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3.0 Service design
3.1 There are three main aspects to service design that need to be considered:
- Meeting people's needs through wider network coverage
- Integrating service design
- Vehicles, branding and information
Figure 3.1: Closing the Accessibility Gap with DRT
Wider network coverage
Gaberlunzie in East Lothian
In the mid 1990s the Gaberlunzie service in East Lothian showed how offering route flexibility can help to manage changed network coverage. The Council recognised that an existing fixed route service was facing a declining market and that wider network coverage was needed to increase viability by opening up access to new and developing markets from new housing. Although there are continuing concerns about the declining market, the ability to provide wider network coverage during the transitional period has helped to manage the process of change.
3.2 People's needs are diverse but fixed networks are best at meeting mass markets. The starting point to widen network coverage is to assess the extent to which existing fixed networks reflect present needs of travellers. New development, paralleled with changing expectations and lifestyles, means that transport networks designed in the past may not be optimal for current needs.
3.3 It is important that investment in DRT complements the longer term financially sustainable fixed route service pattern, so expected changes to fixed routes should be examined carefully. In most areas of Scotland there are fixed route bus services operating at low margins and with growing car ownership these are unlikely to remain viable for long.
3.4 DRT design can introduce flexibilities and help to underpin the development of sustainable networks whilst ensuring that transport needs in areas of change continue to be met.
Integrating service design
3.5 Gaps in networks have many dimensions: geographical, time of day, physical, cultural, etc. Closing these gaps requires close joint working with:
- Non transport service providers e.g. Jobcentre Plus
- Other established DRTe.g. patient transport
- Other public transport e.g. through local interchanges
3.6 In some cases the network of fixed route services may be viable for much of the day but in times of lower demand certain services could become demand responsive. This is increasingly common in urban networks.
3.7 The ability of local DRT services to successfully provide services from close to people's houses to core public transport routes depends critically on the quality of the interchange between the local DRT service and the core routes. Key elements are high service frequencies on core routes, through ticketing, secure comfortable waiting areas, high quality (ideally real time) information for core routes, and local support and advice e.g. telephone or local staff. Some complementary DRT services have not succeeded due to interchanges not being of high enough quality.
DRT to Work in Highland
In East Sutherland a partnership approach between Highland Council, Jobcentre plus, employers and the Scottish Executive has allowed a network of taxis to be offered to people facing access to work difficulties.
3.8 It is important to tailor the flexibility provided to the needs of users. Many users perceive the fixed elements as more dependable so providing greater flexibility than is needed in service operation can make the services unattractive. A balance therefore needs to be struck between meeting more needs, and meeting fewer needs better, so understanding the existing and potential market is essential.
Table 3.1 Flexibility in Routing
Semi-fixed routes | Depart from an end stopping point (terminal) at prescribed times. Stops at any fixed intermediate stopping points at prescribed times. Deviations to other stopping points upon request. |
Flexible routes | Depart from an end stopping point (terminal) at prescribed times. The vehicle only calls at stopping points upon request. |
Area-wide services | No fixed end or intermediate stopping points. No scheduled departure times from any stopping point. Limited by operational hours and area limit. Only calls upon request. |
3.9 Services should complement other provision as far as possible. However DRT is a growing market and it must be recognised that as markets change there are winners and losers. For example there are opportunities for taxi operators to expand into DRT provision and potential threats to taxi markets from more DRT services.
3.10 Joint working is also needed between public providers of DRT services. Major funders of DRT include the NHS, education authorities and social services departments and protocols for procurement and service delivery need to be agreed. DRT booking centres need to be networked into trip planning for Jobcentre Plus, patient transport, hospital visiting, school travel, further and higher education institutions, and public transport information providers such as Traveline.
Vehicles, Branding and Information
3.11 For DRT to fulfil its potential a culture change is needed in the way it is perceived. In the same way that other modes have evolved in the way they are perceived, DRT needs to expand from its current markets in premium taxi services, arranged transport, and services for elderly and disabled people.
3.12 Most successful DRT has depended heavily on establishing a brand, so that people understand its role - "Joblink" to work, "Interconnect" complementing fixed public transport, and "Wigglybus" for flexible routing. The brand, choice of vehicle, booking centre, marketing and information all need to provide common messages for people to have confidence that services can be used for mainstream travel.
3.13 People are familiar with booking taxis, but building confidence that they can have similar control over public transport involves a culture shift. Common messages from different sources help to build trust emphasising the importance of transport and non transport authorities working closely together at policy, operation and delivery levels.
3.14 DRT delivered through community transport organisations has been particularly successful in delivering the culture change with communities having greater ownership of the services.
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