Knowledge transfer has been at the centre of David’s career strategy. It provides a focus and direction for his research, grant applications, publications, teaching, and major administrative roles. Through it he has a significant involvement in knowledge creation and transfer in conjunction with various partner organisations, such as the UK Foreign and Commonwealth Office, the NHS, Deloitte, PricewaterhouseCoopers, The Manufacturing Institute. David has also led related modules in Executive Education, working with companies such as TATA, BP, JCB, BAE, etc.

Consultancy and advisory roles

Rail Management Training for the Colombian Government (Transport)
• Successful tender to the UK Secretary of State for Foreign & Commonwealth Affairs as represented by the British Embassy in Bogota, Colombia (Colombia Prosperity Fund Programme).

• Production, facilitation and delivery of 28-hours of ‘Rail Management Training for the Colombian Government’ spread over four-days in Bogota, Colombia, providing a credible course for participants that capitalises on UK rail expertise. The course was delivered at Javeriana University in Bogota. 

COMMUNICATIONS / PRESS
• The following are the evidenced formal communications and press pieces following the successful training partnership and delivery:

• El Tiempo on the Sunday Edition
https://www.eltiempo.com/bogota/trenes-de-cercanias-la-revolucion-econo…

• Universidad Javeriana, Bogotá, Colombia
https://www.javeriana.edu.co/noticias/noticias?aID=11449513&tID=22767#…

• Manchester Metropolitan University
https://www2.mmu.ac.uk/news-and-events/news/story/12049/

• Railway Gazette International published the press release
https://www.railwaygazette.com/research-training-and-skills/universitie…

• Greater Manchester Chamber of Commerce, Strategy for Breakfast, keynote speaker, 13 Nov 2019
• https://www.eventbrite.com/e/strategy-for-breakfast-with-professor-davi…

• Journey to Excellence, True North Excellence, July 2019
Manchester UK, Topic: Why process excellence transformation fails in organisations, keynote speaker, *All expenses paid, https://jte2019.com/

Keynote Activity

• Keynote speaker – Strategy for breakfast? Made Smarter Induction Day 1: Measuring Good Dividends
• Keynote speaker – Promotion of Management Knowledge Transfer Partnerships - invited by the ‘Knowledge Transfer Network’ to create content for national marketing campaign promoting Management KTPs.
• Rail Management Training for the Colombian Government, Successful tender to the UK Secretary of State for Foreign & Commonwealth Affairs as represented by the British Embassy in Bogota, Colombia (Colombia Prosperity Fund Programme).
• Keynote speaker – Greater Manchester Chamber of Commerce, Strategy for Breakfast, November 2019
• Keynote speaker – Journey to Excellence, True North Excellence Annual Conference, July 2019, Manchester UK, Topic: Why process excellence transformation fails in organisations
• Invest Northern Ireland, Belfast, invited session on ‘Cultural change and leadership: the competitive edge?’
• Magnificent Seven Management Training Programme: Led the bid and the delivery team for the 5 year NHS Development programme for South West Yorkshire Primary Foundation Trust
• Leadership in the NHS Session (delivered twice per year over 5 years) Led and facilitated pre, during and post-delivery design days with BP senior executives
• Cummins Turbos, Innovation Management in the 21st Century
• NHS – Magnificent Seven Progarmme Pilot Leader: Module leader for ‘Leadership’ session
• JCB Ltd, Operational Excellence Module: Module Leader
• Invited Guest Speaker at Regatta Ltd Annual Conference, session on ‘The Challenge of Operational Excellence’
• ‘Open Programme’ High Value Manager Module on Operational Excellence (multiple deliveries per year)
• Pearson VUE, Operational Excellence Module: Programme Leader; Two-day programme developed for SITA Ltd, as part of their ‘High Value Managers’ course
• SITA Ltd, Operational Excellence Module: Programme Leader; Two-day programme developed for SITA Ltd, as part of their ‘High Value Managers’ course
• Brunner Mond, Operational Excellence Module: Programme Leader; Two-day programme developed for Brunner Mond, TATA Group, as part of their ‘High Value Managers’ course

Government and industry projects

David is a leader within the UK in Knowledge Transfer Partnerships (KTPs). Find below brief details of the impact of the specific programmes, including substantial savings and other benefits.

KTP: ‘Transport information digitisation’, Rasic Ltd
(Grant Holder: £160,000/ Primary Investigator), from Jan 2020
KTP – Rasic Ltd, Nov 2020 to Oct 2022
Their deployment of the Rail Demand Information System (RDIS) will be the fastest ‘national’ deployment of a system in the history of UK rail. Need to address their organisational structure, strategic thinking and tactical decision-making when bringing products to market and establishing operationalisation routes. This will address inefficiencies, eliminate waste, duplication and improve product value via process optimisation, their digital agility, and future competitive advantage.

RKE: Enhanced SCRUM methodology, Deluxe Beds

(Grant Holder: £16,000/ Lead Academic), from Apr 2020, 6 months
Deluxe Beds, Huddersfield: Improved Operational Agility Utilising SCRUM - Partially IIEF Funded. Due to COVID-19 causing supply chain disruption and a temporary production shutdown the project takes the opportunity to focus on developing business resilience and enhancing operations systems.

KTP 11885 – Russell IPM Ltd, Jan 2020 to Jan 2022 (£160,000)
Dr Iain Reid and Professor David Bamford have partnered with agriculture company Russell IPM and been awarded funding for a 30 month project. The Knowledge Transfer Project will adopt Industry 4.0 thinking to design a transformed manufacturing system using operational agility, mass customisation, simulation modelling, intelligent supply chain methodologies and decision support systems. All focused on developing smarter business operations for Russell IPM.

Deluxe Beds: Improved Operational Agility Utilising SCRUM - Partially IIEF Funded (£15,000)
Deluxe Beds, Huddersfield, in strategic collaboration with Manchester Metropolitan University.  The initial plan was to focus on operations efficiency utilizing an enhanced SCRUM methodology through the ‘Research and Knowledge Exchange’ funded scheme. However, due to Covid-19 events causing supply chain disruption and a temporary production shutdown the project took the opportunity to focus on developing business resilience and enhancing operations systems to keep serving customers.  The link on Deluxe Web site: https://deluxebedsltd.com/2020/05/12/collaboration-with-manchester-metr…

KTP: deliver improved Operational Agility, Deluxe Beds

(Grant Holder: £123,000/ Lead Academic)
Deluxe Beds Ltd is a UK based beds and mattress manufacturing company located in Huddersfield, West Yorkshire. Deluxe has a turnover of £6.2M and employ 93 personals (including part timers). The KTP project delivers improved Operational Agility enabling the management team within the business to achieve their ambitious profitability targets. The project also present opportunities for identifying SCRUM thinking through developing bespoke learning solutions through ‘value optimisation’ and strategic process improvement.

Project Stefano (Building an IT infrastructure to transform the Rail Industry’s capacity for innovation)
(£40,000/Lead Academic)
InnovateUK = Project Stefano; part of a joint £1.7M project with the University of Huddersfield ‘Institute for Railway research’. The Business School elements = Project Case Study; Thought Leadership; Mapping the Research Agenda; Stakeholder Management; Future Funding. Communication and Dissemination: Project journal; Lessons learnt log. Exploitation requirement: Accessing funding; Business models.

KTP: ‘Lean Law’: To create and embed service modularity in legal services through lean and agile practices in order to deliver significant business growth, LCF Law
(Grant Holder: £123,000/ Lead Academic)
LCF is a UK based law firm with expert solicitors in four locations across Northern England: Leeds, Bradford, Harrogate and Ilkley. With a £7M turnover.
Project = ‘Lean Law’: To create and embed service modularity in legal services through lean and agile practices in order to deliver significant business growth.
The legal profession is traditionally conceived of as slow-moving, incremental & conservative (Sieh, 2010). As a result there are a number of opportunities to develop service operations within the legal profession including: increased client demand for ‘better’ service quality, lower cost & the concept of fixed fee. To remain competitive law firms will need to better understand their business. With better skills & techniques in cost accounting, project management & workflow analysis (Tsolakis, 2014).
The KTP presents an opportunity for determining the specific knowledge gaps & developing bespoke learning
solutions & knowledge exchange with the team at the University of Huddersfield for practicing lawyers, with the emphasis on the following:
1. The concept of ‘Leaner Law’, supply chain design & simulation modelling, to improve efficiency & thereby profitability & growth.
2. Service modularity principles: to control variety & increase interchangeability in a turbulent environment.
3. Levels of customer contact (i.e., lots of face to face interactions) & changing delivery specifications (i.e., every case is different).
4. Improving professional service operations management - current processes emerge as a consequence of ‘professionals’ making judgments about what constitutes an appropriate outcome & process steps which are essentially fluid in character.
5. Using the KTP to convert some aspects of opinion based law towards a commodity basis.
6. Clear integration of their legal service, standard operating procedure & service operations into the strategic plan for business process development & customer relationship management. To allow for future increased volume, scale & variety of service provision & case management.

KTP: The transfer and implementation of agility system, tools and techniques to realise ambitious, business critical, lead time reduction, Reliance Precision
(Grant Holder: £123,000/ Lead Academic)
Reliance Precision developed and embeded new methods and systems for design, control, and execution of improved manufacturing systems and supply chains operationalisation. The new systems were fully integrated into the company and delivered a defined, quantifiable reduction of cycle time and increase in operational profitability. The close collaboration between the company and the University partner continue and the company’s continued transition towards being an evidence-based/research led business will be nurtured via the academic contacts.
The direct short to medium term effects of the partnership created the following outcomes for the company:
• The creation of a new way of working delivered significant turnover, growth and increased profits and enhanced the impact of current services;
• A shift from tactical delivery of components to longer term, strategic, facilitation of the company’s enterprise resources;
• Enhancement of the company’s reputation as a leader in the sector;
• Enhancement of the company’s relationship with a world leading academic group;

KTP: create and embed innovative management and business processes to enhance planning, design and execution of the supply chain, acdc Lighting
(Grant Holder: £123,000/ Lead Academic)
Throughout the KTP project, the company developed and embedded new methods and systems for design, control, and execution of improved supply chain and operationalisation.
The direct short to medium term effects of the partnership created the following outcomes for the company:
• Significant turnover, growth and increased profits and will enhance the impact of current services;
• Embedding knowledge and understanding of advanced supply chain application across the company and through the supply chain partners;
• Increased number of new customers and larger contracts with existing customers due to improved capacity, effectiveness and efficiency;
• Retaining and increasing the company’s market lead by providing solutions and services to customers that cannot be provided by their competitors.

Department of Health, NHS - Innovation Compass Research
(Grant Holder: £35,000 / Lead Academic / Supervisor)
Research investigation project to assess the evidence of impact for the Innovation Compass (an innovation assessment tool) across a representative section of the Yorkshire and Humber NHS Region. The scope of the research was to use a combination of Quantitative and Qualitative methodologies to assess impact. A number of CCGs and provider
organisations took part in the research.

London2012 Paralympics Research Project
(International Paralympics Committee Research Fellow, 2012-2013)
Research interests focused towards operations improvement strategies, specifically in: the application of Operations Management theories in the service sector; strategic organisational change; leadership and quality management; and sports operations management - led a research team at the London 2012 Paralympics which assessed athletes perceptions of the operational resources.

ESRC Knowledge Exchange Project: The dissemination and implementation of strategic Lean thinking and decision making optimisation within the NHS
(Grant Holder: £105,962 / Lead Academic / Supervisor)

This dissemination project will distribute further the findings and methodologies developed during five years of Knowledge Transfer Partnership (KTP) collaboration with the National Health Service (NHS), each funded in-part by the ESRC.
This project will sustain and disseminate among the network of NHS partners the methodologies to enable the implementation of Lean thinking within the areas outlined. Furthermore, from the three KTPs, it was established that internal decision making processes were often the bottleneck activity, and linked with the root cause of the waste as defined by the Lean paradigm (Bamford, 2010). The dissemination of these models and frameworks will enhance the transparency and the robustness of the decisions to streamline these processes and generate cost reduction. This project will show that by implementing a Lean approach the complex decision making processes can be challenged and improved.

Objectives and outputs
1. Design mechanisms to create a network in order to disseminate the bespoke decision making processes from NHS Bradford and Airedale to other NHS Trusts and organisations.
2. Tailor Lean thinking methodologies and models to disseminate them within logistics and transportation systems, strategy deployments and development of future NHS healthcare infrastructures.
3. Verify the conceptual models and frameworks robustness by supporting the decision making of other NHS Trusts in the UK.

Collaboration for Leadership in Applied Health Research and Care (CLAHRC) for Greater Manchester - NHS National Institute for Health Research (NIHR) and ten Greater Manchester Primary Care
(£731,087 - Lead Academic for Stroke Theme / Supervisor - Implementation of national stroke strategy)
The NIHR Collaboration for Leadership in Applied Health Research and Care (CLAHRC) for Greater Manchester was a partnership of NHS Trusts and the University of Manchester to carry out high quality applied NHS research and ensure that it is delivered to enhance patient benefit in the NHS. The work was focussed specifically on implementing evidence to benefit patients with stroke, diabetes, heart disease and chronic kidney disease, to develop and improve services for patients. Over five years the CLAHRC team worked as part of the NHS across the Greater Manchester conurbation to support staff and patients to enable change

Working with the NHS involved:
• Engagement of partners
• Facilitating communication
• Flexibility in adapting to local priorities
• Use of improvement approaches
• Emphasis on the use of data
• National engagement
• Working within the university
• Patient and public involvement

Key output from Stroke project was the GM-SAT Tool. Objective: To develop and embed the Greater Manchester Stroke Assessment Tool (GM-SAT), a structured evidence based needs assessment tool, in a community setting and its acceptability to stroke patients and their carers. Primarily assessing the needs of stroke patients six months post incident.

KTP: Multi-agency healthcare provision and premises provision, Bradford NHS Trust
(Grant Holder: £122,972/ Lead Academic / Supervisor)
The project helped the Trust to model, plan and embed the required health and social care services in the optimum location to meet the needs of the local population based on demographic and public health intelligence. This impacted the siting, design, construction timing and management of premises of demographic, epidemiological and sociogeographic changes affecting the future demand for healthcare provision, and resulted in major improvements in effectiveness, efficiency and quality of healthcare service provision. This project embedded a permanent change to the way premises and facilities were strategically designed and deployed.
This project gave the trust new tools and processes, e.g.:
• A transparent framework for the integration of services with partner organisations
• Centralised, comprehensive database of all facilities, premises and services
• Links into mapping tools to help in the siting of new premises and services
• Processes and procedures to integrate premises siting and attribute considerations into the operational planning of healthcare provision.

KTP: Business Strategy development, Bradford NHS Trust
(Grant Holder: £122,972/ Lead Academic / Supervisor)
There are no planning or modelling tools available for in use in NHS Trusts to help them to respond to the new and evolving performance measures, and in particular to respond to the changes in demand patterns for NHS treatment. Strategic planning is only done centrally, in London, and it needs also to be done at PCT level. Changes, eg in government policy, require changes to be made to the planning models used at departmental, PCT and Trust level (e.g. deep cleaning, single sex wards), so installing a planning system without embedding the expertise to develop and modify it would not be sustainable. Hence the tPCT needs new strategic tools such as:
• A map/model of future demand requirements
• A model of healthcare provision for the next five years
• A strategic healthcare capacity and demand forecasting model
• It also requires predictive flexibility in the developed capacity management systems.

The work carried out includes: (outputs in bold)
• reviewing and reporting on existing forecasting procedures and practices, with respect to best practice both within the NHS and elsewhere
• reviewing and reporting on future healthcare demand trends and predictions
• identification and implementation of quick fixes for “obvious” problems identified during the review and research phases
• researching and creation of business planning models for clinical specialties
• identification of the problems and issues associated with the adaptation of predictive capacity forecasting and utilisation methods
• the devising of a plan for a phased implementation of capacity forecasting and utilisation methods
• implementation of the plan, initially using pilot areas (either from within BAtPCT’s own autonomous provider organisation or from suitable Hospital Trust service providers to BAtPCT) for a proof-of-concept project. This will involve the adaptation and refinement and manipulation of forecasting models and service provision models
• roll-out of the methodology across BAtPCT and its service providers, which will involve the embedding of knowledge and expertise to create and modify models
• the creation of materials and infrastructure to enable the roll-out of the capacity forecasting and utilisation method approach within the wider NHS

KTP: Logistics and services review at Bradford NHS Trust
(Grant Holder: £112,973 / Lead Academic / Supervisor)
The project aims to increase the effectiveness and efficiency of healthcare provision by getting “the right patient, the right equipment, the right healthcare worker to the right place at the right time for the right treatment to be carried out in the right way.”
Bradford NHS Trust is benefiting as follows
• Expected direct overall saving in logistics conservatively estimated at £280,000 per annum (with more to follow subsequent to post-project roll-out across allied areas)
• improved health care service provision and improved access across all socio-economic and ethnic groups
• improved patient choice and experience
• accessible, up-to-date logistics management information
• an integrated logistics function with more effective use of resources
• overall improved health for the local populations

This Programme will help to maintain the first-hand involvement of the School and its staff in real management issues in an increasingly important area of management research (the healthcare sector). It will help to reinforce the development of its research interests in Operations Management in line with its strategic plans. Public sector organisations in general and the health sector in particular are of great interest to MBS, as they present an opportunity to adapt lessons learned in other settings to a developing field.

KTP: Improving transport services at NHS York Hospitals Trust (YHT)
(Grant Holder: £99,044 / Lead Academic / Supervisor)
The programme involved the development and application of process mapping, redesign, capacity management and performance measurement tools and techniques in a unique operating environment (public sector healthcare), which has an unusual combination of requirements and constraints.
There are many realised benefits of the project. The main achievement is the development of a detailed, fully informed Transport Specification to provide cost savings and support the activities of the Trust by improving efficiency and flexibility. Enhanced transport flexibility gives a number of significant benefits, for example a reduction in delayed discharges should enable;
1. Cost savings as patients will not spend unnecessary nights in hospital waiting for transport.
2. Reduced risk to the patient from spending fewer nights in hospital (reduced risk of re-infection, reduced risk of falling as the hospital environment is unfamiliar)
3. Transport available to transfer the patient to a more appropriate level of care
4. Improved use of resources
5. Reduced length of stay, therefore bed available for other patients

E.g. As a result of the redesign of patient services at Easingwold Satellite Renal Unit, there has been a measurable cost saving attributable to the project within the two years. The service was redesigned mid-way through 2005; there was a fall of 34% (£62,000) in the expenditure on patient transport for the renal unit between 2004/5 and 2005/6. A 15% fall in the cost of the hospital transport contract equated to an annual saving of £122,961 and a 50% fall in the level of ad hoc journeys equated to annual savings of £206,440.

Capacity issues at outpatient clinics – North Cheshire & Central Manchester NHS Trusts
(Grant Holder: £99,044 / Lead Academic / Supervisor)
The programme resulted in many successes, outlined below:
• Reduction in DNA rate in Medicine from 11.78% to 6.15% (by December 2005) and in Gastroenterology from 14.74% to 5.72% (by December 2005). This represents a cost saving of around £250,000
• Reduction in hospital-caused cancellations in General Medicine and Gastroenterology from 4315 to 247. This represents a cost saving of around £400,000
• Reduction in the number of patients that get more than 1 follow-up appointment.
• Reduction in Waiting List Initiative Clinics (which had previously cost the Trust £273,000 pa). These were necessary to add capacity to bring down waiting lists to below the required targets
• Implementation of Balanced Scorecard performance measurement system for the Outpatient Department. This facilitates the provision of focused, relevant management information in a timely manner to improve management decision-making
• The success and importance of the work has been recognised by inclusion in the Trust’s annual report
• A & E Department redesign for Pennine Acute Hospitals NHS Trust

Improve performance and resource utilisation in radiology service at the Pennine Hospitals NHS Trust
(Grant: £213,140/ Supervisor)
The programme resulted in many successes, outlined below:
• DNA (Did Not Attend) reductions, giving savings of £90K pa in Radiology
• In-patient Ultrasound wait reduced by 3 days (60%) – a saving of up to £890K pa in bed occupancy.
• Outpatient waits for Ultrasound significantly reduced - Urgent General appointments from 34 – 6wks, Routine General appointments from 43 – 27wks: no cancer patient or child waits more than two weeks
• New, much improved “One stop breast Clinic” service introduced
• Justification of additional staffing requirement in Speech and Language Service
• Implementation of a Trust-wide bed capacity management framework, including justification of a dedicated capacity management function
• The success and importance of the work has been recognised by inclusion in the Trust’s annual report

Knowledge transfer has been at the centre of David’s career strategy. It provides a focus and direction for his research, grant applications, publications, teaching, and major administrative roles. Through it he has a significant involvement in knowledge creation and transfer in conjunction with various partner organisations, such as the UK Foreign and Commonwealth Office, the NHS, Deloitte, PricewaterhouseCoopers, The Manufacturing Institute. David has also led related modules in Executive Education, working with companies such as TATA, BP, JCB, BAE, etc.

I have capacity to supervise doctoral students from September 2025 in the areas of:

• operations management - across all sectors
• supply chain management
• transport 
• sports operations management

Current PGR Supervision:

PhD: On-pitch use of sports data 

PhD: Crowd Science

PhD: Innovation management in higher education
 

Past PGR Supervision:

DBA: Transfer of Technology in Nigerian Farming
PhD: Railway Sector Innovation
PhD: Sports data / digital
PhD: Lean law
PhD: Leadership and supply chain management
PhD: Pharmaceutical Supply Chains in Healthcare
PhD: Knowledge Management in Think Tanks
PhD: Project Management in the 3rd Sector
PhD: Innovation and the stage gate model in Thailand

PhD: Servitisation in Construction

PhD: Multi-criteria decision analysis (MCDA) in Healthcare
PhD: The Implications of Applying Total Quality Management (TQM) on E-Service
PhD: Multi-criteria sustainability assessment integrated product quality perspective: A framework for the sugar cane sector
DBA: Thailand’s basic quality management system requirements for small and medium sized enterprises
PhD: Measurement of SMEs: The case of Brunei Darussalam
MPhil: An Empirical Investigation into the Application of Operations Management Principles to Healthcare Delivery
MPhil: Business and operations strategy development in UK healthcare
MPhil: Healthcare capacity planning and control within the NHS
MPhil: Strategic Decision Making in Healthcare

Media appearances or involvement

MCR Met Talks
• Created the idea for the ‘MCR Met Talks’ – our version of TED Talks – managed the creation of content.
• Mcr Met Talks is a series of talks hosted by Manchester Metropolitan University’s Faculty of Business and Law. It will showcase the work the faculty does, as well as how it is transforming lives, businesses and communities.
• https://www.youtube.com/user/ManMetUni

• MCR Met Talks:Com share our enthusiasm: https://www.youtube.com/playlist?list=PLAyTXzeOY8UiIxRCqkMlsZCVWCoAueGOS

Mayers, M, & Bamford, D (2023) Smart passengers? Designing information systems for Generation Alpha…, Transport Times, https://www.transporttimes.co.uk/news.php/Smart-Passengers-Designing-in…

Placing passengers at the centre of the information (2023): https://news.railbusinessdaily.com/?p=75030&draftsforfriends=fJriGlRHej…

Smart Passenger Briefing Paper: https://www.mmu.ac.uk/sites/default/files/2023-05/RKE-Smart-Passenger-R…

Smart Passenger White Paper: https://www.rasic.co.uk/post/smart-passenger-understanding-public-trans…  

Data analytics in the sport sector, https://www.mmu.ac.uk/news-and-events/news/story/?id=15965

Creating more sustainable power for steam railways!: https://www.mmu.ac.uk/news-and-events/news/story/?id=15813

https://www.linkedin.com/feed/update/urn:li:activity:703417748771038003…

New world-leading research project on crowd science: https://www.mmu.ac.uk/news-and-events/news/story/?id=15929  

https://www.linkedin.com/in/david-bamford-a0a0636/recent-activity/share…

Mayers, M, Shah, R and Bamford, D (2022) 21st Century Transport Innovation…?: How the UK is leading the world through real time data analytics and agile operational response, Transport Times, https://www.transporttimes.co.uk/news.php/21st-Century-Transport-Innova…

• Tudor, J and Bamford, D (2021) how COVID-19 has transformed the way manufacturers operate, https://www.mmu.ac.uk/news-and-events/news/story/14457/
• Mayers, M, Bamford, D, Rincon, N (2021) Los vehículos autónomos y compartidos nos ahorrarán tiempo, dinero y emisiones: ¿estamos preparados?, The Conversation, (https://theconversation.com/los-vehiculos-autonomos-y-compartidos-nos-a…)
• Mayers, M & Bamford, D, (20/05/2020), How coronavirus could usher in a new ‘golden age’ of rail travel (https://theconversation.com/how-coronavirus-could-usher-in-a-new-golden…)
• Mayers, M & Bamford, D, (30/10/2019), Decarbonising Britain’s railways demands urgent action – here’s how it could be done, The Conversation (https://theconversation.com/decarbonising-britains-railways-demands-urg…)
• Mayers, M & Bamford, D, (06/09/2018), When is it quicker to walk, than catch a bus?, The Conversation (https://theconversation.com/when-is-it-quicker-to-walk-than-catch-a-bus…)
• Mayers, M & Bamford, D, (14/08/2018), Transport experts explain why buses come in threes – and which one you should get on, The Conversation (https://theconversation.com/transport-experts-explain-why-buses-come-in…)
• Mayers, M & Bamford, D, (13/08/2018), Five tips to get cheap train tickets – according to transport experts, The Conversation (https://theconversation.com/five-tips-to-get-cheap-train-tickets-accord…)
• (http://theconversation.com/transport-experts-explain-why-buses-come-in-…)
• Mayers, M & Bamford, D, (28/02/2018), Buses could be history sooner than you think – here’s why, The Conversation (https://theconversation.com/buses-could-be-history-sooner-than-you-thin…)
• Mayers, M & Bamford, D, (16/10/2017) The coming transport revolution could deal a death blow to car ownership, The Conversation (https://theconversation.com/the-coming-transport-revolution-could-deal-…)
• Bamford, D, (14/01/2016) Lessons from London: how hosting the Paralympics can make cities more accessible, The Conversation (https://theconversation.com/lessons-from-london-how-hosting-the-paralym…)