Guidance

Setting up a transport safety officers scheme to reduce antisocial behaviour

Published 29 January 2026

Applies to England

This guidance is for local transport authorities (LTAs) who are considering whether to use transport safety officers (TSOs) to address issues with antisocial behaviour (ASB) on their local networks. 

It helps LTAs understand if TSOs are an appropriate intervention for their area and gives advice on setting up a scheme.

Local transport authorities should read through all the guidance and supporting documents before starting to set up a TSO scheme. Using TSOs to reduce ASB on transport networks is a relatively new concept. Lessons learned from DfT’s pilot involving 5 areas, as well as the Department for Transport’s (DfT’s) own findings, have helped to identify the considerations outlined in this guidance.

What TSO schemes are and how they can be used

TSOs are specially trained staff who deal with low-level nuisance and disorder, often targeting hotspot routes and locations. TSOs are usually employed by local transport authorities and work with operators, police forces and passenger groups to target problem behaviour.

Local transport authorities can use TSOs to deal with ASB, deterring potential troublemakers while providing passengers and staff with reassurance.

The officers themselves can come from a variety of backgrounds, including customer service and security. The TSO role is not purely about enforcement – TSOs can also act as a trusted authority figure on the transport network, supporting vulnerable passengers.

Existing TSO pilot schemes

Following on from the Anti-social behaviour (ASB) action plan and a TSO scheme introduced by Transport for West Midlands (TfWM), 4 areas secured funding from DfT to pilot TSO interventions. Pilot schemes have been set up in:

• Bournemouth, Christchurch and Poole (BCP) Council
• an Essex consortium (led by Thurrock Council in conjunction with Southend-on-Sea City Council and Essex County Council)
• Lancashire County Council
• Stoke-on-Trent City Council

DfT has used the experiences and learning of pilot leads to develop this guide. The case studies from the pilot schemes can be found in this guide.

TfWM has also secured funding to pilot an expansion of its TSO remit to tackle violence against women and girls (VAWG) on transport networks and support the other 4 pilot areas to develop and deliver their schemes.

Appointing staff to set up and run a TSO scheme

As a first step when deciding whether to run a scheme, you will need to identify a staff member with the right skills and enough time to lead the initial stages of the project. You will need to find someone who:

• already has a good relationship with identified partners and stakeholders
• controls and oversees other transport-related service delivery
• has a track record in successfully delivering projects and has a desire to ensure the project is a success

Later on, you will need to decide who, in your organisation’s wider governance structure, will oversee the project’s implementation, delivery and management.

Understanding the TSO scheme preparedness assessment

LTAs and partnerships should refer to the scheme’s preparedness assessment when deciding whether TSOs might be an appropriate intervention in their area. A TSO preparedness assessment has been published as part of this guidance.

The areas highlighted as a ‘priority’ in the preparedness assessment should be examined particularly closely before any decision is taken to set up a scheme.

When completing the assessment:

• if the answer you provide for any priority area is ‘no’ or ‘partial’, we recommend that you complete further work on the project and only proceed when you can answer ‘yes’
• if the answer you provide for all priority areas is ‘yes’, you can proceed with the project

Completing the ‘understanding the issues’ section of the preparedness assessment

Before deciding whether or not to set up a TSO scheme, you, as the LTA, should have an understanding of:

• issues currently faced by passengers on the local transport network
• how passengers’ issues are being managed now
• the impact of any activity being undertaken to manage those issues
• the issues that could be targeted if TSOs were introduced

This will help you to have all the information needed to make an informed decision about whether TSOs are the right intervention. This will also ensure that there is a strong case to inform any funding approval processes.

Completing the ‘organisational governance and resources’ section of the preparedness assessment

If, on completing the first section of the form, you are confident that TSOs could be used to improve issues on the local transport network, you should next assess the LTA’s internal readiness to deliver the project.

This includes evaluating governance structures, human and financial resource availability, capacity and capability, and stakeholder alignment to ensure the successful implementation and sustainability of the project.

Project planning and governance readiness

LTAs should first consider whether they can allocate sufficient lead-in time – ideally 6 to 8 months – before the project begins. Pilot schemes found that this preparatory period was crucial for setting up the necessary governance and processes required. It is also important to confirm that the systems and structures required to manage both the implementation and ongoing management of TSOs are already in place or can be established within the timeframe.

Funding and financial planning

A clear understanding of the financial implications is essential. It is recommended that LTAs determine the total cost of the project and identify who will be responsible for funding it. It is recommended that funding is secured for at least the initial 18 to 24 months to maintain continuity. Additionally, the salaries of TSOs should be accurately costed in collaboration with human resources to reflect the true cost of service delivery.

The financial plan template in our appendices provides a guide to the project costs that need to be considered when formulating your financial plan. It includes the known specific costs as experienced by West Midlands Combined Authority (WMCA). These costs are specific to TfWM, and are intended as a guide, but note that costs are likely to vary across different areas.

The salary banding for TSO supervisors and TSOs differ depending upon the individual authority role, individual salary evaluation and whether a third-party service provider has been used.

Across the sites, it has been established that the salaries are between the following ranges:

• TSO supervisor: £25,000 to £33,000
• TSO: £25,000 to £31,000

Once there is a general understanding of the costs, and before any further work takes place, it’s important to ensure that there is an available budget to allocate to this project. You will also need to establish whether the organisation is keen and willing to fund this project, subject to the normal funding approval processes.

Governance and accountability

Once support for this project has been confirmed, it will be important to demonstrate that strong governance and accountability arrangements are in place to underpin both the project and its service delivery. LTAs should define how these arrangements will be structured and how they will align with existing governance frameworks. Named individuals should be accountable for each governance stage and need to be clear about the roles and responsibilities of each governance phase.

Project resource and team capability

Pilot areas found that establishing a capable and well-resourced project team was fundamental to the successful delivery of a TSO scheme. Central to this is the identification of a suitable project lead or manager. The project lead should be someone with the capacity, authority and experience to manage the project effectively from inception through to implementation, as well as to oversee ongoing delivery. This individual will be responsible for coordinating stakeholders, managing timelines and ensuring that the project remains aligned with strategic objectives. This could be the person who undertook the initial preparation work, or this could be a time to recruit a dedicated project manager.

Beyond a project manager, the project team should also include individuals with strong strategic, project risk and dependency, operational, stakeholder engagement and administrative skills, including report writing. Additionally, someone with grant and bid writing skills could help you secure additional funding and ensure the financial sustainability of the scheme.

Experience from pilot areas has shown that recruitment to these roles can be challenging, particularly when the project is perceived as short-term. Staff retention issues were common within the pilot schemes, with some individuals leaving the project to seek longer-term employment opportunities. However, in a local authority context, where the intention is to establish a more permanent team, these risks can be mitigated by clearly communicating long-term plans and offering secure contracts, where possible.

Ultimately, the strength of the project team will determine the scheme’s ability to deliver meaningful outcomes. Investing time and resources into recruiting people with the right mix of skills, experience and commitment is essential.

Stakeholder engagement and agreements

Engaging stakeholders early can be vital. LTAs should confirm that the main transport providers have agreed to the project and are fully supportive. Similarly, all police service chief constables should be briefed and their support secured.

To facilitate collaboration and data sharing, LTAs should ensure that memorandums of understanding and information sharing agreements (ISAs) are in place between all relevant parties.

Completing the ‘service delivery’ section of the preparedness assessment

For any LTA implementing a TSO scheme, having a clear and well-defined vision for service delivery is recommended. This vision should guide every aspect of how the TSO team is prepared, deployed and supported in their roles.

At the outset, LTAs should articulate what they are aiming to achieve through the TSO scheme. This includes defining the specific functions TSOs will perform, the style of operational delivery expected and how their work will integrate with existing community safety and transport initiatives. A clear understanding of these elements will help shape recruitment, training, and day-to-day management.

We have outlined some of the considerations you will need to make regarding service delivery.

Role clarity

Consider the tasks and responsibilities that TSOs be expected to carry out. This could range from providing a visible presence on the network to supporting enforcement or engaging with the public.

Operational style

Think about whether the delivery model will be reactive, proactive or a blend of both. Consider how TSOs will be briefed, tasked and supervised daily.

Co-ordination

Consider how TSO activity will align with other local enforcement or community safety operations. Effective co-ordination will help avoid duplication and maximise impact.

Powers and authority

Think about the powers that TSOs will require to carry out their duties effectively. Importantly, what powers are local police forces willing to authorise and under what conditions?

Equipment and resources

Consider the tools, uniforms or technology that TSOs will need to perform their roles safely and efficiently and how these will be procured. Across the various pilot schemes, there was agreement from both the local police service and authorities that TSOs should look different from police officers to avoid confusion for the public. In the pilot schemes, much of the uniform used was selected in accordance with existing local authority procurement arrangements. Refer to the uniform and equipment template for examples of items LTAs may want to consider.

Training and development

Think about the training that will be required to prepare TSOs for their roles. This should include both initial induction and ongoing professional development. LTAs should also identify who will be responsible for delivering this training – whether in-house, through police partners or via external providers.

By addressing these considerations early in the planning process, LTAs can plan recruitment of TSOs, clearly setting out expectations of the role and ensuring that their TSO teams, once recruited, are well-prepared, appropriately equipped and fully aligned with the broader objectives of the scheme. A clear service delivery model not only supports operational effectiveness but also helps build public trust and stakeholder confidence in the initiative.

Completing the ‘establishing a robust TSO workforce’ section of the preparedness assessment

To ensure the successful deployment of TSOs, LTAs should address a set of workforce planning requirements. These elements are critical to building a credible, capable and sustainable TSO function that meets operational and community safety goals.

Resource requirements

LTAs should begin by clearly defining the staffing needs for the TSO programme. This includes the number of officers required to meet service demands and the essential and desirable attributes, skills, and qualifications for candidates (for example, communication skills, conflict resolution, prior enforcement or public-facing experience). This clarity will support targeted recruitment and ensure the workforce is fit for purpose.

Role grading and assessment

Each TSO role should be formally assessed and graded in line with local HR frameworks. This ensures transparency in pay and progression, alignment with organisational standards and a clear understanding of responsibilities and expectations across the team.

Vetting requirements

Given the nature of the role, vetting is a critical safeguard. LTAs should agree the appropriate level of vetting with local police partners or relevant authorities and document the vetting process and criteria. This step is essential to ensure TSOs are trusted to operate in sensitive environments and interact with the public safely.

Recruitment and interview process

A structured recruitment plan should be developed, including advertising timelines and outreach strategies, a fair and consistent interview process that assesses both technical and behavioural competencies and inclusion of police or community safety partners in the selection process where appropriate.

Deployment hours and shift patterns

To ensure operational coverage and staff wellbeing, deployment hours should be agreed in advance, reflecting peak demand periods and local safety priorities. A documented shift pattern should be established, balancing visibility, responsiveness and staff welfare. This will help ensure TSOs are consistently available and effectively deployed across the network.

Job description and interview question templates

A TSO supervisor and TSO job description template and a template featuring potential interview questions for both roles have been published. These documents could be used and adapted by LTAs for their own recruitment campaigns.

Completing the ‘measuring and reporting TSO impact’ section of the preparedness assessment

To ensure the transport safety officer (TSO) programme delivers meaningful outcomes, it is recommended that LTAs establish a clear framework for measuring and reporting its impact. This is desirable, not only for accountability and transparency, but also for learning and continuous improvement.

Measuring impact

LTAs should define success indicators from the outset. These may include:

• reductions in crime and ASB on the transport network
• improved perceptions of safety among passengers and staff
• increased reporting and resolution of vulnerability concerns
• enhanced coordination with local enforcement and community safety partners

Quantitative and qualitative data should be collected consistently to track progress against these indicators.

Reporting impact

A structured reporting approach will help communicate the value of the TSO programme to stakeholders. LTAs could consider:

• capturing crime, ASB and vulnerability concerns: use incident logs, police data, staff feedback and passenger feedback to monitor safety-related issues – TSOs should be trained to record and escalate concerns systematically
• capturing demand: track where and when TSOs are most needed using deployment data, service usage patterns, and feedback from frontline staff – this helps identify hotspots and inform resource allocation
• capturing the impact of TSO activity: document interventions, engagement outcomes and enforcement actions – case studies and testimonials can provide powerful evidence of impact
• understanding what works and why: regularly review data to identify effective practices and areas for improvement, engage with TSOs, partners and communities to understand the context behind the numbers and consider piloting different approaches and comparing outcomes to refine the model

Recommended TSO training

It is vital that TSOs are well trained and prepared for their roles, both in terms of their interactions with the public and knowledge of procedures. Investing resources into the TSO team will ensure they are able to carry out their role effectively.

The engage, educate and enforce model

We have provided a list of TSO training courses that have either been considered or provided to TSOs across all pilot sites. Learning from the West Midlands, the training has been broken down into an ‘engage, educate and enforce’ model. Not all training will be deemed relevant for all projects. It is recommended that training provision be based on individual project aims, objectives and the findings from the scheme’s strategic assessment.

Project leads should determine which courses are mandatory, optional or not required for their TSOs.

Engage training courses

The following courses constitute the ‘engage’ aspect of the TSO training model:

• conflict resolution and de-escalation
• violence against women and girls
• rough sleeping
• safeguarding
• drink and drugs awareness
• mental health awareness and first aid
• missing people
• child sexual exploitation
• modern slavery awareness
• Samaritans suicide awareness
• violence and vulnerability training
• disability awareness
• introduction to neurodiversity
• safeguarding basic awareness
• active bystander
• naloxone anti-overdose training

Educate training courses

The following courses and training areas constitute the ‘educate’ aspect of the TSO training model:

• understanding and tackling ASB
• Making every contact count
• radio and body worn video (BWV)
• track-side safety training
• in-road training
• statement writing
• intelligence submissions
• risk assessment and management
• case preparation and court procedures
• equality, diversity and inclusion
• health and safety
• GDPR and data protection
• patrol and observation techniques
• suicide prevention
• cyber awareness and staying safe online

Enforce training courses

The following courses constitute the ‘enforce’ aspect of the TSO training model:

• Community Safety Accreditation Scheme (CSAS)
• Rail Safety Accreditation Scheme (RSAS)
• control and restraint
• key legislation
• Action Counters Terrorism (ACT)
• Prevent duty awareness
• emergency response procedures
• fraud prevention and awareness
• early intervention notices
• ASB first warning letters
• community protection notice warnings
• community protection notices
• anti-social behaviour injunctions
• community consequence scheme
• fixed penalty notices
• public order and protest management

This list of TSO training courses has also been published as a template.

Recommended documents for running a TSO scheme

We recommend LTAs have these documents in place to support project delivery.

Not all pilot schemes used every documents listed, but we recommend that those marked ‘priority’ are in place either in advance of or during the project.

Those marked as ‘template’ have been reproduced as templates for efficient use by future project teams.

Strategy documents

You will need:

• a strategy – including aim and objectives of purpose
• a strategic assessment and problem profile (priority)
• a tactical assessment

Partnership documents

You will need:

• a memorandum of understanding between partners and stakeholders regarding roles and responsibilities (priority)
• partnership agreement(s)
• a list of stakeholders (priority)
• information sharing agreement(s) (priority)
• data protection

Contract documents

You will need:

• a contract specifying service delivery standards from resource suppliers and service credits (priority)
• procurement options

Project management documents

You will need:

• a project management plan (priority)
• project objectives
• project delivery model options paper (risks v benefits v considerations)
• key performance indicators (KPIs) (priority)
• progress reports (priority)

Risk and threat assessment documents

You will need:

• a project risk assessment (priority)
• an operational risk assessment (priority)

Structure documents

You will need:

• a delivery organigram or structure

Procedure documents

You will need:

• standard operating procedures (priority)
• lone working procedures
• body worn camera impact assessment

Budget and finance documents

You will need:

• a financial plan (priority) (template available)
• a funding proposal
• an equipment and uniform cost breakdown (priority)

Recruitment and selection documents

You will need:

• a recruitment plan and timeline (priority)
• recruitment adverts (priority document)
• job descriptions for supervisor and TSO (priority) (template available)
• induction and probation information (priority)
• an interview question set (template available)
• a staff development plan and induction plan (priority)
• a standard employment contract
• shift pattern information (priority)
• a code of conduct
• a uniform and equipment list (template available)

Training and accreditation documents

You will need:

• a training course and qualifications breakdown (priority) (template available)
• RSAS and CSAS application documentation, certificates and a chief constable guidance document (priority) (examples can be obtained by contacting the Safer Streets Mission team on SaferStreetsMission@dft.gov.uk)
• health and safety certificates
• insurance, coverage and liability documents (priority)

Meeting documents

You will need:

• meeting(s) terms of reference (priority)
• a meeting standard agenda
• meeting minutes

Tasking and briefing documents

You will need:

• a tasking and co-ordinating sheet or proforma (priority)
• deployment criteria
• a briefing template (priority)
• incident reports (priority)

Communication documents

You will need:

• a communications strategy and plan (priority)
• any survey material available

Learning documents

You will need:

• a learning log (priority)

Miscellaneous documents

You will need:

• an assignment overview

This list of TSO documents has also been published as a template.

Case studies from TSO pilot areas

These case studies demonstrate different aspects of setting up and running a TSO scheme from the 5 pilot areas. 

Each pilot area had different areas of focus and faced different challenges in terms of ASB, geography and population.

Strengthening safety through the TSO project in Bournemouth, Christchurch and Poole

As one of the largest unitary authorities in England, Bournemouth, Christchurch and Poole (BCP) serves a diverse population of over 440,000 residents across a complex transport network. Since the 2019 local government reorganisation, BCP has worked to unify services across 3 former authorities, with transport safety emerging as a key priority.

Building on a strong foundation of Community Safety Accreditation Scheme (CSAS) accreditation since 2016, BCP has operated a well-established community safety patrol service, embedded within Dorset Police’s neighbourhood policing teams. Officers are co-located, equipped with police radios and work in close partnership with law enforcement – creating a seamless and trusted safety presence across the network.

The TSO pilot project was a natural extension of this model, responding to specific anti-social behaviour challenges, particularly around Poole bus station and youth-related ASB linked to county lines activity. While ASB levels are generally lower than in comparable areas, hotspots and transport-linked incidents – especially involving young people travelling into town centres – required targeted intervention.

Thanks to existing infrastructure, BCP was able to mobilise quickly. Job descriptions, interview processes and operational procedures were already in place. Recruitment was initially smooth, although vetting presented some delays. Training was straightforward, supported by an embedded plan and experienced team.

The results are that:

• over 8,300 hours of patrols were delivered
• 850 ASB incidents were addressed
• CSAS powers were used 180 times, demonstrating robust enforcement
• relationships were strengthened with both bus and rail providers, enhancing coordination and coverage
• service reach was expanded beyond core town centre locations
• there was a positive public reception, especially from the learning disability community, who now feel safer and more supported at key transport hubs
• there was improved intelligence gathering in previously under-monitored areas

The challenges included:

• staff retention toward the end of the pilot, with core team members covering gaps through overtime
• evening coverage, which remained a concern due to shift pattern limitations and staff wellbeing, though ASB reduction was evident

The TSO project has not only enhanced safety across BCP’s transport network – it has demonstrated the power of partnership, preparation and proactive engagement in building safer streets for all.

BCP project summary

	Approach to running the scheme
Established partnerships	- significant existing partnerships in place - fully embedded with Dorset Police - co-located with neighbourhood police teams - are an existing accredited CSAS provider
Difference in rail and bus networks	- bus network coverage - proximity to rail stations
Approach to recruitment	- recruited internally
Training	- to be confirmed
Delivery style	- to be confirmed
Known difficulties	- none identified due to existing partnerships, agreements and devolvement of powers

Strengthening safety across Essex through the TSO programme

The Essex TSO pilot is a collaborative effort spanning Essex County Council, Southend-on-Sea and Thurrock – 3 distinct authorities working together to improve safety across a complex and diverse transport network. Covering key areas such as Thurrock, Southend Basildon, Brentwood, Chelmsford, Colchester and Tendring, the programme operates across 2 major train lines (Greater Anglia and c2c) and 2 large bus stations in Chelmsford and Basildon.

The initiative was launched in response to a rise in anti-social behaviour and a growing recognition of the need to address violence against women and girls. Essex aimed to champion bystander intervention strategies and create a highly visible, reassuring presence across its transport hubs.

Early findings are that:

• the presence of TSOs has already improved passengers’ perceived safety
• officers have engaged with 30 vulnerable individuals, building trust and connecting them to support services
• strong collaboration with local authorities, Essex Police and British Transport Police has demonstrated the value of partnership working
• establishing tasking protocols has enhanced intelligence sharing and operational coordination

Successes include:

• 1,043 high-visibility patrols conducted across the network
• 7 VAWG engagement events hosted to raise awareness and promote support services
• 9 joint operations with police partners, improving incident response and visibility
• high levels of public interaction, with 50 individuals expressing appreciation for the officers’ presence and approachability
• recognition through a Certificate of Achievement for commitment to the Community Safety Accreditation Scheme (CSAS), highlighting Essex’s dedication to community safety

Challenges have emerged, including:

• coordinating across 7 local authorities, each with different priorities and operational contexts
• onboarding delays with one train operator, which slowed pilot progress
• limited coverage capacity with only 6 officers, making it difficult to respond to multiple incidents simultaneously
• ongoing need for specialist training to equip officers for sensitive situations
• staff retention concerns due to the temporary nature of the pilot

Next steps for Essex include:

• exploring future funding to sustain and expand the programme over a 2 to 5 year plan
• continuing to build the evidence base to demonstrate impact and secure long-term investment
• strengthening public engagement and operational effectiveness through ongoing training, communications and partnership development

The Essex TSO programme is an example of how multi-agency collaboration, strategic deployment and community engagement can transform public transport into a safer, more welcoming space for all.

Essex project summary

	Approach to running the scheme
Established partnerships	- consortium of 7 local authorities combined to submit the bid - other key stakeholders identified, for example, the British Transport Police
Difference in rail and bus networks	- combination of support to 2 rail networks and coverage at 2 bus terminals
Approach to recruitment	- utilised a third-party service provider for the recruitment, training and provision of TSOs
Training	- mix of internal training and that conducted by third party service provider
Delivery style	- through the council’s comms team, notifying councillors of the project, who have direct connections with residents and cascaded information, through our community safety board members, with numerous internal and external partners to disseminate the pilot details
Known difficulties	- no separate project management team in place - lack of inclusion and agreement by one of the key transport providers.

Launching safer transport in Lancashire through the TSO programme

Lancashire, a county of nearly 1.5 million people spanning over 3,000 km² in England’s north-west, presents a unique blend of urban centres and deep rural communities. With a 2-tier authority structure – Lancashire County Council, 12 district councils and 2 unitary authorities – the region faces diverse transport safety challenges across its expansive network.

Recognising the need to address rising anti-social behaviour, particularly among young people in areas like Preston, Chorley, Accrington and Lancaster, Lancashire launched its transport safety officer (TSO) pilot – locally branded as PTSO (Public Transport Safety Officer). The initiative was designed to tackle low-level ASB such as noise, vaping and rowdy behaviour, especially on school services, where incidents sometimes escalated to criminal damage.

Starting from scratch, Lancashire built the programme with limited prior experience of TSO-type activity. Early engagement with the Police and Crime Commissioner and Lancashire Police helped align the initiative with local safety priorities. The county also benefited from strong support from Northern Trains, who enabled free travel for officers to reach sites quickly and from local bus operators, who welcomed the initiative.

Due to tight timelines, Lancashire opted to contract a specialist security provider to deploy officers rapidly. Within just 3 months, the programme was up and running with 5 PTSOs actively patrolling the network.

Successes include:

• rapid mobilisation of the team, with 5 officers deployed within 3 months
• positive feedback from bus operators and rural communities, especially in areas facing ASB from incoming passengers
• enhanced support for staff at bus stations, particularly Preston’s iconic station – once Europe’s largest
• valuable insights and operational support from partners including TfWM

Challenges faced include:

• recruiting female officers to reflect the diversity of passengers
• delays in CSAS training and onboarding
• staff turnover requiring ongoing training and support
• limited visibility across a large network due to the small team size
• some officers unable to drive, impacting rapid response capabilities
• managing the programme required dedicated oversight – not just an add-on to existing roles
• variable skill sets among contracted staff
• uncertainty around long-term funding affecting recruitment and retention

Next steps for Lancashire include:

• developing a robust evidence base to secure future funding and expand patrol coverage
• bus service improvement plan (BSIP) funding is being utilised to extend the longevity of the project and support a sustainable safety model

The Lancashire TSO programme has demonstrated that even with limited initial experience, strong partnerships, rapid mobilisation and community engagement a TSO scheme can deliver meaningful improvements in transport safety. With continued investment and strategic development, the initiative has the potential to grow into a cornerstone of safer travel across the county.

Lancashire project summary

	Approach to running the scheme
Established partnerships	- Lancashire County Council are the lead - other key stakeholders identified
Difference in rail and bus networks	- bus stations, interchanges, key identified routes and special attention to school bus routes
Approach to recruitment	- utilised a third-party service provider for the recruitment, training and provision of TSOs
Training	- mix of internal training and that conducted by third-party service provider.
Delivery style	- to be confirmed
Known difficulties	- insufficient project management capacity - size and complexity of the partnership (12 community safety partnerships)

Building safer public transport journeys in Stoke-on-Trent through the TSO programme

Stoke-on-Trent, a unitary authority in North Staffordshire with a population of 260,000, is a city of 6 historic towns – Hanley, Stoke, Burslem, Tunstall, Fenton and Longton – connected by a vital bus network that underpins local mobility. Recognising the need to improve safety and public confidence in this network, the city launched its transport safety officer (TSO) pilot as part of its wider bus service improvement plan (BSIP).

The city’s 2 main bus stations, Hanley and Longton, have long faced challenges with crime and anti-social behaviour (ASB), including drug and alcohol-related incidents and homelessness. Additional hotspots exist along routes through housing estates, with lower-level ASB – such as vaping, loud music and rowdy behaviour – particularly prevalent on school services.

In July, Stoke-on-Trent secured CSAS accreditation following a lengthy negotiation with Staffordshire Police. Although the process took longer than anticipated due to limited prior experience, the city successfully obtained 8 out of 9 requested powers. Four TSOs were recruited, trained and deployed to patrol in pairs across 2 shift patterns, covering 7:30am to 10:30pm, Monday to Saturday.

Early successes include:

• TSOs have been warmly received by both passengers and bus drivers
• officers proactively engage with passengers, explaining their role and building trust
• minor but reoccurring ASB incidents – such as vaping, intoxicated behaviour and loud music – are being challenged and deterred
• one dangerous weapon was safely handed over
• behaviour on school routes has noticeably improved, with elderly passengers, women and children expressing appreciation for the officers’ presence

Governance and monitoring are embedded, with fortnightly meetings held with Staffordshire Police. The TSO role is closely aligned with the BSIP programme, helping to make the network feel safer and more attractive to use. A media launch at Hanley Bus Station and the upcoming ASB text and online reporting service have further raised public awareness.

Remaining challenges include:

• recruitment and retention have been difficult due to salary levels and the nature of the role
• patrol coverage is limited by the number of available officers
• the CSAS approval process was resource-intensive and time-consuming for council staff
• securing future funding is essential to maintain and expand the service

Next steps include:

• launching the ASB reporting service to improve incident tracking and response
• reprofiling funding and identifying additional bus service improvement plan (BSIP) funding to support the scheme beyond March 2026, with a goal of having 5 TSOs in post
• integrating publicity and communications with the BSIP programme to boost visibility and engagement
• strengthening monitoring and reporting to evidence the positive impact of TSOs on ASB reduction and passenger experience
• building an evidence base to support future funding bids and service expansion

The TSO programme in Stoke-on-Trent is already making a difference – creating safer, more welcoming journeys and laying the groundwork for long-term improvements in public transport safety.

Stoke project summary

	Approach to running the scheme
Established partnerships	- Stoke-on-Trent City Council are the lead and work closely with Staffordshire Police - existing partnerships with local bus operators
Difference in rail and bus networks	- 2 main identified bus stations and associated bus networks
Approach to recruitment	- recruited internally
Training	- utilised Dorset Police for CSAS training provision
Delivery style	- to be confirmed
Known difficulties	- difficulty recruiting full allocation of TSOs - additional resource pressure on existing staff resources at Stoke-on-Trent City Council

Enhancing passenger safety in the West Midlands through the TSO programme

Transport for West Midlands, the public body responsible for managing and coordinating transport services across the West Midlands metropolitan region, has long recognised the importance of safety in encouraging public transport use. Despite a comprehensive network of buses, trains and trams, public perception of crime and anti-social behaviour remains a barrier to using public transport.

In response, TfWM launched its transport safety officer (TSO) programme in 2021, deploying a team of accredited officers empowered through CSAS and RSAS to operate across all transport modes. These officers not only provide reassurance and visibility but also play a vital role in traffic control during major events, helping to keep the key route network flowing.

As part of DfT’s national ASB pilot, TfWM expanded its team with 3 additional TSOs focused specifically on tackling violence against women and girls. All officers received specialist training to improve the experience of female passengers and raise awareness of safety issues across the network.

Early findings highlighted the following insights:

• officers required further training to identify signs of VAWG-related incidents
• public awareness of the TSO role was limited, though growing
• transport operators were enthusiastic about the presence of TSOs on their services
• officers consistently returned valuable intelligence to police and TfWM tasking teams

The programme has delivered tangible successes:

• 13 medical interventions carried out by TSOs
• over 1,000 women and girls engaged, with safety advice and signposting to support services
• commissioning of a women’s safety report to inform future strategy
• a female TSO featured in a public video, showcasing her role and impact
• training delivered in partnership with the Suzy Lamplugh Trust and Calico, including immersive VR experiences to understand female perspectives on public transport

Challenges remain, including:

• recruiting female officers to reflect the diversity of passengers
• accessing VAWG-specific intelligence to guide patrols
• sourcing appropriate training materials
• maintaining high brand recognition – currently at 83%, with passengers reporting increased feelings of safety when aware of TSOs

Looking ahead, TfWM is committed to:

• applying for CSAS accreditation for the West Midlands Combined Authority
• securing mainstream funding to expand the team to 12 TSOs
• transitioning TSOs into permanent WMCA staff roles following the end of the current security contract in 2026

The TSO programme in the West Midlands is not just a safety initiative – it’s a proactive, intelligence-led approach to building trust, improving passenger experience and making public transport safer for everyone.

TfWM project summary

	Approach to running the scheme
Established partnerships	- existing partnerships within the West Midlands Combined Authority - other key stakeholders identified and engaged
Difference in rail and bus networks	- metro, bus and rail interchanges and associated network
Approach to recruitment	- utilised a third-party service provider for the recruitment, training and provision of TSOs
Training	- mix of internal training and that conducted by third-party service provider
Delivery style	- engage, educate and enforce
Known difficulties	- lack of understanding and information about VAWG incidents and reporting - requirement to update the existing travel documents to reflect focus on VAWG

Pilot schemes contact

For specific information regarding any of the pilot sites, please contact Paul Franks (paul.franks@tfwm.org.uk).