Localism Bill

Lord Spicer Excerpts

Monday 12th September 2011 Lords Chamber

[Baroness Kramer]

My Lords, this amendment follows on nicely from the previous amendment. It also illustrates the general confusion over the structure of transport in the London area. The purpose of the amendment is to remove from the Department for Transport the responsibility for rail franchising within the inner suburban area of London and transfer it to Transport for London. It is wholly within the spirit of the Bill to take from the centre and give to a regional or more local body powers that it can exercise more effectively and more efficiently for the benefit, in this case, of passengers.

Noble Lords will know that at present Transport for London effectively either manages or in some way regulates the Tube, the Docklands Light Railway, bus services, river transport services and taxi services, but when it comes to rail, it has only a very limited purview. It directly manages London Overground, which is one very minor line, and it will have oversight of Crossrail once it is completed. However, when it comes to the inner suburban rail services that criss-cross much of the London area, Transport for London’s role is extremely limited. The Department for Transport lets and manages the franchises and Transport for London can simply specify and pay for either an increment to that service or—terrible bureaucratic word—a decrement to that service. Essentially, the consequence of that has not been very beneficial to passengers.

I would argue that London is different from much of the rest of the country when it comes to rail. Fourteen per cent of Londoners use the National Rail network to commute daily to work. Indeed, outside of London proper, in the south-east and east of London there are many more who use that rail network to commute to work within the London area. That makes it distinctly different from any other part of the country. There are 10 train operating companies, so it is a highly fragmented service. Demand in the area is so inelastic that the kind of competitive pressures that have effect in the rest of the country are virtually irrelevant when it comes to London, where demand is so high, capacity is constantly at breaking point and there is always a need for additional capacity. So the competitive issue that exists elsewhere is not relevant within London itself.

I said that there were 10 different train operating companies. That means 10 different brandings, 10 different fare structures, 10 different forms of marketing, 10 different commercial strategies and 10 different operating time horizons. As noble Lords will know, the McNulty review recommends that more power should go to the train operating companies and franchises should be longer. So trying to create an integrated London Transport service within this environment, where rail is so fragmented and Transport for London has so little direct power, is very significantly undermined. If your Lordships would like an example of what this does to, as it were, disadvantage passengers, I draw your attention to the Oyster card. I should declare that I am a former member of the board of Transport for London and was very involved with the rail side. Rows went on year after year to try to get any form of Oyster card available on National Rail. Then we got “pay as you go”, which most people have now enjoyed only for the past couple of years. Technically it could have been done very easily, but the issue was never high on the priority list for the Department for Transport, which had to be involved because of the franchising structure. The TOCs saw it as a way to leverage money out of London Transport. The whole process was very much to the disadvantage of passengers. If your Lordships want another quick example, just go down to Waterloo. The next time you are stuck on a train that is slow because there is no space to get into Waterloo station, you will see that there is an empty platform. When Eurostar moved to St Pancras, one of the international platforms was, at great expense to the Government, converted to domestic use. The department has never managed to get its act together to put that into play for passengers. That is another huge, wasted asset. Frankly, this is repeated all over London.

Sometimes I seethe with envy when I talk to transport friends in Berlin as they are able to work with the bus and taxi services so that late-night trains are met by a co-ordinated timetable of buses and taxis, ensuring that train passengers have a seamless journey. The battle in London has been to look at travel as a single journey, whether you use one mode or multiple modes to get to your destination, and to create that kind of integration. It has been phenomenally successful, but leaving out rail makes no sense.

Sometimes people say that people from outside London use the services so they must not be too London biased. We can give them a voice by putting some directors from outside London onto the relevant board within Transport for London. It is also true that the department will continue to have a voice, but the balance needs to be shifted towards an entity which has a genuine interest, in a detailed way, in the quality of service, as Transport for London does.

[Lord Spicer]

Is the empty platform at Waterloo, which the noble Baroness has been describing, the reason why plays are being put on there now?

[Baroness Kramer]

Plays are not taking place on the adapted platform but it would be better to use it for a play than nothing at all. It is absolutely ridiculous.

I have two more points to make. Some people say that there must have been a lot of thought about how the franchises should be divided up and a reason for not giving far more influence over the rail franchising process to Transport for London. The rationale was, “We don’t like Ken Livingstone”. When the GLA Bill went through this House, particularly when TfL was under review, there was an attempt to minimise the London influence. We had the disastrous Tube public/private partnership, which was a key part of the structure and which ensured that Transport for London really could not manage the system as a whole.

There was very little appreciation of the benefits of integration. That is one of the other pieces, if you like, which came out of much of that kind of thinking. We have all moved beyond that and recognise the benefits of integration and the benefits of regional management. I argue that at this time, when the transport infrastructure in this area is desperately overstretched, when we really are in a situation of economic recovery in some areas of London and you practically have to strap people to the roofs of transport carriages, we need to maximise the use of that infrastructure. Therefore, the logic is to change the franchising responsibility, which is what this amendment attempts to do.