Get on Board: An agenda for improving personal security - Guidance

1. Personal Security in Bus Travel

1.1 Introduction to the Guidance

This guidance have been prepared for bus infrastructure managers and service operators, to assist in improving personal security for staff and passengers in bus travel. It covers all parts of the journey: stations, stops, shelters and on-vehicle. While it is aimed at the managing and operating agencies specifically, it also covers issues which require a partnership approach, such as working effectively with the local police and with schools.

The guidance is based on research into good practice already in existence and found to work. Further information can be found in the accompanying Good Practice Case Studies report.

The guidance is structured into four sections:

1. Personal Security in Bus Travel

Introduction to the guidance

Issues for passengers and operators

Organisational policy and practice

Developing an effective strategy

2. Design solutions

Basic principles

Bus stops and shelters

Stations

Vehicle design

Maintenance and repair

3. Management Solutions

Monitoring and targeting incidents

Staffing for security

Staff training

Surveillance to deter and detect

Passenger information and publicity

Fare structures

4. Partnership approaches

Using the police and the Law

Young people and bus travel

The guidance also includes two sample reporting forms to record incidents, and a 'key players' diagram of those agencies with a potential interest in and responsibility for improving personal security in bus travel.

1.2 Issues for Passengers and Operators

We know from research commissioned by the DTLR into the transport needs of different social groups, that the personal security issues for passengers are as follows:

• the time spent waiting for the bus is generally more fearful than the time spent on-vehicle
• women consistently express higher levels of fear than men
• fear is greater after dark for both men and women
• black and minority ethnic groups are more fearful for their security than their white counterparts
• the presence of young people and people who have been drinking tends to make other passengers more uneasy
• young people have similar fears to adults, with similar gender differences
• young people are more likely to be bullied or intimidated by other young people than by adults
• people with learning disabilities are particularly subject to harassment and bullying
• the presence of graffiti and vandalism contributes to perceptions of unease/fear for adult passengers, although this is less so for young people
• the majority of incidents of harassment or intimidation on bus travel - as elsewhere - goes unreported either to operators or the police

For operators:

• graffiti and vandalism to buses and bus infrastructure is often a serious and costly problem, warranting significant financial investment in preventative measures such as CCTV
• Transport for London estimates the annual cost of vehicle damage to be around £10m
• 44% assaults on drivers are serious enough to result in some days being taken off work, and a further 13% result in the victim being off work for the remainder of their shift
• assaults against staff are most likely to be associated with traffic or fare disputes and regulating passenger boarding numbers
• many operators report an increase in the problem of both staff assaults and damage
• the school bus journey at the end of the day is often particularly problematic
• bus stations tend to become magnets for people looking for relative warmth and shelter, such as those who are homeless, and young people
• travel without a valid ticket is often associated with other crime and other nuisance behaviour

1.3 Organisational Policy and Practice

Employers have a legal obligation to safeguard, as far as reasonably practicable, the health and safety and welfare of their employees and others who might be affected by their activities. The existence of a policy relating to the security of staff, passengers, vehicles and infrastructure conveys an important message about the organisation's commitment to the issues, and that any problems will be taken seriously. Having a management post with dedicated responsibility for security underlines this commitment and ensures that it is translated into action. The organisation's policy should incorporate consultation with passengers and staff in identifying the problems, and assessing the effectiveness of preventive measures.

Good practice includes:

• Having a policy statement that sets out the organisation's commitment to the security of staff, passengers, vehicles and/or infrastructure, and publicising this policy
• Having a named senior manager with responsibility for regularly reviewing security concerns and developing an appropriate package of preventive measures
• Regular monitoring of incidents, and reporting of trends and issues of concern to senior management
• Evaluating initiatives to measure their impact and learn lessons
• Consulting operational staff formally over the introduction of security initiatives, to ensure that they shape the development of solutions
• Providing feedback to staff and passengers on measures which have been taken to improve security, and publicising successes
• Giving access to confidential welfare and counselling services to frontline staff who are subjected to abuse, intimidation and violence in the course of their work

1.4 Developing an Effective Strategy

Consistent with experience of 'what works' in reducing crime in the wider context, having a package of measures is most effective in enhancing security for bus travel. The key components of a package will include:

Design solutions such as use of robust materials, good lighting, clear sightlines;

Management solutions such as the presence of trained staff, effective surveillance, procedures for reporting incidents; and

Partnership initiatives such as effective liaison with the police, work with schools, and sponsoring initiatives which promote public transport to young people.

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