C.0 Appendix C - Urban Pilots
C.1 This appendix describes the key features of the pilots funded as part of the Urban Community Transport Initiative, based on interviewing and research undertaken.
Aberdeen
Overview
C.2 The Aberdeen project has used the Scottish Executive funding to operate a fully accessible service catering for all residents and visitors to Aberdeen. The service was designed to operates 7 days a week, and hours are 0930 -2200 each day.
Design and development
C.3 The pilot project was based upon a proposal for a dial-a-ride service already in existence some months before the UCTI funding became available to allow this project to be undertaken.
C.4 The Council indicated that there was a reduction in subsidised services in 2003, resulting in certain areas losing bus services. As a result of this, consultation was held in these areas to assess needs. Key issues were for those with mobility difficulties, and although a taxicard scheme was in operation, clients found it difficult to book taxis due to the excess time these trips take (as a result of the use of ramps etc.). Although there were key areas of the city where need was identified, a service covering the whole city was chosen to ensure equal provision.
C.5 A dial a bus service was identified as a route to meeting these needs. There are no CT schemes operational in Aberdeen, and as a pilot, Aberdeen City Council thought it more value for money to contract the service using experience operators in the initial period. The service is open to all people regardless of residence, age or disability. The dial-a-ride operates on a first come first served basis but has been revised to operate city wide at all times as it proved practical and possible. The contract specified that the service was to be for users with mobility impairments only.
C.6 Stagecoach Bluebird were the successful contractor and recruited drivers specifically with this 'social service' related experience, rather than using standard bus driver recruitment practices. The drivers completed training up to the CTA's MiDAS (Minibus Drivers Assessment Scheme) standard and also undertook Passenger Assistant Training ( PATs).
C.7 A new accessible minibus (Optare Alero) was purchased for use on the service. The service was initially designed as a 'different areas on different days' service, but due to low initial demand, is currently operating on an Aberdeen area wide basis. Booking was initially very low (approx 16 trips per day) but has recently increased to the point where the Council representative has described it as "very good" and passengers are now being turned down. This has created perceived need for an increase in the vehicle provision. The option to reduce the service to 'different areas, different days' has been considered, but there is now concern that this will prevent some trips that are currently provided to be undertaken.
Key Findings, Notes, Experience
C.8 The booking and scheduling, was initially based in a Stagecoach owned taxi firm in Banchory, but problems were reported booking the service - in particular at weekends. In practice, calls were being diverted to the drivers who had to take a message and call users back to confirm trip availability. This was clearly not an ideal solution and the call centre has now been transferred to the Stagecoach Bluebird office in Guild St, Aberdeen.
C.9 The data collection process (trips, destinations, locations etc) is currently poorly detailed. There are steps being taken to explore the purchase of a trip scheduling software package to facilitate this process, in co-ordination with Education and Social Work in the Council.
C.10 The lack of available useful data on the service is a key problem as the service develops. Aberdeen Council had identified that there approx 50000 potential users, so this service clearly has potential to expand. Marketing has been undertaken through press, flyers, targeting at sites etc. at the outset of the service, but indications from the Council representative suggest that word-of-mouth has been the most effective method of increasing patronage. A key route to the increase in service use was perceived by the Council representative to be the networking and promotion of the service by the steering group.
C.11 The service operates as a stand alone contracted service, however there could be potential to link with Aberdeenshire Council over the use of their travel despatch centre as Aberdeen City explore purchasing trip scheduling software. There may also be a need to engage further with the community sector to increase patronage.
C.12 The Council had not identified any funding to continue this long term, but hoped that success of the project would lead to maintaining service at end of year.
Dundee
Overview
C.13 The Dundee pilot involved the purchase of a fully accessible vehicle, to be operated by Strathtay Scottish, and used initially to extend the scope, hours and geographical coverage of the current free "Sheltered" bus service operating in the SIP areas of the city.
C.14 The CT Officer was recruited in October 2004 as part of the project and has been developing his work remit through exploring unmet demand in Dundee. He indicated that there is very little scope to develop the sheltered bus service into a wider demand responsive transport service due to the limitations of the contract. In particular, the key focus of the officer's work is in co-ordinating the current transport resources in the public and private sector and to move towards integration and exploration of options for co-ordinated transport brokerage, and towards the development of wider CT services in the city.
C.15 The CT Officer has drawn up a best value review of DRT provision both within and outwith the local authority to explore the options for joint working and centralisation of transport resources from the Education, Social Work, Public Transport and external sectors (such as the Scottish Ambulance Service). This has now been taken up as policy by the Council, but the officer indicated that progress in centralising resources has been slow due to resistance to breaking down of existing working practices. In addition the CT officer has received resistance to solutions that involve hiring out vehicles to CT groups as a result of insurance problems.
C.16 At present, education and public transport are administered from the same office and Shaunsoft CT management software has been purchased to streamline operation and to demonstrate savings that can be made through the centralisation of administration and accounting. The officer is hoping that as a result of this, social work will be encouraged to become part of the joint working process.
C.17 In parallel the CT officer has facilitated the development of a CT group to deliver group hire to the Dundee area. Funding has been acquired from a range of sources to purchase a minibus for this group, and the scheme is now operational, albeit with only a small number of registered users.
C.18 In addition a business plan has been drawn up for the development of CT / DRT related provision across Dundee City, with a range of options and routes to assessing demand and need explored. This process has included exploring current supported bus network, looking at potential partners (such as Jobcentre plus) and exploring options for external delivery (such as the development of arms length or external TDC). However the officer has acknowledged the need for further expertise in undertaking accessibility planning and mapping tasks to highlight need and potential size of and DRT provision.
Edinburgh
Overview
C.19 The pilot funding is being used to support existing services provided by Edinburgh CT Operators Group ( ECTOG). ECTOG is a city wide non-constituted CT partnership. The key objective is to secure a new framework of partnership working among Edinburgh's CT operators and with the Council to address social exclusion, extend current provision, improve quality standards and to provide a sustainable citywide transport service. Funding is also being used to supply MPV vehicles to allow the four members of ECTOG to develop their services
Design and Development
C.20 The pilot funding is not based around the development of a particular service - merely adding resource (both personnel and vehicle) to build on the partnership that has been developing over recent years between the CT operators and the Council. The Council is a key funder of the five operators involved ( LCTS, SEAG, PEP, Dove and Handicabs - all with different timescales and history) and the groups have over recent years been working together to harmonise standards and operate in a non competitive, local-area focused way. The slow process of joint working has enabled trust to build up and groups to work together positively.
C.21 Key routes for joint working are co-ordinated bids for funding and developing options for brokerage / pooling of vehicles (although this is deemed a long term aim). Extra staff resource has allowed staff support to be offered between organisations during crisis periods - this is a key benefit of funding, and has allowed more time to be spent on strategic issues. The extra administration resource is in particular giving time to develop and foster joint working, and the additional funding has ensured that the CT sector in Edinburgh can grow incrementally and reinforce the long term sustainability of projects.
C.22 The relationship with the Edinburgh Council is very good and supportive (Handicabs and LCTS already lease vehicles from the Council). It is interesting to note that the Council is currently working towards full co-ordination of internal transport responsibilities, and the Council representative noted that if a DRT service were to be developed in Edinburgh the Corporate Transport Unit (as a co-ordinated body) is well placed to run this, as it already has schedulers, staff, hire desk and management experience in place and therefore going to the CT sector may not be the only option.
C.23 A range of different funding streams from the Council are going into transport - education, social work, city development (funding of Handicabs) etc. and the Council internally have extensive resources available (approx 80 vehicles not being used on evenings and at weekends) but further co-ordination and investment are needed to realise these opportunities.
Glasgow
C.24 The Glasgow pilot supports CT-Glasgow (formerly Glasgow Community Transport Operators Group) which consists of four of the major community transport providers in the SIP areas of Drumchapel, Greater Pollok, Castlemilk and Greater Easterhouse / NATA (North Area Transport Association). The pilot funds a patient visiting service to targeted major hospitals running from these SIP areas, excepting Castlemilk which provides, via the pilot funds, assistance and transport to eligible clients and their families in Castlemilk to attend general and specialist health appointments. The pilot also helps fund the development and operation of a vehicle brokerage system in Greater Pollok providing a range of CT services including the patient visiting service. All of the four CT operators in CTG provide a comprehensive CT service to community groups and the pilot also supports capacity building in this area. There was also provision in the initial bid for a full time development officer, for the duration of the pilot, to take this initiative forward in Glasgow and develop a sustainable CT.
C.25 The services in Glasgow have been very slow to develop, mainly as a result of extensive resources being expended on joint working and capacity building, rather than on developing services. The instigation of the pilot funding by a group in its infancy, although stimulating moves to work more closely together, appears to have been premature in terms of generating co-ordination and effective service delivery. Significant time is required to overcome the barriers of joint delivery, particularly in the CT sector where staff resources for these activities are often scarce.
C.26 The role of the development officer has therefore been crucial to broker solutions and co-ordinate activities. The group has progressed on a number of fronts and is working to develop further improvements. Progress with current priorities will determine the future sustainable operations through:
- Promoting the patient visiting service via a unified approach and regular liaison with targeted hospitals to promote the service at grass roots level.
- Engaging with relevant local and national stakeholders, e.g. Community Planning Partnerships and Community Health and Social Care Partnerships
- Interfacing with other community transport providers in Glasgow.
- Interfacing with communities with a view to identifying areas most needy of community transport services to be included in expansion plans.
- Implementation of a restructure plan of CTG's current management structure.
- Developing and evaluating a business plan for CTG
- Assisting each CTG member with fundraising and business planning.
- Identifying and developing plans to centralise tasks common to all member operators e.g. central booking, some admin functions, service promotion and advertising.
- Developing minimum standards of service provided to clients and vehicle condition and maintenance.
- Analysis of training needs for management, member operators' staff, and volunteers
- Working towards CTG obtaining charitable status
- Evaluating the feasibility of setting up a training agency.
- Financial management of monies available to CTG by developing funding allocations tied to objectives with statistical feedback to ensure efficiencies and best values by building in more accountability.
- Development of a more comprehensive and standardised statistical monitoring regime.
C.27 If these can be developed successfully then the pilot has a strong footing on which to build.