Making better use of what transport services we have already will provide quicker and cheaper solutions.

Down here in Devon discussions about transport invariably end up talking about improving the resilience of transport infrastructure on the peninsula. Whether it’s dualling the A303 to provide an alternative to the M4/M5 or building another railway between Plymouth and Exeter, there is a real head of diesel fuel behind the campaign to give Cornwall and Devon better physical transport connections to the rest of the country.

The collapsed railway on the Dawlish sea-front in February 2014 has become the icon for what’s wrong with the peninsula’s rail services. The fact that Cross-Country Voyager trains still regularly break down on the sea-front because the waves chuck seawater into their diesel engines is presented as another reason for “doing something about Dawlish”. Commentators generally ignored the quicker and cheaper solution of replacing those trains with ones that can withstand a bit of sea water, such as Great Western Railway’s ageing 125s.

Every so often, a body called the Peninsula Rail Task Force pops up with yet another report aimed at persuading central government to find a lot of money to provide a new railway line across Devon. This body, which is made up of local authorities and the two Local Enterprise Partnerships (aka the Plymouth business lobby), focusses almost entirely on improving resilience through capital expenditure. Leading local politicians and MPs read from the same song book, though since all but one of the MPs are Tories their demands for more public spending are inevitably unconvincing.

So we have a campaigning mindset focussed on infrastructure. That’s not wrong but it’s not the whole story. The problems with our transport network extend well beyond the this. One of the greatest disincentives to using public transport is the lack of good local connections between rail services to or from the rest of the country and those communities without a railway station.

Much of the problem is due to the lack of evening bus services. Someone living in the South Devon town of Kingsbridge who needs to do a day’s work in London will get the first bus to Totnes station, wait over an hour and then a train to Paddington arriving at 11.24am. Several meetings later, the same person just manages to catch the 5.03pm from Paddington arriving at Totnes at 7.55pm. Sadly, the last bus from Totnes to Kingsbridge left at 7.05pm. The well-off will have no problem summoning a taxi, but not everyone is well-off. So our traveller drives from Kingsbridge to Totnes and back again, because there is no public transport option at the end of the day.

These examples are replicated all over the Westcountry, and beyond. What they show is, despite the endless rhetoric of politicians about “integrated” transport, nothing changes. There was a publicly-funded Commission on Integrated Transport which lasted from 1998 until its abolition in 2010, presumably on the grounds that it hadn’t actually integrated anything. When I mentioned the importance of better connections at a meeting where train and bus operators were present, their representatives looked at the ceiling and shook their heads.

In our system of public transport which depends on private sector operators, the needs of passengers regularly come second to the needs of the companies’ owners to make a profit. So if it’s not profitable to run a bus from Totnes to Kingsbridge in the late evening, and Devon County Council has insufficient money to subsidise one, it won’t run.

Is there a solution?   There is, and the government already has the statutory powers to achieve it.

The Railways Act 1993, which privatised the railway network, contains the relevant powers.  They just haven’t been used to their full potential.

The key point is that the Secretary of State for Transport is under a general duty “to contribute to the development of an integrated system of transport of passengers and goods” (section 4 of the Act). So far so good, but general duties need to be put into practice. Again, the Act provides the power and the rail franchising system provides the mechanism.

Almost all rail passenger services in the Westcountry are provided by Great Western Railway (GWR) under a franchise agreement. This is a legal contract between the government and the company. The revised GWR franchise agreement runs to 581 pages, plus three more substantial documents about levels of services to be provided. There are only two references to bus services in the entire franchise agreement, both relating to the conditions in which bus services may be substituted for rail. Nothing in the agreement compels GWR to coordinate its services with buses.

However the Act empowers the Secretary of State to set conditions in a franchise agreement (section 29(5)) which give effect to the general duty to develop an integrated system and, specifically, which may require the franchisee as a condition of its operating licence to enter into an agreement with other bodies to achieve the requirement to achieve integration (section 9).

So it’s all there. What is now needed is the will to make it happen. As we saw above, part of the integration problem is that the bus operators will not run late evening services on some routes. Using the franchising system places the duty to secure integration on the rail operator rather than the bus company. This is inevitable because bus services are not regulated in the same way railways are.

Before the train operating companies dismiss the idea out of hand, they might reflect on their ownership. GWR is part of First Group which runs bus services in most of Somerset, much of Cornwall, and the Plymouth, Tavistock and South Devon area. Stagecoach buses – part of Stagecoach Group which runs the London–Salisbury–Exeter rail franchise as South West Trains – cover the rest of Devon. Instead of running their bus and rail divisions as if they were on separate planets, they should look for beneficial business opportunities arising from a more integrated approach.

More challenging is engaging the other Westcountry bus operators which are not owned by train and bus conglomerates. They may see market opportunities in providing services to connect with trains, and then publicising them – something the bus industry as a whole is lamentably poor at. The train operating companies make good profits from their rail businesses. Putting a little back into supporting connecting bus services could improve their public image as well as encouraging people to make better use of their own services.

Yet at the end of the day the experience of voluntary integration in this country outside the metropolitan areas has been poor. Big companies like First Group and Stagecoach are, at bottom, about making profits for their shareholders and will not provide commercially unviable services. Local authority funding for subsidising such services has been severely cut. Central government has the tools to put this right, and should be prepared to do so.