Transport for London (TfL) – Legible London



The consultancy role was to design and manage the delivery of one of 'the mayor's' projects (Ken Livingstone). The role was to design the delivery and management of a new way-finding project for Transport for London (TfL) called Legible London. Legible London is a new world class pedestrian way finding system that aims to help people to navigate their way around London.


The projects aspirations are to encourage a travel modal shift and encourage people living, working and visiting London to walk instead of using public transport or the private car. The aim of the project is to provide congestion relief on the London transport network. The pilot projects goal after design, implementation, and review is to delivery a pedestrian way finding system that will be used for the Olympics in 2012. The London 2012 Olympics is aiming for 100 per cent of spectators to travel to the Games by public transport, or by walking or cycling.


The Legible London project is being piloted in three areas which are spread across five key London boroughs. This presented a number of challenges as all boroughs have their own criteria and requirements related to their individual transport and pedestrian policies.

The consultancy role was as the Delivery Manager for the project managing the three pilot projects across the five London boroughs. Design and implementation of a delivery framework that had three main criteria that the project had to be delivered on time, to budget and must be of a very high world class quality.


The contract required review and design of staffing structure for the TfL team and co-ordination and management of a project team consisting of TfL staff and external consultants of around 40.


Expert skills were required in relationship management, risk management/analysis, business and finance planning. Public sector procurement processes including OJEU (Official Journal of the European Community).


Responsibilities included financial management of pilot expenditure including producing spending forecasts, clearing invoices for payment and preparing purchase orders. Responsible for managing a budget of around £3 million pounds.

This included management of pilot evaluation, modal integration, local consultation and communications, collaboration and co-ordination with other work streams within TfL.


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