As I bid farewell to the Bee Network and its striking yellow buses, I do so with immense pride. It’s a model that others can follow
The Bee Network
Bus franchising is a transformative approach to public transport management, granting local authorities the ability to regulate service quality, fares, and network integration. While the model offers immense opportunities for passenger-centred mobility and sustainability, its implementation poses complex logistical, financial, and governance challenges. Many challenges I am only too aware of.
Saying goodbye to the Bee Network and Greater Manchester wasn’t an easy decision, having been the first in the UK to deliver bus franchising and take buses back under public control using the Bus Services Act 2017.
Whether looking out of my office on the seventh floor of 2 Piccadilly Place or moving around Greater Manchester I could see the yellow Bee Network buses moving around the city and I guess I knew my job was done.
I joined Transport for Greater Manchester from Unilever because the role had the opportunity, if successful, to leave a huge legacy, I wasn’t wrong. The visual impact can be felt across the whole of the region whether as far west as Wigan, the centre of Manchester or as far east as Glossop. Yellow is everywhere, it screams a unified integrated transport system, alongside tram and bikes.
But it was much more than the visual impact. Bus punctuality and reliability, the biggest issue for passengers, is significantly higher than pre-franchising. In the first two areas delivered in September 23 and March 24 they are achieving and sometimes exceeding the target of 80%. While 60% of buses are now of new high-standard Bee Network specification, bringing the age of the fleet in Greater Manchester from circa 12 years pre- franchising to around 5 years and 20% of those buses are now zero-emission. All of this, plus reduced fare offers, has contributed to a 14% rise in patronage.
But all of this should not be taken for granted. The successful implementation of bus franchising and the dawn of the Bee Network has put Greater Manchester on the map. The success has shone a light on transport transformation which is often delivered late, if at all, and significantly over budget. The implementation of bus franchising in Greater Manchester has shown that when managed correctly hard-won investment can deliver both transport transformation and regional transformation – on time and on budget.
When I joined Transport for Greater Manchester it felt like a first that someone from a non-transport, nevermind a non-bus background, would be implementing such a transformation.
I credit my previous CEO for that decision, to go against the normal industry approach of hiring transport subject matter experts to lead the implementation of franchising and instead, hire someone with transformation and delivery expertise. The reaction wasn’t always a positive one, I remember my LinkedIn profile being screenshot and trolled for my lack of transport experience, something which amused me more than anything.
I suspect in the next 10 years the majority of England and Wales will be franchised
But that’s the point really – the implementation of bus franchising isn’t easy, it isn’t about doing the same thing a bit differently. It is large-scale business, organisational, sector, regional and countrywide transformational change, all while ensuring the continuity of the existing deregulated network during the transition period.
Moving from a deregulated system to a franchised model requires a fundamental overhaul of existing contracts, operational structures, and service delivery mechanisms. The decision to franchise in a region is a decision to put social value and the needs of residents at the forefront of the transport network and the authority being accountable to the people of the region for that transport network.
To do so requires the move of a significant proportion of the roles and responsibilities for operating the existing deregulated bus network from an operator to the public authority. As well as the creation of new service delivery capability which puts public accountability and improved service delivery – rather than profit – at its core.
As such the programme to franchise included, but was not limited to, contractual change and a wholescale change of operating model, culture and service delivery:
Restructuring procurement frameworks and renegotiating agreements is a significant challenge;
Ownership, specification and transition of assets;
Accountability for providing a high level of customer service;
Network specification, management and review;
Implementation of performance mechanisms;
24/7 oversight of the network, responding to incidents;
Transition and re-training of employees;
The implementation of new fares and products including integrated pay and go and fare capping;
Back-office technology and on-board technology;
The implementation of service delivery mechanisms requiring an increase in skills and capability within the authority;
Electrification and infrastructure change.
Beyond transformation, franchising demands substantial investment, including procurement costs, operational subsidies, and infrastructure enhancements. Balancing affordability with long-term financial sustainability is crucial, particularly in securing political and public support.
Private operators accustomed to market-driven competition may resist regulatory shifts. Effective stakeholder management is essential to mitigate disputes and maintain service reliability, this requires careful alignment of operator incentives with passenger benefits.
Implementing franchising requires navigating procurement laws, competition regulations, and governance structures. A well-defined regulatory framework is critical to ensure compliance, enforce service standards, and safeguard long-term operational efficiency.
But despite the challenges, the opportunities created by franchising are clear to see.
These have been demonstrated well through the early-won benefits in Greater Manchester, but it’s worth remembering that this is the normal approach to running bus networks across the globe, we in the UK have been an outlier for some time.
Franchising enables authorities to design networks that prioritise connectivity, accessibility, and seamless passenger experience over profit-driven route selection. Standardised timetables and fare systems foster a more cohesive transport ecosystem.
In Greater Manchester following the implementation of Tranche 1 we were able to identify and implement immediate improvements to the timetable by introducing additional buses into the network and the implementation of the new night bus trial. By Tranche 3 we were regularly making interventions on the network as well as conducting wholescale network reviews in consultation with local authorities and residents.
With direct control over vehicle procurement, authorities can accelerate the transition to low-emission fleets, supporting decarbonisation goals and improving urban air quality. Franchising provides a structured path toward sustainable transport infrastructure.
In Greater Manchester we phased the implementation of electrification of the network alongside bus franchising, with each tranche we introduced the infrastructure in one depot resulting in 20% of the fleet being zero-emission by April 2025.
Unlike commercial models focused on short-term profitability, franchising emphasises transparency, data-driven service improvements, and accountability in public spending. Performance metrics ensure operators align with passenger needs.
Greater Manchester implemented a performance regime that penalised operators who did not address punctuality, reliability, lost mileage, vehicle condition and customer complaint targets. Franchising also brings into the local authority all the data from the network ensuring that decisions about where and how to invest are based on data and social value need.
The integration of other modes is key to this, as well as having one operating body and the ability to remove competing routes to enable investment in areas of the region without services, ensure social services to hospitals etc are enabled and improve frequency of services.
A well-implemented franchised model enhances social mobility, strengthens local economies, and fosters inclusivity by ensuring underserved areas receive reliable transport services. Strategic planning enables transport equity across communities.
To navigate the challenges and achieve the results we did, I built a dedicated team of transformation and delivery expertise, surrounded by transport colleagues. Ensuring a clear focus on outcomes and delivery dates combined with tenacity, grit and the ability to problem solve continuously for three years was key. My team was full of high-performing individuals but what set them apart was three things: When they came together, they were unbeatable – working seamlessly as a team to enable change; they believed in what they were delivering – a project with purpose will always bring a degree of commitment not seen elsewhere; and leadership was key.
Transformational leadership is essential to provide direction, it includes rolling your sleeves up and being at the coal face and collaboration with political leaders whose vision, passion and commitment is key.
Implementing bus franchising is a complex but rewarding process, requiring meticulous planning, financial prudence, and stakeholder collaboration. With a well-structured approach, franchising can deliver accessible, sustainable, and passenger-centric transport networks that enhance urban mobility and long-term public value.
Greater Manchester was the first to implement bus franchising, and we had no toolkit and no previous implementation to learn from. It came with its own challenges and there is no doubt there are things we and I could have done differently.
Liverpool, West Yorkshire, South Yorkshire, West Midlands and Wales have taken the decision to franchise with the North East and may other local authorities are on the journey. I suspect in the next 10 years the majority of England and Wales will be franchised with bus networks under public control and, based on recent investment announcements, being swiftly followed by rail.
As I bid farewell to the Bee Network and its striking yellow buses, I do so with immense pride and deep respect for the journey we undertook. What we achieved in Greater Manchester is not just a local transformation – it is a blueprint for future transport reform across the UK. Through this experience, I have gained invaluable insights that I am now bringing to other local authorities and organisations embarking on their own transformational journeys.
ABOUT THE AUTHOR: Anne Marie Purcell is a strategic advisor and partner in change, transformation, delivery and transport. She was previously chief transformation officer (bus franchising and Bee Network) at Transport for Greater Manchester
This story appears inside the latest issue of Passenger Transport.
Bee Network offers blueprint for Britain
by Passenger Transport on Jun 13, 2025 • 1:09 pm No CommentsAs I bid farewell to the Bee Network and its striking yellow buses, I do so with immense pride. It’s a model that others can follow
Bus franchising is a transformative approach to public transport management, granting local authorities the ability to regulate service quality, fares, and network integration. While the model offers immense opportunities for passenger-centred mobility and sustainability, its implementation poses complex logistical, financial, and governance challenges. Many challenges I am only too aware of.
Saying goodbye to the Bee Network and Greater Manchester wasn’t an easy decision, having been the first in the UK to deliver bus franchising and take buses back under public control using the Bus Services Act 2017.
Whether looking out of my office on the seventh floor of 2 Piccadilly Place or moving around Greater Manchester I could see the yellow Bee Network buses moving around the city and I guess I knew my job was done.
I joined Transport for Greater Manchester from Unilever because the role had the opportunity, if successful, to leave a huge legacy, I wasn’t wrong. The visual impact can be felt across the whole of the region whether as far west as Wigan, the centre of Manchester or as far east as Glossop. Yellow is everywhere, it screams a unified integrated transport system, alongside tram and bikes.
But it was much more than the visual impact. Bus punctuality and reliability, the biggest issue for passengers, is significantly higher than pre-franchising. In the first two areas delivered in September 23 and March 24 they are achieving and sometimes exceeding the target of 80%. While 60% of buses are now of new high-standard Bee Network specification, bringing the age of the fleet in Greater Manchester from circa 12 years pre- franchising to around 5 years and 20% of those buses are now zero-emission. All of this, plus reduced fare offers, has contributed to a 14% rise in patronage.
But all of this should not be taken for granted. The successful implementation of bus franchising and the dawn of the Bee Network has put Greater Manchester on the map. The success has shone a light on transport transformation which is often delivered late, if at all, and significantly over budget. The implementation of bus franchising in Greater Manchester has shown that when managed correctly hard-won investment can deliver both transport transformation and regional transformation – on time and on budget.
When I joined Transport for Greater Manchester it felt like a first that someone from a non-transport, nevermind a non-bus background, would be implementing such a transformation.
I credit my previous CEO for that decision, to go against the normal industry approach of hiring transport subject matter experts to lead the implementation of franchising and instead, hire someone with transformation and delivery expertise. The reaction wasn’t always a positive one, I remember my LinkedIn profile being screenshot and trolled for my lack of transport experience, something which amused me more than anything.
But that’s the point really – the implementation of bus franchising isn’t easy, it isn’t about doing the same thing a bit differently. It is large-scale business, organisational, sector, regional and countrywide transformational change, all while ensuring the continuity of the existing deregulated network during the transition period.
Moving from a deregulated system to a franchised model requires a fundamental overhaul of existing contracts, operational structures, and service delivery mechanisms. The decision to franchise in a region is a decision to put social value and the needs of residents at the forefront of the transport network and the authority being accountable to the people of the region for that transport network.
To do so requires the move of a significant proportion of the roles and responsibilities for operating the existing deregulated bus network from an operator to the public authority. As well as the creation of new service delivery capability which puts public accountability and improved service delivery – rather than profit – at its core.
As such the programme to franchise included, but was not limited to, contractual change and a wholescale change of operating model, culture and service delivery:
Beyond transformation, franchising demands substantial investment, including procurement costs, operational subsidies, and infrastructure enhancements. Balancing affordability with long-term financial sustainability is crucial, particularly in securing political and public support.
Private operators accustomed to market-driven competition may resist regulatory shifts. Effective stakeholder management is essential to mitigate disputes and maintain service reliability, this requires careful alignment of operator incentives with passenger benefits.
Implementing franchising requires navigating procurement laws, competition regulations, and governance structures. A well-defined regulatory framework is critical to ensure compliance, enforce service standards, and safeguard long-term operational efficiency.
But despite the challenges, the opportunities created by franchising are clear to see.
These have been demonstrated well through the early-won benefits in Greater Manchester, but it’s worth remembering that this is the normal approach to running bus networks across the globe, we in the UK have been an outlier for some time.
Franchising enables authorities to design networks that prioritise connectivity, accessibility, and seamless passenger experience over profit-driven route selection. Standardised timetables and fare systems foster a more cohesive transport ecosystem.
In Greater Manchester following the implementation of Tranche 1 we were able to identify and implement immediate improvements to the timetable by introducing additional buses into the network and the implementation of the new night bus trial. By Tranche 3 we were regularly making interventions on the network as well as conducting wholescale network reviews in consultation with local authorities and residents.
With direct control over vehicle procurement, authorities can accelerate the transition to low-emission fleets, supporting decarbonisation goals and improving urban air quality. Franchising provides a structured path toward sustainable transport infrastructure.
In Greater Manchester we phased the implementation of electrification of the network alongside bus franchising, with each tranche we introduced the infrastructure in one depot resulting in 20% of the fleet being zero-emission by April 2025.
Unlike commercial models focused on short-term profitability, franchising emphasises transparency, data-driven service improvements, and accountability in public spending. Performance metrics ensure operators align with passenger needs.
Greater Manchester implemented a performance regime that penalised operators who did not address punctuality, reliability, lost mileage, vehicle condition and customer complaint targets. Franchising also brings into the local authority all the data from the network ensuring that decisions about where and how to invest are based on data and social value need.
The integration of other modes is key to this, as well as having one operating body and the ability to remove competing routes to enable investment in areas of the region without services, ensure social services to hospitals etc are enabled and improve frequency of services.
A well-implemented franchised model enhances social mobility, strengthens local economies, and fosters inclusivity by ensuring underserved areas receive reliable transport services. Strategic planning enables transport equity across communities.
To navigate the challenges and achieve the results we did, I built a dedicated team of transformation and delivery expertise, surrounded by transport colleagues. Ensuring a clear focus on outcomes and delivery dates combined with tenacity, grit and the ability to problem solve continuously for three years was key. My team was full of high-performing individuals but what set them apart was three things: When they came together, they were unbeatable – working seamlessly as a team to enable change; they believed in what they were delivering – a project with purpose will always bring a degree of commitment not seen elsewhere; and leadership was key.
Transformational leadership is essential to provide direction, it includes rolling your sleeves up and being at the coal face and collaboration with political leaders whose vision, passion and commitment is key.
Implementing bus franchising is a complex but rewarding process, requiring meticulous planning, financial prudence, and stakeholder collaboration. With a well-structured approach, franchising can deliver accessible, sustainable, and passenger-centric transport networks that enhance urban mobility and long-term public value.
Greater Manchester was the first to implement bus franchising, and we had no toolkit and no previous implementation to learn from. It came with its own challenges and there is no doubt there are things we and I could have done differently.
Liverpool, West Yorkshire, South Yorkshire, West Midlands and Wales have taken the decision to franchise with the North East and may other local authorities are on the journey. I suspect in the next 10 years the majority of England and Wales will be franchised with bus networks under public control and, based on recent investment announcements, being swiftly followed by rail.
As I bid farewell to the Bee Network and its striking yellow buses, I do so with immense pride and deep respect for the journey we undertook. What we achieved in Greater Manchester is not just a local transformation – it is a blueprint for future transport reform across the UK. Through this experience, I have gained invaluable insights that I am now bringing to other local authorities and organisations embarking on their own transformational journeys.
ABOUT THE AUTHOR: Anne Marie Purcell is a strategic advisor and partner in change, transformation, delivery and transport. She was previously chief transformation officer (bus franchising and Bee Network) at Transport for Greater Manchester
This story appears inside the latest issue of Passenger Transport.
DON’T MISS OUT – GET YOUR COPY! – click here to subscribe!