Work is proceeding to overhaul trade body the Confederation of Passenger Transport. More effective communication, with both its members and stakeholders, is one of the keys to its plans for the future
Members of the industry will assemble in London on 31 January at the Confederation of Passenger Transport (CPT) Annual Dinner. It’s one of the highlights of the calendar, but this year’s event comes at a time of change for the trade body.
Much has already been achieved since CPT embarked on its quest for modernisation. The consultation into that is complete and a revised structure was agreed in December. But there is still lots to do, including naming a Chief Executive.
Impetus for change came from the large bus groups. CPT does not pretend otherwise. It also accepts that its new format will not resemble what has gone before; it will, says President Martin Dean, “be a different CPT.”
Both Mr Dean and Interim Chief Executive Peter Gomersall stress that CPT has considered the comments of all members who responded to the consultation, from the smallest operators to Stock Exchange-listed groups.
As a result, several of its proposals have been modified significantly. Some elements that were initially lacking from CPT’s vision of its future have been reinserted based on feedback, particularly that which was received from small operators.
Small wonders
CPT has made a number of commitments to its members. They include the retention of both the current Regional Manager structure in England, and the devolved country-based set-up in Scotland and Wales.
Additionally, the 24/7 ‘crisis control’ and operational emergency services will continue, as will availability of specialist advice for coach operators and representation in Europe. Commercial partnerships with suppliers will be an area of focus to deliver more for members.
But at the forefront of CPT’s future structure is communication. Whether it is with members or with stakeholders, it is an absolute priority to develop and promote a strategy that clearly articulates both what the industry needs, and what it can do for the greater good.
“Each of our members is equally important. When we talk to key stakeholders, they tell us that our ‘broad church’ approach, where we represent the whole industry, is a huge positive. It makes us stronger,” says Mr Gomersall. “There are some big challenges on the horizon, but equally we are in an exciting period for the industry. To serve our members, CPT must be fit for purpose. We must be on top of our game – and we must maximise our ability to engage with stakeholders.”
Embracing change
Both Mr Dean and Mr Gomersall report that small operators are as keen to embrace change as the big groups.
Mr Gomersall points out that any business will regularly review its structure. CPT is no different, and the current period of change has given a mandate to examine every aspect of what it does.
Potentially the strongest depth of members’ feelings during the consultation surrounded Regional Managers, and CPT’s devolved approach to Scotland and Wales.
“Such was the extent of that, the decision was taken not to reduce the resource that is allocated to Scotland and Wales and to our regions,” Mr Gomersall continues.
“We heard that while what we do centrally is important, the first point of contact for many members is their Regional Manager, or their National Manager. That will remain the case. There will be no change to any of those posts.”
That Scotland and Wales retain dedicated staff was seen as vital by members in both countries. Not only are National Managers knowledgeable of local issues, but their ability to work with stakeholders in an era of increasing devolution is beneficial.
Elsewhere in the UK, CPT sees an agenda of localism developing around many wider societal issues that affect the industry. It regards having ‘feet on the ground’ as imperative to forming relationships that will foster the sector’s engagement in decision-making processes.
Fresh approach
An important part of regional matters are members’ meetings. While CPT works hard to deliver content that is engaging, in some cases it has seen a drop in attendances because of time pressures.
“Local meetings should take place, but they must be relevant,” says Mr Gomersall. To be explored is whether the webinar concept can be extended to regional gatherings. If it can, it will enable members who wish to participate, but do not have time, to watch and contribute.
An important aspect of a webinar is that a member may assemble as many staff as it chooses to view the session, ensuring that information is disseminated as widely as possible. Equally appealing is the way in which questions are asked. They are submitted by email, and the source remains anonymous. Where a Traffic Commissioner or DVSA staff may be involved, that will alleviate any potential fear of embarrassment on the member’s part.
“We found during the consultation that use of the webinar approach does not detract from the message that is being conveyed. We can access viewer statistics, and we saw that there was a great deal of interest throughout the session,” says Mr Dean.
Communication is key
Webinars are likely to form an important part of CPT’s communication with members. The same amount of importance will be placed on how it cultivates relationships with stakeholders and decision-makers when presenting the industry’s case to them.
Recruitment of a Chief Executive has begun, with a shortlist of applicants soon to be drawn up. Those candidates will then be interviewed by a panel of four senior members – two representing the coach sector and two from the bus segment – before an appointment is made.
As is already known, the Chief Executive will directly manage CPT’s external affairs function. “There will be two external affairs specialists and an administrator as part of that,” says Mr Dean.
“Our proposal to establish an external affairs unit was a well-received part of the consultation. Almost without exception, members support CPT’s aspiration to be more proactive and to be on the front foot.”
Part of the Chief Executive’s role will be to promote technical strategies for each of the coach and the bus sectors. Those documents will be developed in-house, and it will fall to the new leader to decide how they are articulated to outside parties.
SME concerns
Although the large bus groups can justify full-time advisors on legal, technical and other matters, that’s not the case for smaller operators. Typically, when faced with a question that they cannot answer, CPT is their first port of call.
“Members were keen not to lose that pool of expertise. Some of them regard our operations team as an extension of their own management, and they told us that removing it would be a retrograde step,” Mr Dean continues.
That has led to the retention of the ‘crisis control’ service and the 24-hour emergency operational helpline. The Compliance Manual also continues, as will representation in Europe – although it is difficult as yet to say exactly what format the latter will take.
“CPT’s plan was never to withdraw from Europe. Whether Brexit goes smoothly or not, we must ensure that in the new structure we can manage the European side of stakeholder engagement,” says Mr Gomersall.
Because of the lack of clarity surrounding the UK’s exit from the European Union, how that will be accomplished is not yet known. But there will remain a need to engage. As part of that, CPT recently renewed its membership of IRU and UITP.
Supplier spotlight
While focus has been squarely on what CPT’s operator members require of the reshaped organisation, the contribution made by supplier members – in sponsoring events and through commercial partnerships – has not been forgotten.
Those arrangements with suppliers involved in areas that include insurance, legal advice, tachograph analysis and others can prove valuable. CPT plans to examine whether more such partnerships can be formulated.
“We have no intention of over-commercialising, but where suppliers exist that can benefit members it makes sense to work with them,” says Mr Gomersall.
And what of Mr Dean’s position with CPT? He will remain President for a further year, and hand over to a successor at 2020’s Annual Dinner.
Tomorrow evening he will deliver a formal address, and guests will also hear from Transport Secretary Chris Grayling. Gerald Ratner forms the after-dinner entertainment – and he will hopefully be just a temporary relief before work restarts on shaping the CPT of tomorrow.
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CPT accepts that there was a need for change within its organisation. While the decisive impetus was delivered by the large bus groups, it is significant that smaller operators – who make up the bulk of CPT membership – now also see it as a positive step.
That they do has largely come about thanks to changes made to CPT’s initial proposals. Things such as experienced local contacts, crisis control and many other aspects that are of great importance to SME members form the cornerstone of their requirements of a trade body.
What is potentially of equal importance to them is how CPT’s new Chief Executive takes the industry’s message to stakeholders. That is by far the most important part of his or her brief and indications are that CPT will become more forthright in its approach.
Stability should soon return to CPT, and that will be to the benefit of all.
