Public Transport and the National Performance Framework

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Transcript Public Transport and the National Performance Framework

www.abdn.ac.uk/ctr
PROFESSOR JOHN D NELSON
DIRECTOR, CENTRE FOR TRANSPORT RESEARCH, COLLEGE OF PHYSICAL SCIENCES,
UNIVERSITY OF ABERDEEN
Public Transport, climate change and the economy
SFC Workshop, 28th September 2009
Agenda
10:30-11:15 Public transport and the National
Performance Framework
John Nelson, CTR, University of Aberdeen
11:15
Coffee break
11:30-12:45 The contribution of public transport to the
national climate change strategy.
Terri Vogt, FirstGroup
Comment by Jillian Anable, CTR
12:45
Lunch
13:30-14.15 Public Transport in a Recession
Tom Rye, TRi, Edinburgh Napier University
14:15-15:30 Panel Discussion (including tea break)
Knowledge Exchange (SFC)
Transport and Scotland’s economic and climate change
objectives: public policy knowledge exchange
•
Objectives
– To strengthen the connections between those in Government and public
agencies responsible for the Transport, Infrastructure and Climate Change
(ministerial portfolio) and those concerned with transport's role as part of the
strategy for sustainable economic growth (Cabinet Secretary's portfolio);
– To develop transport policy options in relation to the forthcoming UK and Scottish
Climate Change bills and the UK Climate Change Committee’s
recommendations to government on the first three Climate Change budgets; and
– To understand how public policy can be improved to increase the potential for
achieving targets for transport within the Scottish Climate Change Programme.
•
Academic partners:
– Edinburgh Napier University (Lead) with Aberdeen University and Glasgow
University
•
Public Sector partners:
– Strathclyde Partnership for Transport
– South East Scotland Transport Partnership
Public Transport and the
National Performance
Framework
John Nelson and Jillian Anable
Centre for Transport Research
www.abdn.ac.uk/ctr
So many possibilities…
Workplace travel
team (covering WTPs,
car-sharing, telework)
Personalised
travel planning
Over-arching travel
awareness campaign
(unified branding)
Smart Choices
Programme
Partnership with
operators to market
bus and rail
School travel plans team
Innovative projects –
car clubs, home shopping
Transport for Quality of Life
National Performance Framework
(May 2007)
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The Government’s Purpose
Purpose Targets
5 Strategic Objectives
15 National Outcomes
45 National Indicators
http://www.scotland.gov.uk/About/scotPerforms
Purpose
“To focus the Government and public
services on creating a more successful
country, with opportunities for all of
Scotland to flourish, through increasing
sustainable economic growth”
Purpose Targets
Indicator
GDP Growth
Productivity
Population
Growth
Solidarity
Cohesion
Participation
Sustainability
Target
To raise the growth rate to the UK level by 2011
To match the growth rate of small independent
EU countries by 2017
To rank in the top quartile for productivity
amongst our key trading partners of the OECD
by 2017
To match average European (EU15) population
growth over the period from 2007 to 2017,
supported by increased healthy life expectancy
in Scotland over this period
To increase overall income and the proportion
of income earned by the three lowest three
income deciles as a group by 2017
To narrow the gap in participation between
Scotland’s best and worst performing regions
by 2017
To maintain our position on labour market
participation as the top performing country in
the UK and to close the gap with the top 5
OECD economies by 2017
To reduce emissions over the period to 2011.
To reduce emissions by 80% by 2050.
How are we doing?
The role of transport in the NPF
• Transport plays a critical role in meeting the
Scottish Government’s Purpose. An efficient
transport system is one of the key enablers for
enhancing productivity and delivering faster,
more sustainable economic growth. Enhancing
Scotland’s transport infrastructure and service
provision can help open up new markets,
increase access to employment and help build a
critical mass of business that can drive up
competitiveness and deliver growth.
Strategic Objectives
• Wealthier & Fairer – Enable businesses and people to
increase their wealth and more people to share fairly in that
wealth;
• Smarter – Expand opportunities for Scots to succeed from
nurture through to life long learning ensuring higher and more
widely shared achievements;
• Healthier – Help people to sustain and improve their health,
especially in disadvantaged communities, ensuring better,
local and faster access to health care;
• Safer & Stronger – Help local communities to flourish,
becoming stronger, safer places to live, offering improved
opportunities and a better quality of life; and
• Greener – Improve Scotland’s natural and built environment
and the sustainable use and enjoyment of it.
All addressed in the 5th STAR Conference, May 2009
The National Outcomes
The Indicators
• The 45 indicators are used to measure
progress against the 5 strategic
objectives and the 15 national
outcomes
• Mixture of many types of targets and
indicators, from existing targets to those
which were set down by legislation to
some which were not currently
measureable
Transport Indicators
• Reduce the proportion of driver journeys delayed due to traffic
congestion
– We want to create a Scotland that is the most attractive place for doing
business in Europe. Longer and unpredictable journey times, for cars,
freight and public transport users, have significant economic impacts
(both from higher direct costs of transport and the cost to business of a
loss of competitiveness) and cause higher levels of emissions impairing
both local and global air quality as well as contributing to climate
change. [Performance Improving]
• Increase the proportion of journeys to work made by public or active
transport
– The indicator concerns those journeys to work that are by public
transport or require some form of activity, such as walking or cycling.
Essentially, we want to encourage a shift from the car, particularly for
short journeys, across the whole population. Not only will this reduce
congestion and improve health by reducing harmful emissions, it will
enable people in Scotland to live longer and healthier lives by making it
easier to incorporate physical activity into daily routines. [Performance
Improving]
Single Outcome Agreements
• 32 local authorities
• Agreed set of outcomes and indicators
agreed for each (not necessarily all 15)
• Indicators support the outcomes and
measure progress
The problem with Indicators:
Questions for Discussion
• Few indicators measure outcomes – most
are process or output / result based
• How best to measure? How to attribute to
the LA? Spatial / temporal coverage may
vary
• The public transport indicator relates only
to mode split for journey to work. Can this
be deemed sufficient?
A key methodological issue
Modelling and policy aren’t always at the same hierarchical level
Indicators describe the “universe” at an operational level, whereas
policy is mostly strategic
Consistency
STRATEGIC
TACTICAL
OPERATIONAL
To ensure consistency and effectiveness of policy action impact and
feedback assessment are required
Source: FP6 TOOLQIT project: http://www.tis.pt/proj/toolqit/ficheiros/entrada.html
Other methodological issues
• Understand and agree the terminology:
– An output [e.g. increased bus pass-km] is
different to a result [e.g. improved
accessibility] …
• Issues of sampling
• Identify lines of responsibility and budgets
for data collection
• Keep it simple…
Conclusions
• Indicators should support decision-making
and inform policy
• Indicators should be transparent and
feasible to collect
• Indicators should be seen as a learning
tool for practitioners and researchers
• Indicators should enable transferability of
findings
Contact Details
• Professor John Nelson
– Tel: 01224 272354
– [email protected]
– Fraser Noble 378
– www.abdn.ac.uk/ctr