1. 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, 28 th September 2009 www.abdn.ac.uk/ctr

2. Agenda 10:30-11:15Public transport and the National Performance Framework John Nelson, CTR, University of Aberdeen 11:15Coffee break 11:30-12:45The contribution of public transport to the national climate change strategy. Terri Vogt, FirstGroup Comment by Jillian Anable, CTR 12:45Lunch 13:30-14.15Public Transport in a Recession Tom Rye, TRi, Edinburgh Napier University 14:15-15:30Panel Discussion (including tea break)

3. 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

4. Public Transport and the National Performance Framework John Nelson and Jillian Anable Centre for Transport Research www.abdn.ac.uk/ctr

5. So many possibilities…

6. National Performance Framework (May 2007) The Government’s Purpose Purpose Targets 5 Strategic Objectives 15 National Outcomes 45 National Indicators http://www.scotland.gov.uk/About/scotPerforms

7. 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”

8. Purpose Targets How are we doing?

9. 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.

10. 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

11. The National Outcomes

12. 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

13. 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]indicator

14. 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

15. 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?

16. Modelling and policy aren’t always at the same hierarchical level Indicators describe the “universe” at an operational level, whereas policy is mostly strategic A key methodological issue STRATEGIC TACTICAL OPERATIONAL To ensure consistency and effectiveness of policy action impact and feedback assessment are required Consistency Source: FP6 TOOLQIT project: http://www.tis.pt/proj/toolqit/ficheiros/entrada.html

17. 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…

18. 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

19. Contact Details Professor John Nelson –Tel:01224 272354 –j.d.nelson@abdn.ac.ukj.d.nelson@abdn.ac.uk –Fraser Noble 378 –www.abdn.ac.uk/ctr