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Safety
The safety of everyone who travels or works on London's transport network is TfL's highest priority.Through a combination of education, engineering and enforcement, TfL is committed to creating the safest possible transport system.
Employee health and safety
In 2005/06, major injury rates for employees across all parts of TfL were significantly below the national average rate given by the Health and Safety Executive (HSE) for the UK public transport sector. The HSE average rate is 237 major injuries per 100,000 employees, while the equivalent rates across TfL were: Surface Transport 160, LU 75, Rail 0 and Corporate Directorates 0.
TfL is committed to improving the health of its employees and reducing absence due to health problems. In 2005/06, sickness absence among TfL employees was 13.05 days per employee, compared with 12.48 days per employee the previous year.
It should be noted that the events of 7 July 2005 played a major part in raising this figure and it is not surprising that there was a notable increase in sickness absence among LU employees after the attacks. By the end of the year, levels had fallen back to pre-7 July levels. Further reducing sickness absence among all staff remains a key TfL priority.
To address the issue, TfL has developed and trialled programmes to address its principal causes- mental ill-health and musculo-skeletal problems.
These are being rolled out across TfL and they will be closely monitored.
Road safety
In 2005, 26,742 road traffic collisions resulting in personal injury on the public highway were reported to the Met and City of London Police within Greater London. These collisions resulted in 31,830 casualties. Of these, 214 were fatally injured, 3,436 were seriously injured and 28,180 were slightly injured.
The toll of deaths and injuries on the Capital's roads is still too high. Nevertheless, when it comes to improving road safety, London leads the rest of Europe and continues to make good progress. The 2005 figures show a 45 per cent fall in killed and seriously injured (KSI) casualties on the Capital's road network against the1994-1998 baseline.
This fall far exceeds the Government's 2000 target of a 40 per cent reduction by 2010, with the exception of incidents involving powered two-wheel vehicles. Although there was a six per cent reduction in such incidents during 2005 compared with 2004, the target in this area has not been met.
Powered two-wheel vehicles remain a significant safety risk and TfL highlighted the dangers they pose with two high-impact advertising campaigns on TV and cinema screens - 'Crash!' and 'Look, Don't See'. A parallel initiative, BikeSafe London, which offers motorcyclists expert guidance from police officers, remains highly popular and is consistently oversubscribed.
Following many years of declining pedal cycle casualties, there was an increase in cycle KSIs, from 340 in 2004 to 372 in 2005. Although there are more cyclists on London's roads, TfL is working to gain a better understanding of the factors underlying this trend.
The Mayor has now set new, lower casualty reduction targets of a 50 per cent reduction in KSIs, a 60 per cent reduction in child KSIs and a 25 per cent reduction in slight injuries by 2010. The target for powered two-wheel vehicle KSIs remains the same at 40 per cent.
In pursuit of these targets, TfL is working in partnership with the London boroughs, the Met and City of London Police to develop a programme of road safety initiatives that delivers the most appropriate combination of education, engineering and enforcement.
Safety education
The 27 per cent reduction in KSIs involving children under 16 in 2005 against the 2004 figure was particularly encouraging. The Mayor's new lower casualty reduction target of a 60 per centfall by 2010 has already been met some four years early, with child KSIs now 62 per cent below the1994-1998 baseline.
This improvement is attributed to a combination of factors, including road safety training and education as well as road safety works. But there is emerging evidence that the number of these KSIs involving people from Black, Asian and Minority Ethnic(BAME) communities is disproportionately high.
Work to verify the data and analyse the underlying causes is in hand.
TfL takes a life-long learning approach to safety education, with a strong emphasis on engaging young people as early as possible. Starting with the Children's Traffic Club for three-year-olds, its safety education programme made strong progress during the year with the publication of 'The A-Z ofTraffic Tales', a collection of safety-related stories aimed at four- to seven-year-olds.
The success of 'The A-Z of Traffic Tales' was followed by a number of award-winning safety campaigns including 'Don't Die Before You've Lived' and 'Drug Driving? You'd Be Off Your Head', which were both aimed at teenagers.
In partnership with the London Safety Camera Partnership (LSCP), TfL launched the 'Boy Racer' campaign. Aimed at male drivers aged between 20 and 34, the campaign used a mix of media to emphasise the dangers of speeding.
The DLR offers the 137 primary schools in its operating area an individual annual rail safety talk. On average over 13,000 children, including those with special needs, attend the talks each year. As a result, the DLR was re-accredited with the Business in the Community 'Big Tick' in 2005 for its responsible corporate practice. In addition, the 60 secondary schools in the DLR's catchment area receive safety information leaflets and posters.
Road safety engineering
Road safety schemes accounted for the bulk of TfL's direct road safety investment during 2005/06. TfL also supported over 200 bids for funding local safety schemes through the Borough Spending Plan (BSP) process. Introducing 20mph zones in residential areas has continued to lead to KSI reductions of up to 57 per cent in these zones.
TfL works in close consultation with the London boroughs and their contribution to improving London's road safety is vital.
Road safety enforcement
Road safety cameras have made a major contribution to improving safety on London roads. Studies have shown a 50 per cent reduction in KSIs at new safety camera sites in London. In a joint initiative with the LSCP, TfL announced the installation of new digital speed cameras at speeding danger spots around London in November 2005.
The introduction of speed awareness courses for drivers breaking the speed limit was scheduled for summer 2006. This positive development will help to change attitudes and behaviours among drivers - a fundamental step towards achieving a safe road network.
New time-distance camera technology offers the potential to enforce 20mph zones in residential areas using cameras rather than road humps. TfL hopes to secure equipment approvals and implement pilot schemes within 12 months.
Transport Policing and Enforcement Directorate (TPED)
TPED improves the safety and reliability of London's transport services by reducing transport-related crime, disorder and illegal activities. With TfL funding, TPED has deployed additional police resources to support London's bus network, LU, DLR and parts of the National Rail network.Throughout 2005/06, TPED continued to play an important role in ensuring people can travel more safely and more quickly around the Capital through initiatives designed to cut crime and the fear of crime while facilitating the smooth movement of traffic across London's transport system.
TPED also implemented a unique enforcement solution on the TLRN, combining police presence with cameras to enforce decriminalised offences. The expansion of its revenue protection activities on buses has enabled TfL to better safeguard fare revenue and raise the visibility of uniformed personnel.
Overall, investment in TPED has delivered positive results with compliance gains on the TLRN; controls on fare evasion; and improvements in the performance of TfL's partners, the British Transport Police (BTP) and the Met. During 2005/06, the two police forces made a combined total of 12,000 transport-related arrests.
TPED's integrated approach to transport policing, community safety, integrated criminal and civil enforcement also enabled a rapid, coherent and sustained response to the terrorist attacks on 7 July 2005.
London Buses safety and security
Excluding those killed and injured during the 7 July 2005 bombings, there were three passenger fatalities on London's buses during the year, one more than the previous year. In addition, 866 customers were reported as having suffered major injuries, compared with 730 in 2004/05. There was also an incident which resulted in the death of a bus driver.
In November 2005, TfL and bus operator First unveiled the UK's first fully realistic bus driving simulator at the Willesden Junction depot in north-west London. Designed to enhance rather than replace traditional training methods, the simulator uses state-of-the-art technology togive trainee drivers first-hand experience of the potential hazards they will encounter on London's roads - from unpredictable pedestrians to bad weather.
The argument for simulator training is compelling: studies show that they can cut preventable road crashes by as much as 43 per cent.
The on-bus environment influences people's perceptions of safety and security. To address this issue, TPED has instituted the BusTag team to reduce the incidents of graffiti and etching on buses using CCTV images. Establishing this team has led to over 760 arrests since inception, and it has had a real impact on persistent vandals on the network.
Taxi and private hire safety and security
Hard-hitting campaigns such as 'Know What You're Getting Into' have highlighted the dangers associated with using illegal minicabs - especially for women. This effort is complemented by the Met's aggressive pursuit of illegal minicab touting. TfL's dedicated Cab Unit, designed to address touting by unlicensed minicabs, made nearly 850 arrests in 2005/06.
To make it easier for people to travel safely, TfL launched a text messaging service that sends the contact details of licensed minicab offices and taxis direct to mobile phones. People can also search for licensed minicab offices using the newly-launched 'Find a Ride' pages on the TfL website (tfl.gov.uk).
Meanwhile, marshalled taxi ranks were introduced at a number of town centres including Bromley, Kingston and Croydon following a successful trial in the West End.
London Underground safety and security
Excluding those killed and injured in the 7 July bombings, there were two customer fatalities on LU during the year. Only one of the last 15 years has had fewer incidents. In addition, 117 customers suffered major injuries, compared with 118 in 2004/05.
Given the number of people it carries, crime on the Underground is actually relatively low, but TfL recognises that customers perceive it as a concern and it is committed to reducing crime as much as possible across its networks. Offences fell by 3 per cent, with a total of 30,915 offences recorded, while passenger numbers were less than 1 per cent down at 971 million.
Introduced some two years ago, reassurance policing continued to prove very effective at addressing people's concerns and changing perceptions. TfL funded the recruitment of another 30 BTP officers during 2005/06, bringing the total number of new officers to 200 over the last two years.
The introduction of CompStat, in partnership with TPED, has allowed the BTP to deploy its resources more effectively across the Tube network. This proven performance management system was instrumental in delivering a policing service for LU that achieved nine out of nine performance targets for the network.
Passengers also benefited from the installation of additional Help points and improved digital CCTV systems at 25 stations as part of TfL's continuing station upgrade programme.
TfL continues to crack down on graffiti, and its attention has now turned trackside where a zero tolerance approach has already proved successfu lin a number of areas. It combines this approach with a tough policy on anti-social behaviour. A Crime and Disorder Partnership Unit (CDPU) has been formed, a joint initiative between LU and the BTP. Now part of TPED, this unit has seen a further 30 Anti-Social Behaviour Orders (ASBOs) served by the Courts over the last year. As a result, there has been a noticeable drop in incidents of youth disorder at stations.
Additionally, the CDPU launched Operation Rhino, a partnership between the BTP, LU and the Metropolitan Police Air Support Unit. Its aim is to protect the Underground from vandalism, stone-throwing and trespass by young people at known crime hotspots. The exercise has led to a marked reduction in delays caused by vandalism on the east end of the District line and a reduction in the number of missile-throwing incidents - especially during school holidays.
National Rail safety and security
Over recent years, TfL and its partners have spent over £20m on delivering safety and security improvements across London's rail network.
In total, TfL has helped to fund the installation of new, centrally-monitored CCTV cameras and Help points at over half of the 304 stations on London's rail network. Many of these stations also benefited from improved lighting, anti-vandal waiting accommodation, real-time travel information and new public address systems.
In 2005/06, TfL launched a £2.7m package of on-train and station security enhancements inpartnership with train operator One and the London Borough of Hackney.
Other notable developments during 2005/06 include security improvements and increased policing on the North London Railway, operated by Silverlink Metro but shortly to be a TfL concession; the opening of a new BTP base at Highbury & Islington station; and the innovative roll-out of reassurance policing on the Silverlink network, in partnership with TPED. This drove an improvement in people's perceptions of safety and security and provided the foundation for further expansion of transport policing on key parts of the National Rail network.
TfL works closely with all train operating companies (TOCs) serving the London rail network.
During the year, a number of these partners completed important safety and security upgrades, among them Thameslink, c2c, First Great Western Link, South Eastern Trains, Southern and WAGN. Meanwhile, TfL and the BTP responded to public concerns with the launch of Operation Shield, an initiative specifically designed to combat knife crime on London's public transport network.
Accessibility and inclusion
TfL is committed to ensuring that London's transport network should be fully accessible and inclusive.
London Buses
By the end of December 2005, every bus route in London was operated by wheelchair-accessible buses, with the exception of the Capital's two heritage bus routes. Not only are London's buses now providing step-free access, but the installation of on-bus CCTV across the entire fleet has further improved the safety and security of the bus network.
To further enhance the accessibility and performance of London's bus fleet, TfL also installed over 400 fully accessible bus stops. The £117m iBus initiative, scheduled to go live in 2007, will further improve access to London's buses through the introduction of on-board audiovisual next-stop signs (see page 65).
Dial-a-Ride and Taxicard
Dial-a-Ride is a door-to-door service for disabled people when they cannot use buses, trains or the Tube. In May 2005, TfL introduced 33 innovative Dial-a-Ride vehicles following the biggest design change to the service's fleet since its launch 25 years ago. These vehicles have improved suspension, more space and electric swivelling seats so that passengers no longer have to negotiate steps. By March 2006, another 113 of the new vehicles were in service.
Their design was the result of close teamwork between Dial-a-Ride's in-house team and specialist coach builder Salvadore Caetano. Following the success of the vehicles, Salvadore Caetano is now marketing them to other accessible transport providers and users.
In 2005/06, TfL once again increased its funding for the Taxicard service, which provides transport for older people and people with serious mobility problems. As a result of the extra money, the service was able to increase the number of trips it made during the year by almost 20 per cent.
TfL launched several other services for disabled people during the year. They include the Dial-a-Ride Travel Assistance Scheme and the 'Out and About' guides. Launched in November 2005, this series, which includes guidance for carers, provides advice for people with learning difficulties to help them develop into confident, independent travellers.
Croydon Tramlink
All vehicles on the Croydon Tramlink were re-fitted to comply with the Government's Rail Vehicle Access Regulations. Completed by December 2005, this work provides improved access to the system.
London Underground
Improving access to the Tube network is core to TfL's accessibility strategy. In March 2006, TfL announced that it was on schedule to make 25 per cent of Tube stations step-free by 2010, and committed to making a third of the network step-free by 2013.
Induction loops, tactile paving, brightly coloured handrails, improved signage and new audio and visual information facilities are being installed at stations undergoing refurbishment as part ofthe PPP station improvement programme.
Other work to improve accessibility on the Tube included the successful trialling of wide-aisle gates at Canary Wharf and London Bridge stations, with a third trial at Westminster station; the installationof new lifts at Wembley Park station and the Western Ticket Hall at King's Cross station; disability training for over 8,000 frontline LU staff; and the installation of tip-up seats to accommodate wheelchairs, buggies and luggage on the District line's newly-refurbished D stock trains.
In addition, LU and infraco staff involved with infrastructure projects received best practice training in accessible design.
London Rail
TfL welcomed the launch of the Department for Transport (DfT)'s Railways for All strategy in March 2006. The strategy, which incorporates several TfL recommendations, outlines how transport funding will be targeted to improve accessibility at all rail stations in the UK.
Fifteen London rail stations have been included in the first phase of this programme, which complements TfL's investment in other improvements to make its infrastructure more accessible.
During 2005/06, TfL invested around £3.4m in accessibility enhancements at National Rail stations in London. They included step-free access at Norbiton station, low-window ticket office facilities for wheelchair users at seven other stations, seating designed to good-practice access standards, and accessible shelters at Walthamstow Queens Road station.
Docklands Light Railway
The DLR's new London City Airport station provides step-free access thanks to two lifts which provide access from street level to the airport entrance through to the DLR platforms. Opened in December 2005, the two lifts have helped to cut waiting times for those passengers with impaired mobility, using wheelchairs or travelling with heavy bags.
As part of its inclusion strategy, the DLR recruits 'ambassadors' from its local communities to help improve DLR accessibility for under-represented groups. The 'ambassadors', who are fluent in a variety of languages, work within communities, disseminating travel and safety information and providing guidance on issues such as ticketing and personalised travel planning. DLR produced a guide - fronted by one of its 'ambassadors' - offering free advice and details of local courses which can be accessed via the railway. DLR also uses an ongoing marketing campaign, 'Your railway', to encourage ridership among local residents.
Employment
As well as working towards a transport system that is accessible to anyone who wishes to travel on it, TfL is also working to widen access to its employment opportunities.
In line with its Equality and Inclusion strategy, TfL took steps to encourage more women to take advantage of these opportunities, particularly in the bus industry. In April 2005, TfL hosted a successful seminar, 'Women in the Bus Industry', which brought together a broad cross-section of key stakeholders to discuss new ways of attracting more women employees.
TfL is working with the London bus companies on other ways of making bus driving an attractive career option for women. While progress to date has been encouraging, there is more work to be done in this area and TfL's efforts continue.
TfL maintained its support for the Women's Transportation Seminar (WTS), London, the first European chapter of an international organisation founded in the United States in 1977. The organisation focuses on advancing women in the transport industry, through career development, networking opportunities, training and events. With the support of TfL and other like-minded organisations, WTS London was able to offer its members a subsidised membership fee, which has greatly improved the organisation's accessibility.
In November 2005, TfL launched 'Put Yourself in the Driving Seat' - a campaign designed to encourage people from a wider diversity of backgrounds to become licensed taxi and private hire drivers, reflecting London's cultural mix.
During the year, the London Rail team managing the East London Line Project (ELLP) included contract clauses to ensure that its suppliers place as much emphasis on equality and inclusion as TfL does.
Schools, colleges and employment agencies along the proposed East London Line route have been actively engaged by the contract team and bidding contractors. This approach has now been rolled out in other TfL contracts.
Environment
London's transport system directly affects the environment, both within the city itself and beyond. TfL has an important role to play, both in minimising environmental impacts and supporting the implementation of the Mayor's environmental strategies, particularly those of climate change.
It has developed a set of key performance indicators (KPIs) to measure progress in environmental improvement and mitigate against any negative impacts its operations may have. The environmental objectives cover energy use, pollutant emissions to air, land and water, noise, resources, waste, and the built and natural environment. TfL's 2005 Environment Report (tfl.gov.uk/tfl/reports) demonstrated that TfL had made significant progress towards providing a truly sustainable and environmentally sound transport system. While acknowledging that there is still work to be done, TfL made significant progress on seven out of 10 of its principal environmental objectives.
TfL applies the principles of sound environmental management to its own estate, which comprises 50 office buildings and 27 operational facilities. Alongside TfL's wider environmental KPIs, implementing sustainable building solutions and green procurement processes will become increasingly important.
Climate change
TfL recognises that addressing climate change is one of London's key transport challenges. Each year, around 42m tonnes of carbon dioxide is generated as a result of activity taking place in the Capital. Of this, the transport sector (excluding aviation) is responsible for just over 20 per cent or about 9m tonnes.
TfL is committed to the development and implementation of a climate change mitigation strategy, which seeks not only to reduce carbon dioxide emissions directly attributable to its operation of the public transport network, but also emissions from the wider transport sector.
During 2005/06, extensive analysis was carried out by TfL to establish the level of carbon dioxide emissions across the organisation, and more broadly for transport in London. Over the next year, TfL will use this analysis to develop additional specific actions needed to meet the Mayor's carbon dioxide targets. TfL has also been working to ensure that the issue of climate change adaptation is fully addressed. It is promoting less carbon-intensive travel in the future using low-carbon technologies, fuels and energy.
A total of 18.3 per cent of electricity procured by TfL in 2005/06 was through green tariff energy contracts. TfL is assessing how it can best increase the amount of electricity that will come from renewable sources in future.
During the year, LU recorded significant achievements in energy management. By the end of 2005/06, it had cut energy consumption at its stations by an impressive 23.7 per cent against baseline figures for the previous five years. This success was partly due to the Station Energy Challenge, an annual competition that rewards stations which save energy.
In March 2006, six hybrid diesel/electric singledeck buses were added to London's bus fleet. These state-of-the-art vehicles are being trialled on route 360 as part of TfL's continuing efforts to minimise carbon dioxide emissions from London's buses. The hybrids are powered by an electric motor that is charged by a small diesel engine.Not only are they cleaner and quieter than conventional diesel buses, they also offer passengers a smoother and more comfortable ride. TfL also continues to operate three hydrogen fuel cell demonstration buses, which only emit water vapour and, therefore, have a minimal impact on the environment. Following an assessment of these and other low-carbon bus technologies, TfL will be looking to significantly increase the number of low-carbon buses in its fleet.
In September 2005, TfL announced an ambitious programme to roll out the world's largest networkof solar-powered bus stops across the Capital. This groundbreaking initiative - which started in Ealing, Hillingdon and Hounslow after a successful pilot - means that over the next five years, solar-powered bus stops will be introduced at the rate of 1,400 every year.
The technology used in this £7.9m project has been designed to operate in the UK's gloomiest weather conditions and is powered by solar batteries on top of existing bus stops. The solar batteries automatically illuminate bus stops at dusk, helping waiting passengers to feel more secure while making it easier for bus drivers to see them.
Achieving significant reductions in transport-related carbon dioxide and air pollution emissions will require a commitment to helping people to make more sustainable travel choices. TfL activity in both these areas is discussed in detail in other sections of this report (see pages 48-49).
Emissions to air
Reducing pollution from individual vehicles and reducing overall traffic levels is a key part of the Mayor's Air Quality Strategy. Over recent years, for example, TfL has launched a series of innovative programmes designed to reduce the environmental impact of London buses. Recently, this has involved successfully retro-fitting 24 buses with nitrogen oxide abatement equipment.
By December 2005, every London bus had been fitted with an environmentally friendly filter as part of TfL's £30m Diesel Particulate Filter programme. Launched in 1999, this initiative has achieved a 90 per cent reduction in the three most harmful emissions produced by buses - fine particulates (PM10), carbon monoxide and hydrocarbons.
The PCO continued to work closely with its partners, notably the Energy Saving Trust, on developing new technologies which comply with the Mayor's Taxi Emissions Strategy. As part of this strategy, every vehicle in London's 20,000-strong licensed taxi fleet will be required to meet stringent emissions standards by 2008. A small environmental surcharge of 20p added to each taxi fare in April 2005 will help licensed taxi drivers meet the costs of investing in greener technologies.
On behalf of the Mayor, TfL has consulted with the public and stakeholders on draft revisions to the Mayor's Air Quality and Transport Strategies to allow for a London-wide Low Emission Zone (LEZ).
The proposed LEZ is aimed at deterring the most polluting diesel-engined vehicles from being driven in Greater London. Subject to the outcome of further public and stakeholder consultation on detailed proposals, the LEZ would initially target the most polluting heavy goods vehicles, buses and coaches based on their emission standards from 2008.
Waste
TfL is committed to reducing the impacts of waste produced by its own and its contractors' activities .LU is the principal contributor in this area. In 2005/06, LU achieved a decrease of 11 per cen tin commercial and industrial (C&I) waste produced, and an increase of seven per cent to 27 per cen tin the amount of C&I waste that was recycled.
Fares and ticketing
Oyster
Oyster's continuing success exemplifies TfL's capacity for delivering complex, technology-based improvements. It is helping to create an integrated, user-friendly public transport system that offers real value for money. Launched in summer 2003, Oyster is now established as the UK's most advanced and widely-used travel smartcard. It has helped to cut queues, journey times and travel costs while allowing TfL to simplify its fare structure.
During 2005/06, TfL further improved the system with the introduction of automatic Oyster top-up for customers wishing to pay as they go and avoid queuing for single tickets. In addition, Oysterholders can choose to renew their season tickets or top up their Oyster by phone or over the internet. This complements the service already available at Tube stations and ticket stops.
The decision to freeze Oyster single fares and set daily price caps below one-day ticket prices at the start of 2006 triggered a steep rise in Oyster takeup. By the end of the 2005/06 financial year, over seven million Oyster cards had been issued. These are now used for over 60 per cent of all journeys on London's bus and Tube networks. In total, 1.25 billion journeys were made using Oyster in 2005/06, compared with 0.75 billion the previous year. Of these journeys, around a third were made on the Tube and around two-thirds on the bus network.
There are now 4,997 smartcard devices at LU, train and DLR stations and tram stops (compared with 4,498 in 2004/05), 8,093 on buses (compared with 7,712 in 2004/05) and 2,283 (compared with 2,248 in 2004/05) at agency sales outlets.
During 2005/06, TfL worked with potential private sector partners to examine whether Oyster could be developed as a medium for low-value purchases in convenience retailers close to TfL facilities in London. After thorough investigation, TfL has concluded that although such a facility would be popular with customers, it would not be cost-effective to introduce at present.
Free travel for children
In June 2005, the Mayor announced that under-16s would be eligible for free bus and tram travel, a policy that TfL successfully implemented in September 2005.
In March 2006, the Mayor announced that under-11s accompanied by an adult would be eligible for free Tube and DLR travel from the following month.
Granting young people free travel is part of the Mayor's strategy to embed more environmentally sound travel habits from an early age while helping young people to unlock education, sport, leisure and employment opportunities.
Penalty fare increase
TfL is determined to clamp down on fare evasion. In recent years, the introduction of more services has been matched by stronger revenue protection measures.
Not only are there more ticket inspectors on the network, but in June 2005 the penalty fare rose from £10 to a standard £20 across the Tube, buses and DLR. In addition, TfL is seeking Parliamentary powers to introduce a two-tier penalty fare system on buses and the Tube, with a discounted charge for prompt payment.
London's Transport Museum
In September 2005, the main part of London's Transport Museum closed for a comprehensive £20m makeover scheduled for completion in 2007. In total, the project secured over £13m of external funding against a target of £15m.
Contributions came from a variety of sources including the Heritage Lottery Fund, corporate donors and charitable trusts. Before the Museum closed, it hosted visits by 15,016 pupils from 479 schools, while its resource desk dealt with 6,600 enquiries.
In addition, 93,000 children took part in taught sessions as part of the Museum's Safety and Citizenship initiative. During the closure, the Museum depot in Acton will continue to offer a comprehensive programme of public and school events.
Advertising and marketing
During 2005/06, TfL launched a programme of marketing and advertising campaigns designed to promote its services and communicate the wider benefits of using them. In addition, it ran a number of awareness-raising campaigns focusing on critical issues such as travel safety.
Following the events of 7 July, TfL unveiled 'Everyone's London', a campaign designed to encourage people back on to the Capital's Tube and bus network. This initiative was launched with some of London's best-known museums, galleries, restaurants, theatres and attractions.
People travelling to these destinations on public transport were entitled to discounts of up to 60 per cent from participating venues. Following its fare revisions in January 2006, TfL launched a high-profile poster campaign to promote the benefits of using Oyster. This was followed by a second campaign during the spring, which aimed to encourage greater uptake of Oyster among bus passengers and reduce cash usage on the bus network.
Other campaigns during 2005/06 successfully supported initiatives such as the Low Emissions Zone consultation process and free travel for children on buses and trams, while another campaign encouraged motorists to pay the Congestion Charge by SMS text message.
All TfL's 2005/06 campaigns helped to produce positive results. For example, the number of sexual assaults on women using illegal minicabs fell from 14 per month in 2002 to 10 per month in 2005. In the same year, there was a 45 per cent reduction in the number of people killed ors eriously injured on the Capital's roads.
Around 350,000 people switched to Oyster following the January fare revisions, while there was a 17 per cent reduction in cash usage on the 100 bus routes targeted during spring's Oyster campaign.
In January 2006, the new contract for TfL's bus shelter advertising concession commenced in a deal with outdoor advertising specialist ClearChannel. Awarded following a highly competitive tender, the 10-year contract will more than treble the annual revenue TfL currently receives from the business, generating an income of £14m, which can be invested in further improving London's transport infrastructure. The new concession covers the sale of media space and the maintenance and design of street furniture across half of TfL's portfolio of London-wide bus shelters.
Travel Demand Management
In 2005/06, there was a significant increase in the amount of future funding to support Travel Demand Management (TDM) projects, which TfL continues to develop and implement in partnership with the London boroughs, businesses, schools and community groups.
Funding has been increased from £17m in 2005/06 and, initially, £18m in 2006/07 to £25m in 2006/07 and £30m in 2007/08.
These projects, some of which are detailed below, aim to encourage people to switch to more environmentally friendly modes of travel. As such, they are vital to the long-term sustainability of London's transport system.
Travel Plans
In partnership with the National TravelWise Association and the London boroughs, TfL continues to support the development of Travel Plans, which play an important part in encouraging cleaner, greener travel while reducing car use. TfL helped to fund the work of 17 dedicated travel plan co-ordinators in the London boroughs and employed two travel plan co-ordinators in-house.They are responsible for helping organisations, including schools and businesses, to develop a set of mechanisms and targets that reduce the environmental impact of travel and traffic.
Their work continues to produce measurable achievements. Initial survey results from the 2005/06 academic year show a 10-15 per cent drop in the number of children in London being brought to school by car. TfL is investigating this trend further, but it is confident that this scale of reduction is sustainable. The London Borough of Bromley, for example, reported an average shift of 13 per cent away from cars, with some schools reporting a shift as high as 30 per cent.
Across London, 120,000 children are now walking to school one day a week as part of the TfL-initiated 'Walk on Wednesday' campaign. This initiative consistently produces a reduction of up to 30 per cent in car use each Wednesday among participating schools.
Workplace Travel Plans introduced in key congested areas are proving equally effective. The Stockley Park business park near Heathrow Airport, for example, has seen a 20 per cent reduction in staff arriving by car over two years. In partnership with organisations such as Sport England, TfL continues to develop and promote best practice in workplace travel planning.
Good Going
In September, TfL added its support to a week of events organised by Good Going, the London-wide campaign for sustainable transport launched in September 2004. Timed to coincide with European Mobility Week, the programme included 'Cycle Day' and 'In Town Without My Car'. In conjunction with ITV's 'Britain on the Move', TfL also helped to organise walks around each London borough.
Business efficiencies
TfL continues to focus on capturing efficiencies from within the organisation, allowing greater investment in front-line service delivery. TfL's efficiency programme is part of the overall drive for efficiencies in Government, launched by Sir Peter Gershon in 2004.
In his 2005 budget report, the Rt Hon Gordon Brown MP, Chancellor of the Exchequer, highlighted TfL's progress, noting that: 'Transport for London will deliver £107m of efficiency gains in 2004/05 from better procurement, improved communications infrastructure and shared services in finance and human resources.'
In addition, during 2005 TfL asked KPMG to undertake an independent audit of its efficiency programme. The audit concluded that rigorous processes are in place to capture and report savings, and it highlighted several areas of good practice.
In terms of delivery, 2005/06 was another successful year, with over £220m of savings realised (including £74m sustained from previous years). This brings the total cumulative savings delivered since TfL established its efficiency programme in 2003 to over £380m. These savings were delivered through a wide range of initiatives across TfL's activities.
Efficiencies from introducing Oyster
The continued increase in the use of Oyster across TfL's network allows efficiency savings to be delivered in a number of ways.
The decline in the overall use of cash on the bus network reduces waiting time at bus stops, improving the journey time reliability for bus passengers and, coupled with competition in the market, leads to lower contract prices for TfL. Savings of £20m were delivered from the bus network in this way.
Further efficiencies were generated through reduced ticket commission, better customer information and reduced need for ticket office staff, freeing up staff time to be redeployed towards more essential customer service activities. There was also a significant reduction in revenue lost from ticket irregularities on the Tube, largely attributable to the move to Oyster.
Reducing back-office costs
Further savings were delivered in 2005/06 through the introduction of shared service centres in Finance and HR. The Finance Service Centre has reduced headcount in this area by a third and also delivered record performance across a range of KPIs. The introduction of the HR Service Centre has changed the way employee administration, recruitment and training is carried out.
A reduction of 127 full-time equivalent staff (FTEs) and improved service levels have been achieved within TfL's core activities.
Improved project finance and management
Project activities are continually reviewed to ensure that they are delivered in the best possible way. Examples include the implementation of a train identification system project in-house within LU rather than through contractors, and the proactive work of the corporate finance unit in delivering more than £18m of savings through innovative financing of projects such as the DLR Woolwich extension and railcar upgrade.
Improved procurement
Efforts continued to realise efficiencies from TfL's formidable buying power, leading to £73m ofsavings in 2005/06. These arose not just through new TfL-wide contracts giving economies of scale, but also through better individual project and category procurement exercises, including the outputs of value engineering exercises on major projects. Initiatives were also taken forward both to ensure effective competition within TfL's contractor markets and to develop new, efficient procurement techniques, such as the use of online e-auctions for engineering and project management services.
Delivering efficiency savings required sustained effort, and many of the early benefits arising from the formation of TfL out of separate predecessor organisations and the introduction of common back-office systems have now been realised. A reduction in the use of external consultants has also helped to achieve efficiency savings.
New initiatives developed during 2005/06 will give rise to further efficiencies. These include the Customer Services Integration Programme, which is developing a common back-office system for TfL's various contact centres; an initiative with the London boroughs focusing on better road maintenance procurement; and a further review of overheads across the Group.
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