Chapter 1 - Introduction
1.1 Purpose of this Guide
The Department of the Environment, Transport and the Regions (DETR) appointed The TAS Partnership Ltd (TAS) to assist them over a three year period with the monitoring and development of Quality Bus Partnerships (QBPs). The definition of a QBP is given in chapter 2.
As part of this work, TAS identified ‘Good Practice’ for those developing and implementing QBPs. This document provides a guide to the good practice that has been identified. The Good Practice guidance has been developed to assist local authorities and bus operators in developing and implementing QBPs. The guide is being produced and published by TAS, but has been written on behalf of DETR and approved by DETR.
It is anticipated that advice on Good Practice will develop rapidly and this document is therefore being made available via the internet. It will be updated periodically. Appendix F lists the changes to this document by date.
Individuals wishing to be notified of future updates should subscribe by emailinginfo@tas-passtrans.co.ukwith Subscribe to QBP Good Practice in the subject field. Alternatively, you can use the Feedback form provided on this site
Full printed copies of this guide can be purchased from the TAS Publications on-line catalogue, or by writing enclosing a cheque for £18.49 (£15.99 + £2.50 P&P) to:
TAS Publications & Events Ltd
Ross Holme
West End
Long Preston
Skipton
BD23 4QL
Telephone 0870 900 1440.
1.2 Scope of This Guide
This guidance covers QBPs developed and implemented under the non-statutory model. Within this document, the term ‘QBP’ is used to apply only to non-statutory QBPs.
This document does not cover statutory Quality Partnership Schemes (as defined by the Transport Act 2000) or Quality Contracts. Many aspects of the process underlying non-statutory QBPs will be relevant to the future statutory model. The guidance focuses on the strategic and administrative aspects of developing and implementing QBPs. It is not a highway engineering or bus operation best practice guide.
QBPs are one of a number of tools which local authorities and bus operators may use in meeting their objectives. This guidance does not attempt to prescribe what mix of these different tools organisations should adopt.
The scope of a QBP can potentially include modes other than the bus. Only the bus mode is considered in detail by this guide. Elements of the guidance will be common to all public transport modes.
This document is applicable to England although much of the advice and information included will also be relevant to Wales.
This guide is not directly relevant to Scotland. A separate document is being prepared on behalf of the Scottish Executive. Certain examples of best practice from Scotland are included. These examples can be applied to QBPs in England and Wales.
1.3 Sources of Information
In 1999 TAS undertook a survey of QBPs in Britain. This survey identified the majority of QBPs. It summarised the typical extent, nature and content of QBPs. This survey was updated in June 2000. The results of this survey are available to local authorities and bus operators from TAS (contact details listed in Appendix C).
Nine case studies were selected from the survey for more detailed study. The case studies were selected to reflect the national patterns and preferences identified in the survey. Some of the case studies included elements which, in the final analysis, would not be defined as being part of QBPs. The nine case studies were based on:
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Brighton & Hove
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Bristol
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Cheltenham
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Edinburgh
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Gwynedd
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Hertfordshire
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Greater Manchester
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Nottingham
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West Midlands.
These were augmented by six further case studies. In these cases QBPs appeared to have been less successful due to failure to initiate the process, difficulties in developing the process, or failure of the process following delivery of improvements. These were:
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Cheshire
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Hastings
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Northumberland
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Plymouth
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West Berkshire
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West Wiltshire.
Each of the 15 case studies described the process underlying QBPs in their respective areas and identified key problems, issues, and ‘best’ practice. These case studies, and the conclusions drawn from them, form the prime source for this guidance.
The assistance of those organisations and individuals involved in the case studies is acknowledged. Contact information for each of the case studies is included in Appendix C.
1.4 Structure of this Guide
The main contents of this guide are split into seven chapters. Each is supported by this introductory text and the appendices:
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Chapter 2 explains the concept and provides an overview of the overarching principles common to all QBPs
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Chapter 3 deals with setting up a QBP – how to initiate a QBP process, and what issues to consider prior to the development of QBP schemes
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Chapter 4 covers determining the inputs and outputs of a QBP – what mix of components to adopt
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Chapter 5 suggests approaches to delivering QBP schemes – how to use the QBP process to deliver enhancements to the bus product
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Chapter 6 suggests how to monitor and further develop QBPs – how to determine outcomes from the process and how to subsequently develop the process
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Chapter 7 considers competition legislation
Appendices provide an overview of outcomes from case studies, useful contacts and frequently asked questions.