facilities, and employment opportunities, and social isolation. The response is therefore hopeful that the Strathclyde Regional Bus Strategy will help address this imbalance. 2.11 Following the conclusion of this consultation period, SPT will work with their consultants to analyse the consultation feedback and consider if any changes should be made to the SRBS prior to the SPT Partnership approving the strategy for delivery. 3. Proposals 3.1 That Cabinet approves the formal submission of the consultation response provided at Appendix One. 4. Implications/Socio-economic Duty Financial 4.1 There are no direct impacts from this report.
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Human Resources 4.2 None at this stage. Legal 4.3 None at this stage. Equality/Socio-economic 4.4 The introduction of a Strathclyde Regional Bus Strategy (SRBS) will potentially provide a mechanism for introducing a fit for purpose and inclusive transport network for the area thereby reducing socio-economic disadvantage and transport poverty. Climate Change and Carbon 4.5 The SRBS aligns with the Council’s Sustainable North Ayrshire Strategy workstreams of Energy and Transport by potentially reducing emissions and encouraging low carbon behaviours in relation to energy use and supporting low carbon methods of travel. Furthermore, it aligns with the Council’s commitment to reduce carbon emissions through our declaration of a Climate Emergency. Key Priorities 4.6 This strategy will align with the Council’s mission of working together to improve the lives of our people in North Ayrshire. It will contribute to several of the Council Plan priorities that focus on Wellbeing, Communities and Local Democracy, Climate Change, and a Sustainable Council. Community Wealth Building 4.7 The Inclusive Growth Diagnostic identified transport as a barrier to inclusive growth at a local level. The SRBS is vital to local communities and delivering inclusive growth and Community Wealth Building. 5. Consultation 5.1 SPT has committed to engaging with stakeholders and the public to actively shape the draft SRBS for improving our future bus network. The consultation has been promoted by North Ayrshire Council and the Trinity Active Travel Hub via social media channels as requested by the Council motion on 13 December 2023. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Claire Fitzsimmons, Interim Senior Manager – Regeneration on 01294 315305.
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Background Papers North Ayrshire Council Cabinet Paper (4 June 2024) - Strathclyde Partnership for Transport Strathclyde Regional Bus Strategy: Consultation on the Recommended Options for Improving our Future Bus Network Strathclyde Partnership for Transport (SPT) A Call to Action: The Regional Transport Strategy for the west of Scotland 2023-38 (RTS) Strathclyde Regional Bus Strategy – Case for Change Strathclyde Regional Bus Strategy – Options Appraisal Report Strathclyde Regional Bus Strategy – A Consultation on the Recommended Options for Improving our Future Bus Network.
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Strathclyde Regional Bus Strategy Consultation Purpose of this research Bus services are vital to our communities, connecting towns, villages and city neighbourhoods across the west of Scotland. Despite the significant value of bus to society, economy and the environment, the bus network has been experiencing a decline. Strathclyde Partnership for Transport (SPT) wants to reverse this cycle of decline and grow the bus network. This means a bus network that attracts more people to buses and ensures access for communities who rely on buses for every day travel needs. This also means a bus network for everyone. To achieve this, SPT has been developing a Strathclyde Regional Bus Strategy that sets out what is needed from buses in the future and how this may be delivered. The draft Strathclyde Regional Bus Strategy can be accessed from SPT’s website: https://www.spt.co.uk/about-us/what-we-are-doing/regional-transport-strategy/bus-strategy/ This survey will help SPT understand views on key elements of the draft strategy and consider if any changes are required prior to the SPT Partnership approving the strategy for delivery. This survey Throughout this survey, we will refer to the draft Strathclyde Regional Bus Strategy as ‘the bus strategy’. It is important that the bus strategy meets the needs of people, businesses and organisations of the west of Scotland. SPT is holding this consultation so they can hear your views on the bus strategy and supporting documents. SPT has commissioned SYSTRA, an independent transport consultancy, to consult with stakeholders and the general public on the bus strategy. Your views are important and will be gratefully received. This survey should take approximately 10-15 minutes to complete, depending on the answers you give. All feedback received will be considered and will help to develop the final version of the bus strategy. You are able to provide a response to the survey from now until Thursday 29th May 2025. If you require any support in completing this survey, please contact SPT at RTS@spt.co.uk. Your data All survey responses are confidential and results will be analysed and reported anonymously by SYSTRA. The research complies with the Market Research Society Professional Code of Conduct and General Data Protection Regulation (GDPR). You can withdraw from the research at any time. The survey will ask you for some basic contact information for the purposes of ensuring the authenticity of responses, as well as asking for your feedback on the bus strategy. Those responding on behalf of an organisation will also be asked to provide some basic details about their organisation. Those responding as an individual will be asked about the area they live in and their current travel behaviour.
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To develop a bus strategy that truly reflects the needs and preferences of the community, it is crucial that each participant provides honest and unique responses. Your feedback is invaluable in shaping a bus network that serves everyone effectively. We kindly ask that you complete the survey only once to ensure the integrity of the results. You have rights in relation to how your personal data is handled and you can find full details by clicking https://www.systra.com/uk/wp-content/uploads/sites/11/2025/02/spt-srbs-privacy- notice.pdf. Are you happy to proceed with the survey? Please select one X Yes No ABOUT YOU These first few questions are to understand a little bit more about your organisation. 1. What is the name of the organisation that you are responding on behalf of? Please enter your organisation’s name below North Ayrshire Council 2. Which of the following best describes your organisation? Bus operator X Local authority Other organisation 3. In which local authority area does your organisation primarily operate? Argyll and Bute East Ayrshire East Dunbartonshire East Renfrewshire Glasgow City Inverclyde X North Ayrshire North Lanarkshire Renfrewshire South Ayrshire South Lanarkshire West Dunbartonshire Other – please specify:
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4. Please provide your name, job title, and email address below. Note, this information is being requested for the purposes of ensuring the authenticity of responses. A list of all organisations that respond to the consultation will also be included in reporting, but will not be linked to responses. Your details will not be used for any other purpose. Name: David Hilditch Job title: Interim Active Travel and Transport Manager Email: dhilditch@north-ayrshire.gov.uk 5. Have you read the bus strategy? X Yes, I have read it in full Yes, I have read some of it No, I have not read it I was not aware of the bus strategy until now. 6. In 2024, SPT carried out a consultation regarding recommendations from the options appraisal. Did your organisation respond to this consultation? X Yes No Don’t know
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YOUR VIEWS ON THE BUS NETWORK 7. Firstly, do you agree or disagree that the bus network meets the needs of the general public? Strongly agree Slightly agree Neither agree nor disagree Slightly disagree X Strongly disagree Don’t know Not applicable THE BUS NETWORK WE NEED The bus strategy sets out policies and measures. The Policies are the principles that should be applied by SPT and partners in decision-making processes affecting bus in the region, while the Measures describe the activities and outputs that are needed to support the Policies. In the bus strategy, these policies and measures are grouped under seven themes. The themes are set out below alongside brief explanatory text, with further details available in chapter 4 of the draft bus strategy.
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8. When thinking about the bus network and how it may be improved, how important or not is each theme to your organisation? Please select one for each theme Very important Important Neutral Unimportant Very unimportant Don’t know Buses where they are needed, when they are needed X Reliable and quicker bus journeys X Affordable and attractive fares and ticketing X Accessible and safer bus journeys X A trusted and recognisable bus network X A seamless and integrated bus network X A more environmentally sustainable, resilient and adaptable bus network and fleet X
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9. To what extent do you agree or disagree that each theme should be included within the bus strategy? Please select one for each theme Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know Buses where they are needed, when they are needed X Reliable and quicker bus journeys X Affordable and attractive fares and ticketing X Accessible and safer bus journeys X A trusted and recognisable bus network X A seamless and integrated bus network X A more environmentally sustainable, resilient and adaptable bus network and fleet X
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The next few questions are optional. If you do not wish to provide feedback on the polices and measures within the themes, please skip to question 19. 10. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 1: Buses where they are needed, when they are needed? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P1: Improve periods of operation and geographic coverage of the bus network, where required X P2: Improve the frequency of bus services, where required X P3: Improve the efficiency of the regional bus network X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M1: A regional bus network based upon defined principles for frequency, capacity, periods of operation, coverage and connectivity X M2: Minimum levels of service for all towns, key destinations (e.g. hospitals) and off- peak time periods to ensure basic accessibility, working towards more convenient service levels X
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Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M3: High frequency services (every 10 minutes minimum) on core routes, working towards a turn-up-and-go service level for some services at appropriate times X M4: An integrated bus network with better coordination between services and modes, particularly for journeys where interchange is more common (e.g. rural to regional express or bus to rail) X
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11. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 2: Reliable and quicker bus journeys? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P4: Improve the reliability and punctuality of bus services X P5: Improve the attractiveness of bus journey times compared to car journey times X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M5: Bus priority infrastructure on high frequency routes (every 10 minutes minimum) and routes that are prone to congestion, including motorways X M6: Bus services that better meet performance (e.g. punctuality and patronage) standards and objectives, supported by more performance monitoring and the open sharing of performance data X M7: Better coordination of rural services with region/express services and rail services X
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Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M8: Better co- ordination of appropriate fleets for appropriate routes and services, maximising fleet and boarding capacity X M9: Support wider car demand management and centralised network disruption management policies, measures and operations X M10: Traffic management and enforcement measures (e.g. bus lane cameras, parking enforcement) X M11: More efficient network planning via a whole of region approach to provide faster and more reliable journeys X M12: Network-wide communication and monitoring teams to manage and respond to disruption, including the development with partners of a regional control centre X M13: Faster bus journey times on busier routes, supported by bus priority, faster boardings (through smart ticketing, bus stop rationalisation and faster vehicle access/egress) and express services X
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12. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 3: Affordable and attractive fares and ticketing? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P6: Improve the affordability of bus fares, especially for people living in poverty, disadvantaged communities and rural or remote communities X P7: Improve the attractiveness of bus fares compared to the cost of motoring X P8: Ensure that bus fares are easy to understand and flexible X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M14: Concessionary / discounted fares prioritised for groups most in need, progressing towards overall fare reductions for all X M15: Automatic fare capping for single and multi-journey (ensuring best fare is applied for the actual journey made) X
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Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M16: Simplified fare structures providing customers with the best value for money ticket for all journeys X M17: Accessible and easy to understand fares information X M18: Consistent and well-communicated approaches to any fare increases X
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13. To what extent do you agree or disagree that the following policy and measures are appropriate to deliver Theme 4: Accessible and safer bus journeys? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P9: Improve the accessibility and safety of bus travel for all passengers X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M19: Accessibility and equality training for bus drivers, bus station staff and bus planning teams X M20: Inclusive and accessible travel information, including audio- visual information on buses X M21: Passenger assistance services on buses, aiming for a single, network- wide approach X M22: Accessible vehicles, bus stops and bus stations, and routes to bus stops and stations X M23: CCTV on buses and at bus stations X M24: High quality, well-lit and maintained bus stops X
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14. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 5: A trusted and recognisable bus network Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P10: Develop a consistent network identity across the region X P11: Ensure passengers receive a consistent, high quality standard of customer service across the region X P12: Develop and ensure a consistent approach to bus service changes across the region that minimises disruption to passengers X P13: Develop and ensure high quality and consistent driver standards across the region X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M25: A strong network-wide identity across key assets, services and information (e.g. vehicles, stops and stations, online and app services) X M26: A network- wide Customer Charter X
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M27: Network-wide passenger engagement and monitoring of passenger satisfaction X M28: Restrict significant service changes to well- defined dates each year (like trains) with a clearly reported rationale for change X M29: Consistent, high quality customer service provided by drivers and other customer- facing staff (e.g. travel centres, contact centres, customer services) X
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15. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 6: A seamless and integrated bus network? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P14: Develop a smart and integrated ticketing system for the bus network that makes it easy to use bus across the region and supports wider multi-modal integration and MaaS X P15: Ensure bus stops and interchanges are high quality and located conveniently and efficiently across the region X P16: Ensure bus travel information is provided consistently as high quality, accurate and integrated for all bus users across the region X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M30: Smart and cashless ticketing options and simplified product offer X
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Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M31: Bus integrated more closely with ferry, rail, Subway, cross-regional routes and the emerging Clyde Metro networks/services/hub, ticketing and information X M32: High quality passenger waiting facilities (stops/hubs/stations) across the region X M33: Integrate waiting facilities with active, accessibility and micro-mobility modes, and with wider mobility hub and place-making proposals in appropriate locations X M34: Review, improve and rationalise waiting facility infrastructure and locations to provide a more seamless, welcoming and efficient network. X M35: Accurate and reliable real time travel information across the region X M36: Open and transparent performance monitoring of services to assess performance and target improvements. X
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16. To what extent do you agree or disagree that the following policies and measures are appropriate to deliver Theme 7: A more environmentally sustainable, resilient and adaptable bus network and fleet? Please select one for each policy and measure within this theme Policies Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know P17: Transition the regional bus fleet to zero emission vehicles X P18: Ensure high quality and well- maintained vehicles across the region X P19: Ensure the regional bus fleet supports a resilient and operationally efficient bus network X Measures Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know M37: High quality bus fleet that is transitioning fully to 100% zero emission vehicles in line with Scottish Government targets X M38: Efficient, resilient and well-maintained depot network X M39: A road and bus infrastructure network that is resilient and adaptable to the effects of climate change X M40: Resilient and skilled-up workforce X
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M41: EV enabled bus depot facilities and supporting infrastructure that are future proofed to facilitate the conversion of the bus fleet to zero emissions X 17. If you answered ‘slightly disagree’ or ‘strongly disagree’ to any of the choices in Questions 10 – 16, and would like to provide a reason for this, please leave this below noting the policy/measure number. • Question 10, M2: Within this statement “M2: Minimum levels of service for all towns, key destinations (e.g. hospitals) and off-peak time periods to ensure basic accessibility, working towards more convenient service levels” the measure includes “all towns”. We would welcome this level of provision for our towns however we recommend that the measure be extended to cover villages as well, potentially through the introduction/support for Community Transport schemes.
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18. If you have any further comments on the chapter ‘The Bus Network We Need’ within the bus strategy, please leave these below. Although we strongly agree/agree with the majority of policies and measures, we would provide the following comments: Q15, Policy P15: Ensure bus stops and interchanges are high quality and located conveniently and efficiently across the region. We welcome this policy however it may not always be possible to locate bus stops in the most convenient location due to restrictions within the existing road network. Rather than “ensure” we would recommend that this is an aim. Q15, Measure M30: Smart and cashless ticketing options and simplified product offer. There is a large proportion of elderly using bus services that may not be comfortable with using a cashless ticketing system. Whilst we fully support this measure, we would strongly recommend that there always remains a cash payment option. Q15, Measure M35: Accurate and reliable real time travel information across the region. We are keen to progress with RTPI signs in our area. It should however be noted that the provision of RTPI has an ongoing revenue impact for Local Authorities. Without an appropriate revenue stream to provide RTPI this will likely have an impact on the Local Authorities. Q16, Policy P17: Transition the regional bus fleet to zero emission vehicles. We are supportive of this policy, however would note that in some remote, rural and island locations this may not always be easily achievable and require a significant level of investment. Q16, Measure M37: High quality bus fleet that is transitioning fully to 100% zero emission vehicles in line with Scottish Government targets. As above. We are supportive of this policy, however would note that in some remote, rural and island locations this may not always be easily achievable and require a significant level of investment. Q16, Measure M39: A road and bus infrastructure network that is resilient and adaptable to the effects of climate change. We fully agree with this measure, but would note that substantial central government investment in the existing road network will be required to make this possible.
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DELIVERY PLAN To deliver the bus strategy, SPT is proposing to develop bus franchising for the region’s bus network, following the requirements set out in the Transport (Scotland) Act 2019. The bus strategy provides an overview of bus franchising, sets out the rationale for pursuing franchising, ‘key issues’ to be considered in the development of franchising and the processes required to take forward the development of franchising. 19. To what extent do you support or oppose SPT taking forward bus franchising through the processes required by the Transport (Scotland) Act 2019? Please select one X Strongly support Slightly support Neither support nor oppose Slightly oppose Strongly oppose Don’t know 20. Would you like to provide a reason for your response? This may include presenting alternatives to SPT’s proposals (which for the avoidance of doubt, may include making no changes to the way bus services are currently delivered). If there is any information that you wish to provide in support of your views, please include this in the text box below. If the space provided is not sufficient, or you would like to provide further supporting material, please email this to rts@spt.co.uk North Ayrshire Council has consistently advocated for enhanced bus service provision. Following the enactment of the Transport (Scotland) Act 2019 and SPT's proposal to develop the Strathclyde Regional Bus Strategy (SRBS). We believe it was prudent to assess bus service delivery at a regional level via the SRBS rather than addressing it solely within North Ayrshire. It is noted that all options were considered through the development of the SRBS and that franchising was the most appropriate way forward to provide bus services in the future. In our response to the SRBS consultation in April 2024, we strongly supported the franchising model for local bus services. Franchising was determined to be the most suitable option after careful consideration of all alternatives, as it offers the potential for greater control, efficiency, and service reliability. Nevertheless, we recognise that there is merit in evaluating other options, such as maintaining the current system without changes or introducing voluntary partnerships. While these alternatives may present lower financial burdens and greater flexibility, they lack the structured oversight and long-term benefits franchising provides. It is acknowledged that franchising comes with significant financial implications. Local Authorities are already under considerable financial pressure, making robust financial planning and sufficient additional funding critical to its success. Additional financial support from the Scottish Government will be essential to implement these proposals effectively and achieve the desired outcomes.
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21. The bus strategy lists a number of key issues for the development of bus franchising. To what extent do you agree or disagree that each of the following is a ‘key issue’ to be considered? Please select one for each issue Strongly agree Slightly agree Neither agree nor disagree Slightly disagree Strongly disagree Don’t know Scale and pace of change across the region X Fares and ticketing X Information and customer service X Funding environment X Fleets and Depots X Staffing, support services and stakeholders X Bus priority and ‘bus friendly environment’ X 22. Do you have any other comments on these ‘key issues’ or think there are any other ‘key issues’ that should be considered by SPT in the development of bus franchising? If yes, please state these below: The proposal for franchising is welcomed. This will enable those who are closest to communities and best placed to understand their needs are provided with the tools to address them through the provision of required services. To ensure best value and value for money, it is important that services can be packaged to balance surplus and subsidy across the bus network within the area. To provide a sustainable and planned approach to the shift in provision to meet the needs of communities will require additional funding to establish services to support new and increased patronage. We would like to emphasise that this should be regionally focussed and not just focussed on the denser urban areas.
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The bus strategy lists a number of key risks for the ‘franchising route map’ when developing and implementing franchising. This includes: Political and partnership support and leadership Requirement for a strong governance framework Funding Resourcing Market uncertainty Untested legislation 23. Do you have any other comments on these ‘key risks’ or think there are any other ‘key risks’ that should be considered by SPT in the development of franchising? If yes, please state these below: Franchising may involve significant upfront costs for planning, consultation, and implementation. Given that Local Authorities are under severe financial pressure the proposals will require robust financial planning and securing funding to mitigate this risk. Additional financial support from the Scottish Government is essential to achieve the proposed goals. The success of franchising depends on collaboration with bus operators, Local Authorities, and other stakeholders. We would highlight the importance of transparent and inclusive engagement processes could help address potential resistance and build consensus. While the franchise is being developed, there is a risk of service decline if interim measures are not effectively implemented. We would recommend focussing on ensuring that voluntary partnerships and infrastructure improvements are prioritised to maintain service quality during the transition.
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A draft Action Plan is included in the Delivery Plan, with actions arranged under 4 topics: • Franchising Route Map - initial actions to progress the development of franchising; • Pre-franchising period - actions to support the management of the transition period ahead of the implementation of any franchising scheme; • Bus infrastructure and traffic management - actions to support delivery of bus infrastructure (including bus priority) and traffic management measures. • Bus friendly environment – actions related to wider transport policies, interventions or programmes complementary to the bus strategy The next few questions are optional. The next series of questions give you the option to provide feedback on the action plan. If you do not wish to provide comments, please skip to question 25. 24. If you would like to provide feedback on the Action Plan, please leave this below. Please also specify if your comments relate to the Action Plan as a whole or for particular topics. The proposed Action Plan outlines various measures to enhance bus services, which we largely support. While franchising was strongly supported in the North Ayrshire Council's response to the Strathclyde Regional Bus Strategy (SRBS) in April 2024, we also advocated for keeping the option of voluntary partnerships open. We appreciate the SRBS's approach of collaborating with the existing voluntary Glasgow Bus Partnership, Local Authorities, and Transport Scotland to manage the transition to franchising. However, this framework should extend to North Ayrshire as well. A voluntary partnership with Local Authorities and bus operators could enhance efficiency, reliability, and sustainability in the public transportation system. While voluntary partnerships may not be a long-term solution, they remain valuable during this transitional phase, given their limited financial impact on councils. The lack of binding legal obligations between parties remains a concern. The Action Plan proposes bus infrastructure improvements but lacks a clear strategy for funding these measures. North Ayrshire Council has faced challenges in securing funding for bus infrastructure improvements over the past two years. Additional financial support from the Scottish Government is essential to achieve the proposed goals, including increased subsidies for bus services. 25. Are there any other actions that SPT should consider? No X Yes – please state: The strategy notes that the bus network should also be planned to effectively integrate with Community Transport (CT) where CT can provide a more efficient and locally tailored
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service. This is particularly effective where CT services can link remote areas to towns for onward travel on the local bus network however there are no specific actions relating to community transport. We would therefore recommend that specific community transport polices/measures are included within the strategy, for example: 1. Assisting and funding existing community transport operators within North Ayrshire. 2. Developing and managing community transport schemes within North Ayrshire to provide transport services where existing services are limited. 26. If you have any further feedback on Delivery Plan, please leave this below: We would re-iterate that given that Local Authorities are under severe financial pressure the proposals will require robust financial planning and securing funding to mitigate this risk. Funding requires to be made available to ensure that the delivery plan can be fully realised. Additional financial support from the Scottish Government is essential to achieve the proposed goals, including increased subsidies for bus services. ACCOMPANYING DOCUMENTS The bus strategy has been assessed through Strategic Environment Assessment, Equality Impact Assessment, Fairer Scotland Duty Impact Assessment, Island Communities Impact Assessment and Child Rights and Wellbeing Impact Assessment. The relevant documents are available at: https://www.spt.co.uk/about-us/what-we-are-doing/regional-transport- strategy/bus-strategy/ 27. If you would like to provide feedback on any of these documents, please leave this below: We note that the option appraisal process has been informed by the assessments listed above. We welcome the assessments carried out to inform this process and are satisfied that the needs of our urban, rural and island communities will be taken into account during this process. FINAL COMMENTS 28. Finally, if you have any further comments related to the bus strategy, please enter them here. North Ayrshire Council's Council Plan prioritises transitioning to a wellbeing economy, fostering active, inclusive, and resilient communities, and achieving net-zero emissions by 2030. The Strathclyde Regional Bus Strategy can play a significant role in supporting these objectives by enhancing regional connectivity and reducing reliance on cars. Promoting
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sustainable transport options while improving access to essential services and opportunities aligns well with the Councils goals. Rural and island communities face unique challenges compared to urban areas due to lower population densities, longer distances between destinations, and higher operational costs. This has been demonstrated by the reduction of commercial bus services in rural areas such as the Garnock Valley and the complete subsidisation of bus services on the Isle of Arran by SPT. Limited transport options in these areas often result in dependence on cars, restricted access to services and employment opportunities, and social isolation. We hope the Strathclyde Regional Bus Strategy will actively address these disparities. The Council's Local Transport and Active Travel Strategy emphasises the strategic priority of building an Inclusive Economy. By improving the bus network and regional connectivity within North Ayrshire and beyond, the strategy has the potential to create a more attractive environment for businesses and communities to flourish. While the ambition shown in the Strathclyde Regional Bus Strategy is promising, we believe more consideration should be given to the challenges of delivering bus services in island and rural communities across the region. Enhanced connectivity between rural areas and major towns is vital. This would ensure better links between residential areas and employment hubs, schools, healthcare facilities, and leisure spaces, addressing current gaps in service provision. Reliable, frequent services during evenings and weekends are also essential to accommodate shift workers and promote bus use for social and recreational purposes. Theme 1 suggests integrating the bus network with Community Transport (CT) services to provide more tailored options for remote areas. However, details on achieving this integration are not included in the strategy. Developing a clear approach to linking CT services with the wider bus network could significantly address service gaps for isolated communities. To ensure the network evolves to meet local needs effectively, SPT should prioritise ongoing consultation with residents and stakeholders, and include proposals for Community Transport within the SRBS. Making bus travel more affordable through ticketing options such as daily or weekly passes could encourage greater use of public transport. Enhanced accessibility measures, including features like low-floor buses and clear audio-visual announcements, would support inclusivity for individuals with disabilities, parents with prams, and elderly residents. Finally, we would seek assurance that the implementation of the Strathclyde Regional Bus Strategy does not disproportionately prioritise larger urban areas within the region. Rural and island areas should receive equitable, if not prioritised, consideration. Thank you so much for your time. Please return the completed questionnaire to rts@spt.co.uk or SPT 131 St. Vincent St, Glasgow.