The view from the (UK Bus) Summit
Notwithstanding the wet and thundery weather, something that the city region is famous for, hosting the Transport Times UK Bus Summit in Greater Manchester this month was clearly a clever idea. The sheer number of people who turned up, from every corner of the sector, as well as key politicians, created a palpable energy in the room. For me, it signalled a renewed sense of purpose and a shared optimism for the future of the bus.
The value of the location was brought home before I even arrived. Instead of the usual train journey to London, I was able to catch a single, bright yellow Bee Network bus from my home (the bus stop is a two-minute walk from my front door) directly to the venue. This simple, seamless journey is a tangible example of the very transport ‘revolution’ we were all there to discuss. And it reinforces the case for decentralising our industry’s key events. By convening in cities outside of London, we are not just debating abstract policies; we are immersing ourselves in the lived experience of local people and local change.
We can see the new liveries, use the relatively new integrated tap and go ticketing, and feel the impact on local communities firsthand. This makes it feel more real! And there is no better example of this transformation in action than Greater Manchester’s Bee Network. It is more than just a local success story; it is a symbol of a new era defined by collaboration, devolution and a political focus to delivering better public transport for all.
Manchester’s moment
The now-ubiquitous sight of bright yellow buses across Greater Manchester is a visual shorthand for the profound change that has taken place. This is not just a livery change; it represents a fundamental shift in governance and accountability. By January 2025, all 577 local bus routes and 1,600 buses were brought under local control, a historic ‘once-in-a-generation’ move that has started a bus renaissance not just in Greater Manchester, but across the country.
It is worth remembering how far we have come. The path to franchising was not without its bumps in the road, involving public consultations, independent assessments, and even legal challenges. Yet here we are in 2025, with the sector working together as key partners within the franchised network. This demonstrates a monumental shift towards a collaborative consensus: that for the bus to succeed, we need to change the dial, helping foster a new era in plurality of delivery models, whether that be franchising, enhanced partnerships or municipal operators.
The integrated vision is also becoming a reality. The introduction of tap-and-go contactless capping across both bus and tram services from March 2025 is a landmark achievement, creating a seamless, London-style user experience. As a lad from the local area - do not underestimate the difference this is making to people’s lives each day.
The next logical and planned step is to bring local rail services into the Bee Network, creating a single, integrated system across three modes of transport - a utopia not often afforded to city regions in the UK.
However, it is important to note that Greater Manchester’s success does not prescribe franchising as the only solution. Instead, it proves the principle that local control and a clear, passenger-focused vision combined with the right legislative levels, can help build a foundation for growth.
Raising the bar for partnership
This theme was central to the panel I chaired at the Summit, which focused on the essential role of the bus in boosting connectivity, jobs and growth. The discussion provided a powerful insight into how excellence can be achieved through another model: the Enhanced Partnership (EP).
Paul Walker, head of passenger transport at Portsmouth City Council, gave an excellent account of what can be achieved by raising the bar. Having been lucky enough to see the work in Portsmouth first-hand a few months ago, I was deeply impressed. Their success is rooted in a strong commitment to partnership through a one-team approach model, to foster trust and shared goals. This is not just about funding new buses; for me, it is about total place planning. Paul explained how the council and its operator partners use a data-led approach that underpins the partnership. This evidence then drives targeted capital spending on infrastructure including simple but highly effective use of clear road markings to improve reliability and reduce journey times. It is a great example of capital and revenue spending working together to meet the needs of the customer.
This customer-centric ethos was echoed by the operator representatives on my panel. Gary Hitchmough, MD for government and business development at First Bus, and Martijn Gilbert, the new managing director of UK Bus at Arriva, both making the point that focussing on the passenger’s core needs: getting to school, college, work, shops or leisure reliably and affordably are essential for the bus to succeed.
This drive from local authorities and operators alike - to raise the bar for EPs - is happening within a supportive national policy landscape. The government’s EP review will be helpful. This will work together with the government’s new Bus Services (No. 2) Bill, which I expect to become an Act in the coming months. By tidying up the original 2017 Act and providing all areas with additional tools to improve services, this legislation can only be a good thing. However, we must not rest on our laurels. Legislation is only one small part of the success of this essential transport mode. Good application and consistent promotion of the most used form of public transport will be key.
The final connection: rail devolution
Hot on the heels of the Bus Services (No. 2) Bill becoming an Act will be the Railways Bill - a hugely important piece of legislation with the potential to redesign rail for a generation and beyond. I welcome the Bill and its aspirations, but its success will not be measured by a new logo for Great British Railways (GBR) or its corporate structure. No, it will be measured on improved performance and reliability, and, just as critically, on how well rail integrates with other transport modes at a local level - especially the bus.
As we have seen over the past few years in Greater Manchester, devolution has been the device to make buses a huge success. And even before the city region had a metro mayor, local leaders across Greater Manchester backed light rail – leading to a devolved light rail network which last year carried 46 million passengers. The final piece of the jigsaw is rail devolution. We have seen pockets of this across England, most notably in Liverpool with Merseyrail and in London with the Overground, both of which have achieved high passenger satisfaction by integrating services with local needs. We now need to see the option of greater local control extended across all areas of England - underpinned by fiscal devolution so that local leaders, should they wish, can redefine rail for the local community.
But why is this so important for buses? If we really want to maximise the benefits of local transport integration, we must ensure each mode can fulfil its potential. A centrally controlled railway often operates in a silo, competing with - rather than complementing - the local bus network. By handing powers and decision-making closer to the local community, we can help ensure that each mode flourishes. It could allow for holistic network planning such as coordinated timetables, integrated fares and joint marketing under a single, trusted, local brand.
The ambitious plans to bring the rail network into the Bee Network over the next few years are a clear representation of this vision. That means tap-and-go across three modes of transport. Rail working with buses and trams, not against them. Different modes but one Bee Network.
The way forward is together
So, as I reflect on the UK Bus Summit in Manchester, a few key takeaways stick out.
Firstly, we are now in a new era of collaboration, one where government, both local and national, is working much more closely with the private sector to ensure that the passenger is front and centre of how we design and deliver bus networks. The old adversarial model is fading.
Secondly, a plurality of delivery models can help the sector grow. The success of both franchising in Greater Manchester and the Enhanced Partnership in Portsmouth and in other areas across England, proves that the bus sector is bristling with ideas and innovation. By its very nature, most public transport is local. Plurality will allow each area to approach the same problems slightly differently. That, to me, is a good thing.
And finally, the opportunity for the bus will continue to grow as the government starts to reform rail and hopefully, deliver rail devolution that allows local areas the options to make local decisions. By handing powers and decision-making closer to the local community, we can make sure that each mode flourishes rather than competes, creating a truly integrated transport network.
Jason Prince is Director of the Urban Transport Group
The article first appeared in Passenger Transport magazine.