Email now to cast your vote — take our buses into public control!

The Mayor has handed you the once-in-a-lifetime chance to take your local buses into public control. It's a London-style system called franchising and she's consulting on it right now!

Franchising allows fares, routes, and timetables to be integrated and planned in the public interest. It's the system used in every other European country. It would also put passengers and the planet ahead of private profit.

You've only got HOURS left to take part! We've created a template email below you can send as your response to the consultation: it's the fastest way to vote for a fully public version of public control. Cast your vote now.

If you've more time, please select and re-write in your own words just one bullet point per question OR use our guide here to respond on the Mayor's website. Please add your personal stories. But you can just hit send now!

Bus Reform Consultation

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<span style="font-weight: 400;"><span style="font-weight: 400;"><span style="font-weight: 400;">Here are my answers to the short questionnaire on bus reform.<br /></span></span></span>
<p><em>1) The Strategic Case sets out the challenges facing the West Yorkshire bus market and says it is not performing as well as it could. Do you have any comments on this?</em><span style="font-weight: 400;"><span style="font-weight: 400;"><br /></span></span></p>
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<p>The existing network is undeniably letting us down across the board. However, the strategic case could greatly amplify the critical issues at hand, emphasizing the inadequate services for families and individuals with disabilities. It's pivotal to highlight the chronic unreliability of bus schedules, frequently attributed to driver shortages. These are fundamental aspects that need urgent attention and inclusion within the strategic case. They directly impact the daily lives of our community members and demand immediate rectification.</p>
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<em>2) The Strategic Case concludes that the Proposed Franchising Scheme is the best option for the Combined Authority to meet its strategic objectives for bus in the region. Do you have any comments on</em> this?
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<p>This approach ensures a concrete and reliable delivery system, addressing a significant concern I had regarding the alternative proposition, EP+ (Enhanced Partnership). The notion that leaving private entities in charge under EP+ "creates less certainty" is alarming. Our communities deserve assurance, not to be subject to the uncertainties dictated by private company shareholders. Moreover, there's a tangible risk that not all the anticipated benefits would materialize under an EP+ scenario.</p>
<p>This model also guarantees streamlined ticketing processes, a critical aspect that's often overlooked. The inability to offer a unified ticketing system across operators or time-bound tickets akin to the London-hopper fare isn't just a limitation; it's a legal constraint. A precedent was set when Reading Council attempted to introduce a "short hop" fare under its EP, only to be halted by the Competition and Markets Authority. This underscores the necessity of a system that can legally and effectively provide simpler ticketing options for the convenience of our commuters.<strong><br /><br /></strong><em>3) Do you have any comments on the conclusion of the Economic Case that the Proposed Franchising Scheme will offer value for money to the public sector?</em><strong><br /></strong></p>
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<p>It's genuinely astonishing that the economic case doesn't robustly advocate for franchising, especially when the public control option presents a staggering 50% more economic advantages than allowing bus companies to maintain control. This stark contrast in economic benefits highlights the compelling rationale for opting for public control through franchising.<br /><br /><em>4) The Commercial Case sets out how the Proposed Franchising would be run commercially. Do you have any comments on this?</em></p>
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<p>Enhancing the commercial case to incorporate a fully public franchising system presents a compelling avenue for improvement.</p>
<p>Consider the inherent security benefits of having a publicly owned Operator of Last Resort. This not only ensures stability but also provides a safety net in unforeseen circumstances.</p>
<p>It's crucial to enforce stringent measures: if a tender fails to attract affordable and fair bids or if a company delivers substandard services, strict prohibitions should prevent their operation in the region. Similarly, a clear contingency plan must be in place to ensure uninterrupted service provision in case of premature contract termination.</p>
<p>Drawing from the railway sector's intervention model, the establishment of an efficient public operator should be explored. This entity would step in if necessary, guaranteeing uninterrupted service continuation. This happened twice to LNER when its owning companies were kicked out and it came into public hands.</p>
<p>Moreover, the notion of creating an exclusive team of drivers employed by the local authority is pivotal. By offering competitive wages and favorable working conditions, this initiative ensures reliability in bus services. It alleviates concerns of driver attrition due to unfavorable employment circumstances. Additionally, it eliminates the uncertainty drivers face when franchise contracts shift among different companies, fostering stability within the workforce and ultimately benefiting service reliability.<br /><br /><em>5) The Financial Case concludes that the Combined Authority could afford to introduce and operate the Proposed Franchising Scheme, but this carries additional financial risk. Do you have any comments on this?</em><strong><br /></strong></p>
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<p>The financial case emphatically advocates for reclaiming control of our buses. However, its strength would be further enhanced if the underlying assumptions didn't anticipate a decrease in bus journeys—a trend we simply cannot afford amid the climate crisis.</p>
<p>Public control presents an opportunity to harness the surplus fare revenue generated from increased journeys, utilizing it to fuel continuous enhancements within the system. This strategic utilization would result in a positive cycle: more ridership leading to increased revenue, subsequently funding further improvements, consequently attracting even more passengers. This ripple effect would eventually reduce the reliance on public subsidies, making the entire system more self-sufficient and sustainable in the long run.<strong><br /><br /></strong><em>6) The Management Case sets out how the Combined Authority would manage the Proposed Franchising Scheme. Do you have any comments on this?</em><strong><em><br /></em></strong><br /><span style="font-weight: 400;">We need a structured approach to public involvement. In London, the TfL Board overseen by the Mayor manages services, showcasing this approach. We should establish a similar board, incorporating representatives from driver trade unions, advocates for local disability groups to address their unique requirements, and representatives of the general public. These individuals would work alongside the customary local councillors and civil servants, aligning with practices commonly observed in other parts of Europe. Adopting this approach in our context seems entirely plausible.</span></p>
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<p><em>8) Overall, to what extent do you support or oppose the introduction of the Proposed Franchising Scheme? Why do you say this?</em><strong><em><br /></em></strong><em><br /></em>Support<em><br /><br /></em><strong><span style="font-weight: 400;">The Assessment shows that the public is going to have to take more of a role in guaranteeing services whichever model is chosen. By choosing a public control mode (franchising) I’m reassured that the Mayor and our leaders will have the “greatest levels of control and direct influence to manage this [challenge].”</span></strong></p>
<p><em>9) Are there any changes that you think would improve the Proposed Franchising Scheme?</em><strong><em><br /></em></strong><em><br /></em>I am advocating for a comprehensive public ownership approach to our bus services, spearheaded by the Mayor. Picture a scenario where our city boasts its very own bus company, liberating us from financial drains to corporate entities, enabling us to redirect these funds into developing new and essential routes.<br /><br />Moreover, the integration of bus drivers into this collective vision eliminates the complexities of managing fragmented private employment contracts. Their inclusion aligns them as integral members, fostering a more cohesive system.<br /><br />Inclusivity is key. Opening the decision-making committee to encompass diverse perspectives, including drivers, grassroots disability representatives beyond just charitable sectors, and the general public, ensures a holistic understanding of community needs.<br /><br />Inspired by the successful model in Greater Manchester, establishing a channel to report unsatisfactory bus services directly to the Mayor would prompt swift action, holding underperforming bus companies accountable.<br /><br /><em>10) Do you have any further comments?</em><strong><em><br /></em></strong><br /><strong><span style="font-weight: 400;">Reading buses has seen a 40% increase in bus journeys 6 years through public ownership, giving it the highest level of bus use outside London! We should be aiming for this level of improvement too. To that end, we should look to buy or set up a publicly owned company to run services. In Reading they can reinvest an extra £3 million a year into services because it doesn't pay out dividends. The same figure has been £6 million in Edinburgh where Lothian Buses are council owned.<br /><br />The Mayor must have clear ways of managing people's hopes and fears around franchising. A clear timeline stating when to expect certain improvements would be useful.<br /></span></strong></p>

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