Transforming Primary Care in London: a Strategic Commissioning Framework

Total Page:16

File Type:pdf, Size:1020Kb

Transforming Primary Care in London: a Strategic Commissioning Framework Transforming Primary Care in London: A Strategic Commissioning Framework Transforming London’s health and care together NHSE brochure 2015 FINAL_Layout 1 18/03/2015 16:20 Page 2 Acknowledgement 2 This Strategic Commissioning Framework is • The Clinical Expert Panels which carried presented by the London Primary Care out the early innovative thinking and Transformation Board and Primary Care provided some of the underpinning evidence Transformation Clinical Board. It has been and case studies which shaped the developed by clinicians, commissioners, patients development of the specification within and other partners across London. this Framework. • The Primary Care Transformation Board Members of the team and the governance which provided strategic oversight and boards are listed in Appendix 2; however it is testing from across the health and social not possible to name everyone individually. The care system. team would like to thank everyone who has contributed to drafting, testing and refining this • The Primary Care Transformation Patient Framework, as without these contributions, Board which provided insight and direction. production of this Framework would not have • The Primary Care Transformation Clinical been possible. In particular, we would like to Board which provided clinical leadership; extend our appreciation to the members of: tested the rigour and practicality of the specification; and ensured that the specification was ambitious enough to meet the needs of patients in London. • The Primary Care Transformation Delivery Group which supported and tested the development and detail of the key enabler work areas. • The Primary Care Transformation Team who have worked with all the stakeholders and supported development and delivery of this Framework. Acknowledgement NHSE brochure 2015 FINAL_Layout 1 18/03/2015 16:20 Page 2 NHSE brochure 2015 FINAL_Layout 1 18/03/2015 16:20 Page 3 Acknowledgement 2 Contents 3 This Strategic Commissioning Framework is • The Clinical Expert Panels which carried Introduction 4 presented by the London Primary Care out the early innovative thinking and Transformation Board and Primary Care provided some of the underpinning evidence Foreword 5 Transformation Clinical Board. It has been and case studies which shaped the developed by clinicians, commissioners, patients development of the specification within Context 7 and other partners across London. this Framework. Executive summary 11 • The Primary Care Transformation Board Members of the team and the governance which provided strategic oversight and boards are listed in Appendix 2; however it is testing from across the health and social Future general practice 17 not possible to name everyone individually. The care system. What will Londoners notice? 18 team would like to thank everyone who has Models of care 19 contributed to drafting, testing and refining this • The Primary Care Transformation Patient Framework, as without these contributions, Board which provided insight and direction. The service specification 21 production of this Framework would not have • The Primary Care Transformation Clinical been possible. In particular, we would like to Board which provided clinical leadership; Evidence supplement and case studies 21 extend our appreciation to the members of: tested the rigour and practicality of the Service specification development process 22 specification; and ensured that the Further engagement 22 specification was ambitious enough to meet 1. Proactive care specification 23 the needs of patients in London. 2. Accessible care specification 27 • The Primary Care Transformation 3. Coordinated care specification 31 Delivery Group which supported and tested the development and detail of the key The enablers 36 enabler work areas. Local plans to deliver the changes 36 • The Primary Care Transformation Team Co-commissioning 36 who have worked with all the stakeholders and supported development and delivery of Financial implications 38 this Framework. Contracting approach to delivering the service specification 40 Workforce implications 42 Technology implications 49 Estates 52 Provider development requirements 53 Monitoring and evaluation 54 Innovation and improvement 56 Implementation of the Strategic Commissioning Framework 57 Appendix 1: Financial modelling methodology 58 Appendix 2: Team and governance board members 59 Appendix 3: Glossary 63 Acknowledgement Contents NHSE brochure 2015 FINAL_Layout 1 18/03/2015 16:20 Page 4 Introduction 4 Dr Clare Gerada: Clinical Chair for London’s Primary Care Transformation Programme Dr Clare Gerada is a London based GP. She is the immediate past Chair of Council of the Royal College of General Practitioners (RCGP) – the first female Chair for over half a century – and was previously Chair of the Ethics Committee. She established the RCGP’s groundbreaking Substance Misuse Unit and also led on the strategic and logistical delivery of the RCGP Annual National Conference. She has held a number of local and national leadership positions including Senior Medical Adviser to the Department of Health. She is Medical Director of the largest practitioner health programme in the country and she has published a number of academic papers, articles, books and chapters. Prior to general practice, she worked in psychiatry at the Maudsley Hospital in South London, specialising in substance misuse. She was awarded an MBE for services to medicine and substance misuse and was presented with the National Order of Merit award in Malta for distinguishing herself in the field of health. The NHS is unique because of its system of same time we must address the need to improve general practice – a medical home for the coordination of care, access to services and patient – underpinned by a life-long medical take a more proactive approach to our patients’ record. General practice is the first point of health and wellbeing. access for many people, where a high proportion of care is delivered close to people’s homes with I believe that this Strategic Commissioning the potential for a continuous relationship with Framework for Primary Care Transformation in the same clinical team from birth through to the London represents a platform where clinicians, end of life. commissioners, and other stakeholders can build on the work done to date and find solutions to General practice has served patients, the public the challenges for general practice; supporting and the NHS well for over 60 years. It has the healthcare community to make care better delivered accessible, high quality, value for for all Londoners. money care. However our patients are changing, both in the complexity of their conditions and Building on the scale of support we have seen in their expectations. This means that if the NHS for this work, and the additional focus on is going to continue to provide the excellent primary care provided by the NHS Five Year standard of care to which we all aspire, we will Forward View and Better Health for London have to be more innovative. from the London Health Commission, now is the time to make these changes together. Tweaking at the edges is not an option. London needs solutions that will sustain primary care for the next 60 years. We must maintain the integrity and core purpose of general practice (to provide holistic, patient-centred continuous Dr Clare Gerada, Chair of the Primary Care care to patients and their families). But at the Clinical Board Introduction NHSE brochure 2015 FINAL_Layout 1 18/03/2015 16:20 Page 5 Foreword 5 We are pleased to present the Transforming understand the implications of this Framework Primary Care in London: A Strategic and how it fits into the context of wider local Commissioning Framework on behalf of the plans. NHS England and CCGs are now working London Primary Care Transformation Clinical closely together to develop implementation plans Board and Transformation Board. This document for each local area clarifying what they will be provides both a new vision for general practice, delivering in 2015/16 and beyond. and an overview of the considerations required to achieve it. Following drafting of this Framework Transforming primary care is a concept that is throughout 2014, London’s Clinical rapidly gaining momentum as a key priority in Commissioning Groups (CCGs) and NHS England, the NHS – both nationally and in London. Two working with partners (such as the Care Quality important pieces of work were published in the Commission (CQC), Health Education England latter part of 2014, which set the platform for (HEE) and Academic Health Science Networks building on this energy and achieving the (AHSNs)) have been engaging locally to fully ambitions that are developing. 1. NHS Five Year Forward View In October 2014, the NHS published the NHS Five Year Forward View, developed in collaboration with Public Health England (PHE), Monitor, HEE, CQC, and the NHS Trust Development Authority (TDA). The Forward View sets out 'a new deal for general practice' recognising the central importance of the registered list and everyone having access to a family doctor. It also confirms the need for greater investment. In 2015/16, London will host a number of national ‘Vanguard’ sites – areas that will be prototyping the new models of service delivery set out in the Five Year Forward View. The vanguard sites will demonstrate new ways of organising general practice services and support the delivery of this Framework in London. 2. Better Health for London, The London Health Commission Also in October 2014, the London Health Commission published Better Health for London. The Framework closely aligns to, and is supportive of this report, which contained a number of recommendations specific to general practice. Foreword NHSE brochure 2015 FINAL_Layout 1 18/03/2015 16:21 Page 6 6 This Framework provides a response from the London Clinical Senate to review the commissioners across London to these important specification) and the CQC, for the aspirations we pieces of work. Between April and November wish to achieve. Additionally, the NHS Five Year 2014, over 1,500 key stakeholders were engaged Forward View and Better Health for London have as part of a pre-engagement.
Recommended publications
  • Operators Route Contracts
    Company Name Routes On Contract Contract Start Date Contract End Date Extended Expiry Date Blue Triangle Buses Limited 300 06-Mar-10 07-Dec-18 03-Mar-17 Blue Triangle Buses Limited 193 01-Oct-11 28-Sep-18 28-Sep-18 Blue Triangle Buses Limited 364 01-Nov-14 01-Nov-19 29-Oct-21 Blue Triangle Buses Limited 147 07-May-16 07-May-21 05-May-23 Blue Triangle Buses Limited 376 17-Sep-16 17-Sep-21 15-Sep-23 Blue Triangle Buses Limited 346 01-Oct-16 01-Oct-21 29-Sep-23 Blue Triangle Buses Limited EL3 18-Feb-17 18-Feb-22 16-Feb-24 Blue Triangle Buses Limited EL1/NEL1 18-Feb-17 18-Feb-22 16-Feb-24 Blue Triangle Buses Limited EL2 18-Feb-17 18-Feb-22 16-Feb-24 Blue Triangle Buses Limited 101 04-Mar-17 04-Mar-22 01-Mar-24 Blue Triangle Buses Limited 5 26-Aug-17 26-Aug-22 23-Aug-24 Blue Triangle Buses Limited 15/N15 26-Aug-17 26-Aug-22 23-Aug-24 Blue Triangle Buses Limited 115 26-Aug-17 26-Aug-22 23-Aug-24 Blue Triangle Buses Limited 674 17-Oct-15 16-Oct-20 See footnote Blue Triangle Buses Limited 649/650/651 02-Jan-16 01-Jan-21 See footnote Blue Triangle Buses Limited 687 30-Apr-16 30-Apr-21 See footnote Blue Triangle Buses Limited 608 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 646 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 648 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 652 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 656 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 679 03-Sep-16 03-Sep-21 See footnote Blue Triangle Buses Limited 686 03-Sep-16 03-Sep-21 See footnote
    [Show full text]
  • The Go-Ahead Group Plc Annual Report and Accounts 2019 1 Stable Cash Generative
    Annual Report and Accounts for the year ended 29 June 2019 Taking care of every journey Taking care of every journey Regional bus Regional bus market share (%) We run fully owned commercial bus businesses through our eight bus operations in the UK. Our 8,550 people and 3,055 buses provide Stagecoach: 26% excellent services for our customers in towns and cities on the south FirstGroup: 21% coast of England, in north east England, East Yorkshire and East Anglia Arriva: 14% as well as in vibrant cities like Brighton, Oxford and Manchester. Go-Ahead’s bus customers are the most satisfied in the UK; recently Go-Ahead: 11% achieving our highest customer satisfaction score of 92%. One of our National Express: 7% key strengths in this market is our devolved operating model through Others: 21% which our experienced management teams deliver customer focused strategies in their local areas. We are proud of the role we play in improving the health and wellbeing of our communities through reducing carbon 2621+14+11+7+21L emissions with cleaner buses and taking cars off the road. London & International bus London bus market share (%) In London, we operate tendered bus contracts for Transport for London (TfL), running around 157 routes out of 16 depots. TfL specify the routes Go-Ahead: 23% and service frequency with the Mayor of London setting fares. Contracts Metroline: 18% are tendered for five years with a possible two year extension, based on Arriva: 18% performance against punctuality targets. In addition to earning revenue Stagecoach: 13% for the mileage we operate, we have the opportunity to earn Quality Incentive Contract bonuses if we meet these targets.
    [Show full text]
  • Anticipated Acquisition by London and South Eastern Railway, a Wholly Owned Subsidiary of Govia Limited, of the Integrated Kent Rail Franchise
    Anticipated acquisition by London and South Eastern Railway, a wholly owned subsidiary of Govia Limited, of the Integrated Kent Rail Franchise The OFT's decision on reference under section 33(1) given on 28 March 2006. Full text of decision published 4 April 2006. PARTIES 1. Govia Limited (Govia) is a rail franchise holding company. It was formed as a joint venture between The Go-Ahead Group Plc (Go-Ahead) and Keolis (UK) Limited (a subsidiary of Keolis SA), which have shareholdings in Govia of 65 per cent and 35 per cent respectively. Govia will acquire the Integrated Kent Rail Franchise through its wholly owned subsidiary, London and South Eastern Railway (LSER). 2. The Integrated Kent Rail Franchise (IKF) will include passenger rail services on the network currently operated by South Eastern Trains (SET), a subsidiary of the Strategic Rail Authority (SRA). IKF is a commuter network serving several areas around the South East of England, parts of Greater London and several London termini. IKF will also include new domestic high-speed services from London St Pancras, making use of the Channel Tunnel Rail Link. SET's turnover for the year ended 31 March 2005 was £443.3 million. TRANSACTION 3. Govia (through LSER) was named the preferred bidder for IKF on 30 November 2005. IKF is due to commence on 1 April 2006 and will run for six years, although the contract allows for an extension of two years if performance targets are met. Alternatively, in the event of a delay to the start of the new high speed services using the Channel Tunnel Rail Link, the franchise may be extended by two years.
    [Show full text]
  • Tfl Corporate Archive Top 20 Records
    LT000605/005 - Description of the New Administrative Offices of the Underground Group of Companies By the late 1920s, the Underground Electric Railways Companies of London Ltd was anxious to house all of its ‘head office’ staff in one new purpose-built office block on the site of the old Metropolitan District Railway offices above St James’s Park station. The plans developed by Adams, Holden and Pearson, the architects commissioned by the Group, were radical: • 55 Broadway would be the tallest office building in London; • there would be a cruciform design - in place of the customary hollow rectangle format – which would offer staff more natural daylight in wings projecting from a central core housing lifts, staircases and essential services; and • Contemporary artists would be invited to sculpt decorative features directly onto the stone facade. As detailed in this reprint of a 1929 brochure about the building, 55 Broadway was constructed between 1927 and 1929. 700 reinforced concrete piles sunk to an average depth of 40 feet below basement level support the building. Nineteen load-bearing steel girders span the railway, and special insulation was used to reduce vibration from the trains. Above ground, the building was constructed around a steel girder skeleton and faced with 78,000 cubic feet of high quality Portland stone. The building has a bold appearance, enhanced by progressive stepping back above the sixth, eighth and ninth floors – giving an uneven pyramid effect. The clock tower, 174 feet high, has a similar stepped back effect. Granite for the ground floor came from Norway whilst the Travertine marble used in the interior came from Italy.
    [Show full text]
  • In Your Area: London Region
    In your area: London region Supporting you locally In your area – London region 1 Our mission: We look after doctors so they can look after you. Our values: Expert Challenging We are an indispensable source of credible We are unafraid to challenge effectively on behalf information, guidance and support throughout of all doctors. doctors’ professional lives. Leading Committed We are an influential leader in supporting the We are committed to all doctors and place them at profession and improving the health of our nation. the heart of every decision we make. Reliable We are doctors’ first port of call because we are trusted and dependable. 2 British Medical Association Code of conduct Our behaviours We have taken the BMA’s values – expert, leading, Members are required to familiarise themselves with challenging, committed and reliable – and with your the BMA’s constitution as set out in the memorandum help, turned them into behaviours to provide clarity and articles of association and bye-laws of the on what we expect from each other as we go about our Association. The code of conduct provides guidance work and provide a consistent approach for discussing on expected behaviour and sets out the standards of behaviour. They describe what we expect of each other, conduct that support BMA’s values in the work it does. and what we don’t, as well as what is considered above www.bma.org.uk/collective-voice/committees/ and beyond. Our behaviours form part of our culture committee-policies/bma-code-of-conduct) change to become a better BMA.
    [Show full text]
  • Towards the Design of a Process Management Approach for the Delivery of Unscheduled Urgent and Emergency Healthcare
    UNIVERSITY OF SOUTHAMPTON FACULTY OF BUSINESS, LAW AND ARTS Southampton Business School Towards the Design of a Process Management Approach for the Delivery of Unscheduled Urgent and Emergency Healthcare by Ganye Kwah Driscole Thesis for the degree of Doctor of Philosophy December 2017 UNIVERSITY OF SOUTHAMPTON ABSTRACT FACULTY OF BUSINESS, LAW AND ARTS Management Science Thesis for the degree of Doctor of Philosophy TOWARDS THE DESIGN OF A PROCESS MANAGEMENT APPROACH FOR THE DELIVERY OF UNSCHEDULED URGENT AND EMERGENCY HEALTHCARE Ganye Kwah Driscole Delivering effective urgent and emergency healthcare continues to challenge developed economies despite recent increased spending. The literature suggests that the current design of accident and emergency departments (A&E) does not reflect the process nature of the delivery of unscheduled urgent and emergency care. The research described in this thesis supports the development of a process model to strengthen unscheduled urgent and emergency healthcare delivery and improve A&E operations. A comprehensive literature review is undertaken to investigate the extent and efficacy of process management in healthcare delivery. It shows that process management methods such as Business Process Re-engineering and Lean tend to be applied to individual departments. End-to-end process orientated approaches are scarcely applied. Assessing access to urgent and emergency healthcare in England, a lack of process design and management is found which results in confusion for patients. Based on principles of process orientation, a new proposal is developed that features local urgent healthcare hubs. To investigate the current process, an analysis of A&E providers by catchment area was carried out for London to understand how features of an area such as number of general practitioners affects demand in A&E.
    [Show full text]
  • KCH Annual Report 07-08
    2007-08 Annual report and summary financial statements Leading change in the NHS 02 Who we are 33 Developing our staff and our facilities 03 Leading change 34 Training and development 04 Chairman’s statement 37 Occupational health and 06 Chief Executive’s report the environment 08 Directors’ report: Finance 38 Investing in our facilities 10 Directors’ report: Performance 39 Focusing on good governance 11 Pioneering new approaches 40 The Board of Directors 12 Stroke; breast and cervical screening 41 Meetings and committees 13 Heart attack 42 Biographies contentscontents 14 Venous thromboembolism 44 Audit committee 15 Paediatric liver disease 45 Remuneration report 16 Neurosciences; 46 The Board of Governors blood and tissue bank 48 Governor Committees and Groups 17 Day surgery 49 Membership Report 18 Emergency Department 50 NHS Foundation Trust Code of 19 Infection control Governance – Compliance Statement 20 Commercial Services 52 Strengthening our finances 21 Transforming the delivery of care 53 Summary financial statements 22 Strategy 65 Auditor’s report 23 First Choice Appendices 24 Research and development 66 Performance review: 26 Empowering our patients existing national targets and partners 68 Performance review: 27 Working with primary care new national targets 28 Listening to our patients, taking action 70 Personal data related incidents 29 Working with our Governors and Members 30 Working with our diverse communities Annual Report and Summary Financial Statements 2007-08 Presented to Parliament pursuant to Schedule 7, paragraph 25(4) of the National Health Service Act 2006. 2 kING’S COLLEGE HOSPITAL NHS FOUNDATION TRUST King’s College Hospital NHS Foundation Trust is one of London’s largest and busiest teaching hospitals.
    [Show full text]
  • Notes of the London Regional Transport/Borough Liasion
    Appendix to A15 NOTES OF THE LONDON REGIONAL TRANSPORT/BOROUGH LIAISON GROUP MEETING HELD AT THE TOWN HALL, HORNTON STREET, KENSINGTON, W8 7NX ON WEDNESDAY 11 TH OCTOBER 2000 AT 4:30 P.M. PRESENT: Councillor Mrs Frances Taylor (Chairman) Councillor Rima Horton Councillor Daniel Moylan (Chairman, Environmental Services Committee) Mr Mark Beauchamp (Better Government for Older People - RBKC) Mr Jim Brady (Business Manager - Centrewest) Mr Martyn Chaffer (Performance Delivery Support Manager - North ) Mr Daniel Collinge (Committee Services - RBKC) Mr Graham Cook (Manager Director - Travel London/Independent Way) Mr Martin Fisher (Operations Support Manager - Metroline) Ms Glynis Kelleher (Committee Services - RBKC) Mr David Knight (Service Quality Manager - London United) Mr Bill Mount (Group Leader Transportation - RBKC) Mr Tom Mansfield (Principal Transportation Officer - RBKC) Mr Richard Parry (London Underground Marketing Manager - Revenue) Mr David Richardson (Liaison and Special Projects Manager) Mr Mark Sexton (LUL Communication Manager for Closure of Routes) Mr Steve Travis (Director of Kensington & Chelsea Community Transport) Ms Gill Tynan (Road Manager - London General) 1. APOLOGIES FOR ABSENCE None 2. WELCOME AND INTRODUCTIONS 3. NOTES OF THE MEETING OF 5 th JULY 2000 The notes of the meeting held on 5 th July 2000 were confirmed as a correct record. 4. MATTERS ARISING FROM HIGHWAYS AND TRAFFIC COMMITTEE MEETING ON 12 TH SEPTEMBER 2000 Item 18 of the 12 th September Highways and Traffic Committee concerning infrastructure works was circulated. 2 The meeting noted that any matters arising from the Highways and Traffic Committee meeting would be covered during the course of the agenda. 5. BUS MATTERS Performance Indicators 5.1 Routes 10 and 52 The Chairman reported that these routes provided unreliable services to the public.
    [Show full text]
  • Risks to London A&E Services This Winter
    Health Committee Risks to London A&E services this winter November 2013 Health Committee Members Onkar Sahota (Chair) Labour Andrew Boff (Deputy Chair) Conservative Andrew Dismore Labour Kit Malthouse Conservative Fiona Twycross Labour The Health Committee is tasked with reviewing health and wellbeing across London, including progress against the Mayor’s Health Inequalities Strategies, and work to tackle public health issues such as obesity and alcohol misuse. The Committee will consider the Mayor’s role as Chair of the new pan-London Health Board and the impact that recent health reforms are having on the capital, notably NHS reconfiguration and the decision to devolve public health responsibilities to local authorities. Contact: Carmen Musonda email: [email protected] Tel: 020 7983 4351 ©Greater London Authority November 2013 2 Contents This winter 4 Longer term 11 Orders and translations 16 3 Chair’s foreword From life threatening scenarios to less serious but nonetheless urgent needs, Accident and Emergency departments are for a growing number of people the gateway to healthcare services. The pressures that A&Es face, from increasing attendances, staff shortages and the difficulty in admitting patients to wards, is the barometer of pressure on the health service in London. During the past year, 2.7 million people have had cause to visit one of London’s major Accident and Emergency departments and of them over 200,000 have had to wait over four hours to receive care. The failure of half of all trusts to consistently treat 95 per cent of patients within four hours shows that the health care system is under stress and cannot be allowed to continue.
    [Show full text]
  • Transport Committee
    Transport Committee Value added? The Transport Committee’s assessment of whether the bus contracts issued by London Buses represent value for money March 2006 The Transport Committee Roger Evans - Chairman (Conservative) Geoff Pope - Deputy Chair (Liberal Democrat) John Biggs - Labour Angie Bray - Conservative Elizabeth Howlett - Conservative Peter Hulme Cross - One London Darren Johnson - Green Murad Qureshi - Labour Graham Tope - Liberal Democrat The Transport Committee’s general terms of reference are to examine and report on transport matters of importance to Greater London and the transport strategies, policies and actions of the Mayor, Transport for London, and the other Functional Bodies where appropriate. In particular, the Transport Committee is also required to examine and report to the Assembly from time to time on the Mayor’s Transport Strategy, in particular its implementation and revision. The terms of reference as agreed by the Transport Committee on 20th October 2005 for the bus contracts scrutiny were: • To examine the value for money secured by the Quality Incentive Contracts issued by London Buses to bus operators. This will include o An examination of the penalty/bonus element to the Quality Incentive Contracts o An examination of operator rate of return and operator market share o An examination of the criteria by which the subsidy’s value for money is judged • To compare all of the above with other contracting arrangements within the UK and other international major cities Please contact Danny Myers on either 020 7983 4394 or on e-mail via [email protected] if you have any comments on this report the Committee would welcome any feedback.
    [Show full text]
  • Development of Organised Transportation in London
    TfL Corporate Archives Research Guides Research Guide No 10: Development of Organised Transportation in London The establishment of the Underground Electric Railways Company of London in 1902 represented the birth of organised mass transportation in London. Whilst not all of the existing rail operators were initially incorporated, this bringing together of the Metropolitan District Railway, the Baker Street and Waterloo Railway, the Charing Cross, Euston and Hampstead Railway, and the Great Northern, Piccadilly and Brompton Railway, constituted the foundation of the over-arching corporate body responsible for transportation as we know it. This guide charts the key dates in the management of organised transportation in London, from the earliest railway and coach companies to the current incarnation of Transport for London. It is divided into 4 sections: Section1: Companies that became part of the Underground Group prior to 1933 ........ 4 Section2: Companies which merged with other companies prior to becoming part of the Underground Group ...................................................................................................... 8 Section 3: Companies which became part of LPTB on 1/7/1933 which had never been part of the Underground Group ........................................................................................ 15 Section 4: Organisations formed within LT as subsidiaries or acquired after 1/7/1933 ............................................................................................................................................
    [Show full text]
  • Research Guide No 4: Key Dates in the History of London Transport
    TfL Corporate Archives Research Guides Research Guide No 4: Key Dates in the History of London Transport The following dates and events have been extracted from London Transport Diaries and other information in the Archives. Date Event 1829 First horse drawn bus service, operated by George Shillibeer, between Paddington and the Bank, via the Angel. Bus had 22 seats, was drawn by three horses 1831 First mechanical bus. Hancock‟s steam carriage ran Stratford to London 1832 Stage Carriages Act – introduction of licences for buses 1836 First steam railway in London, from Tooley Street (London Bridge) to Deptford, opened by the London & Greenwich Railway 1838 Introduction of drivers‟ and conductors‟ licences 1840 First era of steam buses ended 1843 Opening of the Thames Tunnel, now used by the East London Line. Used only by pedestrians until the 1860's 1850 Horse buses with roof seats – the „knifeboard‟ type – started to run in London 1851 Thomas Tilling started running horse-buses from Peckham 1855 London General Omnibus Company Ltd, formed in Paris as Compagnie des Omnibus de Londres, it was reregistered as an English Company in 1858. Its object was to purchase and operate the horse buses of London, owned for the most part by small scale proprietors. Operation began in 1856 1861-1862 First horse tramways, built by George Francis Train, an American, opened in London, but were unsuccessful and soon removed. The first was along the Bayswater Road from Marble Arch to Porchester Terrace 10/01/1863 First part of the Metropolitan Railway opened, from Paddington (Bishop‟s Road) to Farringdon Street (now Farringdon).
    [Show full text]