Wrthi'n llwytho
Does dim crynodeb o'r cyfarfod hwn eto. Caiff crynodebau eu hysgrifennu pan fydd y cyngor yn cyhoeddi'r cofnodion, sef ei gofnod swyddogol o'r hyn a benderfynodd cyfarfod. Maen nhw fel arfer yn ymddangos ychydig wythnosau ar ôl y cyfarfod.
Apologies for absence were received from, Committee Member Councillor Liz Rijnenberg, Cabinet Member Councillor James Gibson-Watt, and from Officers Catherine James Head of Business Intelligence and Governance, Jenny Ashton Senior Manager Community Wellbeing and Ellen Sullivan Head of Digital Services.
The Committee received the following disclose of interests by Members relating to items to be considered at the meeting: There were no disclosures of interest by Members relating to items to be considered at the meeting
The Committee did not receive any disclosures of prohibited party whips which a Member has been given in relation to the meeting in accordance with Section 78(3) of the Local Government Measure 2011.
Cllr Jackie Charlton, Cabinet Member for a Greener Powys, introduced the report outlining the strategic direction for public transport in Powys over the next seven years. The Passenger Transport Service had completed a re-tendering process, resulting in new 7-year contracts for local bus operators. These contracts, developed in collaboration with Transport for Wales, were procured using Powys’ award-winning procurement strategy, which aligns with the Welsh National Vision for Procurement and prioritises sustainability, social value, and effective public spending. The contracts incorporated goals such as achieving net zero emissions, supporting local suppliers, and improving social outcomes. A key focus was the transition to low-carbon vehicles, contributing to Powys’ climate and nature emergency commitments. The vision for public transport in 2024, presented by the Head of Transport and Recycling, was used to align services with the Sustainable Powys agenda and the objectives of the Corporate Equality Strategy and the Well-being of Future Generations Act. Extensive community engagement informed the development of new timetables and route expansions. Early consultation shaped the design and delivery of services, ensuring they reflected local needs without increasing burdens on providers. Planning was evidence-based, using Welsh Government modelling tools, and place-based, with transport hubs established in five core areas. The revised network aimed to improve integration, frequency, and accessibility, with flexibility for future growth through additional funding. The current network operated Monday to Saturday with limited evening and Sunday services. The new contracts extended operations to seven days a week, with services running until 9pm in high-demand areas and better integration of school and local transport. Access to essential services, particularly healthcare and wellbeing, was significantly improved, with a 43% uplift in service provision. Two funding options were presented. Option A required a higher budget but offered a more comprehensive service, including 440,000 additional service miles, 10 extra buses, and a 46% improvement in access to health and wellbeing. Option B, while less costly, still represented a substantial increase over current spending. Legal compliance with the Transport Act 1985 was confirmed, and environmental impact assessments were included in the report, highlighting commitments to electric and low-emission vehicles. Points raised by the Committee: Responses received from Officers or Cabinet Members: Public and School Transport Integration • Why would more school transport have been required under Option B, if it represented the status quo. Officers explained that under Option A, ten dedicated school buses had been removed, and those learners had been placed on the proposed new public transport routes. If the Council opted for Option B, those learners would have needed to be accommodated on services not included in the re-procurement exercise. This was due to the dual re-procurement of both the home-to-school and public transport networks, with some crossover between them. Financial Viability and Return on Investment • How many service users had there been currently, and what would the cost per person have been with the proposed uplift. • Would a 15% increase in passenger numbers have represented a good return on investment. • What was the risk of not achieving the projected 21% revenue increase from the T14 route. • What did the term "priority growth pressure" mean in the context of the Financial Resource Model (FRM). • What would be the trigger for reverting to the status quo if the anticipated 15% uplift in usage did not materialise. • What had been the term of the current bus contracts,and why had a 7-year term been chosen for the new ones. • How would success be measured beyond staying within budget—would there be clear metrics for value for money and service effectiveness. • Why hadn’t the budget uplift been anticipated earlier. Officers reported that the current network supported approximately 1.1 million passenger journeys per year, up from 600,000 in 2007. This growth reflected the stability and reliability of the existing network. While the exact cost per person was not specified, the proposed uplift was based on modelling by Transport for Wales, which suggested that increased service provision would naturally lead to increased usage. The cost per person would therefore depend on actual uptake, but the modelling indicated a reasonable expectation of improved efficiency. A 15% increase in passenger numbers was considered a realistic and evidence-based projection. Officers explained that while this figure was not guaranteed, it was supported by historical trends and modelling. Although a formal return-on-investment calculation was not provided, the uplift was expected to generate additional fare revenue and improve access to services. Councillor Jackie Charlton added that in Powys, success should also be measured in terms of social value and accessibility, not just numbers. Regarding the T14 route, officers acknowledged the risk of not achieving the projected 21% revenue increase. The route, previously operated commercially, was no longer viable without Council support. However, it had a regular user base, including college students, which gave officers cautious confidence in the revenue estimates. The term “priority growth pressure” referred to a designation within the Financial Resource Model (FRM) that ensures funding for the enhanced network would be prioritised in future budget rounds. This classification signals that the service is strategically important and should be protected or expanded as resources allow. If the anticipated 15% uplift in usage did not materialise, the primary trigger for reverting to a reduced service would be if the network exceeded its allocated budget. Officers confirmed that usage and financial performance would be monitored regularly, and adjustments could be made to the network if necessary to remain within budget. The previous bus contracts were also 7 years in length. Officers explained that 7 years is the maximum term permitted under current legislation (based on the Transport Act 1985). This duration provides financial and operational stability, allowing operators to invest in fleet and infrastructure with confidence. Success would be monitored using ticketing data and service usage. While staying within budget was important, officers emphasised the need to consider broader outcomes such as social value, accessibility, and environmental impact. Councillor Jackie Charlton reiterated that in Powys, success must be measured in terms of community benefit, not just passenger numbers. Finally, officers clarified that the budget uplift had originally been included in the FRM at a value of approximately £3.8 million. However, it was removed based on the assumption that the Council would secure revenue support from Transport for Wales. Instead, the Council received capital funding, which was used to invest in new vehicles and infrastructure. This capital investment helped reduce ongoing revenue costs, but the shift from revenue to capital funding created some confusion. Officers acknowledged that the presentation of this change could have been clearer. Strategic Planning · How had the proposed transport changes aligned with other strategic goals, such as town centre regeneration and net zero targets. · Was there consultation with the Heart of Wales Line to maximise and not duplicate services. Officers confirmed that the proposals were a key component of the Sustainable Powys vision and had been designed to support financial, social, and environmental sustainability. Councillor David Thomas, Cabinet Member for Finance and Corporate Transformation, highlighted that the transport proposals were fundamental to delivering services within a reduced financial envelope. Regarding integration with rail services, officers acknowledged the challenges posed by the variability of train timetables, which changed every six months. While there had been engagement with Transport for Wales and the Heart of Wales Line, aligning bus and train services remained difficult without regulatory changes in the rail industry. Service Hours and Community Needs • Who had been expected to use the extended evening services, and what modelling had supported this. • What work had been done to assess demand from shift workers, such as those in care homes or hospitality. • Could the bus timetables be changed during the 7-year contract period, and how flexible were the arrangements. The extension of service hours to 9pm was intended to support leisure travel, shift workers, and young people seeking greater mobility outside school hours. Officers explained that the 9pm cut-off was influenced by driver working hour regulations, which made later services more costly and complex to deliver. While some feedback from shift workers had been incorporated, officers admitted that it remained difficult to cater for all non-standard working patterns within the constraints of a fixed network. Officers confirmed that the contracts were not static and could be amended as needed. Timetable changes required 8 weeks’ notice to the Traffic Commissioner. This flexibility allowed the Council to respond to changing demand and travel patterns. Route Changes and Local Feedback • How could Members support constituents concerned about the removal or alteration of specific services. • Why had the more rural services previously been withdrawn Officers explained that some routes had not been removed but restructured into three parts to reduce operational costs, but where possible, robust connections had been built into the timetable. Some rural services which will be reinstated were withdrawn in 2008 due to budget reductions, based on a cost-per-passenger metric. Officers acknowledged that this was not always the best way to assess service value. Environmental Impact and Vehicle Ownership · Why did the Council own buses when operators ran the services. · What would be the environmental impact of the proposed changes, and how would carbon emissions be monitored and reduced. · How did a 7 year contract aid in emissions reductions. · What would be the cost burden on private contractors to meet the carbon reduction targets Council-owned vehicles, funded through Welsh Government grants, reduced the revenue costs of contracts. Operators using Council-owned buses required lower monthly payments, making the overall service more affordable. All current buses met Euro 6 emissions standards, and six new electric buses would be introduced. Operators were required to produce carbon reduction plans by 2027, with a target of a 30% reduction in emissions across the network by the end of the seven-year contract period. Transport for Wales was assisting in establishing a carbon baseline to track progress. It was noted that the longer contracts incentivised investment in low-emission vehicles but officers acknowledged that the cost burden on private contractors would vary depending on their size and capacity. The Council had provided tools and support to help operators develop realistic and achievable carbon reduction plans. Communication and Public Expectation • How would the Council communicate with residents whose feedback had not been acted upon Members emphasised the importance of communicating clearly with residents, especially where feedback had not been acted upon. Councillor Jackie Charlton, Portfolio Holder and Cabinet Member for a Greener Powys, agreed to take this forward, acknowledging the need for transparency and honesty in explaining why certain decisions had been made.
The Economy, Residents and Communities Scrutiny Committee thank Portfolio Holder for Greener Powys, Leader and Portfolio Holder for People, Performance and Partnerships and Portfolio Holders for Finance and Corporate Transformation, Customer Digital and Community Services as well as Officers for attending scrutiny. Scrutiny made the following observations: The Committee noted that: • The revised network proposed services seven days a week, with extended hours to 9pm in high-demand areas. • The current network supported 1.1 million passenger journeys annually, up from 600,000 in 2007. • The T14 service, previously operated commercially, would now require local authority support. • Balanced feedback from the public was provided, with support for Sunday and evening services. • The complexity of aligning bus and rail timetables due to differing scheduling cycles. The Committee welcomed that: • Community engagement had been central to the design of new services, with feedback directly influencing route planning. • Demand-responsive and community transport options, including car clubs, had been considered. • Transport for Wales had committed £6.34 million in capital investment for new buses and infrastructure. • The contracts included flexibility to adjust services based on demand and budget constraints. • Operators were required to produce carbon reduction plans, aiming for a 30% emissions reduction by 2032. The Committee requested that: • Strong monitoring mechanisms be implemented to assess service usage and financial sustainability. • Clear communication be established with residents to explain how feedback had been used and why certain decisions were made. • The Cabinet consider the financial implications carefully and ensure that any investment delivers value for money. • The Council continue to explore innovative transport solutions, including integration with rail services and flexible working patterns. The Committee remain unconvinced of: • The sufficiency of modelling for shift workers and those with non-standard hours, particularly in care and hospitality sectors. • The clarity around the number and type of new buses being introduced under Option A. • The robustness of the financial projections, particularly the 31% increase in fare revenue and 21% uplift from the T14 route. • The adequacy of the fallback plan should Option A fail to meet usage or budget expectations. The Committee expressed concern of: • The financial viability of both Options A and B, with Option A requiring significant ongoing investment. • The risk of not achieving projected passenger growth and revenue targets. • The potential for unmet expectations among residents if services do not align with feedback. • The lack of a clear metric for success beyond staying within budget. • The burden placed on private operators to meet carbon reduction targets without disproportionate costs. Scrutiny’s Recommendations to Cabinet • The Committee recommended that Cabinet adopt Option A, the enhanced bus network, to improve service coverage and accessibility on the understanding that robust financial monitoring mechanisms be established to ensure the service remained within budget. • The Committee requested that the Council improve communication with residents, particularly in explaining how feedback had been used or why certain requests could not be met.
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