The document discusses the relationship between London Councils and Transport for London (TfL). It summarizes that while London Councils initially expected TfL to be strategic and work as a team, TfL developed a reputation for arrogance, ignorance, bureaucracy, and not being strategic. The document calls for genuine partnerships between London Councils and TfL with equal approaches, respect, and recognition that different scales of projects require different leaders. It provides examples of where devolution from TfL to boroughs and more joint working could improve outcomes for London.

1. www.londoncouncils.gov.uk
London Councils and the GLA
– working together
Nick Lester
London Councils

2. www.londoncouncils.gov.uk
What we expected
• When TfL was created, everyone was
supportive
• We expected TfL
– To be strategic
– Not to interfere with boroughs’ responsibilities
– Listen to our experience
– Work as part of a team for London
• How naive we were!
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3. www.londoncouncils.gov.uk
What we got
• TfL developed a reputation for:
– Arrogance
– Ignorance
– Rapaciousness
– Beaurocracy
– Waste
– Not being strategic
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4. www.londoncouncils.gov.uk
The Frogs that wanted a King
• Hoped for old king log
• Got young king stork
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5. www.londoncouncils.gov.uk
What’s not needed
• TfL responding to any perceived failures
in boroughs by seeking to take control
• Boroughs seeking to exclude TfL from
any of their functions
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6. www.londoncouncils.gov.uk
For London’s sake
• Genuine partnerships
• Partnerships which:
– Reflect an equality of approach
• No automatic predominance
– Show respect for each partner
• And recognise that each other will have
different priorities and have different
accountabilities
– Recognise that different scale projects
need different leaders 6

7. www.londoncouncils.gov.uk
What are the ingredients?
• Devolution from TfL to boroughs
– Reducing beaurocracy
– Increasing flexibility
– Local decisions made locally
• Partnerships and joint working
– Between boroughs
• Operating efficiencies where policies not an issue
– Between boroughs and TfL
• Sharing resources and powers
• Negotiation rather than confrontation
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8. www.londoncouncils.gov.uk
Practical Examples
• LIPs allocation
• LIPs monitoring
• Highways – transfer of functions
• Accessible transport
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9. www.londoncouncils.gov.uk
Only the first stage
• Agreeing to look at who does what
• Need to go further
• Joint working and sharing of powers
• Can be done – abandoned vehicles
• What about:
– Joint management of traffic signals and
highways networks
– Joint planning of bus networks and major
schemes 9

10. www.londoncouncils.gov.uk
The Outcome
• Always weaker where we don’t work
together
• Conflict leads to stasis
• Joint action leads to outcomes
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