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From Village Drays to Double-deckers

The Success of W. Gash and Sons, Ltd., P.S.V. Operators, of Newark, Epitomises the Development of Rural Bus Operation Under Private Enterprise

By S. Buckley

Assoc. Inst. T.

'–iHE road passenger transport industry of this country

is dominated by large companies—whether privately or nationally owned. Successful operation of a fleet 26 buses and coaches by a family concern alongside vices,run by these large companies proves that private .erprise practised on a relatively small scale still has a cc in this age of large-scale organizations. This is lieved by W. Gash and Sons, Ltd., of Newark, Notts, o operate daily stage Carriage services between Newark i Nottingham and neighbouring villages, in addition to widing coaches for private hire work. The chairman and managing director, Mr. W. W. Gash, tells me that, after serving his apprenticeship as a general engineer, in 1919 his father bought him a provender mill at Elston, a village five miles from Newark. Although receiving financial help and encouragement from his father, he was given an entirely free band in managing the mill.

In those days the village carrier, with his horse and cart, was the centre of life, operating a parcels service and moving grain in and out of the mill. In addition he would convey the villagers themselves on the local market days, Wednesdays and Saturdays, the five-mile journey from Elston to Newark in 11 hours for Is. 6d. return. (It now takes 15 minutes in much greater comfort and costs Is. 8d. return—an increase of barely ,10 per cent. after 40 years.) In 1921 Mr. Gash's younger brother, Mr. J. A. Gash (now joint managing director) joined the company at the age of 14 and in February, 1922, the first motor vehicle was purchased—a very much used Model T Ford. This was fitted with a platform body and used normally as a goods vehicle. Following on the precedent set by its predecessor, the horse and cart, however, Mr. Gash got the local village joiner to construct a box which could be dropped on to the platform to carry passengers on market days. Mr. Gash tells me that while the nominal seating capacity was about 16 "more could be carried if the passengers were prepared to dangle their legs out at the rear."

Also in 1922, a service was started on Saturdays from Elston via the villages to Nottingham. This was a significant and pioneering venture for those days and this early connection with Nottingham was to become an important factor in the subsequent prosperity of the company.

In describinethese early days of passenger operation and the conditions which passengers then accepted, Mr. Gash is most emphatic that in this modern affluent age "it is too silly for words" for persons who have no practical experience of operation to suggest that a remedy for the diminishing public transport services in rural areas is to put the clock back by converting post office vans into dual-purpose vehicles, in order to carry both mails and passengers. "Who on earth would want to travel out from Newark to Elston, for example, at 5,30 a.m., which is around the time the G.P.O. vans would be making early deliveries?"

Exact Local Knowledge

Because of a long association, both in business and in a private capacity, with many of the Nottinghamshire villages in his area, Mr. Gash has a wide and exact knowledge of the transport requirements of the local. population. He has naturally been engaged in many discussions and conferences concerned with the current problem of preserving rural services. It is his experience that persons who are most vehement in their complaints about curtailment or cessation of a service often do not use buses themselves.

" Dual-purpose vehicles, however, were acceptable in those early days and it was only in 1926 that Gash acquired their first vehicle solely for passenger work. This was a 20-seater Reo, which was followed in 1928 by a 14-seater Chevrolet. This latter year was also a significant landmark in the company's history in that the daily service between Elston and Newark was started. Now, more than 30 years later, it still operates basically in the same manner, athough there have naturally been changes in timing as the working week has been successively reduced.

Operating conditions are never static for very long, Mr. Gash comments, and everyone engaged in a service industry, such as transport, must be prepared to meet, and to some extent, anticipate such changes.

The consequent re-timings of services must inevita necessitate revised schedules. On this long-standing E thorny problem for most passenger operators, Mr. G: has this to say: Whatever their political affiliations n be, in their day-to-day duties the British workmen are conservative as anyone." When new schedules are be introduced Mr. Gash considers that it is the enriployi duty to keep his men informed on the reason for changes and ask for their co-operation in meeting difficulties, rather than present a fait accompli with inevitable disgruntled reaction. Mr. Gash usually finds t personal' discussion can solve most problems which al between an employer and his men.

Elaborating on his approach to staff relations, Mr. G insists that the wise employer appreciates at the ow that no two men are alike and adapts his demands to tl Services accordingly. Instancing an example of this in own coinpany, he tells me that the duty sheet covering private hire work to be undertaken during each suceem week is posted on the notice board. Drivers who wo normally have a rest day are given the first option to the appropriate private hire. It is entirely at his o discretion whether; in fact, a driver does work on day off. '

With the coming of the Road Traffic Act, 1930, and subsequent implementation the following year, the servi provided by Gash were becoming more well known established. Their original licence provided for a service between Elston and Newark on Wednesdays, and Elston and Nottingham on Saturdays and Sundays, both being aperated by 20-seaters.

Prior to the introduction of the Act it was not uncommon during the early 1920s, when his motor • service was in competition with the horse-drawn transport provided by the village carrier, for the latter service to cease abruptly on frosty mornings. This, incidentally, followed the then relatively new practice of paving main roads with tarmac.

Mr. Gash considers that the attitude adopted by his company on such mornings had much to do with their future success. It would have been very easy for them to tell the stranded passengers of their. competitors that they were only making a convenience of Gash's service and that they normally intended travelling by other means. Mr. Gash's attitude both on this and all occasions is that passenger operators are in business to provide a service, and if the travelling public is prepared to pay the fare they have a right to be carried, no matter how inconvenient any particular requirement may be to the operator.

Because Mr. Gash is known personally to all his staff, they are well aware of his approach to public relations. As a result this attitude tends to permeate throughout the staff, who are encouraged to be fully aware of being an important and integral part of a family business. 'Everyone has his "off days," nevertheless, Mr. Gash admits, and if, as a result, a complaint should arrive from a passenger, he considers if is only fair to the man concerned that he should• be allowed to read the actual letter of complaint before any discussion on the matter is undertaken. Similarly,. inspectors are given to understand that they are not paid snoopers, but employed to help both staff and passengers.

The first " take-over " took place in 1932 when Gash acquired the Fairway Omnibus Co. This brought the fleet up to a total of four vehicles and provided the first daily service between Newark and Nottingham via the villages. Vehicles were added at the rate of approximately one a year during the mid-1930s and in 1939 the first oilers were acquired—two Daimler 39-seaters, with Gardner 5-cylinder engines. By now the fleet had risen to seven vehicles.

The war years 1939-45 naturally brought their own pro

blems, particularly with the construction of several RAE aerodromes in the vicinity. Some. Bedford buses of the utility type were purchased and by 1945 the fleet strength had risen to 12.

But a factor of much greater significance than, fleet expansion alone arose during this war period. Up till that time the licences held by Gash were for stage carriage services between Elston and Newark, Elston and Nottingham, and Newark and Nottingham, both Nottingham services being via the villages.

. Because of the extreme need for fuel economy as the war progressed, Mr. Gash suggested to the East Midlands Traffic Commissioner that if he were given a wartime permit to operate directly between Newark and Nottingham on the

main road a substantial mileage, and a corresponding quantity of fuel, could be saved. It did involve the villagers in having to walk to their; respective lane junctions with the main road, but under the prevailing wartime 'conditions this inconvenience had to be accepted.

Evidence of Need

The permit was granted and the new main road service immediately Proved very successful, despite the existence of a parallel Newark to Nottingham railwaY service. By the end of the war so many passengers had been carried on the main road bus service that there was indisputable evidence for its need. It was, hciwever, still being run under a permit, so Mr. Gash applied for a licence to run an hourly main road service which, despite opposition, was allowed. Following the granting of this licence, Gash acquired their first double-deckers. They bought two Leylands in 1947, three Daimlers in 1948 and a further Daimler in 1949.

Throughout this period of expansion, Gash had continued to be controlled from Elston, but in 1953 new headquarters were erected at Bowbridge Road, Newark, so cementing their relationship with the market town which provides much of their traffic. The company now has a fleet of 26 vehicles, composed of ten double-deckers and 16 coaches. The don,ble-deckers are all Daimlers with seating capacities ranging from 53 to 61. The coaches consist of nine Bedfords, four Daimlers, one Albion, one Crossley and one Leyland.

Six of the coaches are 41-seaters, while the others have from 29 to 36 seats. Bodies have been built for the coaches by Burlingham, Duple, Plaxton and Yeates of Loughborough, while the double-decker bodies are by Duple, Massey Brothers (Pemberton), of Wigan, and Strachans Successors.

There is a total staff of 33; consisting of 17 drivers, eight conductors, four maintenance staff (including one apprentice), three female clerks and the secretary, Mr. J. B. Helliwell.

The routes now operated include, first and foremost, the Newark to Nottingham stage carriage service, via the main road (A46/A52), which runs hourly Sunday to Friday and half-hourly on Saturdays. The corresponding service via the villages runs on Wednesdays, Saturdays and Sundays. There is also a Newark to Leicester service run by Gash, in conjunction with Barton Transport, Ltd., on Fridays, Saturdays and Sundays.

The company have always done private hire work and, in recent years, the demand for this has increased substantially —in contrast with some decline in the number of stage carriage passengers since about 1953.

From his own extensive knowledge of one particular area of operation, Mr. Gash is convinced that this decline is entirely due to the increasing number of private cars.

Continental Tours

On the original licence issued to Gash, excursions from Elston were allowed and, with subsequent acquisitions, two points of origin were named in two areas. They also have a limited Continental licence to coincide with the period of annual works holidays in the Newark area.

Mr. Gash is personally responsible for organizing the Continental tours. As an example, in 1960 the destination was Menton, on the French Riviera, the fare being 52 guineas for 15 days. The destination this year was Interlaken. In connection with the organization of Continental tours, Mr. Gash considers that it is unreasonable to expect drivers to work longer hours on such tours than would be legally permitted in this country. In any event, the appropriate authorities on the Continent are already becoming disturbed at the increasing number of coaches involved in accidents and are taking measures to reduce them.

As mentioned earlier, the fortunes of the company increased substantially with the introduction of the main road service between Newark and Nottingham. Superficially this would appear rather peculiar as there is comparatively little population to be served directly on the main road.

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In addition, there was already in existence a direct railwa3 service, while either the headquarters or a depot of tw( large companies—The Trent Motor Traction Co., Ltd., anc the Lincolnshire Road Car Co.—were situated at each enc of the service. Despite all these adverse factors, an excel, lent service has been established by the private enterprise of a family concern to the satisfaction of both passengers and operator.

Moreover, excellent relations are maintained with adjoining operators, including Barton Transport, Ltd., Robir Hood (Coaches), Ltd., and Skill's Motor Coaches, Ltd., it: addition to the two already mentioned. When the need arises there is an inter-working arrangement to hire out vehicles to one another.

As an example of rearranging services to meet changing needs, Mr. Gash instanced a recent development on the Newark to Nottingham service on Saturdays. During the football season several duplicates would usually be required to take supporters from Newark to Nottingham around 1.30 p.m. or 2 p.m. Unfortunately for economic operation. the time at which passengers would return was largely unpredictable.

Fixed-time Returns

The situation has to some extent been resolved by the institution of an express service to the football ground at a reduced return fare of 2s. 9d. (compared with the standard fare of 3s. 8d.), but with the restriction that ,passengers must return at a specified time after the match. Football supporters who wish to return later are still able to travel on the service buses but, of course, at the normal fare. Incidentally, Mr. Gash did mention that an increase in the standard fare to 4s. return has been applied for, but even if granted it would still be the equivalent of only I.2d per mile.

Consistent with Mr. Gash's emphasis on the importance of good staff relations, a readily understood method of wage calculation is adopted. One rate per hour applies to all work done by drivers on stage carriage work but, as this is substantially higher than the national standard, minimum wages paid by Gash are relatively high.

Similarly, a simple system is applied to reckon the amount of wages paid to drivers engaged on private hire. Onebasic rate per hour is paid from start to finish of the hire (less eight hours for each overnight stop where this applies), although this rate is less than that paid for P.S.V. work. In contrast, many systems employed elsewhere to calculate private hire wages (especially where a substantial amount of waiting time is involved) can only too easily lead to disputes regarding the correct amount payable.

It is Mr. Gash's contention that the prime need of staff is to be given a sense of security. He considers it important to guarantee his men, first of all, a relatively high basic wage which will continue to be paid even during comparatively slack periods. In addition, Gash have operated for the past ten years a:pension and insurance scheme applicable to all grades over the age of 21.

On the introduction of the National Graduated Pension and Insurance Scheme, Mr. Gash decided not to opt out, but their own scheme was slightly adjusted and has now become non-contributory. Quoting a random example of benefits to be derived under their scheme, Mr. Gash instanced the case of an employee 33 years of age whose dependants in the event of his death would receive a life assurance payment, inclusive of profits, of around £5,000.

The cost of the scheme to the employer is 7.51 per cent. of the annual pay roll, and the whole of the business is entrusted to the National Mutual Life Assurance of Australasia.

As stated earlier, the new headquarters of W. Gash and

3ns, Ltd., are situated at Bowbridge Road, Newark, and ere built in 1953. They include a large garage primarily ■ r housing vehicles, but including a pit for use in an emermcy, and the maintenance department. Also on the 'mind floor are offices, staff rooms, boiler house and cloak}oms, while on the first floor are the offices of the .rectors and secretary of the company.

The dominant feature in the maintenance section is a ;ctangular main pit 35 ft. by 20 ft. It is tiled throughout, lid metal runways permit two vehicles of maximum dirnenons to be maintained simultaneously. By not having two parate pits the movement of fitters between one vehicle id another is facilitated.

There is comprehensive oil and grease dispensing equiprent available in the pit, so permitting the greasing of iassis, spraying of springs and the topping up of gearboxes ad differentials. An additional oil line feeds in the special rade required for the differentials of the Daimler double:ckers operated by Gash.

A stock of fast moving stores is maintained and also in se storeroom is a Merlin Service Master for servicing ijector systems. Other equipment includes a Lucas headght Beamsetter " and a Black and Decker "Valve faster" refacer. To ensure continuity of service, a spare )aimler engine and gearbox are kept in reserve at Bowridge Road for immediate replacement should this be quired.

A recent acquisition is a " Speedyjet " steam cleaner tanufactured by Bastian and Allen, Ltd., Harrow. This is lectrically operated and is used for thoroughly cleaning own chassis prior to examination by Ministry of Transport fficers. An outside ramp is available for this purpose.

A comprehensive maintenance and docking system is operation, segregated as between the double-deckers and ghter types of vehicle. Daimler " Freeline " chassis, in addition to a weekly check-up of tyres,. battery and water pump, have a 5,000-mile dock for attention to 25 items. Fourteen additional items are checked at 10,000 miles and a further six at 50,000 miles. At 100,000 miles complete overhaul of engine and gearbox is undertaken, whilst swivel pins, bushes and shackle pin bushes are renewed as required.

A 500-mile check is made on new single-deck chassis, followed by subsequent docks of increasing degrees of comprehensiveness at 3,000, 0,000, 12,000 and 24,000 .miles. Where appropriate to. the type of chassis, these intervals

are adjusted to 5,000, 10,000, 50,000 and 100,000 miles.. , .

A periodical body maintenance dock is also undertaken at 10,000 miles or, alternatively, every three months; whichever period occurs first. Attention is then given to sliding doors, seats, grab handles, parcel racks, sliding roofs, •as well as Cab and emergency doors. Examination . is also made of trap doors and lockers, destination gear, 'fire extinguishers, lifeguard valances, upholstery. and ,half-drop windows. Batteries, servos and mechanical lubricatOrs are also checked at the same time.

Ample fuel stocks are maintained. The pumps and fuel office are loCated at the entrance to the main garage. An innovation relative to fuel recording is that, while successive deliveries are recorded on one sheet for both petroland oil-engined vehicles, one index card for each vehicle is also maintained with appropriate entries. Rates of ;consumption naturally vary with the type of work on which vehicles are engaged, but, in general, the coaches built on Bedford chassis with the manufacturer's oil engine are averaging 20 m.p.g. and the Daimler double-deckers 11/12 m.p.g. Some of the tatter vehicles, incidentally, have now covered over half a million miles..

A graphdex wall chart relative to the comprehensive docking system is maintained in the offices of both Mr. W. W. Gash and the garage foreman, indicating the sequence of docks due to be undertaken on every vehicle.