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Tfl Commissioner's Report Commissioner’s Report 18 March 2020 About Transport for London (TfL) Part of the Greater London Authority We are moving ahead with many of (GLA) family led by Mayor of London Sadiq London’s most significant infrastructure Khan, we are the integrated transport projects, using transport to unlock growth. authority responsible for delivering the We are working with partners on major Mayor’s aims for transport. projects like Crossrail 2 and the Bakerloo Line Extension that will deliver the new We have a key role in shaping what life is homes and jobs London and the UK need. like in London, helping to realise the We are in the final phases of completing Mayor’s vision for a ‘City for All the Elizabeth line which, when open, will Londoners’. We are committed to creating add 10 per cent to central London’s rail a fairer, greener, healthier and more capacity. prosperous city. The Mayor’s Transport Strategy sets a target for 80 per cent of all Supporting the delivery of high-density, journeys to be made on foot, by cycle or mixed-use developments that are planned using public transport by 2041. To make around active and sustainable travel will this a reality, we prioritise health and the ensure that London’s growth is good quality of people’s experience in growth. We also use our own land to everything we do. provide thousands of new affordable homes and our own supply chain creates We manage the city’s red route strategic tens of thousands of jobs and roads and, through collaboration with the apprenticeships across the country. London boroughs, can help shape the character of all London’s streets. These We are committed to being an employer are the places where Londoners travel, that is fully representative of the work, shop and socialise. Making them community we serve, where everyone can places for people to walk, cycle and spend realise their potential. Our aim is to be a time will reduce car dependency and fully inclusive employer, valuing and improve air quality, revitalise town celebrating the diversity of our workforce centres, boost businesses and connect to improve services for all Londoners. communities. We are constantly working to improve the We run most of London’s public transport city for everyone. This means freezing TfL services, including the London fares so everyone can afford to use public Underground, London Buses, the DLR, transport, using data and technology to London Overground, TfL Rail, London make services intuitive and easy to use, Trams, London River Services, London and doing all we can to make streets and Dial-a-Ride, Victoria Coach Station, transport services accessible to all. We Santander Cycles and the Emirates Air reinvest every penny of our income Line. The quality and accessibility of these services is fundamental to Londoners’ None of this would be possible without quality of life. By improving and expanding the support of boroughs, communities and public transport, we can make people’s other partners who we work with to lives easier and increase the appeal of improve our services. We all need to pull sustainable travel over private car use. together to deliver the Mayor’s Transport Strategy; by doing so we can create a better city as London grows. 1 Introduction 5 2 Scorecard 7 3 Safety and security 12 4 Healthy Streets and healthy people 25 5 A good public transport experience 51 6 New homes and jobs 66 7 Our people 71 8 Securing value and generating income 79 Commissioner’s Report 3 Commissioner’s Report 4 This paper will be considered in public 1 Introduction This report provides a review of the last programme. Over the last four years we four years and of major issues and have made unprecedented progress in developments since the Board meeting of reducing our year-on-year, like-for-like 22 January 2020. operating costs through a wide-ranging savings programme to create a leaner, With the Mayor we are committed to more modern organisation. creating a fairer, greener, healthier and more prosperous city. This supports the This transformation has also seen us Mayor’s transport Strategy and means diversify our income base and generate providing an affordable and modern long-term revenue to reinvest back into transport network that works for all our network. Since 2016, we have Londoners. developed an extensive pipeline of sites which will deliver 10,000 new homes The Mayor’s Transport Strategy sets out across our estate and are on-track to an ambitious programme to improve become one of London’s leading transport and the wider quality of life for operators of rental housing. We have also Londoners up to 2041 and prioritises taken advantage of our exciting retail healthy streets and healthy people; a spaces to improve our customer good public transport experience; and experience by securing a diverse mix of supporting new homes and jobs. pop-ups and global brands across our network and maximise our commercial From our safety commitment to return. eliminate all deaths and serious injuries on our network, to launching the Night We have also advanced our global Tube, and implementing the world’s first consultancy operation and revolutionised Ultra Low Emission Zone, we have helped our advertising estate, one of the most transform travel in London for the better valuable in the world, by investing in new and have made significant progress digital screens and capitalising on towards ensuring our transport system is commercial opportunities for advertisers. fit for the 21st century. Of course, none of this would be possible Our record programme of investment without the hardworking people across over the last four years has successfully the organisation who serve the capital, delivered major improvements and help us to modernise the network, revitalised the transport network despite maintain it and keep London moving day ongoing difficult financial conditions, and night. including the loss of government grant and a subdued economy. We also successfully responded to the Mayor’s challenge to modernise and save money without sacrificing our investment Commissioner’s Report 5 Commissioner’s Report 6 2 TfL Scorecard Period 11 Breakdown of scorecard measures categories: Safety and Operations: 25% Customer: 25% People: 25% Financial: 25% Achieved Partially achieved Not achieved Long-term 2019/20 scorecard Period 11 Year to date objectives Outcome Measure Actual Target Actual Target Healthy Streets and healthy people (12.5%) n/a n/a 39.4% (186 42.3% (371 London’s Reduction in people fewer fewer transport system killed or seriously injured people people will be safe on the roads from than in than in and secure 2005-09 baseline1 2018) 2018) n/a n/a 61.8% 58.7% Reduction in people (15 fewer (no more killed or seriously injured people people involving buses from than in than in Safety and 2005-09 baseline1 2018) 2018) operations (25%) London’s streets Number of London will be clean buses that are Euro VI 100 n/a 8,200 8,200 and green compliant2 London’s streets Traffic signal changes to will be used more support healthy streets 2,060 875 15,775 15,000 efficiently and (person hours per day) have less traffic More people will Health Streets check travel actively for designers3 n/a n/a 13 10 in London (average % uplift) 1. Measured in calendar years and a month in arrears. Calendar year 2019 runs to period 10, therefore, no results are reported for period 11. YTD is Jan - Dec 2019. These are provisional estimates and may be subject to change. Between January to December 2019, provisional estimates indicate 3,879 people were killed or seriously injured on roads compared to 4,065 between January to December 2018. Between January to December 2019, provisional estimates indicate 224 people were killed or seriously injured in collisions involving buses compared to 239 between January to December 2018. 2. The full year target for this measure is 8,350 buses. There are no periodic targets due to the unpredictability of when operators will offer new buses. The retrofitting programme is on track 3. This is a cumulative measure, so period targets are not set Commissioner’s Report 7 Long-term 2019/20 scorecard Period 11 Year to date objectives Outcome Measure Actual Target Actual Target A good public transport experience (30%) Public transport Reduction in customer 22 fewer 7 fewer 42 more 85 fewer will be accessible and workforce killed or people people people people to all seriously injured1 (2.5% (2.4% (compared to 2018/19)4 reduction) reduction) Additional time to Safety and make step-free n/a n/a 9.0 8.5 operations journeys (minutes) (continued) Tube excess journey Journeys by public 4.78 4.47 4.94 4.47 time (minutes) transport will be fast and reliable Weighted bus customer 32.1 32.8 32.2 33.5 journey time (minutes) Customer satisfaction (percentage of Londoners who n/a n/a 53 53 agree we care about our customers5 Deliver key investment 100 90 94 90 Customer milestones (%) (25%) The public transport network Key Elizabeth line will meet the delivery milestone: needs of a start of TfL Rail/ n/a n/a Dec-19 Dec-19 growing London Elizabeth line service between Paddington and Reading 4. In period 11, 167 customers and workforce were killed or seriously injured, compared to 189 in period 11, 2018. Between period 1 and period 11 2019, 1,992 customer and workforce were killed or seriously injured compared to 1,950 between period 1 and period 11 2018. Commissioner’s Report 8 Long-term 2019/20 scorecard Period 11 Year to date objectives Outcome Measure Actual Target Actual Target New homes and jobs (2.5%) Transport The cumulative
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