I. Background

a key part of the New Labour government’s ‘Third Way’ alternative to the controversial Conservative-era privatisations, instead seeking greater devolution, coordination and participation in policymaking. The key components of public operation and governance in TfL can be categorised as:

• decentralisation • strategic planning • coordination • integration • democratic accountability • participation

The following sections briefly overview and evaluate each of these components.

DECENTRALISATION Decentralisation means that decisions around local transport are taken at the lowest appropriate level of governance. This creates shared community responsibility and state accountability around all the different modes of local transport together. To understand the significance of decentralisation in TfL, it is important to note that transport in the rest of the UK is highly centralised. No other local government has the power, funding or freedom to create an equivalent transport body in other UK cities.7

The 1999 GLA Act sets out the powers of the London authority over transport. TfL is controlled by the directly-elected Mayor of London, who appoints the board and is responsible for London’s transport strategy. TfL is accountable to the elected London Assembly, which reviews the transport strategy, engages stakeholder consultations and makes recommendations on transport issues in London. The 33 London boroughs act as local transport authorities, developing local plans in consultation with TfL.

7 Notably, however, Nottingham has set up a very successful municipal bus company https://www.nctx.co.uk/nottingham-city-transport-wins-big-uk-bus-awards#:~:text=Nottingham%20City%20Transport%20 is%20celebrating,a%20record%20breaking%20five%20times! . Other cities including Liverpool and Manchester are reviewing plans to re-regulate city bus services. Devolution of transport powers has allowed for the creation of a transport body that responds to local needs and encourages participation by providing spaces for consultation and accountability around policies for all different transport modes. However, the progressive potential of decentralisation is limited when not accompanied by broader redistributive measures. The GLA has limited financial powers and is heavily reliant on central government grants. Further, it is not protected by any constitutional arrangements and is subject to control by central government. The problems of finance are discussed in more detail in section III.

STRATEGIC PLANNING Rather than worrying about political interference in the management of public services, the case of TfL demonstrates that we need politicians to put forward and build support for policies that will improve public transport services for everyone. The Mayor of London chairs the TfL board and has direct control over TfL’s budget. Around two thirds of the Mayor’s total annual budget (around £11 billion) goes to transport via TfL. The Mayor is responsible for the preparation of strategic plans for development and transport – the London Plan and the Transport Strategy.

The Mayor’s Transport Strategy demonstrates how elected politicians can deliver bold policies and ambitious investment decisions for the transport service – such as the Overground and Crossrail – that wouldn’t be delivered by the market. Political campaigns during Mayoral elections can bring transport issues to the forefront of public debate and build a consensus around important issues like fare caps and travel concessions, which are funded through cross-subsidies.