Are you able to give total expenditure in each of the past three complete financial years on external management consultancy and market research (including staff surveys, customer opinion research and mystery customer services) in relation to London Underground alone?

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TfL Ref: 1519-1920

Thank you for your request received by us on 21 August 2019 asking for information about expenditure on non-technical consultancy for the London Underground network. Please accept my apologies for the delay in responding.

Your request has been considered in accordance with the requirements of the Freedom of Information Act and our information access policy. I can confirm that we hold some of the information you require. You asked for:

total expenditure in each of the past three complete financial years on external management consultancy and market research (including staff surveys, customer opinion research and mystery customer services) in relation to London Underground alone?

Please see the attached requested information for consultancy services and market research spend solely in relation to London Underground per financial year. The attached data does not include employee research expenditure as this is recorded on a pan-TfL basis and therefore we do not hold the information requested.

The London Underground Staff and Information Surveys and Mystery Shopping Surveys are used to measure the quality of interactions with staff and the provision of information on London Underground against the standard set by TfL. This is reported as part of TfL’s scorecard processes. These surveys are also used at all levels of the London Underground, from evaluating the success of change programmes to providing management information for performance conversations.

The London Underground Customer Satisfaction Surveys help us to measure the satisfaction ratings of London Underground passengers as well as gathering experiential and perception data to help us prioritise resources accordingly. This type of survey is designed to map the journey from the customer’s point of view, identifying their needs and pain points. It gives an in-the-moment customer view of how well we met their expectations on the last journey taken. This research also enables TfL to create business cases for customer improvements.

Additionally these surveys support our Diversity Strategy because they provide the granularity to understand how our customers can have differing experiences.

As part of London Underground’s Change Design & Delivery programme, in 2017/18, work with KPMG consisted of a number of work streams, including:

• Supporting the design and implementation of the new London Underground Operating Model to reduce management layers and implement functional accountability.

• Collaborating with London Underground to conduct a review of scope, design options, milestones and governance for projects.

• Challenge and review the stations programme, in addition to other relevant programmes impacting on stations, to assess the delivery confidence of the project. 

• Conducting a review of the content of the Maintenance Modernisation programme, validate savings and identify additional savings where possible.

• Conducting assessments and propose opportunities relating to cash and compliance for cost reduction.

• Reviewing the effectiveness of the Modernisation Portfolio processes and governance and assessing the clarity of the current baseline of net costs and savings and design a framework to enable appropriate management of savings and reporting.

• Creating an overall Portfolio Roadmap that describes the entirety of Modernisation Programmes being delivered across London Underground alongside the wider context.

• Provide Delivery Partner resources to support the delivery of the Trains Programme.

Work undertaken with KPMG in 2018/19 involved working with Customer Services to further develop our stations operating concept to ensure it supports delivery of world-class customer service.

Additionally, the work undertaken for London Underground’s Change Design and Delivery helped support delivery of Network Business Service improvement activities as a co-ordinated programme of deliverables. The work delivered provided business change strategy expertise and assisted with the implementation for various areas of the Access modernisation programme.

Our work with Deloitte in 2018/19 enabled us to carry out analysis, such as process, activity, demand flow and so on within our Middle Office functions to define an organisation design, which would deliver 30% savings

If this is not the information you are looking for, or if you are unable to access it for any reason, please do not hesitate to contact me.

Please see the attached information sheet for details of your right to appeal as well as information on copyright and what to do if you would like to re-use any of the information we have disclosed.

Yours sincerely

Jasmine Howard
FOI Case Officer
Information Governance
Transport For London

 

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