Transport Policing and Enforcement Directorate

Client: Transport for London
Duration: 6 months

Project Overview
Transport for London’s Transport Policing and Enforcement Directorate is responsible for a safer and more reliable London transport system.

Working in partnership with various enforcement bodies, including the Metropolitan Police Services and the British Transport Police, the Directorate works to reduce crime and disorder on or around the transport network; on buses, trains, in or around Underground and DLR stations.

Its camera operations work helps keep traffic moving by ensuring compliance with bus lane and parking regulations on the ‘Transport for London Network’, 580km of roads that serve as important arteries carrying 35% of London’s traffic.

A dedicated communications function was required to help management address key improvement areas:

• Better awareness by the travelling public of the Directorate’s initiatives to help reduce crime and deter anti-social behaviour
• Engaging key stakeholders - profiling and building support for the Directorates work
• Better inform and improve staff morale. Communicate management thinking, Directorate achievements and corporate changes to staff.

CPC’s Role
CPC was invited to help the Directorate articulate its internal and external communications strategy and develop a 12-month forward plan introducing effective communications tools. CPC established a communications function with clear accountabilities, responsibilities and a consulted approach to engage identified stakeholders and better communicate to staff.

Client Benefits
CPC quickly assessed communications issues and identified key stakeholders to inform and engage. A reference group was established to consult and capture staff contributions on issues that affected them. A comprehensive communications strategy and forward plan was developed, integrating the core messages of four business units within the directorate to support a cohesive approach with Directorate-wide appeal. Business processes concerning coordination, governance and approvals were introduced, and strategic relationships with internal business units such as Human Resources, Corporate Communications and Infrastructure Management (IT) strengthened. New communications for staff including a monthly newsletter focussed on the needs of 500 staff, intranet, staff forums and management road shows were quickly introduced. High quality marketing collateral including a presentation deck, information folder and stock photography were also developed for future events and profiling.

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