"Vision without action is a daydream; action without vision is a nightmare!" (Anon).
2025 will bring significant changes to the regulatory landscape of public transport, driven by the parliament Devolution Bill, Rail Reform Bill, and Bus Services Bill. Whist the full impact of these may take years - if not decades - to be fully realised, their intent is unmistakable: transport is the glue that binds society, and public transport must be at the heart of passenger mobility. Considering this, we have identified five quick wins for transport operators to adapt to this new world. These measures could help providers align with the underlying sentiment of these purposefully transformative changes. What to consider are outlined below.
Operators should look to build collaboration with Local Authorities to Improve RTI (real-time information) Visibility. Access to high-quality, RTI is critical for customer satisfaction and advocacy in transport. Operators should work closely with local authorities to enhance the accessibility and visibility of RTI, ensuring that passengers have reliable, up-to-date information about their journeys – in progress and future. For authorities, or operators, to have a single, reliable source of information for passengers to access would be most impactful. Such collaboration will enhance the customer experience and build better relationships with the local regulatory authority.
Take a passenger-centric approach to make it easier for travellers to switch seamlessly between different modes of transport. Key to this is improving integration - both in terms of information and timetables. Operators should Identify key interface points between modes. Then an audit of current timetables of their own, and other operators can be carried out to populate a up to date information system that can be used to pinpoint issues. Fixing intermodal journeys won't happen overnight but with this information collected a three-year plan to address integration challenges can be developed and agreed with stakeholders.
Going forward timetable adjustments should only be made in partnership with other transport providers. Maintaining and regularly reviewing a list of critical passenger transport interfaces as part of quality management processes will ensure continuing integration.
Travel patterns have changed dramatically since COVID, with the rise of the 24-hour economy and shifts in revenue opportunities. The reset to society since the end of the pandemic has still has many working from home, more than ever before, and has led to fewer work-related journeys. Conversely, demand for nighttime and weekend services is growing, yet these needs are often unmet and hamper local authority growth objectives.
That being said transport operators face challenges in areas such as rostering and maintenance schedules in fulfilling these needs but developing plans to move from traditional commuter services to those that support leisure travellers and shift workers is essential to increasing social value. This evolution aligns with the types of services local authorities are likely to prioritise in future specifications.
In a move that many passengers will welcome, the Better Bus Stop Standard, which is being finalised, offers a solid framework for improving the waiting experience at bus stops. This standard emphasizes accessibility, confidence, and comfort. To get ahead of the curve operators should assess compliance with the standard and bus stop ownership across their network. Consideration of developing a strategic blueprint, including liaison with other bus stop owners and responsible local or parish authorities for achieving compliance where gaps exist should also be considered.
Enhancing bus stop infrastructure can significantly improve the overall passenger experience and encourage greater public transport use.
The final quick win is the future of transport is green, and internal combustion engines need to be phased out over the next 20 years. To adapt operators should develop realistic fleet migration plans to transition to electric or other low-emission vehicles taking into account asset deprecation, staff training, charging, utilisation and maintenance changes. Given the potential risks of migration operators should conduct pilot tests with low emission vehicles to build competence and expand these as fleet replacement cycles allow. With a strategy and pilots in place credible strategies for the required infrastructure and workforce training to support this transition can be implemented with certainty.
A clear plan for sustainable fleet evolution will align operators with environmental goals and future regulatory expectations. More than that, it will also align with the expectations of Generation Alpha (born from 2010).
While these strategies can be tailored to the evolving transport landscape, providers should, within the next 18 months, have robust tactics and evidence-based plans in place for all of the above, or a clear, documented, understanding of why they are not immediately required. This proactive approach will position them to capitalise on opportunities created by new legislation, funding opportunities, technology advancements, et cetera - ensuring that they remain at the forefront of the industry's transformation.
Authors: Ben Curtis - Head of External Affairs, Campaign for Better Transport; Professor David Bamford - Manchester Metropolitan University; Marcus Mayers - Visiting Research Fellow, Manchester Metropolitan University
