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We are proud to be a strategic partner of the London Transport Museum’s Interchange thought leadership programme, a platform that brings together industry leaders to explore the future of mobility, infrastructure and climate resilience.
Through this collaboration, we’ve helped shape conversations around sustainable transport, legal innovation and public-private partnerships. These themes are explored further in the Museum’s latest report, Transport resilience in a changing climate.
In this blog, Giles Clifford, Partner, Co-Head of Rail and leading member of our Transport practice, shares his thoughts on recent collaboration including insights from a roundtable discussion, legal considerations, common challenges and success factors for the UK transport sector.
As part of Gowling WLG’s long-running sponsorship of the London Transport Museum’s Interchange thought leadership programme, we have been centrally involved in many valuable events and discussions.
One recent example is a roundtable event that we hosted in our Birmingham offices looking at how to enhance the use of buses as part of the UK’s transport mix.
Grant Thornton contributed their significant expertise in this field to the event and have published a report of the discussions and key findings.
Like many others no doubt, I’m used to sitting in events with fellow industry experts, attempting to solve problems in a top-down fashion. What was refreshing about the discussion at this event was the breadth of discussion and honesty about the real-world challenges.
Changes to organisational and legal structures have a part to play in increasing bus ridership. Enhanced partnerships were identified as a particularly helpful mechanism for delivery, and the increased spread of mayoral authorities should assist in the application of decision making at an appropriate level for transport systems.
There are however plenty of challenges which are common to a lot of UK businesses at the moment including skills shortages and cash. Both of those will apply not just to technologies but also to setting up and (importantly) operating any new contractual or organisational models. We have seen far too many instances of complex contractual arrangements (such as PFI contracts) which have just demanded too much in terms of capacity and expertise to run effectively. There is little point for clients to set up arrangements that need constant legal advice in order be understood or operated effectively.
Excitingly though there were good examples of success to be gained from the more general commercial skills and techniques that apply to any business. For instance, understanding the potential market and adapting to it – in particular attracting the younger user and those outside the cashless society; working out and responding to the needs of shift workers and leisure users.
Buses have a huge advantage over rail in the speed with which new services can be introduced or routes changed, but to make the most of their potential integrated service delivery, payment and information are essential – and they need to be given room on the road.
It is perhaps fitting in this year of TfL’s 25 anniversary to reflect on the lessons that can be taken from that organisation in how coordination, branding, innovation and a clear sense of purpose can genuinely promote the successful delivery of an integrated public transport system. The TfL diaspora has benefitted many transport organisations around the world – including Manchester where mayor Andy Burnham’s energetic leadership is supported by a commissioner with senior TfL experience.
We have been lucky enough to be involved with TfL for many years, as well as other transport organisations – and would of course be happy to lend our expertise as well.
Our longstanding collaboration with the London Transport Museum through the Interchange programme is just one example of how we stay at the heart of industry conversations and innovation.
If you’re navigating the challenges of transport resilience, infrastructure planning, or contractual reform, find out how our team can support you.
About the author(s)
Giles Clifford is a highly experienced partner with more than twenty years' experience in helping clients to understand and manage risks, protect their interests and achieve their goals in the delivery of complex infrastructure and real estate development projects.
Giles Clifford
Giles Clifford is a highly experienced partner with more than twenty years' experience in helping clients to understand and manage risks, protect their interests and achieve their goals in the delivery of complex infrastructure and real estate development projects.