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/ages/Fares Relationships
Page 97
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representatives, who had been kept informed as the alterations proceeded, was highly favourable. The modified vehicle entered service in October, 1960. It was possible to ensure that every fare was collected and the increase again confirmed that disturbing numbers of passengers attempt to avoid payment.
A drawback from the passenger's point of view was the difficulty of someone with shopping or a baby-in-arms in having the Care available before being seated. A remarkable change in the conductors' attitude had taken place after about six months, as the management had been unable to ensure that they remained seated: a definite preference-for moving about the vehicle in the normal way became evident. This prevented longterm experience of the basic idea from being obtained.
An important aspect of operating economy was the reduction of "nonwheel-turning time "; extensive negotiations with platform staff representatives and joint observation of actual running were necessary to agree the minimum journey and standing time reasonably allowable. Speed was valuable from a passenger's viewpoint and there was nothing more irritating to him than having to wait at timed . points during journeys.
Standee buses may be advantageous in some circumstances; but could they be operated economically during the whole of the day? Operatien .by,. one man outside peak hours and by two men at rush periods might be achieved,but 'would a proportion of passengers be lost to private transport because they were not prepared to stand? Using large-capacity double-deckers with the upper-deck sealed off during off-peak periods had been suggested; but conductors' rosters and misuse of the upper deck seemed possible problems.
High wage costs for week-end operation had caused the possibility of higher week-end fares to be investigated. Two attempts by operators to obtain a fares structure of this kind had been frowned upon by the Traffic Commissioners and permission had not been granted. However, it seemed possible that it would be necessary to press the matter.
Other avenues suggested for exploration were reviews of off-peak mileage in outlying areas served by a common trunk road and simplification of the existing wages structure.
On the engineering side, Mr. Franklin suggested that, if a 300,000-mile overhaul life for all major chassis units could be obtained, a complete vehicle overhaul would be needed only after seven years at the time of the first certificate of fitness examination. If a second sevenyear certificate of fitness could 'then be obtained and the vehicle were replaced after 14 years, only one major overhaul would have been necessary in its whole life. Annual p.s.v. inspection seemed an anachronism. With modern vehicles, an inspection every two years would seem ample. As well as reducing operating costs this would enable economies in the cost of a public service vehicle licence to be made.
The present-day practice of paying for tyres on a Mileage basis rather than buying them outright worked well and Mr. Franklin wondered whether a similar system could not be applied to batteries. Relining brakes without having to remove the drums offered a useful saving in costs and experiments along these lines were being made.
Mr. Franklin's final suggestion was on the feasibility of an incentive bonus scheme, based on sharing of profits, which would give all kinds of employees an incentive towards seeing that the undertaking was run efficiently.