Item 6 - Skills and Employement Strategy - Board 10 ...

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AGENDA ITEM 6

TRANSPORT FOR LONDON

BOARD

SUBJECT: SKILLS AND EMPLOYMENT STRATEGY

DATE: 10 DECEMBER 2008

1 PURPOSE AND DECISION REQUIRED

1.1 This document describes TfL’s 10-year Skills and Employment Strategy, which seeks to guarantee that TfL and its supply chain continue to have the skilled workforce needed to deliver its transport objectives. It is presented to the Board for noting.

2 BACKGROUND

2.1 Attached is TfL’s Skills and Employment Strategy.

Development

2.2 For the past eight months TfL has been developing its Employment and Skills Strategy. This document draws together TfL’s work on skills and employment with recommendations covering existing staff and the supply chain, as well as prospective employees and those still in education.

2.3 The Strategy has been considered by the Skills and Employment Steering Group (SESG) and has been consulted on with external and internal skills stakeholders and the Commissioner. The strategy is in line with the London Skills and Employment Board’s strategy document “London’s Future”.

Aims 2.4 The aim of the Strategy is to ensure that our staff and those working in our

supply chain have the skills TfL needs and also to improve the skills opportunities available to Londoners, particularly those from disadvantaged or under-represented groups.

2.5 In particular TfL is keen to minimise the risks faced by the organisation due to

the skills shortage in particular transport related fields such as engineering. Key themes

2.6 The strategy focuses on three key themes

(a) Staff solutions. This theme is designed to ensure that TfL can recruit, support and develop the people it needs to fulfil its requirements.

(b) Education. The education theme seeks to develop the industry’s future

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workforce, particularly with regards to engineering, planning and project management.

(c) Supply chain and industry solutions. This theme is designed to ensure that TfL can access, manage and make the most efficient use of its supply chain. It also seeks to ensure that, where appropriate, TfL’s suppliers offer employment, training and skills opportunities to local communities.

2.7 Each of these key themes relate to corresponding workstreams which are detailed in the Strategy document.

3 RECOMMENDATION

3.1 The Board is asked to NOTE the TfL Skills and Employment Strategy.

4 CONTACT Contact: Valerie Todd Phone: 020 7126 4834

MAYOR OF LONDON Transport for London

Transport for London

Skills andEmploymentStrategyDecember 2008

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Transport for London > Skills and Employment Strategy

We need the right people,with the right skills,at the right time.Peter Hendy CBECommissioner, Transport for London

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Contents

Contents

Commissioner’s message

Foreword by Valerie Todd

Executive summary

Aims and context

Introduction and aims

Evidence and context

Making it happen

TfL’s approach to skills

Staff solutions

Education

Supply chain and industry solutions

Making it happen – delivering the strategy

Appendices

Appendix 1: Existing TfL skills initiatives

Appendix 2: Summary of workstreams by topic

Appendix 3: National policy initiatives

Appendix 4: Key TfL facts

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Commissioner’s message


For Transport for London (TfL),delivery to time and to budgetis paramount – both of existingservices and the challengingtransport improvements thatwe have set ourselves – is onlypossible if we have the rightpeople with the right skills atthe right time.

Since its creation in 2000, TfL’sachievements have been based onhaving the best people available, as staffand through our supply chain. In 2004,TfL achieved a long-term agreementwith the Government on grant levels andborrowing. This gave us the ability toimprove London’s transportinfrastructure substantially and toborrow funds to take forward majorprojects, as well as ensuring long-termcontinuity. This was strengthened by thefunding package agreed in October 2007,which secured £15.9bn for Crossrail.

But it also brought into sharp relief theneed for more skilled people to supportthe delivery of projects such as Crossrailand the London Underground (LU)line upgrades.

This strategy document draws togetherTfL’s work on skills and employmentwith recommendations covering existingstaff and the supply chain, as well asprospective employees and those still ineducation. Through its implementation,TfL will be able to realise its vision of atransport system that delivers the safe,reliable and efficient movement ofpeople and goods to enhance London’seconomy and environment, whilepromoting social inclusion.

In all its activities TfL is dedicated toproviding value for money for itscustomers and taxpayers, and thedelivery of the initiatives outlined in thisstrategy is no exception. Through theseplanned activities we will seek to repaythe trust Londoners have placed in usand offer employment, learning andtraining opportunities for both thisgeneration and the next.

Peter Hendy CBECommissioner, Transport for London

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Forewords

Foreword by Valerie Todd

We need talented and skilledpeople working for us and oursuppliers if we are to meet ourcommitment to deliver achallenging programme oftransport improvements forLondon – and transport servicesfor the many millions ofpassengers each day on theCapital’s buses, Tubes and trams.

Finding, retaining and developing thesepeople poses a number of challenges.Key sectors, such as engineering, faceskills shortages which impact bothTfL and our supply chain. The latesttechnology and developments meannew skills will be needed, and we arealso committed to encouraging theunemployed into work.

We need to rethink our approach toskills and employment to continue tobe successful. We must ensure

that those working for us directly orthrough our suppliers, and those weseek to employ, are equipped to meetour needs.

Experience has shown that taking apassive approach to recruitment anddevelopment of staff puts our deliveryat risk over the medium term. This isnot an option.

Over the past few months, we havereviewed our approach to skills, andworked closely with the London Skillsand Employment Board (LSEB) todevelop a 10-year strategy for skillsand employment within TfL.

This document sets out many of themechanisms for change that we willuse to ensure we continue to deliverservices to meet the demands andexpectations of Londoners.

It is an evolving document thatwill be revisited to ensure it hascurrency and relevance to thechallenges faced by TfL.

Valerie ToddManaging Director, Group ServicesTransport for London

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Executivesummary

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Executive summary

This document describes TfL’s10-year Skills and EmploymentStrategy, which seeks toguarantee that TfL and its supplychain continue to have the skilledworkforce needed to deliver itstransport objectives. Thestrategy, and its associatedimplementation plan, will bekept under review to maintainits alignment with Mayoral policyand the LSEB’s direction, as wellas to make sure that emergingchallenges are met and plannedimprovements are achieved.

Aims and contextDespite the recent economicdownturn, London remains one of themost important centres for financialand business services in the world. Thecity is set to grow and prosper in thefuture, with more than 800,000 extrapeople and around 900,000 additionaljobs forecast over the next 20 years.The impact of the predicted growthwill mean that there will be changes indemand for public transport which,combined with TfL’s challengingprogramme of transport improvementsfor London, will affect the number and

type of staff that TfL and its supplychain need to employ.

Developing a comprehensive,consistent Skills and EmploymentStrategy is important to TfL for twomain reasons. As an employer TfL hasaccess to London’s highly-qualifiedskills base but, along with its suppliers,it also has to compete with othersuccessful companies that valueskilled workers highly and rewardthem accordingly.

Secondly, TfL is an organisationcommitted to supporting London’slocal communities and promotingequal life chances for all through itsrecruitment practices and trainingopportunities, and those offered byits supply chain. The LSEB, which isresponsible for delivering a long-termstrategy for adult skills and employmentin London, is a key partner.

TfL will work with the LSEB, theGreater London Authority (GLA) andother stakeholders to deliver thestrategy, which aims to:

> Ensure that TfL and its supply chainhave access to staff with thenecessary skills

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> Increase skill levels of staff andprospective staff within TfL and itssupply chain through trainingand development

> Support economic and socialregeneration through employmentand training opportunities

> Work with partners to maximiseskills and training opportunities

> Ensure disadvantaged groups benefitfrom any employment, training andskills opportunities

ChallengesRenewal of the existing network andinvestment in new capacity, such asCrossrail, is essential to ensure thatthe transport system is equipped toaccommodate projected increases intravel demand. Both require morepeople with appropriate skills to dothe job.

Improving the transport networkrequires TfL to address various skillsgaps in its workforce and its supplychain, particularly in engineering andconstruction. Despite the recenteconomic slowdown, over the longerterm there will be continuing growth inthe infrastructure sector, particularly inrelation to road and rail. This will meancompetition for skilled staff bothfrom within the UK and also frominternational markets, such as Indiaand China. This increased competition

is in addition to an ageing workforceand a lack of apprentices andgraduates coming into the industry.

As well as recruiting more skilled staff,TfL has a significant opportunity toincrease skill levels within its existingworkforce, improving employee jobsatisfaction and increasing staffretention. Upskilling existing staff alsomakes additional entry-level positionsavailable to Londoners with fewer orno pre-existing skills.

TfL must also ensure that its supplychain has the requisite capability andcompetency to deliver its workprogrammes. The InvestmentProgramme requires TfL’s supply chainto provide high volumes of complexgoods and services so there is a needfor access to highly skilled workers.There is a risk to the efficient andeffective completion of the InvestmentProgramme if TfL does not ensure,through this strategy, that staffin its supply chain have theappropriate skills.

As well as securing the performance ofits supply chain, TfL has theopportunity to provide training andemployment opportunities to localcommunities both directly and throughits supply chain.

Building Crossrail will help transformLondon’s transport network and hasthe potential to make a real difference

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Executive summary

to training and employmentopportunities in some of the mostdeprived parts of the Capital. At thepeak of construction, there will be asmany as 14,000 positions madeavailable, giving TfL the opportunityto help excluded groups of Londonersand tackle worklessness.

Making it happenThe strategy and associatedimplementation plan have beendeveloped through analysis of TfL’stransport objectives, and the needsand views of key stakeholders withinTfL and Crossrail. Although the figuresmay adjust in line with changes toprogrammes and investment plans,the objectives are fixed.

The programme is divided intothree themes: staff solutions;education; and supply chain andindustry solutions. Within each ofthese there are a number of topicareas, and within these there areindividual workstreams, details ofwhich can be found in theimplementation plan.

Key recommendationsThe key recommendations of each ofthe three themes are outlined here.They also seek to build on existingequality and inclusion work and helpTfL and its supply chain to betterrepresent London.

Staff solutionsThis theme is designed to ensure thatTfL can recruit, support and developthe people it needs to fulfill itsrequirements. TfL will:

> Continue to ensure that itattracts and retains skilled staffthrough effective recruitment,succession planning and talentmanagement processes

> Upskill the existing workforce, inline with TfL’s People Strategy

> Better utilise and retain TfL staffwith key skill sets by moreeffectively matching skills and careeraspirations to ongoing projects andfuture workload

> Develop and attract people fromacross all communities byencouraging reskilling, tacklingworklessness and working withthose still in education toenable them to meet their fullpotential and prepare effectivelyfor employment

EducationThe education theme seeks to developthe industry’s future workforce,particularly with regards to engineering,planning and project management.TfL will:

> Work with selected partners in thehigher education sector to adopt amore integrated approach, combining

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student placement and recruitmentactivities with post-graduate trainingand allied research programmes

> Establish a Crossrail TunnellingAcademy to alleviate this noticeableskills gap and to train local people inthe required skill sets

> Continue and build on the existingschools engagement programmepromoting science, technology,engineering and maths (STEM)subjects as a path to an engineering,technical or planning career

Supply chain and industry solutionsThis theme is designed to ensure thatTfL can access, manage and make themost efficient use of its supply chain. Italso seeks to ensure that, whereappropriate, TfL’s suppliers offeremployment, training and skillsopportunities to local communities.

TfL will:

> Require its suppliers to offeremployment, training and skillsopportunities to local communitiesthrough the implementation ofStrategic Labour Needs and Training(SLNT) requirements within itsprocurement process - and seek tosupport its suppliers to meetthese requirements

> Support small and medium-sizedenterprises (SMEs) and black, Asianand minority ethnic (BAME) suppliersand ensure a level playing field withother larger suppliers. Wherepossible, TfL will require its largersuppliers to offer opportunities toSME/BAME companies

> Access its suppliers in the mostcost-effective and efficient mannerpossible and put in place a systemto monitor and manage supplierperformance, where required

> Establish an industry-wide picture ofthe demand and supply of therequired skill sets within thetransport industry and put in place asystem to allow long-termmonitoring to aid decision making

ConclusionThe TfL Employment and SkillsStrategy identifies a comprehensiverange of workstreams and deliverablesto ensure that TfL has access to theskilled staff it needs to deliver thechallenging transport objectives forLondon, as well as addressing widereconomic and social inclusion issues.By having such workstreams in place,TfL can be confident that the deliveryof its services, plus the plannedimprovements to London’s transportnetwork, are secure.

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Aims and context

Aims andcontext> Introduction and aims

> Evidence and context

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Introduction and aims


The purpose of this strategy is toensure that TfL and its supplychain have the right people withthe right skills at the right time todeliver a world-class transportsystem. It will achieve this bycreating employment andtraining opportunities thatallow Londoners to meettheir potential.

AimsOver the next 10 years, the TfL Skillsand Employment Strategy aims to:

> Ensure that TfL and its supply chainhave the necessary workforce withthe skills required to deliver theInvestment Programme

> Increase skill levels, capability andcompetency within TfL’s workforceand the supply chain, by creating orsupporting tailored training anddevelopment programmes

> Support economic and socialregeneration within localcommunities by offeringemployment and trainingopportunities associated withTfL’s network and theInvestment Programme

> Work with the industry, suppliers,training bodies and other relevantorganisations to maximise skillsand training opportunities forTfL staff, the supply chain andlocal communities

> Ensure disadvantaged and under-represented groups benefit fromany employment, training and skillsopportunities that become availablethrough TfL, the supply chain and/orTfL-related projects

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Evidence and context

Aims and context > Evidence and context

As London’s strategic transportauthority, TfL aims to providethe most integrated, efficient,accessible, reliable and safejourneys possible.

TfL is responsible for:

> London's buses, the Tube,London Overground, the DocklandsLight Railway (DLR), CroydonTramlink and London River Services

> Victoria Coach Station and theLondon Transport Museum

> The red route network, CongestionCharging and London's 6,000traffic lights

> Compliance with trafficmanagement legislation andstrategic leadership for developingpolicies jointly with otherhighway authorities

> Crossrail, the new railway forLondon and the South East

> A range of alternative transportinitiatives, including walkingand cycling

Activities are directed towardsachieving the following objectives:

> Helping get Londoners get fromA to B as quickly, conveniently andcheaply as possible

> Ensuring all Londoners have theinformation they need, when theyneed it, to make their journeys easier

> Reducing congestion and emissions,and improve the passengerexperience through the rightmix of policies

TfL’s approach to developing skills isdesigned to enable it to run servicesin the most efficient and effectiveway possible and achieve itsoverarching goals.

London’s FutureIn July 2008, the LSEB published‘London’s Future: The Skills andEmployment Strategy for London2008 – 2013’. This document sets outthe Mayor’s long-term employmentand skills strategy for the Capital.A complementary document,‘Globalisation, Skills and Employment:The London Story’, analyses thechallenges for improving Londoners’skills to keep pace with thecompetitive global marketplace.

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TfL contributed comments to this workand strongly supports the LSEB’s aims.The following sections give a briefoverview of the excellent analysis of theoverall London skills economyproduced by the LSEB in ‘Globalisation,Skills and Employment: The LondonStory’ and, unless otherwise stated,all data are sourced from it.

London’s global economyLondon is an international successstory. It is one of the most importantcentres for financial and businessservices in the world, with aninternational reputation for excellencein these sectors and a high Gross ValueAdded (GVA) per head. Its competitiveadvantage is based on the highlyqualified staff available to firms andits time-zone advantage for tradingand the city’s high quality transportinfrastructure. The LSEB gives moreinformation on London's position inthe global marketplace, analysing thesize of sectoral job markets,productivity, concentration ofbusinesses and its competitiveadvantage over other cities.

The Capital is predicted to see a largeincrease in population over the nexttwo decades, from 7.4 million in 2004to 8.3 million by 20251. TfL, as the

London transport authority, is affectedby these trends.

As an employer, TfL has access toLondon’s highly qualified skills baseand the broader skills resource ofcommuters from all over the SouthEast. However, it has to compete withother successful companies thatvalue skilled workers and rewardthem accordingly.

Fluctuations in different sectoral jobmarkets will affect patterns ofmovement across the city and so havean impact on transport demand. Thepredicted employment and populationgrowth in London will result in a 30per cent increase in public transportpassenger kilometres travelled in themorning peak, by 20252. Changes in thedemand for public transport will affectthe type of staff TfL needs to employ.

Job market conditions and their impacton the people of London, will alsoaffect TfL as an organisationcommitted to supporting the Capital’slocal communities. The impact oflong-term worklessness can bedamaging to communities and TfL’srecruitment practices and supplychain should take advantage ofopportunities to remedy this.

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Demand for labourThe demand for labour in London hasbeen, and will continue to be,influenced by the success of the City.Previous forecasts from the LSEB haveshown substantial growth in theLondon job market in business,financial and ‘other’ services andindicated that this will increase. Giventhe current economic issuesassociated with the finance sector andrecent Government interventions inthe market, it is unlikely that suchgrowth forecasts hold true. Indicationspoint to reductions in employmentnumbers associated with the bankingand finance sectors and it is uncertainwhen future growth may occur.

LSEB forecasts identify a demand forthe more customer-facing skillsneeded for the predicted growth insectors such as hotels and restaurants.The sectors showing a marked declineare those such as manufacturing,which offer jobs for low or unskilledworkers. The LSEB provides a fullbreakdown of these trends and adetailed assessment of their impacton the demand for labour in London.

Supply of labourThe 2007 National Employer SkillsSurvey showed that employers inLondon and the South East were morelikely than employers nationally tohave skill gaps among their staff (17per cent for London and 15 per centfor England). Skill gaps in London wereparticularly likely to be characterised bya lack of management, customerhandling, communication and team-working skills. Foreign language skillswere more likely to be described aslacking in London, compared withother regions3.

The LSEB reports on the varioussources of labour for organisations inLondon. Each year 180,000international migrants and 130,000domestic migrants enter the Capital’sworkforce, supplemented by 700,000people commuting in daily fromsurrounding areas. Comparatively fewyoung Londoners, school or universityleavers, enter this market – only90,000 a year. The Capital’s educationleavers are also often at a skillsdisadvantage compared with othergroups entering the London jobsmarket. It is frequently internationaland domestic migrants who have high-level skills, while young Londoners are

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sometimes inadequately prepared tocompete in a high-skills job market.

All this leads to a situation in whichemployers are not incentivised to trainLondoners because they have accessto good quality migrant recruits. This isparticularly true in the constructionsector, where easy access to workersfrom recent European accessioncountries has led to a large influx ofskilled and unskilled labour within theindustry. This has meant few trainingopportunities have become availableto local residents.

A rapidly ageing workforce and lack ofapprentices, technicians and graduateswith the required technical andengineering skills sets is of concern tomany large employers. The 2007Engineering and Technology BoardSurvey4 shows the average age ofengineers in the UK is now 55, withmore than 17,000 chartered engineersnow aged over 65. The survey alsoshows the number of apprentices inengineering and construction has beendecreasing, with a 26 per cent drop inengineering apprentices between2002/03 and 2004/05. Graduatenumbers in the engineering andtechnical sectors have also generallybeen static or shown little growth.Of particular concern is that, of thosewho graduate with an engineering ortechnology degree, almost 50 per centdo not go into the professions.

A more general impact associated withthe ageing workforce will be the needfor individuals and organisations toadapt, retrain and update skill sets. Asthe population ages and working liveslengthen, workers are more likely tohave to update their skills to move intodifferent sectors or adapt to newtechnologies. This means organisationswill have to ensure they support theirinternal workforce through training anddevelopment, and also encouragecareer changes through tailoredtraining courses. Figure 1 gives someindication of the changes anticipated inthe age groups up to 2020.

TfL, in partnership with the DfT andthe LDA, has commissioned anindustry study to examine areas ofskills shortages within the transportplanning, road and rail sectors.Although still in draft, the reportsupports anecdotal evidence of skillsshortages within the engineering,technical and planning professions,particularly in relation to some of themore specialist areas. An averageshortfall of 10-15 per cent in thenumber of skilled professionalsrequired was reported in the majorityof the professions with some of themore specialist ones such as systemintegration, reporting a shortfall as highas 25 per cent5.

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Figure 1Projected change in age groups 2006 – 2020Source: NIACE 2007 – The Workforce in 2020

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The current economic climate hasseen a sharp slowdown of constructionwork both in Greater London and theUK in general. The ongoing financialturmoil in world markets has seencutbacks in London’s importantfinancial services sector and weakeningconsumer confidence. A recent Officeof Government Commerce (OGC)report outlines a continuing fall in UKhouse prices with recent estimatesforecasting an almost 40 per centdecline in new house starts for2008/095. The same report detailsa significant drop in the commercialbuild sector as well.

Owing to the number of major projectssuch as the London 2012 Olympic andParalympic Games within the GreaterLondon area, the impact of declinewithin the housing and commercialsectors is somewhat attenuated.Construction forecasts have beendowngraded but, as outlined in theOGC report, new work is still forecastto increase by 4.7 per cent over 2009-2013. Decline in the housing andcommercial sectors may even benefitthese projects by freeing up theconstruction and engineeringworkforce. This possible increase inavailable construction workers,engineers and other skilled workersmay well have an effect on TfL’srecruitment policies in these areas. TfLis monitoring the situation to ensure

that the skills strategy remains up-to-date with market conditions.

WorklessnessLondon has the lowest employmentrate in the UK, with 30 per cent of theCapital’s residents not in work. Thereasons for this, as analysed by theLSEB, are numerous, but the city’scompetitive employment market,characterised by high-skills jobs andthe ready availability of highly skilledmigrant workers willing to come toLondon, certainly plays a role. Atpresent there are three low-skilledworkers for each available low-skilledjob in the Capital.

Worryingly, this worklessness tends beconcentrated in neighbourhoods andhouseholds, threatening theirsustainability. It also has an effect onchild poverty, which in London isrunning at 41 per cent. Children whogrow up in poverty, or in deprivedneighbourhoods, are less likely to goon to higher education and may notgain the qualifications necessary toparticipate in the London job market,continuing the cycle of worklessnessand neighbourhood degeneration.

The LSEB also reports on the issuesfaced by the Capital’s agencies inreducing worklessness and the barriersto work for Londoners.

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GLA initiativesAs the city-wide strategic governmentfor London, the GLA and electedMayor are responsible for thepromotion of economic and socialdevelopment and the Capital’senvironmental improvement. TheMayor’s vision is for London to be anexemplary, sustainable, world city,based on three interwoven themes:

> Strong, diverse long-termeconomic growth

> Social inclusivity to give allLondoners the opportunity toshare in London’s future success

> Fundamental improvements inLondon’s environment managementand use of resources

The Mayor also chairs the LSEB whichhas developed the strategy for adultskills and employment in London.

LSEBThe LSEB is responsible for deliveringa long-term strategy for adult skills andemployment in London. The Board’sprimary responsibility is for thestrategic direction of the Learning andSkills Council’s (LSC’s) adult skillsbudget in London (approximately

£600m per year). In addition, it seeksto influence the spending and prioritiesof other key agencies such asJobcentre Plus, the LondonDevelopment Agency (LDA) and theHigher Education Funding Councilin England (HEFCE).

The LSEB has set itself somechallenging targets: to increaseLondon’s employment rate from 70.5per cent to 72 per cent by 2013 andclose the gap for those with low ratesof participation; and reduce theproportion of Londoners with noqualifications to 10 per cent by 2013.It also wants to develop measuresaround productivity, training andprogression in the labour market totrack progress.

In July 2008 the LSEB issued itsstrategy for improving skills andemployment outcomes in the Capital.Called ‘London’s Future’ it identifiedthree strategic aims for the city:

> Work with employers to bettersupport them in providing morejob and skills opportunities toLondoners, to the benefit of theirbusinesses and to keep London’seconomy competitive

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> Support Londoners to improvetheir skills, job and advancementprospects through integratedemployment support andtraining opportunities

> Create a fully integrated,customer-focused skillsand employment system

Responsible procurementThe GLA group has definedresponsible procurement as thepurchase of goods, works and servicesin a socially and environmentallyresponsible way that delivers value formoney and benefits the contractingauthority and London.

In June 2006 the GLA group adopted aResponsible Procurement Policy tosupport the delivery of the Mayor’svision for London. The policy sets outthe GLA group’s commitment to adoptresponsible procurement practicesbased around seven areas of social,economic and environmental impact.One strand of the policy focuses onmeeting SLNT opportunities,and states:

> We will seek to incorporateprovisions into our contracts, whereappropriate, to offer training andemployment opportunities forLondon’s communities and toaddress under-representation ofparticular groups in particular

sectors, and the need for providingskills and opportunities forpeople experiencing long-term unemployment

> We will work with our suppliers toensure that, wherever appropriate,employment opportunitiesarising from our contracts arecommunicated to local communities

This strand links procurement to theskills and employment agenda, and itis the view of the GLA that allseven themes of the ResponsibleProcurement Policy can be mutuallysupportive within it.

TfL’s market sectorTfL is a large organisation requiring anarray of skills ranging from planningand communications to projectmanagement. However, the availabilityof staff with certain specific skills,such as engineering and construction,will have a huge impact on TfL’s abilityto deliver complex transport schemeseffectively and efficiently. As such, thesituation in the national construction,rail, road and highways markets willhave a huge impact on the availabilityof workers with these specialist skillsand so must be taken into accountwhen planning employment andskills policies.

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Construction marketLatest OGC forecasts6 show thatcurrent economic conditions arehaving a significant impact on theconstruction market, which is set tofall in 2008 and 2009 before growthresumes in 2010. The housing andcommercial construction markets haveshown significant declines over the last12 months. However, the

infrastructure sector, of whichtransport forms a part, is expected toshow strong growth of 6.2 per cent ayear from 2008 to 2012. WithinGreater London, the OGC forecastsshow an annual growth rate of 22 percent within the infrastructure sectorup to 2014. Figure 2 below indicatesforecast construction activity acrossthe various sectors.

Figure 2UK construction sector overviewSource: OGC, July 2008

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Large capital projects or programmes ofwork within the sector cover a range ofareas and include:

> Road and rail transport – largeprojects include Crossrail, Thameslinkand the M25 widening

> Airports – refurbishment of Terminals1, 2 and 3 at Heathrow is underwayand works are about to begin atGatwick. Possible expansion ofStansted from 2010/11 onwards

> Ports – large projects include the£1.5bn Shellhaven scheme in Essex,£250m expansion at Felixstowe, andthe £1bn expansion at Tilbury

> Energy – new generating capacityneeds to be established in the UK,whether for nuclear, renewable ormore traditional forms.

Decommissioning of existing nuclearplants is estimated to cost £73bn ormore7. Substantial works are alsoenvisaged for the National Grid overthe next 10 years, along withTransco’s gas pipeline network

Like the transport sector, many otherindustries face potential skill shortagesassociated with an ageing workforce anda lack of apprentices and graduates.These pressures mean possible

opportunities for joint industry actionsand also potential competition betweenthese areas for scarce skills.

International markets also need to beconsidered in terms of competition forscarce resource. More than half of theworld’s infrastructure investment is nowtaking place in emerging economies,such as India, China and the MiddleEast, with an estimated £1.2 trillionbeing spent this year. Over the next 10years it is estimated that these emergingmarkets will spend £22 trillion oninfrastructure projects, with Chinaestimated to account for 43 per centof this spend8.

UK rail marketThe UK rail market is expected toshow significant growth over the nextfive years. Figure 3 indicates thatcurrent capital works programmes inthe rail market will increase by almost50 per cent, peaking in 2012/13. Muchof this growth is due to programmessuch as Crossrail, Thameslink andthe ongoing LU renewals andupgrade works.

Outside London and the South East, anumber of significant rail-relatedprojects are either underway or aboutto be approved.

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In England these include:

> Manchester Metrolink – work due tobegin in 2008/09 at a cost of £600m

> Nottingham Express Transitextension – work due to begin in2010 at a cost of £582m

Scotland also has a range ofschemes including:

> Glasgow Airport Rail Link – plannedto open for the 2014 CommonwealthGames at a cost of £210m

> Airdrie to Bathgate Rail Link – duefor completion in 2010/11 at a costof £300m

> Borders Rail Project – work due tobegin in 2010 at a cost of £295m

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LondonUnderground

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Crossrail

Network Rail

Figure 3UK rail market – new works, renewals and enhancementsSource: Network Rail business plans (CP3 & CP4), TfL Investment ProgrammeFigures based on current data but subject to change

24


With the LU upgrade programme,Crossrail and the various worksunderway on the DLR and East Londonline, TfL will increase its share of theNational Rail market from 35 per centin 2005/06 to a maximum of 58 percent in 2012/13, as shown below infigure 4.

UK road and highways marketThe Department for Transport (DfT) ismoving away from building new roadsand motorways towards better use ofthe current network throughtechnology, hard shoulder running andpotentially some form of road usecharging scheme. For instance, £6bn isavailable to fund improvements to

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Figure 4Average UK rail market share – new works and renewalsSource: Network Rail business plan (CP3 and CP4), TfL Investment Programme)Figures based on current data but subject to change

25


national strategic roads in England inthe period up to 20149.

Active traffic management, as it iscalled, could mean the industry notonly faces pressures on traditionalengineering and construction skill sets,but also needs to allow for anincreasing requirement for skill setsassociated with new technologies suchas CCTV, communications andsystems engineering.

The Highways Agency in its 2008/09Business Plan outlines 21 majorschemes currently under construction,with a combined value of £2bn.Sixteen of these are expected to becompleted within 2008/09 and work isexpected to begin on two additionalmajor projects, the £330m A1 Dishfordto Leeming scheme and the £187mupgrade of the A421 from Bedford toJunction 13 of the M1. Stage one ofthe £4.5bn M25 widening scheme isexpected to start in 2009. In Scotland,work is underway on the £445mcontract to complete the missing linkof the M74, with the project plannedto be completed by the end of 2011.

TfL perspectiveTfL is responsible for delivering atransport system that enables the safe,reliable and efficient movement ofpeople and goods in and aroundLondon. Its overarching business goals

are to support economic development,tackle climate change and enhance theenvironment, and improve socialinclusion in the Capital.

The development of a skilled Londonworkforce is a very important aspect ofTfL’s efforts to realise these goals.Ensuring the transport system isequipped to accommodate projectedincreases in travel demand meansrenewing the existing network andinvesting in new capacity. Both requiremore people with the appropriate skillsto do the job. In addition, the creationof thousands of new jobs in comingyears affords TfL the opportunity tohelp excluded groups of Londonersand tackle worklessness.

In the short term, TfL is responsible fordelivering the transport requirements ofthe London 2012 Olympic andParalympic Games. This includes anextra carriage on all Jubilee line trainsand an increase in fleet size to boostcapacity on the line by 17 per cent,plus delivery of the Javelin train to carrypassengers from central London toStratford International in the OlympicPark in just seven minutes. TfL has beenan active participant in innovativepartnerships with employers, the publicsector and training providers to create aworkforce with the skills required todeliver the 2012 Games.

26


TfL hopes to build on this successfulframework to develop the skills itrequires to deliver Crossrail. Theconstruction of Crossrail will helptransform London’s transport networkand could make a real difference totraining and employment opportunitiesin some of the most deprived parts ofthe Capital. At the peak ofconstruction, there will be as many as14,000 positions. TfL, throughCrossrail, will be able to work withcontractors and suppliers to ensurehigh quality training, employment andprogression opportunities are built intothe delivery programme.

Improving other parts of the transportnetwork means TfL must also addressvarious skill gaps in its workforce. Inparticular, certain engineering skills arein short supply and it will requirededicated efforts to recruit qualifiedstaff. That said, as an employer ofaround 22,000 people, TfL has asignificant opportunity to improve skilllevels within its existing workforce.This not only improves employee jobsatisfaction and staff retention, it alsomakes available additional entry-levelpositions to Londoners with fewer orno pre-existing skills.

TfL also has a role to play in ensuringtransport is not a barrier to accessingtraining or employment opportunities.Appropriate transport links must be inplace and services must be affordable.Where appropriate, TfL must workwith other agencies to ensurenew services are positioned inaccessible locations.

The recently formed TfL Skills andEmployment Steering Group (SESG) isresponsible for ensuring that TfLeffectively meets its skills challengesand plays an appropriate role indelivering Mayoral objectives relatedto social exclusion and worklessness.

TfL demandTfL’s Investment Programme includesprojects to modernise, increasecapacity and reduce congestion on theTube, London Overground and theCapital’s bus and road network. Inaddition to this, enabling works onCrossrail will begin from 2009, withconstruction work beginning in 2010,at a cost of £15.9bn. Figure 5 gives anindication of the impact of theseprogrammes by TfL mode. AllInvestment Programme data cited inthis strategy are correct at the timeof print. However, a new Investment

27


7,000

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£M

illio

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LondonOvergroundCrossrailBoroughs

Figure 5Capital spend - TfL Investment Programme by mode and CrossrailSource: TfL Investment Programme

28


Programme will be published inDecember 2008 and this willupdate the financial andinvestment information.

The TfL Skills and EmploymentStrategy will continue to be reassessedand updated in line with changes in theInvestment Programme and economicfluctuations being experienced by thewider economy.

To undertake projects of themagnitude covered by the InvestmentProgramme and Crossrail, there is, andwill continue to be, a significantrequirement for labour across a broadrange of skilled and unskilledoccupations. Figure 6 gives some ideaof the labour impacts that TfL’simprovement works and Crossrail willhave. These figures account for theimpacts of both direct employment

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Figure 6TfL Investment Programme and Crossrail – estimated resource demandSource: TfL analysis

29


(people employed directly on a site orby a project) and indirect employment(people supporting the works orprojects, for instance, thosetransporting materials to the siteor manufacturing products).

In terms of the type of skills requiredby TfL, figure 7 gives a breakdown ofthe manual and non-manual labourrequirements of TfL’s InvestmentProgramme and Crossrail. Manuallabour requirements increase

significantly from 2012 as Crossraildevelops (Crossrail is scheduled forcompletion in 2017/18). The maximumrequirement for manual labour in TfL(including Crossrail) is currentlyestimated at almost 30,000direct/indirect full-time equivalent(FTE) positions in 2012/13.

Demand for skilled labour remainsmore constant, peaking in 2010/11and 2011/12 with almost 9,000non-manual FTE positions.

45,000

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Figure 7TfL Investment Programme – estimated resource demand by typeSource: TfL analysis

30


Figure 8 gives an indication of thenumber and type of skilled resourcesthat TfL will require. Key areas ofdemand will include:

> Project management andcommercial management

> Civil and structural engineering(including the tunnelling resourcesfor Crossrail)

> Rail asset engineers, particularlypremises, permanent way and rollingstock engineers

TfL’s resource baseWith an expenditure of almost £6.7bnlast year, TfL has a significant impacton the employment market and bringsin people from a range of sources.

TfL employs around 22,000 people –not including the Metronet employeeswho will transfer across to TfL – thebreakdown by mode is given in figure 9.Of these, approximately 1,500(8.4 per cent) are temporary staff.

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Figure 8TfL Investment Programme –non-manual resource demandSource: TfL analysis

31


TfL recruited more than 2,300 peoplein 2006/07. Most recruits came fromwithin the Capital – 49 per cent fromouter London boroughs and 31 per centfrom inner London boroughs – withonly 20 per cent coming from outsidethe London area.

TfL not only relies on its own staffbase, it is also dependent on a supplychain that provides a huge variety ofskills and occupations. Suppliers rangefrom large Public Private Partnership

(PPP) or Private Finance Initiative (PFI)providers (such as Tube Lines), globalmanufacturing and consultancy serviceproviders, through to SMEs andBAME enterprises.

TfL spent £3.8bn through its supplychain in 2007/08. This coverseverything from the provision ofservices such as cleaning and cateringthrough to high-end engineering andproject management.

Figure 9Staff numbers by modeSource: TfL Group HR

LU

SurfaceTransport

LondonRail

Corporate

4,516

13,716

2,020

184

32


Figure 10 outlines how TfL resourcesits engineering and technicalrequirements. As this shows, TfL isenormously dependent on its supplychain for the provision of services suchas engineering and technical skills.TfL will have to balance internal andexternal resources to meet itsworkload. An issue for TfL is achievingthe optimum mix of its own staffand external resources, and thisis continually reviewed.

As an organisation, TfL needs to ensureits own staff have the necessary skills,competence and experience toundertake the required workload.However, it also needs to ensure thatits supply chain workforce can providethe same levels of competence,experience and knowledge.

A lot of work is currently being donewith TfL’s supply chain to look at moreefficient ways of working, to bettermanage supplier performance andensure the competence and capability

Endnotes1 TfL 2006 – Transport 2025: Transport Challenges for a Growing City, p62 TfL 2006 – Transport 2025: Transport Challenges for a Growing City, p63 LSEB 2008 – The London Story Update 20084 ETB 2007 – Engineering UK 2007 – A Statistical Guide to Labour Supply and Demand

in Engineering and Technology5 TfL, DfT, LDA – 2008 Draft Project Brunel Industry Resourcing Study

Figure 10Resourcing numbers –how TfL’s engineeringand technicalrequirements are metSource: TfL estimates

Contractors

Consultancy

Staff

PPP/PFI (including Metronet)

Agency 22%

34%

21%

18%

5%

33


of TfL’s suppliers. Figure 11 gives abreakdown of spend by broad category.

Valued at more than £1.7bn, thePPP/PFI contracts within TfL formedalmost 52 per cent of TfL’s spendwithin its supply chain. Of this amount,LU’s PPP/PFI spend acounted foralmost £1.5bn of the total. Thissituation will change as Metronet isintegrated into LU.

Of the £449m spent on construction,almost £200m was associated with theEast London line and the DLR.

TfL has to take into account the skillsendowment of London as a whole,while also focusing on the availabilityof skills needed for its business. Thesefactors create a complex skillslandscape which TfL has to contendwith to ensure the continued serviceimprovements and InvestmentProgramme commitments. The nextsection of this document willshowhow TfL plans to do this.

6 OGC/Experian – 2008 OGC Construction/Demand Model Key Findings (draft document July2008, not yet published)

7 OGC 2008 – OGC Construction Demand Capacity Model Update July 20088 Audit Office 2007 – The Nuclear Decommissioning Authority – taking forward decommissioning9 The Economist March 2008 – Economics Focus – Building BRICs of Growth10 16 July 2008 – Speech by Ruth Kelly, Secretary of State for Transport

www.dft.gov.uk/press/speechesstatements

Civil construction& maintenance

PPP/PFI

Professionalconsultancy

IT/IMSurfaceinfrastructureContractors/agency staffCongestioncharge services

Utilities

Marketing,advertising & PR

Other

£ Millions

298

67

92

113

133

143

268

449

1,755

Figure 11TfL supplier spend 2007/08Source: TfL 68

34


35

Making it happen

Making ithappen> TfL’s approach to skills

> Staff solutions

> Education

> Supply chain andindustry solutions

> Making it happen –delivering the strategy

36

TfL’s approachto skills


TfL has an established recordof delivery in many of the areassuggested by the LSEB strategy,such as National VocationalQualifications (NVQs) and work-based learning apprenticeships.More details can be found inAppendix 1.

The programme of works that form theTfL Skills and Employment Strategy setout in this document will:

> Build on this strong starting point

> Meet the challenge that is set byskill gaps identified in the Aims andContext section of this document

> Enable and support the delivery ofthe LSEB strategy

The programme divides into threethemes, within which topic areas havebeen identified with individualworkstreams attributed to them.

Internal solutions will include:

> Improving the skills of the existingTfL workforce, in line with the TfLPeople Strategy

> Working to develop and attractthose who have completed theirformal education but remain withoutthe skills to gain employment

> Encouraging those in education tomeet their full potential and prepareeffectively for employment

External supply chain solutions willinclude setting requirements for thesupply chain and enabling it to meetthese requirements.

Both internal and external themes willbuild on equality and inclusion workalready delivered and will push TfLand its supply chain to achieve evenbetter representation of London’sdiverse communities.

TfL is also working with the GLA’sResponsible Procurement Team toextend the roll-out of the seventhemes of responsible procurementwithin its supply chain.

37

Making it happen > TfL’s approach to skills

Many of the activities in theimplementation plan are already beingdelivered or are under development,and new activities can be divided intothree categories:

> Short-term actions, which willinclude sharing good practice alreadybeing delivered in one mode withother appropriate TfL modes

> Medium-term actions, which areprioritised by demand and willbegin within the first two years ofthe strategy

> Longer-term actions, which requiremore development to enablesuccessful delivery and will beginwithin the first four years ofthe strategy

The principles underpinning thisstrategy are that:

> The programme will be demand-ledand, where possible, will build onwork already done or in progress

> This is a 10-year strategy which willneed mobilisation of significantresources and require hard decisionsto be made regarding priorities

> Programmes will be developed,piloted and evaluated to identify

methods of delivery that aresustainable

> TfL will work in partnership withappropriate agencies to deliver thisstrategy, including the LSC and theLDA, and, where appropriate, willseek support from Government orEuropean funding

> This strategy and its implementationwill promote equal life chances forall, good relations between differentgroups, the elimination of unlawfuldiscrimination and the provision ofaccessible transport for all

> TfL will work closely with othermembers of the GLA group toestablish partnerships, share goodpractice and maximise economiesof scale

> The TfL SESG will work in partnershipwith the Olympic Delivery Authority(ODA) to ensure the success of theODA’s legacy work

> TfL will establish partnerships withagencies, training providers andeducation sector partners to enableand support delivery of the strategy

38

Staff solutionsTheme 1: Staff – reduce turnover, improverecruitment and raise skill levels of existing staff


This theme is designed to ensurethat TfL can recruit, support anddevelop the people it needs tofulfil its requirements.

TfL has developed a People Strategy,the component parts of which are:

> Ensuring staff understand theircontribution to TfL’s vision of‘Moving London Forward’

> Ensuring the workforce has thecapability to deliver againstthat vision

> Ensuring there is clarity on how TfLacts with and treats its staff

Engagedpeopleworkingtogether

Ensuring thatthere is CLARITYon how TfL actswith and treatits staff

Ensuring theworkforce hasthe CAPABILITYto deliver against

the vision

Ensuring staffunderstand theirCONTRIBUTION toTfL’s vision of ‘MovingLondon Forward’

39

Making it happen > Staff solutions

Over the next five years thecapability theme of the PeopleStrategy will deliver:

> Development for all – a workforcethat understands the opportunitiesavailable to them and how to putthemselves in the best position toprogress in the organisation

> An organisation that attracts andretains the skill sets required todeliver its objectives

> Improvements in leadership andmanagement capability

> Talent management/successionplanning to ensure the organisationis able to identify and manageits talent

The work within this theme is alsodesigned to meet the aspirations ofindividual staff members and providestructured career paths that aresupported by the requisite training anddevelopment programmes.

This theme is divided into six topics,with a range of associatedworkstreams.

Topic 1 – retain existing staffTfL has a competent and experiencedworkforce. As the organisation attracts

and develops more people, it isimportant that existing staff areretained not only to continuedelivering the required outputs, butalso to maintain knowledge andcompetence and pass this on todeveloping staff.

Workstreams in this topic includeidentifying why people leave andmaking working for TfL a moreattractive proposition.

They are:

> Workstream 1a – monitor staffleaving and understand reasons –to deliver employment-relatedinformation gathered from leaversand current staff and use it to betterunderstand the factors whichinfluence employees to stay with,or leave, the organisation

> Workstream 1b – successionplanning/talent management – tocarry out an annual talent reviewwhich will feed into emergency andlong-term succession planning andprovide support for those regardedas high potential, in senior roles oridentified as emerging leaders

> Workstream 1c – rewards packageimprovements – to ensure:

40


employees understand the linkbetween performance and reward;reward is cost effective, marketcompetitive and internally relative;and TfL attracts and retains the skillsets required to deliver theorganisation’s objectives

Topic 2 – recruit experienced staffLike any organisation, TfL needs toaccess the market to recruit skilled andexperienced staff to meet itsworkload. To ensure TfL can recruitthe people it needs when it needsthem, it must have an efficient andeffective recruitment process.

> Workstream 2a – effective andefficient recruitment process – todeliver recommendations, throughProject Breakthrough, on the currentstate of TfL’s recruitment practicesand provide benchmarking withexternal competitors

Topic 3 – raising the skills ofTfL’s existing workforceTfL has signed up to the Skills Pledge,which includes a commitment tosupport employees to gain literacy andnumeracy skills. In line with thiscommitment, TfL will conduct asensitively-handled survey to identifyall staff who have not attained Level 2education (equivalent to five goodGCSEs) and who have numeracy orliteracy needs.

The information gathered will enablethe programme to develop TfL’sexisting workforce and feed directlyinto the workstreams in this topic,particularly NVQs and basic skills.

> Workstream 3a – build on existingcompetency frameworks – toembed Pyramid, a cross-modalinitiative to enhance the capabilityof TfL’s programme and projectmanagement (PPM) staff, enhancingPPM capability and improvingknowledge sharing across TfL

> Workstream 3b – NVQ levels2-3/compentency assurance – toimplement a competence assuranceprogramme and award NVQaccreditation in relevantbusiness areas

> Workstream 3c – foundationdegrees – to use foundation degreesas a recruitment method anddevelopment tool for existingemployees (as HNCs and HNDs havebeen used previously)

> Workstream 3d – basic skills – toidentify those individuals whorequire development in numeracyand literacy, and offer them thesupport they require to achievethese skills

41

Making it happen > Staff solutions

Topic 4 – efficient use ofscarce resourcesGiven the lack of people with keyskill sets that TfL requires, and thedifficulties in attracting them, it isparticularly important that TfL findsways to utilise and retain thosealready in the workforce.

Two key strands of this work are:

> Workstream 4a – greater visibilityof long term skills requirementsacross TfL and the supply chain– to enhance recruitment demandplanning and include theidentification of generic skill setsthat are required across TfL, so thatsuitable recruitment plans can bedeveloped throughout TfL

> Workstream 4b – better utilise andretain those with key skill setsalready within the workforce – tointroduce a brokering service thatallows project managers who arefinishing or due to finish projects tobe better matched to existing orfuture projects that have arequirement for their services

Topic 5 – developing new staffTfL’s recruitment already covers all ofLondon. However, it does not alwayssucceed in attracting people from allparts of the community.

The programme will focus onworklessness, re-skilling and education.

Worklessness: Working withappropriate agencies to assist thosewho have completed their formaleducation yet remain without the skillsnecessary to gain employment.

Re-skilling: Recruiting individuals withsimilar skills to those required andretraining them with the particularskills necessary for a new role

Education: Working with selectedpartners to enable those in educationto meet their full potential and prepareeffectively for employment

> Workstream 5a – conversionprogrammes for career changers –to develop and implementconversion programmes to trainexperienced engineers from othersectors and enable them to developTfL-specific skills

> Workstream 5b – graduate schemeand sponsorship – to contribute tothe most diverse talent poolpossible and source future managersand leaders, develop scarce skillsand resources in-house, generatenew energy and challenge ideaswhich may change perceptions andencourage a learning environmentwithin TfL

42


> Workstream 5c – work-basedapprenticeship schemes – to recruitpost-GCSE students and work withselected colleges and trainingproviders to implement work-basedlearning apprenticeship schemes

> Workstream 5d – employabilityprogrammes – to assist those whohave completed their formaleducation but remain without theskills to gain employment. Theseprogrammes will prioritise disabledpeople and ex-offenders

43

EducationTheme 2: Education – develop the industry’sfuture workforce

Making it happen > Education

The education theme is designedto ensure that TfL can recruit,support and develop the staffit needs.

TfL will progress the following:

> Graduate schemes - TfL willcontinue its graduate schemes, butengage with selected universities todevelop programmes focused onareas of skills shortages

> Academies – TfL and Crossrail areexamining the establishment of aspecialist tunnelling academy,national skills academies andschools academies

> Schools Engagement – TfL andCrossrail will continue to developprogrammes to stimulate studentinterest in areas like transportationand engineering

Topic 6 – university/collegepartnershipsWorking with selected partners in thehigher education sector, TfL will seekto adopt a more integrated approachwith its university/further educationcollege partners

> Workstream 6a – university/collegepartnerships – to adopt a moreintegrated approach and combinestudent placement and recruitmentwith allied research programmes,and post-graduate training andrecruitment, as well as toexpand into new areas such asfoundation degrees

Topic 7 – academiesTfL and Crossrail are currentlyreviewing how they might establish orsupport three types of academy:a specialist tunnelling academy forCrossrail, national skills academies andschools academies.

Crossrail will be one of the largestconstruction projects in Europe. Atits peak, it is estimated Crossrail willemploy more than 14,000 peopleon-site with another 7,000 employedindirectly through related services(such as manufacturing equipment forthe project).

One of the larger skill requirementsfor the Crossrail project will be fortunnelling skills, an area in which thereis a noticeable gap in the UK. Toalleviate this gap, both for the Crossrail

44


project and a range of other tunnellingprojects, it is proposed to establish atunnelling academy in the London areato train local people with the requiredskill sets.

> Workstream 7a – CrossrailTunnelling Academy – to develop aspecialist tunnelling academy toprovide Crossrail, and relatedprojects, with the specialistresources needed, and to providetraining and employmentopportunities for local communities

> Workstream 7b – National SkillsAcademy – to work withConstruction Skills towardsachievement of National SkillsAcademy for Construction status forthe whole of the Crossrail project

> Workstream 7c – schools academies– to examine and review how TfLmight best engage and supportschools academies, particularlythose with a focus relevant to TfL,for example engineering and thebuilt environment

Topic 8 – schoolsengagement programmeAlthough latest figures show the firstincrease for some years in studentstaking STEM subjects, the number ofyoung people choosing these subjectsremain low.

As these subjects offer the corelearning for anyone who mightsubsequently choose an engineering ortechnical career, it is important thatthe industry as a whole, as well as TfL,find ways to influence this situation.

TfL will build on the LDA-funded workto promote STEM subjects and willliaise with the education sector andthe Royal Academy of Engineeringto identify schools and collegesto partner.

With these schools TfL will offer:

> Programmes of visits and activitiesunder the TfL500 brand, which willbring STEM subjects to life. Thesewill be delivered by TfL engineeringambassadors – engineers who havebeen selected, vetted and trainedfor this role. Partners will be theRoyal Academy of Engineering andthe London Transport Museum, both

45

Making it happen > Education

of which have a successful record ofdelivery in this area

> Gifted and talented programmes,setting week-long challenges togroups of school and college pupils,culminating in presenting theirfindings to a board of seniorTfL managers

> Lesson plans, which will link to theNational Curriculum, and offerteachers and lecturers ways to varythe teaching of theoretical subjects

Crossrail is also running the YoungCrossrail Project, which works withmore than 450 primary and 200secondary schools within one mile ofthe proposed route. The programmeaims to stimulate interest in careers inconstruction, the built environmentand engineering; inform and educateabout the Crossrail project; andsupport the formal education process.

TfL and Crossrail also participate in theYoung, Gifted and Talented Initiative, aGovernment scheme to support thebrightest young learners in the country.

Workstreams include:

> Workstream 8a – TfLAmbassadorship Programme (TAP) –to enlist practising engineers andplanners from across TfL to act aspositive role models for the industryand profession and undertakeeducational activities with studentsat the Key Stage 3 level (13 to 14-year-olds) to influence GCSEsubject choices

> Workstream 8b – TfL500 – togenerate interest and awareness ofthe transport industry and theassociated engineering and planningcareers, through a high-profile eventinvolving 500 school students inintensive one-day workshops

> Workstream 8c – 14-19 Diplomas –to engage with the new 14-19Diplomas programme and identifythose areas where TfL might bestsupport this initiative

46

Supply chain andindustry solutionsTheme 3: Supply chain and industry – generatemore and better resources and join forces withindustry and other stakeholders


Spending £3.8bn in 2007/08,TfL’s supply chain is fundamentalto the delivery and operationof the TfL network.

It covers a huge variety of skills andoccupations ranging from thosedelivered through large-scalepartnerships such as the PPP and PFIs,through large multi-nationalconsultancy companies to small SMEsand BAME enterprises.

Also engaged through the supply chainare TfL’s temporary or agency staff, ofwhich there are around 1,500.

This theme seeks to ensure that TfLcan access, manage and make themost efficient use of its supply chain.It also seeks to ensure that, whereappropriate, TfL’s suppliers offeremployment, training andskills opportunities to localLondon communities.

TfL will undertake workstreams in thefollowing areas:

> SLNT – requires TfL suppliers tooffer employment, training andskills opportunities to local Londoncommunities. SLNT also enablesTfL suppliers to meet theserequirements by providing accessto Government-funded skills andtraining programmes

> SME/BAME suppliers – TfL willcontinue to use and supportSME/BAME suppliers and, wherepossible, ensure its larger suppliersuse them for major TfL projectsor workloads

> Supply chain management – ensureTfL is able to manage its supplychain through efficient and effectivemethods of working and can ensurecost-effective supplier performance,quality and delivery

47

Making it happen > Supply chain and industry solutions

> Accessing the supply chain – ensureTfL is able to access its suppliers inthe most cost effective andtimely way

TfL already participates in a wide rangeof forums, groups and organisationsthat exist to coordinate activity onskills and training at an industrylevel. Working with other key clientorganisations, Governmentdepartments and sector skills agencies,TfL will continue to contribute toexisting industry initiatives and helpdevelop and support new schemes andprogrammes where needed.

One such initiative is the ProjectBrunel Industry Study being undertakenwith the DfT and the LDA. The study islooking at the demand and supplyissues associated with engineering,technical and planning resources withinthe industry, and developing jointindustry solutions where skills gapsare identified.

At an industry level it is essential thatsuitable forums exist to ensure co-ordination and liaison betweenorganisations and provide a clear voiceto Government. It is not intended tocreate any new forums or groups, but

rather identify existing ones that canbe tailored to industry requirements.One area where activity and attentiondoes need to be focused is labourmarket information, as outlined intopic 13.

Topic 9 – SLNTMost of TfL’s project spend is currentlythrough third parties such asengineering consultancies,construction companies and/or a rangeof large-scale equipment suppliers. Tomaximise the benefits of majortransport and constructionprogrammes, TfL will increasinglyrequire its suppliers to provide trainingand employment opportunities forlocal communities.

TfL will also review, and seek to apply,these same requirements across otherareas of the supply chain, particularlyservice providers such asconsultancies, and in facilitiesmanagement and customer services.To support its suppliers in meetingthese requirements, TfL is workingwith the LDA and LSC to link them intorelevant public-sector skills andemployment schemes, initiativesand funding.

48


> Workstream 9a – SLNT requirementsand processes – to increase thenumber of projects that have SLNTrequirements embedded withinthem, and expand them across amuch broader range of suppliersincluding consultancies,manufacturing companies, caterersand security suppliers

> Workstream 9b – TfL Supplier SkillsManager (SSM) – to link TfL’sprojects and supply chain intoprogrammes that offerdevelopment, training andemployment opportunities tomembers of the local communityand disadvantaged groups

Topic 10 – SME/BAME suppliersLarger businesses generally have theskills and experience to deal withpublic procurement systems; smallbusinesses often do not. This hastraditionally meant that SMEs have nothad the same opportunities as largercompanies. SME and BAME supplierscan offer a range of competitiveadvantages over larger businessesincluding lower cost, greaterresponsiveness and a moreflexible approach.

To support SME/BAME companies andensure TfL receives business benefitsfrom their services, workstream 10ahas been established. TfL will workwith the LDA to make more effectiveuse of their programmes to supportSME/BAME suppliers includingCompeteFor and Supply London.

> Workstream 10a – SupportingSME/BAME suppliers – to ‘level theplaying field’ so that SME/BAMEbusinesses have the sameopportunities as larger suppliersto compete for TfL contracts

Topic 11 – supplychain managementWith TfL apending almost £3.8bn onits supply chain in 2007/08 (includingthe infraco Tube Lines), TfL’s suppliersare a vital source of skills and expertiseand are fundamental to the delivery ofTfL’s Investment Programme.

It is critical, therefore, that TfL ensuresits suppliers are delivering qualityservices and products as well asproviding value for money. To manageits key suppliers, TfL is putting in placesystems and processes to monitor andmanage supply chain performance.

49

Making it happen > Supply chain and industry solutions

TfL is also looking at ways in which itcan develop greater efficiencies andeffectiveness between itself and itssupply chain, particularly in areaswhere scarce engineering and technicalskills are required.

The two workstreams covering this are:

> Workstream 11a – management ofkey suppliers – to monitor andassess supplier performance whileputting in place a system tomanage supplier performancewhere required

> Workstream 11b – more efficientuse of the supply chain – NewEngineering Contracts 3 (NEC3) ascontract of choice – to introduce aconsistent strategy for the choiceof contract forms used by TfL inthe delivery of its projects andprogrammes (mainly constructiontype), based on industry best practice

Topic 12 – accessing thesupply chainTfL accesses its supply chain througha range of mechanisms includingPPPs/PFIs, competitive tenderingprocesses and the use of frameworkagreements. These are long-term(four-year) contracts that allow a public

sector organisation to engage itssupply chain more quickly. TfL uses avariety of frameworks covering a widerange of services.

One of the more important is theGroup Engineering and ProjectManagement (E&PM) framework, whichcomes up for renewal in 2009.

> Workstream 12a – TfL frameworks –to bring into operation a new GroupE&PM framework which will takeinto account all lessons learnedfrom the current framework andany new requirements

Topic 13 – labourmarket informationThere is very little detailed informationon the availability of the specialistengineering, technical and planningskills required by the road andrail industries.

Before the industry or individualorganisations can begin to deal withpotential skills gaps, it is necessary toestablish an industry-wide picture onthe demand and supply of each skillarea. This baseline information will beprovided through the Project BrunelIndustry Study currently underway withthe DfT and the LDA.

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It is intended to work with industrypartners to update the resourcemodel every six months and allowmarket trends to be tracked andassociated demand and supplyimpacts understood.

It is intended to link this work into theproposed London Skills Observatoryto be established by the LSEB, andbuild on existing initiatives such as theConstruction Skills Network.

> Workstream 13a – industry studyand model – to review, with theDfT, LDA and Go-skills, how themethodology and model from theindustry study can be used andre-run on at least an annual basis totrack demand and supply trendswithin the required skills sets

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Making it happen –delivering the strategy

Making it happen > Delivering the strategy

This section of the strategy looksat how TfL will turn its objectivesinto outcomes.

Key partners andfunding streamsLSEBThe TfL Skills and EmploymentStrategy is aligned with London’sFuture, the LSEB strategy, and much ofthe analysis in this document is basedon its London-wide work. This workanalysed the skills gaps in the Capitaland explored the possible solutions tothese problems. TfL will continue toalign its strategy and plans with theongoing work of the LSEB.

LSCThe LSC provides funding for furthereducation, skills, and training acrossthe UK. The LSEB provides thestrategic direction for the LondonLSC’s adult skills budget. The LondonLSC is a key partner for TfL as, in somecases, its funding decisions couldaffect the viability of TfL’s training andskills programmes. TfL will seek towork closely with the LSC tocoordinate its work and so maximisevalue for Londoners.

London boroughsAll London boroughs are keyinfluencers of the LSC strategy.Their input helps to direct and alignfunding to ensure that skillsopportunities are available to allLondoners. TfL will continue to workclosely with individual boroughs, andLondon Councils (the organisation thatrepresents all 33 local authorities inthe Capital), as key partners of theLSC. Moving forward, boroughs willgain control of LSC funding in London,and TfL is currently building strongworking relationships that willbecome even firmer in the future.

LDATfL is currently working with theLDA across a range of skills andemployment programmes that theLDA either partly or fully funds. TfLwill continue to work closely with theLDA in the implementation of TfL’sSkills and Employment Strategy toensure current funding is maintainedand future funding made availablewhere necessary.

Foundation Degree ForwardWorking in partnership, the HEFCEpromotes and funds high quality,cost-effective teaching and research.

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Foundation Degree Forward (FDF) wasestablished in 2003/04 and is fundedby the HEFCE in order to generate andsupport employer engagementstrategies across higher education.

TfL with engage with FDF to examinefunding options available for thepossible implementation of foundationdegrees within its workforce.

SuppliersWorking with its supply chain, TfLintends to examine ways in whicheducation and training programmesthat benefit local Londoners can bejointly undertaken and funded.

Trade UnionsTrade Unions have a long historyof worker education from acts suchas the founding of Ruskin College inOxford in the late 19th century, andcontinue to be involved in effortsto provide 'second chance'educational opportunities.

TfL and its recognised unions areworking together on establishing aframework that recognises unioninvolvement in employee learning.This framework will reflect currentarrangements and those that bothparties are keen to support inthe future.

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Figure 12TfL skills and employment governance

Procurementsenior projectmanager

Seniorresponsibleofficer

Modal and directoratesenior users

HR seniorprojectmanager

Projectmanagementoffice

Directorateand modalworkstream leads

Projectmanagementoffice

Directorateand modalworkstream leads

SESG

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Project approach


Project governanceTo implement the TfL Skills andEmployment Strategy, the SESG isbeing established under the directionof the Managing Director of GroupServices, who will act as the SeniorResponsible Officer for the project asa whole and the Chair of the SESG.

The SESG has been established toprovide management for the strategyand also to allow the Group Servicesdirectors and representatives from themodes to work together to coordinatethe project and ensure its successacross the organisation. This strategyprovides a TfL-wide approach to skillsand the SESG will provide a single,central governance structure tocomplement it. The SESG membersinclude representatives from eachmode, all the Group Services directors,LDA representation and project staff.The SESG will provide clear leadershipacross TfL on all skills.

The steering group will report into theTfL panel and committee structure.When in need of an executive decision,the steering group will report to eitherthe Strategic Executive Group or theInvestment Programme Chief OfficersMeeting, depending on whether or not

the scheme in question will have aneffect on the Investment Programme.When the steering group requires apolitical steer, it will report to thePlanning and Corporate Panel.

Any of these groups may thenreport on to the TfL Board. It islikely, however, that information onthe steering group will only reachas far as the Board as part of theCommissioner’s Report.

Project resourcesAs many of the workstreams are partof established programmes within TfL,most of the resources will come fromexisting TfL staff. Where existingworkstreams are to be expanded ornew workstreams initiated, additionalproject resource will be approved bythe SESG.

In the short to medium term, someconsultancy or contract resource willbe needed to undertake the expandedor new workstreams. For workstreamsthat involve partnerships with keystakeholders, TfL will look at whetherresourcing requirements may befunded or met by seconded staff fromthe relevant organisations.

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Details of the resources required forindividual workstreams can be found inthe TfL Employment and SkillsImplementation Plan.

PMOsAs the vast majority of theworkstreams within the strategy areHR or procurement focused, thedirectors of these functions will act assenior project managers. They will co-ordinate the work taking place acrossTfL through their project managementoffices (PMOs), which will bestructured and resourced as theychoose from within their directorates.Individual project managers will comefrom group directorates and themodes and will report into the PMOs.

The group directorates and modeswill also be expected to providestaff members to act in a liaison/co-ordination capacity with thePMOs to run the project.

Project controlsThe PMOs will provide progressreports to each SESG meeting throughthe senior project managers. If thereis information that senior projectmanagers believe is particularlyimportant and a meeting is notimminent, the information can be

circulated to SESG members outsideof the meeting.

For those workstreams not alreadyunderway, projects will be reviewedand approved by the SESG. Projectmonitoring and tracking will beundertaken by the PMOs.

Project planThe strategy has been divided intothree distinct themes with relatedtopics and workstreams. Theme 1focuses on TfL staff, Theme 2 looks ateducation and Theme 3 covers TfL’ssupply chain and its relationship withindustry and other stakeholders.

A summary of the themes, topics andworkstreams can be found in Appendix2, with additional information inthe TfL Employment and SkillsImplementation Plan.

Risks and issuesA risk and issues register will bemaintained by the PMOs to cover allworkstreams and associated deliveryrisks. The PMOs will be responsiblefor identifying and ensuring appropriatemitigation measures are in place forkey risks.

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57

Appendices

Appendices

> Existing TfL skillsinitiatives

> Summary ofworkstreams by topic

> National policyinitiatives

> TfL key facts

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Appendix 1Existing TfL skills initiatives


Engagement with schoolsLondon Transport Museum deliversprogrammes for schools across theCapital, seeing more than 100,000school children a year.

Specific themes are:

> Plan a school visit

> Foundation & Key Stage 1

> Key Stage 2

> Key Stage 3 & 4

> Special educational needs

> Outreach for schools

TfL began engaging with the STEMprogramme in 2007, by running pilotprogrammes and developinglearning modules linked to theNational Curriculum. It recentlycompleted a programme to recruitengineering employees asambassadors to help promoteengineering as a career of choice.

Programmes to deliver NVQsSince 2001 more than 10,000employees have enrolled for, and8,800 have completed, NVQ Level2 qualifications. While the majority ofthese qualifications have been in the

field of operations, others haveincluded customer services,administration, learning anddevelopment, and management.

Work-based learningapprenticeship programmesProgrammes for young apprenticeshave existed in TfL and its supply chaincompanies for many years. Recently,TfL has increased its intake ofapprentices and has begun the deliveryof new programmes in engineering.Further engineering, operations andadministration programmes are indevelopment and will start in 2008.

Graduate schemesTfL recruits around 100 graduates eachyear for two-year schemes coveringoperational and support disciplines.

In 2008 the schemes available are:

> Business and finance

> Engineering (civil, electricaland electronic)

> Quantity surveying

> Contracts and procurement

> Information technology(information management andsoftware engineering)

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Appendix 1

> Project management

> Service delivery

> Signalling and communications

> Transport planning and modelling

Basic skills programmesThe TfL Learning Zone delivers anumber of programmes to helpemployees with learning needs inareas such as numeracy and literacy.

Programmes offered in 2008 are:

> City and Guilds Certificate inAdult Numeracy Level 1 and 2

> GCSE Maths

> City and Guilds Certificate inAdult Literacy

> GCSE English

> CLAIT Level 1 (OCR Level 1Certificate/Diploma for IT Users)

> English for speakers of otherlanguages including City and GuildsCertificate in English for Speakers ofOther Languages at Work

> Languages: French, Spanish,German, Arabic, Japanese

> Council for the Advancement ofCommunication with Deaf PeopleLevel 1 Certificate in BritishSign Language

The Learning Zone has recentlybecome accredited as a centre forthe delivery of the EuropeanComputer Driving Licence.

STARSTAR is a TfL London Streetsprogramme to define, recognise andimprove the skills of traffic andtransport professionals in London.

It has developed a competenceframework for transport planningdisciplines and created a directory oftraining programmes so employeesand potential employees canlearn skills in areas such as urbandesign, traffic scheme design andstrategic modelling.

CrossrailThe Young Crossrail Project works withmore than 450 primary and 200secondary schools within one mile ofthe route. It aims to: stimulate interestin careers in construction, the builtenvironment and engineering; informand educate about the Crossrailproject; and support the formaleducation process.

Crossrail also participates in the Young,Gifted and Talented Initiative, aGovernment scheme to support thebrightest young learners in the country.

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Appendix 2Summary of workstreams by topic


Theme

StaffReduce turnover,improve recruitment,upskill existing staff

Topic

Topic 1Retain existing staff

Topic 2Recruit experienced staff

Topic 3Upskill existingworkforce

Topic 4Efficient use of scarceresources

Topic 5Developing new staff

Workstream

Workstream 1aMonitor staff leaving andunderstand reasonsWorkstream 1bSuccession planning/talentmanagementWorkstream 1cRewards package improvements

Workstream 2aEffective and efficientrecruitment process

Workstream 3aBuild on existingcompetency frameworksWorkstream 3bNVQ 2-3/competency assuranceWorkstream 3cFoundation degreesWorkstream 3dBasic skills

Workstream 4aGreater visibility of long term skillsrequirements across TfL and thesupply chainWorkstream 4bBetter utilise and retain those withkey skillsets already in the workforce

Workstream 5aConversion programmes forcareer changersWorkstream 5bGraduate scheme and sponsorshipWorkstream 5cWork-basedapprenticeships schemesWorkstream 5dEmployability programmes

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Appendix 2

Theme

EducationDevelop theindustry’s futureworkforce

Supply chainGenerate moreand better supplyof resources

IndustryJoin forceswith industry

Topic

Topic 6University/collegepartnerships

Topic 7Academies

Topic 8Schools engagementprogramme

Topic 9SLNT

Topic 10SME/BAME suppliers

Topic 11Supply chainmanagement

Topic 12Accessing thesupply chain

Topic 13Labour marketinformation

Workstream

Workstream 6aUniversity/collegepartnerships

Workstream 7aCrossrail Tunnelling AcademyWorkstream 7bSchools academiesWorkstream 7cNational Skills Academy

Workstream 8aTAPWorkstream 8bTfL500Workstream 8c14 –19 Diplomas

Workstream 9aSLNT requirements and processesWorkstream 9bSSM

Workstream 10aSupporting SME/BAME suppliers

Workstream 11aManagement of key suppliersWorkstream 11bMore efficient use of thesupplychain

Workstream12aTfL frameworks

Workstream 13aIndustry study and model

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Appendix 3National policy initiatives


The Government has introduced anumber of policies in response to theLeitch Review of Skills published in2006. This was an independent reviewby Lord Sandy Leitch, Chairman ofthe National Employment Panel,commissioned by the Government in2004. Its aim was 'to identify the UK’soptimal skills mix for 2020 tomaximise economic growth,productivity and social justice, setout the balance of responsibility forachieving that skills profile andconsider the policy frameworkrequired to support it’.

Some of these policies will have agreater impact on TfL than others.

Department of Innovation,Universities and Skills (DIUS)This will continue to focus publicfunds on addressing market failuresand ensuring people have the basicskills necessary for employability andprogression (such as literacy, numeracyand first full Level 2 qualification). TheGovernment will meet the full costs oflearning for these skills.

At intermediate and higher levels ofqualification (where the returns aregreater), the DIUS expects employersand learners to contribute more to the

costs of learning, with the rate ofpublic subsidy reducing to 50 per centby 2010. For some learning (forinstance, courses to help employersmeet statutory obligations), there willbe no public subsidy.

Leitch Review of SkillsThe review recommended that all adultvocational skills should flow throughdemand-led routes by 2010. However,these timescales are unlikely to bepossible given existing commitments.The DIUS, however, is substantiallyincreasing the proportion of publicfunding for adult training that isdemand-led.

Train to Gain is the highest profileintervention of this kind, for whichfunds for 2008/09 will be around£650m. It is estimated that the totalemployer-focused funding will reacharound £1.3bn by 2010/11 (includingmore than £900m for Train to Gain).

Skills PledgeAll employers will be asked to make apledge which will, as a minimum,include a commitment to supportemployees to gain literacy andnumeracy skills and to work towardstheir first full Level 2 qualification in anarea of value to the business.

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Appendix 3

Employers will be encouraged toextend their commitment beyond thiscore pledge, and support employeesto gain higher-level qualificationsrelevant to the business.

Skills pledges should be backed by anaction plan, which will specify thescale, scope and timetable fordelivering them (although there will beno requirement for these action plansto be shared outside the organisation).DIUS will also pilot schemes thatenable employers to award their ownaccredited units and qualifications,and to extend qualification-awardingpowers to colleges andtraining providers.

DIUS will ask the LSC to expand theremit and capacity of the NationalEmployer Service so that it can workwith a greater number of businessesemploying more than 5,000 people.

Sector Skills CouncilsDIUS will re-focus the attention ofSector Skills Councils, giving them aremit with three strategic objectives:ensuring the supply of skills is drivenby employers, for example by advisingthe LSC on which vocationalqualifications should be funded; raisingemployers’ ambition and investmentin skills by engaging with them toincrease their demand for skills; and

articulating the future skill needs oftheir sector.

Adult careers serviceDIUS will merge the information andadvice services of learndirect andnextstep providers to create a newuniversal adult careers service, workingin partnership with Jobcentre Plus.This new service will promoteindividuals’ management of theirlearning, skills and careers progression.It will have strong links with JobcentrePlus, Train to Gain brokerage andemployer training funds.

It will feature a personalisedassessment for people, including askills health check. The DIUS is alsorolling out skills accounts, which willgive individuals greater ownership andchoice over their learning. A uniqueaccount number and account card willhelp them to understand the levels ofinvestment going into their training,whether it is their own or funding fromthe Government or their employer.

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Appendix 4Key TfL facts


> Since 2000, there has been a five percent shift from private to public andsustainable transport in the Capital

> TfL is already delivering a transportlegacy for the London 2012 Olympicand Paralympic Games – aftermaking transport a cornerstone ofthe Capital's winning bid. Examplesof infrastructure improvements forthe Games include extra capacity onthe Jubilee line, London Overgroundand DLR serving the Olympic Parkand the extension of the DLR toWoolwich Arsenal

> London's fleet of more than 8,000buses now carry more people thanever, with more than 2.1bnpassenger trips in 2006/07. Thenumber of operated kilometres hasalso risen to 458 million, the highestsince 1957. The Capital's 100 nightbus routes carry 34 millionpassengers every year, more thandouble the number in 2000

> London's buses are now achievingtheir best service quality sincerecords began in 1977

> Around one billion customerjourneys were made on the Tube in2006/07. Each weekday more thanthree million passenger journeysre made on the 275-station, 408kmnetwork. On 7 December 2007, anew record was set for dailypassenger numbers when anestimated 4.17 million peopletraveled on the Tube

> LU has begun a programme toensure 25 per cent of Tube stationswill have step-free access by 20I0

> DLR carries more than 60 millionpassengers annually, a figure which isexpected to rise to 80 million by2009. In 2005, it was extended toLondon City Airport and a furtherextension is under construction toWoolwich Arsenal. Work has alsostarted on an extension to StratfordInternational station

> TfL has helped increase the numberof cyclists on London's major roadsby 91 per cent; installed 53,500 newcycle parking spaces on streets andat schools, colleges and rail stations;and opened the UK's first 24-hour,fully-staffed cycle park

65

Appendix 4

> As well as running London’sCongestion Charging scheme,TfL manages a 580km network ofmain roads, which carries 30 percent of the Capital’s traffic; all ofLondon’s 6,000 traffic lights; andregulates taxis and the privatehire trade

> Around nine million passengersarrive at the Victoria Coach Stationeach year, travelling on almost400,000 coaches

> In 2004, TfL secured a ground-breaking, five-year funding settlementwith Government on grant levels andborrowing. It is now progressing its£I0bn Investment Programme toimprove and expand London'stransport network, half of which willbe spent on the Tube.

As part of the ComprehensiveSpending Review settlementannounced in February 2008, TfL willreceive a total of £39bn in the yearsup to 2017, which is the largestsettlement it has ever been given. Itprovides for the delivery of Crossrail,upgrading the Tube, building London'sOverground rail service, furtherimprovements to the bus network,preparations for the London 2012

Olympic and Paralympic Games, plusother major projects that will deliversignificant benefits to passengers

> More than 2.3 million journeys onthe Thames are made each yearfrom the eight LRS piers

> Dial-a-Ride accounts for around 1.2million passenger journeys annually

> In 2006/07, the Public CarriageOffice issued approximately 80,000licences to taxi drivers and owners,and private hire drivers, owners andoperators. This has now completedlicensing of the private hire trade forthe first time

> TfL now manages Croydon Tramlink.It carries up to 22.5 millionpassengers every year and is theSouth East's only tramway

> TfL announced in 2006 that it wouldpay for Oyster validation equipmentto be provided at all London railstations in zones1-6. TfL's aim isthat Oyster pay as you go will beavailable on all train services inLondon by 2009

> London Transport Museumreopened in November 2007 after atwo-year £22.4m refurbishment andredesign project

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Appendix 4 (continued)

Key TfL facts


> Since November 2007, TfL hasmanaged the London Overgroundconcession. Its services currentlyrun on North London Railway routescomprising 50 stations and 60 milesof track, which is travelled by 63,000passengers every day

> A £1.4bn investment programme isunderway to upgrade servicesincluding increased train frequency,major station enhancements and theprovision of a new fleet of 44 air-conditioned trains to be in service bythe end of 2009. The extension andconversion of the former EastLondon line to link up with theLondon Overground network is alsopart of this investment programme.When this work is completed in20I0, London Overground serviceswill link 20 of London's 33 boroughs

> Crossrail’s £15.9bn funding packagewas announced by the PrimeMinister, Gordon Brown MP, on5 October 2007 with the powersto build the railway granted inJuly 2008.

Crossrail:- Runs from Maidenhead and

Heathrow in the west, throughnew twin-bore 21km tunnelsunder central London out toShenfield and Abbey Wood inthe east, joining the GreatWestern and Great Easternrailway networks

- Brings 1.5 million people within a60-minute commute of the centreof London

- Contributes at least £20bn to theBritish economy

- Involves new stations for 10-carriage trains, being built atPaddington, Bond Street,Tottenham Court Road,Farringdon, Liverpool Street,Whitechapel, Isle of Dogsand Woolwich

- Will provide 24 trains an hour ineach direction during the peakthrough central London

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Appendix 4

68

GlossaryAbbreviations


BAME black, Asian and minority ethnic

CLAIT Computer Literacy and Information Technology

DfT Department for Transport

DIUS Department of Innovation, Universities and Skills

DLR Docklands Light Railway

E&PM Engineering and Project Management

FDF Foundation Degree Forward

FTE full-time equivalent

GLA Greater London Authority

GVA Gross Value Added

HEFCE Higher Education Funding Council for England

HNC Higher National Certificate

HND Higher National Diploma

LDA London Development Agency

LSC Learning and Skills Council

LSEB London Skills and Employment Board

LU London Underground

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Glossary

NEC3 New Engineering Contracts 3

NVQ National Vocational Qualifications

ODA Olympic Delivery Authority

OGC Office of Government Commerce

PFI private finance initiatives

PMO project management office

PPM programme and project management

PPP/PFI public private partnership

SESG Skills and Employment Steering Group

SLNT Strategic Labour Needs Training

SMEs small and medium sized enterprises

SSM Supplier Skills Manager

STAR Streets Technical Academy and Resource project

STEM science, technology, engineering and maths

TAP TfL Ambassadorship Programme

TfL Transport for London

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SKILLS_STRATEGY_131108:A4 13/11/08 16:56 Page 71

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This strategy is based on certain assumptions and forecasts with respect to andwithout limitation: Customer demand, political and economic conditions, andGovernment policy and strategy. There can be no assurance that these assumptionsare correct. It is TfL's intention to periodically revise the strategy to account forchanging assumptions and forecasts.

All information contained within the strategy was collected for indicative purposesand we cannot give any warranty as to its suitability for any other purpose. We'vesought to ensure the information is accurate and complete, but we accept noliability or responsibility for any errors or omissions or for any damage or lossarising to any person acting or refraining from action as a result of it.

Produced by Group PublishingOctober 2008

This document is printed on100 per cent recycled paper.

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