From profit to people: How the Bee network could redefine public ownership

As my colleague Simon Donohue reported back in October, the Bee Network in Manchester has been a standout success story. The results speak for themselves: fares are capped at £2 for a single journey and £5 for a day ticket, passenger numbers are on the rise, and satisfaction is climbing too. There have been some teething problems, sure, but on the whole, services are more reliable, and those bright yellow buses have become a real source of local pride.

For reference, the Bee Network represents Greater Manchester’s bold move to fix its broken bus system. The promise? Cheaper fares, greener buses, and services people can depend on. This week marks a major milestone for the region, as the entire network is now under local control. The routes will stay the same for now, unless public consultation suggests improvements – people ahead of profit.

The goal is to build a transport system on a par with London’s, where passengers can simply tap in and out across trains, buses, and trams. This will make it easier for people to combine different types of travel while still paying the lowest possible fare. The next big step is rolling out the tap-in, tap-out ticket system in mid-March. After that, Mayor Andy Burnham has his sights set on taking control of eight commuter railway lines.

If the Bee Network keeps thriving, it could stand as proof that public ownership delivers better services – raising questions about what else we should take back into public hands. From energy to water, its success could provide the encouragement to think bigger.

There will always be opponents. In Greater Manchester, private bus operators weren’t exactly thrilled about the Bee Network’s move to public control. It challenged their profit-driven business models, and some even launched legal challenges. But claims that public projects are inherently inefficient have been challenged, with the roll out coming ahead of schedule and on budget – a rarity for a project of this scale. The buses are also cleaner, cheaper, and more reliable than they’ve been in decades. 

As for funding, the Bee Network shows that putting public money into public services isn’t a drain – it’s an investment. Affordable and reliable buses encourage more people to use them, which boosts revenue for the service and enhances the region’s productivity by making jobs more accessible.

Granted, delivering a regional bus service is one thing, but taking public control of a national service would be a different challenge. That said, the Bee Network’s success shows the potential for well-managed public ownership to deliver real results. The model – with a focus on affordability, reliability, and accountability – and the phased rollout can be scaled up and applied to other essential services.

Take the water network, for example. The public’s frustration with private water companies is at an all-time high, driven by scandal after scandal of sewage being dumped into rivers and seas while shareholders pocket profits. It’s not hard to imagine widespread support for bringing water back into public hands. Unlike private operators, a publicly run system would be driven by the need to protect our waterways, improve infrastructure, and ensure clean, safe water for everyone – not by short-term profit.

Many of our essential services have been neglected under private ownership, with profit motives often taking priority over long-term investment and public good. Energy, railways, and even broadband could benefit from a similar approach to what we’re seeing in Greater Manchester. The success of the Bee Network is a reminder that public services don’t have to be synonymous with inefficiency or poor management. When done right, they can deliver better outcomes for people and communities, proving that public ownership isn’t just a nostalgic ideal – it’s a viable solution for the future.

The Bee Network isn’t perfect, but it’s a glimpse of what’s possible when we put public good ahead of private profit. It has improved the bus service, but it’s also sparked a bigger conversation about who should own and run the services we all rely on.