Meeting documents

1.

Introduction

1.1

Specialist transport consultants Transept were commissioned to undertake a study into community transport in the district, of which Wycombe Dial-a-Ride (WDAR) is currently the major provider. The study aimed to develop a detailed action plan to ensure that Community Transport in Wycombe District is developed to operate in an effective and efficient manner that meets the needs of users, embraces more integrated methods of working, improves accessibility for all sectors of the community and offers funders and users value for money. The full report has been placed in the Members’ Room and further copies are available on request.

1.2

For the first stage of the study, information was collated on Dial-a-Ride provision in Buckinghamshire as well as from a range of Community Transport organisations beyond Bucks, including those serving Reading, Slough and Basingstoke. The consultants compared and interpreted this information, together with providing an analysis of potential unmet demand on a ward-by-ward basis across the district.

1.3

For the second stage of the study, the consultants:

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Challenged the way in which community transport is currently delivered;

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Identified alternative options for service delivery; and

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Established a clear vision and Action Plan that aims to enable the District Council to maximise service provision and choice for local residents in the future, whilst ensuring best value is delivered.

1.4

The focus of the proposed Action Plan is to prepare Wycombe Dial-a-Ride, as the major community transport provider, to deliver services with a wider coverage to meet these needs, through progressively improved funding, new vehicles and more efficient operation.

1.5

This report summarises the key points and recommendations of the study, incorporating comments received from WDAR.  It recommends a series of steps for WDC, in partnership with WDAR and the County Council, which broadly follow the action plan developed by TRANSEPT.

2.

The Current Situation

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Around 24,000 – 30,000 trips are made per year on Community transport in Wycombe District, with 17,500 being on WDAR.

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Overall ridership for WDAR has fallen in excess of 10% in the last two years.

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There is considerable unmet demand for Community Transport across the district, with Princes Risborough identified as a particular area of significant unmet demand.

2.2

     Key threats to Community Transport, including WDAR, across the district can be summarised as:

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Lack of agreed vision/development strategy

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Lack of effective co-ordination

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Lack of investment in new vehicles. The increasing age of the fleet has led to crippling maintenance charges, further eroding funds for vehicle.

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Operational and financial performance compared with other providers is not unreasonable considering constraints.

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Subsidy per mile is comparable to other Bucks community transport operators though subsidy per passenger is somewhat lower.

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Overall operating costs are average, with a high proportion covered from fares.

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Poor levels of patronage, growth and service span.

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Poor office conditions and the future relocation of vehicle depot facilities.

3.

Potential for wider integration of community transport providers and scope for more effective use of voluntary organisations

3.1

The report has identified significant opportunities for long-term integration between dial-a-rides across Buckinghamshire, especially in service management eg service bookings and scheduling. There is also potential for integration of administration, maintenance and fund-raising.

3.2

The study has identified a number of actions that could enable wider integration of voluntary community transport providers including: harmonising policies, establishing a common IT platform, building up co-ordination and mutual support and establishing a single point of contact for bookings and scheduling.

3.3

The main benefit to these community transport operators should come from the delivery of a single point of contact for community transport serving the whole District.  This should enable effective exchange of information and bookings between the main dial-a-ride services and the smaller voluntary services.

3.4

The report recommends that a more integrated approach might be best delivered by establishing a Federation of Community Transport Providers.  A Federation could oversee the management and delivery of any specialist function co-ordination. This could be built upon the foundations currently established by the Wycombe Community Transport Forum.

4.

Key questions regarding funding

4.1

Would additional funding to WDAR (from a range of sources) be the most effective way to best meet the needs of current and potential users?

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It could enable identified unmet and potential demand to be accommodated

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Operators elsewhere with higher levels of funding are achieving more extensive service patterns and higher quality services

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Could immediately improve vehicle quality and service reliability

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Declining patronage and significant operational problems and constraints at present suggest additional funding needs to be targeted

4.2

Is current funding from WDC and BCC the most cost effective means of securing the benefits for users?

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High fares and deteriorating reliability make this service unattractive to many potential users

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Other community transport services would not be able to expand sufficiently to make a difference

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There is a clear need to establish short- and longer-term objectives and plan a framework to direct investment for the future

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The study identified a clear need to develop a more balanced funding regime – split between fares income, public sector grants (SLA) and private sector/charitable donations.

5.

Progress to date

5.1

A revised Business Plan has been developed by WDAR, specifically targeted to accompany a Lottery Application for four new vehicles. The targets and aspirations within the plan have been tailored to fit with the any recommendations from the study report that are implemented.

5.2

Over the past few months patronage has been increasing and booking times extended.

5.3

New members have joined the WDAR Management Committee, including a proactive Chairman with sub-committees set up for funding and marketing.

5.4

Improved scheduling software, provided with Rural Transport Partnership funding, has been introduced. This will allow more effective scheduling and is compatible with other scheduling systems in Bucks so represents a positive step toward future integration and joint working.

6.

Next Steps

6.1

A revised Service Level Agreement (SLA) with WDAR is currently being drafted jointly with the County Council. This sets out specific actions and targets for improvement and development at key stages that reflect the recommendations of the Transept report, that is:

a.

WDAR should begin to work with other providers across the County to introduce enabling policy frameworks and technology upgrades in 2004 to 2006 to prepare operators for subsequent co-ordinated call handling/scheduling in 2006/07.

b.

WDAR should seek to change the mix of vehicles in 2004 to 2006, dependant on successful external funding bids.

c.

WDAR should seek additional funding for a more balanced regime. WDC should review funding in 2004/05. If any additional funding were released for 2005/06 this would only be on reaching key milestones and targets, as specified in the SLA. BCC should be lobbied to do likewise.

d.

WDC officers should work with WDAR to investigate the potential for improved office and depot facilities, preferably on one site.

e.

In the long-term, the County Council should develop harmonised and co-ordinated community transport countywide through the development of a formal Community Transport Federation.