Transport for LondonDelivering through partnership
Skip to navigation- People
- Personal recognition
- Industrial relations
- Time to Talk
- London boroughs
- Local Implementation Plans
- Consultation andengagement
- Urban design
- Sustainable procurement
People
TfL recognises that recruiting and retainingcommitted and talented people is critical tobuilding a truly world-class transport system.At the heart of its human resources strategy liesa commitment to equality and inclusion.Throughout 2005/06, TfL took active steps toensure that its workforce better reflects London'sdiverse demographic profile.
During 2005/06, the proportion of Black, Asianand Minority Ethnic (BAME) staff in TfL rose from28 per cent to 30 per cent. Although this figure iswell above the percentage of economically activeBAME people in London, it is not reflected atevery level of the organisation.
To address this imbalance, TfL remains committedto recruiting from Black, Asian and Minority Ethnic(BAME) communities while also investing in thedevelopment of BAME staff on its payroll.LU achieved its targets for BAME and womenin senior management roles, with most otherdiversity indicators moving in the right direction. Bythe end of the year, the overall proportion ofwomen within TfL was 22.3 per cent. Althoughbelow target, this is a significant improvement onprevious years and testifies to the success of aconcerted effort to attract more women to jointhe organisation at every level.
In recent years, TfL has been successful atencouraging more women to take up careers withLU. By the end of 2005/06, for example, theoverall percentage of female train operators was7.4 per cent compared to 3 per cent in 2001.Meanwhile, a recent in-house survey indicated thatthe number of TfL staff reporting a disability isnow just slightly below 8.3 per cent, which is thepercentage of economically active disabled peoplein the Capital. The survey was conducted toprovide a more accurate account of disabledemployees and to overcome previous underreportingof disability status.
TfL is committed to raising awareness of diversityissues, particularly among the organisation'smanagers. March 2006 saw the launch of ValuingPeople Through Fairness and Inclusion, a coursedesigned to give non-operational staff an insightinto social identity strands such as faith, gender,disability, sexual orientation and age that make upthe workplace culture.
Among other initiatives in this area is a continuingcampaign aimed at recruiting more BAME driversto become licensed taxi and private hire drivers.TfL invests extensively in helping its own staffand those employed by its contractors to fulfiltheir professional and personal potential.For example, it has been running two bespokeBTEC qualifications in partnership with London'sbus operators, training providers and trade unionssince 2002.
One course is designed for service controllers, thesecond for drivers. With around 24,000 frontlinestaff on London's buses, bringing them all up toBTEC standard was always going to be a majorundertaking. Yet by the end of 2005, all currentdrivers with at least a year's experience had passedthe drivers' course.
LU's Managing Diversity Competence Programme(MDCP) has been instrumental in equipping itsmanagers to understand and meet the needs of allits customers while ensuring that its culture iswelcoming and inclusive to everyone. In April2005, the programme received a vote ofconfidence at the highest level when it was votedthe overall winner in the public sector category atthe Opportunity Now Awards.
In relation to the provision of public services in itsHead Offices, under Part three of the DisabilityDiscrimination Act 1995, TfL focused on addressingareas of building and space infrastructure that arebarriers to access. Accordingly, the emphasis hasbeen on providing step-free access to buildingswhere public services are provided.
TfL has also undertaken improvements toassociated systems such as automatic dooropening. In relation to staff areas, under Part twoof the Disability Discrimination Act 1995, theemphasis has been on improvements foremployees who experience barriers tocommunication and access to information.
Among other work, this has involved providingimproved signage, induction loops and lightingupgrades in critical areas such as escape routes.
Personal recognition
Several TfL staff members were recognised in theQueen's New Year's Honours List 2006 for theircourageous and professional response to the 7 Julybombings. TfL Commissioner Peter Hendy, who wasManaging Director of Surface Transport at the timeof the attacks, and Tim O'Toole, Managing Directorof LU, both received the CBE. David Boyce (LU),John Boyle (LU), Alan Dell (London Buses), PeterSanders (LU) and Timothy Wade (LU) receivedthe MBE.
Industrial relations
TfL recognises that good industrial relations withall employees and trade unions are critical to thedelivery of day-to-day operations and theInvestment Programme. To help ensure the longtermstability of London's transport system, TfLstrives to develop sound relations with thesestakeholders through clarity, consultation andnegotiation, and abiding by agreements once itmakes them.
TfL is developing a consultation and negotiationframework that provides clarity on recognition andrepresentation across TfL Corporate, London Railand the non-operational areas of SurfaceTransport, as well as establishing a formalstructure for engagement between TfL and theseven recognised trade unions.
They are Amicus, the National Union of Rail,Maritime and Transport Workers (RMT), Prospect,the Public and Commercial Services Union (PCS),the Transport and General Workers Union (TGWU),the Transport Salaried Staffs' Association (TSSA)and Unison.
Arrangements are underway to establishconsultative groups at local level and the collectivebargaining structure at TfL Group level. Using thisas the basis for pay discussions, TfL was able toagree a three-year pay deal for core staff in Marchand, outside LU, there were no disputes over payand conditions.
While 2005/06 was largely a constructive year forindustrial relations at LU, it was regrettable thatone dispute, involving RMT station staff members,led to some station closures on New Year's Eve2005 and on 8-9 January 2006, although in bothcases the disruption caused was minimal.
This dispute related to the implementation of newworking rosters in preparation for the introductionof the shorter working week in February 2006.These rosters were introduced as originallyplanned - with more visible customer-facing staff- after the dispute was satisfactorily resolvedthrough negotiation.
A dispute concerning booking-on arrangements forDistrict line drivers that had led to the cancellationof a small number of trains over a period ofseveral months was also satisfactorily resolvedafter negotiation.
Towards the end of 2005/06, LU openednegotiations with the unions over a multi-year payagreement to build on the success of the previoustwo-year agreement, which expired in March 2006.
'Time to Talk'
The launch of LU's 'Time to Talk' programme inNovember 2005 demonstrated a strongcommitment to reinforcing trust betweenmanagement and staff through a shared vision.The programme, comprising 23 two-hour meetingsover two weeks, was led by LU's ManagingDirector Tim O'Toole and Chief Operating OfficerMike Brown. It was also timed to enable theorganisation to reflect on the events of 7 July andthe staff's response to them.
Among other objectives, 'Time to Talk' set out toexplain how operating a world-class Tube meantcombining a reliable, clean and safe service withhigh-quality customer care that reflects valuesembedded in the Underground's rich heritage. Themeetings also considered how to make theUnderground a better place to work.
Seventy-two per cent of participants whosubmitted feedback indicated that they found the'Time to Talk' events useful, while 76 per centindicated that the programme gave them a clearerunderstanding of the challenges facing LU.
In total, 9,300 LU staff members took part in'Time to Talk'. Together, they submitted a total of3,600 questions as part of an initiative that willhelp to shape LU's staff engagement agenda forthe next two years.
In recognition of this achievement, 'Time to Talk'won the International Visual CommunicationsAssociation (IVCA) Live Events Gold Award inMarch 2006. These awards are given to initiativesthat represent the highest levels of corporatecommunication.
London boroughs
Close co-operation between TfL and London's33 boroughs is critical to the delivery of the MTSand the Mayor's wider objectives. During 2005/06,TfL spent £162m towards funding the boroughs'transport initiatives through the Borough SpendingPlan (BSP) process.In December 2005, the Mayor announced a totalof £159m for the boroughs for the 2006/07 BSPsettlement. This funding covers a range of localtransport improvements across London, includingSafer School Routes, road safety schemes,improvements to local town centres, roadmaintenance and walking and cycling schemes.
The BSP-funded highlights for delivery in 2006/07include the Acton Town Square project, which willenhance the existing public space, and thePlaistow Town Centre scheme, which supportsGovernment efforts to regenerate the area underthe New Deal for Communities programme.
The 2006/07 allocation also earmarked £29.4m tofurther reduce casualties on London's roads, whileinvestment in cycling and walking rose from £12mto £15m, with a 28 per cent increase in funding forthe London Cycle Network.
As the local planning, highway and trafficauthorities, the boroughs play an important role indelivering improvements to London's transportsystem and work closely with TfL to provide arange of local initiatives, such as road safetyschemes, town centre improvements and walkingand cycling projects.
The TfL Borough Partnerships team is responsiblefor managing the statutory strategic transport,planning and major projects consultationprocesses between TfL and the boroughs.
The team is also responsible for the overallcoherence of TfL funding for the boroughs; a rangeof area-based, sustainable and accessible transportprogrammes in the boroughs; and ensuring TfL'srelationships with these key partners remain asrobust, transparent and productive as possible.
Joint initiatives such as the TfL-Boroughs JoinedupWorking Group (TBJG), launched in September2005, are an example of this partnership approach.
Local ImplementationPlans
In November 2005, Kingston became thefirst London borough to submit its LocalImplementation Plan (LIP) for the Mayor's approval.In March 2006, the Mayor approved Kingston's LIP,another first in London. By the end of the samemonth, he had also approved LIPs from Camdenand Hammersmith & Fulham. The remainingboroughs were on schedule to follow suit duringthe remainder of 2006, most of them by thesummer. This achievement marked an importantdevelopment in the relationship between TfL andthe London boroughs in their combined efforts toimplement the MTS.
LIPs are documents required under the GreaterLondon Authority Act 1999. They are designedto set out how each borough will deliver the MTSin their area.
Drawing them up demanded closeco-operation between TfL and the Londonboroughs over an extended period, as draftswere prepared, widely consulted upon and thenrevised before submission for Mayoral approval.Their implementation is set to deliver a numberof important benefits.
Borough LIPs, for example, will now have astrategic mechanism for ensuring the continueddelivery of well-integrated transport improvementsacross London. Each LIP will address key prioritiessuch as improving accessibility; safety and security;reducing traffic congestion; improving bus services;and developing local initiatives.
TfL is currently working with the boroughs tointegrate the LIPs process with the BSP process,the mechanism that allocates transport funding atlocal level. The aim is to enhance an alreadyimpressive record of borough delivery and reducethe administrative demands of these processes, asoften requested by boroughs.
Consultation and engagement
Consultation with key stakeholders and the widerpublic remains fundamental to the way TfLoperates and improves the organisation's decisionmakingprocess. During the year, TfL's ConsultationUnit sought external feedback on a range of highprofileissues including the westward extension ofthe Congestion Charging zone, the West LondonTram, plans to run the Tube for an extra hour onFriday and Saturday nights, the Low Emission Zoneand the East London Transit.
In addition, TfL continues to carry out regular,smaller-scale consultations on local issues such asbus route changes.
In November 2005, the PCO consulted on signageon private hire vehicles and prepared for aconsultation on the licensing of pedicabs.
TfL's involvement in setting up the North OrbitalRail Partnership (NORP) is another example of theimportance it attaches to engaging externalpartners. NORP represents the 17 Londonboroughs served by the North London Railway,which is currently managed by Silverlink Metro.
Led by Brent Council, the group is working toensure investment in the line delivers realimprovements, particularly between GospelOak and Barking. Its links with TfL will becomeparticularly important once TfL takes over themanagement of the North London Railway inNovember 2007.
In addition, TfL continues to engage the Londonboroughs at senior level, both through itsmembership of the Association of LondonGovernment Transport and EnvironmentCommittee (ALG/TEC) and through regularmeetings.
TfL's Commissioner and Chief Officers continuedtheir cycle of meetings with elected officers of theALG/TEC and borough chief executives alongside aprogramme of visits to individual boroughs andborough partnerships.
TfL engaged with a wide range of stakeholders on'Rail 2025', which sets out a long-term vision forrail travel in London, and on a parallel study intothe likely demands that London's continuinggrowth will have on the Capital's road network.Along with 'Rail 2025', this study has now beenincorporated into the T2025 project.
TfL's links with the companies that operateLondon's bus fleet continue to improve. It alsocontinues to forge strong relationships with theCapital's TOCs as well as the wider rail industry.Meanwhile, the strength of TfL's relationship withthe BTP and the Met was vividly demonstratedduring and after the events of 7 July.
TfL places equal emphasis on building robustrelationships with the diverse communities thatrely on its services. As reported on page 40, theEast London Line extension contracts ensure thatsuppliers attach as much importance to diversityand community relations as TfL does. Confidentthat this will deliver positive benefits, TfL iscommitted to extending this approach and sharinglessons learnt with other members of the GreaterLondon Authority (GLA) family and the OlympicDelivery Authority (ODA).
Urban design
TfL's Urban Design team continued to reinforcelinks within TfL and with the London boroughs,professional design bodies, other members of theGLA family and Urban Design London. This newlyestablishedjoint body, involving the ALG and otherorganisations, shares TfL's commitment toimproving the look, feel and quality of London'spublic spaces.
In line with this commitment, TfL and its partnersremain closely involved in the Mayor's 100 PublicSpaces programme. Established in 2002, thispioneering initiative is underpinned by a convictionthat world-class urban design is essential toLondon's development as a world-class city.
Sustainable procurement
In the past year, TfL began implementing the GLAGroup Sustainable Procurement Policy - mostnotably on the East London Line extension, butalso more broadly over a wider range of areas.The policy has been developed to cover supplierdiversity, fair employment, workforce welfare,strategic labour needs and training, communitybenefits, ethical sourcing and environmentalsustainability.
Progressive implementation of the policy acrossTfL's £5bn annual spend has also involved thedevelopment of specific materials to supportsupplier diversity and environmental sustainability.
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