AGENDA
Meeting Budget Monitoring Sub-Committee Date Wednesday 17 October 2018 Time 2.30 pm Place Committee Room 5, City Hall, The Queen's Walk, London, SE1 2AA Copies of the reports and any attachments may be found at www.london.gov.uk/mayor-assembly/london-assembly/budget-monitoring
Most meetings of the London Assembly and its Committees are webcast live at www.london.gov.uk/mayor-assembly/london-assembly/webcasts where you can also view past meetings.
Members of the Committee Gareth Bacon AM (Chairman) Jennette Arnold OBE AM Len Duvall AM (Deputy Chair)
A meeting of the Committee has been called by the Chairman of the Sub-Committee to deal with the business listed below. Ed Williams, Executive Director of Secretariat Tuesday 9 October 2018
Further Information If you have questions, would like further information about the meeting or require special facilities please contact: Lauren Harvey, Committee Assistant; Telephone: 020 7983 4383; email: [email protected]
For media enquiries please contact Howard Wheeler, External Communications Officer; telephone: 020 7983 5769; email: [email protected] If you have any questions about individual items please contact the author whose details are at the end of the report.
This meeting will be open to the public, except for where exempt information is being discussed as noted on the agenda. A guide for the press and public on attending and reporting meetings of local government bodies, including the use of film, photography, social media and other means is available at www.london.gov.uk/sites/default/files/Openness-in-Meetings.pdf.
There is access for disabled people, and induction loops are available. There is limited underground parking for orange and blue badge holders, which will be allocated on a first-come first-served basis. Please contact Facilities Management on 020 7983 4750 in advance if you require a parking space or further information.
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If you, or someone you know, needs a copy of the agenda, minutes or reports in large print or Braille, audio, or in another language, then please call us on 020 7983 4100 or email [email protected].
Certificate Number: FS 80233
Agenda Budget Monitoring Sub-Committee Wednesday 17 October 2018
1 Apologies for Absence and Chairman's Announcements
To receive any apologies for absence and any announcements from the Chairman.
2 Declarations of Interests (Pages 1 - 4)
The Sub-Committee is recommended to:
(a) Note the list of offices held by Assembly Members, as set out in the tables at Agenda Item 2, as disclosable pecuniary interests;
(b) Note the declaration by any Member(s) of any disclosable pecuniary interests in specific items listed on the agenda and the necessary action taken by the Member(s) regarding withdrawal following such declaration(s); and
(c) Note the declaration by any Member(s) of any other interests deemed to be relevant (including any interests arising from gifts and hospitality received which are not at the time of the meeting reflected on the Authority’s register of gifts and hospitality, and noting also the advice from the GLA’s Monitoring Officer set out at Agenda Item 2) and any necessary action taken by the Member(s) following such declaration(s).
3 Minutes (Pages 5 - 34)
The Sub-Committee is recommended to confirm the minutes of the meeting of the Budget Monitoring Sub-Committee held on 11 July 2018 to be signed by the Chairman as a correct record.
The appendices to the minutes set out on pages 11 to 34 are attached for Members and officers only but are available from the following area of the GLA’s website: www.london.gov.uk/mayor-assembly/london-assembly/budget-monitoring
4 Summary List of Actions (Pages 35 - 36)
Report of the Executive Director of Secretariat Contact: Lauren Harvey; [email protected]; 020 7983 4383
The Sub-Committee is recommended to note the completed action arising from a previous meeting of the Sub-Committee and additional correspondence sent by the Chairman. 3
5 Action Taken Under Delegated Authority (Pages 37 - 40)
Report of the Executive Direcotr of the Secretariat Contact: Lauren Harvey, [email protected], 020 7983 4383
The Sub-Committee is recommended to note the recent action taken by the Chairman under delegated authority, in consultation with the Deputy Chair, namely to agree to write to the Mayor’s Chief of Staff regarding the timeliness of receipt of quarterly monitoring reports.
6 West Ham and the London Stadium (Pages 41 - 42)
Report of the Executive Director of Secretariat Contact: Will King, [email protected]; 020 7983 5596
The Sub-Committee is recommended to note the report as background to putting questions to invited guests and note the discussion.
7 Housing Infrastructure Fund (Pages 43 - 46)
Report of the Executive Director of Secretariat Contact: Blessing Inyang, [email protected]; 020 7983 4270
The Sub-Committee is recommended to note the report as background to putting questions to invited guests on the bids submitted to the national Housing Infrastructure Fund and notes the discussion.
8 Quarter 1, 2018/19 GLA Group Monitoring Reports (Pages 47 - 450)
Report of the Executive Director of Secretariat Contact: Lauren Harvey; [email protected]; 020 7983 4383
The Sub-Committee is recommended to note the monitoring reports for Quarter 1 of 2018/19.
The appendices to the report set out on pages 49 to 450 are attached for Members and officers only but are available from the following area of the GLA’s website: www.london.gov.uk/mayor-assembly/london-assembly/budget-monitoring
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9 Mayor's Decision Lists: 8 June 2018 to 30 August 2018 (Pages 451 - 516)
Report of the Executive Director of Secretariat Contact: Lauren Harvey; [email protected]; 020 7983 4383
The Sub-Committee is recommended to discuss any issues arising in respect of the Mayor’s Decision Lists for the period 8 June 2018 to 30 August 2018 (previously made available as background papers to the relevant Mayor's Report to the Assembly), and decide whether to refer any issues to the Budget and Performance Committee for detailed consideration.
The Mayor’s Decision Lists set out on pages 453 to 516 are attached for Members and officers only but are available from the following area of the GLA’s website: www.london.gov.uk/mayor-assembly/london-assembly/budget-monitoring
10 Payments over £250 (Pages 517 - 546)
Report of the Executive Director of Resources Contact: Yen Dang, [email protected], 020 7983 4863
The Sub-Committee is recommended to note the report.
The appendices to the report set out on pages 519 to 546 are attached for Members and officers only but are available from the following area of the GLA’s website: www.london.gov.uk/mayor-assembly/london-assembly/budget-monitoring
11 Date of Next Meeting
The next meeting of the Sub-Committee is scheduled for 20 March 2019 at 2.00pm in Committee Room 5.
12 Any Other Business the Chairman Considers Urgent
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This page is intentionally left blank Agenda Item 2
Subject: Declarations of Interests
Report to: Budget Monitoring Sub-Committee
Report of: Executive Director of Secretariat Date: 17 October 2018
This report will be considered in public
1. Summary
1.1 This report sets out details of offices held by Assembly Members for noting as disclosable pecuniary interests and requires additional relevant declarations relating to disclosable pecuniary interests, and gifts and hospitality to be made.
2. Recommendations
2.1 That the list of offices held by Assembly Members, as set out in the table below, be noted as disclosable pecuniary interests1;
2.2 That the declaration by any Member(s) of any disclosable pecuniary interests in specific items listed on the agenda and the necessary action taken by the Member(s) regarding withdrawal following such declaration(s) be noted; and
2.3 That the declaration by any Member(s) of any other interests deemed to be relevant (including any interests arising from gifts and hospitality received which are not at the time of the meeting reflected on the Authority’s register of gifts and hospitality, and noting also the advice from the GLA’s Monitoring Officer set out at below) and any necessary action taken by the Member(s) following such declaration(s) be noted.
3. Issues for Consideration
3.1 Relevant offices held by Assembly Members are listed in the table overleaf:
1 The Monitoring Officer advises that: Paragraph 10 of the Code of Conduct will only preclude a Member from participating in any matter to be considered or being considered at, for example, a meeting of the Assembly, where the Member has a direct Disclosable Pecuniary Interest in that particular matter. The effect of this is that the ‘matter to be considered, or being considered’ must be about the Member’s interest. So, by way of example, if an Assembly Member is also a councillor of London Borough X, that Assembly Member will be precluded from participating in an Assembly meeting where the Assembly is to consider a matter about the Member’s role / employment as a councillor of London Borough X; the Member will not be precluded from participating in a meeting where the Assembly is to consider a matter about an activity or decision of London Borough X.
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Member Interest Tony Arbour AM Member, LB Richmond Jennette Arnold OBE AM Committee of the Regions Gareth Bacon AM Member, LB Bexley Shaun Bailey AM Sian Berry AM Member, LB Camden Andrew Boff AM Congress of Local and Regional Authorities (Council of Europe) Leonie Cooper AM Member, LB Wandsworth Tom Copley AM Unmesh Desai AM Member, LB Newham Tony Devenish AM Member, City of Westminster Andrew Dismore AM Len Duvall AM Florence Eshalomi AM Member, LB Lambeth Nicky Gavron AM Susan Hall AM Member, LB Harrow David Kurten AM Joanne McCartney AM Deputy Mayor Steve O’Connell AM Member, LB Croydon Caroline Pidgeon MBE AM Keith Prince AM Member, LB Redbridge; Alternate Member, European Committee of the Regions Caroline Russell AM Member, LB Islington Dr Onkar Sahota AM Navin Shah AM Fiona Twycross AM Deputy Mayor for Fire and Resilience; Chair of the London Local Resilience Forum Peter Whittle AM
[Note: LB - London Borough]
3.2 Paragraph 10 of the GLA’s Code of Conduct, which reflects the relevant provisions of the Localism Act 2011, provides that:
- where an Assembly Member has a Disclosable Pecuniary Interest in any matter to be considered or being considered or at
(i) a meeting of the Assembly and any of its committees or sub-committees; or
(ii) any formal meeting held by the Mayor in connection with the exercise of the Authority’s functions
- they must disclose that interest to the meeting (or, if it is a sensitive interest, disclose the fact that they have a sensitive interest to the meeting); and
- must not (i) participate, or participate any further, in any discussion of the matter at the meeting; or (ii) participate in any vote, or further vote, taken on the matter at the meeting
UNLESS
- they have obtained a dispensation from the GLA’s Monitoring Officer (in accordance with section 2 of the Procedure for registration and declarations of interests, gifts and hospitality – Appendix 5 to the Code).
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3.3 Failure to comply with the above requirements, without reasonable excuse, is a criminal offence; as is knowingly or recklessly providing information about your interests that is false or misleading.
3.4 In addition, the Monitoring Officer has advised Assembly Members to continue to apply the test that was previously applied to help determine whether a pecuniary / prejudicial interest was arising - namely, that Members rely on a reasonable estimation of whether a member of the public, with knowledge of the relevant facts, could, with justification, regard the matter as so significant that it would be likely to prejudice the Member’s judgement of the public interest.
3.5 Members should then exercise their judgement as to whether or not, in view of their interests and the interests of others close to them, they should participate in any given discussions and/or decisions business of within and by the GLA. It remains the responsibility of individual Members to make further declarations about their actual or apparent interests at formal meetings noting also that a Member’s failure to disclose relevant interest(s) has become a potential criminal offence.
3.6 Members are also required, where considering a matter which relates to or is likely to affect a person from whom they have received a gift or hospitality with an estimated value of at least £25 within the previous three years or from the date of election to the London Assembly, whichever is the later, to disclose the existence and nature of that interest at any meeting of the Authority which they attend at which that business is considered.
3.7 The obligation to declare any gift or hospitality at a meeting is discharged, subject to the proviso set out below, by registering gifts and hospitality received on the Authority’s on-line database. The on- line database may be viewed here: https://www.london.gov.uk/mayor-assembly/gifts-and-hospitality.
3.8 If any gift or hospitality received by a Member is not set out on the on-line database at the time of the meeting, and under consideration is a matter which relates to or is likely to affect a person from whom a Member has received a gift or hospitality with an estimated value of at least £25, Members are asked to disclose these at the meeting, either at the declarations of interest agenda item or when the interest becomes apparent.
3.9 It is for Members to decide, in light of the particular circumstances, whether their receipt of a gift or hospitality, could, on a reasonable estimation of a member of the public with knowledge of the relevant facts, with justification, be regarded as so significant that it would be likely to prejudice the Member’s judgement of the public interest. Where receipt of a gift or hospitality could be so regarded, the Member must exercise their judgement as to whether or not, they should participate in any given discussions and/or decisions business of within and by the GLA.
4. Legal Implications
4.1 The legal implications are as set out in the body of this report.
5. Financial Implications
5.1 There are no financial implications arising directly from this report.
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Local Government (Access to Information) Act 1985 List of Background Papers: None
Contact Officer: Lauren Harvey, Committee Assistant Telephone: 020 7983 4383 E-mail: [email protected]
Page 4 Agenda Item 3
MINUTES
Meeting: Budget Monitoring Sub- Committee Date: Wednesday 11 July 2018 Time: 2.00 pm Place: Committee Room 5, City Hall, The Queen's Walk, London, SE1 2AA
Copies of the minutes may be found at: http://www.london.gov.uk/mayor-assembly/london-assembly/budget-monitoring
Present:
Gareth Bacon AM (Chairman) Jennette Arnold OBE AM Tom Copley AM Steve O’Connell AM (present for item 9)
1 Apologies for Absence and Chairman's Announcements (Item 1)
1.1 Apologies were received from the Deputy Chair, Len Duvall AM, for whom Tom Copley AM was attending as a substitute.
1.2 In accordance with Standing Order 8.2, Steve O’Connell AM attended the meeting and participated in the question and answer session at Agenda Item 9 with the permission of the Chairman.
2 Declarations of Interests (Item 2)
2.1 Resolved:
That the list of offices held by Assembly Members, as set out in the table at Agenda Item 2, be noted as disclosable pecuniary interests.
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3 Membership of the Sub-Committee (Item 3)
3.1 Resolved:
To note the following membership and chairing arrangements for the Budget Monitoring Sub–Committee, as agreed at the Annual Meeting of the London Assembly on 10 May 2018:
Gareth Bacon AM (Chairman) Len Duvall (Deputy Chair) Jennette Arnold OBE AM
4 Terms of Reference (Item 4)
4.1 Resolved:
To agree the following term of reference for the Sub-Committee:
To consider the quarterly monitoring reports provided by the GLA and its functional bodies as referred to it by the Budget and Performance Committee, and any other reports falling within the terms of reference of the Budget and Performance Committee which that Committee considers appropriate, and to report back its findings to the Budget and Performance Committee as necessary.
5 Standing Delegation of Authority (Item 5)
5.1 Resolved:
To note the following standing delegation:
At its Annual Meeting on 10 May 2018, the Assembly agreed to delegate a general authority to the Chairs of all ordinary committees and sub-committees to respond on the relevant committee or sub-committee’s behalf, following consultation with the lead Members of the party Groups on the committee or sub-committee, where it is consulted by organisations and there is insufficient time to consider the consultation at a committee meeting.
Page 6 Greater London Authority Budget Monitoring Sub-Committee Wednesday 11 July 2018
6 Minutes (Item 6)
6.1 Resolved:
That the minutes of the meeting held on 21 March 2018 be signed by the Chairman as a correct record.
7 Summary List of Actions (Item 7)
7.1 Resolved:
That the completed and outstanding actions arising from previous meetings of the Budget Monitoring Sub-Committee be noted.
8 Land Fund (Item 8)
8.1 The Sub–Committee received the report of the Executive Director of Secretariat as background to a discussion with the following invited guests on the Land Fund:
Luke Webster, Greater London Authority (GLA) Group Treasury and Chief Investment Officer; and Rickardo Hyatt, Senior Area Manager, Housing and Land, GLA.
8.2 A transcript of the discussion is attached at Appendix 1.
8.3 During the course of the discussion:
The Group Treasury and Chief Investment Officer for the GLA undertook to provide further details of all the project financials and context on the feasibility of the planned disposals, for the St Ann’s Redevelopment Trust; and The Senior Area Manager, Housing and Land undertook to provide further details on the delivery programme for the St Ann’s site.
8.4 Resolved:
That the report and the discussion be noted.
Page 7 Greater London Authority Budget Monitoring Sub-Committee Wednesday 11 July 2018
9 Young Londoners Fund and MOPAC (Item 9)
9.1 The Sub–Committee received that report of the Executive Director of Secretariat as background to the discussion on the Young Londoners Fund with the following invited guests:
Siobhan Peters, Chief Finance Officer, Mayor’s Office for Policing and Crime (MOPAC); Sarah Wilkins, Senior Education and Youth Manager, GLA; and Lynne Abrams, Senior Policy and Commissioning Manager, MOPAC.
9.2 A transcript of the discussion is at Appendix 2.
9.3 Resolved:
That the report and discussion be noted.
10 Quarter 4, 2017/18 GLA Group Monitoring Reports (Item 10)
10.1 The Sub–Committee received the report of the Executive Director of Secretariat.
10.2 Resolved:
(a) That Authority be delegated to the Chairman of the Sub–Committee to write to the Mayor’s Chief of Staff, in consultation with the Deputy Chair, regarding the timeliness of receipt of quarterly monitoring reports, which are yet to be issued by the target of 35 working days from the quarter end; and
(b) That the monitoring reports for Quarter 4 of 2017/18 be noted.
11 Mayor's Decision Lists: 9 February 2018 to 7 June 2018 (Item 11)
11.1 The Committee received the report of the Executive Director of Secretariat.
11.2 Resolved:
That the Mayor’s Decision Lists for the period 9 February 2018 to 7 June 2018 be noted.
Page 8 Greater London Authority Budget Monitoring Sub-Committee Wednesday 11 July 2018
12 Payments over £250 (Item 12)
12.1 The Sub-Committee received the report of the Executive Director of Resources.
12.2 Resolved:
That the report be noted.
13 Date of Next Meeting (Item 13)
13.1 The next meeting of the Sub-Committee was scheduled for 17 October 2018 at 2.30pm in Committee Room 5.
14 Any Other Business the Chairman Considers Urgent (Item 14)
14.1 There were no items of business the Chairman considered urgent.
15 Close of Meeting
15.1 The meeting ended at 3.35pm.
Chairman Date
Contact Officer: LLorena Alcorta, Telephone: 020 7983 4425; email: [email protected]
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Page 10 Appendix 1
Budget Monitoring Sub-Committee – 11 July 2018
Transcript of Item 8 – Land Fund
Gareth Bacon AM (Chairman): Can I welcome Luke Webster, who is the Greater London Authority (GLA) Group Treasury and Chief Investment Officer? We also have Rickardo Hyatt, who is the Senior Area Manager of Housing and Land at the GLA. Welcome to both of you, gentlemen.
The purpose of your part of the meeting is to have a look at the Land Fund: what it is used for, how it is going and so on. I will ask the opening question to both of you. It is a generic scene-setter, really. What is the role of the Fund? Luke, would you like to start?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): This is an opportunity to use some of the GLA’s balance sheet strength, effectively the cash that we have awaiting deployment, to stimulate certain housing projects rather more actively than we might have in the past. Normally this is money that my team would be managing as part of its general Treasury operations which, as you will be familiar with from other meetings, centre around capital preservation as our primary objective, as well as adequate liquidity to meet the GLA’s operational needs. That typically means that we end up with a very risk-averse position but what we have noted is that over recent years the GLA’s funding position has improved considerably in terms of average liquidity. That means there is an opportunity to use some of that money in a more ambitious way.
What we have agreed with the Housing team is, because we are obviously taking a bit more risk here, that risk to corporate balances will be underwritten by the Housing Budget. However, we will use the money to potentially start some projects that we would not otherwise have been able to do. We think that is a win for everybody concerned. Assuming that all the risk management works as planned and we are achieving the necessary returns to protect ourselves from any projects which do not achieve the results that we want, then we will end up in a situation where taxpayers’ money is earning more than it otherwise would and we have been able to do more towards our housing programme than we otherwise would.
Gareth Bacon AM (Chairman): OK. Rickardo, the Homes for Londoners team has grown as a result of this. What will the new resource deliver that was not there before?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Taking a step back, we have our standard affordable housing grant programmes and we have been a grant giver for many years. In terms of the added value of the Land Fund, we are proposing to become a bit more interventionist in the land market, to go beyond being a passive grant giver, to help unlock affordable housing in areas, and on sites, which otherwise would not come forward.
You mentioned that we have grown. In addition to that, we have refocused our resources in other roles of the teams to put heavy focus on this work.
We have refocused our resources and the time of the team to look for these opportunities for us to invest where we can seek to make a return but also to discharge the Mayor’s statutory duties around affordable housing delivery.
Page 11 Gareth Bacon AM (Chairman): Yes. Over what period of time do you think the Fund is going to bear fruit?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): The whole purpose of the Fund is to be a revolving pot of money. Initially, we will be seeking investment opportunities that can bring us delivery up to 2022 in line with the settlement and the targets we have agreed with central Government. In addition to that, and on the point of the Fund being a revolving mechanism, we want to develop a long-term pipeline, an infinite pipeline if possible, of further affordable housing delivery in the long term.
Gareth Bacon AM (Chairman): OK. Luke [Webster] said earlier on that there is risk involved in that and we are going to refer to some of that in subsequent questions. We do need to talk about process and governance and Assembly Member Copley is going to lead for us on that.
Tom Copley AM: First of all, can I just ask if this is something that is going to be mainly aimed at private developers, housing associations or a bit of both in terms of who the land is going to be then sold on to?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): It will be aimed at both. We have long-standing relationships with housing associations through our standard grant programme. This fund, in part, will act as an additional layer on top of that to help them unlock sites that are a bit more difficult to bring to market or that might require a bit more of a significant intervention from the Mayor outside of the standard affordable housing grant programme. It gives us an opportunity to invest grants a bit more flexibly and at an earlier stage to give developers and housing associations a bit more certainty.
Gareth Bacon AM (Chairman): Just on that point, it is a phrase you have used a couple of times, “land that might be more difficult to bring to development”, and you have used the phrase “significant intervention by the Mayor” a couple of times. Can you give an example of what you mean?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): In terms of land acquisition, there might be opportunities, for example, where we have one of our strategic housing partners, a housing association, which owns a piece of land and is seeking to bring forward a development comprising a certain level of affordable housing, but there may be an adjacent site that they could acquire that is a bit more difficult. With GLA support and the Mayor’s intervention, they could have assistance to acquire that site and bring forward more homes.
Gareth Bacon AM (Chairman): What sort of assistance? Do you mean soft power, leaning on people?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): It is a combination of things. Obviously, the Land Fund gives us powers to invest. In addition to that, we have made an offer to the sector and to our partners to be able to broker relationships with our local authority partners, to be able to broker relationships with Transport for London (TfL) and other members of the GLA family, to be able to broker relationships with central Government departments where we have existing relationships, and to bring partners together where that additional value can be demonstrated. It is a range of things.
Gareth Bacon AM (Chairman): Would you not be able to do that without the Land Fund? Is that not what you do anyway?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): We would but having this additional fund, focusing on this specific purpose, helps us to go that bit further. Just going back
Page 12 to our standard affordable housing grant programme, we have secured a record level of funding from central Government. There are certain parameters attached to that where we have to fund specific affordable housing tenures.
Having a specific Land Fund or that specific pot of money does allow us to apply our funding a bit more strategically than we otherwise would have been able to through the standard affordable housing grant programme. You are right that we could do that anyway but having those additional levers will help us to demonstrate and deliver that a bit more.
Tom Copley AM: Obviously, the idea is that this gets around developer land banks. How are you going to make sure that developers do not then land bank the land from the Land Fund? Are you going to have development agreements? Are you going to be taking it through planning yourselves?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): No, that is not the intention, although for proposals that come through to the [Land Fund] Investment Committee we will be looking at disposal strategies on a case-by-case basis. However, as part of the condition of us investing the Land Fund we would be looking for quick, speedy delivery. We would not be entering into an arrangement with the likelihood of land being banked, we would have to mitigate that risk. The likelihood of land being banked is not why we would get involved. We would always seek to mitigate that. In fact, we would be looking to have the opposite effect, to ensure that land is brought forward more quickly.
Tom Copley AM: Can you guarantee that it will not be just land banked when it is --
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Contractually, we would, absolutely.
Tom Copley AM: Excellent. Moving on to the process and governance side, whose role is it, first, to identify the land that requires intervention and, second, to handle the negotiations?
Rickardo Hyatt (Senior Area Manager for Housing and Land Greater London Authority): There is a two-pronged approach that we are adopting within the Homes for Londoners team. As I mentioned earlier, we do have longstanding relationships with our housing association partners. We have briefed them on the types of funding and interventions we can offer. There is an opportunity for them to bring forward proposals to us.
Tom Copley AM: They can come to you.
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): They can come to us and we undertake due diligence as you would in the normal way and assess those opportunities. In addition to that, our separate approach will be for the Homes for Londoners team to look at a variety of information readily available in the market, different data sets focusing on specific areas, namely Opportunity Areas identified by the GLA in the London Plan, and seeing where there are opportunities for us to invest and acquire land or unlock delivery in a different way.
Tom Copley AM: Will there be a particular focus on the public sector? I do not want to talk specifically about St Ann’s because Jennette [Assembly Member Arnold] has some questions on that. Is there any particular focus on identifying areas where other parts of the public sector are going to be selling?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Yes. Again, we are working very closely with local authorities in London. In addition to the recent publication of our
Page 13 funding prospectus aimed at councils, getting councils to deliver homes directly, part of that conversation is where we can go that bit further and a working partnership. In addition to that, we are having ongoing conversations with central Government departments. We are trying to get to a situation where, when they want the disposal of surplus public-sector land, that the GLA is the first call they make. We are articulating a specific offer to ensure they get the outcomes they are seeking, as do we for Londoners.
Tom Copley AM: Excellent. Luke, who is responsible, firstly, for challenging the investment proposals and, secondly, for approving the spend?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): The Investment Committee is an organisation we have set up to fulfil that purpose. It is formally an organ of GLA Land and Property (GLAP), which would be the funding body for the majority of these projects. That is composed of a mixture of people. There are some independent members, there is myself representing effectively the GLA’s corporate interest and then the Housing team representatives, too.
The Homes for Londoners team, working in an interdisciplinary way with members of the Financial Services and Group Finance team, supported by external advisors, will prepare papers for the [Land Fund Investment] Committee to consider, the Committee will then conduct that challenge exercise and then we will proceed on a unanimous basis.
Tom Copley AM: Sorry, who approves the spending?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): The Committee.
Tom Copley AM: The Committee approves it.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Technically, there will be an Assistant Director Decision (ADD) or a Director Decision (DD) done to conclude the process.
Gareth Bacon AM (Chairman): Just one point of clarification. You said, “On a unanimous basis”. Therefore, one dissenting opinion and it does not get carried.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): That is the expectation, yes.
Gareth Bacon AM (Chairman): OK. Has that been tested yet?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Yes. St Ann’s is the only project that has gone through the process yet.
Gareth Bacon AM (Chairman): I appreciate it is early days.
Tom Copley AM: What are the main guiding principles for this investment strategy? Is there a list of criteria that will be applied?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Yes. We are developing that further at the moment and are expecting to finalise it imminently but effectively the
Page 14 purpose of the various controls is to ensure that the GLA does get its cash back when it needs it. It is important to remember that this is not new funding. It is financing, in effect. It is a way of paying for things, but these projects have to pay for themselves overall. That is the rolling point that Rickardo [Hyatt] was mentioning.
We have limits on how long money can be committed. A small proportion of the Fund may be invested beyond five years but the rest would then be expected to come back earlier so that we maintain a balanced approach. Likewise, the balance of risk between different projects has to be balanced to keep the overall risk within the portfolio at a level that we are sure that in the worst case, if things went wrong, the Housing Budget could sustain. Similarly, we would have other limits on concentration to individual projects and so forth.
There are almost two tiers of scrutiny going on. One is making sure that an individual project makes sense and it is something that will deliver some benefits and will reasonably be expected to deliver a commercial return, by which I mean a return that is appropriate to the level of risk in that project. Then we are also looking at the overall portfolio position and making sure that the GLA’s balances and liquidity are protected.
Tom Copley AM: The criteria you have mentioned, will they be publicly available where we can see?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Yes, it will.
Tom Copley AM: Excellent. You talked about when we are going to get this money back. What balance is the Fund aiming to strike between short, medium and long-term land holdings? Do you have a view on that?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Yes. We would hope that the majority of the money would return within five years.
Tom Copley AM: In five years, yes.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Exactly. To the extent that a profit has been made, that profit would be available for longer-term investment subsequently. The ideal situation would be that the Fund would fully renew itself over time and the return we have generated on projects will create a permanent investment fund that will be --
Tom Copley AM: That will grow.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Exactly. That is when the endeavour becomes truly additive because that will be new money that we can commit potentially for much longer periods of time. Providing that we exercise discipline in selecting projects that are commercially viable, it may well be the case that we are able to attract co-investment from the private sector or other public-sector bodies. That, in a sense, will lever that money and unlock larger or more projects.
Gareth Bacon AM (Chairman): How big is the risk that the opposite happens and you lose money?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): I would say, corporately, there is none if the risk management works effectively because we are ensuring we are not taking any more risk than the Housing Budget is prepared to underwrite. As more projects develop, I will be able to answer that question more precisely. It is important to note there will be some risk of loss. This is not risk-free. What we are saying is that the budgetary impact to the GLA’s non-housing activities will be eliminated.
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Tom Copley AM: Why was there a new Investment Committee established to oversee the Fund rather than using the Homes for Londoners Board or the Corporate Investment Board?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): This is a specialist area and we needed to create a committee that was resourced and constituted in the right way to consider commercial investment decisions. It was decided that it made sense to involve me and my team’s set of expertise and also to involve some independent perspective.
Tom Copley AM: Just finally, in relation to these changes that are being made which essentially allow the Executive Director of Housing decision-making power with no financial limit, as I think it was being proposed, is that power delegated to the right level and is it necessary?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): It is necessary to be able to take these decisions quickly. It may be the case that some of the opportunities need a very agile response from the Committee in order to catch the opportunity. It is a reasonable thing to do to delegate the expenditure, within the context of the Fund, to an Executive Director. The GLA, in so doing, is placing a level of reliance on the Committee’s effectiveness to exclude projects that introduce undue risk.
Tom Copley AM: The Committee is gate-keeping, so the Committee makes the decision.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Yes, that is right.
Tom Copley AM: The Executive Director, as Chair of the Committee, signs off the funding.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): That is right, yes. The delegation is part of the necessary integration of the Investment Committee process with the GLA’s general scheme of delegation.
Tom Copley AM: Presumably that would be seen by the Deputy Mayor for Housing and Residential Development [James Murray] before it was signed off anyway.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): That is right. He is also a member of the Committee.
Tom Copley AM: Yes, OK, thank you.
Gareth Bacon AM (Chairman): We are going to move on and talk about the investment we have made, which is St Ann’s.
Jennette Arnold OBE AM: My questions will be about the St Ann’s investment which, as I understand it, is the Fund’s first investment. It was announced in May 2018 and that was for the site currently used by St Ann’s Hospital in the London Borough of Haringey.
Just for the record, Rickardo, tell us a little bit about the partners and the backstory. You told us you were looking for a story where intervention added value and all that was. In brief, what was the backstory here?
Page 16 Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): We entered discussions with the local Mental Health Trust in Haringey at the end of 2017 with a proposition to acquire the site. One of the main drivers for the GLA to intervene in this instance was that the previous proposals to redevelop the site would have only yielded somewhere in the region of 12% affordable housing. The proposal that was on the table was something the local community was not entirely on board with and we believed that it did not demonstrate and reflect the potential and capacity the site could accommodate. It was felt that we would invest the Land Fund money to acquire the site to not only increase the level of affordable housing from 12% to 50% but to also allow the local community to have input so that its views could be reflected in the development that is put forward.
Overall, at the moment, we are proposing that the development which comes forward delivers up to 800 homes, 50% of which would be affordable. In addition to that, and aside from the housing outcome, as part of the deal that we have done with the Trust, there will be a number of homes that are provided for workers of the Trust. With some of the receipt that is yielded from the purchase, from selling the site, they will be able to deliver a brand new, state-of-the-art facility on an adjacent site. It was clear to us, going back to my point on using the Mayor’s powers and funding to add value, that it was a clear case where you were making a difference.
Jennette Arnold OBE AM: Apparently it is about half the size of St James’s Park, a significant plot. Is that the analogy you would use in terms of this?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Half the size of St James’s.
Jennette Arnold OBE AM: It is difficult to envisage St James’s Park, full stop, is it not?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Yes.
Jennette Arnold OBE AM: Is it the size of a football ground?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Yes. It is a significant site. The key thing to note is, of the entirety, we are only acquiring about two-thirds of the Trust’s holdings. We believe the element that we are acquiring could accommodate up to 800 homes. I think you are right, thinking of an analogy, and I do not want to get drawn into analogies, it is probably roughly the size of a football pitch.
Jennette Arnold OBE AM: I know the site well. I used to operate there as a nurse many years ago.
Just to get the overview as well, I understand that working with the GLA will allow the Trust to then be able to carry on services onsite. There will still be health services because of this transferring of monies around the place.
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Yes.
Jennette Arnold OBE AM: Here is the thing. You are going to use GLA funds to buy the property. Then you are going to sell it on to housing associations and another developer. Why could you not have brokered that deal and let the housing association and the developer get in there to get on with it?
Page 17 Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Again, there is the risk there that you would not have been able to get to 50% affordable housing.
Jennette Arnold OBE AM: So that was a driving factor?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): That was one of the drivers. In addition to that, having undertaken our due diligence, we believe there is a potential for this investment to make a return, not only in the social benefit but subject to going through a competitive process of disposing of that piece of land, effectively the GLA could recoup its investment. Obviously, we have done our due diligence. We believe that could happen, but the site still needs to be taken to market.
Jennette Arnold OBE AM: That is good. Can I just ask you about the monies now? Are we saying you paid about £40 million for the site or for two-thirds of the site?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Yes. That is around the quantum, yes.
Jennette Arnold OBE AM: Yes. I am told that in 2015, the estimated value of a residential site with planning permission in Haringey was £10.4 million per hectare. Does that make it a good deal for us?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Having seen the cashflow projections for the project, anticipating the disposals that Rickardo has referred to, housing associations further down the line, we were convinced as a Committee that there was a reasonable prospect of the site paying for itself. Coupled with the very significant additional social benefits that have been identified, it was therefore an appropriate project.
Jennette Arnold OBE AM: OK. There has been some delay. I understand you were hoping to go for planning permission. Let me ask the opening question. Are you on track in terms of your timeline within this five-year envelope you have talked about? If you have lost a year because of delays you are not going to be within your five-year envelope, are you?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): That is an excellent question in terms of how we manage this. That is one of the reasons why we will seek to limit the size of individual investments and, where possible, try to attract additional investors to share that risk. In the instance of a sizeable investment like this one, approaching 20% of the portfolio, any delays to this project will have a big impact overall. This is a project that we will monitor extremely closely. If there are delays that look like our expected receipts are going to be pushed back, that will affect the way the Committee approves subsequent projects and, therefore, we will give preference to things that will return money sooner and potentially say no to projects that have longer-term horizons so that we maintain the average behaviour of the portfolio within our limits.
Jennette Arnold OBE AM: Because this is the first, clearly you will have to capture learning.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Yes, that is right.
Jennette Arnold OBE AM: Again, from our investigations, we found that the Fund did not have a strategic investment strategy in place when it embarked on acquiring this land. Are we right?
Page 18 Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): That is correct, the overall framework was not finalised, but we have taken the view, firstly, the project was of a size that the Housing Budget could underwrite it in the way that I described. It did not pose a direct risk to the wider corporate activities of the GLA.
Secondly, there is the opportunity that having the first project in place, that allows you then to calibrate the framework for subsequent investments to ensure the overall result is one that is appropriate. The opportunity to acquire the site was a short-lived one and it required quick action and so we decided on the balance of risk that it was an appropriate thing to do. Had the project been larger I perhaps would not have been able to sign off on it from a corporate perspective, but at this scale it was something that we felt we could manage.
Jennette Arnold OBE AM: Yes, and of course in the future the Fund will have its strategic plan in place.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Indeed.
Jennette Arnold OBE AM: You will have taken a lot of learning from this whole experience.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): That is right.
Jennette Arnold OBE AM: As it borders on my constituency, I know a lot about what is happening. What if you run into a fact that you are wanting to work with a developer and local residents do not like that developer? That has happened recently. You know what I am talking about?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Yes. Upfront, I think I mentioned earlier that there are issues in the previous proposals not reflecting or having due regard for the local community’s aspirations for the site. This time around, with our involvement we are working very closely with the St Ann’s [Redevelopment] Trust (StART). We have, in effect, entered into a memorandum of understanding where we will manage their engagement and their input into the project throughout, as proposals are developed or through the procurement phase to identify development partners, through the planning phase, to ensure that we marry up their aspirations with our own to deliver great benefit for the area.
Jennette Arnold OBE AM: Yes. That is a key piece of learning, is it not?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): It is.
Jennette Arnold OBE AM: That has caused quite a few problems. To Luke again: how did the review and challenge process work? You have alluded to it but it was quite risky, was it not, because you did not have this agreed investment strategy? Talk us through it. What was the political involvement? Who did you have to get the sign-off for? Take us through the processes.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): We may have to share this question because I suppose my interaction with it was focused to the Investment Committee process. Certainly, we provided what I view as a robust challenge there in terms of asking for visibility of all of the project financials and context on the feasibility of the planned disposals. I am conscious that some of the details of the transaction are commercially sensitive and if there is more detail I will be very happy to provide that in writing.
Page 19 It is fair to say that this is at the extreme end of the risk spectrum that we would view as acceptable and my expectation is that subsequent projects will have a slightly different risk and return balance. Nevertheless, because of the underwrite that we had agreed with the Housing team, we felt that this was something that could be contained. The benefits were very clear and they are very significant. On the balance of those wider rewards and the potential impacts on our financial position, we felt that it was appropriate, but it was certainly not something that was nodded through. There was a robust challenge process.
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): If I could add to that in terms of the expertise within the Homes for Londoners team and those who sit on the Investment Committee, they have extensive experience of these types of acquisitions of surplus public sector land, including hospitals. Under the previous administration there were a number of hospital sites that had been acquired that we had successfully taken to market, which are currently under construction or have completed altogether. In terms of mitigating the risk of that type of investment, we were confident in the fact that we have brought forward these types of developments before on these types of sites.
Jennette Arnold OBE AM: Good. The last couple of questions. Again, I have highlighted that the major risk is that you go outside the five-year time period. Tell me about the proposed three phases and the dates linked to that. I understand you were envisaging three to six months after purchase and then whatever else was to happen. Your end date was 2023. Have you extended that timeline now to 2024?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): I will give the project-specific responses to Rickardo but I just wanted to make clear beforehand that the five-year figure that I mentioned is an overall portfolio average target. Some elements will trail beyond that and we will just have to offset them with things maturing earlier if that is the case.
Jennette Arnold OBE AM: OK. Can we get on record the current timeline that you are working to, Rickardo, for this project?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Yes. In terms of this particular project, the proposal is to take the site to the market by the end of this calendar year. However, once a development partner is on board there are elements that are out of our control, i.e. the planning process and the level of consultation that is required. However, given a project of this scale, typically we would expect a start on site to be achieved within the next three years. That would be subject to the planning process and the developer’s programme. In terms of completion of construction altogether, as I am sure you will appreciate, there are uncertainties laying ahead for the economy generally and for the housing sector in particular. We will have to manage those risks, but we would expect that the project would come forward in a timely fashion. I am happy to provide further detail on our programme separately.
Jennette Arnold OBE AM: Before my colleague comes in, can I just follow up? You bought it with planning permission for X amount. Is that planning application now starting from scratch or amended?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Given that we are going to have to procure a development partner to look at the site and given the additionality that we are trying to bring forward on the site, I think it would require a new application. Obviously that would have to be taken into account in regards to the delivery programme.
Jennette Arnold OBE AM: Yes. Tom?
Page 20 Tom Copley AM: Thank you. I have just a few questions on that. When this deal was announced, the Mayor said this would mean guaranteed 50% affordable housing. If you are not taking it through planning and given that viability trumps everything, how are you going to make sure that that commitment that has been made is honoured?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): That will be a contractual commitment.
Tom Copley AM: A contractual commitment? Excellent. Are you going to have a contractual commitment on the tenure blend within that or is that going to be up to planning?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): We will work closely with Haringey to ensure that the mix of affordable housing that is delivered is appropriate for the local area.
Tom Copley AM: It will not be a contractual thing?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): We have to go through the procurement process. The local authority will be consulted and will be heavily involved in that. In terms of whether it falls to be in a contractual commitment, that will be dictated by the conversations that we have with the local authority.
Tom Copley AM: Apologies, Chairman. I appreciate we are on Budget, not Housing.
Gareth Bacon AM (Chairman): I believe we are.
Tom Copley AM: -- can I just ask? I think it is relevant. I believe you will be working with a community land trust, is that right, on some of the affordable housing?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): StART, the local community group, as I mentioned earlier, will be heavily involved in the proposals as they are developed. At this moment in time, ahead of the procurement process, I would not want to go into specifics.
Tom Copley AM: I will move on to my question as well. I believe that the hospital or the National Health Service (NHS) Trust is going to be leasing back some of the land. Is the revenue from that going back into the Land Fund or will it be going elsewhere?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): My understanding is that the revenues from the project, in terms of what the Fund receives, are linked to disposals and not lease revenue.
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Yes, that is correct.
Tom Copley AM: OK, thank you. Back on to my next question and hopefully we can go through these quite quickly, given the time. You have sort of answered the first one. How long will it take for the Fund to become a revolving facility? Is the aim for just within five years?
Page 21 Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Yes, we would hope to see receipts coming in hopefully sooner than that. Really this comes back to the central role of the Committee. As Rickardo has mentioned, there are significant uncertainties with these kinds of projects and when cash flows will arrive. Probably the greater part of the Committee’s job, once we have three or four projects underway, is monitoring those and adapting the parameters for future investments to make sure that we get the right result overall. Nobody can forecast these things precisely and ongoing monitoring and adjustment to future behaviour is really the key task.
Tom Copley AM: Will the Fund spend all the initial £250 million before the end of the mayoral term and will that be enough to meet the Fund’s objectives?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): That would certainly seem plausible to me. Again, it would depend on the pipeline. The Committee obviously has as its overarching objective the fulfilment of the financial criteria that are outlined. If suitable projects come, then yes, but we will have to maintain discipline and if projects are not suitable then they will not be allowed to proceed.
Tom Copley AM: Yes. You are not just going to spend it for the sake of spending it?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Exactly. Yes, these are corporate balances so they need to be protected.
Tom Copley AM: OK. Will the Fund have a separate ring-fenced account and how will this appear in quarterly reports?
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): I do not think we have necessarily agreed that in terms of how this Committee receives reports. I am very happy to work with Financial Services colleagues to agree that. Certainly, the Investment Committee will be keeping track of the Fund’s activities and it will be viewed in a ring-fenced way so that we are able to attribute the returns to the right place.
Tom Copley AM: Emerging planning policy in the [draft] London Plan places an emphasis on small sites and developing small sites. Will the Fund prioritise smaller sites in the investment strategy in line with that or is the aim going to be for medium to large sites?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): We are not putting a limit or threshold on what the Fund will support. We will consider every proposal that comes forward on its own merits. If there is a smaller site that we could support that will unlock numbers of affordable housing, then we will certainly do that. If it is a larger site, then again we will take it on its own merits.
Tom Copley AM: What sort of relationship do you have with the TfL development team? I would have thought at some point the Fund might be able to be used to unlock a larger development alongside perhaps a TfL site. Is that something that you envisage and are you having those conversations?
Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): Yes.
Tom Copley AM: Great.
Page 22 Rickardo Hyatt (Senior Area Manager, Housing and Land, Greater London Authority): There is real potential.
Tom Copley AM: Excellent.
Luke Webster (Group Treasury and Chief Investment Officer, Greater London Authority): Yes, very much so. We are also having conversations with a range of other public sector and private sector investors because that very much would be the best-case outcome to enable us to attract other money alongside ours and therefore do more.
Tom Copley AM: Brilliant, thank you.
Jennette Arnold OBE AM: Excellent.
Gareth Bacon AM (Chairman): OK. Thank you, gentlemen. Thank you very much. That brings us to the conclusion of this section of the agenda.
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Appendix 2
Budget Monitoring Sub-Committee – 11 July 2018
Transcript of Item 9 – Young Londoners Fund and MOPAC
Gareth Bacon AM (Chairman): Members, we are reconvening with item 9, the second main item on the agenda today, which is to look at the Young Londoners Fund and the Mayor’s Office for Policing and Crime (MOPAC). I would like to welcome our guests for this session. We have Siobhan Peters, the Chief Financial Officer at MOPAC; Sarah Wilkins, the Senior Education and Youth Manager at the GLA; and Lynne Abrams, the Senior Programme Manager - North for the GLA. Welcome to all of you.
We are going to be looking at the Young Londoners Fund. As is traditional, there is generally quite an open question to start off with, which I will ask Sarah initially. What is the purpose of the Young Londoners Fund and how does it fit in with the Mayor’s priorities? Scene-setting. That is a question for you.
Sarah Wilkins (Senior Education and Youth Manager, GLA): The Young Londoners Fund was announced back in February 2018. It was in the context where we have seen obviously a national rise in serious youth violence and also over the last several years we have seen significant cuts in youth services for young people. It is thinking very much about how we can focus on prevention and supporting young people so they do not turn to get involved in crime and criminal activity.
The Fund itself is a £45 million fund in total. For £30 million we have recently gone out to ask for applications from local community organisations and others to bid to deliver projects to support 10 to 21-year-olds. Those 10 to 21-year-olds can either be young people who are at risk of getting involved in criminal activity or at risk of exclusion, or they can be those who have already been involved in criminal activities.
Gareth Bacon AM (Chairman): Great. How do the MOPAC programmes receiving money from the Fund contribute to the Fund’s aims?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): There are four projects that have been in receipt of part of the initial £15 million uplift of the Fund. These are the London Gang Exit (LGE) service, the expansion of youth work from major trauma centres into accident and emergency (A&E) departments, the Mayor’s London Needs You Alive campaign, which is a media campaign, and finally the Knife Crime Community Seed Fund. All of these are targeted towards young people in that demographic, who are either at risk of or who are involved in criminality.
Gareth Bacon AM (Chairman): Are there any key performance indicators (KPIs) assigned with that funding, any expected outcomes and dates that are assigned with it?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): Yes, there are some outcomes broadly in relation to things like reductions in victimisation and offending, in particular, for the interventions like the LGE and the A&E youth work. For the London Needs You Alive campaign, there is a broader scope around looking at reach and communication to young people. There is also a toolkit that has recently been launched that supports the dissemination of the London Needs You Alive campaign. That is targeted towards schools, youth groups, community groups and faith groups, where it is intended to help practitioners work with young people to get those messages across and help get them engaged.
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Finally, for the Knife Crime Community Seed Funding, there are 43 different projects within that funding across various different London boroughs. Some of those are focused on things like parental support, some are focused on things like support for bereaved families, some are focused around engagement of young people either in positive activities or with mentors, police officers and leaders. There is a range of different projects, aims and outcomes that relate to those different projects.
Gareth Bacon AM (Chairman): OK. I am going to get into slightly more detail on that a little bit later on but rather than steal my own thunder from later on in the meeting, I am going to pass on now to talk about the applicants and access.
Jennette Arnold OBE AM: We have notice of the key criteria in the structure and restrictions. We have those on record and there are eight bullet points that we have. Of the applicants so far, can you tell us what percentage met those nine criteria?
Sarah Wilkins (Senior Education and Youth Manager, GLA): Is that under “Who can apply” for the Fund?
Jennette Arnold OBE AM: Yes.
Sarah Wilkins (Senior Education and Youth Manager, GLA): The application consisted of a number of gateway questions and then there were scored questions. The gateway questions tended to be those ones which fit under the nine. Applicants did have to say “Yes” to that to be able to continue with their application. It was kind of an initial sift to make sure that they would be eligible for the Fund criteria.
The closing date was on Monday, the applications have just come in and of those applications which have come in, we are doing the initial eligibility check. I expect the vast majority would have met those criteria because they would have been very unlikely to have continued to the scored questions if they had been saying “No” to those gateway questions. They should already have been at that initial stage where people would not have carried on doing their applications if they did not meet some of those criteria. Of course, some people may and that is where we are doing a double check against things like the one about turnover, for example.
Jennette Arnold OBE AM: Thank you. Just looking at it, you talked about being really local. I know some charities that are really local, doing some good stuff, which may not have been able to answer “Yes” to all those gateway questions. They are local on estates with a known population. How do you justify excluding them?
Sarah Wilkins (Senior Education and Youth Manager, GLA): We wanted to get a balance because we wanted to make sure that we are investing in projects which did have a track record and did have experience of working with the client group and that they could show that through their application forms. We also wanted to make sure that they were financially stable organisations, which would mean that they were not relying 100% on the Young Londoners Fund grant. Thinking about some future sustainability and the legacy of a project, we wanted to make sure that grant holders had a mix of funding, which is why we set the criteria about having no more than 50% of your turnover constituting your annual grant amount. Actually, that is a considerable concession on what the GLA uses with its due diligence. It usually says no more than 25%, for example, of the grant compared to the turnover. We have recognised that we do want to have smaller organisations bidding but that they will not always meet those conditions.
There are several ways that we have been looking to see what we can do to support those smallest organisations. One is that they can work in partnership with other organisations so that a lead partner can put Page 26 in and can take the responsibility for the grant and they can become part of that partnership. We made it clear in the Frequently Asked Questions about the Fund that that is a possibility.
We also stated in response to questions in the Frequently Asked Questions that what can happen is that the lead applicant could actually be saying, “What we are going to do is run a micro grants programme”. Again, they take the responsibility for the overall grant and they could be supporting and nurturing some of those smaller organisations, so that they could in a way be best fit to apply for the main Fund when it reopens this time next year.
The other thing that we put in place to support the smallest organisations is through the Impact for Youth part of Young Londoners Fund. Through the scale-up funding, we have allocation of funding where we can be providing wraparound services to those organisations who are delivering Young Londoners Fund. Also we can provide more funding to local networks of youth organisations so that they can provide support to grassroots organisations who did not apply this year to the Fund but may want to be applying next year to the Fund.
Jennette Arnold OBE AM: What does that mean? What does that look like there?
Sarah Wilkins (Senior Education and Youth Manager, GLA): What we are planning through Impact for Youth is to fund approximately 15 local networks across the capital, providing additional funding where there is already infrastructure in place to support youth organisations. A part of the responsibility of what we want those networks to do is to look to see how they can support those smaller organisations in their patch, either to band together in the way that we just said or to understand what the right level of grant is that you can apply for.
The final thing on this is we have been directing people to other grants which the GLA manages, for example the Culture Seed grant, which is for very small, very new organisations. We have made clear in all of our information sessions that we have been holding that this is not the only option for people looking for funding. There are other things which are funded either through the GLA or through other organisations.
Jennette Arnold OBE AM: As far as you are concerned, that would then meet the information we have that perhaps 39% of charities nationally have less than £10,000 that they are working on. They are really local. It is these micro charities that are around the very area of social services, culture and youth engagement and recreation. Having recognised that, you are saying that is why you have the additional networking response and are also signposting what else there is?
Sarah Wilkins (Senior Education and Youth Manager, GLA): Yes.
Jennette Arnold OBE AM: You are saying that basically there should be no complaints because you have covered every avenue?
Sarah Wilkins (Senior Education and Youth Manager, GLA): I would love to say we have covered every avenue. We have made every effort to make sure --
Jennette Arnold OBE AM: You have made every effort.
Sarah Wilkins (Senior Education and Youth Manager, GLA): -- that people can be involved. The third option is about joining a consortium or joining as part of a partnership of other organisations so that they can band together to provide services, which really wrap around the young person and the individual.
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Jennette Arnold OBE AM: That is great. Just lastly, one of the great things about, say, the London Fund is you can go online and you can see who they are giving their money to. You can see if it is in your locality and what the expectations are. Will you be doing that with this fund?
Sarah Wilkins (Senior Education and Youth Manager, GLA): We will certainly be publicising who are recipients of the Fund. We want to make that as easy as possible, not only for stakeholders like ourselves but also for young people and other people who work with young people so they know what is available in their local area.
Jennette Arnold OBE AM: Would you be saying what the expectation of that money is for? It would be only half the information. If you go on and you see somebody has received the Fund and you do not know what they should be doing, that is not really helpful.
Sarah Wilkins (Senior Education and Youth Manager, GLA): We will be certainly giving details about what they would be delivering, so the kind of activities that they will be delivering. I am unsure about whether we would be publishing their targets. It is not something that we normally do but I can take that back and consider whether that would be something we would want to do.
Jennette Arnold OBE AM: OK, as long as there is as much information there as possible.
Sarah Wilkins (Senior Education and Youth Manager, GLA): Yes.
Jennette Arnold OBE AM: That would be useful. A question to MOPAC: how does MOPAC manage the risks associated with partnering with grassroots organisations?
However, are you taking the risk? Is it not a GLA issue? I do not understand what the MOPAC risk would be.
Siobhan Peters (Chief Financial Officer, MOPAC): For the work that we are doing with the seed funding and the small organisations, we are working through the London Community Foundation because they have a successful track record in administering this kind of small grant programme, working with small communities.
Jennette Arnold OBE AM: You do the seed funding?
Siobhan Peters (Chief Financial Officer, MOPAC): The seed funding. Those again are generally small grants. We will keep in touch with and we are offering a range of ways to do some capacity building with those organisations through the year so that we keep our finger on the pulse of what is happening with those organisations. We do have a professional organisation between us and them so that MOPAC, as a fairly small body, is not trying to track on a quarterly or monthly basis what is happening in a range of small community organisations who themselves are not set up to work with a body like that. We are working through an organisation that has skills and experience in running small grant funding.
Jennette Arnold OBE AM: Is Redthread the only organisation you work with for the seed funding or are there other organisations?
Siobhan Peters (Chief Financial Officer, MOPAC): Lynne, you are welcome to clarify that.
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): Just to clarify, the seed funding through the Young Londoners Fund is going towards 43 very small community organisations. That list of 43 has been published, including where they are based and what their targets and aims are in terms of who they Page 28 are working with and for what purpose. Some of the other programmes of work that sit under the Young Londoners Fund and the MOPAC funding are things like the youth work in major trauma centres, which is currently delivered by Redthread, St Giles [Trust] and Solace [Women’s Aid]. Also, we are planning to expand that into A&E departments and that has yet to be commissioned. We would not know yet who would be delivering that.
Jennette Arnold OBE AM: Is there a targeted area? You knew what you wanted from these organisations and then asked them to bid so that you knew what you were expecting?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): For the community seed fund?
Jennette Arnold OBE AM: Yes.
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): For the community seed fund, it was a very open process and it was across London. There were limitations, for example, in relation to who could bid, and we were looking for some of the small organisations, small community and local organisations that you referred to earlier. We wanted to make sure that we were supporting and sustaining small organisations with very local expertise to access funding, and so it was quite broad and quite open. We had an excessive number of bids into that fund. We originally had £250,000 available and we were fortunate to be in receipt of some of the Young Londoners Fund to enable us to uplift that offer so that we were able to focus on a broader range of projects, but still thinking about the areas in London which were most significantly affected by knife crime.
Jennette Arnold OBE AM: OK. When will you see any outcome? I am not going to go into outcomes now, but what is the timeline in terms of getting evaluations and feedback about change?
Siobhan Peters (Chief Financial Officer, MOPAC): It is different for each of the different chunks of the funding that we are handling. For the work with the very small organisations the funding has been given largely upfront because these are tiny organisations, as you say, that cannot carry the cash flow. They will be reporting back and there will be a comprehensive report on that at the end of the year. The expansion of the work we already fund in major trauma centres into A&E has to go through a proper commissioning process. We will not start to see activity until towards the end of this year and therefore evaluation much further down the line. For the London Needs You Alive campaign, we are monitoring in real time the reach of that campaign and the newer elements, the toolkit and so on, which have just gone live. It is early days and it is too early to comment on that but we will be monitoring that week by week, month by month, going through the next few months.
Jennette Arnold OBE AM: OK. In total then, my last question: how much money have we just talked about? Sarah, how much money are you spending and are you giving as a funder?
Sarah Wilkins (Senior Education and Youth Manager, GLA): There is a split. There is £15 million which has been allocated for various scale-up activities. A certain amount of that has already been committed. Then we have £30 million from the main community fund, of which £15 million went out in the first round. That is the one which has just closed, and then we are intending to allocate the further £15 million of that fund this time next year.
Jennette Arnold OBE AM: Right, and MOPAC funding on this area?
Page 29
Siobhan Peters (Chief Financial Officer, MOPAC): From that £15 million, we have received a certain amount of that.
Jennette Arnold OBE AM: How much?
Siobhan Peters (Chief Financial Officer, MOPAC): We got £2.5 million in this financial year, in 2018/19, which is split as around £1.1 million for the community seed funding, roughly another £1.1 million for the two larger projects, LGE and the youth work in A&E; and then £185,000 which goes to uplift the funding that we had already put into the London Needs You Alive campaign. Some of that funding we expect to carry on into 2019/20. We already know we expect to carry on that funding for the two major projects for a second year, which makes it easier and more practical to commission on that scale. For the seed funds, we do not yet have plans in place for what we would expect to see next year. That is something for discussion with Sarah [Wilkins] and the GLA more broadly about how we learn from and go forward with seed funding.
Jennette Arnold OBE AM: Thank you for that. Certainly, that is quite a lot of very good information we now have on the record and of course because this is public it is out there for people who have questions about the Fund and how it is going. Thanks, Sarah, for confirming that you will be looking at a system that will make knowledge of these programmes much more accessible than previously where people have tried to find information and could not. That applies equally to MOPAC. Yes, thank you.
Steve O’Connell AM: I think it might have been linked to because I see the last section is outcomes anyway, Chair, and it may be part of that. I fully understand the amount allocated to MOPAC is £3.6 million, which is your share of this year’s £15 million. I understand that completely. I also understand about the community seed funding because that is an opportunity to get the money rather quickly out of the door to small groups, usually under the auspice of a larger organisation. Within Croydon, it is the Black and Minority Ethnic (BME) Forum, from memory, who then will be the conduit to control that. I will ask the question later about how you judge the outcomes of those smaller groups because they are under an umbrella. There is a name for it here.
Siobhan Peters (Chief Financial Officer, MOPAC): The London Community Foundation.
Steve O’Connell AM: The only question was on the full amount of £45 million, three times £15 million. You have £3.6 million. I have been talking to Matthew Ryder’s [Deputy Mayor for Social Integration, Social Mobility, Community Engagement] office. This is what you have said, is it not, really? Much of that funding under this Fund is also going through the integration cohesion piece, is it not, which is through the auspice of not MOPAC but Matthew Ryder’s department. Have I got that right?
Sarah Wilkins (Senior Education and Youth Manager, GLA): Yes, there are a number of different --
Steve O’Connell AM: I do not know the whole list of them but my understanding is correct, is it not?
Sarah Wilkins (Senior Education and Youth Manager, GLA): Yes, there is £3 million which has been allocated to Sport Unites’ funding. Actually £500,000 of that was included in the round that we have just finished from the main Fund. Then there is also funding which is going to additional support for Young London Inspired, which is under Matthew’s [Ryder] team, HeadStart Action.
Steve O’Connell AM: That will probably be for another day for this group because they will probably get Matthew Ryder’s team here to talk about all the work that they are doing. I just wanted to understand this is the £3.6 million of MOPAC, which is either over one year, which is the seed funding, or two years the others. You have pretty much got the seed funding out there, but for the other ones, the bids have just closed and Page 30 you are looking at those bids at the moment for particularly the trauma centres, which is the Redthread and others. I know you are looking at the hospital’s involvement and you cannot announce that and I am aware of that.
Sarah Wilkins (Senior Education and Youth Manager, GLA): Yes.
Steve O’Connell AM: I will wait to get to the outcomes piece, Chairman, which I think is the next set.
Gareth Bacon AM (Chairman): Thank you very much for that. We are now moving on to exactly that.
Jennette Arnold OBE AM: Thank you for the summary.
Gareth Bacon AM (Chairman): We touched on this slightly at the beginning, did we not? How do you monitor the outcomes for the funding that you are dispensing?
Siobhan Peters (Chief Financial Officer, MOPAC): If you take it project by project, I will add anything that is needed.
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): Just focusing on the uplift of the four projects that I mentioned earlier, for LGE there is a full process and impact evaluation that is in place through our Evidence and Insight unit. They are looking at the data across the individuals who are going through the programme, what kind of impact that is having in terms of their criminality and in terms of victimisation. Interim findings from that evaluation process are that there are reductions in both general offending and violent offending, as well as victimisation for that cohort, which are early positive signs.
Gareth Bacon AM (Chairman): How is that assessed? In simplistic terms, smart targets are things that everyone understands. What you are describing may or may not be eligible for smart targets. How are you assessing that?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): The Evidence and Insight team are able to access both information about the young people who are on the programme but also things like Metropolitan Police Service (MPS) data, which establishes whether or not they have reoffended. We are able to cross-reference young people who have gone through the programme and then establish whether or not they have been stabbed, shot, been a victim of any other crime as well as whether or not they have been involved in criminality. We do have quite a robust way of assessing that but, as I say, it is interim findings at the moment so it is still-
Gareth Bacon AM (Chairman): That is for the LGE?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): That is LGE. For the major trauma centre work with Redthread, there is an ongoing process of monitoring. I should just say, sorry, just coming back to LGE, there are quarterly contract management meetings and monitoring forms that go to inform those. Similarly, that is the case for Redthread, St Giles [Trust] and Solace [Women’s Aid] who, as a group, provide the youth services within the major trauma centres. We undertake quarterly contract monitoring with those and receive information about who is receiving the service. We have been working with Redthread in particular for some time to look at the impact of that. There are some really positive findings in terms of the level of risk that young people both pose and feel in terms of the risk towards them from other people, having gone into a major trauma centre, having been a victim of violent crime presumably. Therefore,
Page 31 there is some work underway around evaluating the major trauma centres and we will be working around the expansion of the A&E programme to think about how we build an evaluation from the beginning as well.
We have already talked, I think, about the community seed funding process, so I will not go into that too much. As Siobhan [Peters] said in terms of the London Needs You Alive campaign, we are looking at that on a regular basis, thinking about how many times it has been downloaded/accessed/shared, and so looking at the broader reach. We will be doing the same for the toolkit as well.
Gareth Bacon AM (Chairman): We are particularly interested, as you might imagine, in the LGE and the Redthread programmes. Do you set them targets?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): Yes. Well, there are outcomes which we want them to achieve in relation to things like reduced offending or decreased risk to the public or to themselves or to others. We have softer targets around things like retaining involvement in education or employment, making sure that we are providing things like broader wellbeing support through mental health initiatives and that kind of thing. We do have a range of outcomes that we are asking them to achieve and in particular with the LGE service there is a payment by results (PbR) element to their contract so they are financially being rewarded for meeting those outcomes.
Gareth Bacon AM (Chairman): OK. Do you challenge them and set service improvement suggestions or offer service improvement suggestions?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): Through the quarterly contract management meetings, not only do we review the monitoring returns - so throughput of individuals through the service - but we also look at emerging themes, trends, issues and challenges. Where there are things like the emergence of, for example, challenges around accessing medical services, mental health, developments in terms of violent crime like county lines or young people being exploited criminally, we will work with the LGE service to ensure that they are responding in an agile fashion to the needs of the cohort that are accessing the service.
Gareth Bacon AM (Chairman): What about Redthread? Redthread is more health and social care, is it not, rather than criminal justice? How well equipped is MOPAC to challenge them and suggest service improvements to them?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): The function of the service that they provide, whilst they are based in a health setting, is very much around youth work and mentoring and support to access other kind of services. Obviously, in particular when you are looking at the major trauma centres, the young people who are in that space who are going through clinical interventions and medical interventions, the function and purpose of getting that youth work in there is to make the best use of that teachable moment, which we are all familiar with, in terms of being able to make a relationship with that young person and use that entrance into the major trauma centre to help support a change process in the longer term. They are engaging with that young person in relation to things like mentoring support and youth work and encouragement to retain involvement in education or employment, rather than necessarily looking at the medical interventions or the social care interventions, which will also be provided but which MOPAC does not commission.
Gareth Bacon AM (Chairman): How are you monitoring organisations like Redthread to make sure that they are spending the money that you provide them and getting the best outcome from it?
Page 32
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): I mentioned the quarterly monitoring returns. Those look at both the service itself but also the spend against the budget of the service. For example, if there is an underspend in a particular area we will interrogate why that is, explore whether it could be utilised elsewhere and so on. So we do look at their spend as well as the service provision.
Gareth Bacon AM (Chairman): Sure. OK, the final question from me and then I have seen Assembly Member Arnold. I understand you are currently looking for match funding for the LGE funding. Have you been successful in doing that?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): We were originally in conversations with the London Community Rehabilitation Company (CRC), who in the first round of funding from 2015 to 2017 provided both some match funding in terms of a financial contribution but also some funding in kind through staffing contributions. They have been unable to retain their financial contribution but do provide a seconded employee from the London CRC to support that. There are also seconded employees from the Department for Work and Pensions and some other organisations that go in to form that multiagency response. Most of the conversations that we have been having around match funding have been around ‘in kind’ support and staffing support, as opposed to financial contributions.
Gareth Bacon AM (Chairman): OK. Does that cause you any concern?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): The staffing contributions?
Gareth Bacon AM (Chairman): No, the lack of any financial match funding. I appreciate what you are saying about ‘in kind’ contribution. Does the lack of any financial contribution for match funding cause you any concern?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): It would be really wonderful if there was a mixed model of funding. One of the positive things about doing a really comprehensive process of evaluation is that we are starting to be able to demonstrate the impact of that service and hopefully that will help partners to come on board.
Gareth Bacon AM (Chairman): OK.
Jennette Arnold OBE AM: Yes. How do you extract outcomes specifically for your Fund to a project like this when the individuals may well be getting support from other agencies? You made a lovely statement, which is that 46% of young people supported had seen a reduced involvement in crime. How can you be certain that this was specifically in relation to Redthread’s work?
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): In terms of attributing it to that particular intervention?
Jennette Arnold OBE AM: Yes.
Lynne Abrams (Senior Policy and Commissioning Manager, MOPAC): Certainly that is a real challenge across evaluations of all projects. It can be very difficult to isolate the intervention of one particular project and ascribe outcomes or behaviours.
Jennette Arnold OBE AM: How have you tried to meet that challenge?
Page 33
Siobhan Peters (Chief Financial Officer, MOPAC): It is a complex cohort and it is a complex challenge in any field because we do both process and impact evaluation. The impact evaluation of course is the result of all of the interventions that that young person has come across. The process evaluation gives a much stronger indication of how those involved in delivering and those involved in receiving a particular intervention felt. It is subjective, but it is their opinion of the extent to which that intervention was instrumental for them in helping them with their journey. We have some very positive feedback from some of those through interview work with people who have received the interventions. They felt that that particular intervention has been a supportive part of their journey to a better outcome. You are right, of course. None of us is an island. Some people receive a lot of help and some people do not get enough.
Jennette Arnold OBE AM: No. It is also an ongoing issue, is it not?
Siobhan Peters (Chief Financial Officer, MOPAC): Yes. It is a very complex field, working with some people in very complex circumstances.
Jennette Arnold OBE AM: You would put that caveat then in terms of all the statements that you make?
Siobhan Peters (Chief Financial Officer, MOPAC): We would always put a caveat on the extent to which this kind of evaluation can only give you an indication of your success. It cannot give you such an absolute answer.
Jennette Arnold OBE AM: Yes, excellent.
Gareth Bacon AM (Chairman): It is very early days, is it not, for this Fund? It is established this year for three years and we have been going for, what, six months? We will probably invite you back in maybe another six months or maybe a bit longer and ask similar questions again and see what answers we get. We have reached the end of our questions.
Page 34 Agenda Item 4
Subject: Summary List of Actions
Report to: Budget Monitoring Sub-Committee
Report of: Executive Director of Secretariat Date: 17 October 2018
This report will be considered in public
1. Summary
1.1 This report sets out the completed and outstanding actions from previous meeting of the Sub-Committee.
2. Recommendation
2.1 That the Sub-Committee notes the completed action arising from a previous meeting of the Sub-Committee and additional correspondence sent by the Chairman.
Action arising from the meeting of 11 July 2018:
Agenda Topic Status For action by Item
8 During the course of the discussion: The Group Treasury and Chief Investment Officer for Ongoing. Chief the GLA undertook to provide further details of all Investment the project financials and context on the feasibility Officer
of the planned disposals, for the St Ann’s Redevelopment Trust; and Senior Area The Senior Area Manager, Housing and Land Ongoing. Manager, undertook to provide further details on the delivery Housing and programme for the St Ann’s site. Land.
City Hall, The Queen’s Walk, London SE1 2AA Page 35 Enquiries: 020 7983 4100 minicom: 020 7983 4458 www.london.gov.uk Agenda Topic Status For action by Item
10 It was agreed that authority be delegated to the Completed. See Chairman. Chairman of the Sub–Committee to write to the Mayor’s Agenda Item 5. Chief of Staff, in consultation with the Deputy Chair, regarding the timeliness of receipt of quarterly monitoring reports, which are yet to be issued by the target of 35 working days from the quarter end.
List of appendices to this report: None.
Local Government (Access to Information) Act 1985 List of Background Papers: None.
Contact Officer: Lauren Harvey, Committee Assistant Telephone: 020 7983 4383 E-mail: [email protected]
Page 36 Agenda Item 5
Subject: Action Taken Under Delegated Authority
Report to: Budget Monitoring Sub-Committee
Report of: Executive Director of Secretariat Date: 17 October 2018
This report will be considered in public
1. Summary
1.1 This report outlines recent actions taken by the Chairman under delegated authority, in consultation with the Deputy Chair, in accordance with the delegations granted by the Budget Monitoring Sub- Committee.
2. Recommendations
2.1 That the Committee notes the recent action taken by the Chairman of the Sub-Committee under delegated authority, in consultation with the Deputy Chair, namely to agree to write to the Mayor’s Chief of Staff regarding the timeliness of receipt of quarterly monitoring reports.
3. Background
3.1 At its meeting on 11 July 2018, the Sub-Committee resolved:
That Authority be delegated to the Chairman of the Sub–Committee to write to the Mayor’s Chief of Staff, in consultation with the Deputy Chair, regarding the timeliness of receipt of quarterly monitoring reports, which are yet to be issued by the target of 35 working days from the quarter end.
4. Issues for Consideration
4.1 At the Sub-Committee’s meeting on 11 July 2018, it was noted that the quarterly monitoring reports had not been produced within the target of 35 working days from the quarter end.
4.2 A letter from the Chairman to the Mayor’s Chief of Staff, David Bellamy, is attached at Appendix 1.
City Hall, The Queen’s Walk, London SE1 2AA Enquiries: 020 7983 4100 minicom: 020 7983 4458 www.london.gov.uk Page 37
5. Legal Implications
5.1 The Committee has the power to do what is recommended in this report.
6. Financial Implications
6.1 There are no financial implications to the Greater London Authority arising from this report.
List of appendices to this report:
Appendix 1 – Letter from the Chairman to David Bellamy, dated 24 July 2018
Local Government (Access to Information) Act 1985 List of Background Papers: Member Delegated Authority Forms: 1001 [Letter to Mayor’s Chief of Staff] Contact Officer: Lauren Harvey, Committee Assistant Telephone: 020 7983 4383 Email: [email protected]
Page 38 Appendix 1
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Page 40 Agenda Item 6
Subject: West Ham and the London Stadium
Report to: Budget Monitoring Sub-Committee
Report of: Executive Director of Secretariat Date: 17 October 2018
This report will be considered in public
1. Summary
1.1 This report provides information on the Committee’s consideration of West Ham and the London Stadium.
2. Recommendations
2.1 That the Committee notes the report as background to putting questions to invited guests and notes the discussion.
3. Background
3.1 This meeting is the latest in a series on the London Stadium. Over the past two years the London Assembly has spoken to the London Legacy Development Corporation (LLDC), to the Mayor’s Team, to the GLA Finance Team, to the independent advisor investigating the Stadium, and to West Ham United Football Club. The Sub-Committee has seen developments such as the project going over budget by £50 million, finding out that the Stadium will lose between £10-20 million each year and discovering that the LLDC has spent £4 million in legal fees defending itself against West Ham.
3.2 In September of this year the Budget and Performance Committee heard an update from the LLDC on progress made since the beginning of 2018. This meeting will now give the Stadium’s main tenant, West Ham United Football Club, the chance to express their views about the Stadium known.
4. Issues for Consideration
4.1 The following guest has been invited to attend the meeting: Baroness Karren Brady CBE, Executive Vice Chairman, West Ham United Football Club.
City Hall, The Queen’s Walk, London SE1 2AA Enquiries: 020 7983 4100 minicom: 020 7983 4458 www.london.gov.uk Page 41
4.2 The relationship between West Ham and the LLDC has appeared strained in recent times. This is exemplified by disputes, sometimes going to court - between the two: A legal case regarding extra seating capacity will be going to court in November 2018; A disagreement about the colour of a track cover and who pays for the annual cost; and A dispute about rental space for a display of club honours.
4.3 The LLDC insist that it maintains a close relationship with West Ham. The LLDC Chief Executive informed the London Assembly Plenary meeting on 6 September 2018 that the LLDC meets regularly with the football club, and that she has met with Baroness Brady CBE twice since taking office in February 2018.1
4.4 After the Plenary session, there was however a public disagreement between the LLDC and West Ham. West Ham issued a press release on 7 September accusing the LLDC Chief Executive of “deliberately misleading the public”.2 The LLDC responded in a public letter to the Chairman of the London Assembly, and Baroness Brady CBE responded in turn with her own public letter.
5. Legal Implications
5.1 The Committee has the power to do what is recommended in this report.
6. Financial Implications
6.1 There are no direct financial implications to the GLA arising from this report.
List of appendices to this report: None
Local Government (Access to Information) Act 1985 List of Background Papers: None
Contact Officer: Will King, Financial and Policy Analyst Telephone: 020 7983 5596 Email: [email protected]
1 Chief Executive of the LLDC, Lyn Garner, speaking to Plenary 6 September 2018 2 Football 365, West Ham accuse stadium owners of ‘misleading the public', 7 September 2018 Page 42 Agenda Item 7
Subject: Housing Infrastructure Fund
Report to: Budget Monitoring Sub-Committee
Report of: Executive Director of Secretariat Date: 17 October 2018
This report will be considered in public
1. Summary
1.1 This report provides information on the Sub-Committee’s consideration of the Greater London Authority’s (GLA) bid submission to the national Housing Infrastructure Fund.
2. Recommendation
2.1 That the Sub-Committee notes the report as background to putting questions to invited guests on the bids submitted to the national Housing Infrastructure Fund and notes the discussion.
3. Background
3.1 The Housing Infrastructure Fund is a £5 billion Government capital grant programme that will “deliver new physical infrastructure”, “make more land available for housing”, and “support ambitious local authorities”.1 2 The Fund is divided into two streams: the £0.9bn Marginal Viability Fund (MVF) and the £4.1bn Forward Fund (FF).
3.2 In September 2018, the GLA submitted two business cases to the Forward Fund, bidding for a total £550m. The two cases are for the Old Oak and Park Royal Development Corporation’s (OPDC) Old Oak regeneration scheme, and the Docklands Light Railway Accelerated Growth programme. A further five business cases are to be submitted in December 2018.
3.3 The FF, only aimed at the highest tier authorities, is for strategic high-impact infrastructure schemes. The Fund represents “the first amount of funding”, to give the market confidence to provide further investment and make “land available for development and future homes”.3 FF bids are capped at £250m, but in exceptional circumstances, the limit can be moved. Any awarded FF funding must be committed by March 2023.
1 DCLG, An Introduction to the Housing Infrastructure Fund, July 2017 2 Press release, “£866 million investment to help unlock potential 200,000 new homes”, MCHLG 3 DCLG, An Introduction to the Housing Infrastructure Fund, July 2017
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3.4 The GLA’s proposed schemes will “deliver a range of physical infrastructure to unlock a strategic pipeline in London’s opportunity areas and strategic transport corridors”. The schemes could also support the delivery of “28,000 homes”, 35–50% of which will be affordable.4
3.5 Earlier this year, the OPDC intimated that funding from the Housing Infrastructure Fund “is going to be crucially important” to their plans for regenerating the 134-hectare Old Oak area.5 While the OPDC may also have had discussion with Homes England and the GLA about funding the regeneration, it is clear the this bid is key to their plans.6 For Transport for London, this funding will allow the purchase of 14 DLR trains, improvements to and increased capacity of the Beckton and Poplar depots, and a new DLR station at Thames Wharf. These projects appear to be outside their current business plan.7 The GLA plan to transfer the risk of cost overruns and failure to TfL; however, in the case of the OPDC, those risks will sit with the GLA.
3.6 The MVF is available to all single and lower tier authorities, primarily to unblock sites quickly by securing “the final, more missing, piece of infrastructure funding”.8 Bids to the MVF are capped at £10m. The successful bids were announced in February 2018. Nine London authorities were awarded a total of £110.7m. The GLA is responsible for administering the MVF awards to the London boroughs.
4. Issues for Consideration
4.1 The following guests have been invited to attend the meeting: Judith Carlson – Senior Area Manager North West, Housing and Land; David Gallie – Assistant Director, Group Finance; Lucinda Turner – Director of Spatial Planning, TfL; Michael Mulhern – Chief Executive Officer, OPDC; and Doug Wilson – Chief Operating Officer, OPDC.
5. Legal Implications
5.1 The Sub-Committee has the power to do what is recommended in this report.
6. Financial Implications
6.1 There are no direct financial implications of this report.
4 MD 2355, Housing Infrastructure Fund Forward Funding business case submission, 10 September 2018 5 London Assembly Plenary Session – OPDC, 5 July 2018 6 London Assembly Plenary Session – OPDC, 5 July 2018 7 TfL Business Plan 2018/19 to 2022/23 8 Inside Housing article, “A closer look at the Housing Infrastructure Fund”, 06 April 2018 Page 44
List of appendices to this report: None.
Local Government (Access to Information) Act 1985 List of Background Papers: None.
Contact Officer: Blessing Inyang, Financial and Policy Analyst Telephone: 020 7983 4270 Email: [email protected]
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Page 46 Agenda Item 8
Subject: Quarter 1, 2018/19 GLA Group Monitoring Reports
Report to: Budget Monitoring Sub-Committee
Report of: Executive Director of Secretariat Date: 17 October 2018
This report will be considered in public
1. Summary
1.1 This report sets out, as appendices, the individual monitoring reports submitted by the Greater London Authority (GLA) Group on its finance and performance issues for Quarter 1 of 2018/19.
2. Recommendation
2.1 That the Sub-Committee notes the monitoring reports for Quarter 1 of 2018/19.
3. Background
3.1 At its meeting on 22 May 2018, the Budget and Performance Committee agreed to refer automatically to the Sub-Committee for the 2018/19 Assembly year quarterly monitoring reports from the GLA and functional bodies.
4. Issues for Consideration
4.1 The bodies submitting financial reports are: the GLA; the Mayor’s Office for Policing and Crime, (MOPAC); the London Legacy Development Corporation (LLDC); Transport for London (TfL); the London Fire Commissioner (LFC); and the Old Oak and Park Royal Development Corporation (OPDC).
4.2 The monitoring reports submitted by the GLA Group on finance and performance for Quarter 1 of 2018/19 are included as follows:
Appendix 1 – GLA Financial & Performance Report Q1 2018/19; Q1 Objective Revenue Summary; Q1 Capital Forecast; Portfolio Dashboards; and Project Table; Appendix 2 – MOPAC Quarterly Performance Update Report - Quarter 1 2018/19; Appendix 3 – LLDC Corporate Performance Report, April-June 2018, Quarter 1 2018/19; Appendix 4 – TfL Quarterly Performance Report, Quarter 1 2018/19; City Hall, The Queen’s Walk, London SE1 2AA Enquiries: 020 7983 4100 minicom: 020 7983 4458 www.london.gov.uk
Page 47 Appendix 5 – LFC Financial Position as at the end of June 2018; Corporate performance digest, Quarter 1 2018/19; Quarterly Performance report, Quarter 1 2018/19; and Appendix 6 – OPDC Finance and Performance Monitoring Report Quarter 1 2018/19.
5. Legal Implications
5.1 There are no direct legal implications arising from the report.
6. Financial Implications
6.1 There are no direct financial implications arising from the report.
List of annexes to this report: As set out at paragraph 4.2
Local Government (Access to Information) Act 1985 List of Background Papers: None
Contact Officer: Lauren Harvey, Committee Assistant Telephone: 020 7983 4383 E-mail: [email protected]
Page 48 Appendix 1a
Greater London Authority Financial and Performance Report for Q1 2018-19
Contents
1 Introduction
2 Summary financial position
3 Revenue
4 Capital
5 Performance
Appendix 1: Revenue Forecast Q1 2018-19
Appendix 2: Capital Forecast Q1 2018-19
Appendix 3: Portfolio dashboards
Appendix 4: Project table
1 Page 49 Appendix 1a
1. Introduction
1.1 This report provides a summary of the Greater London Authority’s (GLA) financial performance and forecast position for Q1 2018-19.
2. Summary final financial position
2.1 The overall revenue and capital outturn positions are shown below.
Revised Forecast Variance Actual to Budget Budget £m £m £m
Revenue: directorates 166.0 151.7 (14.3) (9%)
Revenue: corporate items 36.6 36.6 0 0
Capital 884.0 833.9 (50.1) (6%)
2.2 A more detailed breakdown of the above can be found at Appendices 1 and 2.
2 Page 50 Appendix 1a
3. Revenue
Revenue: Directorates
3.1 The Q1 net revenue forecast position for 2018-19 is a favourable variance of £14.3m. This is made up of a combination of under and overspends. The most significant elements of the outturn variance are summarised below.
Directorate Variance Commentary £m Housing & Land -0.1 A £0.2m underspend on Rough Sleeping due to project delays and a £0.2m underspend on Home Buys Agents fee offset by £0.3m on Royal Docks capital spend reclassified as revenue. Development, Enterprise & -5.7 This directorate underspend relates to a number Environment of underspends partially offset by overspends: £2.5m: National Park City programme underspend to be reprofiled into 2019- 20 and approved through MD2285. £1.5m: plastic bottle programme underspend to be reprofiled into 2019- 20 and awaiting approval. £0.5m: Homes Energy Efficiency Programme (RE:NEW successor): an underspend due to project delays. £0.3m: RE:FIT slippage due to programme delays. £0.6m Good Growth Fund underspend due to slippage. £0.3m Economic Fairness underspend due to reprofiling. £0.1m Innovation Showcase underspend due to delays in start-up of the project. £0.5m Skills & Employment underspend due to slippage on the Apprenticeship Programme of £0.1m and on the Mayor’s Construction Academy Scheme (MCAS) of £0.3m. £0.1m LEAP underspend due to delays in the start of ESF projects.
Offset by overspends: £0.4m Planning unit overspend due to the Examination in Public cost. £0.2m Environment staffing overspend due to not meeting the vacancy factor.
3 Page 51 Appendix 1a
Communities & Intelligence -8.1 Health, Education and Youth £7.5m underspend due to: £7.0m reprofiled spend against the Young Londoners fund (YLF) Programme. £0.4m reprofile of the Youth Innovation Fund Programme for further contribution to YLF. £0.1m slippage against the Getting Back on Track project. £0.1m slippage against the Early Years Campaign.
Team London & Sport Net underspend of £0.4m due to: £0.2m slippage against the Young Ambassador Programme. £0.1m slippage against the Headstart Programme due to the contribution to year two of the YLF. £0.3m slippage against Sport Unites due to delays in delivery against the Active Londoners and YLF strands. £0.3m overspend against the Euro 2020 programme due to reprofiling. £0.2m overspend on External Affairs staffing due to not meeting the vacancy factor.
Elections -0.6 Underspend due to lower than expected holding fee costs for the count centres and savings on life insurance costs.
Assembly & Secretariat -0.3 There was an underspend of £0.3m relating to: £0.2m underspend in Committee and Member Services non-pay £0.1m underspend within staffing.
Resources 0.5 This relates to a number of overspends across the directorate: £0.2m HR overspend due to additional staffing required for recruitment, diversity and inclusion and support services. £0.2m overspend in FM relating to £0.1m staffing and £0.1m in fixtures & fittings to support the building restack.
4 Page 52 Appendix 1a
GLAP 0.8 The total underspends are primarily made up of the following: N.B. GLA trading arm and £0.3m L&P portfolio relating to St. Ann’s not part of a directorate Hospital and the Small Sites Programme. revenue budget £0.5m relating to the New Fund Allocation.
Revenue: Corporate items
3.2 Corporate items at Q1 are forecast to budget.
Contingency
3.3 The GLA budget includes a sum for contingency of £1.9m. Any allocation of contingency is not added to base budgets but is instead available on a non-recurring basis to provide transitional support for specific budget areas.
3.4 The approved application of contingency at Q1 2018-19 is limited to one item: a £14k transfer to fund the Mayor’s press office on-call allowance.
3.5 In addition to the approved in 3.4, future additional calls on the contingency include:
- Heathrow Legal Costs - Barnet Waste programme - Grenfell on-going support - Unconscious Bias Learning - TfL legal and procurements (increased GLA support) - OPS system roll out - Woman in leadership - London Emergencies Trust
Changes in Reserves
3.6 The table below details the reserve adjustments at the end of the first quarter with the transfers from the Directorate Programme reserve reflecting the application of the agreed carry-forward of Directorate budgets form 2017-18 closure of accounts processes (as per MD2318) to fund projects that were delayed and are due to start or be completed within this financial year.
A potential call down from the development reserve to cover GLA OPS implementation and to support IT restack at City Hall cost will be determined in the latter quarters.
3.7 As part of the 2019-20 budget setting process, a review of the reserves will be carried out.
5 Page 53 Appendix 1a
Forecast Balance at 1 Forecast Forecast 31st March 2019 Forecast GLA Reserves April 2018 Transfers In Transfers Out Balance
£000 £000 £000 £000 Reserves to support key revenue budget outcomes Directorate Programme 26,173 0 (12,362) 13,811 Sport for Social Change Programme 5,800 0 (1,507) 4,293 Election 8,089 6,375 (800) 13,664 Environment Drainage 266 0 0 266 Major Events 4,650 5,000 0 9,650 Planning Smoothing 1,084 0 0 1,084 Pre Application Planning 1,215 0 0 1,215 Rev Grants Unapp Res 39,287 35,944 (11,764) 63,467 New Museum Project 4,000 0 0 4,000 London Green Fund Reserve 1,307 0 0 1,307 Capital Programme - revex/capex funding 0 0 (7,598) (7,598) Total 91,871 47,319 (34,031) 105,159 0 Reserves to support organisational change and transformation0 Development 916 0 0 916 Mayoral Resettlement 77 77 Total 993 0 0 993 0 Reserves to support on-going asset management 0 City Hall Lease Smoothing 3,142 0 (1,550) 1,592 Estates 4,965 0 0 4,965 Total 8,107 0 (1,550) 6,557 0 Reserves to support on-going capital activity 0 Capital Programme 62,916 0 (3,838) 59,078 LLDC Capital Funding Reserve 64,130 0 0 64,130 Compulsory Purchase Orders 1,330 0 0 1,330 Total 128,376 0 (3,838) 124,538 0 General 0 General Reserve 10,000 0 0 10,000 0 Total GLA Reserves 239,347 47,319 (39,419) 247,247
Group Reserve Business Rates 114,825 139,486 (54,949) 199,361 Development Corporations 29,010 10,415 (13,300) 26,125 Coll Fund Adj Acct - CTax 15,020 (15,021) (1) Total Group Reserves 158,855 149,900 (83,270) 225,485
Third party Reserve London & Partners 2,245 2,245 New Homes Bonus 18,287 89 (7,331) 11,045 Total Third Party Reserves 20,532 89 (7,331) 13,290
TOTAL RESERVES 418,734 197,308 (130,020) 486,021
Assembly Reserves Assembly Development & Resettlement 1,490 0 0 1,490 Total Assembly Reserves 1,490 0 0 1,490
6 Page 54 Appendix 1a
3.8 In line with GLA’s current policy to maintain a minimum general reserve of £10m. This balance of £10m is assumed to remain constant through to the end of 2021 but will be kept under review in light of any changes to future liabilities, risks and funding uncertainties facing the GLA.
4 Capital
Analysis of 2018-19 Capital Budget and Forecast
4.1 A summary of the programme budget against the Q1 Forecast is provided in the table below and a detailed analysis is appended.
2018/19 Percentage Increase/ Revised Q1 18 Variance Directorate Budget Forecast (Decrease) £m £m £m Housing & Land (H&L) 506.2 493.8 (12.4) (2%) Corporate 238.4 252.9 14.5 6% Development, Enterprise & Environment (DEE) 135.7 83.4 (52.2) (38%) Communities and Intelligence (C&I) 3.7 3.7 0.0 0% Total Capital 884.0 833.9 (50.1) (6%)
Housing & Land
4.2 The Housing and Land programme has a net underspend of £12.4m (2%) against budget as shown in the table below.
2018/19 Percentage Increase/ Revised Q1 18 Variance Q1 2018/19 Budget Forecast (Decrease) £m £m £m Housing & Land Affordable Housing Programme 223.6 224.0 0.4 0% Community Led Housing 1.6 0.9 (0.8) (48%) Care & Support 24.0 31.0 7.0 29% Small Sites 2.9 2.9 0.0 0% Homelessness Change and Platform for Life 9.7 9.7 0.0 0% London Housing Bank 45.3 27.0 (18.3) (40%) Housing Zones (Loans) 100.7 100.7 0.0 0% Housing Zones (Grants) 90.0 90.0 0.0 0% Land and Property 7.2 6.5 (0.7) (10%) LLDC JV Trf to GLAP 1.2 1.2 0.0 0% Total Housing & Land 506.2 493.8 (12.4) (2%)
7 Page 55 Appendix 1a
Affordable Housing Programme
4.3 The Affordable Housing Programme is due to overspend against current budget which will be covered by bringing forward funding from 2019-20. Details of the additional expenditure expected this year will be clearer once the risk assessment of starts on site and completions are completed
Community Led Housing
4.4 Community Led Housing is forecasting an underspend of £0.8m (48%) against budget. This programme consists of two projects and discussions are still underway with LB Enfield (Naked House Project) in relation to the final drawdown for 2018-19 and any subsequent underspend will be requested to be carried forward to future years as overall the programme budget is fully committed to 2020. Discussions on heads of term for contract are underway with LB Enfield
Care & Support
4.5 The Care & Support programme is forecasting increased expenditure of £7.0m (29%) to reflect a revised budget following additional funding per MD2256 (Total £36m to 2021) from the Department of Health and Social Care.
London Housing Bank
4.6 London Housing Bank programme is now complete as there is no further expenditure anticipated and thus no further drawdown from MHCLG. The budget will be adjusted accordingly.
Land and Property (GLAP)
4.7 Land and Property is forecasting an underspend of £0.7m (10%) on budget, mainly in relation to: - £0.3m re LSIP which has been requested to be reprofiled to next year to cover infrastructure works to upgrade Hindman’s Way - £0.3m re Royal Docks Enterprise Zone which will be reclassed as Revenue expenditure per DD2253 - £0.1m on Stephenson street is no longer required as expenditure was accounted for in 16-17.
8 Page 56 Appendix 1a
Development, Enterprise & Environment (DEE)
Regeneration
4.8 The Regeneration programme has underspend of £49.7m (42%) against Budget:
2018/19 Percentage Increase/ Revised Q1 18 Variance Q1 2018/19 Budget Forecast (Decrease) £m £m £m Regeneration London Regeneration Fund 8.2 7.8 (0.4) (5%) Mayor's Regeneration Fund/London Enterprise Fund 1.5 1.5 0.0 0% Woolwich 5.0 5.0 0.0 0% Growing Places Fund 20.6 13.0 (7.6) (37%) Crystal Palace Park 1.0 1.0 0.0 0% Further Education 50.3 18.3 (32.0) (64%) Skills for Londoners 19.6 10.0 (9.7) (49%) Good Growth Fund 11.8 11.8 0.0 0% Total Regeneration 118.2 68.5 (49.7) (42%)
London Regeneration Fund (LRF)
4.9 LRF has an underspend of £0.4m (5%) against Budget attributed to the Ledbury Estates project falling outside of the LRF Programme Delivery timescales (completion in 18/19). Thus, any unallocated or project related underspend will be vired to the GGF programme.
Growing Places Fund (GPF)
4.10 The Growing Places Fund is forecasting an underspend of £7.6m (37%) against budget mainly owing to: Southall Big Plan where spend is delayed due to LB Ealing negotiations with third party land owners and major problems with network rail. Spend will be moved to future years, 19/20 onwards Deep Science Venture and CAN projects have been removed from the 18/19 forecast as they are not yet in grant due to inadequate security and match funding. Spend will be moved to future years London Co Investment Fund has delayed spend as the investment market has slowed and investments put on hold until it improves. Some of this will be spent this year but the rest will slip into 19/20 Erith Regeneration has delayed spend due to reprofiling and approval for extra funds delaying spend to future years.
9 Page 57 Appendix 1a
Further Education
4.11 Further Education is forecasting an underspend of £32.0m (64%) against budget mainly owing to: Lambeth College project which went on hold as their development partner was Carillion. They have now reapplied with a new project and it is expected that spend will recommence in 19/20 Ada college delayed due to issues with final costs and spending DfE money first and thus spend will slip to future years Richmond College has been delayed as they merged two FE Capital projects into one and the majority of spend will now fall in 19/20 Part of the variance in 18/19 is unallocated FEC funds that are to be moved to the SfL budget in preparation for the second round of SfL launching in September.
Skills for Londoners (SfL)
4.12 SfL is forecasting an underspend of £9.7m (49%) against budget because the budget was set before the projects had been approved and respective payment profiles approved. Additionally, two projects have been removed from the forecast: CNWL are not yet in grant as they have merged with the United Colleges Group and currently reviewing whether they want to continue with this project Biggin Hill is on hold as the location and potential outputs and costs will change Thus, spend has been moved to future years or will be put back in the pot for SfL R2 which will launch in September.
10 Page 58 Appendix 1a
Environment & Economic Policy
4.13 The Environment and Economic Policy is forecasting an underspend of £2.5m (14%) against budget:
2018/19 Percentage Increase/ Revised Q1 18 Variance Q1 2018/19 Budget Forecast (Decrease) £m £m £m Environment & Economic Policy Digital Skills 1.8 1.8 (0.0) (1%) Greener City Fund 0.6 0.6 0.0 0% Bunhill Smart Energy 0.1 0.1 0.1 146% Air Quality 1.0 1.0 0.0 0% Commercial Boiler Scrappage Scheme 6.1 4.5 (1.6) (26%) Energy Supply Company 3.3 2.8 (0.6) (17%) Fuel Poverty Boiler 4.4 4.1 (0.4) (8%) RE: FIT for schools 0.2 0.2 0.0 0% Total Environment & Economic Policy 17.5 15.0 (2.5) (14%)
Bunhill Smart Energy
4.14 Bunhill Smart Energy is forecasting increased expenditure of £0.1m against budget due to an additional £80k which will be drawn down from the programme reserves as approved by MD1581.
Commercial Boiler Scrappage Scheme
4.15 Commercial Boiler Scrappage Scheme is forecasting an underspend of £1.6m (26%) mainly owing to slippage carried forward from 17/18 of £3.2m which should have been split over 2 years. Instead it was all forecasted in 18/19 as at that point the scheme hadn’t been launched and thus it was difficult to forecast profile spend accurately.
Energy Supply Company
4.16 Energy Supply Company is forecasting an underspend of £0.6m (17%) of which £0.5m has approval to be converted to Revenue.
11 Page 59 Appendix 1a
Fuel Poverty Boiler
4.17 Fuel Poverty Boiler is forecasting an underspend of £0.4m (8%) mainly in relation to Energy Leap where there are delays related to housing provider partners experiencing difficulties in getting the initiative off the ground. The grant agreements are now in place but spend will be delayed to future years.
Communities and Intelligence (C&I)
4.18 Communities and Intelligence is forecasting spend to budget as follows:
2018/19 Percentage Increase/ Revised Q1 18 Variance Q1 2018/19 Budget Forecast (Decrease) £m £m £m Communities & Intelligence Museum of London 0.8 0.8 0.0 0% Sport 0.5 0.5 0.0 0% Culture & Creative Industries 2.5 2.5 0.0 0% Total Communities & Intelligence 3.7 3.7 0.0 0%
Corporate
4.19 Corporate projects are forecasting an overspend of £14.5m (6%) against Budget in relation to LLDC:
2018/19 Percentage Increase/ Revised Q1 18 Variance Q1 2018/19 Budget Forecast (Decrease) £m £m £m Corporate Northern Line Extension (NLE) 188.0 188.0 0.0 0% London Legacy Development Corporation (LLDC) 43.1 57.6 14.5 34% LLDC General & CED Capital Funding 3.5 3.5 0.0 0% City Hall Infrastructure 3.2 3.2 0.0 1% Technology Group 0.6 0.6 0.0 0% Total Corporate 238.4 252.9 14.5 6%
London Legacy Development Corporation (LLDC)
4.20 LLDC reflects an overspend of £14.5m (34%) on budget which relates to the re-phasing of Philanthropic funding from 17/18 towards the East Bank.
12 Page 60 Appendix 1a
5 Performance
Project performance
5.1 Five projects were rated red for quarter 1: MedCity (Future Economy) – Although progress against this year’s milestones is broadly on track, there are serious concerns about the sustainability of funding post 2018/19. Love London (Culture) - Due to the delay in the proposed restructure of the Culture Unit, there will be no staffing resource to deliver this programme. The programme will be reviewed and the possibility of combining it with other strands of the Culture programme will be investigated. This may mean transferring the budget to other programmes. Energy Leap - The project has experienced issues that have significantly delayed implementation, relating mainly to higher costs than were expected (and assessed through a soft market testing exercise) and difficulties in identifying suitable properties. This is partly related to the novel nature of the project and the presence of a number of uncertainties or barriers in the current market. Volunteering as a Route to Work: 2Work - The project has failed to meet its output targets for the previous and current financial years. The provider has now confirmed that they wish to withdraw from the contract. The GLA will therefore re-tender for the remaining outcomes for the project with a view to meeting overall project targets. Volunteering as a Route to Work: Forces for London - The project is currently under performing, with delivery slowing in the past quarter. This is due to a reduced number of referrals and a limited pipeline to reach veterans and early service leavers.
5.2 Detailed performance information is contained in the five portfolio dashboards at Appendix 3 (housing; air quality; future economy; social integration; and culture and the creative industries) and the project table (capturing those projects that fall outside one of the five portfolios) at Appendix 4.
13 Page 61 This page is intentionally left blank
Page 62 Appendix 1b
Appendix 1: 2018-19 Quarter 1 Objective Revenue Summary by Directorate GLA Revised Budget Forecast Year End Q1 Actuals Variance Q1 Year End Variance Expenditure/ Income
2018-19 2018-19 2018-19 2018-19 2018-19 £000 £000 £000 £000 £000
Directorate Expenditure
Corporate Management Team Core CMT 329 361 32 53 276 Mayoral Boards 170 170 0 46 124 Standards 19 35 16 4 15 Governance & Resilience 662 662 0 120 542 Total Corporate Management Team 1,180 1,228 48 223 957
Total Elections 800 223 -577 70 730
Mayor's Office Mayoral Support 2,676 2,772 96 377 2,299 Government & International Relations 959 893 -66 148 811 Mayoral Advisors 2,330 2,224 -106 390 1,940 Total Mayor's Office 5,965 5,889 -76 915 5,050
Resources Executive Director 1,773 1,783 10 41 1,732 EPMU 0 37 37 691 -691 Financial Services 2,983 2,983 0 1,251 1,732 Group Finance 1,180 1,180 0 101 1,079 Treasury 97 97 0 65 32 Facilities Management 16,792 17,006 214 6,394 10,398 HR & OD 2,707 2,924 217 603 2,104 Technology Group 4,578 4,578 0 1,438 3,140 Total Resources 30,110 30,588 478 10,584 19,526
Development, Enterprise & Environment Executive Director 932 932 0 31 901 London Enterprise Panel (LEAP) 1,011 917 -94 26 985 Planning 3,081 3,475 394 668 2,413 Transport 670 664 -6 129 541 Environment 17,221 12,591 -4,630 1,568 15,653 Skills & Employment 5,322 4,846 -476 722 4,600 Regeneration & Economic Development 13,002 12,069 -933 862 12,140 Growth & Infrastructure 551 551 0 63 488 Total Development, Enterprise & Environment 41,790 36,045 -5,745 4,068 37,722
Communities & Intelligence Executive Director 953 953 0 20 933 Health & Communities 18,983 11,448 -7,535 30 18,953 Culture 10,132 9,729 -403 393 9,739 Intelligence 3,079 3,086 7 -320 3,399 Community & Social Policy 3,804 3,796 -8 215 3,589 Team London 7,873 7,515 -358 337 7,537 External Affairs 10,259 10,446 187 1,097 9,162 Communities & Intelligence 55,083 46,973 -8,110 1,772 53,311
Housing and Land Executive Director 199 199 0 1,575 -1,376 Investment and Operations 2,524 2,524 0 400 2,124 Programmes Policy and Services 18,243 18,088 -155 -994 19,237 Strategic Projects and Property 2,289 2,393 104 -1,112 3,401 CPO revenue 0 0 0 0 0 Total Housing and Land 23,255 23,204 -51 -131 23,386
Total Directorate Expenditure 158,183 144,150 -14,033 17,501 140,683
Corporate Items Museum of London 11,600 11,600 0 5,565 6,035 London and Partners 13,655 13,655 0 4,010 9,645 Contingency 1,886 1,886 0 0 1,886 LEAP income -625 -625 0 0 -625 Net Service Expenditure 184,699 170,666 -14,033 27,076 157,624
GLAP Strategic Projects and Property Page 63 5,414 5,414 0 795 4,619 L&P 2,081 2,905 824 89 1,992 Tax, Interest Payable & Recharges 9,328 9,328 0 -31 9,359 Total GLAP 16,823 17,647 824 854 15,969
Financing costs - Crossrail 117,300 117,300 0 0 117,300 NLE Capital Financing 11,700 11,700 0 0 11,700 Financing costs - Other (Interest Payable GLA) 6,500 6,500 0 0 6,500 Provision for debt repayment/ other grant payments 14,917 14,917 0 0 14,917 Total Net Expenditure 351,939 338,730 -13,209 27,930 324,010
Income Crossrail Business Rate Supplement -117,400 -117,400 0 0 -117,400 NLE Contributions -11,700 -11,700 0 0 -11,700 GLAP Recharge Income -4,309 -4,309 0 0 -4,309 Interest Receivable GLAP Loan -8,825 -8,825 0 0 -8,825 Adjustment for direct net GLAP expenditure -16,823 -17,647 -824 0 -16,823 Interest Receivable GLA -9,800 -9,800 0 0 -9,800 Total Income -168,857 -169,681 -824 0 -168,857 Total Net Cost of Service 183,082 169,049 -14,033 27,930 155,153
Reserves Transfer to/(from) reserves GLA 11,738 11,738 0 -1,610 13,348 Transfer to/(from) reserves (Business Rates Reserve) -73,800 -73,816 -16 0 -73,800 Transfer to/(from) reserves (NDR App Spreading Acct) Contribution to Capital
Group Items funded through contributon to MDC Reserve LLDC funded from MDC Reserve 16,200 19,778 3,578 0 16,200 OPDC funded from MDC Reserve 1,700 2,247 547 0 1,700 GLA Resource Funding LLDC & OPDC (funded from both MDC and Business Rates) -17,900 -22,025 -4,125 0 -17,900 0 0 0 0 Total Group Items funded MDC Reserve 0 0 0 0 0
Group Items funded Business Rates Business rates tariff payment to MHCLG 687,300 687,300 0 0 687,300 Business rates funding tariff payment to MHCLG -687,300 -687,300 0 0 -687,300 Business rates income to fund items below * -115,200 -87,100 28,100 0 -115,200 Cultural Education District 47,000 47,000 Strategic Investmet Fund 140,000 111,916 -28,084 0 140,000 Group Collaboration projects 2,000 2,000 0 0 2,000 Total Group Items funded Business Rates 73,800 73,816 16 0 73,800
Group Items - LLDC and OPDC non-MDC Reserve 0 funding LLDC soft Loan interest cost 13,200 13,200 0 0 13,200 Interest Receivable LLDC -13,200 -13,200 0 0 -13,200 Total Group Items - LLDC and OPDC non-MDC Reserve 0 0 0 0 0 funding Total Financing Requirement 194,820 180,787 -14,033 26,320 168,501
Assembly & Secretariat Executive Director 245 244 -1 69 176 Committee and Member Services 4,717 4,551 -166 2,614 2,103 Scrutiny 1,802 1,689 -113 261 1,541 Special Projects 1,036 1,036 0 259 777 Total Assembly & Secretariat 7,800 7,520 -280 3,203 4,597 Total Budget including A&S 202,620 188,307 -14,313 29,523 173,098
Page 64 Appendix 1c
Appendix 2-Q1 2018/19 Capital
2018/19 Percentage Revised 1Q 18 Increase/ Variance Q1 2018/19 Budget Forecast (Decrease) £m £m £m Housing & Land Affordable Housing Programme 223.6 224.0 0.4 0% Community Led Housing 1.6 0.9 (0.8) (48%) Care & Support 24.0 31.0 7.0 29% Small Sites 2.9 2.9 0.0 0% Homelessness Change and Platform for Life 9.7 9.7 0.0 0% London Housing Bank 45.3 27.0 (18.3) (40%) Housing Zones (Loans) 100.7 100.7 0.0 0% Housing Zones (Grants) 90.0 90.0 0.0 0% Land and Property 7.2 6.5 (0.7) (10%) LLDC JV Trf to GLAP 1.2 1.2 0.0 0% Total Housing & Land 506.2 493.8 (12.4) (2%) Corporate Northern Line Extension (NLE) 188.0 188.0 0.0 0% London Legacy Development Corporation (LLDC) 43.1 57.6 14.5 34% LLDC General & CED Capital Funding 3.5 3.5 0.0 0% City Hall Infrastructure 3.2 3.2 0.0 1% Technology Group 0.6 0.6 0.0 0% Total Corporate 238.4 252.9 14.5 6% Regeneration London Regeneration Fund 8.2 7.8 (0.4) (5%) Mayor's Regeneration Fund/London Enterprise Fund 1.5 1.5 0.0 0% Woolwich 5.0 5.0 0.0 0% Growing Places Fund 20.6 13.0 (7.6) (37%) Crystal Palace Park 1.0 1.0 0.0 0% Further Education 50.3 18.3 (32.0) (64%) Skills For Londoners 19.6 10.0 (9.7) (49%) Good Growth Fund 11.8 11.8 0.0 0% Total Regeneration 118.2 68.5 (49.7) (42%) Environment & Economic Policy Digital Skills 1.8 1.8 (0.0) (1%) Greener City Fund 0.6 0.6 0.0 0% Bunhill Smart Energy 0.1 0.1 0.1 146% Air Quality 1.0 1.0 0.0 0% Commercial Boiler Scrappage Scheme 6.1 4.5 (1.6) (26%) Energy Supply Company 3.3 2.8 (0.6) (17%) Fuel Poverty Boiler 4.4 4.1 (0.4) (8%) RE:FIT for schools 0.2 0.2 0.0 0% Total Environment & Economic Policy 17.5 15.0 (2.5) (14%) Communities & Intelligence Museum of London 0.8 0.8 0.0 0% Sport 0.5 0.5 0.0 0% Culture & Creative Industries 2.5 2.5 0.0 0% Total Communities & Intelligence 3.7 3.7 0.0 0% Total Capital 884.0 833.9 50.1 6% Page 65 This page is intentionally left blank
Page 66 Appendix 1d APPENDIX 3A - Housing: Overview
What are the benefits we're pursuing for Londoners?
1) More Londoners have access to good quality homes that meet their needs and that they can afford.
2) Londoners renting privately will get a better deal and be protected from criminal landlords.
3) The scourge of homelessness will be tackled and all rough sleepers will be offered a route off the streets.
Governance and risk Targets and objectives Timescales Spend GAGG
Updates
1) Th start of year review of affordable housing delivery has been completed and forecasts suggest performance is on track to exceed 14,000 affordable housing starts in 2018/19. 2) 32 of the 33 London boroughs have now signed the GLA’s information sharing agreement Highlights and progress (Enfield have committed to do so, but paperwork is outstanding) and 17 have uploaded their data to the Rogue Landlords and Agents Checker. 3) The Mayor’s Rough Sleeping Plan of Action launched on 28 June 2018.
Risks Affordable Homes: Insufficient sites for affordable homes are indetified (within the 2016 to 2022 programme) constraining starts and adding to the challnge of M achieving the 116,000 affordable homes target
Land Fund: Affordable homes delivery is not maximised due to the lack of a final investment strategy that sets a clear and consistent structure for decision-making. M
Royal Docks: The bid to Government for Housing Infrastructure Funding is Risks and issues faced M unsuccessful, leaving a funding gap in the Royal Docks Delivery Plan Issues Rough sleeping : The high number EU-national rough sleepers, and the lack of options for this group, is limiting the progress we can make in reducing the M numbers on the streets - and the change in Home Office policy reduces the options further Housing Zones : Over commitment of funding in excess of the £200m available for M commercial loans
Page 67 Affordable Homes
Secure additional allocations to deliver affordable homes through the Building Q2 Council Homes for Londoners and Affordable Homes 2016-21 programmes
Rogue Landlords and Agents Checker 70,000 clicks on individual records on the Checker Q4 All 33 boroughs have added data to the Checker Q3 Launch of campaign to increase awareness and use of the Checker Q3 Rough sleeping Next steps: focus of next Expand London Street Rescue Q2 six months Open additional NSNO staging post Q2 Launch first floating hub Q2
Convene No Nights Sleeping Rough taskforce meeting and reorganise sub-groups Q2
Launch the new EASL mental health project Q3 Winter shelter coordinators in place Q3 Launch winter shelter small grants programme Q3 Launch winter rough sleeping campaign Q3 Start works on the NSNO hub and staging post in Lewisham Q3
Summaries & exception reporting
3 13 100% 100% Targets Projects (key budgets) (key
Year-End Forecast Forecast Year-End Rev CapA
Overall the programme is delivering as planned, noting it is a long-term and complex programme with many constituent parts. There are a large number of Housing Zones A external factors that have the potential to slow progress, including local authority resourcing. The Mayor is keen to increase levels of affordable housing delivered through the Zones.
Housing Moves lettings are below target due to a lack of properties or types of Housing Mobility A properties being contributed by social landlords. There are also problems with the
Exception reporting Exception IT system. Action is being taken to address both these things.
Community-led The expenditure forecast for 2018/19 is below budget; however, the programme Housing G budget to 2020 is fully committed and in contract.
Page 68 Targets
Number of genuinely affordable homes started in London (to start building 116,000 affordable homes
PI-1 between 2015 and 2022)
Past years' data This year's target Target by 2022 Most recent data On track? Data next due
27,701 116,000 - Q1 18/19: (cumulative - 1,097 14,000 Q2 April 2015 to end of April 2015 to - Since April 15: A March 2018 (cumulative) March 2022) 28,798 Notes
The Mayor has secured £4.82bn from the Government for at least 116,000 affordable home starts between April 2015 and March 2022. 'Genuinely affordable' is defined in the draft London Housing Strategy. There are three types of such homes: i) low cost rented homes, allocated according to need to Londoners on low incomes; ii) intermediate rented homes for Londoners on middle incomes; and iii) affordable home ownership aimed at Londoners who cannot afford to buy on the open market. The target is to start on site to build 116,000 affordable homes between April 2015 and the end of March 2022.
Commentary
- The start of year review of affordable housing delivery has been completed and we are forecasting that we will exceed the 14,000 affordable housing starts target for this year. - Delivery of this overall target is challenging, particularly in the final two years of the programme (hence the amber rating). Teams continue to work with housing providers to increase supply. The launch of the funding addendum to the main affordable homes 2016-21 programme (extending starts to 2022), alongside the launch of the Building Council Homes for Londoners programmes, will go some way to increasing supply within the period. - This year's target is for significantly higher delivery than in previous years, for which delivery was: 7,231 in 2015/16; 7,915 in 2016/17 and 12,555 in 2017/18. Annual targets up to March 2020 reflect plans for an increasing trajectory of starts on site.
Page 69 summer. - GLAofficersareworkingcloselywithGovernmentto developitsRoughSleepingStrategy,duetobelaunchedinthe delivered. CHAIN figures.ThissetsouthowtheMayor’saimofthere beingarouteoffthestreetforeveryroughsleeperwillbe - TheMayor’sRoughSleepingPlanofActionwaslaunchedinlateJune,coincidingwiththepublication annual Commentary most recentdataiscumulativetotheendofquarter. - Apersoniscountedashavingexitedroughsleepingiftheyarenotseenagainduringtheyear. The Routes Home;Nighttransportoutreach;SafeConnections;andEntrenchedRoughSleepersSocialImpactBond. Within thescopeofthisPIareallGLA-commissionedfrontlineservices:LondonStreetRescue;NoSecond Night Out; - DataarecollectedfromtheCombinedHomelessnessAndInformationNetwork(CHAIN),whichGLAcommissions. Notes 17 haveuploadedtheirdatatotheChecker. - 32ofthe33LondonboroughshavenowsignedGLA’sinformationsharingagreement(Enfieldisoutstanding)and - ThisisanewindicatoranddatawillfirstbereportedinQ2. Commentary the checkerisnowbeingdeveloped. signed uptoandusingthedatabase.Thistargetwasexceededaheadofschedule.Anewindicatormeasureuse - Previously,performancewasmeasuredbytheestimatednumberofprivaterenterslivingwithinaboroughthatis agents. enforcement againstlandlordsoperatingacrossboroughboundaries;andhelptenantsavoidcriminal rented sector.Thedatabasewillalsoenableimprovedinformationsharingbetweenboroughs,whichsupport - TheMayorhasestablishedadatabasetonameandshamecriminallandlordsagentsoperatingintheprivate Notes atyas aaTi erstre agtb 00Ms eetdt ntak Datanextdue Ontrack? Mostrecentdata Targetby2020 Thisyear'starget Past years'data atyas aaTi erstre agtb 00Ms eetdt ntak Datanextdue Ontrack? Mostrecentdata Targetby2020 Thisyear'starget Past years'data PI-3 PI-2 2017/18 Number ofLondonrentersusingtheMayor’sroguelandlordandlettingagentchecker rough sleeping Percentage ofindividualsbeingsupportedbyMayoralprogrammesandserviceswho,asaresult,exit 87% N/A N/A 5prcn 5 Q1:92% 85% 85 percent B B N/A TBC TBC Page 70 N/A G Q2 Q2
Projects
PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget - To the end of June, 28,800 affordable housing starts towards had been achieved towards the April 2015 to March 2022 target of 116,000 (one quarter of the overall target). We expect to meet this year's target of a further 14,000 starts. We continue to work with housing providers to increase numbers in future years. Homes for Londoners: 2016-21 Meetings with major partners are continuing with a review of any interventions needed to increase their Cap 223,616 163,000 affordable homes programmes. - In June the GLA published an addendum to the Homes for Londoners: 2016-21 guidance outlining how to bid for the additional £1.67bn grant associated with the extended target for starts of affordable homes. Rates were increased from £60k to £70k per home at London Affordable Rent benchmarks and from £28k to £38k for London Living Rent/London Shared ownership homes. - The Deputy Mayor has met with most boroughs to discuss the new Building Council Homes for Londoners programme. The scale of ambition shown has been impressive with a number of boroughs ready to submit bids Care and Support Programme A A A A G in advance of the 30 September deadline. Cap 31,000 0 - In July the GLA published an addendum to the programme setting out how boroughs could bid for a share of new Housing Revenue Account (HRA) borrowing announced by Government. London has secured at least half of the national £1bn additional borrowing. - £250m has been allocated to a Land Fund for direct interventions. - We have entered into a Memorandum of Understanding with the Department of Health and Social Care Page 71 Page extending the timeframe for the Care and Support programme to (starts by) 31 March 2021, with a budget of Homelessness Change and Platform up to £31m in 2018/19 and up to £24m in each of the two subsequent years. Cap 9,686 385 for Life - The programme has been rated amber as delivery against the 2022 target is challenging, particularly the volumes expected in in the final two years of the programme. - The programme is due to overspend against the year's current budget, which will be covered by bringing forward funding from 2019/20.
Following an internal review of the programme in September 2017, a streamlined number of Rev 2,080 94 interventions were taken forward to contract by the end of March 2018. Teams are now reviewing the Housing Zones A A A A A required interventions with boroughs; any adjustments will be considered by the Housing Zones Steering Group. A start of programme position will be agreed ahead of next quarter's reporting. Cap 190,668 12,059
- The Mayor's Rough Sleeping Plan of Action was published at the end of June. It sets out the services, initiatives, structural changes and funding required to ensure an immediate and sustainable route off the streets for anyone sleeping rough in London. - This evidence-based plan is being used to lobby Government for additional funding for rough sleeping services in London. We have also been working alongside Government and sector partners on Rough Sleeping Programme A AAAAGovernment's advisory panel / task and finish groups to inform its national rough sleeping strategy. Rev 12,386 40 - The new permanent No Second Night Out hub opened in Hackney in June 2018. - The second round of the Mayor's Rough Sleeping Innovation Fund was launched and 18 bids were received from small organisations, seven of which were successful. - The programme is rated amber because although key targets are being met, some milestones for specific services are not. PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget
- Demand for the schemes remains strong, with 798 applications for Housing Moves and 191 for Seaside & Country Homes (SCH) during Q1. - The number of lettings through SCH was above target, reflecting the implementation of an SCH action plan. - Housing Moves lettings are below target due to a lack of properties or types of properties being contributed by social landlords. This continues a long-term trend. Engagement with boroughs and Housing Mobility: Seaside & housing associations is being increased to ensure more properties are contributed and applications are AAAG Rev 115 0 Country Homes and Housing Moves A verified, and lettings provided, more quickly. We are working closely with the provider of the IT system to address concerns about how it is functioning. These two issues explain the amber traffic light. - There was no spend in Q1 as no payments were made to the IT service provider pending finalisation of the contract for services covering the next two years. In addition, staffing costs were not transferred to the relevant staffing budget. Both items of expenditure have slipped into Q2; but the expectation is the full budget will be spent this year.
Rev 404 0 The London Community-Led Housing Hub was established in 2017/18. The Hub Director was Page 72 Page Community-led Housing G G G G G appointed in April 2018. Cap 1,620 0
- The Mayor has delivered phase one of his manifesto commitment to name and shame criminal Rogue Landlord and Agent Checker landlords, and is scoping the next phase. GGGA Rev 107 2 (RLAC) G - All London boroughs have now agreed to participate in the RLAC project and 17 councils have uploaded their data to the system - with the remainder due to do so by Christmas 2018 at the latest.
- The London Economic Action Partnership (LEAP) and Mayor have agreed a five-year delivery plan. Rev 1,204 -764 There is an initial budget envelope of £212.5m. Royal Docks Enterprise Zone G A G G G - Projects are scoped and a resourcing strategy is being worked up. Project delivery is expected to begin in September. Cap 600 -100 - The Silvertown Partnership (TSP) is in the process of securing funding to allow it to start the first phase, which includes a significant amount of infrastructure spending. Silvertown Quays (including AAAA- TSP has undergone a corporate restructure and Lendlease and Starwood Capital have taken on the Cap 99 19 Millennium Mills) A project. They are working with the GLA to submit detailed proposals for planning consent prior to starting on site. PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget
- Planning permission was secured in December 2015 for 4.7m sqft of commercial-led development. ABP, which was granted the phase 1 headlease, has mobilised its contractor, MPX, and construction is underway. - Phase 1 has now topped out. This phase will be completed in spring 2019. It is likely the two listed building on the site will require significant remedial work, necessitating listing building consent and Royal Albert Docks GGGG Rev 2,523 440 G impacting significantly on timescales. As such, ABP will ask that the two buildings are removed from the rest of phase 1 and completed at a later date. - The GLA will now work closely with ABP to progress plans for phase 2 of the project, pushing ABP to firm up timescales. ABP is in the process of reserving power for phase 2 with UK Power Networks. Sufficient capacity has been found in the network.
- The project is on track and progressing well. - The key planning applications, which provide for the next ten years of infrastructure works and five years of housing delivery, have been submitted. The Barking Riverside Limited team are working with the Council to secure consent by October 2018. - The new Construction Plaza and Infrastructure Office have been opened and all construction traffic
Page 73 Page has been diverted to use Infrastructure Way. Barking Riverside GAGG Cap 5,714 0 G - The Temporary Energy Centre, enabling civil works, has been completed. - Funding is being sought through the Housing Infrastructure Fund for improvements to the Renwick Road Junction. - Work on the junior loan agreement between the GLA, L&Q and Barking Riverside Limited has been slightly delayed, but is ongoing. - Spend against the budget will take place in Q4 and is in respect of the Barking Riverside Extension.
- Greenwich Peninsula is one of the Mayor's largest sites in London. Knight Dragon (KD) is the developer and it is part way through building 15,600 new homes for Londoners. The Peninsula is being transformed from a heavy industrial past to a new community for the city with culture and Greenwich Peninsula AAAG Rev 207 42 A entertainment alongside high quality new homes and great open spaces. - Plot developments have been swift in recent years and KD are on site with 1,000 units at Upper Riverside. Lower Riverside is complete and KD are looking at their options.
- Investment strategy principles have been agreed and the first acquisition (St. Anne's Hospital) was made in March 2018. Rev 510 0 Homes for Londoners Land Fund A A A A G - In July, the Investment Committee endorsed negotiations on significant loan investment for two schemes; expected to be contracted by the end of September. Cap 0 0 - A pipeline of further opportunities is being progressed. PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget
This portfolio contains various projects, including: - Stephenson Street: Resolution to grant planning was given in February and the Section 106 agreement is in negotiation. The Stage 2 application has been referred to the Mayor and will be considered following resolution of two outstanding commercial points relating to the S106. [Parcelforce site, Stephenson Street, West Ham] - St Ann's Hospital: Property consultants are being appointed to market the site through the London Development Panel in September 2018. [St Ann's Road, Haringey N15 3TH] - Webbs Estate: Pre-app discussions are on-going. A public consultation will be held in September; the aim is to submit the planning application later that month. [47 Sutherland Road E17 6BH & 108 Blackhorse Lane E17 6BX] - Blackwall Reach: Phase 1B is on site and due to be completed in 2019/20. Marketing to local purchasers has commenced for Phase 2. [Blackwall, Tower Hamlets] Making best use of GLA land - Manor Road: The GLA is working with English Cities Fund and LB Newham to carry out further viability assessments. [300 A AAAAManor Road, Newham E16 4PA] Rev 2,081 94 (balance of land portfolio) - Cane Hill: Phase 2 is under construction and on track to be completed in 2019/20. [Brighton Road, Coulsdon, Croydon] - Lewisham Gateway: Section 73 was approved this year and S106 is being agreed with LB Lewisham and Muse, which will provide affordable units across Phase 2. - Kidbrooke: Phases 1, 2a and 4 have been completed, including a temporary village centre. Phases 2, 3 and 5 are progressing well. Phase 6 is due to start in December 2018. [Kidbrooke, Greenwich SE3 9YX] - Small sites: The pilot programme was given approval by the London Economic Action Partnership (LEAP) Investment Committee to continue as a main programme. - East+ (including the London Sustainable Industries Park): The GLA is working with SEGRO to include LSIP sites within the
Page 74 Page East+ portfolio. Work will start on a new masterplan or vision for the wider Dagenham Dock area. - Greenwich Millennium Village: Construction of the third phase is nearing completion. A planning application for the next block of apartments is due in by September. [Peartree Way, Greenwich SE10 0BD] APPENDIX 3B - Air Quality: Overview
What are the benefits we're pursuing for Londoners?
For London, by 2050, to have the best air quality of any comparable major world city, which protects human health 1) and minimises inequality – especially at priority locations like schools.
Empower London and its communities, particularly the most vulnerable and those in priority air quality locations, to 2) reduce their exposure to poor air quality.
3) By 2050, London’s entire transport system will be zero emission.
How well are we doing?
Governance and risk Targets and deliverablesTimescales Spend G AA G
Updates
Good progress was made in quarter one; highlights include: - Confirming the expansion of the ULEZ for all vehicles to the North and South Circular from October 2021, and for heavy vehicles across the whole of London from October 2020. - Publishing the 50 schools air quality audits and announcing an additional £1m in funding for Progress commentary further measures in schools and nurseries. - Delivering a successful National Air Quality Summit attended by Metro Mayors from across the country and the Secretary of State for Environment. - Launching the Electric Vehicle Task Force.
Risks Post Brexit air quality legislation is less stringent and/or enforcement is weaker H Risks and issues faced Implementation of back office and IT support necessary for the ULEZ is delayed and M in turn so is implementation of the ULEZ Issues Slow take-up of zero-emission taxis M Mayoral Decision granted for 2018/2019 air quality programme spend Sep-18
Mayors Air Quality Fund: Launch of Round 3 (£6m of TfL funding) [projects start Sep-18 April 19]
Heathrow: Start to prepare case notes for a judicial review (subject to the outcome Oct-19 of application for review expected in the autumn) Next steps: focus of next six months London Local Air Quality Management framework: start of GLA consultation with Jan-19 boroughs on the revision of the statutory system to make more impactful
Ultra Low Emission Zone: Stakeholder communications and marketing campaign Apr-19 completed Schools: Provision of £10k 'starter' grants to 50 primary schools as part of intervention programme and completion of a nurseries air quality audit programme, Apr-19 as well as the trial of filtration systems at appropriate sites.
Summaries & exception reporting
3 4 94% 100% Targets Deliverables (key budgets)
Year-End Forecast Rev Cap
To note this project currently accounts for the above forecast to budget variance. An AQ Programme MD is being progressed to approve expenditure and at that point the forecast will be (balance of funding) G updated. reporting Exception Exception Page 75 Commentary Notes Commentary indicative interimannualemissionsassessments. inventory-2013. However,inordertoprovidesomeinterimdataforthisreportwehavecommissionedworkestablish Details oftheLAEImethodologycanbefoundat:https://data.london.gov.uk/dataset/london-atmospheric-emissions- time lagforobtainingemissionsdataandcompilingthedatabase,quarterlyorannualupdateswillbenotavailable. more frequently.Wehope,therefore,thattheassessmentof2020emissionswillbecompletedby2021.Dueto Emissions inventoriesaretypicallydoneeverythreeyears;butweindiscussionwithTfLaboutundertakingthese This isthemaintargetandwillbeachievedthroughinitiativessuchasT-ChargeUltraLowEmissionZone. Notes pure electricand 10fuelcell). - Over70%ofthecentralLondon fleetisnowULEZcompliantandwehave106 zero emissionbusesinthefleet(96 2,500 morebusestoberetrofitted. have beenretrofittedandover 40%ofthetotalfleetnowmeetsEuroVIemissions standards.Thereareapproximately - Manyofthese4,150Euro VIbusesarenewbuses,buttheyalsoconsistofretrofitted buses.Sofarover1,500buses programme, weareontrack tomeetthe90%targetbyendof2020. represents a40%reductioninNOxemissionssincethe Mayorcameintooffice.Withovertwoyearsremainingofthe Given theaveragebustravelsapproximately60,000km perannum,thesavingis1,418tonnesofNOxeachyear.This - Therearenow4,150EuroVIbuses,comparedwiththe baselineof1,194in2016,withanaverage8g/kmsaving. Delivery isfundedandmanagedbyTfL,mandated bytheGLA. cleaner buses.Emissionsdatawillbereportedannually from2018. This PIisanexistingindicator.Actionstoimproveperformance includeretrofittingoldbusesandpurchasingnew, Infrastructure TaskForce. first nationalCleanAirSummitattendedbytheSecretaryofStateforEnvironment;andlaunchingElectric Vehicle Charge inOctober2017;confirmingtheearlyintroductionandsubsequentexpansionofLondonULEZ; holding the and projectsthatwillsignificantlycontributeachievingtheemissionsreductionstarget,includingintroducing theT- Although wedonothaveanynewemissionsdataavailableyet,goodprogresshasbeenmadeondelivering the policies Targets
Baseline/ Historic Baseline/ Historic PI-2 Refer toLAEI PI-1 TfL Audit Reports The changeinannualNOxemissionsfromLondon’sbusfleet2016levels Emissions Inventory,whichcalculatesestimatedemissions The changeinannualNOxemissionsLondonfrom2013levels,basedontheAtmospheric 2013 2016 data data 6,050 busesthat hsya' agtTre y22 otrcn aaO rc?Datanextdue Ontrack? Mostrecentdata Targetby2020 This year'starget This year'starget meet EuroVI March 2019 standard by N/A Minimum ofa40% 90% reductionof reduction on2013 Approximately 2016 levelsby baseline byend Target by2020 emissions on end 2020 2020 Page 76 Most recentdata 40% reduction (March 2016- See baseline June 2018) On track? G G Dec 2018(this will providea Data nextdue new 2016 baseline) Q2 traffic lightisredasbasedoncurrenttrendstheforecastforZECtaxisaround3,000by2020. - Atargetof9,000ZECtaxisbytheend2020wasagreedpreviousadministrationwithtaxitrade. The ZEC taxisandincentivisedriverstoremovetheoldestvehiclesfromfleet. according totheneedsoftrade;andisinadditionexistingfinancialsupportplacereducecost ofnew This includesliaisingwithboroughstoidentifynewzeroemissiontaxiranks,andensuringinfrastructureislocated (compared with78asof1May).Uptakeandincentiveswillneedtobecloselymonitoredensureweremain ontrack. - Thenewpolicyhasrecentlycomeintoforceandwenowhave429zeroemissioncapabletaxislicensedin London Commentary an annualreviewisproposedbutfleetdatawillgiveindicationonprogress. There arenootherannualtargets.Progresswill,however,bereportedquarterly.Emissionsauditisresourceintensiveso ZEC taxiuptakeisreliantonincentivesprovidedtothetradeandotherpolicyinitiatives. https://tfl.gov.uk/info-for/taxis-and-private-hire/licensing/licensing-information. Taxi licensinginformationcanbefoundhere: Notes Baseline/ Historic PI-3 LAEI data The numberofzeroemissioncapable(ZEC)blacktaxislicencedinLondon 2016 data hsya' agtTre y22 otrcn aaO rc?Datanextdue Ontrack? Mostrecentdata Targetby2020 This year'starget N/A from taxifleetby 45% reductionin NOx emissions Minimum ofa end 2020on 2013 levels Page 77 429 taxisasof17 August 2018
R (December 2018) emissions audit Comprehensive Fleet data quarterly. reported- annually
Deliverables
Full implementation of two Low Emission Zones (LEZs) - the Central London Activity Zone and Canary Wharf Zone - for highly polluting diesel machinery used on construction sites (known as Non-Road D-1 Mobile Machinery, or NRMM).
By when? Success measures
• Compliance with the NRMM LEZ is monitored and measured through Mayor's Air Quality Fund- funded officers in participating boroughs, and reported quarterly through their NRMM project updates December • 100% of active machines on the register are eligible for use with the NRMM Low Emission Zone 2018 or have a valid exemption certificate • All boroughs specifying the NRMM standards as a planning condition on all proposed applicable developments, reported in their Annual Status Reports, by summer of the following year Phase? On track? Commentary
- Compliance is at 99.82% for active machinery on the register of NRMM hosted by the GLA and inputted onto by developers, in order to track the machinery that is being used on construction sites. "Compliance" means that the equipment registered meets the required NRMM LEZ standard. - An NRMM training event for boroughs was delivered at City Hall in July to raise borough understanding, expertise, and engagement. Delivery G - The GLA is jointly coordinating a UCL Masters project on hydrogen use at Heathrow airport to decarbonise and strip emissions from their airside equipment (all classified as NRMM). - The Green Machines NRMM recognition scheme pilot study is underway and recommendations will be available by the end of August. - Discussions are taking place with Film London, which is looking to make a commitment to reduce emissions from generator usage across London.
Page 78 hs?O rc?Commentary Ontrack? Phase? December ywe?Successmeasures By when? Delivery
2019 D-2 and exposure. 10 pollutedlocationstransformedintoLowEmissionNeighbourhoods(LENs)withreducedemissions cycle counts,pollutionmonitoring,andestimatedemissionsreductions • Reducedemissionsandexposure,asmeasuredthroughmethodssuchtraffic,pedestrian each zone • Deliveryagainstagreedactionplans,containingapackageofdifferenttargetedmeasuresfor • 5boroughandbusinessLENsdeliveredbyApril2019 A will beavailableinSummer2019. - MonitoringoftheLENsisongoingandareportintoimpactsbenefits improvements scheduledtobedeliveredinthesecondhalfofyear. - 6BusinessLENshavebeenannouncedanddeliveryisunderway,withon-street GLA andTfLareworkingcloselywiththeboroughofficerstoexpediatedelivery. no riskstodelivery,theamberratingreflectsthattimelinesforthisLENhaveslipped.The project canbecarriedforwardtoensurethatitstilldelivered.Althoughtherearenow three highwaysauthorities.However,ithasbeenagreedwithTfLthatfundingforthisone due tocomplicationsasaresultofthefactthatthisismajorprojectinanareawhichspans - TherehavebeensomesignificantdelaysinoneboroughLENtheIlfordJunction realm improvementsandconfirmedULEV-onlyzoneinShoreditch. Gardens inBarbican;andanewpublicsquareseriesofotherhealthystreets and aelectricbikeloanschemeinGreenwich;cargodelivery19CleanAir surcharge formeteredparkinginWestminster;aseriesofimprovementsalongTrafalgarRoad on-street improvementsdelivered.Thisincludes24newEVchargepointsandadiesel - 4of5boroughLENsaredeliveringwellandtoschedulewithmanyprojectslaunched Page 79
hs?O rc?Commentary Ontrack? Phase? Commentary Ontrack? Phase? April 2019 April 2018 By when? Successmeasures By when? Delivery D-4 Closed D-3 the congestionchargeforvehicleswhichdonotmeetstrictULEZemissionlimits. will deterolder,morepollutingvehiclesfromenteringthezonebycharginganadditionalfeeontop of Put inplaceanUltra-LowEmissionZonecentralLondonbyApril2019.The groups, suchasschoolchildren. London’s mostpollutedprimaryschools,anddeliveringanewairqualityalertssystemforvulnerable Protect vulnerablepeoplefromairpollutionbycompletingcomprehensivequalityauditsat50of Success measures by 2020reductiontargetforLondon. • ReductioninroadtransportNOxemissionscentralLondon,contributingtotheoverall40% • Levelsofvehiclecomplianceinthezone professionals, includingtargetedguidanceforactiontotakeondaysofhighpollution disseminating directairqualityalertsonbehalfoftheMayortoschoolsandhealthcare •Process inplacewherebyPublicHealthEngland,NHSEnglandandotherkeystakeholdersare the deliveryofactionsthatwillsitwithrelevantborough) • Impactsassessedfromabaselinealreadyestablishedateachschool(notingresponsibilityfor from TfL’sLocalImplementationPlanfundingstream. Recommendations fromtheauditscanbeimplementedbyLondonboroughsusingfunding can usethetoolkitandguidance,includingaudittemplate,tocarryouttheirownaudits. Eachofthe50reportswillcontainatoolkitandguidance.Otherschools primary schoolareas. • Primaryschoolauditreportsleadtoaseriesofclear,deliverableactionsforeachthe50 G G this forwardanddeliverablewillbeamendedaccordingly. programme ofauditsatnurseryschools.Sothereisnowanewworktotake funding todeliverairqualitymeasuresatthe50auditedschools,andanew Primary SchoolinWestminster.AtthevisitMayoralsoannouncedafurther£1m publication ofthereportscoincidedwithavisitbyMayortoStMary'sBryanstone The schoolsauditprogrammeisnowcomplete.50reportshavebeenpublished; - ULEZcompliancecheckeronwebsitetohelppeople checktheirvehiclesaheadoftime Page 80 GLA Projects
PROJECT INFO QUARTER 1 PERFORMANCE QUARTER 1 FINANCIALS (£000S) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget AQ Business Fund G AGGGGrant agreements signed and projects underway. Cap 973 0 Cleaner Vehicle Checker is complete and we are now AQ Cleaner Vehicle Checker G AGGGexpanding this to also cover used vehicles - expected Rev 93 0 autumn 2018.
AQ Schools and Nurseries Funding agreed; MD drafted; letters sent to schools; GAGG Rev 750 0 Programme G first meetings arranged.
MD will be ready for signing in August. It will approve AQ Programme (balance of AGGGfunding for LAQM work, health studies, mitigating Rev 860 58 Page 81 Page funding) G impacts of construction, among other things. APPENDIX 3C - Future Economy: Overview
What are the benefits we're pursuing for Londoners?
1) London’s economy is fairer and more inclusive – for all Londoners.
London has an internationally competitive business environment - from skills to infrastructure investment - that 2) supports sustainable growth, trade and investment.
3) London’s high growth sectors support its position as a global leader in innovation and creativity.
How well are we doing?
Governance and risk Targets and objectivesTimescales Spend GGAA
Updates Economic Fairness - Extensive consultation on Good Work Standard (GWS) has been completed. GWS sign-up by key suppliers will be monitored through the Responsible Procurement Implementation Plan. - MD2296 approved resources to deliver the Economic Fairness programme aims. Infrastructure - The Mayor's Infrastructure High Level Group has agreed to establish a unit to coordinate planning and delivery with a focus on high growth areas. The unit will tackle impacts from poor coordination - eg. congestion caused by streetworks - and support quicker delivery. - The Mayor successfully bid with TfL and 8 boroughs for funding from DCMS and secured £8.5m for the Connected London Full Fibre Network. TfL’s Underground network, and other assets, will support roll-out of gigabit- capable full fibre connectivity across the capital, starting in 2019. Sector Growth - The Mayor’s Civic Innovation Challenge was launched at London Tech Week (June 2018). - TechInvest targets are likely to be exceeded. - The MedTech London work programme for the year has been agreed. - Planning is underway to scale CleanTech London as a Mayoral business growth initiative. Highlights and progress - Planning has commenced for the development of London’s Industrial Strategy. - The Economic Development Strategy is being finalised. Skills Investment - Data for the 2016/17 academic year (now available) shows targets for that year pertaining to the Mayor's Further Education Capital Programme were exceeded. - The Skills for Londoners Round 2 prospectus has been updated in time for the launch at the end of August. - The Digital Talent Programme has been extended to March 2021. Delivery is on track. Adult Education Budget - The Mayor will submit a 'readiness self-assessment evidence checklist' to the Secretary of State for Education by 31 August, designed to demonstrate the GLA is ready receive £311m annual AEB funding from the 2019/20 academic year. We expect to have the final letter and MoU formally delegating AEB funding and power in the New Year. L&P - L&P’s new CEO has developed a 3-year strategy and led a major restructure to support delivery and get the right balance between staff and programme budgets. There will be a sectoral rather geographic focus as well as a focus on business and talent retention.
Page 82 Risks There is a risk that Brexit could negatively impact on London’s economy, social H cohesion, and the GLA’s access to programme funding.
There is a risk that central Government's approach through the national Industrial H Strategy, to rebalance growth, will divert funding and investment away from London
There is a risk that if additional funding is not secured for the operation of MedCity Risks and issues faced when GLA funding starts to taper from 2018/19 that delivery will need to be M significantly scaled down Issues There are no dedicated staff resources to support Mayor's economic fairness H programme Need to improve forecasting of Growth Deal spend to Government M There is increasing evidence that tourism numbers are suffering with predictions for M further falls in domestic tourism and from key markets Economic Fairness Launch suite of Economic Fairness indicators Oct-18 Launch Economic Fairness programme Dec-18 Launch Good Work Standard Dec-18 Create accreditation programme for Good Work Standard Apr-19 Infrastructure Secure funding for new infrastructure unit (via the Lane Rental Fund) Aug-18 Launch new version of Infrastructure Mapping Application Feb-19 Sector Growth
Commence sector engagement and drafting of London's Industrial Strategy Oct-18
Secure future MedCity funding from LEAP, OxLEP and the Greater Cambridge Oct-18 Greater Peterborough LEP Publish the Economic Development Strategy Nov-18 Agree with the Mayor's Office future plans to deliver CleanTech London ambition to Next steps: focus of next six Dec-18 promote and grow the sector months Commence planning to scale up the Mayor's Civic Innovation Challenge Mar-19 Skills Investment Skills for Londoners Capital Fund Round 2 launch Aug-18 The Mayor s Construction Academy Scheme (MACS): Initiation of revenue funded Dec-18 Hubs Digital Talent: Finalise Strand 3 procurement Sep-18 Digital Talent: Finalise Strand 5 procurement Oct-18 Digital Talent: Organise event targeting employers and young learners Nov-18 Digital Talent: Finalise Strand 2 Young Entrepreneur procurement Nov-18 Adult Education Budget (AEB): Draft delegation of funding and powers Sep-18 letter with an accompanying MoU AEB: Launch procurement, contracting and grant arrangements Oct-18 AEB: Final letter and MoU formally delegating AEB funding and powers; Feb-19 approval through MD L&P Increase L&P overseas presence in 5 new cities Nov-18
Page 83 Summaries & exception reporting
4 7 91% 42% Targets Objectives (key budgets) (key
Year-End Forecast Forecast Year-End Rev CapA SfL is forecasting an underspend of £9.7m (49%) against budget due to some Skills for Londoners G project spend going on hold. Although this will delay some outputs, overall the programme is on track.
reporting Further Education Exception Exception A circa £32m underspend is projected. Capital A
Page 84 Targets
Economic fairness: The number of a) employers who sign up to the Mayor’s Good Work Standard (GWS)
PI-1 and b) the number of people in their workforces that benefit from its policies.
Past years' data This year's target Target by 2021 Most recent data On track? Data next due Targets will be 0 set by end of TBC N/A TBC 2018/19 G N/A financial year Notes -The Mayor will launch the GWS in the latter half of 2018. In the following six months the GLA will develop an accreditation programme for employers working with extended GLA family and champion employers. The Economic Fairness Steering Group will create a target and evaluation plan as part of this process. For the time being, the rating pertains to establsihing the initiative. - The Intelligence Unit has created an economic fairness indicator set (including GLA Group employer data) on datastore (for release September 2018) Performance commentary
- Extensive consultation on Good Work Standard has been completed. The GLA Group Responsible Procurement Implementation plan includes an action to measure GWS by key suppliers. - There are more than 1,500 London Living Wage employers accounting for 3,000 shops, offices and street stalls in the capital. Collectively they have given over 50,000 of their staff a pay rise as a result of the revised LLW level.
Page 85 - Meta-evaluation:TheITTisexpectedtobepublishedimminently. and morethan1,000newslettersubscribers.Thesecondphaseofmarketingisnowinplanning. - Strand6:MarketingcampaignThefirstphaseofthehasconcluded,achievingover33,000click throughs and confidence,sharebestpracticeimprovetheircareerguidanceoffer. schools, sixthformcolleges,privateskillsproviders,FEcollegesandyouthorganisationstoimprovetheirdigital skills - Strand5:ContinuousProfessionalDevelopmentforDigitalEducatorsInprocurement.Thiswillenablesecondary with up-to-dateequipment. - Strand4:CapitalfundingOngoing,andisofferedtoallcurrentdeliverypartnerssupporttheirproject delivery partnerships. This projectwillimprovetherelevanceofhigherdigitalskillstraining(Level4+)throughimproveduniversity-SME - Strand3:HigherLevelDigitalSkillsInprocurementwiththeaimofputtinginplacecontractsbySeptember 2018. courses todatefromsixfundedproviders. training foryoungLondoneracrossarangeofdigitalspecialisms.111peoplehavecommencedfunded training - Strand2:DigitalSkillsTrainingThisisongoing.Sixnewdigitalskillstrainingcoursesarebeingfundedtodeliverfree - Strand1:DigitalLabsThishasconcluded. The Programmehasbeengivenagreenratingasallphaseshaveeithercompletedorareinprogress. iii) Thenumberofstart-upsandSMEssupportedtoaccesshigherleveldigitalskillspromotebusinessgrowth relevant digitalskillslearning,careersinformationandqualifications ii) Thenumberof‘educators’(schoolandFEteachers,trainersyouthworkers)supportedtodeliverindustry- the technicalandemployabilityskillsrequiredfordigital,technologycreativeentry-leveloccupations i) ThenumberofLondoners(establishedviaeligiblepostcode)aged16-24accessingnewtrainingcoursestodevelop This indicatorcomprisesthreeelements: Performance commentary Notes atyas aaThisyear'starget Past years'data PI-2a Skills: TheimpactoftheMayor'sDigitalTalentProgramme N/A 0 N/A i) 1,250Londoners Target byend ii) 400schools iii) 400SMEs 2020/21
Page 86 otrcn aaO rc?Datanextdue Ontrack? Most recentdata i) 111Londoners ii) 0schools iii) 0SMEs G Q2
*L&P areupdatingthemethodologyandcalcuationsfor GVAforbusinessaudiences.ThesewillbecompletedinAugust - Targetswereexceededfor 2017/18.Thefirstdatafor2018/19willbereported atQ2. Performance commentary ** Methodologyformeasuringretentionofbusinesshas justbeencompletedandwillbereportedendofQuarter2. methodology. and willreportedbyendofQuarter2.Thetargetislower incomparisontopreviousyearsduechangeof Notes Digital Skills.Theseprojectswillstilldeliverbuttolongertimescales. large projectshavebeendelayedsuchasLambethCollege,RichmondUponThamesAdaNationalCollege for for theacademicyears2015/16and2016/17.Numbersyear2017/18willbelessthanexpected as to completetheirbuildandcoursesheldwhichcanbeayearorsoaftertheprojectcompletes.Themostrecent datais and validatethenumbersthatprojectsgiveus.Themajorityoftargetwillbemeetafter2019/20as need - DatawillbecollectedyearlyintheQ2claim,whichisdueOctober2018.Wearecurrentlyreviewinghow wereceive Performance commentary iii) Thenumberofstudentsprogressingintoemployment;eitherjobsorapprenticeships dashboard. ii) Theimprovedlearning/trainingfloorspaceisconfirmedafterprojectcompletion.ThiswillbecollatedfortheQ2 completed thereforethisalagindatacollection. completed andcoursesheld.DataisthereforecollatedattheearliestinSeptemberayearafterprojecthas i) Thenumberoflearnersassisted(incoursesleadingtoafullqualification)isonlyavailableafterthecapitalworkshave Notes Past years'data atyas aaTi erstre agtb 00Ms eetdt Ontrack? Mostrecentdata Targetby2020 Thisyear'starget Past years'data PI-3 PI-2b i) £311m 2017/18 Skills: TheimpactoftheMayor'sFurtherEducationCapitalProgramme London i)economicvalue(GVA)forLondon;ii)thenumberofjobsretained Trade andinvestment:OutputsfromL&P'sworktoconvincevisitors,studentsbusinesscome to N/A 0 i) 5,000newlearners Target for15/16to assisted (incourses leading toafull apprenticeships iii) 500jobs/ qualification) i) £190m* ii)1000** 16/17 AY created courses leadingtoa improved learning/ learners assisted(in training floorspace Targets areset full qualification) iii) 17,662jobs/ ii) 92,800m2of apprenticeships Target byend i) 114,831new annually 2020/21 created Page 87 i) 7,823newlearners and apprenticeships iii) 973jobscreated otrcn aaO rc?Datanextdue Ontrack? Most recentdata (15/16 to16/17 Due August 2018** assisted starts AY) N/A G Data nextdue Q2 Q2
Deliverables
Improve the planning and delivery of sustainable infrastructure investment across the capital, sufficient
D-1 to support London’s projected growth in jobs and population and improve quality of life.
By when? Success measures
• Delivery of the London Plan is supported, including working through the Mayor's infrastructure high- level group to oversee city wide efforts to tackle challenges. • Funding: Develop a strategic cost and funding model of London's long-term infrastructure needs, using models to assess the potential tax impact of investment in London's infrastructure. [Q4 2018] • Coordination: Deliver phase 3.0 of the Infrastructure Mapping Application, bringing together strategic Various and detailed planning data related to infrastructure and development construction (to be delivered in two phases). [Q4 2018] • Establish new resources, funded by industry, to facilitate the more efficient planning and delivery of infrastructure. [Q4 2018] • Assess the potential to unlock investment ahead of demand in London's electricity distribution network. [Q3 2018]
Phase? On track? Commentary
- The Mayor's Infrastructure High Level Group in April 2018 approved a joint work programme to collectively tackle London's infrastructure challenges, including coordination, resilience, and making better use of data. In addition, this Group approved a business case for the GLA to establish an Infrastructure and Development Coordination resource that will work to address coordination challenges presented by growth, and realise faster ambitions set in the London Plan. The GLA will aim to secure funding for this £3m resource by end of August 2018 via the Lane Rental Fund. - Work is now underway developing an infrastructure cost and funding model, with Delivery G consultants appointed, and the project is on target for delivery in January 2019. This piece of work is being linked up to the delivery of a GLA Group Capital Strategy. - The GLA is in the process of progressing Phase 3 of the London Infrastructure Mapping Application, with Version 3.1 due for release in February 2019. A specification for work has been developed, and will shortly be released to market. - The GLA finalised a study examining legal considerations for investment ahead of demand in the electricity sector, and is in the process of assessing options as to how to take this advice further.
Page 88 hs?O rc?Commentary track? On Phase? December December By when? Success measures Success when? By Delivery
2019 D-2 priorities. of set and framework clear a through Mayor the by issupported keysectors ofLondon's growth The • Deliveryagainstthemeas Indu overgovernment’s • Influence services, lifesciences,lowcarb ur foradvanced • Sectoralstrategiesareinplace it. supporting oftheMayo haveaclearunderstanding • Stakeholders G Strategy, and how thestrategywillcontribute Strategy, and areliaisingwithBEIStoagreethe Officers The Mayor'sEconomicDevelopm ures defined intheEDS. ures defined on, tech and digital, tourism. digital, on, techand strial Strategysothatitprovid Page 89 ent Strategy is being finalised for publication inNov. forpublication finalised ent Strategyisbeing ban services, cultural/creative, finance and business business services,cultural/creative,financeand ban r’s vision for the future economy and theirrolein r’s visionforthefutureeconomyand timeline for delivery of London's Industrial Industrial ofLondon's timeline fordelivery to the National Industrial Strategy. totheNationalIndustrial es support to key London sectors. London tokey es support hs?O rc?Commentary track? On Phase? By when? Success measures Success when? By Delivery Various D-3 innovate, attractinvestment and grow. interventi targeted through enabled, has Mayor The face meetingswithmultinationalsandatleasttwo collaborati R&D more project, • ThroughtheBigB2SME companies topitchto.[Byend2020] ofdeployable By2020£7bn TechInvest programme. pitc techentrepreneurs focused to200growth • Up £14.8m inGVA(cumulati tothecreationof25additional contributes • MedCity initiatives, trainingworkshops accesstomarkets opportunities, throughnetworking London MedTech by to100SMEssupported • Up [By 2020] CleanTech SMEs.[By2020] th to100SMEs(TBC) toup delivered • Support be significantlyscaledupduri he climatechangeand of inequality, su and funding concept of receivepre-proof other firms • Mayor'sCivicInnovationChallenge(CIC)-15SMEs G London’s top10smartcitytechinnovatorsto of eventintheMayor TechInvest The3rd - MedT Sector Surgeryand Care & theNHS Accessing (including 15SMEs ‘Surgeries’ for to threementoring/support BrexitConferencetook Export - TheMedTech private sector market opportunities. for 2017/18 currently being finalised). finalised). for 2017/18currentlybeing targetsarebe but FDIstatsaredown, - MedCity investmentintheroom). of deployable secured to deliver a pilot MeettheMarketpr apilot todeliver secured totestearlystageinnovation start-ups enable aCleanTe topilot secured hasbeen - Funding shortlisted. finalists arecurrentlybeing the (June); TechWeek atLondon launched CivicInnovationChallenged - TheMayor’s ve) in2018-19.[By2019] ng 2019-2020tostimulatenewinnovation and MedTech Business alth directly withthemarket.(Th alth directly ech BusinessSurgeries). Page 90 rough CleanTech London, supporting the growth of thegrowth supporting rough CleanTechLondon, ons, London's science and technology sectors to to sectors technology and science ons, London's new products/servicescre h their innovations to investors through the Mayor’s h theirinnovationstoinvestorsthroughtheMayor’s capital will be represented cumulativelyfor represented willbe capital Awards acrossfivecategories.[End2019] receiving business growth support and up tofive up and growthsupport receiving business direct life sciences jobs (Year 1 FDI jobs), levering (Year1FDIjobs), lifesciencesjobs direct ons are enabled (including 20 SMEs having face to havingface 20SMEs (including ons areenabled pport to co-develop theirinnovationsintheareas toco-develop pport London’s TechInvest Programme showcased showcased TechInvestProgramme London’s ogramme intheCleanTech anaudienceof127in ch London innovation test bed project to project innovationtestbed ch London with local authorities. Funding has also beeb hasalsobeeb with localauthorities.Funding place in May (43 firms attended), in addition inaddition inMay(43firmsattended), place ing comfortably metoverall(finalFDIstats ing comfortably is pilot programme, ifsuccessful,will programme, is pilot andenableaccesstomarket.) ated peryear). vestors inJune(£456m sector focused on sectorfocused [Byend2020] hs?O rc?Commentary track? On Phase? By when? Success measures Success when? By Delivery Various D-4 key publicutilities. property for digital infrastructure, and seeing that digi Improve London’sconnectiv • Listoftopnotspotsiden • Guidancetocomplement • DigitalConnectivitypoliciesin • Publicationofstandardis • 4Gmobile connectivity willbeav [2018] call. DCMSfunding to boroughs with developed bids • Successful • Roadmapforresolutionofth G measures mapped and information and measures mapped ofOfcom's understanding - AComprehensive - Working with DCMS on their guidance portal. portal. - WorkingwithDCMSontheirguidance in alldevelopments. isrequired PlanproposingFTTP intheLondon included changeshavebeeb suggested - Early 2019. astan todeliver contracted - BSIhasbeen hasbegun. connectivity mobile 4G for provider acommercial of procurement - TfL Challenge Fund. withTfLonasuccessf - TheGLApartnered fibre network. have provision poor - 6areasofpreviously ity, tacklingLondon’s‘n ed mobilewayleave.[2018] tified. [End2017-Completed] the LondonPlandeveloped ree tosixnotspots.[End2018] London Planstrengthened.[By2019] ailable ontheUnderground. [By 2019] Page 91 shared with stakeholders. withstakeholders. shared otspots’, ensuringbettera tal infrastructure is given the same status as other as status same isgiventhe infrastructure tal dardised mobile access agreement by January accessagreementby mobile dardised been addressed through Connected London full London throughConnected addressed been ul £8.5m bid to DCMS full fibre network dataset has been developed, withkey developed, hasbeen dataset with stakeholders.[By2019] ccess topublic-sector
hs?O rc?Commentary track? On Phase? By when? Success measures Success when? By Delivery Various D-5 groups) andLondon’sbusinessesto Deliver askillssystem thatbetter meet the need for more skilledconstructi more meet theneedfor (MCA scheme academy aconstruction Theestablishmentof • London’s growingdigitaleconomy. thedevelo support to theDigitalTalentprogramme Launch • targetsTBC) deliverables / • Securing the devolution arrangement forthe transfer ofAEB to the Mayor in 2019/20 by spring 2018(AEB andqualityofwork-basedrelevance training • Skills for Londoners capital investments capital Londoners Skillsfor • work (targetsTBC). oranapprenticeship inthenumberanddiversit Anincrease • (European SocialFund)programmes (targets TBC). ESF funded match AEBand devolved the of part as groups vulnerable most the to support targeted Increase • Skills forLondonersTask andFinishGroup byMay2018. • A clear planofactionforLondontoincrease the num sector stakeholders ahead ofits publication in May 2018. • Endorsementandbuy-into A out over summer 2018. The programme is out oversummer2018.Theprogramme Bloomberg UKHeadquarte at people young TechCareersFairfor ataDigital& launched was - Theprogramme Digital Talent Programme dependent on DfE). our there arestillsomeuncertaintiesaround - AEB August). of attheend Fund Capital theSfL of part as commence (will investment Stage3-capital and (pending), Hubs for revenue funding - MCAS We are on schedule to launch funding rules procurement documents in October; however, however, inOctober; documents rulesprocurement tolaunchfunding Weareonschedule MCAS Will be delivered inthreestages:S delivered MCAS Willbe the Skills andAdult EducationStrategyfr meets theneedsof allLondoners accesstheskillstheyneed. y ofadultlearners inLondonprogre on workers in London (targets TBC). (targets inLondon workers on result in increased employer engagement employer result inincreased rs on28February2018.Mostof in some ofLondon’skey sectors (Ongoing). Page 92 ber ofhigh-quality apprenticeships, developed throughthe pment of a talent pipeline to meet the skills needs of meettheskillsneedsof atalentpipelineto pment of on track and ongoingtillMarch2021. on trackand S), inconjunction withthe tage 1 - Quality Mark (complete), Stage2- Mark(complete), tage 1-Quality MoU and when we will receive funding (thisis whenwewillreceivefunding MoU and om London’sboroughs,businessesandskills (including themost disadvantaged ssing intofurther/higher level learning, the procurementwillbecarried in further education to ensurethe to infurthereducation housebuilding industry,to hs?O rc?Commentary track? On Phase? Commentary track? On Phase? By when? Success measures Success when? By measures Success when? By Delivery Delivery Various D-7 Various D-6 London Growth Hub busine entrepreneurship and enterprise promote and Invest sector. education further inLondon’s leadership and teaching Skills for LondonersFundandFurt Partnership, Action Economic London the Through Further activityandassociatedobject 2019/20). • Support120SMEemployeestoprogresstheirca (2018/19-2019/20). Note FEC Fund performance isno performance FECFund Note • Achieveatleast90%satisfactionr completed]. through face-to- atleast2,000businesses • Support • reductionof6,500studentsnotined (SEND). disability and needs educational • ofwhich5,500arespecial (in course • 40,000newlearnersassisted Fund Londoners for Skills • Support180Londonersthatfacepa through business tostarttheirown Londoners • Inspire 2017/18) [Partcompleted]. • Reachover 100,000uniqueusers on Growth Hub. A A spend is forecast from Q2 onwards. onwards. isforecastfromQ2 spend as todate withminimalspend but areprogressing 1projects 2.ThelargeRound Round successfollowinganevaluation a resounding we 1isprogressing Round forLondoners - Skills isasuccess. this round previous 29th2018.Lessonslearntfrom August intimeforthelaunchon updated hasbeen 2prospectus Round forLondoners - TheSkills 92,854 uniqueusersduring 2017-18. asatisfactionrating of96%. indicate projects - The GrowthHubevaluationwi thetarget. 18 exceeding into a'Hub&Spoke'model. Over6,000busine delivery Hub theGrowth toexpand outcome) for sought(waiting was funding - Additional su business hasdeveloped theteam - ThroughQ1, site,an functionalityoftheweb improving todelive continued GrowthHub - TheLondon ss supportinitiativeandotherLEAP her EducationCapital Fundtoim w measured bya dedicated PI. ating from users for face-to-face an ives tobeidentifiedfor2018/19and2019/20. rticular barrierstoentrepreneur www.growthhub.london andover 1, ucation, employmentortraining(NEET) s leading toafullqualification). s leading Page 93 ll concludebyend2019.Early invest £214.1m of Growth Deal Funding into the the into Funding Deal £214.1mofGrowth invest through the London Economic Action Partnership’s Partnership’s Action Economic London the through reers oraccessemployme face business advice (by end of 2017/18) [Part [Part of2017/18) end (by advice face business d adding relevant and topical information. advice, triage, events, case studies and mentoring. and triage,events,casestudies advice, User figures are slightly under target,with Userfiguresareslightlyunder r work that will enhance the web portal by by portal thatwillenhancetheweb r work sses receivedfacetoadvice during2017- d it will enable organisations to bid for organisationstobid itwillenable d rounds have been incorporated toensure incorporated havebeen rounds ll: the Development Support Fund has been hasbeen Fund Support ll: theDevelopment funded programmes andinitiatives. pport activities that start delivering inQ2. activitiesthatstartdelivering pport prove thequalityof facilities, ship tostarttheirownbusiness d online support provided bythe 500 registered users (byendof nt withinSMEs(2018/19- indications fromindividual Projects
PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget Economic Fairness (including There was no spend Q1. The MD approving the AAAG Rev 500 0 Good Work Standard) A programme was, however, signed in July 2018.
Q1 was spent developing and expanding the face to London Growth Hub A GAGGface offer for the London Growth Hub and improving Rev 0 -17 the functionality of the web portal.
Economic Strategy BUDGET MONITORING ONLY Rev 60 40
Page 94 Page - L&P’s new CEO has developed a new 3-year strategy and led a major restructure to support delivery and get the right balance between staff and programme budgets. There will be a sectoral rather geographic foci as well as a focus on business and talent London & Partners A AAAGretention. Rev 13,655 4,010 - Reporting against new targets is somewhat behind schedule due to development of new methodologies for calculating GVA. Without data we do not have a full picture of how well L&P activities are converting into impact and growth for the London economy.
Tech.London Innovation & Growth AGGGOn track. Rev 390 0 (including Civic Innovation) G
- There are serious concerns regarding the sustainability of funding post 2018/19. MedCity GRAG Rev 375 94 R - Progress against 2018/19 milestones is broadly on track. PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget Infrastructure Investment G GAGGOn track. Rev 415 18
- 11 projects have completed their build and spend Rev 868 20 will be completed shortly. - 6 projects are still in delivery and 1 project Lambeth Further Education Capital G A G A A is pre-approval as it resubmitted their application following the previous project becoming unviable due Cap 50,335 287 to the collapse of Carillion.
- The SfL CF is made up of: 61 projects in delivery; Rev 1,956 0 and 2 projects in pre-grant agreement. Projects are progressing well and spend is on target. Page 95 Page Skills for Londoners Fund GAGA G - 1 project's pre-grant agreement is currently on hold until a decision is made on location (College of North West London (£10m)). Cap 19,633 -29
Deliverables are yet to be determined. Will be Mayor's Construction Academy AARAdetermined in post-grant award negotiations by Rev 566 0 Scheme A December 2018.
Programme delivery and expenditure are mostly on track. There have been some delays in procuring Rev 1,093 31 Strands 3 and 5. These projects will therefore have a shorter delivery timescale than originally expected and Mayor's Digital Talent Programme G G GAAcould have an adverse impact on the expenditure, outputs and outcomes of the overarching programme. However, this has been mitigated by securing a programme extension from the LEAP Board to March Cap 1,835 0 2021. PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget
We are on track with our proposed timelines; however, AEB Devolution A AAAAsome deliverables are dependent on DfE and ESFA Rev 2,217 383 sharing information. Any delays could have an impact. Page 96 Page APPENDIX 3D - Social Integration: Overview
What are the benefits we're pursuing for Londoners?
Relationships: Londoners from different backgrounds to be able to connect with each other through a range of 1) shared activities and develop London’s inclusive identity.
Participation: As many Londoners as possible play an active role in their community and city, and are involved in 2) the decisions that affect them.
Equality: The inequalities that divide Londoners are reduced and barriers to social integration for particular groups 3) are tackled.
How well are we doing?
Governance and risk Targets and objectivesTimescales Spend A AAG
Updates
C&SP - Guidance to support Young Londoners to secure their immigration status was launched. - 5 pilots with boroughs testing the impact of embedding active citizenship opportunities at ceremonies were completed. The findings will be prepared for Q2. - The London Family Fund received 276 applications. - The European Londoners micro grant scheme was launched. The grants will support work with civil society to reach Europeans most at risk of marginalisation post-Brexit. - New targets are in development with the Intelligence Unit. Team London - 500 Team London Ambassadors are currently actively volunteering across 9 sites. Ambassadors have supported the Commonwealth Heads of Government Meeting, Feast of St George, Virgin London Marathon and other events. Highlights and progress - The Young Ambassadors project is engaging schools through workshops, assemblies and youth summits. Our delivery partner met its PI for the academic year, booking 89 school visits (78 had been delivered by end of June) and 18 PRU and SEND visits. 68 young people attended a first City Hall youth summit, which was about gender equality. Over 5,400 young people have been engaged so far. Sport - The Sport Strategy was launched for consultation on 20 July. - The Mayor launched his Young Londoners Summer Activity at Hackney Wick FC, one of hundreds of activities he is funding to keep young people away from crime. - The Mayor launched his Civic Innovation Challenge during London Tech Week. Two challenges are funded by the Sports Team to explore how technology can improve physical activity and combat lonliness and isolation.
Page 97 Risks European Londoners: Information on settled status is delayed because of delays to Government negotiations with the EU and/or the Home Office system for settled M status applications Cross-cutting: Stakeholder expectations exceed what it is possible to deliver in M terms of positive change Citizenship & Integration Initiative, European Londoners: Campaigns on secure status (#GetStatusSecure and #Londonisopen) do not reach as many Londoners as L Risks and issues faced intended Philanthropy review: Recommendations are not deliverable L Issues Cross-cutting: Procurement delays are leading to delays to projects and their M deliverables Volunteering: There are delays to the new Team London website M Sport cross-cutting: The Sports Team has been affected by constrained staffing M resources Social Integration Set up an expert group to advise on Social Integration Sep-18 Award London Family Fund grants Sep-18 Launch Political Literacy Resources for 16-18 year olds Sep-18 Launch Beta version of the European Londoners Portal Oct-18 Host Workforce Integration Network Job Fair Oct-18 Launch guidance for professionals supporting Young Londoners to access secure Oct-18 status Host the Mayoral Citizenship Ceremony Nov-18 Launch Citizenship Ceremony guidance Nov-18 Publish WIN research findings Dec-18 Survey of Londoners Dataset with full results delivered to GLA Dec-18 Next steps: focus of next Launch Social Integration Design Lab Jan-19 six months Team London Ambassadors (TLA) / Young Ambassadors (TLYA) TLA volunteering celebration event Sep-18 Successfully complete the TLA summer programme Nov-18 TLA successfully support Rememberance Centenerary events Nov-18 Procure contracts to support delivery of the 2019/20 TLA programme Dec-18 Launch of the Team London Young Ambassadors toolkit Sep-18 TLYA Museum of London Youth Summit on theme of Suffrage Nov-18 Sports Unites & Strategy Sports Strategy consultation closes Oct-18 Young Londoners Fund small grants decisions made Nov-18 Laureus Model City London coalitions established Dec-18 London Together Fund delivery begins Jan-19 Active Londoners delivery begins Mar-19
Page 98 Summaries & exception reporting
1 6 97% No Cap Ex Targets Deliverables (key budgets) (key Year-End Forecast Forecast Year-End
Plans for a Mayoral Citizenship Ceremony have taken longer than anticipated but Citizenship and are underway and due for Q3. CII advisers have not yet produced plan for Integration Initiative A embedding legal advice for Young Londoners in GLA programmes - this is needed (CII) to reassure us re expenditure and deliverables.
The Sports Team have been significantly under-resourced for the past 12 months,
Exception reporting Exception Sports Unites A which has impacted on timescales and spend. Two roles have now been filled in recent weeks and recruitment is underway to two others.
Page 99 Targets
More Londoners volunteer as a result of GLA programmes PI-1
Past years' data This year's target Target by 2020 Most recent data On track? Data next due
Q1 18/19: 6,639 16/17: 37,305 25,000 100,000 Mayoral term to Q2 17/18: 21,714 G date: 65,658
Notes
This PI includes: Team London Ambassadors and Major Events, Team London Young Ambassadors, opportunities taken through the website and other TL events, HeadStart, Enterprise Advisors and projects that focus on the development of life skills through volunteering. The PI counts the number of instances of volunteering, rather than the number of individuals volunteering. The diversity and home borough of volunteers is also tracked.
Commentary
- Overall, performance is ahead of profile for the Mayoral term. - Positive Q1 numbers are supported by volunteering through the Team London Ambassadors summer programme. - However, there remains an issue with the Team London website, which was due to be built by now (delayed by up to a year). We anticipate still higher volunteering numbers when that launches. A new website supplier has been procured and we are awaiting confirmation of timelines. A long timeline may put at risk ongoing above target performance.
Londoners actively participating or volunteering in sport as a result of GLA sports projects [to be
PI-2 developed] Notes
A measure of the impact of Sports Unites, which will also encompass outputs from major events funded through the GLA's community engagement fund, in addition to grassroots activity. Indicators and targets will be articulated more fully later this year.
Commentary
We are currently working with projects to develop funding agreements and set targets. The first funding agreements are being entered into now and this will support target setting for part of Sports Unites. The first outputs are likely to be reported around quarter 4.
Page 100 once thePortalislaunchedinbetaOctober2018andfullyMarch2019. email updatesbetweenMarchandJune2018.The#LondonIsOpencampaignwillbeusedtomarkettheportal further Portal wasaccessedby9,500LondonersinthefirstweekofitslaunchMarch2018and1,940peoplesigned upfor - Onii),weaimtoreach100,000EuropeanLondonersthroughtheonlineportalby2020.Theholdingpage forthe marketing campaignisplannedforlaterin2018. - TheYoungLondonersguidancewasreleasedonlineinJuly2018butwithoutmarketing.#GetStatusSecure the onlineguidanceby2020,usingour#GetStatusSecurecampaign. - Ouroveralltargetistosupport110,000Londonersby2020.Oni),weaimreach10,000Young through Commentary landing page(launchedinMarch2018)whichinvitesuserstosignupreceiveupdates. - ItisimportanttonotethattheEuropeanLondonersPortalhasnotyetgoneliveatmomentwejusthavea - Notethatbecausethemeasuresarestillbeingfinalisedtargetsmaybeadjustedbeforereportingcommences. their statusthroughGLAsupport,butthesenumbersaredifficulttocollect. London visitorsonthesite.WerecogniseitwouldbemoreidealtomeasurenumberofLondonersactuallysecuring status, andii)accessingouronlineportalforEuropeanLondoners.Thesewillbemeasuredasthenumberofunique and Digital.ItwillcountthenumberofLondoners:i)accessingouronlineguidanceforYoungLondonerswithinsecure - ThisisanewmeasureforSocialIntegration.ItbeingdevelopedwiththeinputofIntelligenceUnit,Marketing Notes atyas aaTi erstre agtb 00Ms eetdt ntak Datanextdue Ontrack? Mostrecentdata Targetby2020 Thisyear'starget Past years'data PI-3 accessing theonlineportalforEuropeanLondoners individuals accessingonlineguidanceforYoungLondonerswithinsecurestatus;(ii) Number ofLondonersreceivingGLAsupporttosecuretheirimmigrationstatus,brokendownby(i) N/A 55,000 (i.5,000 [provisional] ii. 50,000) [provisional] ii. 100,000) (i. 10,000 110,000 Page 101 N/A A Q3 approaches whichcanthenbereplicatedandscaled. innovations whichworkwithfamiliesoverasustainedperiodtoachievechange,identifyingthemostimpactful evaluation willcomeout).ThenumberoffamiliesisnotlargebecausethefocusFundondeveloping benefit totheirsocialintegrationoutcomes(e.g.thediversityofrelationships)bySeptember2019(when the We aimtohavereached150familiesby2019and3002020.for60%ofengaged toreport Commentary their socialintegrationimpactwhichisbeingundertakenbytheIntelligenceUnit. projects. Thesecondfigurewillbereportedannually,basedontheevaluationofLondonFamilyFundprojectsand grantees oftheLondonFamilyFund,whowillreportquarterlyonnumberfamiliesengagedthroughtheir i) thenumberoffamiliessupported,andii)proportionreportingabenefit.Thefirstfigurewillbeprovidedby This isanewmeasureforSocialIntegration.ItbeingdevelopedwiththeinputofIntelligenceUnit.willinclude Notes atyas aaTi erstre agtb 00Ms eetdt ntak Datanextdue Ontrack? Mostrecentdata Targetby2020 Thisyear'starget Past years'data PI-4 different backgrounds;(ii)theproportionthatreportabenefit London FamilyFund:Numberoffamilies(i)supportedtodeveloprelationshipswithpeoplefrom / (i)150 N/A (i) 300(by2020) (ii) 60%(atSept 19) Page 102 N/A G (i) Dec18(ii)Sep 19
Deliverables
Strategy: The Mayor’s vision for social integration in London is widely communicated through and
D-1 underpinned by a comprehensive strategy that includes actions to turn that vision into reality.
By when? Success measures
• The strategy is formally launched by spring 2018, and partners and London communities comment Spring positively that it sets out a vision around which Londoners can unite. 2018 (and • New initiatives launched in the strategy are effectively delivered (to be reviewed at the end of each ongoing) financial year, complemented by evaluations of specific initiatives). • Teams across City Hall align their work with the goal of improving social integration.
Phase? On track? Commentary
- The Strategy was launched in March 2018 and the majority of the new initiatives have been publicly launched. The final flagship programme - the Social Integration Design Lab - will be launched by Q4 this year. Ongoing G - Bids to the first round of the London Family Fund, which received 276 applications, have been shortlisted and are on track to be selected and announced in Q2. - This deliverable will be refocussed ahead of Q2 reporting.
Social Evidence Base: Launch of a dashboard of social integration measures for London that allows City Hall to understand and track progress, plan strategically for what and how to improve social integration, D-2 and advocate for policy change by others.
By when? Success measures
• A robust, widely-supported set of measures is established, and data are published and widely accessed and used. December • Methods for collecting new data to fill gaps in the evidence base are established and are producing 2018 useful findings. • Data sharing partnerships are established with London boroughs to share data on social integration and inform policy making.
Phase? On track? Commentary
- Draft social integration measures were published in March 2018. Fieldwork for a Survey of Londoners has been slightly delayed in order to get the survey questions right. This will mean we complete the final set of social integration measures by February 2019 rather than December 2018 (as originally planned). - Procurement has completed on a project that will deliver innovative evidence on the impact Delivery A of welfare reform in London. Procurement is underway on a scoping study for further innovative data sources to track social integration and other priority outcomes. - Finally, partnerships with boroughs have begun on an informal basis, but are already bearing fruit with data being shared on voter registration and work with Waltham Forest on their data collection methods via the Integrated Areas programme.
Page 103 hs?O rc?Commentary Ontrack? Phase? ywe?Successmeasures By when? Delivery Apr-19 D-3 and celebratediversitybuildsharedidentity. citizenship amongLondoners;facilitatethepathwaytoforLondonerswithinsecurestatus; involving policydevelopment,advocacy,pilotresearchandproductionofguidance,toincreaseactive Citizenship andIntegrationInitiative:Implementasuccessfulpartnershipprogrammewithcivilsociety to all. • AnewprogrammeofworkisestablishedtocelebrateLondonidentityandshapeacitythatwelcoming schools. • YoungpeopleareaccessingpoliticalliteracyresourcesthroughtheLondonCurriculuminsecondary registration) incitizenshipceremonies,andlearningissharedacrossLondonboroughs. • Innovationsaredevelopedaroundembeddingactivecitizenshipmodels(e.g.volunteering,voter including youngLondonersandvulnerableEEA+Nationals. • PolicymakersandpractitionersaremoreawareoftheissuesfacingLondonerswithinsecurestatus, status toaccesstheircitizenshipandresidencerights. • WrittenguidanceisavailabletoyoungpeopleandschoolssupportLondonerswithinsecure A launched inQ2.Londonidentitiesresearchhasbeencompletedandwillbe - ThePoliticalLiteracyresourcesfor16-18yearoldshavebeenproducedandwillbe have takenlongerthananticipatedbutareunderwayanddueforQ3. citizenship. PlansforaMayoralCitizenshipCeremonytodisseminatethisworkacrossLondon completed inQ2Ealing.Researchersaremeasuringtheimpactthesehaveonactive Dagenham, Bexley,Hounslow,SouthwarkandWestminster).The6thfinalpilotwillbe - CitizenshipCeremonyPilotshavebeencompletedin5LondonBoroughs(Barking& and whichsoughttheirinputtoshapetheMayor'sworkonthisissue. 70 YoungLondonersattendedtheForumatCityHallwhichguidancewaslaunched, July 2018.A#GetStatusSecurecampaigntoreachmoreyoungLondonersisindevelopment. - GuidanceforYoungLondonerswithinsecurestatuswaslaunchedontheGLAwebsitein Page 104
hs?O rc?Commentary Ontrack? Phase? ywe?Successmeasures By when? Delivery Mar-19 D-4 migrant andrefugeecommunitiesinLondon. Refugees andMigrants:Workwithstrategicpartnersachievesareductioninspecificbarriersfacing individuals andfamilieswithnorecoursetopublicfunds,unaccompaniedasylum-seekingchildren. understanding issueswithandimprovingLondon’sapproachtoasylumaccommodationsupport, as: managingtheimpactofEUreferendumresultonLondonersatriskmarginalisation;and Panel (MRAP)playastrategicroleinaddressingthebarriersandissuesfacingmigrantsLondon,such • TheLondonStrategicMigrationPartnership(LSMP)andtheMayor’sMigrantRefugeeAdvisory marginalisation post-Brexit. access theGovernment’s‘settledstatus’.Outreachworkensuresthatadvicereachesthoseatriskof • DesignanddeliveryofaPortaltoprovidereassuranceadviceEuropeanLondonersseeking employers, landlordsandcivilsociety. refugees toresettleinLondondueCityHall’sworkwithboroughcouncils,communities, • London’sapproachtothecommunitysponsorshipofrefugeesisstrengthenedandablehelpmore potential providersofESOLinLondon. support. LearningisappliedtofutureESOLinvestmentandusedinfluenceemployersother the accessibilityandsuitabilityofEnglishlanguageprovision,especiallyforlearnerswhoneedgreater • EnglishforSpeakersofOtherLanguages(ESOL)pilotsaredeliveredthattestoutinnovationstoincrease G including onissuesoftheintegrationsupportofferedtoasylumseekers. - TheLSMPandMRAPhavebeenstrengthenedarebeginningtoachieveimpact, advice andguidancearecurrentlyoutfortender. programme ofsmallgrantsforcommunitygroupsandaspecificationmappinglegal - TheEuropeanLondonersPortalisindevelopmentandontrackfordeliveryQ3.A accommodation canbeovercome. Work inQ1includedameetingofhousingproviderstodiscusshowthebarriersrefugee - OurResettlementCoordinatorcontinuestosupportcommunitysponsorshipacrossLondon. Adult EducationBudgetdevolution. coordinator inQ2,whowillsharelearningacrossLondonandpartnerwiththeSkillsTeamon one employertodeliverESOLemployees.Plansareinplacerecruitan antenatal supportandEnglish-languagelearning.Match-fundinghasalsobeenallocatedto employment opportunitiesthroughthelocalHousingAssociation,otheriscombining - TwoESOLPluspilotsareunderway;onelinksupadultlearnerswithvolunteeringand Page 105
hs?O rc?Commentary Ontrack? Phase? Commentary Ontrack? Phase? working to June 2018 June 2018 ywe?Successmeasures By when? Successmeasures By when? Delivery Delivery Dec 18]
D-6 [now D-5 includes keyactionsthatturnvisionintoreality Philanthropy: TheGLAandMayor’sroleinsupportingenablingphilanthropyLondonisclear on socialintegration. comprehensive strategythatincludesactionstoturnvisionintoreality,inparticularthosefocused Sport: TheMayor’svisionforsportinLondoniswidelycommunicatedthroughandunderpinnedbya reviewed attheendofeachfinancialyear,complementedbyevaluationsspecificinterventions) • Philanthropyactionsareimplemented,impactfulandcomplimentarytostakeholders’work(tobe philanthropy withclearrecommendations • Completionofreview,highlightingwheretheGLAcanbemostimpactfulwhensupportingandenabling end ofeachfinancialyear,complementedbyevaluationsspecificprogrammes). • SocialIntegrationactionswithinthestrategyareimplementedandimpactful(tobereviewedat that itsetsoutavisionaroundwhichtheycanunite. • AstrategyisformallylaunchedbyJune2018andpartnersLondoncommunitiescommentpositively A A actions. - Theambertrafficlightreflectsuncertaintyuntilrecommendationsaretranslatedinto role insupportingphilanthropySeptember. - OurdeliverypartnerwillpublishinitialrecommendationsabouttheGLA/Mayor'sOffice deadline of12October2018. The draftSportsStrategywentourforpublicconsultationon20July,witharesponse Page 106 Projects
PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget Development of Strategy (Social BUDGET MONITORING ONLY Rev 146 15 Integration) Social integration measurement G AAGGSee D-2. Rev 485 18
The London Family Fund G GGGG Rev 430 0 Deadlines for deliverables and expenditure Workforce Integration Network have slipped due to capacity issues. AGAA Rev 190 0 (WIN) A Recruitment of the WIN coordinator should
Page 107 Page help.
Deadlines have slipped for expenditure due to Social Integration Design Lab G AGGAcapacity issues. With the recruitment of a Rev 50 0 Grade 5 post, this is being resolved.
Issues have bee experienced engaging English for Speakers of Other employers with ESOL: few bid for funding. GAGA Rev 200 0 Languages (ESOL) Plus G Spending the budget is contingent on the prompt recruitment of an ESOL coordinator.
Development of Mayoral Citizenship Ceremony has taken longer than anticipated Citizenship & Integration Initiative AGGAso timescales and expenditure were reprofiled. Rev 340 16 (CII) G A clear plan is needed for spending funding for legal advice for Young Londoners. Delays in signing grant agreement means the Refugee and Migrant Policy & new Grade 8 post will be recruited in Q2 rather AGGG Rev 0 19 Projects (UKVI budget line) G than Q1. The absence of a staff member due to sickness has impacted some timescales.
There is a risk that the Portal drives too many people to London legal services; and a risk European Londoners G GAGGthat delays in Home Office timelines hamper Rev 200 0 the GLA's ability to provide clear guidance on the Portal.
Team London: Social Integration The Team London Ambassadors and Team (Visitor Welcome, Team London G GGGGLondon Young Ambassadors programmes are Rev 343 28 Young Ambassadors) both running on time and hitting all targets.
The Sports Team have been significantly under- Page 108 Page Sports Unites A AAAAresourced for the past 12 months which has Rev 2,567 84 impacted on timescales and budget slippage. APPENDIX 3E - Culture and Creative Industries: Overview
What are the benefits we're pursuing for Londoners?
1) Increase access to and engagement with culture and the creative industries.
2) Protect and grow cultural and creative industries’ infrastructure. 3)
How well are we doing?
Governance and risk Targets and deliverables Timescales Spend AAAG
Updates
- The statue of Suffragist leader Millicent Fawcett was unveiled in Parliament Square in April, a key pillar of the Mayor’s #BehindEveryGreatCity campaign. In June, the GLA supported PROCESSIONS, also part of the 2018 Centenary programme. - The 10th annual Fourth Plinth Schools Awards took place at City Hall in April. More than 4,000 students entered the competition, a 13% increase on the previous year. - The London Games Festival took place in April. This included the Games Finance Market, the BAFTA Video Games Awards, and a women in games networking event, among other things. Since 2015, we have invested £1.2 million in the games sector leading to £30 million of new investment in games development and production in London. Progress commentary - 43 Culture Seeds grant funding applications have been considered, after applications opened on 1 May 2018. 13 grants totalling £57,282 were awarded in Q1 2018/19. Projects include supporting volunteer groups who have worked at Grenfell; a music project in residential care settings in Redbridge; a summer arts project for young people at risk of exclusion in Bromley; and writing workshops for BAME women in Hackney. The success rate for Q1 applications was 30%. - Sounds Like London took place throughout June, a month long programme of events supporting grassroots music venues, emerging talent and shining a spotlight on women in music. Some 250 events across the campaign created an estimated reach of 4.2 million on social media.
Risks Further delays to the restructure of the Culture and Creative Industries Unit mean M delivery is further affected by staffing constraints The Creative Land Trust is unable to deliver on its potential due to insufficient M resources / an ineffective governance model Issues Risks and issues faced The Culture Unit restructure has been delayed and will now be part of the budget setting process. The impact on resources to deliver programmes will now be H reviewed and some programmes will be scaled back/paused Due to the delay in the proposed restructure of the Culture Unit, there will be no staffing resource to deliver the Love London programme. The programme will be M reviewed and possibilities of combining it with other strands of the Culture programme will be investigated.Page 109 Delivery of Gigs final and wrap up of Gigs Summer activity Sep-18 London Design Festival & Awards; London Fashion Week Sep-18 Mayor's Film Gala during London Film Festival Oct-18 London Borough Of Culture: Finalising and signing off all remaining Oct-18 funding agreements
Promotion and launch of Waltham Forest London Borough Of Culture programme Nov-18 Launch Cultural Infrastructure Plan GIS map and publish full Cultural Infrastructure Nov-18 Plan Assessment of applications (August to October) and announcement of winning Nov-18 Creative Enterprise Zones Next steps: focus of next London Borough Of Culture - Launch of Film Merton - Cultural Impact Award Nov-18 six months winner World Cities Culture Forum annual summit in San Francisco and new report Nov-18 launched Delivery of Fourth Plinth Schools Awards Nov-18 Launch of Creative Land Trust with funding partners Nov-18 Planning application submitted for East Bank development Nov-18 Culture Strategy and implementation plan presented to London Assembly Dec-18 Final Night Time Commission report delivered to the Mayor Dec-18 Launch programme for London Games Festival 2019 Jan-19 Global Night Time Summit delivery Feb-19 Design development for new Museum of London Mar-19 Culture Seeds - deliver grant rounds 3-22 (August to March) Mar-19
Summaries & exception reporting
3 6 98% 100% Targets Deliverables (key budgets) (key
Year-End Forecast Forecast Year-End Rev CapA
London Borough of Although green overall, some grant payments may slip into next year, potentially Culture G resulting in an underspend of circa £0.5m. Grants may not be committed until next year, resulting in a 2018/19 underspend. Creative Enterprise The project is also currently being managed by an agency temp worker due to the Zones A resignation of the Senior Policy Officer.
The programme is behind schedule due to research findings and amending the Exception reporting Exception Love London A focus of the project.
Page 110 Targets
i)Jobs and ii) apprenticeships created through programmes supported by the Mayor’s culture & creative
PI-1 industries funding
Past year's data This year's target Target by 2020 Most recent data On track? Data next due
i) 5,709 i) 3,000 jobs ii) 71 ii) 20 apprentices and i) 9,300 i) 1,325 Q2 75 trainee roles ii) 645 ii) 0 G 2017/18 delivered Notes
- The scope of this indicator is primarily Film London and the British Fashion Council. Targets and measurement are written into the funding agreements for delivery partners. - Creative Enterprise Zones will also contribute to this indicator and will be incorporated into the target once funding agreements are in place and targets have been specified in autumn 2018 (not currently included in the target).
Commentary - Jobs, apprenticeships/trainee targets from CEZs will be added to this indicator once the three action plans are in place for the first Mayoral funded CEZs (estimated announcement date October/November 2018.) - For Q1, Film London delivered 730 employment opportunities as a result of film productions they have supported, and 595 employment opportunities generated as a result of TV productions. - The British Fashion Council and London Design Festival will report on this performance indicator by the end of Q2, with the bulk of their funded activity having not taken place yet. There is no indication that British Fashion Council and London Design Festival will not deliver these targets (hence the green traffic light).
Funding levered in to cultural projects and programmes through match/ complementary funding PI-2
Past year's data This year's target Target by 2020 Most recent data On track? Data next due
£1.82m We will not set a target N/A £0 N/A Q2 2017/18 Notes
- To ensure funding leveraged can be measured consistently and meaningfully, the methodology developed will take into account all grant funding and sponsorship secured for programmes that are directly delivered by the Culture & Creative Industries Unit. These currently include: Fourth Plinth, London Borough of Culture, Creative Land Trust, 2018 Suffrage Programme, Gigs, Cultural Heritage programmes, World Cities Culture Forum and Thames Estuary Production Corridor. - Programmes and opportunities fluctuate year by year according to policy and therefore so will funding received.
Commentary - Officers are actively exploring funding opportunities to support the delivery of the culture programme for the 2018/19 financial year. - Advanced discussions with funding partners are ongoing regarding Creative Land Trust funding, the outcome of which is likely to be confirmed by November. - Busk in London has forecast to receive £250,000 of external income. Actual will be updated by end of Q2 when income has been received.
Page 111 reach their agreed targets for2018/19. to fail will Festival Design London or Council Fashion British the that indication isno there as green rated been has PI The - taken place. Commentary - British Fashion Council target: £1.2m perannum in exportorde or supportedperannum - Film London target: £8m ofsales (exports) and £225m in minimum London-based spend generated by productions attracted - LondonDesign Festival target: £26m ofnewbusiness perannum intothefundingagreements fo written are measurement and Targets Festival. Design London and Council Fashion British London, isFilm indicator this of scope The Notes - British Fashion Council figures will be updated by Q4 to enable to byQ4 beupdated will figures Council Fashion British - the same period, atotal of£93m. - Film London hasreported high-end TVinward investment in Q12018/19of£11.2m and film inward investment of£82m for spend of£1.2m indeliveringtheirevents. of £77m (anincrease from £73.5m in the previous year); atotal spend by visitors to the Festival of£205m; and event partners - 2017/18data hasbeen updated to Include confirmed actuals fr annum asaresult ofLondonFashion WeekandLondonMens Collection (Men's fashion week)
atya' aaTi erstre agtb 00Ms eetdt Ontrack? Most recent data Target by 2020 This year's target Past year's data PI-3 2017/18 £850m funded activities. Value ofsales,exportsandinward 342 108n£93m £1.098bn £374.2m r delivery partners and areasfollows: investment secured Page 112 collation of all figures after their key events for the year year the for keyevents their after figures all of collation rs achieved by emerging designe om TheLondon Design Festival; economic impact to London and madebycreativebusi nesses participatinginGLA- G rs; £110m ordersachieved per Data nextdue Data Q2 have
Deliverables
Maximise the number and diversity of people accessing culture across the city through the Mayoral
D-1 events and culture programmes.
By when? Success measures
• Number of people engaging/accessing culture as part of programmes directly delivered by the Culture & Creative Industries Unit, including: Busk in London, Fourth Plinth, London Borough of Culture, Culture Seeds. • Number of people who have attended Major Cultural Events in London (eg. Pride, London Mela, NYE Ongoing / Fireworks, St Patricks Day). End Mayoral • Number of attendees at events the GLA contributes funding towards that are not directly delivered by Term any GLA team eg. Lumiere London. • Number of volunteering opportunities created as a result of major cultural events taking place in London that are funded by GLA Culture & Creative Industries Unit. • Number of social media impressions across programmes that are directly delivered by Culture & Creative Industries Unit.
Phase? On track? Commentary
- 8 Culture Seeds Roadshows have taken place, reaching 160 people in local communities; 7 more are planned before the end of August. 43 applications have been considered, with 13 applicants awarded funding. - The GLA supported PROCESSIONS as part of the 2018 Centenary programme and the Mayor’s #BehindEveryGreatCity campaign. Participation figures will be updated in Q2. - The annual Pride event was delivered on 7 July with a theme of “Pride Matters”. - As part of the over 250 events in the Sounds Like London programme, the Music Venue Trust promoted over 100 gigs across June raising money for grassroots music venues. On 27 June, independent music platform Boiler Room curated a special night in London's Living Room. Social media media reach for #SoundsLikeLondon was caluclated at 4.2 million with Delivery A live audiences at pillar events estimated at 22,000. - The 13th Eid Festival on Trafalgar Square took place on 23 June. As part of the Mayor’s #BehindEveryGreatCity campaign, the vital contribution of women to Muslim culture was a focus of the festival. - On 26 April the 10th annual Fourth Plinth Schools Awards ceremony took place at City Hall. About 4,000 pupils across London were involved; the awards included every borough. - On 24 April a statue of Suffrage Leader Millicent Fawcett was unveiled in Parliament Square,with a live audience of about 4,000 and significant broadcast reach. - The deliverable is rated amber as increasing and expanding participation would be put at risk if staff resources are constrained by a delay to the Culture Unit's restructure.
Page 113 hs?O rc?Commentary track? On Phase? Commentary track? On Phase? December December December By when? Success measures Success when? By measures Success when? By Delivery Delivery
2018 D-3a 2018 D-2 support local compliance with new London Plan guidance/policy. Plan London new with compliance local support to boroughs with work venues,and LGBT+ and pubs as risksuch at most those –especially London Through theMayor’splanningpowers implemented. growth of London asacultural capital–and use the Mayor’s powers and influence to seethat Plan Mayor, partners and other stakeholders need to protect and/or put in placeto support the future Set outaroadmapto2030(a • Progress reports on major cultural developments, na onmajorculturaldevelopments, • Progressreports Database. Development thatinclude developments new ofmajor • Number facilities acrossLondon. oftheCultureInfrastruc • Aspart help live music venues, clubs and pubs coexist alongside residential development. residential coexistalongside pubs and livemusicvenues,clubs help anew pubs; and creative workspaces on a newchapter Planincludes • ThenewLondon – show timely progress thatthe – showtimelyprogress G G - Data audits of pubs LGBT+venueshave ofpubs - Dataaudits eachother. facilitiesalongside consumption and For published. hasbeen - Amusicfacilitiesmap officers. borough with tested toolhasbeen map CulturalInfrastructure - Thebeta enhancement of cultural venues; however, it cultural venues;however, of enhancement Supplementar forseparate - Therewereplans them. toreflect changed ithasbeen therefore anumbe received - TheAgentofChangepolicy of theExaminationinPublic. Planreflectsallthe NewLondon - Thedraft isnowatRIBAstage2. redevelopment design - MuseumofLondon withthecorrectinfrastruc are provided - ACulturalInfrastructu buildings. will and isunderway from culturalbuildings, chainresearch, whichlooksatthesuppl - Supply theatrerehearsal - Theatresand completed. streetartwa parks, ofskate mapping - Officer Wells. Sadler's by ishosted and completed hasbeen map - Adance update data - TheArtists'Workspace ‘Cultural InfrastructurePl move is progressing asplanned. move isprogressing ture Plan (CIP) workstream, publish ture Plan(CIP)workstream,publish and framework,strengthenprotecti re Design Toolkit is being developed Creative Enterprise Zone policy; an policy; Zone Creative Enterprise Page 114 facilities research is underway. facilities researchisunderway. culture and heritage, setting out: protections for heritage,settingout:protections cultureand has been completed and published. published. and completed hasbeen cultural facilities, as measured through London throughLondon cultural facilities,asmeasured ture attheearlystagesofdevelopment. an’) toidentify mely, theMuseumofLondon been produced for years one and two. foryearsoneand produced been is not currently planned totakethisforward. isnotcurrentlyplanned support the case for development of new above policies and improved protections, ahead y Planning Guidance on the protection and and ontheprotection y PlanningGuidance lls, libraries, museums and galleries has been gallerieshasbeen museumsand lls, libraries, r of pieces offeedba r ofpieces the first time this shows music production the firsttimethisshowsmusicproduction y chain threads and their economic impact theireconomicimpact and y chainthreads an open source map ofcultural sourcemap an open what culturalin d anew‘agentofchangerule’to d ons forculturalfacilitiesin to ensurethatculturalfacilities ck during consultation, ck during ’s movetoanewhome frastructure the End Mayoral hs?O rc?Commentary track? On Phase? By when? Delivery
Term D-3b stakeholders tosupportow other and boroughs bodies, ofMayoral actions the coordinating by and signposting and advice Actively support‘cultureatrisk’
Success measures • Increasing the square footageofartists’ • Increasingthesquare pubs, and LGBT+ venues. thro asmeasured • CulturalfacilitiesinLondon 2017/18). annually supported spaces ofvenuesand • Number A constrained by a delay to theCultureUnit'srestructure. adelay by constrained wo asdelivery amber israted - Thedeliverable theschemetoreinco toamend advised withWestminsterCityCouncilusinga cased theCultur Planand newLondon - Thedraft footage. - Training is being developed to support people tool. map released willbe internallyand mapped have been Libr creativeworkspace. and rehearsal spaces to underway commissioned hasbeen Work spaces. forot established hasbeen - Anewbaseline remain venues:Numbers nighttime - LGBT+ measured. period struggling.Thereha are,however, pubs smaller - Pubs: Larger pubs are employing more people and creating employment opportunities; - Grassrootsmusicvenues:D Fund. Growth throughtheGood supported tobe arelikely projects further inthe data sitescaptured ofthenew number - Artists’ workspace: data showsagainof data - Artists’workspace: rate tobusiness high volumeofcasesdue venues,pubs itisprotecting ongoing casework, with hasdealt Office - TheCultureatRisk sites chargedanaverageof£11+ tenants, notallofwhichareartists'.Space However, therateofincreaseisslowingdue ners, artistsandcreatives. to safeguard culturalspacesand Page 115 studios and creative workspace inLondon. creativeworkspace and studios ata shows numbers are stable. arestable. ata showsnumbers ugh an annual audit of numbers of: live music venues, of:livemusic ofnumbers ugh anannualaudit per squarefoot.In2017,this by the GLA Culture Team (aiming forcirca150in (aiming CultureTeam theGLA by rporate a nightclub orfacearefusal. anightclub rporate 13 artists workspace sitesfrom2014–2017. 13artistsworkspace s, rent rises and licensingdecisions. s, rentrisesand more than 200 cases in year one.Through than200cases inyear more is alsobecominglessaffordable.In2014,56%of e and Night Time Economy SPG is being test isbeing SPG Economy Time Night e and her live music venues, recording and rehearsal and her livemusicvenues,recording pre- application. The developer has been broadly stable withasmallincrease. stable broadly to buildings accommodating a wider varietyof awider accommodating to buildings aries, museumsstreet have been supported through Mayoral funding; funding; throughMayoral supported have been uld be put atriskifstaffresourcesare put be uld s been a net loss in London overthe one-year anetlossinLondon s been , clubs and LGBT+ spaces atrisk.Thereisa LGBT+spaces and , clubs to open new venues and increase square increase square newvenuesand toopen withthefinalCultural develop a baseline fortheatres,theatre abaseline develop facilities inLondonbyproviding had risento79%ofsites.A art walls and skateparks skateparks art wallsand InfrastructurePlan End Mayoral hs?O rc?Commentary track? On Phase? By when? Success measures Success when? By Delivery
Term D-4 Trust (CLT) to secure affordab secure to (CLT) Trust Land Creative a and sector; creative forthe package support tailored a through capital inthe roots Establish up to three Creative Enterprise Zones (CEZs)
• Square footage and geographic spread of affordable workspace provided throughtheCLT. provided workspace affordable of spread geographic and footage • Square tothelocaleconomy • Estimatesofcontributions footageof • Increaseinsquare inthe ofnewjobs • Number intheCEZs. existingjobs • Safeguarding A the CultureUnit'srestructure. we affected be would CLZ theCLTand of both forthe asplans amber israted - Thedeliverable for November2018. alaunchenvisaged with isinpreparation anMD and secured been hasnow funding partner theCLTbudget - AMayoralDecisionapproving therestructure. workerpending an agencytemp le and hasresigned officerforCEZs - Thelead Plan newLondon draft the withthe Planningteam,asper developed isbeing ofCEZs fordesignation - Aprocess announced inAutumn2018. Cr Thefirstfullyfunded assessed. and scored tothefullCEZ - Applications to11boroughs awarded grants; 10grantswere 26boro from received were - 25applications ataninternational waspresented programme CitiesCu oftheWorld - InJuneaspart applicants. CEZ unsuccessful and successful from consortiamembers and boroughs including people Exch thefirstCEZ - InMarch2018wehosted le workspacefor thefuture. creative sectorintheCEZs. affordable creative workspaces an creativeworkspaces affordable Page 116 programme were received in July and are currently being arecurrentlybeing inJulyand werereceived programme of creative industries in the CEZs increase. intheCEZs of creativeindustries tohelpartistsandcrea lture Forum Leadership programme, the CEZ theCEZ programme, lture ForumLeadership ughs / consortia for research development researchdevelopment ughs /consortiafor eative Enterprise Zones are planned to be tobe areplanned Zones eative Enterprise ange Forum, which was attended by over120 by ange Forum,whichwasattended forum on creative workspace inToronto. forum oncreativeworkspace ft the GLA. The post is now being covered by re staff resources constrained by a delay to adelay by re staffresourcesconstrained (a 12th borough, Haringey, isaPathfinder). Haringey, 12thborough, (a has not yet been completed. However, completed. hasnotyetbeen CLT are behind initial timescales and delivery delivery initialtimescalesand CLT arebehind d artists’ studios in the CEZs. intheCEZs. artists’studios d tive industries put down
hs?O rc?Commentary track? On Phase? By when? Success measures Success when? By Delivery 2019 &
2020 D-5 boroughs securing funding to deliver exemplary projects exemplary deliver to funding securing boroughs By 2020,therewillhavebeentwoMa • Number and range of partners and stak and rangeofpartners and • Number • One London borough selected as LBOC 2019 and onefor2020. 2019and asLBOC selected borough London • One trackingofmeasuressuccess.] and anevaluati [Note wearedeveloping ofculturalevents inth • Number st and campaign media PRand • Highprofile circa£2.5m). for (aiming theprogramme intosupport leveraged • Funding /enteringthecompetition. theprogramme engagingwith boroughs of • Number G Forest, 2019;Brent,2020)and6 we meetings inception toMay, March - From session in September will introduce winning boroughs to potential sponsors/partners. topotential boroughs winning introduce will session inSeptember waystocr Culture, exploring pr acreativeentrepreneurs develop/deliver 20July2018) (announced programme residence - Strategic partnerships are being developed with: launch ofthe2019programme willsu plan fundraising MarCommsand - ALBOC plans. tofinaliseallfund arenowworking - Officers process. planning future sessionswith 13feedback delivered - Officers agreements. thefunding of theparameters establish and planning initiatetheprogramme theirpartners, and boroughs e boroughs and attendance/participation. and e boroughs yoral sponsoredLondonBoroughsof on framework for the programme, whic fortheprogramme, on framework Page 117 eholders participating in the programme. eate new and exciting online content. A commercial partnership excitingonlinecontent.Acommercialpartnership eate newand in October/November. rong public awarenessoftheprogramme. rong public impact awardwinnerstoki ogramme for young people; and Google Arts & & Arts Google and people; young for ogramme re held withthe2titlewinners(Waltham re held ing agreements, milestone schedules and media media and ing agreements,milestoneschedules non-winners as part of the evaluation and oftheevaluationand non-winners aspart ; The Agency/BatterseaArtsCentreto pport the winners in the lead up tothe up thewinnersinlead pport Airbnb to deliver ListenLocal,awriters-in- todeliver Airbnb ckstart conversationswith Culture(LBOC)anduptosix h will support the identification theidentification h willsupport
Projects
PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget - Arts Council England has confirmed National Portfolio funding for the next 4 years. Rev 11,600 2,900 - The Votes for Women and Fatberg exhibitions have been well Museum of London - Annual Grant G G G G G attended. - Although the London Nights exhibition has been well received, the visitor numbers, as per many other London organisations are Cap 786 0 down on projections.
Design development is proceeding to timeline and to budget. Potential risks include the work needing to be done on existing Relocation of Museum of London G AAGGbuildings and the outcome of negotiations between City of Rev 8,000 0
Page 118 Page London and key stakeholders. However, City of London have advised timelines do not need adjusting.
- All projects are running to expected timescales. - Sounds Like London, a new grassroots music campaign for London, took place across June 2018. Over 250 events formed part of the programme, including gigs, workshops and panels. Sounds Like London encouraged Londoners to visit their local Music programme G GGGGgrassroots music venue, supported emerging talent and shone a Rev 199 23 light on women across the music industry to mark the centenary of women getting the vote. - Entries opened for the Mayor's Gigs busking competition, this year being the 10th anniversary of the talent development platform for aspiring musicians.
Targets for 2017/18 were exceeded and there are no issues British Fashion Council GGGG Rev 649 161 G pertaining to 2018/19 delivery. Rev 276 45 Fourth Plinth G G G G G - The project is running to expected timescales and expenditure. Cap 50 0 PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget
- The Festival again has five destinations (trade shows). Including the companies participating in the trade shows, the Festival will include and promote over 2,000 participating businesses. - At the V&A, the Festival's hub location, we have commissioned London Design Festival GGGG Rev 250 0 G six Festival projects, double that of 2017. Using the website and official Guide visitors can plan their time across the 9 days. - Much of the programme is free to attend. 60,000 copies of the official Festival Guide will be distributed in September to over 300 locations city-wide.
- Film London have submitted reporting information for Q1, which shows they are well on track to, at a minimum, meet the
Page 119 Page Film London (including TV, PIs agreed in their funding agreement. GGAG Rev 1,700 0 animation and games) G - The only exception to the green rating is that the Games funding agreement is still to be signed off, which then may affect deliverables attached to it.
We are on track to submit the final culture strategy ‘Culture for Culture Strategy G GGGGAll Londoners’ and the sport’s strategy ‘Sport for All of Us’ to Rev 121 15 the London Assembly on 13 December. PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget
- We are supporting the work of the Night Czar in her position as an ambassador for London at night and also her role in promoting the benefits of a balanced city and in protecting London's cultural heritage. The Night Czar also responds to individual casework of note, which has recently included racism in night clubs and changes in licensing policy on a borough level. She has also been leading on the promotion and implementation of the Women's Night Safety Charter, along with the Deputy Mayor for Police and Crime. 24 Hour London, Night Time - The Night Time Commission has been chaired by Kate Nicholls AAAG Rev 115 18 Commission G since April 2018 and has a new Vice Chair, Rommel Moseley. The smooth change of leadership has enabled the work of the
Page 120 Page Commission to continue as planned with only minor delays to the work programme. - The GLA continues to run the Night Time Borough Champions Network. This network is proving to be an invaluable forum for sharing of best practice between boroughs and City Hall and developing leadership on the night time agenda across London. - The Night Summit will still take place, but has now been re- scheduled for February 2019.
The project is progressing to agreed timescales. The final grant The Illuminated River GGGG Rev 100 50 G instalment will be paid during 2018/19. Centenary Suffrage (including The Statue was delivered to timescales. The centenary GGGG Rev 245 245 Millicent Fawcett Statue) G programme is on track.
- The programme is on track, however this could be adversely London Borough of Culture A GGGAaffected by any further delays to the Culture Unit's restructure. Rev 2,615 10 - Some payments may slip into next year.
The WCCF Leadership Exchange programme is well underway, and all deliverables are on track to be achieved. However, this World Cities Culture Forum GGAG Rev 50 50 A could be adversely affected by any further delays to the Unit's restructure. PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget
Delivery remains on track, to spend and deliverables are on track Culture Infrastructure Plan A GGAGto achieved by Q4. However, this could be adversely affected by Rev 70 0 any further delays to the Unit's restructure.
- 11 boroughs received development grants to research and draw up action plans to develop Creative Enterprise Zones. All Action Plans were submitted by the 31 July deadline and are Rev 1,195 5 now being reviewed and scored. The Boroughs that will receive Mayoral designation and support to become the first London Creative Enterprise Zones will be announced in Autumn 2018. - Until this review has been finalised, it is difficult to confirm Creative Enterprise Zones A A A R A timelines, deliverables and drawdown of funding. This is dependent on selecting the funded CEZs and agreeing milestone Page 121 Page payment schedules within funding agreements. - In addition, a further risk is that the lead officer has resigned and since left the GLA, there is agency cover in this role, but this Cap 400 0 does leave the programme slightly exposed to underperformance.
Due to the delay in the proposed restructure of the Culture Unit, there will be no staffing resource to deliver this programme. The programme will be reviewed and possibilities of combining it Love London RRRR Rev 126 1 R with other strands of the Culture programme will be investigated. This may mean transferring the budget to other programmes. PROJECT QUARTER 1 PERFORMANCE 2018/19 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Current Project Name Performance Commentary Cap/Rev Q1 Actual RAG scales Risks ables diture Budget
- A Mayoral Decision approving this budget has not yet been completed. However, partner funding has now been secured and an MD is in preparation with a launch envisaged for November 2018. The GLA will still need to complete grant agreement with Creative Land Trust AAGA Cap 2,000 0 A the CLT to ensure money can be spent. - A paper was presented to CIB during Q1. - Delays to the Culture Unit's restructure may adversely affect progress and performance of this project.
- The demand for the Culture Seeds grants programme has exceeded expectations. The first grant round has taken place and future grant rounds for the year have been mapped. There is currently not enough resource to deal with the demand for the
Page 122 Page programme and therefore performance and progress could be Culture Seeds A GGAAadversely affected by any further delays to the Unit's Rev 625 30 restructure. - Given requests exceed the budget available, we are having to closely manage spend to ensure the budget will last up to 2020. The Unit are exploring additional fundraising opportunities to mitigate this point. Appendix 1e Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget Communites & Social Policy
- This is a new research and action-learning project taking place in 2-4 primary schools in London that will seek to understand what role schools could play in tackling the causes of poverty. - The project, despite some minor risk (for which mitigations have been Child Poverty: School-based agreed) is on track.. GGGG Rev 170 0 interventions G - Child Poverty Action Group (CPAG) have been awarded the tender to carry out the research and have commenced their work, including scoping and recruiting test sites and expert partners/stakeholders to take part in the research, and desk-based research of existing extended schooling and local welfare assistance schemes.
Community 123 Page Engagement Budget monitoring only Rev 305 26
- We are making good progress in delivering the Civil Society Action Plan. There has, however, been some slippage in timescales due to programme redesign following consultation with stakeholders. - A new Civil Society Team has been established at the GLA. Over the past few months, it has worked closely with other GLA teams to further develop relationships with civil society and deliver a wider programme of support for organisations. This includes convening eight meetings focussed on different dimensions of work with civil society, facilitating clearer access to City Hall as Part of the 'Community Civil Society Action Plan G AGAGa venue for civil society groups, working in partnership with boroughs and funders to establish good commissioning practice around commissioning, Engagement' budget line publishing GLA grants data on 360 giving, and developing a dedicated webpage on London.gov.uk for civil society. - Consultation has taken place on a wider programme of work and codesign workshops have taken place to develop the refugee and migrant data project and civil society ambassadors. - Not budget monitoring of this project is through the wider 'Community Engagement' line. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- The recruitment of the EDI Advisory Group has been delayed, although in part this is due to the overwhelming response, with almost 200 applications received. In addition, expenditure is difficult to anticipate at this stage - until detailed proposals for action have been developed. Recruitment has been Equality, Diversity and conducted on an inclusive basis; an Easy Read version of the recruitment Inclusion (EDI): Engagement A AAAApack was commissioned and extra time granted to those who required it Rev 85 0 and partnerships - Interviews for the Advisory Group are scheduled throughout September, with the first meeting of the new group anticipated to take place in October. Thereafter, officers will work with Advisory Group members to convene wider stakeholder networks to progress priority equality issues and/or deliver specific projects.
Page 124 Page - Good progress is being made, with two of four key milestones achieved. There are some issues, but officers are confident they can be overcome. - An expert stakeholder group has been convened and objectives for the portal and approaches were discussed. - Research was carried out into existing sources of digital advice about Employment rights digital employment rights. Digital triage tools, which assist low-income or vulnerable GAGG Rev 50 0 portal G people, were also identified, along with sites that map local advice or legal services. - A digital research agency was commissioned to test a short-list of existing triage and mapping tools with low-income Londoners. This insight was used to make recommendations for the design of the GLA employment rights portal. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget Education & Youth
- Delivery is on track, despite minor delays on one strand of work. - The Mayor’s three Early Years Hubs (in Newham, Barnet and Wandsworth/Merton) met for their second network meeting at City Hall and have been working closely with an external evaluator to establish an evaluation framework and baseline data. - The specification for the Early Years Leaders programme was launched, as planned, in May; however, after an unsuccessful application process, the Early Years Education AGGG Rev 416 0 G decision was made to re-launch in October. - The Early Years Leader project is due to begin delivery in January 2019. Planning is also well underway for the Mayor's Early Years take-up campaign, with provider and parent focus groups running in August. It is anticipated Page 125 Page that a marketing campaign will run alongside smaller local campaigns led by community organisations. Both strands of the campaign are due to be launched in January 2019.
- This strand of activity covers the Mayor's work with schools to raise outcomes for London's pupils; challenge coasting or poor-performing schools of all types and support those schools that need it; and ensure that both teachers and school support staff alike are properly recognised, respected and rewarded. - Delivery across all sub-components is on track. The Mayor’s London Scientist programme is expected to exceed its ambitious target of funding Education G GGGG5,000 young Londoners to achieve accreditation for science projects. Rev 196 0 - In May the GLA published, with partners, a new report 'Teacher Supply, Retention and Mobility in London', to highlight the capital's particular challenges in teacher recruitment and retention; this was accompanied by a Mayoral media release arguing for more government focus and resourcing in this area. - About 100 primary and secondary schools with exception results for their low prior attaining pupils have been identified as 2018 Schools for Success. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- Getting Ahead London helps talented senior leaders to become future headteachers or principals of some of the most rewarding and challenging primary, secondary, special or all-through schools in London. - The project is delivering as planned. In March, spend was approved to fund Challenge Partners in 2018/19 at the same level as 2017/18 (£148k), Getting Ahead London GGGG Rev 148 0 G working with 45 aspiring heads in London. - The year 2 Getting Ahead London cohort of 48 aspiring headteachers was congratulated by the Deputy Mayor for Education & Childcare at an end of year event in June 2018, and also by the guest speaker, Andria Zafirakou, winner of the Global Teacher Prize 2018. Page 126 Page - The GLA is helping enhance schools' and colleges' access to good quality careers education and enable students to gain 100 hours of experience of the world of work, by building on the London Ambitions strategy to shape a successful careers offer for all young Londoners. - Some 240 schools/colleges, and 240 businesses, are registered on the London Ambitions portal. Discussions have taken place with the Careers and Enterprise Company since January with respect to how we can integrate the Global Cities (London GAGAportal's content with their new 'Activity Provider'. Rev 172 0 Ambition) G - The 5 new Primary Careers Trails are in production with the first one being launched at Open House weekend on 22 September at City Hall. - The Careers Clusters met for their termly network event on 6 July. They have all now been granted an extension until March 2019 by the ESFA, so are busy engaging new schools and colleges for 5 additional employer pilots. Development work is underway for further ESF investment in more Careers Clusters. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- The Youth Innovation Fund will pilot projects to support NEET (Not in Employment, Education or Training) young people aged 16 - 24 into sustained education and employment. - Both component projects are behind on delivering their outputs; as this is an output related funded project this means that there is also slippage on expenditure. Youth Innovation Fund AAAA Rev 957 0 A - Care Leavers into Work: The GLA will continue to support the provider to ensure outputs are met and the young people on the project are supported into education and employment. - Getting Back on Track: The project has been delayed due to the need to novate the grant agreement and source an alternative lead grantee. This has now been resolved and a new lead grantee is in place. Page 127 Page - After a busy first quarter, the London Curriculum is on track to deliver well against all targets. - Seven RE:CODE events have been delivered for London primary schools (four in April and July 2018) have been delivered since November 2017, supporting over 3,000 children from 50 primary schools. - A second London History Schools Day was held in May 2018 for primary schools. Also in May, a new Family Explorer Trail, Women of Courage, was London Curriculum GGGG Rev 100 10 G launched as part of the Mayor's #BehindEveryGreatCity campaign. This was celebrated with an event for families at the National Portrait Gallery; over 300 children took part in a range of activities. - This term, the GLA will launch new resources for secondary schools on fashion and citizenship. - As of August 2018, over 650 London primary and secondary schools, and over 1,200 teachers, were engaged in the programme. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- The Mayor's £45m Young Londoners Fund will help children and young people fulfil their potential, particularly those at risk of getting caught up in crime. It will support a range of education, sport, cultural and other activities for children and young people aged 10-21. The Impact for Youth programme (£2.5m) provides a range of support to organisations delivering activity funded through the Young Londoners Fund and to the wider youth sector. Young Londoners Fund: AGGA- Delivery is slightly behind schedule and expenditure is likely to be slightly Rev 350 0 Impact for Youth G under profile for current financial year (although on track for lifetime of project). Overall the project is on track. - Young people have been central to the development and promotion of the fund and been involved in the 6 community led information sessions that were held to promote Round 1 of the YLF and young people have also been involved in assessing Round 1 YLF applications. Page 128 Page
- Progress is on track to meet timescales and deliver targets. It is anticipated that expenditure will be under-budget this financial year, but on target to achieve lifetime expenditure. Young Londoners Fund: GAGA- Round 1 of the Young Londoners Fund was successfully launched on the 15 Rev 12,475 0 Community Grants G May 2018. Six community based information sessions were held in June 2018 to promote and provide more information on the YLF and to offer networking opportunities for potential bidders.
- The project supports vulnerable students moving from primary to secondary school. - The 15 Stepping Stones schools attended an induction session at City Hall Young Londoners Fund: in June and most have already started delivering the programme, with Stepping Stones G GGGGsummer schools for incoming Year 7 pupils running through the summer Rev 250 0 holidays. Programme delivery is beginning in earnest in September – the start of the 2018/19 academic year. - An external evaluator has been appointed to work with the schools over the next two years. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget Environment
- The procurement framework is operational. 11 mini-competitions have been undertaken with a growing pipeline of 40 projects. - The amber on deliverables is due to a project change request being submitted (but not yet approved) to extend the period for which outputs can Decentralised Energy Enabling be recorded by 2 years to 31 December 2021. This extension has been agreed GGAG Rev 0 68 Project (DEEP) G in principle with the ERDF and once approved the deliverables RAG will return to green. - 11 Support Agreements have now been signed with DEEP beneficiaries which include Bexley, Ealing, Hackney, Haringey, Lewisham, OPDC, Southwark, Sutton, Lambeth, Kingston and Barking & Dagenham.
Page 129 Page - The London Sustainable Drainage Action Plan Project Manager is now established in post and is determining the main focus of delivery against the Drain London G GGGGactions in the Action Plan. Rev 0 0 - Expenditure of £156k has now been approved for 2018/19. This will be included in the financials from next quarter.
- Energy Leap is based on the Dutch Energiesprong initiative that seeks to transform the appearance and energy performance of existing homes. Rev 0 6 - The project has experienced issues that have significantly delayed implementation, relating mainly to higher costs than were expected (and assessed through a soft market testing exercise) and difficulties in identifying Energy Leap R R A R G suitable properties. This is partly related to the novel nature of the project and the presence of a number of uncertainties or barriers in the current market. These barriers need to be addressed through the demonstrators for these projects to succeed, and to pave the way for future projects. Cap 496 0 - Moat, Sutton Housing Partnership and Genesis Housing Association have been selected to deliver demonstrator projects. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- The Mayor committed in the London Environment Strategy (LES) to deliver an energy supply company. The purpose of EfLSCo is to offer fairer energy Rev 357 16 tariffs for Londoners, especially those in fuel poverty. - A Prior Information Notice (PIN) was issued on 15 November 2017. This set Energy for Londoners Supply out the Mayor's desired outcomes for EfLSCo. A supplier event was held on A A A G Company (EfLSCo) A 13 December 2017 as part of testing the market's response to the PIN outcomes. The tender documents (based on slightly updated outcomes) were published on 14 May 2018. Bids were received on 15 June. - There were delays to the first stage of procurement due to clarification Cap 3,375 0 requirements in the evaluation of bids.
The hydrogen fuel cell vehicles (20) and refuelling stations (3) have been Hydrogen For Innovative GGGGdelivered. A public report is expected to be published on the project website Rev 0 0 Vehicles (HyFIVE) G Page 130 Page (www.hyfive.eu) by winter 2018.
- Licence Lite is a 12-month pilot project to buy electricity from local, low carbon generators and sell the electricity to Transport for London. - The project was commissioned on 1 January 2018, when it went into operation. There have been issues collecting data from one electricity meter and a work-around has been put in place until the meter is changed. This has Licence Lite GAGG Rev 68 28 A led to delays in making payments to the generator in question. - An assessment of the initial four months of operation has indicated that the financial performance is slightly better than forecast. - The project will continue to purchase the output until 31 March 2019. The impact of this will be assessed and reported at the next reporting round. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- Grant programmes are on schedule to deliver outputs within the agreed expenditure. Although this is a complex project, the issues are manageable. - Greener City Fund: Over 300 events took place in the first London National Park City week (21-29 July) to encourage Londoners to explore the city's Rev 5,450 17 outdoors, exceeding expectations. A new pledge webpage was launched during NPC week for Londoners to help make London greener, healthier and wilder; there have been over 2,000 sign-ups to date. - Green Capital Grants: Grant funding of £2m was awarded to six large scale green space and river improvement projects in May. Projects will run from July 2018 to December 2019. - Community Tree Planting Grants: Round 2 grant funding winners were due National Park City A A G A G to be announced August. Page 131 Page - Community Green Spaces Grants: Round 1 projects are underway; round 2 is now open for applications until October 2018, including £300k funding for schools air quality projects - London Green Space Commissioners are currently being recruited with first meeting planned for autumn 2018. - An assessment of green and tree cover will be published this autumn. - Risks/Issues: The recent hot and dry weather will impact on tree survival Cap 589 0 rates from planting projects in 2016-17 and 2017-18. Projects are being encouraged to water and plant replacement trees this winter if required. Community Green Space Grants are likely to be oversubscribed again.
- A Project Manager for the plastics work stream started in May 2018. A Plastic Bottle Reduction & Project Manager for the ZSL pilot started work in June. GGGG Rev 2,250 51 Waterfill G - Agreements are now being signed with fountains applicants with a view to installing 20 fountains before the end of 2018. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- RE:FIT is London's award-winning programme to help make the capital's public buildings and other assets more energy efficient and cut energy bills. Rev 695 154 - Both contractual KPIs were met during quarter 1; and overall progress is on track to hit targets. - There is a healthy pipeline of clients. RE:FIT G A A G G - Issues and risks are rated as amber as there are two outstanding issues from the ERDF audit from March 2017: (i) how we evidence ERDF outputs and (ii) a missing addendum to the 2013 framework used to procure the PDU in 2015. The GLA EPMU team are proposing imposing a 'correction' to the Cap 157 0 programme as a result and this is currently being disputed and negotiated. Page 132 Page
- RE:NEW is London's award-winning programme to help make the capital's homes more energy efficient. - The project has been rated amber overall as all European Investment Bank targets have now been met, though GLA targets continue to lag. - To date, RE:NEW phase III has delivered over £130m of leveraged investment into home energy efficiency and renewable energy retrofit and 71 landlords have signed up for support. As at June 2018 RE:NEW phase III has supported the retrofit of over 37,100 homes with over 53,000 energy efficiency measures saving over 32,200 tCO2 annually. RE:NEW GARR Rev 603 0 A - The Grenfell fire continues to create market uncertainty and disrupt investment plans. Many staff from London borough and housing association energy teams have also been redeployed to duties relating to fire-safety as part of the response. This is a significant risk, with a clear need for close ongoing and responsive risk management. We have seen a number of projects pushed back pending results of the official Grenfell inquiry. - Work has been undertaken to identify projects for the successor programme to RE:NEW, with 8 projects entering the pipeline with a potential capital expenditure of £10.6m. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- The project has incurred some delays. However, delivery of the system is going ahead as planned, all outputs and outcomes will be achieved and an extension has been agreed to provide additional time to complete project impact monitoring. Rev 71 10 - On Redbrick Estate, 11 installations have been completed after works have restarted following the delay caused by the discovery of asbestos. Residents are being contacted and several have been visited by the Energy Advice team, who have also been offering them additional services such as help with tariff switching or fuel debt. Early feedback from residents suggests they are happy Smart Environment A A G G with the installations, particularly the increase in water pressure provided by Demonstrators G the heat interface units. However, the delay and subsequent decision to deal with asbestos in each property at the time of installation (adding an extra day for each property) means that the programme has been extended by around
Page 133 Page four months. - For the Bunhill works, the final version of the controls design report is still Cap 55 0 awaited. Works on the energy centre foundations continue to be delayed by the need to move BT, TfL and Virgin cables discovered on site; however, an agreement has been reached by all parties that will allow LB Islington to proceed. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- The Mayor's Entrepreneur has expanded to include three £20,000 prize funds for the environment, tech and creative industries sector. - 25 interns are currently being recruited from universities across London to help promote the competition. The interns are due to start in mid-September. - The competition will be launched in October 2018 and close in mid-late February 2019. Over the course of the programme, there will be workshops at City Hall and at individual universities for students who are thinking about Mayor's Entrepreneur G GGGGapplying to the competition. The GLA will also offer additional training to any Rev 0 -75 students who apply to the competition. - Applications will be assessed by a panel of expert judges and the top 30 ideas from each award will be put forward to a semi final round where the top 5 ideas from each award will be chosen. The top 15 will then go on to pitch
Page 134 Page their ideas to a high-profile panel of judges who will select one winner from each award. - We are currently on track with the delivery of the project.
- The scheme was launched in July following design, development and Rev 330 82 stakeholder engagement - to positive feedback from the sector. - Small and medium sized businesses in London that have older, inefficient Cleaner Heat Cashback GGGG G heating systems can now apply online for 30 to 35% cashback when they replace them with a new, cleaner system. Businesses located in London’s Air Cap 6,102 0 Quality Focus Areas will be able to claim an additional 5% cashback. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
Rev 204 32
- The programme was launched on 31 January and the first installations under the scheme have taken place. - Early indications are that a high proportion of applicants to the scheme are Warmer Homes (and Fuel G G G G vulnerable or have significant issues keeping their homes warm, indicating the Poverty Support Fund) G scheme is reaching and benefiting those most in need. There is a high proportion of homes that are experiencing issues with damp and mould, and Warmer Homes will help address these issues. Page 135 Page Cap 2,000 0
- Carbon budgets were published in the final London Environment Strategy. The Strategy was assessed as 1.5 degrees centigrade compliant by C40. Zero Carbon Policy Projects AAAA Rev 164 -32 A - Research to inform the London Plan is being prepared for publication, along with updated Energy Planning Guidance. External Relations - The core programme is being delivered as planned. Additional events have, however, been added to the programme; this has had a knock-on impact on capacity. Events for London (annual GAGG- The events successfully delivered in quarter 1 were: Feast of St George, Rev 2,002 1,153 events programme) A Vaisakhi, #LondonUnited, Latin American Festivals, La Clave, Plaza Latini, Eid Festival, Armed Forces Day, State of London Debate, SmartLondonCamp and Millicent Fawcett statue unveil. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- Project planning is beginning, including development meetings with key stakeholders to look at issue areas from the previous event. - There are some areas of particular focus, around the management of queues into the event, and the operation of search lanes and procedures. A New Year's Eve A ARGAgeneral focus will be on the information provided to ticketholders in advance Rev 2,300 0 of the event to ensure they have a simpler more enjoyable route into the event and to try to minimise the length of queues at entrances. - There are a number of live issues being worked through, including contracting with a production company and seeking commercial support.
Health Page 136 Page
- The London Health Inequalities Strategy went to the London Assembly on 3 September 2018, and is now published on the GLA website. - An implementation plan for the strategy has also been developed and published. This outlines the actions that the Mayor will take over the next Health Inequalities Strategy G GAGRtwo years to help address the objectives set out on the Strategy. The Plan will Rev 295 4 be reviewed and updated annually, and will be reported on annually. The plan includes a number of KPIs relating to the Mayor's key ambition programmes, as well as a series of population indicators which will support the monitoring of London's health inequalities. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- Healthy Years London (HEYL) began delivery in March 2018 with a focus on encouraging boroughs to invest in providing support for settings to achieve HEYL Awards. - 30 of 33 boroughs are committing to provide support for HEYL; 2 other boroughs have expressed an interest. - 315 settings (24% of final target) are participating in HEYL; 177 have achieved HEYL First Steps; 14 have achieved the Bronze Award and 5 Silver. Healthy Early Years London G GAGA- Training and support is being provided to the boroughs to support local Rev 502 0 induction and quality assurance. The first HEYL Strategic Advisory Group meeting will take place in October. - HEYL and early years settings are reliant on borough support, which in turn is dependent on local resources which will always be changeable. - Bloomberg Philanthropies Partnerships for Healthy Cities Programme is Page 137 Page funding the first year HEYL evaluation (October 2018-19) and have selected HEYL as a World Health Organisation case study.
- 221 organisations have been accredited, which represents 314,000 employees now benefitting from the Charter. Work with the low paid sector has led to increased levels of engagement with the hotel sector, and also schools. - The GLA core programme team continues to work closely with the Healthy Workplace Charter A AAAGEconomic Policy and Business Unit to align the work of the Charter to the Rev 175 18 Good Work Standard. - Planning is underway for the 2018 Awards event to recognise organisations' hard work in attaining their charter accreditation. - The project is rated amber because it is undergoing a refresh of its standards, operating model and structure. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget - Thrive LDN is a city-wide movement to improve the mental health and wellbeing of all Londoners. It is supported by the Mayor and led by the London Health Board. - All projects have delivered against their key milestones for quarter 1 and are Thrive LDN G GGGGon track to deliver against future milestones. Rev 350 0 - Two rounds of Young London Inspired grants have been awarded. The next round of funding will open in early October. - The Thrive LDN Champions Leadership development programme is also due to launch in early October.
- The Mayor’s key ambition on social prescribing as set out in the London Health Inequalities Strategy is to 'help more Londoners in vulnerable or deprived communities to improve their health and well-being through social
Page 138 Page prescribing'. Development and Delivery of - To deliver this, the GLA along with the Health London Partnership, the NHS the Social Prescribing Vision A GAAAand other key statutory partners are developing a ten-year social prescribing Rev 108 36 for London vision for London. The vision will be published in 2018/19. A number of research reports were commissioned during 2018 to inform the vision. The draft vision will be shared externally for comment during the autumn of 2018. - The project is rated amber as delivery is dependent on key partners, in terms of sign off and launch of the vision. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget HR&OD
- The programme structure has been approved and drafting of the toolkit content is underway. Gathering feedback on initial sections has commenced - The selection and matching process for the first 33 GLA Group participants and equal numbers of champions is progressing and the first session will take place on 19 September - Programme development and delivery has been well-supported with positive and proactive engagement from Functional Body representatives on Our Time - Supporting Future GGGGthe Working Group Rev 0 0 Leaders G - The design and build of the webpages, which will be used to host the content, is underway - A group of early adopter organisations from the public and private sector
Page 139 Page have been identified and initial conversations about how they will adopt Our Time have commenced. - The budget to support this project was agreed in quarter 2 and will therefore be added at the next reporting round.
Infrastructure & Growth
- The Mayor established a Connected London team to tackle the barriers to provision of digital connectivity in London. - TfL have begun the procurement process for a provider to commercialise their underground assets, which will deliver mobile connectivity. - The Mayor successfully bid with TfL and eight boroughs for funding from DCMS and secured £8.5m for the Connected London Full Fibre Network. The network will use TfL’s underground network and other assets to roll out Connected London GAGG Rev 50 0 G gigabit- capable full fibre connectivity across the capital, starting in 2019. - The British Standards Institute have been contracted to deliver the Standardised Mobile Agreement document. - The strongest digital connectivity policies ever has been proposed in Early Suggested Changes to the Draft London Plan, recognising the critical importance of digital infrastructure as the fourth utility, alongside energy, water and waste management. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget Regeneration & Economic Development - The cafe construction is continuing to take shape. The Borough is working with the future operator to ensure that they understand what is happening on site and that their requirements are met. Crystal Palace Park AAAG Cap 1,021 0 A - The Borough are is working to improve the wider landscaping around the skatepark. This has been escalated internally as the issues with progress flow primarily from the Borough's contractor.
One of our delivery partners (ICON) is restructuring and, as a result, will beTUPE'd to another delivery partner (ICL), and the financing structure will change considerably. As a result, we can no longer claim their time on the
Page 140 Page project from October 2018 onwards. Whilst this will not effect milestone delivery, as the team will still be delivering C26s pro bono, it will affect budget profile and match-funding allocation. Therefore we need to a) reprofile the project spend, 2) re-allocate thier budget to other DPs. Also - the C26s and 29s expected for this quarter are not quite ready, they are expected to be delivered in the next quarter. The project is on track to achieve our outputs and outcomes for the project. Delivery against the overall milestones and timelines is not at risk. We have completed several tranches of SME support and delivery has commenced on our first Research ERDF Better Futures A GAAAInstitution collaboration, and several more projects are either procured or N/A 0 0 currently being procured. We are also working with a number of SMEs to develop new products for thier business. The support being delivered across the project is varied, from core business management and development, to technical or specialist support in areas such as fundraising, marketing, social media and finance modeling. The women in cleantech project, which we have jointly undertaken with the London Sustainable Development Commission, has been very successful, and we have a number of potential new workstreams that Better Futures could take forward to support women in cleantech to join the project. We have also begun delivering events with some of our new Strategic Partners, PwC and KnightFrank, which has offered added value to our SMEs by delivering additional services that support their development. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- The consultation for the draft London Food Strategy closed on 5 July and officers have worked with externally appointed consultants to analyse every response received, which will inform a consultation response report, the final strategy and the accompanying Implementation Plan. - The Capital Growth funding letter has been signed and delivery has Food Programme A AAGAcommenced. Officers are working with partners to draft and sign funding Rev 186 19 letters for the other strands within the Food Programme. - The development of the London Food Strategy has required significant input from all officers working on the Food Programme. The timescales for signing funding letters with partners have therefore been delayed; but the majority of the programme's spend will be committed by the next quarter. Page 141 Page
- Various research strands are being progressed with the support of Mayor's Design Advocates including the new London Housing Design SPG that supports and develops housing design policies in the daft London Plan, the Circular Economy statement guidance, research into diversity in London's built environment sector and development of GLA protocols to support design quality management. Good Growth by Design A GAGA- The London Review Panel has continued to meet on a monthly basis. Rev 82 21 Recent reviews have included Good Growth Fund and Skills for Londoners projects. The London Quality Review Charter has been circulated to local design review panels for adoption. - The Mayor provided a Good Growth by Design 'one-year-on' speech at the NLA Awards highlighting the progress made across the programme, which is backed up with a interview in the New London Quarterly. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- Delivery commenced this financial year and current monitoring reports indicate all projects in delivery are on track, with some minor variations to budget profiles reported following the grant agreement process (there will likely be some slippage of budget into next year). Good Growth Fund GAGA G - 26 of 27 Round 1 projects are in delivery (the final project has contracting in place but is awaiting approval to initiate project delivery). Two projects in receipt of Round 1 Development Funding awards have submitted Round 2 applications – demonstrating the effectiveness of this strand of support. Rev 2,915 25
- The project is on track to hit the deadline for Round 5 campaigns to pitch to the £1m fund for 2018. A marketing campaign was launched to encourage Crowdfund London 2018- strong applications; there were also more than 10 events across London to
Page 142 Page GAAG 2021 (GGF) G introduce the programme and help people shape their ideas. - The procurement process to find a civic crowdfunding platform partner, initially for the next 2 years, has been completed.
Rev 2,109 36 The programme is delivering; but there are some large projects that are Growing Places Fund A A A A A delaying spend. Of the 56 projects awarded funding, 9 projects are in delivery, 46 projects are completed and 1 project is at the pre-approval stage. Cap 20,642 36
- At the end of quarter 1, the London Co-Investment Fund had invested £17.6M into 116 companies. The co-investment multiple (ie private sector money leveraged) stands at £119m, representing a multiple of 6.85x, over twice its target of 2.9x. London Co-Investment Fund Part of the 'Growing Places GAGA- The uncertainty that has been brought about by the referendum result has (LCIF) A meant that the investment market has slowed, this is unlikely to change until Fund' budget the outcomes of the Brexit negotiations are known. - As a result of investment, portfolio companies have been able to create over 1,230 jobs and safeguard a further 350, with this number steadily growing. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- All outstanding projects have reported positive progress in the past reporting period and are on track to meet their revised delivery profiles. Deeds of variation have either been completed or are being prepared for all London Regeneration Fund G GAAAprojects that reported slippage at the end of 2017-18. - An additional project has completed in the last reporting window, South Kilburn Enterprise Hub. The Granville launched this month. The works have been completed to a high quality, and has had very positive feedback.
- There is good progress towards on many projects. - The Suburban Farm for Tolworth project had an installation in the courtyard Cap 8,201 0 of the V&A over the summer and went on to win a silver medal in the
Page 143 Page prestigious RHS Hampton Court Flower Show. Tottenham's Cafe Connect finished their building renovation works and the Brixton Pound Cafe completed their kitchen improvements. The Ladywell Self Build Community Crowdfund London 2015- space received planning permission (including permission for their community- AAGG 2018 (LRF) A led housing scheme) and are progressing with the build. - A few projects have complex issues and will need a number of months to resolve these. Sayes Court are one of these projects and we have been providing GLA Regeneration Special Assistance Team support to resolve an issue of local tensions around the future of the garden and the project's approach to broad engagement regarding this future. There will also be some project slippage into quarter 2.
- The project is working to a tight schedule, with recent delays reported on Rev 32 8 some aspects. Mayor's Regeneration Fund A A G G - Peckham palms works continue on site and are due to be completed in (Gateway to Peckham) A October. Communication with businesses and locals continues, with monthly drop-ins. Cap 8,201 0 Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- The European Commission awarded 25m over five years to the GLA to deliver a set of smart city projects in partnership with Greenwich (RBG), Milan, Lisbon, Burgas, Bordeaux and Warsaw to demonstrate and replicate to other EU cities integrated solutions in energy, sustainable mobility, urban data integration and digital technologies. - The programme has completed its second year of delivery and the implementation of the measures will take place throughout 2018. Notable Sharing Cities (Horizon2020) G AGGGachievements in RBG to date include: Rev 0 -703 • A successful eBike loan scheme. • Design is underway to install electric vehicle (EV) lamp post charging units, improving EV charging infrastructure to support a low emission travel mode. • Design is also underway for smart parking sensors to be installed to support the ease of use and enforcement of EV charging bays. Page 144 Page • A zero emission logistics scheme was launched. - The programme is expected to deliver as planned.
Team London & Sport
- All of the component projects are either in the planning stage or delivering to expected timeframes/budget; excepting that there have been some delays to the Team London website (but plans are being managed accordingly). - The Team London small grants programme was specifically designed this year to support small charities in London delivering social integration themed Team London Community programmes. Guidance and application process have been reworked to reflect Engagement: Website, the three social integration priorities. Awareness, Reward & G AGAG- In the past quarter, the GLA developed and delivered a new trustee Rev 899 22 Recongition, 3rd Sector recruitment workshop - an area of weakness for third sector organisations. Support and Grants - Nominations for the Team London Awards closed in June; 265 nominations were received for 17 awards. - The GLA will commission an external delivery partner to carry out research and scoping work into the role of reward and recognition. - A website developer has been appointed to scope, design and build the new Team London website. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget - Milestones for the project are on track. Risks and issues whilst mostly amber, are manageable. - The GLA submitted version 1 of the London EURO 2020 Host City Concept on time to the UEFA EURO 2020 team. - The London Fan Zones sites remain unconfirmed. Discussions are ongoing with landowners, boroughs and partners. UEFA Euro 2020 GAGG Rev 0 37 G - The GLA is working closely with Transport for London and the Metropolitan Police to address each of the Host City Requirements and establish an integrated plan for delivery both in the lead up to and during the tournament. - The bulk of spend will take place in 2019/20 and 2020/21 (£5m each year).
- Events continue to deliver to world class standards. Page 145 Page - The 2018 Women's Hockey World Cup was hosted successfully at Lee Valley Hockey and Tennis Centre. Economic and broadcast impact data are expected in quarter 2. - The inaugural Street League Skateboarding Pro Open London was hosted successfully at the Copper Box Arena. - The GLA supported British Swimming's successful bid to host a London leg of the 2019 and 2020 FINA Diving World Series at the London Aquatics Major Sports Events GAGG Rev 760 0 G Centre. - The GLA has worked with Major League Baseball to secure two fixtures at the London Stadium in June 2019. - The GLA is working with the organisers of the 2019 Cricket World Cup to support delivery of the 10 matches scheduled to take place in London in May, June and July 2019 (five games each at the Kia Oval and Lord's). - The GLA supported The FA in submitting a bid to UEFA to host the 2021 Women's EURO in England. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
- The Major Events Engagement Fund (MEEF) connects the work of the Major Sporting Events and community sport so that Londoners can capitalise on the opportunities presented through London's hosting of the world's best major sporting events. - MEEF projects have performed well in Phase 2 of the project and are approaching completion. The partnership with Sport England has ended and Major Events Engagement AGGGthe fund is being refreshed meaning that the next phase of the MEEF is Rev 155 5 Fund G currently under development. The new, proposed delivery model (through a partnership with London Sport) is under development. The new approach will ensure greater officer support from London Sport with a dedicated officer being recruited within London Sport's structure to manage community projects associated with major sports events. We anticipate the first projects to be funded from the new funding to go live in quarter 3 2018/19. Page 146 Page
- The London Enterprise Adviser Network (LEAN) is a project to match senior business professionals (Enterprise Advisers) with careers leaders to support them to develop a careers education strategy that is reflective of all sectors and pathways in to employment. - Procurement of an external delivery partner is underway. There have, Team London Social Mobility - however, been delays in procurement and contracting challenges due to HeadStart Action (Pilot) and A AAAGunforeseen funding requests and lack of bids from external delivery partners - Rev 643 51 LEAN hence the amber rating. - HeadStart Action is a bespoke, geographically and demographically focused programme for disadvantaged young people from Southwark who require greater support to be in education or employment. Cohort one has been successfully delivered, with 25 out of 29 participants completing the full programme and reporting significant improvements against key metrics. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
The project has failed to meet its output targets for the previous and current financial years. The ESF Delivery Unit and Team London have worked with the provider to address this, and a formal recovery process was put in place. However, the provider was not able to deliver against this plan, and the GLA Volunteering as a Route to has therefore explored alternative options with the provider, namely RRRR Work: 2Work R delivering a reduced number of outputs and funding over a smaller geographical area, or a withdrawal from the contract. The provider has now confirmed that they wish to withdraw from the contract. The GLA will therefore re-tender for the remaining outcomes for the project with a view to Rev563 59 meeting overall project targets.
The project is currently under performing, with delivery slowing in the past quarter. This is due to a reduced number of referrals and a limited pipeline to Volunteering as a Route to Page 147 Page RRRRreach veterans and early service leavers. Progression through the project cycle Work: Forces for London R has been slow throughout, particularly with very low numbers completing 16 hours of volunteering.
- The aim of the grants that will be provided through this project are to support volunteering and social action to improve mental wellbeing and emotional resilience. Young Londoners Fund: GGGG- Applications went live in June the applications were live, with a strong Rev 500 0 Young London Inspired G response. - The aim is to fund approximately 8 organisations over 3 years from the £500,000 budget.
- HeadStart Action is a geographically and demographically focused personal and social development programme targeted at young people who are at risk of becoming NEET (not in employment, education or training) and require greater support to be in education, employment or training. - The project is at the procurement stage and will close to applicants in Young Londoners Fund: September 2018. We have had a number of queries from organisations GGGG Rev 200 0 HeadStart Action G interested in applying for the fund and therefore confident we will receive sufficient applications. - We are working with The Challenge, who have delivered prior HeadStart programmes, including the HeadStart Action Pilot programme. The Challenge are managing the project and leading on the procurement process with input from Team London. Appendix 4 - Project table
PROJECT DETAILS QUARTER 1 PERFORMANCE Q1 FINANCIALS (£000s) Overall Time‐ Issues & Deliver‐ Expen‐ Net Annual Project Name Commentary Cap/Rev Actual RAG scales Risks ables diture Budget
The FreeSport and Make a Splash projects are complete, having achieved Sports Legacy Programme G GGGGtargets and final payments made. All Participation Fund projects are Rev 788 280 complete, with only 2 outstanding final payments to be made. Page 148 Page Appendix 2 Mayor’s Office for Policing & Crime Quarterly Performance Update Report Quarter 1 2018/19 Page 149 Page
MOPAC Quarterly report 1 Contents Introduction - 3 About MOPAC and the Metropolitan Police Service – 4 Quarterly Performance Executive Summary – 6 Measuring the things that matter - 7 Police and Crime Plan Monitoring - 8 A Safer London - 9 Recorded Crime and TNOs Mandatory High Harm Priorities ASB and Local Priorities A Better Police Service for London - 13 Trends in Public Voice Inequalities in Public Voice and Public Complaints Page 150 Page Trends in Workforce Diversity – Police Officers Diversity – Police Staff and PCSOs DWO Abstractions A Better Criminal Justice System for London – 21 VCOP awareness Keeping Children and Young People Safe – 24 Tackling Violence Against Women and Girls - 27 Standing Together Against Extremism, Hatred and Intolerance – 30 Sexual Orientation, Transgender, and Disability Race and Religion and CT arrests Oversight - 34 Responding to the Public - 36 999/101 Calls I and S Response Times Investigations - 38 TNOs Stop and Search Monitoring - 39 Total stop & search and positive outcomes S60 and types of search Finance Monitoring – 42 Overview – 43 Revenue, Capital and Reserves – 44-49 MOPAC Commissioning – 50-55 Contents MOPAC Quarterly report 2 Introduction Page 151 Page
Introduction MOPAC Quarterly report 3 About MOPAC
The Police Reform and Social Responsibility Act 2011 established an Oversight elected Police and Crime Commissioner for each police force area across England and Wales to ensure that there is democratic oversight of how policing is delivered. In London, the elected Mayor – Sadiq Khan, is the In fulfilling its responsibilities, MOPAC ensures that its business is equivalent of the Police and Crime Commissioner and is responsible for conducted in accordance with the law and proper standards and that ensuring that the Metropolitan Police deliver an efficient and effective public money is safeguarded, properly accounted for and the value for service for Londoners. money (VfM) principles of economy, efficiency and effectiveness are strongly adhered to. The Mayor’s Office for Policing and Crime (MOPAC) supports the Mayor in fulfilling his role. The Mayor has appointed a statutory Deputy Mayor for MOPAC has in place robust Governance arrangements to ensure MPS and Page 152 Page Policing and Crime – Sophie Linden – to lead MOPAC. partners are held to account and that MOPAC continues to monitor the objectives, operations and delivery of the PCP are adhered to. This is MOPAC is responsible for setting the overall strategic direction for policing done through various Boards and Panels, including the quarterly and safety, overseeing police performance in the capital and Oversight Board and other boards and panels which are listed in the commissioning a wide range of services to prevent crime and support Annual Governance Statement, published at: victims. https://www.london.gov.uk/sites/default/files/annual_governance_state ment_2017_18_final_-_with_signatures.pdf
The Police and Crime Plan MOPAC welcomes comments on this quarterly report. To send any The Mayor of London is required by law to produce a Police and Crime comments and questions please email them to MOPAC Correspondence Plan that explains how the police, community safety partners and other Team at: criminal justice agencies will work together to reduce crime. [email protected] The current Police and Crime Plan (PCP) reflects the Mayor’s manifesto and priorities for making London a safer city for all. The Plan is produced by MOPAC, who consult with Londoners on their priorities, develop the Plan itself and then ensure that its aims and commitments are delivered.
Introduction MOPAC Quarterly report 4 About the Metropolitan Police Service
Operational policing in London is the responsibility of Metropolitan Police Funding Commissioner Cressida Dick. The Met’s priorities are set in line with the Police and Crime Plan. The Met Business Plan sets out the Met’s priorities £3.3bn Gross Budget for 2018-20 and progress against it at Quarter 1 is detailed in Annex A to this report. Priorities How the Met The Met’s operational priorities are to is funded • Focus on what matters most to Londoners: violent crime tops the (£m) public’s concerns and tackling it is a priority in order to protect Londoners. This includes terrorism, knife and gun crime, sexual offending, domestic abuse and safeguarding vulnerable people from predatory behaviour. •
Page 153 Page Achieve the best outcomes in the pursuit of justice and in the support of victims: the Met has a fundamental responsibility to uphold the rule of law and to ensure that victims receive the best possible outcome. It does this by catching offenders and by ensuring victims of crime receive both justice and the support they need from the police and from our partners. • Mobilise partners and the public: safety requires action and intervention beyond the police service. The Met works with partners How the Met and communities to keep them safe and support them to prevent spends its budget crime. It also aims to earn the trust of more young people and ethnic (£m) minority communities. Workforce
At the end of Q1 2018-19, the Metropolitan Police Workforce consists of: 29,752 officers 2,134 special constables 1,257 PCSOs 8,565 staff Introduction MOPAC Quarterly report 5 Quarterly Performance Executive Summary
Police and Crime Plan Monitoring Oversight
Violent crime in London began to stabilise in Q1 2018/19 as part of a More than half of the local crime priorities selected by boroughs reduced concerted focus by the Met, including the creation of the Violent Crime in Q1 2018/19 compared to the same period in 2017/18 [36 reduced, 31 Taskforce. Two key indicators – lethal barrelled gun discharges and the increased]. This includes substantial reductions in theft from person in number of knife injury victims under 25 years-old (excluding domestic Camden and Islington following successful targeting of moped-enabled abuse) – were both at similar levels to the first quarter of 2017/18. crime.
Total notifiable offences recorded by police have been on an upward 24 of the 32 boroughs are currently below the 90% attendance targets for trajectory since back in the summer of 2014. Currently all major crime I grade emergency calls, for S calls this is the same with 30 of the 32 Page 154 Page types excluding Criminal Damage have seen an increase in recorded crime boroughs attending less than 90% of calls within the 1 hour window on the previous 12 months – a trend that has been seen across England during quarter 1 2018/19. and Wales. Improved recording standards since late 2014 have had an effect on offence volumes with violent crime in particular seeing an As part of the concentrated effort to bear down on violence, the Met is increase due to better recording practices. However the Crime Survey for increasing its use of stop and search. The latest quarter (Q1 2018/19) saw England and Wales (CSEW) suggests that real increases are being seen in an uplift of 6% from the previous quarter and was 14% higher than the theft, knife crime and vehicle related crime. same period in 2017. Recognising concern about levels of knife crime, searches looking for weapons, points and blades now form a bigger The Met was graded ‘Good’ in Her Majesty’s Inspectorate of proportion of the total. Constabulary, Fire & Rescue Service’s inspection of crime recording. HMICFRS said: “(The Met) has made concerted efforts to improve crime- recording accuracy since our 2014 crime data integrity inspection report. Finance Monitoring Importantly, we found a commitment to accurate crime recording that is The full year 2018/19 capital programme provided for £420.8m of victim-focused and free from performance pressures of any kind.” and expenditure. This is to be funded from a combination of borrowing, added “The culture and leadership regarding crime recording in the capital receipts, grants and other contributions. The Met will be Metropolitan Police Service is outstanding”. reprofiling their 2018/19 capital expenditure to £363.7m following review of the work being undertaken this financial year. The report also Overall victim satisfaction with service has decreased by 2 percentage forecasts the full year outturn against budget (revenue) for 2018/19. The points when comparing twelve months to Q1 2018/19 with FY 2017/18, Met have a £3.3bn gross budget and are forecasting a £6.1m underspend. and 7 percentage points when compared with the same point last year. Overall satisfaction is now at the lowest levels since before FY 2012/13.
Introduction MOPAC Quarterly report 6 Measuring the things that matter
Police and Crime Plan Monitoring Throughout the life of the police and crime plan, MOPAC will monitor The performance framework details what success looks like for London. key indicators as proxies for areas on which the plan is focused. This documents a move away from blunt pan-London crime reduction targets, in favour of locally agreed policing priorities and a focus on This diagram below provides an overview of key priorities that are addressing the crimes that cause the greatest harm to individuals – such explored further throughout this report. as sexual assault, domestic abuse and child sexual exploitation. Page 155 Page
Introduction MOPAC Quarterly report 7 Police and Crime Plan Monitoring Page 156 Page
A Safer London
A Safer London MOPAC Quarterly report 8 A Safer London - Summary Recorded Crime and TNOs The rolling 12 months to quarter 1 2018/19 saw a 6.5% increase in offences compared to the same period last year, over 50,000 more recorded offences. There was a 5.3% increase (10,466 more offences) against quarter 4 2017/18. Using the most recent national available data from ONS (to March 2018), recorded crime in London increased by 6% compared to the previous 12 months. The increase in London is lower than the nationwide increases: total notifiable offences across England and Wales were up by 13%, and a 18% increase was seen across other most similar metropolitan forces (Greater Manchester, West Midlands and West Yorkshire). Over the longer term, improved crime recording accounts for some of the increase in recorded offences, particularly in categories such as ‘violence against the person’. However, some reflect genuine increases in crime levels.
Mandatory High Harm Priorities All these recorded crime categories increased in quarter 1 2018/19 compared to quarter 4 2017/18. Of note, hate crime increased by 22% (954 offences) and domestic abuse by 16% (3,075 offences, partly impacted by a change in Home Office Counting Rules). However, when looked at on an annual basis, both gun crime and hate crime have recorded 1% decreases against the previous year. Page 157 Page Through the Crime Survey of England and Wales it is known that high harm crimes such as domestic abuse and sexual offences are under-reported. MOPAC and the Met are encouraging better reporting and new ways for victims to report crime. Therefore an increase in recorded crime may also reflect a greater confidence in victims reporting their crime to the police. However the rise cannot be accounted for simply by more victims feeling able to report abuse or better recording practices, and the underlying causes of the increases seen sexual offences across London are yet to be fully understood. As one of the Mayor’s commitments MOPAC are currently undertaking research into understanding how much of this increase is real and how much is due to an increase in confidence and recording practices. This is due to be published in autumn 2018.
ASB and Local Crime Priorities In quarter 1 2018/19 there were 63,137 calls to the Met related to ASB. This is 3,906 (–5.8%) fewer calls when compared to quarter 1 last year. 85% of calls were classed as ‘nuisance’ related. Tackling ASB is fully incorporated into neighbourhoods. It is integrated into the roles of the two Dedicated Ward Officers and one PCSO per ward. Work is being further enhanced by recent training packages for all officers on ASB and a specific full day of training for Neighbourhood officers. Overall boroughs choosing common assault, non domestic violence with injury, theft from MV and theft from person, as local priorities to tackle, have seen reductions of these crime types compared to quarter 1 last year. Reductions theft from person in those boroughs prioritising it are particularly significant.
A Safer London MOPAC Quarterly Report 9 Recorded Crime and TNOs
Recorded crime Total Notifiable Offences (TNO)s
Change from 250,000 Police and Crime Plan July 2016 - July 2017 - Crime Category previous % Change
Area June 2017 June 2018 210,011
period 211,610
207,994
206,825
197,548
197,323
194,493 193,451 200,000 191,931 Total Notifiable Offences 792,779 829,179 36,400 4.59%
Violence Against the Person 241,806 252,968 11,162 4.62% 150,000 Page 158 Page Total Robbery 26,366 33,472 7,106 26.95% A better police service for London Total Burglary 70,793 79,054 8,261 11.67% 100,000 Total Theft Person 41,668 45,776 4,108 9.86%
Theft Taking of MV 29,097 31,377 2,280 7.84% 50,000
Theft from MV 55,743 61,900 6,157 11.05%
Keeping children and Knife Crime 13,100 14,907 1,807 13.79% 0 young people safe Gun Crime 2,644 2,478 -166 -6.28% Tackling violence
Domestic Abuse 75,770 80,476 4,706 6.21%
Q2 2016/17 Q2 2016/17 Q3 2016/17 Q4 2017/18 Q1 2017/18 Q2 2017/18 Q3 2017/18 Q4 2018/19 Q1 against women and 2016/17 Q1 girls Total Sexual Offences 18,430 20,294 1,864 10.11%
Racist and Religious Hate crime 17,813 16,544 -1,269 -7.12%
Standing together Sexual Orientation Hate against hatred and Crime 2,080 2,186 106 5.10% intolerance Transgender Hate Crime 203 183 -20 -9.85%
Disability Hate Crime 606 435 -171 -28.22%
A Safer London MOPAC Quarterly report 10 Mandatory High Harm Priorities
Recorded Offences of High Harm Crime Page 159 Page
A Safer London MOPAC Quarterly report 11 ASB and Local Crime Priorities
Local Crime Priorities – Quarter 1 2018/19 versus quarter 1 2017/18 ASB
BCU Borough priorities Common Assault Non DA VWI Robbery Theft from MV Theft Taking of MV Burglary Theft from Person Central East Hackney (-39) -4.9% (-500) -48.2%
Tower Hamlets (-3) -0.9% (+93) +12.6% Central North Camden (-33) -6.1% (-811) -40.4%
Islington (+50) +11.4% (-938) -56.0% Central South Lambeth (-18) -2.5% (-2) -0.7%
Southwark (+15) +4.6% (+62) +8.5% Central West Hammersmith and Fulham (+83) +75.5% (+129) +31.7%
Kensington and Chelsea (-241) -100.0% (-17) -9.6% (-7) -1.4%
Westminster (+1) +0.1% (+106) +17.8% East Area
Page 160 Page Barking and Dagenham (-10) -3.0% (-40) -10.5%
Havering (+8) +2.3% (-168) -30.2%
Redbridge (+40) +20.4% (+21) +3.6% North Area Enfield (-19) -4.6% (+172) +31.9%
Haringey (-73) -12.5% (+85) +23.2% North East Newham (+8) +1.3% (-30) -7.2%
Waltham Forest (-56) -12.8% (+56) +28.7% (-44) -8.2% North West Barnet (-10) -2.5% (+150) +20.2%
Brent (-88) -13.0% (+98) +43.8%
Harrow (-32) -11.9% (-52) -12.3% South Area Bromley (-53) -13.3% (-74) -11.7%
Croydon (+70) +12.7% (-88) -12.8%
Sutton (-52) -19.8% (-28) -10.7% South East Bexley (-18) -6.0% (+16) +5.9%
Greenwich (+27) +5.9% (-16) -10.2% (+12) +2.6%
Lewisham (-37) -7.1% (+106) +20.5% South West Kingston upon Thames (+11) +5.3% (-41) -17.9% Merton (+13) +11.7% (+57) +19.7% ASB ‘Personal’ - incidents perceived to target, or directly impact on, Richmond upon Thames (-65) -17.0% (+8) +2.1% an individual or group. Wandsworth (-6) -1.2% (+32) +5.0% West Area ASB ‘Personal’ - incidents impacting on surroundings, including Ealing (-18) -2.4% (+17) +3.4% natural, built and social environments. Hillingdon (-1) -0.9% (+10) +2.1% ASB ‘Nuisance’ - incidents which cause trouble, annoyance, Hounslow (+45) +11.0% (+42) +8.9% inconvenience, offence or suffering to the local community. Priority BCUs Priority Total (-18) -2.4% (-503) -4.9% (+414) +11.7% (-78) -5.7% (+13) +11.7% (+336) +2.9% (-2,249) -47.6%
MPS Total All offences (+477) +2.7% (-262) -1.9% (+462) +6.6% (+890) +6.1% (-327) -4.1% (+1427) +8.2% (-1,775) -14.9%
A Safer London MOPAC Quarterly report 12 Police and Crime Plan Monitoring
A Better Police Service for London Page 161 Page
A Better Police Service for London MOPAC Quarterly report 13 A Better Police Service for London - Summary
Public Voice Victim satisfaction: Overall satisfaction with service has decreased by 2 percentage points when comparing rolling 12 months (R12) to Q1 18-19 with the full year 2017/18, and 7 percentage points when compared with the same point last year (R12 to Q1 2017/18). Overall satisfaction is now at the lowest levels since before FY 12-13. This pattern is mirrored in satisfaction with each of the service areas (police actions (-2 pp. on last full financial year and -10 pp. on quarter 1 17-18 ), follow-up (-2 pp. and -6 pp.), ease of contact (-2 pp. and -7 pp.) and police treatment (-1 pp. and -3pp.)). This in part reflects the limitations in resources and the prioritisation choices that police services have had to make: for example the victim of a crime (such as vehicle theft or burglary) may not always see the visit of police officers.
Public perceptions: Public perceptions have tended to decline over time, with results from quarter 1 18-19 continuing this downwards trend. When
comparing 162 Page results for R12 to quarter 1 18-19 with the same point last year (R12 to quarter 1 17-18), decreases are seen for all 7 core public perception questions, most notably for knowing how to contact your local SNT/Ward officer (-18 pp.)*, feeling the police deal with the issues that matter (-6 pp.), feeling the police listen to the concerns of local people (-5 pp.), feeling the police can be relied on to be there (-4 pp.) and feeling the police do a good job in the local area (- 4pp.). At a discrete quarterly level, following a slight uplift in quarter 4 17-18, results for quarter 1 18-19 have returned to a downwards trend, with significant decreases seen across 4 of the 7 core public perception questions.
The pattern of inequalities across victim satisfaction and public perceptions remains broadly consistent with previous quarters. Workforce
Police officer numbers have remained below 30,000 (FTEs) over the last two quarters. The Met is working to bring officer numbers towards 30,750 thanks to additional Mayoral funding. However, due to the length of time it takes to recruit and train officers, we are expecting to continue the downward trend before a move back upwards. From 2019/20, the Mayor has allocated additional £59m annually, to support an extra 1,000 police officers than would otherwise be affordable by using income raised from business rates.
Despite overall police officer numbers dropping, BAME officers have increased in both proportion (+1.5%) and total number (+207) over the last two years due to a focus on increasing the number of BAME recruits. Female officers also represent a slightly higher proportion than two years ago (+1%) yet the actual number of female officers has decreased (-280).
Complaints During quarter 1 2018/19 the Met have recorded a 6.4% decrease in the number of cases recorded and a 32% decrease in allegations made compared to quarter 1 2017/18; as well as 386 fewer allegations than reported in quarter 4 this year.
A Better Police Service for London MOPAC Quarterly Report 14 Trends in Public Voice
Victim Satisfaction Public Perceptions
Overall Ease of Contact Actions Follow Up Treatment
94% 91% 89% 87% 84% 84% 79% 76% 75% 72% 72% 66% 68% 62% 60%
Page 163 Page
% Satisfied %
Q1 17/18 Q1 17/18 Q2 17/18 Q3 17/18 Q4 18/19 Q1
Q1 16/17 Q1 16/17 Q2 16/17 Q3 16/17 Q4
Source: User Satisfaction Survey (USS). R12 Months data per point. Source: Public Attitude Survey (PAS). R12 Months data per point.
The confidence intervals associated with MPS level data are approximately 0.7 The confidence intervals associated with MPS level data are approximately 0.9 percentage points per data point. percentage points per data point. 1 In Q1 2017/18, ‘Contact local SNT/Ward Officer’ question wording was changed from: Do you know how to contact your local policing team? ‘ to ‘Do you know how to contact your Safer Neighbourhood Team or your Dedicated Ward Officers?’. This seems to be related to the lower result shown in 17-18, which will include results from both question types. Q4 17-18 is the first point where results are entirely based on the new question wording. A Better Police Service for London MOPAC Quarterly report 15 Inequalities in Public Voice and MPS Complaints
Inequalities in Victim Satisfaction and Public Perceptions MPS Public Complaints
Feels well Agree the Agree the Agree the informed Agree the police are Knows how to police treat police can be Police do a about local police listen to dealing with contact their everyone fairly relied upon to Overall good job in the police activities the concerns of the things that local SNT/ward regardless of be there when Satisfaction local area over the last 12 local people matter to this officer who they are needed (Good job) months (Listen to community (Contact ward (Fair (Relied on to (Informed concerns) (Dealing officer) treatment) be there) local) issues) MPS Average 69% 65% 42% 71% 76% 68% 14% 74% White British White Other 6% 6% Page 164 Page Black -5% -5% -13% -5% Ethnicity Asian 6% Mixed -7% -6% -7% -11% -6% Other ethnicity 5% 8% -5% 7% LGB -6% -6% -5% LGB Not LGB 16-24 -6% -7% 25-34 -6% 35-44 Age 45-54 -5% 55-64 5% -5% 65 years + 16% 6% Disability -5% Disability No disability Male Sex Female The table compares the weighted MPS figure against each of the specified groups scoring and highlights a positive or negative difference *The number of complaints shown above is taken from a live system which when of 5 percentage points or more between the two. Where numbers above are showing, we believe there is a statistically meaningful gap extracted is a snap shot in time – numbers may change as new complaints are between the specified group and the rest of the MPS. User Satisfaction Survey (USS) data for overall satisfaction is included for a updated on the system comparison.
A Better Police Service for London MOPAC Quarterly report 16 Trends in Workforce
MPS Workforce Makeup Police Officer Strength
35,000 31,555 31,343 31,076 31,049 30,719 30,380 30,046 29,924 29,752 30,000
25,000
20,000
15,000
10,000
5,000
0 FTEs
Page 165 Page
Q2 16/17 Q3 16/17 Q4 16/17 Q2 17/18 Q3 17/18 Q4 17/18 Q1 16/17 Q1 17/18 Q1 18/19
Police Staff Strength
10,000 9,329 9,028 8,732 8,759 9,000 8,500 8,464 8,455 8,481 8,565 8,000 7,000 6,000 5,000 4,000 3,000 2,000 1,000
0
FTEs
Q1 16/17 Q2 16/17 Q4 16/17 Q2 17/18 Q4 17/18 Q1 18/19 Q3 16/17 Q1 17/18 Q3 17/18
A Better Police Service for London MOPAC Quarterly report 17 Diversity – Police Officers
Female Police Officer Strength BAME Police Officer Strength
8,170 8,124 8,077 8,118 8,059 7,982 7,905 7,911 7,890 30% 30% 8,000 8,000 26% 7,000 27% 25% 7,000 25% 6,000 6,000 20% 20% 5,000 5,000 4,040 4,042 4,141 4,160 4,166 4,152 4,186 4,217 4,010 15% 4,000 15% 4,000 13% 14% 3,000 10% 3,000 10% 2,000 2,000 5% 5% 1,000 1,000 Page 166 Page
0 0% 0 0%
FTEs
FTEs
Q1 16/17 Q2 16/17 Q3 16/17 Q4 16/17 Q3 17/18 Q4 17/18 Q1 18/19 Q1 17/18 Q2 17/18
Q1 16/17 Q3 16/17 Q4 16/17 Q1 17/18 Q3 17/18 Q4 17/18 Q1 18/19 Q2 16/17 Q2 17/18 Female % Female BAME Total % BAME
Diversity in Recruitment
A Better Police Service for London MOPAC Quarterly report 18 Diversity – Police Staff and PCSOs Female Police Staff Strength BAME Police Staff Strength 60% 60% 8,000 57% 56% 8,000 7,000 50% 7,000 50% 6,000 6,000 5,295 5,109 40% 40% 4,938 4,951 4,756 4,724 4,731 4,744 4,801 5,000 5,000 30% 30% 4,000 4,000 25% 25% 3,000 3,000 20% 2,318 2,228 2,180 2,196 2,095 2,091 2,084 2,058 2,101 20% 2,000 2,000 10% 10% 1,000 1,000
0 0% 0 0%
FTEs
FTEs
Q1 16/17 Q2 16/17 Q4 16/17 Q1 17/18 Q3 17/18 Q4 17/18 Q1 18/19 Q3 16/17 Q2 17/18
Q2 16/17 Q3 16/17 Q1 17/18 Q2 17/18 Q4 17/18 Q1 18/19 Q1 16/17 Q4 16/17 Q3 17/18
Page 167 Page Female % Female BAME Total % BAME Female PCSO Strength BAME PCSO Strength
60% 60% 8,000 8,000 7,000 50% 7,000 50% 6,000 39% 40% 6,000 40% 37% 5,000 36% 5,000 35% 30% 4,000 30% 4,000 3,000 3,000 20% 20% 2,000 2,000 10% 10% 1,000 567 553 533 508 499 484 464 452 437 1,000 569 565 550 530 524 519 505 494 486
0 0% 0 0%
FTEs
FTEs
Q1 16/17 Q3 16/17 Q4 16/17 Q1 17/18 Q2 17/18 Q3 17/18 Q4 17/18 Q1 18/19 Q2 16/17
Q2 16/17 Q3 16/17 Q4 16/17 Q1 17/18 Q2 17/18 Q3 17/18 Q1 18/19 Q1 16/17 Q4 17/18 Female % Female Total BAME % BAME A Better Police Service for London MOPAC Quarterly report 19 DWO Abstraction
DWO Abstraction by Type Page 168 Page
Abstraction Categories: Abstraction is defined as those instances where a DWO is required to work somewhere other than their allocated ward for any part of their shift (not including overtime). It does not include either training or attending court which are seen as integral parts of the DWO role. Abstraction is defined as the percentage of total hours worked which have been spent working somewhere else other than the allocated ward.
Abstraction Categories: Aid - officers taken out of wards to provide support at large public events or critical incidents that require a police presence in another part of London (such as large scale demonstrations). For example, 2% Aid abstraction is equivalent to 50 minutes in the working week of a DWO Local Aid - officers requested to work elsewhere in the BCU to support local activities such as sporting events, cultural events and borough based policing operations. CAD - Computer Aided Dispatch, officers required to work in the BCU operations room or the Grip and Pace Centre Staffing up - Officers required to backfill for Emergency Response Team officers who are unavoidably absent, in order to provide minimum staffing levels Custody - Officers required to assist in custody suite
Abstractions can only be shown for officers in post. It works on the assumption that all posts are filled and that unless the DWO is shown as ‘abstracted’ they are on patrol in their ward. As with any human resource there will occasionally be times when a post becomes vacant. This can occur when an officer is sick, on maternity leave or has received a promotion. The MPS has committed that all vacancies will be filled as quickly as possible but some turnover is inevitable.
A Better Police Service for London MOPAC Quarterly report 20 Police and Crime Plan Monitoring
A Better Criminal Justice System for London Page 169 Page
A Better Criminal Justice System for London MOPAC Quarterly report 21 A Better Criminal Justice System for London - Summary
Victims Code of Practice (VCOP) – User Satisfaction Survey (USS) Victims from the USS report varying degrees of compliance across the 3 Victim Code of Practice (VCOP) questions. The majority of victims report being offered a Victim Support referral (61% for Q1 18-19). Fewer victims are offered the opportunity to complete a Victim Personal Statement (49% for Q1 18-19).
In terms of being given information on Restorative Justice, only 21% of victims (Q1 18-19) report being offered this. These figures have remained fairly consistent over the last 5 quarters of data collection.
Restorative Justice (RJ) questions – Public Attitude Survey (PAS)
Awareness 170 Page of RJ has decreased from 30% of respondents (Q1 and Q3 17-18) to 22% of respondents (Q1 18-19). Similarly, the proportion willing to take part in RJ if they were a victim has fallen each quarter from 57% Q1 17-18 to the current level of 44% Q1 18-19.
A Better Police Service for London MOPAC Quarterly Report 22 VCOP Awareness
VCOP questions - USS Restorative Justice questions - PAS Page 171 Page
Within the PAS residents of London who have not necessarily had any contact with police are asked whether they are aware of Restorative Justice, and if they were a victim, whether they would be likely to take part in this process.
A Better Criminal Justice System for London MOPAC Quarterly report 23 Police and Crime Plan Monitoring Page 172 Page
Keeping Children and Young People Safe
Keeping Children and Young People Safe MOPAC Quarterly report 24 Keeping Children and Young People Safe - Summary
Knife Crime Victims under age 25 Whilst recorded knife crime with victims aged under 25 is at a higher overall level than in previous years, the last 5 quarters indicate the trend has stabilised. Quarter 1 2018/19 saw a 13% increase (65 victims) against quarter 4 2017/18, yet there were 3 fewer victims in quarter 1 compared to the same period last year. The proportion of under 25 knife crime with injury victims that were not domestic abuse related has remained consistently above 90%. During the first quarter of 2018/19 there were nine victims of knife homicide aged under 25 – this compared to twelve in quarter 4 2017/18 and 20 during quarter 1 in 2017/18.
In addition to the pro-active policing of the Violent Crime Task Force, the Met is increasing the number of Safer Schools Officers and engagement work across the education sector. The Mayor launched the Young Londoners Fund investing £45million over 3 years to help young Londoners at risk of getting caught up in crime, and he has provided further funding towards a new Met Violent Crime Taskforce focusing on hotspots.
Child Sexual Abuse and Child Sexual Exploitation
Recorded 173 Page child abuse in quarter 1 has been lower than previous 2 quarters, showing an decrease of 1% against quarter 4 2017/18 (from 3,845 to 3,810); but has increased compared to quarter 1 last year (3,810 against 3,134).
Recorded offences have decreased from quarter 1 of 2017/18 (from 300 recorded CSE offences to 208). There has however been an increase compared to quarter 4 of 2017/18 (from 185 recorded CSE offences to 208). The Met is working closely with MOPAC and partners to improve child protection practice across London, learning from HMICFRS’s Child Protection Inspection recommendations which are based on findings of a report undertaken between February and May 2016. To drive improvement the Mayor has regular formal meetings with senior Met leaders to ensure regular oversight of child protection practices.
There has been a strong focus on raising the awareness and understanding of CSE and child abuse across the Met as part of the ‘Spot it to Stop it’ campaign which started in August 2017. The CSE element of the campaign was completed in November 2017.
Keeping Children and Young People Safe MOPAC Quarterly Report 25 Keeping Children and Young People Safe
Knife Crime with Injury – Victims aged under 25 Child Abuse and Child Sexual Exploitation Page 174 Page
Child Abuse is defined by the Met as all offences under Violence Against the Person and Sexual Offences where the victim is under 18 and Child Protection Units are investigating
Note: % Non Domestic equates to the proportion of all victims aged under 25 years old that were injured with a ‘knife’ where the offence was not classified by the MPS as being domestic related.
Child sexual exploitation is a form of child abuse, which occurs when anyone under the age of 18 is persuaded, coerced or forced into sexual activity in exchange for, amongst other things, money, drugs/alcohol, gifts, affection or status. Keeping Children and Young People Safe MOPAC Quarterly report 26 Police and Crime Plan Monitoring
Tackling Violence Against Women and Girls Page 175 Page
Tackling Violence Against Women and Girls MOPAC Quarterly report 27 Violence Against Women and Girls - Summary
Domestic Abuse and Sexual Offences In quarter 1 the level of recorded domestic abuse is 16% higher than quarter 4 last year (3,075 offences); additionally offences have increased by 1,809 compared to Q1 2017/18. In quarter 4 recorded sexual offences were 7% higher than Q1 2017/18 year before but 9% higher than quarter 4. Changes to the Home Office Counting Rules in April 2018 included an exception to the principal crime rule. This states that “where there is a course of conduct amounting to either stalking or harassment or controlling and coercive behaviour the relevant course of conduct crime (stalking or harassment or controlling and coercive behaviour) should be recorded in addition to the most serious additional notifiable crime reported at the same time (per victim-offender relationship)”. As many of these offences are related to domestic abuse, this is believed to have partly caused the rise recorded in Q1.
We 176 Page know that domestic abuse and recorded sexual offences are both significantly underreported, which makes it difficult to fully understand the true scale of the problem in London. Although an element of increase in recent periods may be accounted for by an increase in reporting, the rise cannot be accounted for simply by more victims feeling able to report abuse or better recording practices, and the underlying causes of the increases seen sexual offences across London are yet to be fully understood. However as one of the Mayor’s commitments MOPAC are set to publish a report by Autumn 2018 that will give a better understanding to the cause of this increase.
The Met supported MOPAC in the development of its new strategy to tackle violence against women and girls, working towards better services for victims of sexual abuse, tackling harmful practices such as FGM and using technology such as Body Worn Video to counter attrition in domestic abuse prosecutions. In February, the Met campaigned as part of the national sexual abuse and sexual violence awareness week.
The Mayor published a Violence Against Women and Girls Strategy in March 2018. This sets out initiatives to further tackle perpetrators, and improve outcomes for victims and in particular vulnerable and repeat victims. The Strategy is backed by £44m investment up to 2020.
Honour Based Violence and Forced Marriage
In quarter 1, there were 75 recorded honour based violence offences – 7 more than the same period last year and an increase on quarter 4 2017/18 of 4 offences.
The levels of reported forced marriage linked offences is low, with 35 recorded in the last three months.
Tackling Violence Against Women and Girls MOPAC Quarterly Report 28 Violence Against Women and Girls
Domestic Abuse Sexual Offences Page 177 Page
Forced Marriage Honour Based Violence (HBV)
Tackling Violence Against Women and Girls MOPAC Quarterly report 29 Police and Crime Plan Monitoring Page 178 Page
Standing Together Against Extremism, Hatred and Intolerance
Extremism, Hatred and Intolerance MOPAC Quarterly report 30 Standing Together Against Extremism, Hatred and Intolerance - Summary
Hate Crime
There has been an overall increase in recorded racist and religious hate crime in recent years. Following the terrorist attacks in the London Bridge area in June 2017, there was an increase in the number of hate crime offences recorded by the MPS. The number of Racist Hate Crime offences recorded by the MPS has increased by 20.5% from quarter 4 2017/18 to 3,847 in quarter 1 2018/19. This is however a 4.5% reduction on the previous year.
The number of recorded Islamophobic Hate Crime offences recorded is up by 23.1% from quarter 4 2017/18 to 395 in quarter 1 2018/19. Compared to quarter 1 of the previous year, Islamophobic Hate Crime offences are down by 33.3%. Anti-Semitic Hate Crime offences show no change from quarter 4 2017/18.
The number of recorded offences related to homophobic hate crime in quarter 1 2018/19 increased by 36.8% (175 offences) from Q4 2017/18 and
increased 179 Page by 17.3% compared to Q1 of the previous year. The volume of recorded offences in Q1 2018/19 is higher than the preceding nine quarters.
In quarter 1 the number of recorded disability hate crime offences decreased by 4.4% to 108 recorded offences against quarter 4 2017/18. There was also an overall decrease of 8.5% when compared to quarter 1 of the previous year.
In quarter 1 2018/19 there were 60 recorded offences of transgender hate crime, 27 more offences from the quarter 4 2017/18 and 10 more offences when compared to quarter 1 of the previous year.
Extremism
The response to the terrorist incidents in quarter 1 2017/18 required an enormous amount of resource in the immediate aftermath and in terms of investigating capacity, across the whole organisation: not just on counter-terrorism policing but also neighbourhood officers and all Met officers and staff. Following the understandable spike in counter terrorism arrests in quarter 1 2017/18, arrests in quarter 1 2018/19 have returned to below average levels. There have been 7 fewer arrests made by counter terrorism command officer compared to quarter 4 2017/18. London remains on a heightened state of alert and the Met continually reviewing security arrangements to reflect the threat we are facing. This also requires vigilance from everyone to report anything suspicious to the police at the earliest possible opportunity.
Extremism, Hatred and Intolerance MOPAC Quarterly Report 31 Hate Crime – Sexual Orientation, Transgender, and Disability A hate crime can have more than one hate flag attached to it. Adding up all the hate crime categories may result in multiple counting of a single offence.
Disability Hate Crime Homophobic Hate Crime Page 180 Page
Note: In February 2016 the MPS and community partners launched the ‘Disability Hate Transgender Hate Crime Crime Matters’ initiative, providing briefings to frontline officers to ensure disability hate crime is recognised, properly recorded, and gets the response it requires. This saw a far higher number of disability hate crime reports captured than would previously have been the case.
Extremism, Hatred and Intolerance MOPAC Quarterly report 32 Hate Crime– Race and Religion A hate crime can have more than one hate flag attached to it. Adding up all the hate crime categories may result in multiple counting of a single offence.
Racist Hate Crime Islamophobic Hate Crime Page 181 Page
Anti-Semitic Hate Crime
Extremism, Hatred and Intolerance MOPAC Quarterly report 33 Extremism –Counter Terrorism arrests
Arrests by Counter Terrorism Command Officers Page 182 Page
Extremism, Hatred and Intolerance MOPAC Quarterly report 34 Oversight Page 183 Page
Oversight MOPAC Quarterly report 35 Oversight - Summary Responding to the Public
999 and 101 calls: In Q1 2018/19 there were nearly 600,000 calls to the 999 service across London. In Q1 2018/19 there were nearly 670,000 calls to the 101 non- emergency number. Both of these indicators were higher during quarter 1 2018/19 than quarter 4 2017/18.
I and S Call Response Times: Response times during Q1 2018/19 saw a 1% decrease in I call (15 min attendance target) response times being met and a 3% decrease in S graded (1 hour attendance target) being met compared to the previous quarter (Q4 2017/18). 24 of the 32 boroughs are currently below the 90% attendance targets for I grade emergency calls, for S calls this is the same with 30 of the 32 boroughs attending less than 90% of calls within the 1 hour window during quarter 1 2018/19. In terms of volume of calls, Q1 2018/19 saw an increase of 9,457 I graded calls and 2,900 S graded calls when compared to Q4 2017/18. The West Area and South-West Basic Command Units went live in June 2018. During June 2018 response times on South West have shown a significant decrease. In June, the proportion of I graded calls attended within target dropped by 7% compared to May and S graded by 11%. All boroughs in the BCU have seen reductions in both grades of call.
The 184 Page Met is working hard to improve performance for members of the public who phone them, including recruiting more call handlers and using technology to help connect non-emergency callers more quickly to the teams they need to contact. At the same time they are successfully introducing new, digital ways for Londoners to contact police.
Investigation Sanction Detections: Downward trends in sanction detections can be seen across the MPS with quarter 1 2018/19 results 3% lower than quarter 4 2017/18 and a 4% decrease on the previous year. Stop & Search The Met Police has introduced patrols using targeted stop and search for areas worst-affected by knife crime. The volume of Stop and Search in the latest quarter (Q1 2018/19) shows an uplift of 6% from the previous quarter. Compared to the previous year, volume of Stop and Search was 14% higher. Stop and Search for Drugs accounted for 55% of all Stop and Searches in the latest quarter, with the second highest being Stop and Searches for Weapons, Points and Blades accounting for 22% of all Stop and Search.
The volumes for Weapons, Points and Blades increased by 42% from the previous quarter and 33% from the previous year. Stop and Search for Weapons, Points and Blades therefore now account for a larger proportion of all Stop and Search than was previously the case. Positive outcomes typically accounts for a third of all outcomes from Stop and Searches. In this quarter however, there was a 2 percentage point reduction from the previous quarter and a 5 percentage point reduction from the previous year.
In this quarter there were 1,411 section 60 CJPO Weapons Stop and Searches from 110 authorisations – 34 of which were borough wide. Of these 11 were on Hackney, 10 on Newham, 3 in Waltham Forest, 2 in Camden, Tower Hamlets and Lambeth and 1 in Southwark, Ealing, Barnet and Islington. This compares to only 140 searches conducted from 13 authorisations in the same period in the previous year – none of these authorisations were borough wide. Oversight MOPAC Quarterly Report 36 Responding to the Public - MPS Level
999 Calls 101 Calls Page 185 Page
Emergency Response Times
I calls = emergency calls to be attended within a 15 minute target. S calls = emergency calls to be attended within a 60 minute target.
Oversight MOPAC Quarterly report 37 Responding to the Public – BCU Performance
I Call Performance S Call Performance
Q1 Q2 Q3 Q4 Q1 BCU Borough BCU Borough Q1 FY17/18 Q2 FY17/18 Q3 FY17/18 Q4 FY17/18 Q1 FY18/19 FY17/18 FY17/18 FY17/18 FY17/18 FY18/19 Central East Hackney 86% 89% 93% 95% 94% Central East Hackney 64% 72% 79% 84% 84% Tower Hamlets 88% 87% 88% 88% 89% Tower Hamlets 77% 78% 83% 84% 86% Central North Camden 71% 77% 87% 90% 90% Central North Camden 62% 72% 87% 91% 90% Islington 74% 79% 87% 93% 92% Islington 63% 71% 88% 91% 89% Central South Lambeth 89% 90% 93% 93% 91% Central South Lambeth 76% 77% 88% 92% 87% Southwark 89% 91% 93% 93% 92% Southwark 84% 87% 90% 92% 88% Central West Westminster 90% 90% 90% 90% 89% Central West Westminster 83% 84% 87% 88% 85% Hammersmith and Fulham 93% 92% 89% 88% 89% Hammersmith and Fulham 87% 87% 85% 81% 80%
Page 186 Page Kensington and Chelsea 91% 89% 90% 91% 87% Kensington and Chelsea 83% 81% 79% 81% 79% East Area Havering 51% 61% 84% 86% 84% East Area Havering 40% 55% 84% 87% 82% Redbridge 56% 63% 82% 89% 87% Redbridge 41% 51% 77% 82% 76% Barking and Dagenham 56% 58% 86% 85% 87% Barking and Dagenham 40% 53% 83% 79% 80% North Area Enfield 82% 82% 83% 84% 85% North Area Enfield 78% 80% 83% 86% 87% Haringey 85% 84% 84% 82% 86% Haringey 70% 69% 69% 69% 75% North East Newham 82% 79% 83% 86% 84% North East Newham 63% 58% 75% 79% 69% Waltham Forest 84% 85% 87% 86% 86% Waltham Forest 65% 73% 76% 73% 74% North West Barnet 85% 83% 81% 81% 80% North West Barnet 80% 79% 81% 81% 79% Brent 84% 83% 83% 83% 82% Brent 76% 75% 76% 74% 74% Harrow 94% 94% 95% 93% 94% Harrow 90% 91% 93% 94% 91% South Area Bromley 90% 90% 88% 88% 83% South Area Bromley 81% 84% 86% 88% 82% Croydon 93% 90% 88% 85% 83% Croydon 91% 87% 87% 81% 75% Sutton 94% 93% 92% 92% 91% Sutton 89% 91% 90% 90% 88% South East Bexley 87% 88% 89% 89% 83% South East Bexley 77% 77% 82% 82% 72% Greenwich 83% 84% 87% 87% 85% Greenwich 75% 78% 85% 86% 81% Lewisham 90% 91% 93% 93% 90% Lewisham 81% 83% 90% 90% 84% South West Kingston upon Thames 90% 88% 90% 90% 82% South West Kingston upon Thames 83% 84% 88% 86% 80% Merton 91% 89% 91% 92% 87% Merton 84% 83% 85% 87% 80% Richmond upon Thames 87% 85% 90% 87% 84% Richmond upon Thames 79% 80% 87% 87% 79% Wandsworth 88% 87% 88% 88% 86% Wandsworth 75% 74% 79% 79% 75% West Area Ealing 88% 87% 87% 88% 87% West Area Ealing 81% 82% 81% 81% 79% Hillingdon 82% 84% 82% 82% 83% Hillingdon 75% 78% 77% 82% 81% Hounslow 86% 84% 84% 83% 82% Hounslow 82% 81% 82% 83% 81% Go live dates: Central North & East Area BCUs - Jan-17 West Area & South West BCUs - Jun-18 North East, North West, South East & Central South BCUs - Sep-18 North Area, Central East, South Area & Central West BCUs - Nov-18
Oversight MOPAC Quarterly report 38 Investigation - Sanction Detections
TNO Sanction Detection* Rate BCU Name Borough Q1 2017/18 Q2 2017/18 Q3 2017/18 Q4 2017/18 Q1 2018/19 Central East BCU Hackney 12.3% 14.4% 13.3% 11.9% 10.3% Tower Hamlets 13.5% 13.2% 14.5% 13.2% 9.7% Central North BCU Camden 8.6% 8.4% 9.4% 8.9% 7.1% Islington 12.0% 9.7% 12.0% 12.3% 9.3% Central South BCU Lambeth 16.6% 14.7% 16.8% 14.6% 11.7% Southwark 13.9% 12.2% 13.7% 14.0% 10.3% Central West BCU Hammersmith and Fulham 14.3% 14.1% 13.1% 13.4% 10.4% Kensington and Chelsea 15.1% 16.8% 16.0% 13.7% 10.6% Westminster 13.0% 12.3% 11.5% 10.4% 8.0% East Area BCU Barking and Dagenham 14.2% 11.5% 15.0% 14.1% 11.3% Havering 10.6% 14.5% 11.7% 11.3% 9.1% Redbridge 9.9% 9.5% 11.4% 10.5% 7.8% North Area BCU Enfield 13.9% 12.3% 11.4% 11.9% 9.3% Haringey 14.0% 12.6% 11.1% 11.1% 8.8% North East BCU Newham 15.5% 14.5% 15.2% 14.9% 10.8% Page 187 Page Waltham Forest 14.5% 12.7% 12.7% 11.4% 10.6% North West BCU Barnet 11.0% 8.8% 10.3% 11.4% 7.6% Brent 17.1% 14.4% 15.3% 13.7% 10.4% Harrow 14.2% 14.1% 13.5% 13.4% 11.1% South Area BCU Bromley 13.4% 12.8% 12.4% 11.3% 9.3% Croydon 17.2% 17.3% 14.5% 14.7% 12.2% Sutton 17.2% 18.2% 16.0% 15.4% 13.2% South East BCU Bexley 14.1% 13.1% 14.6% 14.0% 11.0% Greenwich 13.6% 14.5% 12.5% 12.6% 10.5% Lewisham 15.1% 15.8% 15.2% 14.7% 10.9% [* Sanction detections are detections where offences are resolved South West BCU Kingston upon Thames 16.5% 14.6% 16.2% 14.4% 9.9% through a formal sanction - including being charged or receiving a Merton 14.4% 16.8% 15.6% 14.5% 8.9% caution] Richmond upon Thames 10.2% 10.6% 10.2% 10.6% 7.0% Wandsworth 13.3% 11.5% 12.3% 9.1% 9.3% West Area BCU Ealing 15.1% 13.4% 14.4% 13.8% 10.2% Hillingdon 14.3% 12.9% 11.6% 11.7% 10.5% Hounslow 16.6% 17.5% 15.1% 13.8% 10.2%
Oversight MOPAC Quarterly report 39 Stop and Search Monitoring – Total stop & search and positive outcomes
Number of Stop and Searches Conducted Positive Outcomes* from Stop and Searches Conducted
40,000 35% 33% 32% 32% 32% 35,324 35,894 35,920 31% 31% 31% 30% 35,000 33,992 33,922 33,895 32,340 32,417 30% 31,416 28% 30,000 25% Page 188 Page 25,000 20% 20,000 15% 15,000
10% 10,000
5% 5,000
0 0%
Q1 Q1 16/17 Q2 16/17 Q3 16/17 Q4 16/17 Q1 17/18 Q2 17/18 Q3 17/18 Q4 17/18 Q1 18/19
Q1 Q1 16/17 Q2 16/17 Q3 16/17 Q4 16/17 Q1 17/18 Q2 17/18 Q3 17/18 Q4 17/18 Q1 18/19
[* Positive outcomes are defined as the subject being arrested; receiving a cannabis/Khat warning; receiving penalty notice, caution or community resolution]
Oversight MOPAC Quarterly report 40 Stop and Search Monitoring – S60 and types of search
Section 60 Authorisations and Stop and Searches Number of Stop and Searches Conducted by Reason
Weapons, Points and Blades Drugs Stolen Property Firearms 25,000 22,016
19,894 20,000
15,000 Page 189 Page
10,000 7,953
4,936 5,000 3,945
3,163 2,389
0 299 328 The powers to stop and search under s.60 Criminal Justice and Disorder Act 1994 are used to prevent and detect carrying of dangerous instruments or offensive weapons.
The authorising officer in these cases must have reasonable grounds to implement
Q2 16/17 Q2 Q3 Q3 16/17 Q4 16/17 Q1 17/18 Q2 17/18 Q3 17/18 Q4 17/18 Q1 18/19 this. The request for a borough wide S60 is sometimes required, as it reflects the Q1 16/17 transient nature of offenders operating within a borough, who may travel outside of their own local area to target others. Other Reason includes Going Equipped, Articles to cause Criminal Damage, Terrorism, Other Object and Psychoactive Substances Oversight MOPAC Quarterly report 41 Finance Page 190 Page
Oversight MOPAC Quarterly report 42 Finances at a Glance Q1 2018/19 Total 18/19 Net Revenue variance Full year forecast outturn variance as at Q1: -£6.1m Further detail and commentary on subsequent slides. Gross Revenue Expenditure Capital Expenditure
Full Year Budget: £420.8m Full Year Total Expenditure Budget: £3,347.0m Full Year Forecast: £363.7m Full Year Total Expenditure Forecast: £3,361.1m Variance: £57.1m Variance: £14.5m Page 191 Page
Annual and Cumulative Savings Reserve Balance
Savings achieved since 2013/14: Forecast £850m
Forecast
MOPAC Quarterly report 43 Finance Revenue
Full Year Revenue Outturn Summary Budget To Q1 Actual to Q1 Variance to Full Year Variance Q1 18/19 Forecast (£m) (£m) Q1 (£m) Budget (£m) (£m) (£m) Full year Forecast Position
Police Officer Pay 442.4 440.4 -2 1,809.50 1,807.70 -1.7 The overall revenue position at the end of quarter 1 shows Police Staff Pay 122 112.9 -9.1 490.1 463.5 -26.6 a forecast full year position of £14.5m gross revenue PCSO Pay 13.5 12.6 -0.9 53.4 53.1 -0.3 expenditure in excess of budget, offset by net additional Total Pay 577.9 565.9 -12 2,352.9 2,324.3 -28.6 income of £20.5m, leaving a forecast net underspend of Police Officer Overtime 24.1 29.6 5.5 92.1 108.1 15.9 £6.1m. Police Staff Overtime 5 6.8 1.6 20.1 25 4.9 PCSO Overtime 0 0 0 0 0 0 Within this position, an underspend on total pay and
Total 192 Page Overtime 29.2 36.3 7.1 112.2 133.1 20.9 overtime of 7.7m is expected to be offset by an overspend on total running expenses of £22.1m. The detail of TOTAL PAY & OVERTIME 607.1 602.2 -4.9 2,465.0 2,457.5 -7.7 Employee Related movements in this category is given in the revenue Expenditure 5.2 4.2 -1 18.9 18.6 -0.3 supporting information section on page 45-46. Premises Costs 42.9 43.5 0.6 163.1 163.5 0.3 The forecast positions includes some income and revenue Transport Costs 15.4 14.8 -0.7 66.1 70.2 4 assumptions and risks which may impact on the forecast Supplies & Services 116.9 134.7 17.9 503.4 521.5 18.1 position, depending on the outcome. These are detailed
TOTAL RUNNING EXPENSES 180.4 197.2 16.8 751.6 773.7 22.1 on page 45 and include assumptions around receipt of Special Grant, recruitment profiling and costs and Capital Financing Costs 5.4 5.5 0.1 95.5 95.5 0 potential costs associated with a BSS dispute. Discretionary Pension Costs 8.6 8.4 -0.2 34.4 34.4 0 TOTAL EXPENDITURE 801.4 813.2 11.8 3,346.5 3,361.1 14.5 Actual Costs as at Q1 Other Income -65.2 -63.1 2.1 -259.3 -253.3 6 The actual spend as at quarter 1 shows an overspend of Specific Grants -115.8 -121.7 -5.9 -464.1 -490.6 -26.5 £11.8m gross revenue expenditure in excess of budget. Transfer to/(from) reserves 12.4 12.1 -0.4 -7.7 -7.7 0 This is offset by £4.2m net additional income, leaving a TOTAL NET EXPENDITURE 632.8 640.4 7.6 2,615.4 2,609.4 -6.1 forecast net overspend of £7.6m. Funding (General Grant & Precept) -623.6 -623.6 0 -2,615.4 -2,615.4 0 OVERALL MPS & MOPAC Total 9.2 16.8 7.6 0 -6.1 -6.1 Finance 44 Revenue Supporting Information Police officer pay & overtime Police staff pay & overtime Externally funded officer pay is forecast to underspend by £1.7m. Police staff pay full year forecast underspend of £26.5m and overtime a forecast overspend of Overtime is forecast to be overspent by £15.9m. £4.9m.
Police officer pay Police staff pay
Internally funded police officer pay is forecast to budget after Police staff pay is forecast to underspend by £26.5m, being primarily driven by vacancies in allowing for a transfer of £9.1m to reserves, to allow for Met Operations, including Forensics, Met Contact Centre (Met CC) and Criminal Justice, smoothing of the officer establishment in the medium term. with areas addressing the high level of vacancies with large recruitment drives. Externally funded police officer pay is forecast to underspend by £1.7m, mainly driven by vacancies within Roads Policing and There is a £6.9m underspend in in Criminal Justice as a result of Designated Detention Partnerships/Cost Sharing, offset by overspends in CT funded Officers (DDOs) and Forensic Nurses vacancies. Both areas are currently under review as areas. part of the Custody Transformation Projects. The large level of vacancies is a driver for additional overtime working in Met CC and to CJ DDO. Additionally, running costs are being Police overtime incurred due to use of external Forensic Health consultants.
Of the forecast £15.9m overspend, £1.6m is expected to be The forecast underspend in Frontline Policing relates to Public Access Officer post recovered 193 Page from Home Office. £6.4m relates to the level of vacancies in boroughs. While the gap between the budget and the actual number of posts police officer and staff vacancies, £2.1m relating to increases in is narrowing, an underspend of £2.7m is expected this year. In Digital Policing there is a serious crime (Gangs & Serious Organised Crime and Specialist £3.5m forecast underspend, being driven by operational staff vacancies across DP with Crime Investigations in Frontline Policing) and £1.6m relating continuing challenges in recruiting staff with the required skills. This is partly offset by the to overspends in Frontline Policing Boroughs. temporary cover of some key roles by contractors.
The CT full year forecast is £2.7m over budget, reflecting the PCSO pay higher threat level and continuing costs of major CT incidents PCSO pay forecast to underspend by £0.3m including the Salisbury Events. Protective Security is forecasting an overspend in overtime due to vacancies and The reduction in the number of non-funded PSCOs is as a result of voluntary additional major events (e.g. Balkans Summit and the POTUS redeployment action. Currently there is a live staff conversion campaign with circa 80 visit). PSCOs applying to become police officers - this is expected to yield further reductions in the number of active PSCOs. However there is a drive to recruit to more PCSOs, but it is Overtime is being reviewed as part of the annual budget anticipated the PCSO pay costs this year will remain within budget. scrutiny process.
Finance 45 Revenue Supporting Information Running costs Achievement against savings target Running costs forecast to overspend by £22.1m The MPS are required to deliver savings and efficiencies of £130.3m this financial year. Of this; • £100m police officer pay saving delivered through the redistribution of pay to the new design of a Of the running costs overspend, £9.8m relates to Met reduction in police officer FTE’s. This has been achieved without compromising operational capability Operations. This is due to £3.0m relating to procurement by investing in and enabling a more efficient workforce, able to work in a new model. delays and associated delay of linked savings, £3.0m relating to Operation Northleigh, of which a proportion of • £14.8m Digital Policing savings, of which £8m are operational savings and £6.9m Total Technology costs are expected to be recovered from the Home Office Policing Infrastructure and Mobility savings. DP have action plans to deliver the operational savings and £1.0m relates to vacancies in Forensic Health Nurses although some of the 2018/19 savings have been pushed out to later years and, in the current financial and the costs of using external agencies. year, these have been covered by additional savings.
£8.1m relates to overspends within MetHQ, being driven • £12m police staff pay, mainly through introduction of a consistent staff vacancy factor (£7.9m) across the Business Groups and reduction of staff posts, e.g. in Criminal Justice Custody Nurses posts (£1m by overspends 194 Page on the Business Support Services Contract recruitment as well as transition costs from the finance saving) and the Designated Detention Officer posts (£3m saving). and HR system implementation. • £1.4m are new initiatives resulting in increased income receipts (Direct Superintendents course There are also overspends relating to ICT costs managed income, increased income target for inquiries paid for by the insurance industry and increased income by NCTHPQ. Discussions are ongoing on how this can be opportunities in vehicle recovery). mitigated and prevented in future. • £0.7m training costs savings within Professionalism. Income Forecasting a full year over-recovery of £20.6m • Included in the remaining balance is the fuel costs saving (£0.5m) and additional savings within Commercial and Finance (£0.9m). There is a forecast over-recovery of £9.5m relating to Revenue Risks Special Grant claims of £5m relating to CHOGM and £4.5m Specific grants. The forecast outturn assumes additional grant funding will be received. If this is not the relating to Operation Northleigh. case, the forecast £6.1m under spend would become a £20.4m over spend. The Special Grants forecast is a £17m over-recovery of Police pay. The final officer recruitment profile for the year is currently being agreed at the recruitment income. The current forecast assumes a £17m receipt of Gold Group. This will further improve the accuracy of the police pay forecast. additional CT/PS grant offsetting the overspend in those areas. This includes the costs of the two Salisbury incidents Recruitment costs. Linked to the police pay forecast. Once recruitment profiles have been agreed, the although this additional funding has not yet been costs of recruitment will be assessed, which may affect the outturn. confirmed. BSS costs. The implementation of the new back office system has enabled savings, however there is an This is offset in part by a forecast full year £5.5m under- outstanding dispute around the cost of delays, the outcome of which may affect the outturn position. recovery of income, mainly driven by Roads Policing which 46 relates to a high level of vacancies. Capital The capital programme approved as per the Mayor’s budget allowed for £670.8m of Original Revised expenditure. Following the purchase of Empress State Building, which was brought Actuals as at Budget Budget Revisions forward into 2017/18, the 2018/19 budget was adjusted to £420.8m. MPS (£m) Full Year Projection Q1 (£m) (£m) (£m) Transforming MPS Estate At quarter 1, forecasts have been updated and the forecast expenditure has been (including Property revised to £363.7m, with a proposal to revise the budget to reflect the forecast. Property Services Forward Works) 26.2 248 214.2 -33.8 Capital Programme detail per area is as below: NCTPHQ 0.5 33.7 30 -3.7 • Property Services – The main drivers of the underspend within Property Services relates to Digital Policing Digital Policing -0.4 31.6 18 -13.6 • Deferral of decisions pending on the outcome of the judicial review on public access issues. Judgement was given on the judicial review after quarter 1. Improving Public Access and First Contact 0.4 0 1.6 1.6 • A short deferral in completing some business cases due to delays in the Basic Optimising Response 2.9 12.4 9.5 -2.9 Organised Command Units roll out, with expenditure being re-profiled from 2018/19 Strengthening Local into 2019/20 - £20.8m. There are also longer lead in times (requirements Policing -0.3 2 2.3 0.3 capture/business case preparation) for large scale projects.
Page 195 Page Transforming Investigation and • Property Services’ assessment of the delays indicates they will not impact on capital Prosecution 2.7 45.1 40 -5.1 Strengthening Armed receipts or timescale for delivery of benefits. A re-baselining will be undertaken in Policing 0 2.8 0 -2.8 Autumn which will enable the alignment of key activities and timescales.
Smarter Working 1.9 20.5 18.9 -1.6 • NCTPHQ - deferred expenditure relates to funding of Fleet and other projects.
Information Futures 0 5 0 -5 • Digital Policing - due to the Service Maintenance Programme (SMP) spend phased OMM (One Met Model) 7.6 87.8 72.3 -29.1 out to 2019/20 as the team build momentum and engagement with the supplier network, delays in Home Office projects and the utilisation of cloud and SAAS (Software as a Service) solutions. Fleet 2.1 38.7 29.2 -9.5 • One Met Model- This capital programme captures the Met’s transformation Sub-total Capital Expenditure 36 439.8 363.7 -76.1 programmes (excluding Estates). The deferred expenditure principally relates to slippage on Forensics and Information Futures. Over-Programming 0 -19 0 19
Total Capital Expenditure 36 420.8 363.7 -57.1 • Fleet Services - deferred expenditure includes £5.5m for the Protected Carrier Replacement project. There will be no operational impact from the deferral of these activities. Finance 47 Capital Quarterly (£m) Capital expenditure trend (£m)
Forecast Page 196 Page
Capital expenditure trend breakdown by directorate (%) The annual data shows that from 2014/15 to 2016/17 the MPS have underspent compared to the capital budget agreed at the start of the year. This reflects the complexity, scale and ambition of the Met’s capital programme, which has historically resulted in a combination of project slippage and under delivery.
In 2017/18 the Empress State Building was purchased, bringing forward £250m of planned expenditure from 2018/19 to 2017/18. This is reflected above in the lighter red section of the 17/18 Q4 column. Excluding this, expenditure in quarter 4 has largely been in line with previous years.
2018/19 quarter 1 actuals are £36m. The trend as shown above is that the first quarter spend is typically lower than in future quarters. This will be monitored by MOPAC and the Met in future • NCTPHQ – Counter Terrorism spend not included in 13/14 to 15/16 as the unit was not part of the MPS. • Since 2016/17 MPS became the legal owner of the CT function and are the lead force. quarters to ensure the forecast is as realistic as possible. • In 2018/19, The Met have realigned the capital programme so Transformation programmes (except Estates) are captured in One Met Model 48 Revenue reserves Full Year Revenue Reserves Transfer Future Years Revenue Reserves Balances
The forecast reserves usage is £7.7m. Reserves being held by the Met have been reduced significantly since 2014/15 and The overall revenue underspend as at year are planned to be run down further over end for internally funded elements is £5.0m. the next three years. The full year underspend will be transferred to reserves at year end. Earmarked reserves have fallen from £373m at the end of 2014-15 (15% of the The overall forecast transfers from reserves net budget) to £154m at the end of 2017- is therefore £2.7m. 18 (6%). They are forecast to fall to £100m by the end of 2020-21 (4%).
*Forecast figures as at Q1. These have been subsequently updated in the published Reserves Strategy.
Breakdown of Earmarked Revenue Reserves Usage Page 197 Page 2018/19 Total Forecast The table shows the breakdown of earmarked reserves and planned usage in 2018/19. Opening Forecast Closing balance Transfers Balance Total Reserves 201.1 -2.7 198.5 Earmarked revenue reserves are being used to support the One Met model Breakdown transformation programme which supports much-needed investment to replace Supporting OMM and Local Change 34.6 -29.3 5.3 2017/18 Police Officer Pay underspend 27.1 9.1 36.2 outdated technology, improves the effectiveness of officers, increases productivity and Property 19.9 16.2 36.1 drives future efficiencies. Operational Costs 9.8 0.0 9.8 Historical public inquires 9.6 - 9.6 Insurance 6.7 - 6.7 General reserves which are retained in order to accommodate unexpected pressures are Other earmarked (POCA) 6.9 -0.1 6.8 held at £47m (less than 2%). Improvements in Vetting 1.1 0.0 1.1 Business Group initiatives 7.3 0.0 7.3 Specifically funded for third parties 14.1 0.0 14.1 Specifically funded for third parties- airports 2.0 0.2 2.2 MOPAC 15.3 -3.8 11.5 Forecast Underspend as at Q1 - 5.0 5.0 Subtotal Earmarked Reserves 154.4 -2.7 151.7 Earmarked reserves as a % of NRE 5% 5% General Reserve 46.6 - 46.6 49 General reserves as a % of NRE 2% 2% MOPAC Commissioning Page 198 Page
Oversight MOPAC Quarterly report 50 MOPAC Spend - Summary The 2018/19 MOPAC gross revised budget totals £61.2m, with a net budget of £38.2m. This provides the capacity to deliver democratic services for policing oversight, and to commission other bodies to deliver crime and policing commitments in line with the Mayor’s Police and Crime Plan, published in March 2017. This commissioning function accounts for a significant proportion of the MOPAC budget, totalling £45.7m in 2018/19. Commissioning Activities 2018/19 These are examples of the major in-flight projects A Better Criminal Justice System £7.4m Tackling Violence Against Women and Girls (VAWG) £13.9m Budget has been allocated towards; • £3.9m provided to local authorities via LCPF • £5.0m provided to local authorities via London Crime Prevention Fund • £5.4m protecting and supporting victims via Domestic Violence Services, London Havens and (LCPF) Rape Crisis Centres • £1.0m Reducing reoffending through a number of initiatives including • £3.4m on Police Transformation Projects: Drive and Multi Agency Stalking Intervention Female Offender mentoring service, Prison pathfinder programme and Programme Drug testing • £0.9m for supporting Victims including Restore London project, and work A Better Policing Service for London £8.6m by the Victims Commissioner on service review • £1.0m provided to local authorities via LCPF • £5.3m for the provision of integrated victim and witness care unit Keeping Children and Young People Safe £14.8m • £1.0m allocated to Safer Neighbourhood Boards • £4.9m allocated to local authorities via LCPF • £4.0m on Child House Transformation project Standing Together Against Hatred, Intolerance and Extremism £1.4m
• £0.8m 199 Page Tackling knife crime and violence via the Mayor’s Knife Crime • £0.5m provided to local authorities via LCPF Strategy • £0.4m for a new Countering Violence Extremism programme • £2.5m from the Mayor’s Young Londoner’s Fund towards knife crime and • The Home Office also provides direct funding to boroughs to tackle extremism via the violence prevention, details on page 53. Prevent programme
Quarter 1 highlights
• We have published our intentions to commission the provision of integrated, end-to-end support for victims and witnesses in London, as part of our delivery of key commitments in the Police and Crime Plan. Over £15.0m will be invested in this area across 2019/20 and 2020/21, including £2.0m per annum for specialist support for victims of domestic violence. MOPAC has consulted on its plans throughout the summer, prior to publishing an Invitation to Tender in the autumn.
• Following agreement in March 2018 of a Memorandum of Understanding (MoU) between MOPAC, Ministry of Justice and London Councils relating to justice devolution, work has commenced to deliver the commitments within it. The focus in Q1 has been on agreeing the approach to devolving pre-trial support for witnesses and priority areas of work in relation to reducing re-offending, including the development of a new approach to addressing female offending.
• We have committed to invest an additional £0.7m in 2018/19 in addressing the strategic issues of serious violence, including through commissioning programmes on education and safeguarding, and community and stakeholder engagement.
• We agreed further investment of £0.6m in 2018/19 for a number of initiatives to support reductions in re-offending, in line with commitments in the Police and Crime Plan, including a Prison Pathfinder to test a model supporting violence reduction in prisons, and funding the development of interventions for domestic violence perpetrators, as part of the Tackling Violence Against Women and Girls Strategy. 51 MOPAC Budget Original Budget 2016/17 2018/19 Difference Expenditure budget £51.5m £60.0m £8.5m The net costs of MOPAC have remained roughly stable in Less: other income (£3.9m) (£1.9m) +£2.0m the years 2016/17, 2017/18 and 2018/19. The gross budget has increased because MOPAC has been successful Mayor’s Office for Policing and Crime £47.6m £58.1m £10.5m in attracting outside funding, for example based on Less: Transfers to/from reserves (£0.1m) (£3.8m) (£3.7m) attracting £5.3m in new grants from the Home Office Less: Specific Grants (£11.0m) (£16.3m) (£5.3m) police innovation and transformation funding to support Total Net Budget £36.5m £38.0m £1.6m initiatives to tackle stalking and domestic violence and to 2016/17 2018/19 Difference provide better services to victims of child sexual abuse and MOJ Victims Grant £10.1m £10.2m £0.1m committing £3.8m of MOPAC reserves to funding essential Home Office Police Transformation/Innovation £0.9m £6.1m £5.2m initiatives across crime prevention including the criminal Fund Grant justice service. Total Specific Grant budget £11.0m £16.3m £5.3m MOPAC Position as at Quarter 1 Page 200 Page Revised Full Year Variance PPAF (Police Property Fund): Cost category Budget Forecast The Police Property Act Fund is made up of monies received by the police from the sale of £m £m £m certain property and cash coming into the possession of police, to be used under the regulations for charitable purposes. Staff Pay and overtime 9.3 9.3 0.0 Home Office PIF/PTF: Employee Related Expenditure 0.3 0.3 0.0 The Home Office Police Transformation and Innovation Funds are intended to transform Premises Costs 1.3 1.3 0.0 policing by investing in digital technologies, creating a diverse and flexible workforce and new Supplies and Services 50.2 50.2 0.0 capabilities to respond to changing crimes and threats. Further detail on Home Office PIF/PTF is Total Gross Expenditure 61.2 61.2 0.0 available on subsequent pages.
Income Ministry of Justice: The Ministry of Justice victims funding funds the victims commissioning services in London PPAF -1.3 -1.3 0.0 Home Office PIF/PTF -7.1 -7.1 0.0 DARA (Directorate of Audit, Risk and Assurance): Ministry of Justice -10.2 -10.2 0.0 DARA is the lead provider of shared internal audit services across a diverse client base that DARA -0.6 -0.6 0.0 includes; MOPAC, Metropolitan Police Service, London Fire Brigade and the Greater London Reserves -3.8 -3.8 0.0 Authority. DARA’s costs are recovered through this income. Total Net Expenditure 38.1 38.1 0.0 MOPAC’s forecast position is on budget. Reserves: Many of the projects within MOPAC have multi-year delivery, most The budget had a planned drawdown from MOPAC reserves of £3.8m, which supports the notably Local Crime Prevention Fund (LCPF). delivery of time limited Police and Crime Plan priority services MOPAC provide. MOPAC Quarterly report MOPAC Commissioning 52 MOPAC Commissioning MOPAC Commissioning Budgets London Crime Prevention Fund (LCPF) 2018/19 Commissioning Activities against PCP Priorities Total The London Crime Prevention Fund Boroughs Allocation enables MOPAC to continue to £1.0m 18/19 support local community safety and Barking and Dagenham £0.4 prevention services whilst also Standing together Barnet £0.3 recognising that some London £13.9m against hatred and Bexley £0.3 intolerance challenges relating to the Police and £14.8m Brent £0.6 Children and Young Bromley £0.3 Crime Plan priorities are better People Camden £0.5 addressed through greater Croydon £0.7 collaboration. Better CJS Ealing £0.6 Enfield £0.5 This approach will encourage the co- Better Police Force Greenwich £0.6 design, co-commissioning and co- Hackney £0.8 delivery of services, provide Hammersmith and Fulham £0.4 efficiencies from joining up services £8.6m Haringey £0.5 Page 201 Page £7.4m Tackling VAWG across areas and providers and Harrow £0.2 ensure that Londoners have access Havering £0.3 Hillingdon £0.3 to the services they need. The Mayor’s Office for Policing and Crime’s role as a Hounslow £0.5 commissioner has developed significantly since the creation of Islington £0.6 There are other sources of funding the office, following the enactment of the Police Reform and Kensington and Chelsea £0.3 available against the above priorities. Social Responsibility Act 2011. In 2012/13 MOPAC Kingston upon Thames £0.1 commissioning budget was £23.6m; this has grown Lambeth £1.1 This funding is committed for two 2 Lewisham £0.8 substantially to a budget of £45.7m in 2018/19. year periods to afford boroughs Merton £0.2 greater flexibility and improve MOPAC’s commissioning has aided the development of regional Newham £0.7 forward planning. and local partnerships, attracting in match funding with a focus Redbridge £0.4 Richmond upon Thames £0.1 on efficient and effective services. MOPAC has also put in place MOPAC allocated £16.8m in 2017/18 new approaches to commissioning, working more to develop Southwark £0.7 Sutton £0.2 to the LCPF. Where local authorities consortia arrangements across the voluntary and statutory Tower Hamlets £0.8 had underspent last financial year, sectors as well as testing alliance based commissioning models; Waltham Forest £0.5 requests to carry forward will be putting the providers more at the forefront of service change Wandsworth £0.5 updated in quarter 2. and improvement. Westminster £0.6 53 MOPAC Commissioning Grand Total £15.7 MOPAC Commissioning- Young Londoners Fund
MOPAC led activities funded by YLF Description of YLF funded activities
Programme 2018/19 2019/20 Knife Crime Community Seed Fund £m £m This funding will go towards small voluntary and community projects in communities Knife Crime Community Seeds 1.15 - disproportionately affected by knife crime by providing seed funding to community groups and anti-knife crime initiatives in priority areas, supporting a grass-roots response to knife London Gang Exit 0.50 0.50 crime. Major Trauma Centre and A&E 0.64 0.64 Youth Work London Gang Exit Support service Knife Crime Communications 0.19 - The London Gang Exit Support service helps young Londoners to exit gangs – both those
Page 202 Page involved in youth violence and those who are exploited by them. This will continue to Total 2.48 1.14 develop the work of the London Gang Exit Service, to focus work on people involved in The Young Londoners Fund (YLF) was announced gangs who use weapons, including work to develop offenders’ skills to improve their by the Mayor in February 2018. employability and increase their access to job opportunities.
The YLF will help children and young people fulfil Major Trauma Centre and A&E Youth Work their potential, particularly those who are at risk of All four London Major Trauma Centres provide specialist youth services for victims of crime, getting caught up in crime. The Fund will support a serious violence and sexual exploitation provided by youth charity Redthread. This range of education, sport, cultural and other investment continues to fund the youth support to victims of knife and gang crime in activities for children and young people. £45m will London Major Trauma Centres, ensuring that victims of knife crime are supported at a most be committed over a three-year period from 2018: critical time and extends this programme to key A&E departments in Boroughs that have • £30.0 million will make up a new fund for high levels of knife crime, to maximise the power and value of this ‘teachable moment’. projects driven by local community needs; • £15.0 million will be invested to scale up Knife Crime Communications existing projects funded from City Hall that The Knife Crime Communications investment is towards developing a media campaign are already supporting young Londoners. targeted towards young people and their parents, raising awareness of the dangers and consequences of knife crime; providing reassurance and advice on what they can do if they MOPAC will receive £3.6m of the £15m YLF uplift have concerns, providing prevention materials linked to the media campaign as well as for four existing projects, of which £2.5m is for supporting integration of the message into schools and alternative educational providers. 2018/19
MOPAC Commissioning 54 MOPAC Commissioning Innovation Budgets; Police Transformation Fund (PTF) Programme descriptions
Project 18/19 19/20 Child House Home Office Match Total Forecast Home Office Match Total Children who have been victims of sexual abuse or exploitation will be able to access a complete range of support services from Child House 3.03 0.65 3.68 3.68 - 2.44 - dedicated experts under one roof. This multi-agency approach will Drive 1.34 0.96 2.30 2.14 1.57 0.96 2.53 help gather better evidence as well as offering longer term support Multi-Agency Stalking Intervention Programme 2.09 0 2.09 2.09 1.93 0.00 1.93 to victims of child sexual abuse in the criminal justice system. Police Training and Development 0.65 0 0.65 0.65 0.33 0.00 0.33 Drive 7.12 1.61 8.73 8.57 3.83 3.40 4.79 An innovative response to domestic abuse that aims to reduce the number of child and adult victims of domestic abuse by deterring Included in overall commissioning budgets is the Innovation Budget, funded perpetrator behaviour. by the Home Office Police Transformation Fund (PTF).
This 203 Page is intended to transform policing by investing in digital technologies, Transforming Police Training creating a diverse and flexible workforce and new capabilities to respond to Working alongside College of Policing, this programme focuses on changing crimes and threats. Forces and PCCs submit expressions of interest strengthening the training and development provision for police and subsequent bids to apply for funding for 2018/19 from the fund. officers.
The projects involve high levels of collaboration between PCCs and other Multi-agency stalking intervention partners. This is a multi-year fund, with funding covering the financial years Improving responses to stalking across the criminal justice system 2017 to 2020. The projects with match funding attached include funding from and the health sector through rehabilitative treatment for stalkers. various partners such as other PCCs and other bodies i.e. Department for Education, NHSE (London).
The above tables lists the current projects being led by MOPAC as the lead PCC, with the funding allocations up to 2019/20.
MOPAC Quarterly report MOPAC Commissioning 55 This page is intentionally left blank
Page 204 Appendix 3
CORPORATE PERFORMANCE APR–JUN 2018 Q1 2018
Page 205 CONTENTS INTRODUCTION AND SUMMARY 02 Purpose of the document 02 Summary of progress in Q1 03 Financial Performance Summary 04
LIVE Establish successful and integrated Progress against major LIVE milestones 07 neighbourhoods, where people want Commentary on key LIVE projects 09 1 07 to live, work and play Key risks and issues 11
WORK Retain, attract and grow a diverse range Progress against major WORK measures 12 of high quality businesses and employers, Commentary on key WORK projects 15 12 and maximise employment opportunities 2 Key risks 17 for local people
VISIT Create a diverse, unique, successful and Progress against major VISIT milestones 19 3 18 financially sustainable visitor destination Commentary on VISIT activities 21 Key risks 23
INSPIRE Establish a 21st century district promoting Progress against major INSPIRE milestones 24 cross-sector innovation, education, culture, Commentary on INSPIRE milestones 26 24 sport, aspiration and participation in 4 Key risks 29 east London
DELIVER Deliver excellent value for money, and Progress against DELIVER milestones 30 champion new models and standards which Commentary on key projects 31 5 30 advance the wider cause of regeneration, Key risks 36 in line with LLDC’s core values: Ambition, Responsibility, Collaboration, Excellence, Accessibility, and Sustainability
Page 206 London Legacy Development Corporation Corporate Performance April – June 2018
INTRODUCTION AND SUMMARY
PURPOSE OF THE DOCUMENT
This is a quarterly report that provides an update on progress in the work areas and against the milestones in the London Legacy Development Corporation’s (LLDC, the Legacy Corporation) 10 Year Plan (approved March 2016) and sets out information about the Legacy Corporation’s financial performance. The 10 Year Plan can be found on the LLDC’s website http://queenelizabetholympicpark.co.uk/our-story/the-legacy-corporation/business-plan
The first section provides information about financial performance. Subsequent sections are grouped by the Legacy Corporation’s strategic objectives as set out in the five year strategy: Live, Work, Visit, Inspire and Deliver. Each section includes progress against milestones, commentary on major projects and key risks. Where relevant the sections also include monitoring information about the Legacy Corporation’s performance against targets; the measurement of targets commences as projects start to be delivered. The milestones and targets are set out in the 2018/19 Budget https://www.london.gov.uk/sites/default/files/finalconsolidatedbudget2018-19.pdf, the appendix setting out the 10 Year Plan which was approved by Board in March 2016 (http:// queenelizabetholympicpark.co.uk/our-story/the-legacy-corporation/our-committees) along with other milestones and targets selected to reflect the Corporation’s major activities and workstreams.
Page 207 02 London Legacy Development Corporation Corporate Performance April – June 2018
SUMMARY OF PROGRESS IN THE QUARTER APRIL TO JUNE 2018 INTRODUCTION AND SUMMARY
LLDC’s major achievements during this period Aims for next period are set out below. Further details can be found in • Opening of the Bobby Moore Academy the body of the report: secondary school for the new school term. • Launch of the East Bank project by the Mayor • Hold the Summer Athletics meetings at the of London on 5 June including confirmation of London Stadium. the involvement of the BBC. • Transformation of the London Stadium back to • Government approval for the Full Business football mode for the start of the 2018/19 Case for the East Bank project, subject to football season. conditions. Completion of Agreements for Lease with CED partners. • Vitality Hockey Women’s World Cup at the Lea Valley Centre with a fan zone in the north of • Launch of initial OJEU procurements for the Park. Stratford Waterfront works. • Elrow Town music festival held on the Park. • Mayor of London approval outline planning for UCL East and the finalisation of the associated • Creative Opportunities re-employability Section 106 agreement with UCL. programme undertaken for 25 local residents. • The Stratford Waterfront Schools Challenge • Hold Global Disability Summit on the Park. completed with an event at the Podium. • Complete drafting of revised Local Plan ahead of • Major concerts held at the London Stadium submissions to Planning Decisions Committee including the Rolling Stones, Jay-Z and and Board. Beyoncé and the Foo Fighters. • It is anticipated that the Park will have its Green • The successful Shell Make the Future event Flag status confirmed for the fifth year in a row held in the Park. in July 2018. • Hackney Wick Station’s new entrance opened. • Launch of London Fashion District with partners including London College of Fashion. • Announcement of Major League Baseball matches to be held at the London Stadium • Submit Creative Enterprise Zone bid to the in 2019. Mayor of London to support low-cost workspace for local businesses and the creative community. • Confirmation of over 6 million visitors to the Park in 2017/18 which exceeded annual • Complete Hackney Wick Station improvement estimates and represented our best year. works. • The re-opening of the ‘Stitch’ pedestrian route • Hold first strategic board meeting of the Park into the Park from Westfield. Training Association. • Progress on the construction of the Bobby • Complete annual audit of accounts with an Moore Academy secondary school site unqualified opinion. marked with a ‘topping out’ ceremony. • Establishment of a Training Association to deliver the Park-wide construction shared apprenticeship scheme.
Page 208 03 London Legacy Development Corporation Corporate Performance April – June 2018
FINANCIAL PERFORMANCE SUMMARY
Month Jun 18 Year to 30 Jun 18 Full Year 2018/19 Actual Budget Variance Actual Budget Variance Forecast Budget Variance £000 £000 £000 £000 £000 £000 £000 £000 £000 Capital Income Development 0 0 0 0 0 0 (260) (760) 500 East Bank 0 (323) 323 0 (799) 799 (57,574) (57,534) (40) Total Capital Income 0 (323) 323 0 (799) 799 (57,834) (58,294) 460 Capital Expenditure Development 951 2,591 (1,640) 4,525 8,500 (3,975) 35,905 43,916 (8,011) Executive Office 0 8 (8) 9 25 (16) 100 100 0 Finance, Commercial and Corporate Services 129 192 (62) 395 405 (10) 2,354 1,694 660 East Bank 1,552 2,672 (1,121) 4,635 6,570 (1,934) 32,645 29,034 3,611 Park Operations and Venues – excl Trading 63 180 (117) 382 473 (91) 6,964 6,609 355 Regeneration and Community Partnerships 15 56 (41) 44 101 (57) 1,102 1,124 (22) Stadium 3,354 2,211 1,143 6,121 6,634 (513) 25,156 26,537 (1,381) Contingency (Cap) 0 0 0 0 0 0 10,557 11,365 (808) Total Capital Expenditure 6,064 7,910 (1,846) 16,111 22,707 (6,596) 114,783 120,379 (5,595) Net Capital Expenditure 6,064 7,587 (1,523) 16,111 21,908 (5,797) 56,949 62,085 (5,135)
Revenue Income Executive Office (2) 0 (2) (7) 0 (7) (29) 0 (29) Development 0 0 0 0 0 0 (120) (120) 0 Finance, Commercial and Corporate Services (33) (7) (25) (98) (22) (76) (391) (87) (304) Park Operations and Venue – excl Trading (83) (289) 206 (678) (1,001) 323 (4,018) (4,103) 85 Park Operations and Venues – Trading (665) (558) (107) (2,099) (1,805) (294) (7,451) (7,220) (231) Planning Policy & Decisions (129) (142) 12 (254) (425) 171 (1,800) (1,700) (100) Regeneration and Community Partnerships 0 0 0 0 0 0 0 0 0 Total Revenue Income (912) (996) 83 (3,136) (3,253) 117 (13,809) (13,230) (579)
Revenue Expenditure Communication, Marketing and Strategy 163 160 3 353 367 (13) 1,715 1,837 (122) Development 5 8 (3) 6 27 (21) 129 128 1 Executive Office 373 207 166 688 621 67 2,355 2,485 (130) Finance, Commercial and Corporate Services 20 511 (491) 1,276 1,534 (257) 6,203 6,164 39 Park Operations and Venues – excl Trading 678 722 (44) 1,873 2,120 (248) 8,759 8,439 320 Park Operations and Venues – Trading 791 705 86 2,229 2,116 113 8,771 8,464 307 Planning Policy & Decisions 163 234 (71) 643 703 (60) 2,888 2,813 75 Regeneration and Community Partnerships 134 262 (128) 450 768 (318) 3,228 3,351 (123) Stadium 38 0 38 60 0 60 0 0 0 Contingency 0 0 0 0 0 0 553 1,186 (633) Total Revenue Expenditure 2,365 2,809 (444) 7,580 8,257 (676) 34,601 34,867 (266) Net Revenue Expenditure 1,453 1,814 (361) 4,444 5,004 (560) 20,792 21,637 (845)
Page 209 04 London Legacy Development Corporation Corporate Performance April – June 2018
Month Jun 18 Year to 30 Jun 18 Full Year 2018/19 Actual Budget Variance Actual Budget Variance Forecast Budget Variance £000 £000 £000 £000 £000 £000 £000 £000 £000 Trading Timber Lodge Café 1 10 (9) 14 11 3 42 42 0 ArcelorMittal Orbit (AMO) (34) (65) 31 (119) (196) 77 (783) (783) 0 The Podium 18 18 (0) 69 (26) 95 (103) (103) 0 London Aquatics Centre 269 151 118 573 438 135 1,753 1,753 0 Copper Box Arena 102 77 25 241 212 29 847 847 0 3 Mills Studio (71) (42) (29) (398) (126) (272) 0 (502) 502 Off Park Properties (157) (1) (156) (249) (3) (247) (436) (10) (426) Total Trading Net (Surplus)/Deficit 127 147 (21) 130 311 (181) 1,320 1,244 76
Opening Year to Forecast Forecast Headroom Headroom balance date in-year closing operational authorised Borrowings from GLA (£000) 326,012 13,757 56,949 382,961 87,039 97,039
S106 & OPTEMS balance (£000) 15,556 CIL balance (£000) 2,157
Page 210 05 London Legacy Development Corporation Corporate Performance April – June 2018
Capital Revenue INTRODUCTION AND SUMMARY • Capital receipts for the Hackney Wick • Revenue income is forecast to be slightly Neighbourhood Centre were originally ahead of budget. This is mainly due to higher anticipated for 2018/19; however following than planned programming and events delays, these are now expected to be income (in Park Operations and Venues). received in 2019/20. The rest of the • Revenue expenditure is expected to be budgeted capital income is currently below budget for the year. There are expected to be realised this financial year. anticipated overspends on Programming • Some enabling works have been brought and Events due to some ground remedial forward from future years into 2018/19 for works on the North Park following a Tough Stratford Waterfront (part of the East Bank Mudder event. However, this is offset by project), which is the main driver of the several small anticipated under spends forecast overspend on East Bank capital across LLDC. expenditure this year. • 3 Mills river wall repair works are due to • The Legacy Community Scheme commence in quarter 4 of 2018/19 which infrastructure budget is forecast to under may reduce 3 Mills Studios' capacity for spend due to changes in the spend profile on filming space, resulting in a loss of income. a number of key development projects, However, LLDC is reviewing the timing of the including Pudding Mill. works in order to minimise disruption and achieve a break-even position by managing • There are currently £0.8m of expected draws around the river wall works. on capital contingency including key items such as development feasibility work • There are currently £0.6m of expected draws (£0.2m), footpath resurfacing works (£0.5m) on revenue contingency including key items and Section 106 responsibilities (£0.1m). such as security (£0.1m), Hostile Vehicle Mitigation maintenance (£0.1m) and Stadium bridges works (£0.1m).
Page 211 06 London Legacy Development Corporation Corporate Performance April – June 2018
LIVE Establish successful and integrated neighbourhoods, where people want to live, work and play
Demand for new housing in London is very high, especially in east London. The growth boroughs have a particular need for high-quality family homes and affordable housing, to keep people living in the area for longer which in turn helps to build sustainable communities. The vision for the Queen
1LIVE Elizabeth Olympic Park programme demands that new neighbourhoods are not islands of prosperity and excellence but properly knitted into the existing and developing communities. It also requires that neighbourhoods are developed in a way that meets high standards of design, sustainability and accessibility, delivers all the social infrastructure required (schools, health, community centres), and includes evidence-based projects to develop — at pace — the things that make communities function effectively. Successful neighbourhoods will be vibrant, engaged and connected, exemplifying the future while also preserving the best of the local heritage.
PROGRESS AGAINST MAJOR LIVE MILESTONES
Milestones for completion in 2018/19 Performance and commentary
Further completion of residential units at 196 homes in blocks 1A, 1D and 1C are all now Chobham Manor. complete and occupied. Block 1B is also complete apart from 1BA which is scheduled for completion in October 2018.
Completion of construction of the Bobby The construction phase on the secondary Moore Academy secondary school site. school commenced in November 2016 and is on schedule to reach practical completion in the next period and meet its opening date of September 2018.
Start on site at East Wick and Sweetwater. Construction is scheduled to start on site with enabling works due to commence in the next period.
Pudding Mill developer procurement launched. Development of business case to commence following agreement of housing strategy with LLDC Board and the GLA.
Page 212 07 London Legacy Development Corporation Corporate Performance April – June 2018
Milestones for completion in 2018/19 Performance and commentary
Progress development strategy for Bromley by LLDC is working alongside key stakeholders in Bow. the area including local landowners and as a result the first two planning applications submitted to the Planning Decisions Committee (by Lindhill and Danescroft) were approved, subject to referral to the GLA. Dialogue also ongoing with the remaining landowners for the north of the Bromley by Bow area.
1LIVE
Hackney Wick Neighbourhood Centre The procurement strategy to select a development partner procurement underway. development partner was approved by LLDC’s Investment Committee in June 2017. The aim to is commence procurement in autumn 2018.
Complete the Hackney Wick station improvement works. COMPLETE
Network Rail completed construction works on the new station entrance which opened on 18 May 2018. The remainder of the construction works on the Station are due to be complete by September 2018.
Progress Stratford Station improvement works. Good progress has been made on agreeing a funding package specifically for a new entrance at Carpenters Estate and work is ongoing with TfL on other potential schemes.
3 Mills river walls repair work undertaken. Procurement for a contractor for this work commenced in this period.
3 Mills future use agreed. Discussions with GLA and partners ongoing ahead of presenting a delivery strategy to the Investment Committee.
Agree delivery strategy with LB Newham for Work continues with joint landowners LB Rick Roberts Way. Newham and stakeholders to reach agreement on a delivery strategy and programme ahead of aiming to agree a timeline and objectives.
Page 213 08 London Legacy Development Corporation Corporate Performance April – June 2018
COMMENTARY ON KEY LIVE PROJECTS Work has continued on construction of the Legacy Corporation’s first housing development at Chobham Manor, providing over 850 homes. Block 1B is complete apart from 1BA which is scheduled for completion in October 2018. 196 homes are now occupied at the development. Construction work for Phase 2 (207 homes) is underway: Block 2A is progressing well and is on track to complete at the end of 2018. Blocks 2B, C and D works are on target to complete in spring 2019
East Wick and Sweetwater: work has continued to create new neighbourhoods, including up to 1,500 new homes in East Wick and Sweetwater. Phase 1 has full Reserved Matters planning.
1LIVE Construction is scheduled to start on site with enabling works due to commence in the next period. The Reserved Matters Application for phase 2 construction will be submitted in October 2018 following completion of design work. LLDC funded infrastructure works related to the development were granted planning permission by the PDC at its March 2017 meeting. Construction work on Stour Road (H16) Bridge has commenced with the demolition of Vittoria Wharf complete and work underway to install the gable end wall; work is due to complete by the end of 2018. The north/south road build and Monier Road (H14) Bridge are also due to complete by the end of 2018. Agreement has been made with the Mayor of London on a portfolio approach to affordable housing across all future housing developments, which would see 50% affordable across Hackney Wick Central, Pudding Mill Lane and Rick Roberts Way. Discussions are ongoing in relation to funding and delivering these developments.
Hackney Wick Central: the Planning Decisions Committee resolved to grant planning permission for Hackney Wick Central in April 2017, the masterplan covering the area around Hackney Wick Station. S106 Agreement is being finalised for presentation to GLA in the next period. Discussions with the GLA continue around affordable housing provision. The procurement strategy was approved by LLDC’s Investment Committee in June 2017, with the aim to commence procurement in autumn 2018.
Hackney Wick Station: the new station entrance opened on 18 May 2018 following construction work. The works are funded by LLDC including contributions from local boroughs and other stakeholders, and delivered through Network Rail and their contractors. As part of the works a new subway running north to south beneath the existing railway line has replaced the pre-existing footbridge and will eventually open up new pedestrian and cycle links between Wallis Road and White Post Lane, better connecting the boroughs of Hackney and Tower Hamlets. The subway features coloured concrete walls imprinted with chemical symbols to signify the area’s industrial heritage and Page 214 09 London Legacy Development Corporation Corporate Performance April – June 2018
an illuminated glass wall to reflect the local waterways. The remainder of the construction works on the Station are due to be complete by September 2018.
Stratford Station improvements TfL with LLDC are working together to consider improvements to Stratford Station in the light of the very high usage levels it is already experiencing. The station is a challenge at busy times such as football match days and demands on the station will increase significantly as the quantum of work space, homes, schools, colleges and leisure attractions grow. Good progress has been made on agreeing a funding package specifically for a new entrance at Carpenters Estate and work is ongoing with TfL on other potential schemes.
The Bobby Moore Academy – A significant milestone was met on the construction of the
1LIVE Bobby Moore Academy, a split-site all-through school which consists of a two-form entry primary school at Sweetwater and a six-form entry secondary school at Stadium Island. The primary school opened on 11 September 2017 for the start of the 2017/18 academic year for classes of year 7 secondary school students. The school is being operated by the David Ross Education Trust.
The construction phase on the Bobby Moore Academy secondary school commenced in November 2016 and is on schedule to meet its opening date of September 2018. The progress made was marked with a ‘topping out’ ceremony on 23 April 2018. Guests for the ceremony included Stephanie Moore MBE, Bobby Moore’s widow and the founder of the Bobby Moore Fund, who unveiled a commemorative plaque
Community Infrastructure Levy (CIL) collection and allocation The Legacy Corporation is required to prepare a report for any financial year in which it collects CIL. The charging authority must publish the report on its website no later than 31 December following the end of the reported year. Updates will continue to be made quarterly through this report. The Legacy Corporation started charging its CIL on the 6 April 2015. In Quarter 1 2018/19 one LLDC CIL payment was received. Date received Amount received April 2018 £259,600.38 Total £259,600.38 The Legacy Corporation has continued to collect Mayoral CIL: during Quarter 1 2018/19 £102,066.03 was collected. This will be transferred to Transport for London (less a 4% administration charge retained by LLDC).
Page 215 10 London Legacy Development Corporation Corporate Performance April – June 2018
KEY RISKS AND ISSUES
Summary Impact Mitigation RAG
Risk relating to capital and Financial and/ or Housing strategy, tight revenue income. delivery impacts. monitoring and financial Reputational impacts. control. Close working with R the GLA.
1LIVE Risk relating to future housing Financial and Close working with GLA in development delivery. reputational impacts. particular on affordable housing, agreeing housing strategy, ensure attractive R propositions to market.
Risk relating to current Financial and Close work with development housing development reputational impacts. partners, close economic and R delivery. financial monitoring.
Risk relating to the success of Financial and Local Plan approved and off-Park developments. reputational impacts. being implemented. Work ongoing on development opportunities including A Hackney Wick, Pudding Mill Lane, Bromley by Bow.
Electric capacity requires Financial impacts. Energy strategy reinforcement. commissioned, review and A implement findings.
Risk relating to construction Reputational impacts. Deliver a clear and development communication plan which communications. manages expectations and explains the reasons for the G construction work and communicates future developments.
Page 216 11 London Legacy Development Corporation Corporate Performance April – June 2018
WORK Retain, attract and grow a diverse range of high quality businesses and employers, and maximise employment opportunities for local people
London has a growing economy: the GLA projects that the number of jobs in London could grow by 750,000 between 2010 and 2031 across a diverse range of sectors. Nearly half (48 per cent) of employment growth in this period is expected to happen outside central London and businesses are looking east for space to grow. Queen Elizabeth Olympic Park is perfectly positioned to support this trend, with excellent transport links, space for office and workshop accommodation at Here East, and with housing and leisure on the doorstep. The surrounding area includes business districts including International Quarter London (IQL), Westfield, Stratford town centre, Hackney Wick and Here East. Transport for London (TfL) will start to re-locate into IQL in the next period. Other organisations such as Financial Conduct Authority (FCA), Cancer Research UK, the British Council and Unicef UK will re-locate to IQL and it is hoped they will be joined by major commercial companies. Westfield (Europe’s largest urban shopping centre), Stratford town centre and the developing Hackney Wick
2WORK Neighbourhood Centre all have existing and potential thriving business communities including a wide range of SMEs. The Here East development in the former Press and Broadcast Centre buildings on the Park is emerging as an important area for innovation with major tenants such as UCL, Loughborough University London, BT Sport, Studio Wayne McGregor, Hobs Studio and Sports Interactive already in place, and significant activity is emerging in the key modern industrial sectors of digital technology, creative, culture and fashion, and the automotive industry. The Park is becoming an innovation cluster with a global presence to stimulate economic growth benefiting people across the four boroughs. This has to be done in a way that complements and boosts existing local businesses (including SMEs), and which makes connections between businesses (big and small) that benefit them both and LLDC is actively encouraging the development of this network. Similarly, over the next five years, LLDC needs to support the development of effective links between the growing higher education presence on the Park and local businesses. The Legacy Corporation will use the higher education presence to support existing businesses and attract and generate new enterprises, an approach that should reach its full potential through East Bank (formerly the Culture and Education District). A fundamental plank of LLDC’s strategy is to use its remit as a regeneration agency to ensure that business growth, development and construction generate job opportunities for local people, and that local people are supported to access these jobs and develop the appropriate skills, through apprenticeships and other forms of vocational training. PROGRESS AGAINST MAJOR WORK MILESTONES
Milestones for completion in 2018/19 Performance and commentary
Deliver demand-led, centrally commissioned, This period saw delivery of a series of training modern methods of construction training courses including health and safety, site safety programme for local residents. supervisory, and scaffolding.
Page 217 12 London Legacy Development Corporation Corporate Performance April – June 2018
PROGRESS AGAINST MAJOR WORK MILESTONES
Milestones for completion in 2018/19 Performance and commentary
Establish a Park Training Association. Good progress has been made on the aim to create a Park-wide construction shared apprenticeship scheme with agreement made by the three major contractors on the Park (Balfour Beatty, Taylor Wimpey and Mace) to establish a Training Association. The first formal meeting of the Association will be held in July 2018. A number of sub-contractors in the supply chain have also expressed interest in becoming involved.
Launch and delivery of Building Information Establishing mentoring programme for Balfour Modelling curriculum in a total of 9 local Beatty, Mace, ENGIE and Design graduates schools and colleges. ready for autumn term delivery.
2WORK
Provide start-up support to 45 entrepreneurs Building on the success of the programme with Echo ++ which has seen 201 business supported since 2016, with 75 from Host Boroughs, the 2018/19 programme is being developed and will commence in the next period with a Weekender in September.
Shared internship model piloted with East Bank STEP interns started the second 6 month partners and replicated in Plexal and across placement and the start up internship other employment areas. programme with Plexal businesses launched in April.
Establish a training facility on the Park focusing Programme being developed. on 3D printing and virtual reality.
Hold the East Works Awards (formerly The awards will take place on 1 November 2018 Apprenticeship Awards). at Here East.
Page 218 13 London Legacy Development Corporation Corporate Performance April – June 2018
PROGRESS AGAINST MAJOR WORK MEASURES
Targets Performance and commentary
Construction The most recent construction figures available • 28% of the workforce have permanent are to end of June 2018 residency in Host Boroughs • 23% of construction employees working on • 25% of the workforce are from BAME groups the Park are Host Borough residents* • 5% of the workforce are women • 69% of the workforce are from BAME groups • 3% of the workforce are disabled people • 5% of the workforce are women • 3% of the workforce are apprentices • 4% of the workforce are disabled people • 5% of the workforce are apprentices
End-use Copper Box Arena and London Aquatics • 25–85% of the workforce are from Host Centre workforce targets as of April 2018 Boroughs (these figures are reported annually): • 25% are from BAME groups • 69% workforce Host Borough residents • 50% are women • 42% workforce are from BAME groups • 3–5% are disabled people
2WORK • 48% workforce are women • 5% are apprentices • 6% workforce are disabled people • There are 24 apprentices across the two sites
Estates and Facilities workforce targets: As of June 2018 the workforce performance is shown below: • 67% workforce Host Borough residents • 62% workforce are from BAME groups • 33% workforce are women** • 7% workforce are disabled people • Apprentice figures to be provided when available
* Local performance in construction is below target as Taylor Wimpey transition across phases with a small workforce and the developer’s focus has been on resolving wider commercial issues with the scheme. ** Against contractural target of 30 – 42%.
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COMMENTARY ON KEY WORK PROJECTS
Work is continuing to support construction and end-use employers on the Park to maintain and improve on consistent performance in achieving workforce targets to date.
In construction performance is below the target for employees on the Park from the host boroughs: 23% against a target of 28%. However, it is anticipated that over the few months the percentage of local employees will increase as new subcontractors start on site and the workforce grows, and the LLDC is doing some targeted work with the supply chain labour agencies at Chobham Manor to focus their recruitment more locally.
Performance on disabled people as part of the workforce and women has been inconsistent, fluctuating above and below the targets, and it is to address these issues (and others such as ensuring consistent apprenticeship delivery) that the LLDC, Taylor Wimpey, Balfour Beatty and Mace have agreed to be founding members of the Park Training Association (TA) for construction.
The TA will be a formal (by way of a signed MoU) partnership that brings together the three employers above, as well as their supply chains, to work more closely together on shared recruitment and training needs. By providing a coordinated vehicle for aggregating demand, the TA will be a vehicle by which under-represented groups will be more effectively supported into construction jobs. The TA will be piloted to run alongside the growing construction programme at QEOP from 2019 with the major schemes at Stratford Waterfront, Eastwick and Sweetwater and Chobham Manor in full flow. The first
2WORK Training Association Board meeting will be held on 20 July where the Memorandum of Understanding and scope of activities of the Association will be discussed.
LLDC have raised local, women and BAME performance with GLL who are currently recruiting for a number of vacancies at both the Copper Box Arena and the London Aquatics Centre.
ACHIEVEMENTS IN THE LAST PERIOD INCLUDE:
LLDC continues to work with partners to help deliver jobs, training and support to businesses, key achievements include: LLDC’s Chief Executive visited Hackney Wick and Fish Island in this period and met with the Economic Development leads from the Boroughs to discuss the Creative Enterprise Zone (CEZ), and what could be done to ensure low-cost workspace is made accessible to local businesses and the creative community there. This included discussions to tailor business support as part of the Fashion District and how these programmes could ensure linkage for local people to access job opportunities in the creative sectors. The CEZ proposal will also support the setup of a community benefit society and governing board that acts on behalf of the broader community interest and continues to grow creative and cultural opportunities locally. The CEZ proposal will be submitted to the Mayor of London on 31 July. The Black Training and Enterprise Group have been appointed and commenced a project to support minority ethnic pupils in East London schools to professional and technical apprenticeships. The Black Training and Enterprise Group are also working with West Ham United Foundation to deliver our East Works Careers Programme targeted at supporting local BAME 16-19 year old under-employed and unemployed people to further their careers. Delivery will commence in July 2018 Preparations have been made for the Creative Opportunity Programme which takes place from 16 to 27 July. It is a two-week pre-employability programme for residents of Hackney, Tower Hamlets, Waltham Forest and Newham and will feature industry led masterclasses from creative and cultural organisations. 25 participants will receive employability support and access to live job and training opportunities. Partner organisations include: Sadler’s Wells, V&A, Yard Theatre, Whitechapel Gallery. Page 220 15 London Legacy Development Corporation Corporate Performance April – June 2018
LLDC competed the ‘Flipside’ programme for 12 local young who completed a three-month immersive digital product design training programme. The project aims to launch diverse talent into digital roles: since the programme completed nine of the participants have moved into employment or internship and we are working with the other participants to help them access other opportunities, including internships at the Plexal innovation centre in Here East and other organisations. LLDC has facilitated Plexal’s in delivering seven internships based on our STEP internship programme.
2WORK
Here East (former Press Centre and Broadcast Centre): Several large-scale events where held in this period. April saw Ford hold their European press launch for the new Ford Focus and Tech London Advocates hold the bi-annual Conference with over 800 delegates in attendance. In May, Here East hosted Network Rails 500 person Annual Conference, whilst in June Open City Families a London wide event open to the community to learn more about the area and the building architecture was hosted at Here East. Events continue to be varied and demonstrate the flexibility of the space. Tenant activity in this period was positive: Scope completed their fit out in the Press Centre, relocating their Head Office operation of 260 employees. Barratts London and Barratts East London also relocated making Here East their permanent home, relocating 150 of their team. Ford have acquired additional space and will move a further 100 people in during the next period. The build of 21 affordable creative studios on The Gantry has completed and The Trampery, who will manage the space, are in the process of securing local creatives to make the space their home out is now complete with work now being undertaken to find tenants to occupy the affordable work space. Neopost commenced their fit out in the Press Centre and plan to move their team later in the year. Let space in this period is at 80% let and occupancy levels averaged 2,500 people per day. Further letting opportunities in the pipeline are positive. Local employment with the Here East team remains at 44% within the four host boroughs but remains high on the agenda.
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International Quarter London (IQL) Visible progress is being made on the build out of (IQL) which is now nearing the first phases of completion. In this period IQL announced that Unicef will relocate its London headquarters to the development from September 2018. The charity joins Transport for London (TfL), the Financial Conduct Authority (FCA) and the British Council as the latest high-profile organisations to choose the £2.4 billion development in Stratford as their new base.
TfL have continued their phased move into their building and FCA will move in from spring 2018. Cancer Research UK and British Council will jointly occupy the third commercial building to be built at IQL, totaling 280,000 sq. ft. The topping out ceremony for this building takes place on 5 July 2018.
2WORK
KEY RISKS
Summary Impact Mitigation RAG
Risk relating to meeting Reputational impacts. A strong set of targets priority theme targets and agreed through procurement wider regeneration and contracts; close working G aspirations. with partners.
Page 222 17 London Legacy Development Corporation Corporate Performance April – June 2018
VISIT Create a diverse, unique, successful and financially sustainable visitor destination
Arcadia festival ©Luke Taylor 3 VISIT Queen Elizabeth Olympic Park opened fully to the public in April 2014 and from the outset offered 'something for everyone’ with new parklands and playgrounds, world-class sporting facilities open for public use, and a varied programme of public sporting, cultural and community events in the venues and open spaces. Nearly four million visitors came in the first full year — well above expectations. The Queen Elizabeth Olympic Park brand already competes well against other destination hubs, and has a broad profile that is felt to be ‘different’ to existing offers. LLDC’s objective in the next five years is that visitor numbers should be maintained at least at current levels, and that as the Park develops the numbers of visitors should increase in line with that development. The opening of the Stadium brings over a million spectators per year and raises the profile of the Park through a global TV audience of millions. A growing number of people view the Park as their local leisure space as the new residential developments and workspaces are occupied, and the spaces and activities in the Park should be a vital component in joining new and existing communities together. Attracting visitors to the Park is important because it ensures the financial sustainability of the venues and the upkeep of the Park, brings people in who will spend in the local economy (contributing to local jobs and wellbeing), and contributes a critical mass of people to metropolitan Stratford. While increasing the national and international appeal of Queen Elizabeth Olympic Park, LLDC’s visitor strategy will also ensure that it is still viewed — and used — positively by the local community, and maintains its reputation as somewhere different and exciting. It will support the GLA’s cultural tourism vision, promoting authentic cultural opportunities outside central London.
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PROGRESS AGAINST MAJOR VISIT MILESTONES
Milestones for completion in 2018/19 Estimated date and comment
Support the delivery of a programme of major Preparations are advanced for athletics sporting events on the Park including major meetings in the London Stadium in July and athletics, hockey and cycling events. the Vitality Hockey Women’s World Cup at the Lee Valley Hockey and Tennis Centre in July and August. The ISSOT UCI Track Cycling World Cup series is scheduled to take place at the Lee Valley VeloPark from 14-16 December 2018.
Support the delivery of a major concert series Our major concert series in the London in the summer including the Rolling Stones, Stadium for 2018 has completed and the Foo Fighters, Jay-Z and Beyoncé, Arcadia and Arcadia festival was held on the Park in May. Elrow Town. Elrow Town London festival will take place on the Park in August. 3 VISIT
Deliver two community events on QEOP The Great Get Together was held on the Park in (Great Get Together and Harvest Stomp). June 2018. Preparations are being made for the Harvest Stomp festival on the Park on 23 September 2018.
Maintain Green Flag status for the Park. It is anticipated that the Park will have its Green Flag status confirmed for the fifth year in a row in July 2018.
Page 224 19 London Legacy Development Corporation Corporate Performance April – June 2018
Target for 2018/19 Performance and commentary
Estimated 6m visitors to the Park. Visitor numbers to the Park from April to June are estimated at 1.6m. This includes venue numbers, wi-fi based usage numbers and some estimation.
London Aquatics Centre throughput of 1m. On target, figures from April to June 2018 show over 273,000 visitors to the London Aquatics Centre.
3 VISIT
Copper Box Arena throughput of 445,000. On target, figures from April to June 2018 show over 137,000 visitors to the Copper Box Arena.
ArcelorMittal Orbit throughput of 180,000. Figures for April to June 2018 show over 42,000 visitors to ArcelorMittal Orbit.
Page 225 20 London Legacy Development Corporation Corporate Performance April – June 2018
COMMENTARY ON VISIT ACTIVITIES The Legacy Corporation, on behalf of E20 Stadium LLP has completed its work to transform the Stadium in the Park into a year-round multi-use venue to deliver a permanent sporting, cultural and community legacy in east London. Following the violent scenes by some spectators at West Ham United’s home match against Burnley on 10 March 2018, E20 and LLDC staff have been working closely with the Stadium Operator LS185, the Mayor’s Office, West Ham United and other stakeholders to put in place a range of measures to help prevent further problems at future events. The Mayor and LLDC are committed to working with West Ham, UK Athletics and Stadium operators LS185, to improve the Stadium's performance and finances. A Corporate Restructuring Officer is developing a plan to improve the Stadium's commercial performance with significant savings already having been secured and work underway in a range of other areas. The final West Ham United match of the 2018/19 football season took place in this period and the seats were moved successfully to allow the first of the series of summer concerts to take place at the London Stadium (see below). The Mayor of London announced that in 2019 the London Stadium will host the first ever Major League Baseball matches to be held in Europe. The New York Yankees and Boston Red Sox will play each other in two Major League Baseball regular season games on 29 and 30 June 2019.
Events and Programming Following the most successful year for visitor numbers to the Park in 2017/18 we are continuing to hold events on the Park and make preparations for events later in the year. The Rolling Stones rolled back the years to rock the London Stadium on 22 and 25 May. Around 115,000 people attended the Stadium to see their No Filter shows. For the first time, LS185 managed the Town Centre Link Bridge during ingress and egress, which worked well. The no bags policy required by the artists created an issue with bag drop on the first evening but this was much better on 3 the second show. VISIT Beyoncé and Jay-Z performed sell out shows on 15 and 16 June and the Foo Fighters performed on 22 and 23 June to record crowds of circa 76,000 each day. Foo Fighters’ front man Dave Grohl described the London Stadium as the ‘biggest, best Stadium in the world’. The concerts followed the Park’s first major music event of 2018, the Arcadia London Festival, which was held on 5 and 6 May, with around 15,000 people attending on each day. This period also saw the successful return of the Great Get Together to the Park on 24 June. Around 12,000 enjoyed family friendly activities at the day which formed part of a nationwide event in partnership with the Jo Cox Foundation to bring communities together to celebrate connections and commonality. Contributors to the event included East Bank partner, Sadler’s Wells, who presented dance performances on the day.
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Over 4,000 people attended the inaugural Street League Skateboard championships event over the late May Bank Holiday weekend. Skateboarding is an Olympic sport in Tokyo 2020, and a full concrete skateboard course was constructed inside the Copper Box Arena for the London event, which was supported by The Mayor's sports office. There is an opportunity for it to return next year. Other sporting events included the Virgin Sport Hackney Half which was held on 20 May and saw 16,000 runners completing the course which includes the Park. The event was very successful and only 13 runners require medical attention. Plans are well progressed for the major summer athletics meetings at the London Stadium: the new Athletics World Cup in the London Stadium on 14-15 July, the Muller Anniversary Games on 21-22 July. After this the Stadium will move back into football mode for and the start of the new football season with West Ham United’s first Premier League match of the new season on 18 August against AFC Bournemouth. The 2018 Women’s Hockey World Cup which will be held on the Park at the Lea Valley Hockey and Tennis Centre will include a free to enter Fan Zone which will be operational during the whole tournament, held between 21 July and 5 August. The Fan Zone will be in the north of the Park close to the venue, it will be open to everyone and will include a big screen, live music, entertainment and an exciting, diverse street food offering. There will also be opportunities to play hockey and learn about the history of the sport at the Hockey Museum. 3 Other summer activities in the Park include: the Shell Make the Future Live on 5-8 July and the Elrow VISIT Town London festival in the north of the Park on 18-19 August. Events taking place later in the year include: the ISSOT UCI Track Cycling World Cup series at the VeloPark from 14-16 December; and in November the Shrouds of the Somme installation, to mark 100 years since the end of the First World War. This installation will include 72,396 shrouded figures will be laid out in rows, shoulder to shoulder covering an area over 4000 square metres across the South Park Lawn (next to the ArcelorMittal Orbit). Each figure represents a British serviceman killed at The Battle of the Somme who has no known grave, many of whose bodies were never recovered from the battlefields.
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KEY RISKS AND ISSUES
Summary Impact Mitigation RAG
Risk relating to security on Reputational, Monitoring threat levels the Park and the threat level. operational and across the Park ensuring financial implications. appropriate security resource R and implementation of new initiatives.
Risk of unauthorised climbers Financial and Close working with operator, at ArcelorMittal Orbit. reputational impacts. review of security measures. A
Risk that related development Negative knock on Close working with partners projects undertaken by third effect on the success to influence developments party organisations are not of the Park and its and monitor progress. G successful. developments.
Risk relating to Park visitor Financial and Marketing plan, good numbers and experience. reputational impacts. customer services, animation of the Park through events. G Positive record of figures for visitors to the Park. 3 VISIT
Page 228 23 London Legacy Development Corporation Corporate Performance April – June 2018
INSPIRE Establish a 21st century district promoting cross-sector innovation, education, culture, sport, aspiration and participation in east London
The initial legacy priority was to establish a viable future for the Park as somewhere to live; work and visit, and the key ingredients of this success were laid down early on. This created space to review the plans and seek to secure an even greater benefit for the surrounding community. The ambitious vision for The Culture and Education District (now known as East Bank) was developed during late 2013 and 2014, and secured government funding in December 2014. The plans have attracted prestigious institutions and businesses to the site to foster collaboration and innovation, generating a projected 2,500 jobs in the Park and an extra £2.8 billion of economic value from the area. East Bank will create new visitor attractions and will seek to attract knowledge-based industries to the Stratford site, linking to Tech City, Here East and beyond. Building on and working closely with the existing thriving arts and culture offer in Stratford and Hackney Wick, it will showcase London at its cultural and academic best.
Over the next five years, University College London will establish a campus with academic facilities, student and staff accommodation. On Stratford Waterfront, University of the Arts London, the Victoria and Albert Museum collaborating with Smithsonian Institution and Sadler’s Wells are key partners in the development of a culture and education district.
PROGRESS AGAINST MAJOR INSPIRE MILESTONES
Milestones for completion in 2018/19 Performance and commentary
Progress delivery of Stratford Waterfront Agreement made with the Mayor of London on residential. a portfolio approach to affordable housing across all developments, including Stratford Waterfront. Discussions continue regarding
4INSPIRE funding and delivery.
Stratford Waterfront town planning submitted. The latest round of public consultation on Stratford Waterfront completed in this period which will inform the planning submission which is scheduled to be submitted later this year.
Full business case for East Bank approved by HMG. COMPLETE
The Full Business Case was approved, subject to conditions, in May 2018.
Page 229 24 London Legacy Development Corporation Corporate Performance April – June 2018
PROGRESS AGAINST MAJOR INSPIRE MILESTONES
Milestones for completion in 2018/19 Performance and commentary
Progress delivery of Stratford Waterfront OJEU procurement is underway for enabling procurement. works, substructure works and Carpenters Land Bridge.
Progress delivery of UCL East (undertaken by UCL and LLDC signed their revised Agreement UCL). for Lease in this period. UCL have continued procurement for a contractor for Marshgate with a view to appoint in the next period.
Continue to work with East Bank partners to The Strategic Objectives Delivery Plan has been ensure delivery of the East Bank strategic agreed with East Bank partners. Initiatives objectives and to maximise the value of the underway include employment and skills cluster. programmes, the Global Disability Innovation Hub and in the next period the launch of the East London Fashion District and a joint cultural event.
Deliver of East Education programme with East The EAST Education framework has been Bank partners. launched by all East Bank partners as the shared strategic approach to education engagement.
Ensure community plans are in place and are Following the establishment of the Chobham being delivered within Chobham Manor, East Manor Residents' Association, supported by Wick and Sweetwater neighbourhoods and the initial seed funding grant from LLDC, support London Stadium. Ensure mechanisms are in has continued including hosting of meetings place amongst East Bank partner institutions regarding service charge issues. to engage local communities. East Wick and Sweetwater: site relations planning continues for infrastructure works. London Stadium activity commenced at the
4INSPIRE community track supported by a Community track manager. Engagement activity for the East Bank partners currently focused on the EAST Education programme. Coordinated creative programming group working towards the Open Doors event at Here East in July.
Ensure and deliver best practice consultation UCL East and Stratford Waterfront (East Bank) programmes in line with LLDC Code of consultations ongoing; LLDC Code of Consultation for new developments on and Consultation updated in Q1. around the Park. Page 230 25 London Legacy Development Corporation Corporate Performance April – June 2018
PROGRESS AGAINST MAJOR INSPIRE MILESTONES
Milestones for completion in 2018/19 Performance and commentary
Deliver three successful community interim Lease extended at Hub67 to December 2019. use sites on and around the Park (Hub 67, Regular programme activity is ongoing. Mobile Garden City, Warton Road). Continuing activity at Carpenters Cage including activation by UK Wall Ball. Mobile Garden activity at Chobham Manor completed and garden moved from site into storage ahead of move to a location in East Wick, Clarnico Quay. Planning application has been submitted for overall Clarnico Quay development.
Deliver youth engagement programme to Initial Stratford Waterfront sessions held and enable local young people to feed into future planning for August three day intensive plans for the Park and connect opportunities in workshop to be held in August 2018. the Park to local young people in East London. Development of Mayor's Youth Fund bid to deliver outreach programme.
COMMENTARY ON INSPIRE MILESTONES
East Bank LLDC has continued to work with partners on the delivery of a world-class culture and education district on the Park, now known as East Bank. The Mayor of London launched East Bank on 5 June at an event held at the London Aquatics Centre. At the launch, the Mayor confirmed that the BBC will join the list of prestigious institutions that will be coming to the Park. This will create a new home for the world-renowned BBC Symphony Orchestra & Chorus and BBC Singers, with a substantial presence from the BBC Concert Orchestra as well as state-of-the-art recording facilities to host recording sessions and live performances across all genres from global stars to emerging talent. The BBC will also bring a series of events to the area, with both performances and opportunities for young people from east London to participate in choirs and
4INSPIRE ensembles.
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The launch also unveiled new plans and building designs for Sadler’s Wells, UAL’s London College of Fashion and the V&A (including a partnership with the Smithsonian Institution) across the Stratford Waterfront site, and UCL’s new and pioneering campus at the UCL East site. The Mayor confirmed his financial support for the project and announced that at least 50 per cent of new homes across the remaining development sites on the Park – Stratford Waterfront, Pudding Mill and Rick Roberts Way - will be affordable, in line with the Mayor’s commitment that all sites he disposes of will be at least 50 per cent affordable. Representatives from all East Bank partners attended the launch (see photograph right). The event received significant media coverage and included a speech from Jake Berry MP, the Minister for the Northern Powerhouse and Local Growth, who confirmed the Government’s financial contribution to the project secured through approval for the Full Business Case in May 2018 (subject to conditions). Attendees also enjoyed a dance performance from Jonelle Douglas and heard Jade Leatham talk about how her involvement in LLDC’s Creative Opportunity Programme helped her secure an internship at Sadler’s Wells and led to her current position at the National Centre for Circus Arts. In this period, Agreements for Lease between LLDC and UCL, UAL, Sadler’s Wells and the V&A were all completed. UCL have also continued procurement for a contractor for Marshgate with a view to appoint in the next period. UCL’s Section 106 agreement for the project was agreed in this period and the Mayor of London approved UCl’s outline planning permission. Procurement for initial Stratford Waterfront contracts commenced, including for enabling works, substructure and Carpenter’s Land Bridge. RIBA Stage 3 for Stratford Waterfront has commenced and will conclude in September 2018. The latest round of public consultation on Stratford Waterfront completed on 24 June with over 990 people attending consultation events at the London Aquatics Centre Upper Welcome Zone. This is complemented by online consultation via our consultation platform, commonplace: https:// stratfordwaterfront.commonplace.is/ Following an international design competition, the V&A has appointed Diller Scofidio + Renfro (DS+R) to lead the design of its new Collection and Research Centre at Here East. V&A stated that DS+R’s winning proposal will give visitors, researchers and staff new ways to interact with the museum’s national collections and archives. The appointment follows the 30 April 2018 LLDC Planning Decisions Committee approval of Here East’s change of use in order to house the V&A’s collection. The
4INSPIRE collection is expected to open to the public in April 2023.
The Global Disability Innovation Hub (GDI Hub) is a hub for academic excellence, innovative practice and co-creation; harnessing technology for good. A world leader in inclusive design, the GDI Hub spans the sectors of sport, the built environment, accessibility, art, theatre, dance and assistive technology. Following the success of the success of the world’s first Global Disability Innovation Summit held on the Park last summer, the commencement of a new MSc course titled ‘Disability, Design and Innovation’ and the launch of six initial funded PhD studentships leadership of the GDI Hub has now passed from LLDC to UCL as planned, supported by the establishment of a Community Interest Company for all non-academic activity. Activity in the last period includes: working with the Department for International Development to shape plans for the Global Disability Summit in July 2018 at Here East; attending the Conference of States Parties (COSP) at the UN in New York with Lord Chris Holmes; and commencement of the design for the GDI Hub website. Page 232 27 London Legacy Development Corporation Corporate Performance April – June 2018
Plans are advanced for the launch of the London Fashion District on 10 September 2018. East Bank partner the London College of Fashion have been working with partners including the GLA, the British Fashion council and Poplar Harca with the aim for the district to become a global hub of fashion technology.
Community Engagement LLDC presented at the UCL Provost engineering engagement awards on 8 May 2018 on the STEM tutoring project that we have rolled out with UCL in 8 local schools this year (primary and secondary). This is a great example of one of the projects within our East Education programme; demonstrating how a major global institution can make a direct, practical and hugely beneficial impact locally. The Deputy Head for Chobham Academy, one of the participating schools, spoke about the benefit the school has felt from this project and the impact it’s had, explaining that every student who took part in the tutoring project has gone up at least one grade in Maths. Moving Rap, a unique dance and spoken word project working with Sadler’s Wells, Breakin’ Convention and the forthcoming Hip Hop Academy, took place in 7 local schools working culminating in a performance at the Great Get Together event on the Park on 24 June Over 30 local schools entered the Stratford Waterfront Schools Design Challenge, culminating in a judging event at the Podium on 19 June. The schools were tasked with designing a new piece of street furniture for Stratford Waterfront which would be playful and interactive but also practical and multifunctional. The judging panel included representatives from LLDC. Sadler’s Wells, the V&A and Allies and Morrisons. 5 secondary and 5 primary schools were shortlisted and prizes of £1,500 went to the winning schools in judges’ and people’s choice categories: • Secondary school judges’ winner – Buxton school, Waltham Forest • Secondary school people’s choice winner – Forest Gate Community School, Newham. • Primary school judges’ winner – Maryland School, Newham. • Primary school people’s choice winner – Dersingham Primary School, Newham Motivate East, LLDC’s disability sports inclusion programme, ended in February 2018. It outperformed against all of its targets: over the two year programme there were 46,891 attendees (against a target of 33,998) and 13,264 unique participants (against a target of 7,175). Motivate East equipment, such as sports wheelchairs, and being gifted formally to community partners who are continuing to deliver sports inclusion programmes. Contracts have been signed with all the sports delivery partners contributing to Active August 2018 to allow another full and fun summer of Community Sports activity on the Park. LLDC hosted and chaired the UK Innovation Districts Group at the Park as part of the collaborative
4INSPIRE research work we are leading on Innovation Districts as potential models for inclusive growth and Industrial Strategy delivery at a local and regional level.
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KEY RISKS
Summary Impact Mitigation RAG
Risk that the East Bank will be Financial implications Effective design delayed or costs will be more and programme management and than anticipated. delays. coordination. Cost control. Close work with partners, R GLA and Government. Three lines of defence assurance approach.
Risk to East Bank funding. Financial implications Close working with and programme Foundation for Future delays. London. Full Business Case for the project approved R subject to conditions. Ensure best outcome from residential development.
East Bank construction Financial implications Experienced and well- interface risk and programme resourced project delays. management partner, LLDC R team and assurance.
4INSPIRE
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DELIVER Deliver excellent value for money, and champion new models and standards which advance the wider cause of regeneration, in line with LLDC’s core values: Ambition, Responsibility, Collaboration, Excellence, Accessibility and Sustainability
Work in this area includes functions to support the delivery of the Legacy Corporation’s objectives through services including finance, human resources, IT and information management, programme management, legal and procurement. This section also covers the Communication, Marketing and Strategy directorate which is responsible for the external reputation of the Legacy Corporation and Queen Elizabeth Olympic Park, and defines the way we manage all of our external activity and relationships. In addition, it is responsible for shaping the long-term organisational goals and ambitions, through its strategy work. PROGRESS AGAINST DELIVER MILESTONES
Milestones for completion in 2018/19 Performance and commentary
Work towards improved financial sustainability E20 Stadium LLP Board and LLDC board of the Stadium. approved a restructuring plan in June 2018.
Health and safety There have been no reportable accidents in Construction undertaken without a fatal this period, representing a rate of 0.0. accident on site; to prevent any life-changing injury or occupational ill-health for any individual; and to minimise reportable accidents to a rate below 0.17 per 100,000 hours worked.
Unqualified annual accounts for 2017/18. Annual accounts for 2017/18 have been drafted and the external audit undertaken. The accounts are on schedule to be signed off by the Board in July.
Prepare draft revised Local Plan and undertake Following formal consultation, an initial draft of
5DELIVER formal public consultation before submitting it the revised Local Plan is due to be completed in to the Planning Inspectorate for a formal the summer of 2018 and reported to both Examination. Planning Decisions Committee and Board for comment and approval.
Page 235 30 London Legacy Development Corporation Corporate Performance April – June 2018
Milestones for completion in 2018/19 Performance and commentary
Deliver an effective and responsive planning This has been exceeded each month in this service. At least 70% of applications quarter, with over 85% of applications determined in time. determined in time in each month.
Number of planning enforcement cases closed One enforcement case has been closed in this per month. period. 14 cases remain open.
Annual Environmental Sustainability Report The Annual Environmental Sustainability published. Report for 2016/17 is due to be published in the next period; the 2017/18 Report will be published later in the year.
Deliver the environmental engagement Earth Hour took place on 24 March including strategy (including Earth Hour and Climathon). AMO lights being switched off for an hour. Planning for Climathon 2018 on 25/26 October, focusing on the circular economy and single use plastics.
Deliver the QEOP Smart Sustainable District Future Infrastructure study is underway for programme. completion in mid August. This will help shape the strategy for the deployment of the carbon offset fund.
Development of smart mobility living lab on Collaboration agreement signed with the Park and in Greenwich. consortium partners. Routes and specification are being agreed.
COMMENTARY ON KEY PROJECTS
Planning Local plan review: a further round of public consultation and engagement on the review completed in this period following the initial round in late 2017. Relevant evidence base studies have been updated and an initial draft of the revised plan has been produced for internal review. Following further discussion and engagement, an initial draft of the revised Local Plan is due to be completed in the summer of 2018 and reported to both Planning Decisions Committee and Board for comment and approval. Development Management: The Madison Square Garden Company’s plans to build MSG Sphere
5DELIVER London – a music and entertainment venue in Stratford – went out to public consultation with a series of events which commenced on 7 July with an exhibition vehicle at the Timber Lodge Café. Bow East planning appeals: confirmation of the appeals against PPDT's refusals of the concrete batching and aggregate related uses on Bow East has been received. A public inquiry has now been scheduled for February 2019 and an independent planning inspector will determine the applications. Page 236 31 London Legacy Development Corporation Corporate Performance April – June 2018
Business Planning The 2018/19 budget submission has been prepared and was approved by the Board on 28 November 2017. The submission was made to the GLA on 29 November as part of the GLA’s statutory budget process and a draft consolidated budget was published for consultation by the GLA in December 2017. LLDC attended the London Assembly Budget and Performance Committee on 3 January 2018 and LLDC’s budget was included in the Mayor’s spending plan published on 26 February 2018. Final Board approval for the Corporation’s 2018/19 budget was given in this period. The budget process concluded in this period with an update to the Board on 2017/18 outturn. The long-term plan was last approved in March 2016 by the LLDC Board. Cost movements and changes in assumptions and policy from the previously approved model have been reflected in an updated model that has been discussed by the LLDC Board. The long-term plan will be tabled for formal approval by LLDC’s Board and GLA thereafter.
Sustainability As part of LLDC’s advanced mobility programme the Smart Mobility Living Lab (SMLL) consortium of partners who will bring forward the London Connected and Autonomous Vehicle testbed (split between two nodes at Queen Elizabeth Olympic Park and Royal Borough of Greenwich) are continuing to engage with key automotive, infrastructure, communications and city stakeholders in order to test the evolving detailed designs for the SMLL testbed. Programme remains on track to open the testbed to customers in 2019. In addition to the above, LLDC is now under Non-Disclosure Agreement with a number of mobility partners who wish to explore the opportunity to work with LLDC in order to develop innovative mobility solutions. One of these partners is undertaking field research to develop innovative mobility solutions. As previously reported, NESTA has chosen London as one of its Unmanned Aerial Vehicle city- challenge areas. Transport for London led an expression of interest that identified the Park and surrounding area as a localised area in which they would like to work through potential UAV use-cases in order to shape the Mayor of London’s vision for London. LLDC are continuing to work closely with TfL on this programme. LLDC has also recently started a piece of research looking at Future Infrastructure trends to help inform the refresh of the LLDC Local Plan. This study will include a state of the art review of global cities innovating in the areas of environmental and digital performance; a horizon scan of likely policy
and investment trends in this space and consultation with the Smart London Board; the four host 5DELIVER boroughs; the UCL grand challenges panel and local stakeholders in order to help LLDC identify state of the art investment, technology and policy interventions that could help delivered shared SSD objectives. LLDC is awaiting a final version of the research and have opened discussions with partners to consider next steps.
Page 237 32 London Legacy Development Corporation Corporate Performance April – June 2018
LLDC is also facilitating discussion with ENGIE and Thames Water to look at the potential to generate heat from sewage waste currently treated at the Old Ford Waste Water treatment plant. A feasibility study is underway.
Diversity and Inclusion The Mayor of London launched his ‘Our Time’ initiative to address the gender imbalance in leadership roles, and bridge the gender pay gap. LLDC is one of the members of the GLA Group involved in the initiative which will pair high potential women with senior staff (both women and men) supported by a training programme. This is part of the work of LLDC’s internal Diversity and Inclusion Group who are tasked with managing the agenda and drive forward initiatives and programmes that will help the LLDC to achieve its key diversity aims. We hosted Future of London who visited the Park on 2 May 2018 to look at the work LLDC and partners is doing to overcome barriers as part of the Future of London’s Future London Leaders course. Topic around physical and social integration were discussed with LLDC officers and a report back has been published on the Future of London website: https://www.futureoflondon.org. uk/2018/05/21/overcoming-barriers-olympic-park/
Communications, Marketing and Strategy After the completion of the Easter marketing campaigns for the ArcelorMittal Orbit and the Park as a whole, the focus from a visitor destination perspective moved quickly on to May half term, and updating the Park’s suite of promotional materials ahead of the summer (for example, a new Summer Events Leaflet was brought out in this time). Significant work was also put into supporting the Arcadia music festival (May) – including community ticket distribution - and encouraging people from the neighbouring boroughs to attend the Great Get Together event (June), one of the most successful of these events so far, attracting 10-12,000 people from the local area. Support for the EAST Education Summer School also began during this time, including online activity and production of flyers and posters. To support the Park’s commercial ambitions, further work on trademarking a number of our brands was completed during this time, as was an extensive programme to ensure GDPR compliance. Other projects progressed during this time include the retendering of the Park Branding framework; the agreement of a new approach to the LLDC intranet; and progression of development of a narrative around the Park and its surrounding areas as a place, working with a range of Park partners. External affairs work focused on the re-launch of the East Bank project in early June. The event, attended by the Mayor and East Bank partners generated significant media coverage and provided the opportunity for a successful community and stakeholder engagement event on the Park. LLDC’s Executive Directors of Regeneration and Development appeared before the London
Assembly’s Housing Scrutiny committee to answer questions on housing delivery on the Park and the 5DELIVER levels of affordable housing achieved.
Page 238 33 London Legacy Development Corporation Corporate Performance April – June 2018
Health and Safety The following is an extract from the regular report from LLDC’s Health and Safety consultant, Lawrence Waterman, covering the period of April to June 2018. This period has seen 10 major event days in stadium and multiple smaller events throughout the Park including the Great Get Together. Visitor numbers have increased across the period as expected: accidents remained extremely low with 22 in total occurring across the period in the Park and public realm, proportionate to the visitor numbers. Spectator safety remains a key focal point for park operations management; this is in relation to stadium events and the ingress/egress route security, safety and spectator flows. An accident occurred at George Irvin’s Ultimate Fun Fair on the Park on 6 May 2018 on the ‘Star Flyer’ ride. The chairoplane style ride was completing the cycle but as the chairs were descending the ride did not slow down sufficiently, resulting in three people hitting their legs on flag poles surrounding the ride. This has been reported to the Health and Safety Executive by the fun fair operator and the mother of two of the injured parties. who will investigate the incidents with London Borough of Newham, as the licensing authority. LLDC is dealing with a complaint about the incident from the mother of two of the injured parties. Any insurance claims will be dealt with by the fun fair operator. Other health and safety incidents: • A cyclist had an accident in the south of the Park which resulted in minor first aid treatment being given. He lost control of his bike and could not unclip cycle shoes to stop a fall. • A man fell off outdoor gym monkey bars at the south playground. He suffered a broken leg and was taken to hospital. • A van was given access over the H05 Bridge, where there are Hostile Vehicle Mitigation bollards and another vehicle attempted to tailgate. The bollards were in motion and the second vehicle struck the HVM on the underside of the vehicle rendering it unable to be driven. • A Parking Attendant was assaulted by a member of the public who threw a phone at his face. The Attendant suffered a cut under his right eye, and police attended the scene. • A cyclist was knocked off his bicycle by a vehicle at the crossing on Carpenters Road, he suffered a cut to his head, the London Ambulance Service was in attendance. • A teenager dislocated his shoulder whilst skateboarding outside the London Aquatics Centre and was taken to hospital. • A man was treated by paramedics after suffering a seizure on the South Lawn. • Two people were injured using the gym equipment: a man was treated by paramedics after dislocating his shoulder and a child was taken to hospital with a suspected broken arm. • A multi-storey car park security officer fell down stairs and hurt his knee. • Two children received first aid, one for a cut foot at the water fountain and the other for a grazed elbow at Stratford Walk. • An aggressive male in Copper Box Arena gym, who was later found to have concealed a knife when in the venue, led to police attendance.
Construction An incident occurred at East Wick and Sweetwater on 21 June 2018 when a scaffolding operative sustained a sprained ankle when walking on poorly made ground. The incident has been investigated by the contractor and action has been taken to prevent reoccurrence. The operative did not lose any 5DELIVER time as a result. Site inspections have identified a number of good practices and the contractor continues to welcome Client inspections and the feedback given. A detailed inspection of vehicles on site identified one vehicle that did not meet LLDC standards for vulnerable person’s safety. The contractor was reissued with LLDC Common and Visual Standards and Page 239 34 London Legacy Development Corporation Corporate Performance April – June 2018
recommendations were made to improve checking of vehicles on entry to site to sustain CLOCS compliance. The Vittoria Wharf project as part of East Wick and Sweetwater infrastructure works is at handover stage and has been well managed. Chobham Manor: no report of incidents during the period. General site standards are being maintained to a good level. Surface Water Drainage and Stop Logs: Site inspection identified some issues associated with security when the sites were being left unattended: the heras fencing was not completely secure in line with manufacturer’s guidance; and the heras fence feet were protruding into the public walkway. These issues were brought to the attention of the contractor and rectified Stadium: Phase 2 transition completed with no incidents reported. Inspections during the transition phase raised some issues relating to delivery vehicle compliance, site tool storage and compound area fire arrangements. These were brought to attention of the contractor and rectified.
Staff health, safety and well-being No incidents to report in this period.
General Data Protection Regulation The General Data Protection Regulation (GDPR) came into effect in May 2018. This puts a greater focus on organisations’ responsibilities regarding personal data. Having worked with GLA family members including TfL Legal and completion of a MOPAC checklist we are confident that LLDC fully complies with GDPR. An independent legal advisor (Lewis Silken) reviewed the Communication team’s systems including the web site. An overview of work completed is set out below: • Engagement with external parties to understand the responsibilities related to GDPR; includes the GLA family, independent legal advisors and attendance at industry seminars and workshops • Awareness training for all staff through All Staff Meeting briefings, regular information security briefings and by targeting those responsible for management of personal data in the corporation • Privacy Impact Assessments of systems that hold personal data have been completed to ensure compliance with GDPR and to contact people whose details are held on the system if necessary • Systems and communication tools (such as the Park web site, Planning Portal and Park Wi-Fi registration) have been reviewed to ensure that published terms and conditions and privacy notices are clear with some text changes as necessary • Partners such as Engie and E20 that hold personal data have been consulted to ensure that data ownership responsibilities are clear and in line with GDPR • Ongoing monitoring to ensure continuing compliance alongside a close watch on industry developments to better understand how the regulations will be applied.
5DELIVER
Page 240 35 London Legacy Development Corporation Corporate Performance April – June 2018
KEY RISKS
Summary Impact Mitigation RAG
Risk about successful Reputational impacts. Progress reporting including implementation of the Local annual monitoring report, Plan including sufficiency of review of local plan including A community infrastructure. population forecasts.
Risk relating to the potential Programme delays, Continue political impact of policy change on budget impacts. engagement work and the Corporation. briefings. Work through A implications of withdrawal from the EU.
Risk about the impacts of The possibility of A comprehensive health and health and safety failures on serious injuries or safety programme is in place, site. fatalities, the designed to identify and consequences of manage the construction A which may include risks and led actively by LLDC significant delays and and its project management reputational damage. partner.
Risk relating to failure to Financial and New finance system embed fraud and assurance reputational impacts. implemented; anti-fraud processes. policy updated; financial and procurement controls; assurance from internal and A external audit; ongoing fraud awareness briefings. Mandatory fraud workshop held for finance practitioners.
Staff resourcing, recruitment Missed opportunities High quality recruitment and and retention. against LLDC’s communications. objectives. Poor staff Remuneration package A morale. including benefits. Staff development.
Meeting revenue budget Reputational and Effective financial forecasts for 2018/19. operational impacts management and monitoring, close working A
5DELIVER with LLDC teams on savings and efficiencies.
Page 241 36 London Legacy Development Corporation Corporate Performance April – June 2018
KEY RISKS
Summary Impact Mitigation RAG
Risk relating to information Potential loss, theft or Information security gap security non-compliance. corruption of data analysis complete, action with reputational and plan being implemented. G financial impacts. Ongoing information security briefings.
Risk of impact of changes to Programme impacts. Induction plans and briefings Board membership on for new Board members. G timeliness of decision making.
5DELIVER
Page 242 37 Appendix 4
Board Date: 25 July 2018 Item: Quarterly Performance Report, Quarter One, 2018/19
This paper will be considered in public
1 Summary
1.1 The Quarterly Performance Report (Appendix 1) sets out TfL’s financial results for quarter one, 2018/19 – the period from 1 April to 23 June 2018.
2 Recommendation
2.1 The Board is asked to note the Quarterly Performance Report.
3 Financial Reporting to the Board
Quarterly Performance Report
3.1 In response to feedback from a number of stakeholders the Quarterly Performance Report (QPR) has been changed in order to provide the latest quarterly financial information in a timelier manner and to reduce duplication with other Reports.
3.2 The operational and customer information previously included in the QPR will continue to be presented in the quarterly Customer Services and Operational Performance Report.
3.3 The QPR presents year-to-date performance against budget, as well as year-on-year and four year trend analysis.
Quarterly Results Presentation
3.4 Accompanying the QPR is a Quarterly Results Presentation (Appendix 2) which will be presented to the Board.
3.5 The QPR is intended to be a reference document with the accompanying slides containing the same financial information but presented in a more visual way which summarises the story behind the numbers.
List of appendices to this report:
Appendix 1: Quarterly Performance Report, Quarter One, 2018/19 Appendix 2: Quarterly Results Presentation, Quarter One, 2018/19
Page 243 List of Background Papers:
None
Contact Officer: Simon Kilonback, Chief Finance Officer Number: 020 3054 8941 Email: [email protected]
Page 244 Transport for London quarterly performance report Quarter 1 2018/19
Page 245 About Transport for London (TfL) Contents Part of the Greater London Authority We are moving ahead with many of family led by Mayor of London Sadiq London’s most significant infrastructure Khan, we are the integrated transport projects, using transport to unlock growth. authority responsible for delivering the We are working with partners on major Mayor’s aims for transport. projects like Crossrail 2 and the Bakerloo line extension that will deliver the new 4 Introduction 20 Buses We have a key role in shaping what homes and jobs London and the UK need. life is like in London, helping to realise We are in the final phases of completing the Mayor’s vision for a ‘City for All the Elizabeth line which, when it opens, will 6 Business at a glance 22 Streets Londoners’. We are committed to add 10 per cent to London’s rail capacity. creating a fairer, greener, healthier and more prosperous city. The Mayor’s Supporting the delivery of high-density, 8 Financial summary 24 Rail Transport Strategy sets a target for mixed-use developments that are 80 per cent of all journeys to be made planned around active and sustainable on foot, by cycle or using public travel will ensure that London’s growth 10 Financial trends 26 Other operations transport by 2041. To make this a reality, is good growth. We also use our own we prioritise health and the quality of land to provide thousands of new people’s experience in everything we do. affordable homes and our own supply 12 Debt and cash 28 Commercial Development chain creates tens of thousands of jobs We manage the city’s red route strategic and apprenticeships across the country. roads and, through collaboration with 14 Passenger journeys 30 Major projects the London boroughs, can help shape We are committed to being an employer the character of all London’s streets. that is fully representative of the These are the places where Londoners community we serve, where everyone 16 Underground 33 Appendices travel, work, shop and socialise. can realise their potential. Our aim is to Making them places for people to walk, be a fully inclusive employer, valuing and cycle and spend time will reduce car celebrating the diversity of our workforce 18 Elizabeth line dependency and improve air quality, to improve services for all Londoners.
Page 246 Page revitalise town centres, boost businesses and connect communities. We are constantly working to improve the city for everyone. This means freezing TfL We run most of London’s public fares so everyone can afford to use public transport services, including the London transport, using data and technology to Underground (LU), London Buses, the make services intuitive and easy to use, DLR, London Overground (LO), TfL Rail, and doing all we can to make streets and London Trams, London River Services transport services accessible to all. We (LRS), London Dial-a-Ride, Victoria Coach reinvest every penny of our income to Station (VCS), Santander Cycles and continually improve transport networks the Emirates Air Line (EAL). The quality for the people who use them every day. and accessibility of these services is fundamental to Londoners’ quality None of this would be possible without of life. By improving and expanding the support of boroughs, communities public transport, we can make people’s and other partners who we work with The financial information included in the report is unaudited and does not constitute lives easier and increase the appeal of to improve our services. We all need TfL’s statutory accounts. TfL’s last audited Statement of Accounts for the year ended sustainable travel over private car use. to pull together to deliver the Mayor’s 31 March 2017 was published in September 2017. TfL’s draft unaudited Statement of Transport Strategy; by doing so we can Accounts for the year ending 31 March 2018 was published in May 2018. create a better city as London grows.
Transport for London quarterly performance report 3 Introduction
This Quarterly Performance Report covers the period from 1 April to 23 June 2018. We have made some changes to the format of the report, with the aim of making it more useful for readers, and to show both trend information and performance against Budget.
We have made a good start to the financial year with the operating surplus £37m better than Budget despite some timing differences on grant receipts. The reduction Page 247 Page against last year reflects the fact that this is the first quarter with no operating grant from central government. Passenger income overall is slightly better than Budget, although there are differences between the divisions, with upside in Tube ridership offsetting some downward movement on buses. All divisions are reporting higher passenger income than last year. Other income is also up on Budget and last year as a result of higher commercial and Road Network Compliance income.
Operating costs are £43m lower than Budget with additional savings being made over and above the significant cost reductions already assumed in the Budget. The increase against last year reflects preparations for the opening of the Elizabeth line and inflationary pressures across all areas.
Key achievements in the capital investment programme included hitting major milestones on the Four Lines Modernisation and starting work on station cross passages for the Northern Line Extension.
We remain confident that the Budget for the current year will be delivered and that we are on target to achieve an operating surplus by 2021/22. The continued focus on cost control is expected to drive further efficiencies, both in operating and capital expenditure.
Simon Kilonback Sarah Bradley Chief Finance Officer Group Financial Controller
4 Introduction Transport for London quarterly performance report 5 Business at a glance Keeping London moving, working and growing to make life in our city better
How we report on our business Facts and figures* Budget at a glance Use of Trains on the borrowing, TfL network working capital Other Passenger 940 Grants and cash reserves income income £2.3bn £0.8bn £1.9bn £4.8bn
Underground Elizabeth line Sources of funds 27% spent renewing £9.8bn and improving the 580km network through TfL-operated one of the largest capital investment highways 73% programmes spent on running in Europe and operating the Buses Rail network every day 680km TfL-operated Rail and Underground routes Total passenger income Total costs
Page 248 Page £0.1m £0.5bn (3%) (5%) Streets Other operations £2.7bn £6.7bn £1.7bn 9,550 (57%) (68%) Buses on the £1.5bn (18%) (31%) TfL network £0.4bn (4%)
£0.5bn (5%) £0.5bn Commercial Development Major projects (9%) 6,350 Traffic signals operated Total: £4.8bn Total: £9.8bn by TfL ■ Underground ■ Rail ■ Operating costs ■ New capital investment * Based on full year 2017/18 ■ Buses ■ TfL Rail ■ Capital renewals ■ Crossrail ■ Net financing
6 Business at a glance Transport for London quarterly performance report 7 Financial summary Performance in the year to date
Operating account Cash flow summary
TfL Group Q1 Budget Q1 TfL Group Q1 Budget Q1 (£m) 2018/19 2018/19 Variance 2017/18 Variance (£m) 2018/19 2018/19 Variance 2017/18 Variance Passenger income 1,096 1,095 1 1,079 17 Net cost of operations (66) (129) 63 (50) (16)
Page 249 Page Other operating income 181 173 8 160 21 Net capital account (126) (22) (104) (111) (15) Total operating income 1,277 1,268 9 1,239 38 Working capital movements 53 (165) 218 633 (580)
General Grant - - - 53 (53) Increase/(decrease) in cash balances (139) (316) 177 472 (611) Business Rates Retention 256 256 - 231 25 Other revenue grants 10 25 (15) 11 (1) Passenger journey analysis Total income 1,543 1,549 (6) 1,534 9 TfL Group Q1 Budget Q1 Operating cost (1,410) (1,453) 43 (1,371) (39) (£m) 2018/19 2018/19 Variance 2017/18 Variance Net operating surplus 133 96 37 163 (30) Number of passenger journeys (millions) 930 939 (9) 938 (8) Capital renewals (97) (119) 22 (117) 20 Average yield per passenger journey (£) 1.18 1.17 0.01 1.15 0.03 Net cost of operations before financing 36 (23) 59 46 (10) Operating cost per journey (£) (1.52) (1.55) 0.03 (1.46) (0.06) Net financing costs (102) (106) 4 (96) (6) Net cost of operations (66) (129) 63 (50) (16) The year-to-date net operating surplus is Year-to-date operating costs are £43m Capital account £37m better than budget, reflecting solid lower than budget. Timing differences progress against our plans. This includes account for £28m of this and will be TfL Group Q1 Budget Q1 a number of timing differences. We will incurred later in the year. (£m) 2018/19 2018/19 Variance 2017/18 Variance focus on controlling costs during the rest New capital investment (372) (430) 58 (266) (106) of the year to continue this trend. Against the prior year, operating costs are Crossrail (351) (223) (128) (338) (13) £39m higher, reflecting increased levels Total year-to-date income is £1,543m, £6m of station staff on London Underground Total capital expenditure (723) (653) (70) (604) (119) below budget. Total passenger income and preparations for the opening of the Financed by: is £1m above budget and £17m higher Elizabeth line. Investment grant 264 264 - 259 5 than the previous year. TfL Rail services between Heathrow and Paddington were New capital investment and capital Third-party contributions 11 11 - 7 4 introduced on 20 May and passenger renewals are £80m lower than budget, Property and asset receipts - 10 (10) 1 (1) numbers have been as expected. mainly due to timing differences. Borrowing 235 235 - 150 85 Strategic planning has meant some Compared to the prior year, total income projects were brought forward into Crossrail funding sources 47 78 (31) 32 15 is £9m higher. The cut in General Grant 2017/18, resulting in savings against the Other capital grants 40 33 7 44 (4) (£53m year to date) has been offset by budget this year; while some others will Total 597 631 (34) 493 104 increased passenger income and higher now incur spend later in the year. income from advertising and Road Net capital account (126) (22) (104) (111) (15) Network compliance.
8 Financial summary Transport for London quarterly performance report 9 Financial trends
Total income Total cost Quarterly (£m) Year on year (£m) Quarterly (£m) Year on year (£m) 1,991 2,184 Other income Other income 136 Net nancing costs Net nancing costs 1,606 243 1,602 1,605 1,534 1,543 1,534 1,543 1,549 2,048 1,559 1,428 374 1,538 1,512 Operating costs 1,467 1,512 Operating costs 15Grants8 162 Grants 1,467 1,479 1,417 160 185 181 160 181 173 98 102 1,265 102 106 162 96 98 94 96 285 1,374 266 371Passenger34 income1 Passenger income 295 212 295 266 281 93 1,453 1,371 1,381 1,440 1,410 1,371 1,410 1,136 1,323 1,079 1,054 1,096 1,073 1,102 1,079 1,096 1,095 1,172
Q1 2017/18 Q2 2017/18 Q3 2017/18 Q4 2017/18* Q1 2018/19 Q1 2015/16 Q1 2016/17 Q1 2017/18 Q1 2018/19 Q1 2018/19 Q1 2017/18 Q2 2017/18 Q3 2017/18 Q4 2017/18* Q1 2018/19 Q1 2015/16 Q1 2016/17 Q1 2017/18 Q1 2018/19 Q1 2018/19 Budget Budget ▀ Passenger income Total income £6m ▀ Operating costs Operating costs ▀ Grants below budget 1%▲ year on year ▀ Net financing £43m below budget 3%▲ year on year costs ▀ Other income Passenger income is in line with expectations. Higher commercial income Lower than budgeted operating costs are driven by £15m of net savings and from specialist advertising deals and increased Road Network compliance £28m of timing differences. The year on year increase is partly due to station income is offset by timing differences in the receipt of grant income. staff on London Underground and higher Elizabeth line operating costs.
Total passenger income Total capital expenditure Quarterly (£m) Year on year (£m) Quarterly (£m) Year on year (£m) Page 250 Page 1,374 1,240 14 Other crossrail crossrail 26 Other 1,136 125 1,096 1,079 1,054 13 1,073 1,102 1,079 1,096 1,095 496 12 13 TfL Rail8 10 14 13 8 TfL Rail capitalinvestment capitalinvestment 12 21 434 102 21 20 21 825 98 19 18 99 89 6 98 96 19 99 100 21 830 819 819 772 98 Rail Rail 722 756 749 722 349 365 356 338 332 338 338 338 345 360 400 351 Buses 351 223 775 Buses 338 336 744 346 338 651 612 594 625 60LU5 618 612 625 621 LU 549 468 470 468 425 384 420 403 384
Q1 2017/18 Q2 2017/18 Q3 2017/18 Q4 2017/18* Q1 2018/19 Q1 2015/16 Q1 2016/17 Q1 2017/18 Q1 2018/19 Q1 2018/19 Q1 2017/18 Q2 2017/18 Q3 2017/18 Q4 2017/18* Q1 2018/19 Q1 2015/16 Q1 2016/17 Q1 2017/18 Q1 2018/19 Q1 2018/19 Budget Budget
▀ London Underground Passenger income ▀ Capital investment £2bn full-year capital ▀ Buses in line with budget 2%▲ year on year ▀ Crossrail investment budget 13%▲ year on year ▀ Rail Passenger income compares well to 2017/18 – £17m higher in the year Capital expenditure increased this quarter as we prepare for the opening of ▀ TfL Rail to date. TfL Rail services were introduced between Heathrow and the Elizabeth line in December. Strategic planning has meant some projects Other operations Paddington on 20 May 2018 and the passenger numbers have been were brought forward into 2017/18, resulting in a timing underspend against ▀ in line with our expectations. budget this year for capital investment.
* Quarter 4 is longer than quarters 1 to 3 (16 weeks vs 12 weeks)
10 Financial trends Transport for London quarterly performance report 11 Debt and cash
Total value of debt (£m) Cash balances (£m)
12,000 3,000 11,154 10,935 BorrowingFinanceleases CashCrossrail balances cash balances 473 10,386 488 The incremental borrowing agreed Cash balances have decreased by £139m 9,799 10,681 with Government for 2018/19 is £800m. 2,433 2,447 over the year to date to £1,793m at the 10,000 558 10,447 2,500 9,286 651 Borrowing TfL cash balances 9,828 At the end of Quarter 1, £250m of 821 end of Quarter 1. Of the total balance, Page 251 Page 825 738 2,137 9,148 long-term debt had been drawn down £419m is ring-fenced to deliver the 1,932 8,000 under existing facilities with Export 2,000 788 Crossrail project. In addition, we aim 8,548 1,793 Development Canada and the European 617 to hold a prudent minimum level of Investment Bank. These were partially 419 cash for TfL (excluding Crossrail) for 6,000 offset by debt repayments of £15m. 1,500 1,608 1,626 exceptional circumstances as well as to retain a high credit rating, in line 1,374 The total nominal value of borrowing 1,349 1,315 with our liquidity policy approved by 4,000 outstanding at the end of the quarter 1,000 TfL Board. This minimum level of cash was £10,681m, of which £9,834m is – currently around £550m – is driven long term. by the size of our operating costs and 2,000 500 the level of our debt.
We expect to continue to use our cash 0 0 2014/15 2015/16 2016/17 2017/18 Q1 2018/19 Q1 2017/18 Q2 2017/18 Q3 2017/18 Q4 2017/18 Q1 2018/19 balances to fund the improvements outlined in our Business Plan and Budget. ▀ Borrowing ▀ Finance leases ▀ TfL cash balances ▀ Crossrail cash balances
Financing costs (% of total income)* £139m 7%▼ 8 The ratio of financing costs to total Decrease in cash over the year to date income, including operating grants, helps TfL to monitor the affordability of its debt. 7
6.7% 6.7% Financing costs and income (£m) Credit ratings 6 6.2% 6.2% Q1 Q1 5.9% Year to date 2018/19 Budget Variance Our credit strengths are reflected in the Credit ratings fact that we are rated within one notch Interest income 2 2 - Moody’s Aa3 stable outlook 5 of the UK Government by the three Borrowing costs (93) (98) 5 leading international rating agencies. Standard & Poor’s AA- stable outlook PFIs/finance leases (11) (10) (1) Fitch AA- negative outlook 4 2014/15 2015/16 2016/17 2017/18 Q1 2018/19
* Financing costs include interest costs for borrowing and finance leases
12 Debt and cash Transport for London quarterly performance report 13 Passenger journeys
Quarter 1, year to date Quarterly (millions) Year to date (millions)
1,400 1400 total number total passenger Other Other of journeys* journeys year on year 1,186 930m 1%▼ 5 1,200 13 1200 99 TfLRail TfLRail 982 978 966 938 5 930 6 5 938 930 940 1,000 6 903 11 665 6 1000 4 6 6 6 6 11 10 84 11 74 10 11 11 11 Rail 81 Rail London Underground 80 78 80 78 80 78 548 574 545 800 530 521 800 530 532 502 521 Buses Buses 314m 600 600 LU LU 400 400 Elizabeth line (TfL Rail) 404 334 312 306 314 320 324 312 314 311 200 200 11m 0 0 Q1 2017/18 Q2 2017/18 Q3 2017/18 Q4 2017/18* Q1 2018/19 Q1 2015/16 Q1 2016/17 Q1 2017/18 Q1 2018/19 Q1 2018/19 Budget
Buses ▀ London Underground ▀ Buses ▀ Rail ▀ TfL Rail ▀ Other operations Page 252 Page
London Underground passenger volumes were two million (one per cent) better than 2017/18 and three 521m million better than budget. Passenger journeys in 2017/18 were impacted by a number of incidents, such as the part closure of the Hammersmith & City line following the Grenfell fire, the London Bridge and Westminster terror attacks and the general election. Once last year’s numbers are adjusted for these, the underlying trend shows that journeys are 0.2 per cent below last year.
Rail (DLR, London Overground, London Trams) Bus passenger journeys in the quarter were nine million (two per cent) lower than 2017/18 and eleven million lower than budget. Lower Travelcard, bus pass and pay as you go journeys were only partly offset by growth in contactless journeys. We are currently investigating the cause of this decline.
78m TfL Rail passenger demand was 0.1 million journeys better than quarter 1 last year. Compared to budget, rail demand was one per cent lower in the quarter. Underlying rail demand, after adjusting for one less day in this year’s quarter and one less Bank Holiday, was in line with last year.
Other (London River Services, Dial-a-Ride, Santander Cycles, Emirates Air Line) 6m
* Excluding road journeys and pedestrians * Quarter 4 is longer than quarters 1 to 3 (16 weeks vs 12 weeks)
14 Passenger journeys Transport for London quarterly performance report 15 Underground London Underground
Financial summary Passenger journeys analysis The net operating surplus in London Underground is £22m above budget and has increased by £8m from last year. Increased passenger income and deferrals of operating Q1 Budget Q1 expense projects have driven this improvement. 2018/19 2018/19 Variance 2017/18 Variance Number of passenger journeys (millions) 314 311 3 312 2
Page 253 Page Average yield per passenger journey (£) 1.99 2.00 (0.01) 1.96 0.03 London Underground Q1 Budget Q1 (£m) 2018/19 2018/19 Variance 2017/18 Variance Operating cost per journey (£) (1.74) (1.81) 0.07 (1.73) (0.01) Passenger income 625 621 4 612 13 Other operating income 5 5 - 5 - Passenger journeys Underlying passenger journeys Total operating income 630 626 4 617 13 Underlying demand is improving and year-on-year change (%) Operating cost (485) (497) 12 (473) (12) now down less than half a per cent. Figures for April and May from the Direct operating surplus 145 129 16 144 1 Office of Rail and Road show that overall Indirect operating cost (61) (67) 6 (68) 7 demand is down one per cent for rail Q1 travel across London and the South East. 2018/19 Net operating surplus 84 62 22 76 8 0.2%▼ Average yield per passenger journey Capital renewals (60) (70) 10 (67) 7 Underlying passenger income per journey has improved compared with New capital investment (8) (20) 12 (7) (1) the equivalent period last year. This Total capital expenditure (68) (90) 22 (74) 6 is partly due to the impact of average Q1 National Rail fares increasing in January 2017/18 2018, which increases a proportion of 0.9%▼ TfL’s tickets e.g. Travelcards. Passenger income is £4m up on expenditure versus last year is mainly budget and £13m up against last year, due to inflationary pressures and higher Operating cost per journey which was was adversely affected by utilities costs, partially offset by our Operating cost per journey is below Q1 the Westminster and London Bridge cost controls. budget, largely due to increasing 2016/17 terror attacks, Grenfell fire and the passenger journey numbers and costs 1.4%▲ General Election. Within capital expenditure, a change increasing at a slower rate than expected. in strategy resulted in £6m of Camden Direct operating costs are £12m better track works being accelerated in 2017/18, Compares underlying year-to-date passenger than budget. Our continued emphasis £8m in-year re-profiling and £5m journey numbers with those in the previous year. on cost control has resulted in lower of work at South Kensington being Not actuals – adjusted for one-off events (such staff and maintenance costs. We have as strike days), timing of Easter holidays and the deferred into future years. There is number of days in each quarter. also deferred projects, such as asset also lower expenditure on escalator resilience, as well as delays in letting works against last year. the civils contract at Knightsbridge and Victoria line maintenance. The additional
16 Divisional review | Underground Transport for London quarterly performance report 17 Elizabeth line Currently operating as TfL Rail
Financial summary Passenger journeys analysis The focus remains on successfully introducing Elizabeth line services in the central section (between Paddington and Abbey Wood), which remains on course to open Q1 Budget Q1 as planned in December this year. 2018/19 2018/19 Variance 2017/18 Variance Number of passenger journeys (millions) 11.4 11.3 0.2 10.2 1.2 Average yield per passenger journey (£) 1.84 1.86 (0.02) 1.86 (0.02) Elizabeth line Q1 Budget Q1 (£m) 2018/19 2018/19 Variance 2017/18 Variance Operating cost per journey (£) (3.77) (3.89) 0.21 (2.75) (1.02) Passenger income 21 21 - 19 2 Other operating income 7 7 - 1 6 Passenger journeys Underlying passenger journeys Total operating income 28 28 - 20 8 Passenger demand is two per cent higher year-on-year change (%) Operating cost (41) (43) 2 (26) (15) than budget and 12 per cent higher than last year. Demand has increased as a Direct operating deficit (13) (15) 2 (6) (7) result of new services from Paddington Indirect operating cost (2) (2) - (2) - to Hayes & Harlington and Heathrow that Q1 started in May 2018, as well as a reduction 2018/19 Net operating deficit (15) (17) 2 (8) (7) in the number of closures this year and 9.8%▲ the timing of Easter. New capital investment (126) (130) 4 (46) (80) Average yield per passenger journey Crossrail construction cost (351) (223) (128) (338) (13) Passenger income per journey is one
Page 254 Page Total capital expenditure (477) (353) (124) (384) (93) per cent than budget and last year, Q1 mainly due to lower compensation 2017/18 from Network Rail from the reduction 4.8%▼ in closures. Passenger income is in line with budget drivers), along with additional costs for and £2m higher than last year, driven operating new services to Heathrow and Operating cost per journey by an increase in passenger journeys. costs relating to the new trains, which Operating cost per journey is five Q1 * The year-on-year increase in other were introduced at the end of June 2017. per cent lower than budget due 2016/17 operating income relates to higher These new trains have also driven an to cost savings in the first quarter. na% ticket sales commissions receivable increase in new capital investment The increase from last year is due to and third-party contributions. versus last year. additional costs offset by increasing passenger numbers. Compares underlying year-to-date passenger Operating costs have reduced against Construction and fit-out of the new journey numbers with those in the previous year. budget, mainly due to savings in train Elizabeth line stations and tunnels Not actuals – adjusted for one-off events (such maintenance costs. Costs are higher than as strike days), timing of Easter holidays and the is well advanced. The infrastructure number of days in each quarter. Planned closures last year as we prepare for the opening of testing phase has started and a new are not adjusted for. the Elizabeth line (including recruitment class 345 train is running under of maintenance technicians and train signalling in the tunnels. * TfL Rail started operating at the end of Q1 2015/16, so no comparable data
18 Divisional review | Elizabeth line Transport for London quarterly performance report 19 Buses London Buses
Financial summary Passenger journeys analysis Reduced passenger income has contributed to the net operating deficit being £5m higher than budget. Total operating costs are broadly flat compared to the Q1 Budget Q1 same quarter last year. 2018/19 2018/19 Variance 2017/18 Variance Number of passenger journeys (millions) 521 532 (11) 530 (9)
Page 255 Page Average yield per passenger journey (£) 0.65 0.65 - 0.64 0.01 Buses Q1 Budget Q1 (£m) 2018/19 2018/19 Variance 2017/18 Variance Operating cost per journey (£) (0.94) (0.93) (0.01) (0.93) (0.01) Passenger income 338 345 (7) 338 - Other operating income 3 3 - 3 - Passenger journeys Underlying passenger journeys Total operating income 341 348 (7) 341 - Total passenger journeys were two year-on-year change (%) Operating cost (485) (486) 1 (483) (2) per cent lower than budget and two per cent lower than last year. On a Direct operating deficit (144) (138) (6) (142) (2) normalised basis, passenger journeys Indirect operating cost (7) (8) 1 (9) 2 were 1.2 per cent lower. Q1 2018/19 Net operating deficit (151) (146) (5) (151) - Average yield per passenger journey 1.2%▼ The average yield per passenger journey Capital renewals - (2) 2 (2) 2 is as per budget. Compared to last year, the average yield per passenger journey New capital investment - (12) 12 (8) 8 has increased by 1.2p. This is primarily Total capital expenditure - (14) 14 (10) 10 due to a fares increase on Travelcards Q1 in January 2018. 2017/18 0.4%▲ Operating cost per journey Lower bus passenger income is primarily (2.4 per cent average) within the bus Operating cost per journey is one pence due to fewer fare-paying passenger operators’ contracts, and the roll out higher than budget and last year. This journeys. Underlying year-on-year of cleaner buses. is primarily due to a lower number of Q1 demand shows a 1.2 per cent decline passenger journeys. 2016/17 in the year to date. Capital expenditure is lower, as 2.7%▼ a result of a change in accounting Direct operating cost is as budgeted and treatment for the installation of almost flat year on year. This is as we enhanced catalytic converters, which Compares underlying year-to-date passenger continue to offset the higher cost owing reduce the emissions of buses so journey numbers with those in the previous year. to the annual contracted price inflation they meet the Euro VI standard. Not actuals – adjusted for one-off events (such as strike days), timing of Easter holidays and the number of days in each quarter.
20 Divisional review | Buses Transport for London quarterly performance report 21 Streets Transport for London Road Network (TLRN)
Financial summary Volume analysis Operating performance is tracking ahead of budget in the first quarter as a result of improved income. Q1 Budget Q1 2018/19 2018/19 Variance 2017/18 Variance Congestion Charge volumes (thousands) 3,344 3,673 (329) 3,622 (278) Streets Q1 Budget Q1 Congestion Charge and enforcement 53.9 53.7 0.2 53.6 0.3 (£m) 2018/19 2018/19 Variance 2017/18 Variance income (£m) Passenger income - – - – - Traffic volumes – all London (index) 96.8 - - 96.0 0.8 Other operating income 76 72 4 71 5
Total operating income 76 72 4 71 5 Cycling growth in CCZ* 14.3% 14.9% - 14.7% -
Operating cost (107) (106) (1) (93) (14)
Direct operating deficit (31) (34) 3 (22) (9) Cycling Traffic flow (volume) year-on-year change Indirect operating cost (15) (16) 1 (16) 1 A daily average of 459,756km, or around 148,000 journeys, was cycled in central Net operating deficit (46) (50) 4 (38) (8) London during quarter 1. Weather can affect cycling levels and is likely to Q1 Capital renewals (12) (8) (4) (23) 11 have contributed to a slowing in levels 2018/19 of cycling growth. In particular, March New capital investment (20) (21) 1 (19) (1) 0.8%▲ was exceptionally cold with widespread
Page 256 Page Total capital expenditure (32) (29) (3) (42) 10 snow, and it was the wettest since 1981, with more than three times more rain than the previous year. Q1 Income in the first quarter is up costs compared to this time last year, Traffic flow 2017/18 £4m against budget and £5m against a result of more funding for projects The pan-London traffic flow index stands 0.4%▲ 2017/18. Enforcement, compliance and delivered by boroughs. at 96.8. This is one index point higher cost recoveries account for the rise. than the same quarter last year. Congestion Charging income has been We have paused our programme of stable, with increased Penalty Charge proactive capital renewals on highways Q1 Notices offsetting lower volumes of assets, hence the drop compared to last 2016/17 charge-paying vehicles entering the zone. year. However, total capital expenditure 2.7%▼ is running higher than budget, with some Operating costs remain in line with of last year’s programme slipping into budget, contributing to a favourable this financial year. Compares traffic flow volumes for the net operating deficit variance of £4m. year-to-date with the corresponding quarters There has been an increase in operating * Cycling data is based on calendar quarters in the previous year. rather than financial quarters ie Q1 is January to March and is the latest available data. It is presented as a percentage change from the baseline year (ie quarter 1 in 2014).
22 Divisional review | Streets Transport for London quarterly performance report 23 Rail DLR, London Overground and London Trams
Financial summary Passenger journeys analysis We have achieved a net operating surplus by limiting our operating costs to a £1m increase compared to 2017/18. Q1 Budget Q1 2018/19 2018/19 Variance 2017/18 Variance
Page 257 Page London Overground
Rail Q1 Budget Q1 Number of passenger journeys (millions) 43.4 44.0 (0.6) 43.9 (0.5) (£m) 2018/19 2018/19 Variance 2017/18 Variance Average yield per passenger journey (£) 1.22 1.21 0.01 1.15 0.07 Passenger income 99 100 (1) 96 3 Operating cost per journey (£) (1.45) (1.61) 0.16 (1.38) (0.07) Other operating income 5 4 1 1 4
Total operating income 104 104 - 97 7 DLR
Operating cost (98) (108) 10 (97) (1) Number of passenger journeys (millions) 28.4 28.9 (0.5) 28.6 (0.2) Direct operating surplus/(deficit) 6 (4) 10 - 6 Average yield per passenger journey (£) 1.42 1.42 - 1.39 0.03 Indirect operating cost (4) (4) - (5) 1 Operating cost per journey (£) (1.04) (1.08) 0.04 (1.14) 0.10 Net operating surplus/(deficit) 2 (8) 10 (5) 7 London Trams
Capital renewals (5) (11) 6 (6) 1 Number of passenger journeys (millions) 6.6 6.8 (0.2) 6.6 - New capital investment (6) (17) 11 (7) 1 Average yield per passenger journey (£) 0.81 0.83 (0.02) 0.85 (0.04) Total capital expenditure (11) (28) 17 (13) 2 Operating cost per journey (£) (1.28) (1.21) (0.07) (1.16) (0.12)
Passenger income is £1m below budget. final accounting of 2017/18 on the Underlying passenger journeys year-on-year change (%) This is primarily owing to the DLR where DLR PFI. This is partly offset by higher the late cancellation of industrial action performance payments on the DLR. in April had an impact on demand. Capital renewals and new capital Q1 Q1 Operating costs are £10m below budget investment requirements are being 2018/19 2016/17 due to lower performance payments to finalised for delivery later this 0.7%▼ 1.3%▲ the London Overground operator and financial year. savings relating to the Compares underlying year-to-date passenger journey numbers with those in the previous year. Q1 Not actuals – adjusted for one-off events (such 2017/18 as strike days), timing of Easter holidays and the 2.4%▲ number of days in each quarter.
24 Divisional review | Rail Transport for London quarterly performance report 25 Other operations London Dial-a-Ride, London River Services, London Taxi and Private Hire, Santander Cycles, Victoria Coach Station, Emirates Volume analysis
Air Line and others Q1 Budget Q1 2018/19 2018/19 Variance 2017/18 Variance Santander Cycles
Number of hires (millions) 2.8 2.7 0.1 2.8 - Financial summary Average income per hire (£) 1.23 1.19 0.04 1.29 (0.06) As well as the operations named above, we include the costs of the Crossrail 2 project team and the Planning team, together with certain group items in this category. Operating cost per hire (£) (2.25) (2.42) 0.17 (2.10) (0.15)
Victoria Coach Station
Other operations Q1 Budget Q1 Number of coach departures (thousands) 53.0 56.2 (3.2) 56.2 (3.2) (£m) 2018/19 2018/19 Variance 2017/18 Variance Average income per departure (£) 34.49 38.29 (3.8) 35.99 (1.5) Passenger income 13 8 5 14 (1) Operating cost per departure (£) (36.86) (36.10) (0.76) (35.86) (1.00) Other operating income 26 26 - 24 2
Total operating income 39 34 5 38 1 London River Services
Operating cost (47) (52) 5 (45) (2) Number of passenger journeys (millions) 2.8 3.0 (0.2) 3.0 (0.2) Average income per journey (£) 0.24 0.26 (0.02) 0.21 0.03 Direct operating deficit (8) (18) 10 (7) (1) Operating cost per journey (£) (1.92) (1.05) (0.87) (0.98) (0.94) Indirect operating cost (9) (9) - (8) (1) Page 258 Page
Net operating deficit (17) (27) 10 (15) (2) London Dial-a-Ride
Number of passenger journeys (thousands) 240.4 235.0 5.4 251.0 (10.6) Capital renewals (10) (17) 7 (13) 3 Operating cost per trip (£) (47.28) (48.67) 1.39 (48.54) 1.26 New capital investment (22) (29) 7 (11) (11)
Total capital expenditure (32) (46) 14 (24) (8) Taxi and Private Hire
Number of private hire vehicle drivers 112,002 - - 116,775 (4,773) Taxi drivers 23,710 - - 24,275 (565) Licence fee increases in Taxi and Private Capital renewals underspend is driven Hire have been deferred until September by slippage in the cycle hire payment Total income (£m) 7.5 9.0 (1.5) 5.9 1.6 at the earliest. This is because we have system project. Total costs (£m) (8.2) (8.2) - (7.5) (0.7) been awaiting the outcome of a judicial review of operator fees, and has resulted Emirates Air Line in a ten per cent reduction in other operating income against budget. Number of passenger journeys (thousands) 345.0 394.7 (49.7) 382.3 (37.3) Average yield per passenger journey (£) 4.38 4.93 (0.55) 4.22 0.16 Operating cost per journey (£) (2.02) (2.47) 0.45 (2.69) 0.67
26 Divisional review | Other operations Transport for London quarterly performance report 27 Commercial Development Media, telecoms, property development and commercial property
Financial summary Media, property and other income (£m) Net operating surplus is higher, due to a combination of better income and significant Quarterly underspending in facilities and accommodation projects. 100 Advertising on the rail and bus shelters 83 Other is up year on year, outperforming budget Page 259 Page 80 10 duePr opoerto a tybetter than expected advertising Commercial Development Q1 Budget Q1 62 59 55 2 28 marketMedia &in Te quarterlecoms 1. This is not expected (£m) 2018/19 2018/19 Variance 2017/18 Variance 60 51 2 4 to continue. 2 22 Passenger income - – - – - 22 23 40 20 Other operating income 59 56 3 55 4 45 Property income has benefited from 38 31 32 unbudgeted income from Kingsbourne Total operating income 59 56 3 55 4 20 29 House, which is awaiting disposal and Operating cost (33) (41) 8 (32) (1) also favourable rent reviews, where 0 Q1 2017/18 Q2 2017/18 Q3 2017/18 Q4 2017/18* Q1 2018/19 trends are good. Direct operating surplus 26 15 11 23 3
Indirect operating cost (3) (3) - (3) - ▀ Media ▀ Property Net operating surplus 23 12 11 20 3 ▀ Other
New capital investment (34) (47) 13 (9) (25) * Quarter 4 is longer than quarters 1 to 3 (16 weeks vs 12 weeks) Property receipts - 10 (10) 1 (1) Crossrail over site development 16 46 (30) – 16
Net capital account (18) 9 (27) (8) (10) Kidbrooke, Landmark Court Small sites and Blackhorse Road We selected the London Community Operating income is higher than budget, New capital investment is significantly Consultation and engagement started Land Trust to deliver a total of 75 new largely due to unbudgeted Kingsbourne lower than budget, mainly due to with local communities at three sites. homes at Cable Street in Tower Hamlets House rent, higher turnover, back-dated digital media roll out, along with a At Kidbrooke in Greenwich, we are and at Christchurch Road in Lambeth. rents and better media revenue. slower start on property investments, bringing forward 600 homes, while at We piloted these sites as part of the variations in delivery of Crossrail over Blackhorse Road in Waltham Forest we Mayor’s ‘Small Sites, Small Builders’ Operating expenditure is lower than site developments and phasing works are delivering 350 homes. Half of the programme, which makes plots of budget due to office maintenance and at Broadway. homes at both sites will be affordable. publicly-owned land more accessible projects being delayed, and rates refunds. We are proposing 80 new homes, and to London’s small and medium-sized Capital receipts are lower, mainly due 130,000sq ft of commercial space at building companies. to re-phased disposals of Paddington Landmark Court in Southwark. and Lindsey Street Crossrail sites.
28 Divisional review | Commercial Development Transport for London quarterly performance report 29 Major projects
Financial summary Year-to-date spend by programme Major Projects is responsible for our largest and most complex projects. It comprises line upgrades, Deep Tube Upgrade, network extensions and major stations. 5%
55% 17% Major projects Q1 Budget Q1 (£m) 2018/19 2018/19 Variance 2017/18 Variance Passenger income – – - – - Other operating income – – - – - 3% ■ Four Lines Modernisation Total operating income – – - – - ■ Others ■ Major stations Operating cost (5) (2) (3) (2) (3) 20% ■ Deep Tube Upgrade Direct operating deficit (5) (2) (3) (2) (3) ■ Northern Line Extension Indirect operating cost (8) (9) 1 (9) 1
Net operating deficit (13) (11) (2) (11) (2)
Capital renewals (10) (11) 1 (6) (4) Major stations Silvertown Tunnel New capital investment (156) (154) (2) (159) 3 Victoria and Tottenham Court Road The Development Consent Order was Total capital expenditure (166) (165) (1) (165) (1) stations are nearly complete. We approved by the Secretary of State
Page 260 Page continue to focus management attention on 10 May. on Bank Bloomberg, with the end date now pushed to November 2018. Barking Riverside Extension Four Lines Modernisation Deep Tube Upgrade The main works contract tender was The programme achieved two major This will see new trains and signalling Northern Line Extension issued on the 13 April. milestones: service line control go live, to modernise the Bakerloo, Central, Tunnelling is complete and ready for fit which brings together the service control Piccadilly and Waterloo & City lines. out at Battersea. Planning application teams for the Metropolitan, District, Starting with the Piccadilly line upgrade, for Kennington Park head house and Circle and Hammersmith & City lines at it will increase capacity by 60 per cent landscaping was approved on 4 May. the new Hammersmith Service Control (equivalent of up to 21,000 customers Work started at Kennington station Centre; and the first trial of the new per hour). In April, an invitation to on 26 May to construct four platform Automatic Train Control system. negotiate the signalling contract was cross passages, with trains not stopping issued to Alstom, Siemens and Thales. on the Bank branch platforms until Tenders are expected back in the autumn mid-September 2018. with a view to awarding the contract by mid-2020.
30 Major projcets Transport for London quarterly performance report 31 Appendices TfL Group balance sheet
Balance sheet 23 June Q1 31 March (£m) 2018 Budget Variance 2018 Variance Intangible assets 106 117 (11) 118 (12) Property, plant and equipment 39,868 39,809 59 39,274 594 Investment property 537 537 - 537 -
Page 261 Page Investment in associate entities 324 324 - 319 5 Long-term derivatives 15 12 3 12 3 Long-term finance lease receivables 21 28 (7) 17 4 Long-term debtors 30 28 2 28 2 Non current assets 40,901 40,855 46 40,305 596 Stocks 64 64 - 64 - Short-term debtors 606 517 89 561 45 Assets held for sale 83 83 - 83 - Short-term derivatives 4 6 (2) 6 (2) Short-term finance lease receivables 9 10 (1) 8 1 Cash and short-term investments 1,793 1,616 177 1,932 (139) Current assets 2,559 2,296 263 2,654 (95) Short-term creditors (2,456) (2,184) (272) (2,349) (107) Short-term derivatives (3) (1) (2) (2) (1) Short-term borrowings (847) (846) (1) (846) (1) Short-term finance lease liabilities (71) (67) (4) (70) (1) Short-term provisions (321) (297) (24) (334) 13 Current liabilities (3,698) (3,395) (303) (3,601) (97) Long-term creditors (66) (68) 2 (66) - Long-term borrowings (9,803) (9,804) 1 (9,569) (234) Long-term finance lease liabilities (402) (406) 4 (418) 16 Long-term derivatives (49) (52) 3 (52) 3 Long-term provisions (95) (78) (17) (84) (11) Pension provision (4,706) (4,707) 1 (4,707) 1 Long-term liabilities (15,121) (15,115) (6) (14,896) (225) Total net assets 24,641 24,641 - 24,462 179 Capital and reserves Usable reserves 1,681 1,509 172 1,790 (109) Unusable reserves 22,960 23,132 (172) 22,672 288 Total capital employed 24,641 24,641 - 24,462 179
Transport for London quarterly performance report 33 Headcount
Full-time equivalents (FTEs) including non-permanent labour (NPL) NPL particularly through this time of change Our overall use of NPL has fallen by 85 and temporary peaks in demand, such during the quarter. as in recruitment resulting from our 31 March 2018 YTD net End of Q1 transformation programme. It is equally Actual (leavers)/joiners Actual It is important that we continue to make important that we do not close off our Underground 18,851 134 18,985 use of the flexibility offered by NPL, ability to hire talent in scarce skills areas. Elizabeth line 238 - 238 Buses 578 (84) 494 Reduction since December 2015 Rail 285 1 286 Number Number Weekly saving Streets 1,518 (200) 1,318 Date of NPL Weekly cost (£) of NPL (£) Other operations 1,400 (17) 1,383 15 December 2015 3,092 5,249,002 Professional services* 3,850 31 3,881 31 March 2017 1,742 2,544,009 (1,350) 2,704,993 Commercial Development 298 2 300 9 December 2017 1,521 2,127,139 (1,571) 3,121,863 Crossrail 651 (42) 609 31 March 2018 1,422 1,874,029 (1,670) 3,374,973 Major Projects Directorate 786 (291) 495 23 June 2018 1,337 1,863,073 (1,755) 3,385,930
Total 28,455 (466) 27,989 The above table shows the cost reduction made from actions taken to reduce NPL costs. The weekly cost assumes seven hours a day and five days a week worked.
Page 262 Page During the quarter, approximately 500 engineering staff transferred into London NPL by length of service Underground from Streets and the Major Projects directorate. Through the transformation programme, we have created a single, pan-TfL integrated engineering 31 March 2018 YTD net End of Q1 directorate. By bringing together professional engineering resource in to a single Length of service Actual (leavers)/joiners Actual directorate, we can build on our collaborative and inclusive culture – encouraging 0-6 months 280 51 331 innovation and knowledge sharing across the engineering profession, regardless of mode or project. 6-12 months 355 (92) 263 1-2 years 259 16 275 The transfer into London Underground was offset by general attrition, retirements, 2-3 years 237 52 289 medical terminations and slowing recruitment. 3-5 years 174 (57) 117 There is a reduction in Buses due to directorate moves into Streets, engineering 5+ years 117 (55) 62 and other operations. Some staff also left the organisation as part of the transformation programme. Total 1,422 (85) 1,337
There remain a large number of non-permanent contractors who have been working at TfL * Professional Services comprises functions within TfL including Legal, Finance, Commercial, Human Resources, Procurement, and Customers, Communication & Technology where for more than two years. Many of these are working on large construction projects, but services are provided on a shared basis across all TfL divisions. we continue to seek to reduce reliance on these resources to the extent that is possible.
34 Appendices Transport for London quarterly performance report 35 © Transport for London July 2018 tfl.gov.uk PUB18_045 QPR_Q1
Page 263 TfL Board Quarterly Results Quarter 1: 01 April 2018 – 23 June 2018
25 July 2018
Page 264 Page Simon Kilonback
TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 1 Summary and outlook
Summary
– Overall passenger income is in line with budget, with slightly higher income on London Underground and lower income on buses – Operating costs lower than budget, driven by our management of costs and timing differences – Net costs of operations ahead of budget, but slightly worse than 2017/18, reflecting loss of
Page 265 Page general grant
Outlook
– The economic environment remains very subdued – Our focus on cost control will drive further efficiencies and we are looking to generate additional revenue – As a result, we are on track to deliver our 2018/19 budget in challenging conditions TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 2 Performance against 2018/19 budget Key figures - Operating account
Quarter 1 results, 2018/19 2017/18
Results Budget Variance to % variance to Last year Variance to % variance to Budget Budget results last year last year
Passenger income 1,096 1,095 1 0% 1,079 17 2%
Other operating income 181 173 8 5% 160 21 13%
Total operating income 1,277 1,268 9 1% 1,239 38 3% Page 266 Page Total revenue grants 266 281 (15) -5% 295 (29) -10%
Total income 1,543 1,549 (6) 0% 1,534 9 1%
Operating costs (1,410) (1,453) 43 -3% (1,371) (39) 3%
Net operating surplus 133 96 37 39% 163 (30) -18% TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 3 Total Income
(£6m) lower than budget
£1m passenger income £8m other income (£15m) revenue grants £ 1, 5 7 0 m
£1,560m £ 1m £4m (£5m) £4m £3m £ 1, 5 5 0 m (£7m) (£6m)
Page 267 Page £4m (£4m)
£ 1, 5 4 0 m
£ 1, 5 3 0 m
£1,549m £1,543m £ 1, 5 2 0 m
£ 1, 5 10 m
£1,500m 2 0 18 / 19 Passenger Passenger Passenger Advertising & Congestion Other income ESN funding Overground Other revenue 2 0 18 / 19 year-to-date income income income rental income Charge grant grants year-to-date budgeted - LU - buses - other & enforcement income income income TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 4 Operating costs
£43m lower than budget
£18m additional cost reductions £25m timing differences ( £ 1, 4 8 0 m )
(£1,460m)
£ 10 m £6m (£1,440m) £2m (£4m) £ 11m (£10m) £2m £ 18 m ( £ 1, 4 2 0 m ) £7m
(£1,400m) 268 Page
( £ 1, 3 8 0 m ) (£1,453m)
( £ 1, 3 6 0 m ) ( £ 1, 4 10 m )
( £ 1, 3 4 0 m )
( £ 1, 3 2 0 m )
(£1,300m) 2 0 18 / 19 Staff costs Contracted Bus contracts Operations Maintenance One off Other Projects Other timiing 2 0 18 / 19 year-to-date services - timing differences year-to-date budgeted differences operating costs operating costs TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 5 Net operating surplus
£37m better than budget
(£6m) external £43m controllable
£ 14 0 m
£7m £ 12 0 m £ 18 m £ 11m (£8m) £ 1m (£4m) £4m £8m £100m £4m £3m Page 269 Page ( £ 15 m ) (£7m) £4m £ 10 m
£80m
£133m £60m
£96m £90m £40m
£20m
£860m 2 0 18 / 19 Passenger Passenger Passenger Advertising Congestion Other Revenue Sub-total Staff ContractedOperations Maintenance One off Projects Other 2 0 18 / 19 year-to-date income income income and Charge income grants costs services and - timing timing year-to-date budgeted - LU - buses - other rental & enforcement other net net income income operating surplus operating surplus TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 6 London Underground : delivering £2bn railway through robust cost controls
London Underground Quarter 1 results, 2018/19 2017/18 Results Budget Variance to % variance to Last year Variance to % variance to Budget Budget results last year last year Passenger income 625 621 4 1% 612 13 2%
Other operating income 5 5 - 0% 5 - 0%
Total operating income 630 626 4 1% 617 13 2%
Operating costs (485) (497) 12 -2% (473) (12) 3%
Direct operating surplus 145 129 16 12% 144 1 1% Page 270 Page LU underlying demand 12 week moving annual average £ 15 0 m Underlying demand continues to improve and is almost flat at (0.2 %) (£4m) 1.0% £9m (£9m) £9m £7m
£4m £125m 0.0%
£ 14 5 m (1.0%) £129m £100m
(2.0%)
£75m Year-to-date Passenger Staff OperationsMaintenance Other Projects Year-to-date (3.0%) budgeted income: - timing direct direct journeys differences operating operating surplus surplus TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 7 Buses: costs kept flat, challenge on passenger income
Quarter 1 results, 2018/19 2017/18
Results Budget Variance to % variance to Last year Variance to % variance to Budget Budget results last year last year Passenger income 338 345 (7) -2% 338 - 0%
Other operating income 3 3 - 0% 3 - 0%
Total operating income 341 348 (7) -2% 341 - 0%
Direct operating costs (485) (486) 1 0% (483) (2) 0% Page 271 Page
Direct operating deficit (144) (138) (6) 4% (142) (2) 1%
Buses underlying demand moving annual average ( £ 15 0 m ) (£1m) Underlying demand down 1.2% compared to Quarter 1, 2017/18 (£7m) 2.0% £2m)
1.0%
( £ 12 5 m ) 0.0% (£144m) (£138m)
(1.0%)
(2.0%) (£100m) Year-to-date Passenger income Bus contracts One off and other Year-to-date direct budgeted direct operating deficit (3.0%) operating deficit TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 8 Rail services: surplus driven by one-off cost upside
Rail Quarter 1 results, 2018/19 2017/18 Results Budget Variance to % variance to Last year Variance to % variance to Budget Budget results last year last year Passenger income 99 100 (1) -1% 96 3 3%
Other operating income 5 4 1 25% 1 4 400%
Total operating income 104 104 - 0% 97 7 7%
Direct operating costs (98) (108) 10 -9% (97) (1) 1% Direct operating surplus/ 6 (4) 10 -250% - 6 0% (deficit) Page 272 Page
£ 10 m
£5m £ 1m £3m £6m
£6m Passenger volumes Quarter 1, Quarter 1, Year-on- 2018/19 2017/18 year (£4m) change £ 1m (£5m) London Overground 43.4 43.9 (0.5) (£1m)
DLR 28.4 28.6 (0.2) ( £ 10 m ) Year-to-date Passenger Other income Contracted One off and Projects - Year-to-date budgeted income services other timing direct direct differences operating operating surplus deficit TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 9 Streets: improved income, but challenging fundamentals
Quarter 1 results, 2018/19 2017/18
Results Budget Variance to % variance to Last year Variance to % variance to Budget Budget results last year last year Passenger income - - - 0% - - 0%
Other operating income 76 72 4 6% 71 5 7%
Total operating income 76 72 4 6% 71 5 7%
Direct operating costs (107) (106) (1) 1% (93) (14) 15% Page 273 Page
Direct operating deficit (31) (34) 3 -9% (22) (9) 41%
Income streams (£40m)
Other enforcement Congestion Charge £4m and misc. income £33m (£30m) (£1m) £22m
(£20m) (£34m) £76m ( £ 3 1m )
( £ 10 m )
Congestion Charge enforcement £21m Year-to-date budgeted Other income One-off and other Year-to-date direct direct operating deficit operating deficit TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 10 Commercial development: income ahead of budget and underspend on costs
Quarter 1 results, 2018/19 2017/18
Results Budget Variance to % variance to Last year Variance to % variance to Budget Budget results last year last year Passenger income - - - 0% - - 0%
Other operating income 59 56 3 5% 55 4 7%
Total operating income 59 56 3 5% 55 4 7%
Direct operating costs (33) (41) 8 -20% (32) (1) 3%
Direct operating surplus 26 15 11 73% 23 3 13% Page 274 Page
Income streams £30m
£25m £3m Property £23m £5m £20m
£2m £ 15 m £ 1m £26m £59m £ 10 m £ 15 m £5m
Media income £32m Other income Year-to-date Advertising Property Projects - timing Other timing Year-to-date budgeted direct income income differences differences direct operating £4m operating surplus surplus TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 11 Performance against 2018/19 budget Key figures - Capital expenditure
Quarter 1 results, 2018/19 2017/18
Results Budget Variance to % variance to Last year Variance to % variance to Budget Budget results last year last year
Capital renewals (97) (119) 22 -18% (117) 20 -17%
New capital investment (372) (430) 58 -13% (266) (106) 40% Page 275 Page
Crossrail (351) (223) (128) 57% (338) (13) 4%
Total capital expenditure (820) (772) (48) 6% (721) (99) 10% TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 12 Capital expenditure (excl. Crossrail) – maintaining record levels of investment Key investment in Quarter 1,2018/19
Elizabeth line (£126m) New trains for December 2018
Four Lines Modernisation (£90m) Improved signalling on Circle, District, Hammersmith & City and Metropolitan lines
Northern line extension (£33m) Line extension to Battersea Power Station, unlocking growth and improving connectivity
Major Station upgrades (£29m) Victoria, Bank upgrades, improving capacity Page 276 Page Healthy Streets (£20m) Walking, cycling and improvements to urban environment,
Commercial Development (£34m) Investment in advertising and property, developing an ongoing income stream
Other new capital investment (£46m) Tech & Data projects (£11m); ULEZ (£9m); LU stations and accessibility (£8m)
Other capital renewals (£91m) Ensuring our current assets are in a good state of repair
(£25m) (£50m) (£75m) (£100m) (£125m) (£150m) TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 13 Capital expenditure (excl. Crossrail) Key milestones this year: main projects remain on track
Apr May Jun July Aug Sep Oct Nov Dec Jan Feb Mar 2018 2018 2018 2018 2018 2018 2018 2018 2018 2018 2018 2018
Four Lines Train services use new signalling system between Train services use new signalling Modernisation Ladbroke Grove and Paddington system between Hammersmith and Latimer Road Page 277 Page Northern Line Extension Nine Elms station civil works complete Kennington station cross passage civil works complete
Major Stations upgrade Bank: preparatory power works complete for start All Victoria station passenger of tunnelling for new escalators facilities available for use
Healthy Highbury Corner Gyratory: start construction Cycle Superhighway 6 Streets Highbury Corner Bridge: complete construction complete
LU track Install 7.5km of new track across the Underground network
Barking Early works contract complete Main works contract - supplier evaluation Riverside and award recommendation complete TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 14 Capital expenditure (excl. Crossrail)
£80m lower than budget
£ 13 m net cost reductions £39m net costs incurred later this year £28m of costs moved to 2019/20
(£600m)
(£24m)
(£550m) £24m £5m £8m
£39m Page 278 Page
(£500m)
£28m (£549m)
(£450m)
(£469m)
(£400m) 2018/19 year-to-date Cost reduction and Reclassification to Accelerated costs Costs reprofiled Other in-year timing Costs moved to 2018/19 year-to-date budgeted value engineering operating differences future years capital expenditure capital expenditure costs TRANSPORT FOR LONDON | QUARTERLY RESULTS: QUARTER 1, 2018/19 15 TfL cash balances (excl. Crossrail)
£199m better than budget
£63m higher contribution from operations £58m lower capital spend £88m higher funding and working capital
£ 1, 5 0 0 m
£1,400m
£44m
£ 1, 3 0 0 m £34m
Page 279 Page £58m £22m £4m £1,200m £37m
£ 1, 10 0 m £ 1, 3 7 4 m
£1,000m £ 1, 17 5 m
£900m
£800m Q u a r t e r 1, 2 0 18 / 19 Net operating Capital renewals Financing costs New capital Capital funding and TfL Working capital Q u a r t e r 1, 2 0 18 / 19 budgeted closing surplus investment borrowing closing cash cash This page is intentionally left blank
Page 280 Appendix 5a
Report title
Financial Position as at the end of June 2018
Report to Date Directorate Board, Corporate Services 24 July 2018 Commissioner’s Board 01 August 2018
Report by Report number Assistant Director, Finance LFC-0050
NOT PROTECTIVELY MARKED
Summary This report presents the London Fire Commissioner’s (LFC) financial position as at the end of June 2018 (Quarter 1). It provides information on financial performance against revenue and capital budgets.
Recommendation That the report be received.
Background 1. This report considers the financial position as at the end of June 2018, including a forecast of outturn at the financial year end.
2. All departments review their actual income and expenditure on a regular basis, and provide an updated forecast of outturn and explanation of variances, against all their budgets, to the Finance Department. These returns then form the basis of reporting to the Corporate Service’s Directorate Board and from there on to the Commissioner’s Board.
Background to 2018/19 Budget 3. The 2018/19 budget was approved by the previous Authority at its meeting on 29 March 2018 (FEP2825) and adopted as the budget for the Commissioner for 2018/19, with a net revenue budget of £401,087k. The budget included funding of £2,081k from earmarked reserves, £12,205k from specific grants and included savings of £2,210k.
4. This report sets out a summary position on both the revenue and capital budgets, and then provides more detailed explanations of variances.
Revenue
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5. The forecast outturn position for 2018/19 on the revenue budget is an underspend of £7,348k (1.8%). The variance is mainly due to an underspend of £4,009k on operational staff budgets based on expected operational staff numbers given forecasts for recruitment and leavers. Action continues to be taken to increase firefighter numbers, including working with the training provider, Babcock, to increase trainee throughput, as well as plans to deliver additional training through the Fire Service College.
6. There is also a significant forecast underspend of £1,026k on FRS staff budgets due to the number of vacant posts, £1,216k on property rates due to successful rate valuation appeals completed with the estates management consultant, £400k on vehicle passthroughs due to forecast lower number of repairs and abatements level on the vehicle and equipment contract, £514k on capital financing costs mainly due to reduced borrowing requirement in 2017/18 as a result of re-phasing some projects to 2018/19 and additional income from Metropolitan Fire Brigade Act 1865 (MFB Act) income from insurance companies of £259k.
7. This forecast underspend position will continue to be monitored throughout the 2018/19 financial year.
8. The key variances are explained in more detail from paragraph 11 below.
Capital 9. The approved capital programme for 2018/19 has been reviewed and this has seen some significant projects having revised timescales, that defer some expenditure into later years. These projects include the new training centre, PEG/BDC development and the redevelopment of Plumstead fire station, as well as a revised delivery schedule on the significant programme of fire station improvements works across the estate. These and other changes lead to an £887k increase in the capital programme, but an overall reduction of £17,270k in the budgeted spend in 2018/19, following the re-phasing. Further details on the capital programme, and the changes outlined above, are set out from paragraph 28.
10. The capital programme will be further reviewed as part of the budget setting process and capital strategy requirements for 2019/20 and proposals to re-profile the budgets will be included in the Quarter 2 monitoring position. As part of that review, the format of future reports will also be revised where possible, in order to more transparently show the key issues impacting the capital programme.
Tables and Appendices to this report 11. A number of tables and appendices provide additional detail on the financial position, as follows:
Table 1 provides a summary of the financial position for the revenue budget; Table 2 provides the latest position on reserves; Appendix 1 contains additional detail on the current and forecast financial position; Appendix 2 reports on the forecast outturn on the capital programme; Appendix 3 discusses the risks to the revenue and capital position that have not been quantified; Appendix 4 meets the requirement to disclose all budget virements within the quarter under the LFC Scheme of Governance; Appendix 5 provides an analysis of outstanding debt relating to charges for Shut in Lift attendances; and Appendix 6 provides an update on expenditure approved in the Additional Resilience Requirements report (FEP2763).
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Table 1. Summary Financial Position
Forecast Current Current Current Revised Forecast Outturn Budget Spend Variance Budget Outturn Variance £000s £000s £000s £000s £000s £000s Operational staff 58,888 57,924 (964) 240,397 236,389 (4,008) Other staff 13,581 15,351 1,770 57,353 56,520 (834) Employee related 19,045 18,538 (506) 23,122 23,086 (36) Pensions 4,989 4,981 (8) 20,445 20,445 0 Premises 17,706 19,969 2,263 37,790 36,680 (1,110) Transport 13,882 14,191 310 16,790 16,224 (566) Supplies and services 13,801 18,626 4,825 30,245 30,166 (80) Third party payments 298 762 464 1,896 1,923 26 Capital financing costs 252 858 607 9,770 9,256 (514) Central contingency 0 0 0 135 175 40 against inflation Total revenue 142,441 151,201 8,759 437,945 430,863 (7,081) expenditure
Other income (23,372) (22,295) 1,077 (37,220) (37,432) (211) Net revenue 119,069 128,906 9,836 400,724 393,432 (7,292) expenditure
Use of earmarked 0 0 0 (1,721) (1,721) 0 reserves Financing 119,069 128,906 9,836 399,003 391,711 (7,292) Requirement
Financed by: Specific grants (10,122) (12,067) (1,945) (12,278) (12,334) (56) GLA funding 0 0 0 (386,725) (386,725) 0
Net Financial Position 108,947 116,838 7,891 0 (7,348) (7,348)
Reasons for the Revenue Position
Staff 12. The budget for operational staff is forecast to underspend by £4,009k. The 2018/19 Budget (FEP2825) included a one off saving in 2018/19 of £3,724k on operational staff based on forecast recruitment and leaver numbers showing an average of 84 vacancies over the year. These forecasts have now been updated and the expected number of vacancies has increased to 141. Whilst this was identified as a potential risk as part of the budget setting process, the budget for this year was not adjusted further due to ongoing work to increase recruitment and therefore reduce the number of vacancies.
13. The most recent recruitment campaign is showing some success and good quality applicants are progressing well through the recruitment and trainee processes. Work has been undertaken with the training provider, Babcock, to increase each trainee cohort from 12 to 14 trainees, as well as advanced plans to procure additional trainee courses from the Fire Service College, to increase the pace at which new joiners can be posted on to fire stations. The Brigade continues
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to experience challenges in forecasting the number of leavers, particularly as the fire service is in a transition phase following the introduction of the new firefighter pension scheme in 2015, which sees the majority of firefighters in the 2015 scheme but with, potentially, substantial protected pensions accrual in the old scheme(s).
14. FRS staff budgets are forecast to underspend by £1,026k, 2.0% of the revised budget. This is due to the number of vacant posts, with 144 vacant at the end of June, 16% of the establishment. There are 89 agency staff at the end of June, offsetting the underspend caused by the vacancies.
15. Control staff budgets are forecast to overspend by £193k. Overtime levels remain high due to backfilling of posts and staff required to support large and protracted incidents.
16. It should also be noted that the budget includes funding for an additional 1% for the 2017 pay award for operational and control staff, for a total 2% award in that year. Discussions between the National Joint Council and the FBU are continuing but any additional amount agreed above the 1% would reduce the forecast underspend.
Employee Related 17. Employee related budgets are forecast to underspend by £36k largely due to an underspend on medical and welfare budgets, due to a lower forecast number of medical appeals in this financial year.
Premises 18. Premises budgets are forecast to underspend by £1,110k due to an underspend on Business Rates (£1,216k) following the completion of successful appeals submitted in this financial year, offset by a number of work orders carried out from 2017/18 on appliance bay doors and remedial lift works, adjustments required to Euston Fire Station for counselling services in relation to Grenfell (£76k) and due to the cost of secure storage for museum exhibits prior to opening the new museum (£29k).
Transport 19. Transport budgets are forecast to underspend by £566k. This includes a forecast underspend on the vehicle and equipment contract (£200k) based on forecast abatement levels and on vehicle passthroughs (£200k) due to lower accident repair costs expected from new fleet vehicles, which will be considered as part of the budget process, and delays to modifications programmes. There is also an additional underspend on running costs (£170k) due to a reduction in the motor insurance fleet premium because of the increase in the self-insured sum, as part of recently completed insurance tender. This will be built into the budget process for 2019/20.
Supplies and Services 20. There is a forecast underspend of £80k on supplies and services budgets. This includes a forecast underspend on hydrant maintenance budgets (£250k) due to difficulties encountered in the recruitment of qualified Hydrant Technicians resulting in a lower number of referrals to water companies, offset by a forecast overspend on hardware and software budgets (£141k) due to spend on the wallboard at Merton carried forward from 2017/18 and a forecast overspend on professional services due to additional spend on legal services (£59k).
Capital Financing 21. There is a forecast underspend of £514k on capital financing costs based on the expected level of capital receipts being achieved in year.
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Income 22. There is a forecast over recovery of £211k on income. This is due to an increase in MFB Act income from insurance companies (£259k) and additional income from smoke filled environment training (£212k) offsetting spend elsewhere. These are offset by forecasts that LIFT income will recover less than budgeted in this financial year (£127k) and reimbursement from LFB Enterprises will be less than budgeted due to less staff being seconded to the company (£100k).
2019/20 Budget Update 23. The Mayor’s Budget Guidance for 2019/20 was published on June 2018 and set out the overall funding the Mayor intends to provide the LFC over the next four financial years. The Guidance required that a final budget submission should be submitted to the GLA by 30 November, presenting a financially balanced budget for 2019/20. The Guidance also requires that the submission should include a Capital Strategy covering the next 20 years.
Position on Reserves 24. The forecast position on reserves is set out in Table 2 below. Movements on the reserves applied in year together with the underspend for the year, leave a balance on the general reserve at the year end of £21,387k. This is £7,362k in excess of the stated minimum level of £14,025k, which is 3.5% of the net revenue expenditure budget.
Table 2. LFC Reserves for the 2017/18 Financial Year
Opening Underspend/ Use of Anticipated £000s Balance at Approved (Overspend) Reserves in Balance at 01/04/18 movements in 2018/19 2018/19 31/03/19 Additional Resilience 4,773 (1,727) 3,046 Requirements Community Safety 101 (101) 0 Investment Fund Compensation 1,000 0 1,000 Emergency Services Mobile Communication 178 (57) 121 Programme Emergency Medical 830 (147) 683 Response Firefighters' Pension 1,172 0 1,172 Fire Safety and Youth 909 (176) 733 Engagement Hazardous Material 18 0 18 Protection HMICFRS inspection 0 149 (128) 21 regime Hydrants 462 0 462 ICT Development Reserve 1,310 600 (1,450) 460 London Resilience 2,250 (592) 1,658 LSP2017 Implementation 4,635 (698) 3,937 New Governance 300 (300) 0 Arrangements Pension Early Release 400 0 400 Costs Property PFI 1,912 (1,912) 0 0
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Opening Underspend/ Use of Anticipated £000s Balance at Approved (Overspend) Reserves in Balance at 01/04/18 movements in 2018/19 2018/19 31/03/19 Recruitment/ Outreach 418 83 (338) 163 Sustainability 235 0 235 Vehicle & Equipment 1,163 (421) 742 Reserve Watch Structure Review 0 168 0 168 Budget Flexibility 11,469 7,229 4,413 23,110 General 20,356 (6,317) 7,348 21,387 Total 53,890 0 7,348 (1,721) 59,517
25. The reserves table above includes the use of the Additional Resilience reserve that was established to meet forecast costs in 2017/18 arising from an initial assessment of the LFB resources requirement. The reserve was carried forward to 2018/19 to fund delayed expenditure and the forecast use for this year includes expenditure of £190k on wicking t-shirts, £89k for Smokehoods and £59k for improved USAR kit. It also includes £1,000k spend on increases to the establishment in Fire Safety and £389k for additional legal investigation costs.
26. Other drawings from earmarked reserves in 2018/19 include: £1,450k from the ICT development reserve to fund delayed expenditure from 2017/18, £698k for implementation of LSP2017, including £502k for community safety pilots, £141k for the ULEF programme and £55k for the staff surveys, £592k from the London Resilience reserve for new equipment related to Mass Casualty Response (MCR) and flood response projects, £421k from the vehicle and equipment reserve to fund chargepoint implementation costs, £338k to support the recruitment outreach programme, £300k to support new governance arrangements, £176k to support a range of community safety pilots from the Fire Safety and Youth Engagement reserves, £147k from the emergency medical response, £128k to fund the HMICFRS inspection regime costs, £159k from the Community Safety Investment Fund, and £57k to fund the Emergency Services Mobile Communication Programme.
27. As a result of the forecast underspend, a review is currently being undertake to assess the feasibility of transferring an additional £6.1m from the general reserve to the Budget Flexibility Reserve (BFR), to support the budget in future financial years. This allows additional flexibility in the management of the budget into the medium term, but the Brigade will continue to pursue savings, and make these as early as possible, to support balancing the budget in future years.
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Capital 28. The approved capital programme (FEP 2825) has a budget spend for 2018/19 of £39,098k. The budget was updated following the 2017/18 outturn, which included the slippage from 2017/18 and resulted in a revised capital programme of £41,265k.
29. The current forecast capital spend for 2018/19 is £23,995k, which is £17,270k less than the revised capital budget. This significant reduction in forecast spend reflects the outcome of a review that was undertaken following the outturn capital position for 2017/18. That review led to a revised approach to ensure that forecasts are realistic, both in terms costs of projects in the capital programme and the phasing of the spend on those projects across the financial years. Whilst this has not led to any significant changes to the overall costs of capital projects, it has resulted in some changes to the phasing of spend. These changes together with events impacting on the delivery of some significant projects, including the new training centre, PEG/BDC development and the redevelopment of Plumstead fire station, as well as a revised delivery schedule on the significant programme of fire station improvements works across the estate, result in a £887k increase in the capital programme, but an overall reduction of £17,270k in the budgeted spend in 2018/19, following the re-phasing.
30. The review of the capital programme, which also includes workstreams to improve the management information available to those responsible for managing the projects, is expected to help to improve the funding strategy going forward and ensure that borrowing is not entered into before it is necessary. This should also support development of the new Capital Strategy required under the Prudential Code and to comply with the Mayor’s Budget Guidance 2019/20.
31. The changes in the capital programme are detailed below. The capital programme will continue to be reviewed as part of the development of the new Capital Strategy and any further changes will be reported in the quarter two financial position report.
Budget re-phasing between 2018/19 and 2019/20 or later years – £18,157 ICT – Control & Mobilisation System (CAMS) – £470k ICT – Emergency Services Network - £707k ICT – Farynor System - £750k ICT – Incident Grounds Communication - £1,800k ICT – Wireless Access Point - £400k Heating/rewiring/windows/flooring/minor works – £2,403k Plumstead Fire Station Redevelopment – £1,500k West Hampstead Cottage Refurbishment – £486k PEG/BDC Development – £2,260k New Training Centre – £6,808k Other budget re-phasing – £573k
Budget savings/adjustments 2018/19 – (£887k) ICT Core Switch Data Modules - £300k ICT – Network Storage - £750k ICT Removal of over programming – (£2,207k) Other budget savings/adjustments – £270k
32. Control & Mobilisation System (CAMS) – Capita are producing a detailed plan for approval by the Brigade, setting out delivery of future releases of software and ongoing improvements to the
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VISION mobilising system (CAMS) product. The implementation of these releases and improvements will be fully managed under the contract. However, it is prudent to hold a contingency to cover potential costs, due to the need to ensure VISION is stable and performing as contracted. There has been a delay in implementing remaining deliverables from the CAMS contract e.g. BOSS mobile, MAIT (Multi Agency Information Transfer) / DEIT (Direct Electronic Incident Transfer). In addition, there are some changes identified to improve turn out performance, which have come to light post go live and are as a result of new mobilising equipment like Station End Equipment that needs to be implemented with the key focus remaining on ensuring the deployed system operates as effectively as possible and resources are prioritised to these tasks which impacts on the suppliers ability to deliver the additional functionality. As a consequence, £470k has been slipped to 2019/20 when it is anticipated that resources can be re-assigned.
33. ICT Public Service Network – The Public Services Network (PSN) is the government’s high- performance network, which helps public sector organisations work together, reduce duplication and share resources. No decision has been made on LFB’s requirement for PSN compliance. However, the government funded Emergency Services Network (ESN) project requires a similar standard of security accreditation and this project is undertaking works which largely satisfies the PSN requirements from an LFB perspective. The scope of the grant funding for ESN may however be restricted to control room services only. Should this occur, additional funding may be required to finalise the PSN requirements for the LFB. It is envisaged that it will not be known until late 2019 whether the contingency budget of £707k will be required. On this basis, the budget has been deferred to 2019/20.
34. ICT – Farynor System (£750k) – This project has slipped to 2019/20 as it is considered prudent to assess the impact of the Independent Review of Building Regulations and Fire Safety led by Dame Judith Hackitt, that made recommendations to ensure there is a sufficiently robust regulatory system for the future. To that end this project needs to be deferred until due consideration can be given to the Hackitt report and subsequent guidance from government.
35. ICT – Incident Grounds Communication – £1,800k has slipped to 2019/20. This has occurred as the project is still to fully specify the requirements as a review of a significant number of operational policies is required prior to its completion. The primary issue is to consider the impact of the introduction of dual band (analogue and digital) devices to support both in building coverage for deployed solutions such as London Underground and the shift to digital band radio for incident communications.
36. ICT – Wireless Access Point – £400k slippage to 2019/20. This project is currently in the initiation phase but as it will require physical installation of equipment at all LFB sites, which may require site surveys to ensure adequate coverage, it is expected to take some months to complete once a contractor is appointed. As such it has been considered prudent to split the costs across 2018/19 and 2019/20.
37. Heating works at various fire stations/rewiring of fire stations/appliance bay floors/window replacements/minor works (£2,403k) – the capital programme has been fully reviewed following the appointment of new consultants. The majority of the feasibility studies have now been completed and have suggested a longer timeframe for completion than originally proposed by the outgoing consultants. As a consequence, indicative timelines for many of these projects from commencement to project completion are such that it would be challenging to complete the works in the current financial year. The project timescales for a number of projects have therefore been revised with a number being deferred to 2019/20 and in addition the budget
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being re-allocated to the most high priority works, as identified by the conditions surveys that have been undertaken. Subject to LFC approval, these works will progress to tender and the works will now be on site during 2019/20.
38. Plumstead Re-development – The initial site identified for the relocation of the existing Plumstead fire station is no longer available and our estate agents are exploring new land opportunities for this development. If a suitable site is not available, a decision will be required as to whether to refurbish the fire station on this existing site, although the property is currently listed and has numerous restrictions, or to build on the adjacent site. Accordingly, no spend is envisaged in the current financial year and the budget of £1,500k has been carried forward to 2019/20, when the outcome of the proposed development will be known. The remaining budget has been re-forecast across the following three years of the programme, based on a refurbishment/extension of the existing building, which is thought to be the most likely outcome.
39. West Hampstead Cottages Refurbishment – This is a listed property and listed planning consent is required before the commencement of the refurbishment works. Work continues to obtain the listed planning consent and the budget has been re-profiled to reflect the revised works programme, accordingly £486k has been re-phased to 2019/20.
40. PEG/BDC Development (IELP) – The lease agreement for the new and combined PEG / BDC facility (Integrated Equipment and Logistics Project – IELP) was finally signed at the end of February 2018. This, along with some delays in refining the requirements to house the specialist PEG equipment, resulted in delays in the completion of the tender package. Accordingly, £2,260k has been carried forward to 2019/20.
41. New Training Centre, Croydon – This project is dependent on PEG (IELP project) moving out of the Croydon site by December 2018. The lease for the new IELP premises is now in place and fit out of the premises will commence later this year. It is now expected that the Croydon site will be vacated by June 2019. Work continues on the cost plan for the new Training Centre to deliver this on budget, with a further report from the Quantity Survey expected shortly. The projected completion date for the training centre is now November 2020, and the budget has been re- phased accordingly.
42. There are also a number of smaller budget re-phasing items to later years including £98k for ICT – Records Management, £130k for the Home Fire Safety Database, £200k for Virtual Desktop Technology, £100k for Middlesex Design Fire Station Refurbishments, £100k for Edmonton Fire Station Refurbishment, £30k for the LFB Museum Fit out and £100k to improve security at Fire Stations. This is offset by re-phasing of £185k from 2019/20 to 2018/19 for the Fleet Replacement Project.
43. ICT Core Switch Data Modules – this scheme is no longer required as this functionality has been delivered through the upgrade to Data Centre Switches 3750 Replacement project completed in March 2018. This has resulted in a budget saving of £300k.
44. ICT Network Storage – this provision was made to replace the physical Storage Area Network (SAN) which was due to go out of support in 2019. Advances in virtual technology have allowed LFB to make use of Virtual SAN (VSAN) software which we have been able to install on the new hyper converged server estate. This has resulted in a budget saving of £750k.
Page 289 9 of 49
45. Other budget savings/adjustments include £70k for the Online Payment Facility and £200k for the Station Network Rewires, which are both no longer required.
46. Table 3 below shows the current changes to the capital programme and full details of the capital programme are set out at Appendix 2.
Table 3 – Changes to the Capital Programme
2018/19 2019/20 2020/21 2021/22 Notes 2017/18 Outturn Report 41,265 47,221 21,382 23,090 Control & Mobilising Sys (CAMS) (470) 470 C/fwd to 2019/20 Emergency Services Network (707) 707 C/fwd to 2019/20 (ESN) ICT – Records Management (98) 98 C/fwd to 2019/20 ICT – Home Fire Safety Database (130) 130 C/fwd to 2019/20 ICT – Farynor Replacement (750) 750 C/fwd to 2019/20 ICT – Incident Grounds (1,800) 1,800 C/fwd to 2019/20 Communications ICT – Virtual Desktop Technology (200) 200 C/fwd to 2019/20 ICT – Wireless Access Point (400) 400 C/fwd to 2019/20 ICT – Online Payment Facility (70) Budget savings ICT – Core Switch Modules (300) Budget savings ICT – Station Network Rewires (200) Budget savings ICT – Network Storage (750) Budget savings ICT – Over programming 2,207 Budget savings Fleet Equipment Replacement 185 (185) B/fwd from 2019/20 Fire Station Refurbishment - (100) 833 (1,000) (4,343) Project re-phasing Middx Plumstead FS Redevelopment (1,500) (2,350) 1,853 1,997 Project re-phasing LFB Museum – Fit out (30) (2,322) 2,352 Project re-phasing Refurbishment of Edmonton FS (100) 1,110 3,600 Project re-phasing Heating at various stations (1,275) 150 C/fwd to 2019/20 Improve Security at fire stations (100) (1,155) 1,255 Project re-phasing Window replacement at fire (326) 425 C/fwd to 2019/20 stations Rewiring of property at fire (550) 590 C/fwd to 2019/20 stations Minor Improvement Programme (102) 1,135 (100) (100) Project re-phasing Appliance Bay Doors (Phase 3) (150) 305 C/fwd to 2019/20 West Hampstead Cottages Refurb (486) 470 14 Project re-phasing New Training Centre (6,808) 916 5,892 Project re-phasing PEG/BDC Development (2,260) 2,160 100 Project re-phasing Quarter 1 Forecast 23,995 53,858 31,741 24,251 Change (17,270) 6,637 10,359 (1,161)
Page 290 10 of 49
Spend by Department 2018-19 2019-20 2020-21 2021-22
ICT Projects 1,717 5,370 2,360 2,000 Fleet Projects 23,472 25,105 10,738 11,680 Estate Projects 5,492 23,383 18,643 10,571 Over-programming (6,686) 0 0 0
TOTAL 23,995 53,858 31,741 24,251
Debtors 47. An analysis of debtors relating to Shut in Lift is provided in Appendix 5. This includes a chart that shows the decrease in Shut in Lift debts over the past 18 months of shut in lift charges. The total number of shut in lift debts has been falling gradually over the last two years, after its peak in 2015, with the overall balance reduced from £300k at the end of September 2015 to £104k at the end of June 2018.
48. The continued joint effort by Brigade staff has resulted in the positive progress made to date on shut in lift debts recovery. It does however continue to be a challenging process to recover a number of these debts.
Additional Resilience Requirements 49. Appendix 6 provides detailed information on the additional resourcing costs agreed (FEP2763) following the Grenfell Tower fire and terrorist incidents in 2017. This includes the forecast spend for 2018/19 and the budget requirement for 2019/20 and future years.
Finance comments 50. This report is presented by the Assistant Director – Finance and there are no further comments.
Workforce comments 51. No staff-side consultations have been undertaken on this report.
Legal comments 52. General Counsel has reviewed this report and has no comments.
Sustainability implications 53. There are no direct sustainable implications.
Equalities implications 54. This report has no equality implications.
List of Appendices to this report: 1. Financial Position, 2018/19 Forecast Outturn 2. Capital Programme 2018/19 3. Risks to the Revenue and Capital Position
Page 291 11 of 49
4. Scheme of Governance - Budget Virements 5. Outstanding LIFT debtors 6. Additional Resilience Requirements
Consultation Name/role Method consulted Heads of Department Departmental finance returns
Page 292 12 of 49 Financial Position, 2018/19 Forecast Outturn Appendix 1
Current Current Current Variance Original Revised Budget Spend Budget Budget Outturn Outturn Variance £ £ £ % £ £ £ £ % Operational Staff 58,395,571 57,476,803 (918,769) (1.6%) 237,484,871 238,427,381 234,418,701 (4,008,680) (1.7%) Trainee Firefighters 492,392 447,477 (44,916) (9.1%) 1,647,846 1,969,569 1,969,884 315 0.0% Total Operational Staff 58,887,964 57,924,279 (963,684) (1.6%) 239,132,716 240,396,950 236,388,585 (4,008,365) (1.7%)
FRS Staff 12,236,983 13,910,448 1,673,465 13.7% 52,360,574 51,867,372 50,841,256 (1,026,116) (2.0%) Control Staff 1,344,098 1,440,236 96,138 7.2% 5,500,716 5,485,847 5,678,347 192,500 3.5% Total Other Staff 13,581,081 15,350,684 1,769,603 13.0% 57,861,291 57,353,219 56,519,603 (833,616) (1.5%)
Other Pension Payments 165,000 157,993 (7,007) (4.2%) 990,000 990,000 990,000 0 0.0% Severance 0 (27,384) (27,384) 0.0% 0 0 0 0 0.0%
Page 293 Page Professional Development 18,146,667 17,688,406 (458,261) (2.5%) 20,757,145 19,724,220 19,724,220 0 0.0% Recruitment 73,528 55,041 (18,487) (25.1%) 197,500 197,500 200,709 3,209 1.6% Employee Related Insurance 0 69,375 69,375 0.0% 190,000 190,000 190,000 0 0.0% Compensation 138,953 104,251 (34,703) (25.0%) 555,813 555,814 555,814 0 0.0% Medical and Welfare Expenses 520,629 490,668 (29,961) (5.8%) 2,096,536 2,096,536 2,057,522 (39,014) (1.9%) Employee Capitalised Costs 0 0 0 0.0% (631,974) (631,974) (631,974) 0 0.0% Total Employee Related 19,044,777 18,538,350 (506,427) (2.7%) 24,155,020 23,122,096 23,086,291 (35,805) (0.2%)
Firefighter Pension Scheme 4,988,815 4,980,628 (8,187) (0.2%) 20,445,260 20,445,260 20,445,260 0 0.0%
Building Maintenance 2,738,141 2,828,460 90,319 3.3% 6,893,188 7,064,400 7,141,369 76,969 1.1% Grounds Maintenance 14,696 20,174 5,478 37.3% 146,396 120,984 120,984 0 0.0% Premises Security 468,670 467,696 (974) (0.2%) 451,670 571,670 571,670 0 0.0% Energy Costs 351,415 405,425 54,010 15.4% 2,034,205 2,034,205 2,034,205 0 0.0% Rents 3,595,338 4,031,022 435,684 12.1% 8,143,116 8,303,856 8,332,866 29,010 0.3% Property PFI Contract 5,585,202 5,584,639 (563) (0.0%) 5,585,202 5,585,202 5,585,202 0 0.0% Property Rates 2,481,775 4,403,064 1,921,289 77.4% 9,088,111 9,088,111 7,872,111 (1,216,000) (13.4%)
13 of 49 Financial Position, 2018/19 Forecast Outturn Appendix 1
Current Current Current Variance Original Revised Budget Spend Budget Budget Outturn Outturn Variance Water & Sewerage Rates 47,867 22,081 (25,786) (53.9%) 263,515 263,515 263,515 0 0.0% Fixtures & Fittings 13,664 9,414 (4,250) (31.1%) 97,969 97,969 97,969 0 0.0% Cleaning and Domestic Supplies 354,035 86,394 (267,641) (75.6%) 2,020,097 2,101,297 2,101,297 0 0.0% Premises Insurance 18,600 93,409 74,809 402.2% 372,000 372,000 372,000 0 0.0% Other Property Services 2,037,023 2,017,531 (19,492) (1.0%) 2,464,908 2,186,583 2,186,963 380 0.0% Total Premises 17,706,426 19,969,309 2,262,883 12.8% 37,560,376 37,789,791 36,680,150 (1,109,641) (2.9%)
Running Costs 1,541,232 1,443,059 (98,173) (6.4%) 3,071,571 3,070,464 2,900,358 (170,106) (5.5%) Vehicle and Equipment Contract 10,927,011 11,131,200 204,189 1.9% 10,972,929 10,927,011 10,727,011 (200,000) (1.8%) Vehicle Passthroughs 467,079 612,744 145,664 31.2% 643,651 692,589 492,589 (200,000) (28.9%) Maintenance and Repairs 0 0 0 0.0% 670,000 70,000 70,000 0 0.0% Page 294 Page Contract Hire & Operating Leases 724,953 719,109 (5,844) (0.8%) 1,173,800 1,110,233 1,134,514 24,281 2.2% Travel 221,479 285,147 63,668 28.7% 1,108,859 919,829 899,384 (20,445) (2.2%) Total Transport 13,881,755 14,191,259 309,504 2.2% 17,640,810 16,790,125 16,223,856 (566,269) (3.4%)
Hydrants 496,055 481,024 (15,031) (3.0%) 496,055 496,055 246,055 (250,000) (50.4%) Operational Equipment 626,681 562,375 (64,306) (10.3%) 2,991,620 2,331,784 2,361,976 30,192 1.3% Smoke Alarms 210,000 308,231 98,231 46.8% 700,000 700,000 674,593 (25,407) (3.6%) Equipment Furniture and Materials 77,854 164,573 86,719 111.4% 287,727 318,441 322,964 4,523 1.4% Lost & NFWT Operational Equipment 111,425 152,808 41,383 37.1% 111,425 111,425 91,425 (20,000) (17.9%) Catering 96,546 124,558 28,012 29.0% 298,990 315,436 315,836 400 0.1% Clothing & Laundry 1,483,663 1,736,147 252,485 17.0% 3,011,598 3,013,628 3,025,299 11,671 0.4% General Office Expenses 193,350 154,648 (38,702) (20.0%) 703,793 636,986 603,148 (33,837) (5.3%) Professional Services 7,810,406 8,084,634 274,228 3.5% 8,950,632 9,726,163 9,785,509 59,346 0.6% Postal Services 13,446 54,930 41,485 308.5% 61,255 61,055 61,055 0 0.0% Communications 955,956 1,902,229 946,272 99.0% 3,682,073 3,935,450 3,951,000 15,550 0.4% Hardware and Software 1,543,840 4,635,644 3,091,804 200.3% 7,056,685 7,759,730 7,900,322 140,592 1.8% Staff Reimbursements 60,316 56,025 (4,291) (7.1%) 248,772 242,021 241,876 (145) (0.1%)
14 of 49 Financial Position, 2018/19 Forecast Outturn Appendix 1
Current Current Current Variance Original Revised Budget Spend Budget Budget Outturn Outturn Variance Grants and Subscriptions 85,088 85,617 530 0.6% 235,643 227,143 223,443 (3,700) (1.6%) Other Insurance 0 57,496 57,496 0.0% 225,000 225,000 225,000 0 0.0% Advertising 25,665 21,565 (4,100) (16.0%) 117,750 105,861 97,869 (7,992) (7.5%) Other Supplies and Services 10,505 43,014 32,509 309.5% 38,976 39,170 38,470 (700) (1.8%) Total Supplies and Services 13,800,795 18,625,519 4,824,723 35.0% 29,217,993 30,245,347 30,165,839 (79,508) (0.3%)
Other Agencies 25,146 46,630 21,484 85.4% 318,700 419,284 419,284 0 0.0% Other Local Authorities 191,397 681,540 490,143 256.1% 1,561,002 1,388,594 1,415,594 27,000 1.9% Audit & Bank Charges 81,250 33,840 (47,410) (58.4%) 88,600 88,600 88,000 (600) (0.7%) Total Third Party Payments 297,793 762,011 464,218 155.9% 1,968,302 1,896,478 1,922,878 26,400 1.4%
Page 295 Page Debt Repayment 0 0 0 0.0% 6,282,000 6,282,000 5,833,000 (449,000) (7.1%) External Interest 251,760 858,490 606,730 241.0% 3,488,000 3,488,000 3,423,000 (65,000) (1.9%) Total Capital Financing Costs 251,760 858,490 606,730 241.0% 9,770,000 9,770,000 9,256,000 (514,000) (5.3%)
Central Contingency 0 0 0 0.0% 333,197 135,345 174,996 39,651 29.3%
Total revenue expenditure 142,441,166 151,200,529 8,759,363 6.1% 438,084,965 437,944,611 430,863,458 (7,081,154) (1.6%)
MFB Act Income (20,528,079) (20,686,249) (158,170) 0.8% (27,695,000) (27,740,647) (28,000,000) (259,353) 0.9% Customer and Client Receipts (2,843,660) (1,633,722) 1,209,938 (42.5%) (8,801,309) (9,079,609) (9,031,539) 48,070 (0.5%) Interest Receivable 0 18,798 18,798 0.0% (400,000) (400,000) (400,000) 0 0.0% Bad Debts 0 6,176 6,176 0.0% 0 0 0 0 0.0% Total Other Income (23,371,739) (22,294,997) 1,076,742 (4.6%) (36,896,309) (37,220,256) (37,431,540) (211,283) 0.6%
Net revenue expenditure 119,069,427 128,905,532 9,836,105 8.3% 401,188,655 400,724,355 393,431,918 (7,292,437) (1.8%)
Use of Earmarked Reserves 0 0 0 0.0% (2,183,254) (1,721,281) (1,721,280) 0 (0.0%)
15 of 49 Financial Position, 2018/19 Forecast Outturn Appendix 1
Current Current Current Variance Original Revised Budget Spend Budget Budget Outturn Outturn Variance
Financing Requirement 119,069,427 128,905,532 9,836,105 8.3% 399,005,401 399,003,074 391,710,638 (7,292,437) (1.8%)
Financed by: Specific grants (10,122,331) (12,067,161) (1,944,831) 19.2% (12,205,401) (12,278,187) (12,334,187) (56,000) 0.5% GLA Grant 0 0 0 0.0% (386,800,000) (386,724,887) (386,724,887) 0 0.0%
Net Financial Position 108,947,096 116,838,371 7,891,275 7.2% 0 0 (7,348,436) (7,348,436) 0.0% Page 296 Page
16 of 49 Financial Position, 2018/19 Capital Programme Appendix 2
2018-19 Qtr. 1 Variance Qtr. 1 Notes Budget Forecast Spend 2018/19 2018/19 CAPITAL BUDGET July 2018 ICT Projects £’000s £’000s £’000s Records Management - Operating 98 0 (98) 0 C/fwd to System 2019/20 Business Intelligent Solution 654 654 0 0 470 0 (470) (333) C/fwd to Control & Mobilisation System (CAMS) 2019/20 Mobile Data Terminals Replacement 71 71 0 0 Replacement of the incident grounds 1,800 0 (1,800) 0 C/fwd to communications 2019/20 Home Fire Safety Database (linked to 130 0 (130) 0 C/fwd to Farynor)) 2019/20 Replacement of laptops (FEP2462) 45 45 0 0 707 0 (707) 0 C/fwd to Emergency Services Network 2019/20 ICT – Accident (event) reporting solution 62 62 0 0 Online Payment Facility 70 0 (70) 0 Budget Savings 250 50 (200) 0 C/fwd to ICT – Virtual Desktop Technology 2019/20 New telephone system equipment 42 42 0 0 New computer terminals 41 41 0 0 Core Switch Modules 300 0 (300) 0 Budget Savings 853 453 (400) 0 C/fwd to Wireless Access Points 2019/20 Data Centre Switches 3750 Replacement 104 104 0 0 Station Network Rewires 200 0 (200) 0 Budget Savings Network Storage 750 0 (750) 0 Budget Savings Farynor Replacement (linked to ICT 750 0 (750) 0 C/fwd to Home Fire Safety Database Project) 2019/20 Data transfer system - Joint Emergency 195 195 0 0 C/fwd to Service 2019/20 ICT Projects Over programming (2,207) 0 2,207 0 Removed ICT PROJECTS 5,385 1,717 (3,668) (333) ESTATE PROJECTS 100 0 (100) 0 Budget re- Fire Station Refurbishment (Middx FS) phased Workplace Improvement Plan (WIP) 60 60 0 (1) Union St 1,500 0 (1,500) 0 Budget re- Plumstead Fire Station Redevelopment phased
Page 297 17 of 49 Financial Position, 2018/19 Capital Programme Appendix 2
2018-19 Qtr. 1 Variance Qtr. 1 Notes Budget Forecast Spend 2018/19 2018/19 CAPITAL BUDGET July 2018 30 0 (30) 0 Budget re- LFB Museum – Fitout phased 100 0 (100) 0 Budget re- Refurbishment of Edmonton Fire Station phased Heating at various stations 1,411 136 (1,275) (100) C/fwd to 19/20 510 184 (326) 0 C/fwd to Window replacement at various stations 2019/20 Rewiring of property at various fire 600 50 (550) (37) C/fwd to stations 2019/20 1,943 1,842 (101) 171 C/fwd to Minor Improvement Programme 2019/20 663 513 (150) 169 C/fwd to Appliance Bay Doors (Phase 3) 2019/20 Brigade wide Survey for Asbestos & 50 50 0 7 Removal Fire Safety Works at Fire Stations 47 47 0 0 Forecourts/Rear yards Refurbishment 51 51 0 0 Improve Security at all Fire Stations, 100 0 (100) 0 C/fwd to Offices 2019/20 7,445 637 (6,808) 14 Budget re- New Training Centre * phased 3,733 1,473 (2,260) (12) Budget re- PEG/BDC Development – IELP Project phased 686 200 (486) 0 Budget re- West Hampstead Cottages Refurb phased Development costs 250 250 0 (95) Other accrual reversals 0 0 0 (54) ESTATE PROJECTS 19,279 5,492 (13,787) 62 FLEET & EQUIPMENT PROJECTS Replacement of Fleet and Operational 13,521 13,706 185 1,782 B/fwd from Equipment 2019/20 Respiratory Protective Equipment 2,300 2,300 0 0 Early Replacement of ALP & HP* 3,750 3,750 0 0 CCTV on Pumping Appliances * 369 369 0 0 Early Replacement of Fire Boat* 1,000 1,000 0 0 22mm Water Hose and Reel for 1,014 1,014 0 0 Appliances * Vehicle Security * 1,333 1,333 0 0 FLEET & EQUIPMENT PROJECTS 23,287 23,472 185 1,782 Projected Underspend (6,686) (6,686) 0 0
Page 298 18 of 49 Financial Position, 2018/19 Capital Programme Appendix 2
2018-19 Qtr. 1 Variance Qtr. 1 Notes Budget Forecast Spend 2018/19 2018/19 CAPITAL BUDGET July 2018 CAPITAL EXPENDITURE TOTAL 41,265 23,995 (17,270) 1,511
Page 299 19 of 49 Financial Position, 2018/19 Capital Programme Appendix 2
2018-19 B/fwd C/fwd to 2018-19 2019/20 2020/21 2021/22 Prior Projected Approved Budget from 2019/20/ Budget Budget Budget Budget Years Project budget March 18 2017-18 savings Qtr. 1 Spend Spend FUTURE CAPITAL PROGRAMME –Quarter FEP2825 Outturn New Report 1 2018/19 Projects ICT Projects £’000s £’000s £’000s £’000s £’000s £’000s £’000s £’000s £’000s £’000s Records Management - Operating System 98 0 (98) 0 98 0 0 2,091 2,189 2,350 Business Intelligent Solution 600 54 0 654 600 360 0 196 1,810 1,810 Control & Mobilisation System (CAMS) 470 0 (470) 0 470 0 0 9,013 9,483 10,650 Mobile Data Terminals Replacement 71 0 0 71 0 0 0 2,029 2,100 2,100 Fireground Radios 1,300 0 (1,300) 0 1,800 0 0 0 1,800 Q4 18-19 Home Fire Safety Database (linked to Farynor) 130 0 (130) 0 130 0 0 0 130 n/a
Replacement 300 Page of laptops (FEP2462) 0 45 0 45 0 0 0 358 403 450 Emergency Services Network 707 0 (707) 0 707 0 0 0 707 Q1 19-20 ICT – Accident (event) reporting solution 0 62 0 62 0 0 0 68 130 130 Online Payment Facility 70 0 (70) 0 0 0 0 0 0 n/a ICT – Virtual Desktop Technology 250 0 (200) 50 200 0 0 0 250 TBA New telephone system equipment 0 42 0 42 0 0 0 115 157 157 New computer terminals 0 41 0 41 0 0 0 28 69 75 Netscaller Replacement 0 0 0 0 400 0 0 0 400 TBA Core Network 6509 Replacement 0 0 0 0 0 1,900 0 0 1,900 TBA Core Switch Modules 300 0 (300) 0 0 0 0 0 300 TBA Network Access Switches 3650 Replacement 0 0 0 0 750 0 0 0 750 TBA Wireless Access Points 853 0 (400) 453 400 0 0 0 853 TBA Data Centre Switches 3750 Replacement 104 0 0 104 0 0 0 0 104 TBA Station Network Rewires 200 0 (200) 0 100 100 0 0 200 TBA New ISP 0 0 0 0 500 0 0 0 500 TBA New WAN 0 0 0 0 0 500 0 0 500 TBA
20 of 49 Financial Position, 2018/19 Capital Programme Appendix 2
2018-19 B/fwd C/fwd to 2018-19 2019/20 2020/21 2021/22 Prior Projected Approved Budget from 2019/20/ Budget Budget Budget Budget Years Project budget March 18 2017-18 savings Qtr. 1 Spend Spend FUTURE CAPITAL PROGRAMME –Quarter FEP2825 Outturn New Report 1 2018/19 Projects VM Server Environment Hosts 0 0 0 0 500 0 0 0 500 TBA Network Storage 750 0 (750) 0 0 0 0 0 0 n/a Replacement of laptops 0 0 0 0 563 0 0 0 563 TBA New computer terminals - Thin Client 0 0 0 0 0 1,150 0 0 1,150 TBA New audio visual equip for Stations 0 0 0 0 0 100 0 0 100 TBA New computer terminals - Fat Client 0 0 0 0 100 0 0 0 100 TBA Data transfer system - Joint Emergency Services 0 195 0 195 195 0 0 71 266 266 Business Management System (PMF) 215 0 (215) 0 215 0 0 0 215 TBA Page 301 Page Farynor Replacement (linked to ICT Home Fire 700 50 (750) 0 750 0 0 0 750 £100k fees Safety Database Project) ICT Projects Over programming/to be allocated (2,207) 0 2,207 0 (2,913) (1,750) 2,000 0 (4,870) TBA ICT PROJECTS 4,611 489 (3,383) 1,717 5,370 2,360 2,000 13,969 24,529 ESTATE PROJECTS
Fire Station Refurbishment (Middx FS) 100 0 (100) 0 2,000 1,000 917 n/a 3,917 Tba Workplace Improvement Plan (WIP) Union St 0 60 0 60 0 0 0 107 240 240 Plumstead Fire Station Redevelopment 1,500 0 (1,500) 0 2,000 2,000 1,997 0 5,997 Tba LFB Museum – Fit out 30 0 (30) 0 30 0 2,352 18 2,400 2,400 Refurbishment of Edmonton Fire Station 100 0 (100) 0 2,000 3,600 0 0 5,600 tba Heating at various stations 1,350 61 (1,275) 136 1,500 1,350 1,350 n/a n/a n/a Window replacement at various stations 400 110 (326) 184 825 400 400 n/a n/a n/a Rewiring of property at various fire stations 600 0 (550) 50 1,190 600 600 n/a n/a n/a Minor Improvement Programme 1,467 476 (102) 1,842 2,435 1,200 1,200 n/a n/a n/a Appliance Bay Doors (Phase 3) 475 188 (150) 513 505 200 200 n/a n/a n/a
21 of 49 Financial Position, 2018/19 Capital Programme Appendix 2
2018-19 B/fwd C/fwd to 2018-19 2019/20 2020/21 2021/22 Prior Projected Approved Budget from 2019/20/ Budget Budget Budget Budget Years Project budget March 18 2017-18 savings Qtr. 1 Spend Spend FUTURE CAPITAL PROGRAMME –Quarter FEP2825 Outturn New Report 1 2018/19 Projects Brigade wide Survey for Asbestos & Removal 50 0 0 50 50 50 50 n/a n/a n/a Fire Safety Works at Fire Stations 47 0 0 47 0 0 0 n/a n/a n/a Forecourts/Rear yards Refurbishment 0 51 0 51 0 0 0 n/a n/a n/a West Hampstead Cottages Refurb (FEP2776) 670 16 (486) 200 500 14 0 4 720 720 Improve Security at all Fire Stations, Offices 100 0 (100) 0 100 1,250 1,255 0 2,605 TBA New Training Centre 7,374 71 (6,808) 637 7,788 6,629 0 446 15,500 15,500 PEG/BDC Development 3,610 123 (2,260) 1,473 2,210 100 0 217 4,000 4,000
Development 302 Page costs 250 0 0 250 250 250 250 n/a n/a n/a ESTATE PROJECTS 18,123 1,156 (13,787) 5,492 23,383 18,643 10,571 FLEET & EQUIPMENT PROJECTS Replacement of Fleet and Operational 11,535 1,986 185 13,706 22,325 10,488 11,680 10,813 69,012 TBA Equipment Respiratory Protective Equipment 0 0 2,300 2,300 0 0 0 0 2,300 TBA Early Replacement of ALP & HP 3,750 0 0 3,750 1,530 0 0 0 5,280 5,280 CCTV on Pumping Appliances 79 290 0 369 0 0 0 115 484 501 Early Replacement of Fire Boat 1,000 0 0 1,000 1,250 250 0 20 2,520 2,500 22mm Water Hose and Reel for Appliances 0 1,014 0 1,014 0 0 0 486 1,500 1,500 Vehicle Security 0 1,333 0 1,333 0 0 0 56 1,389 1,389 FLEET & EQUIPMENT PROJECTS 16,364 4,623 2,485 23,472 25,105 10,738 11,680 11,490 82,485 Projected Underspend 0 (6,686) 0 (6,686) 0 0 0 0 (6,686) n/a CAPITAL EXPENDITURE TOTAL 39,098 (418) (14,685) 23,995 53,858 31,741 24,251
22 of 49 Risks to Revenue and Capital Position Appendix 3
1. Firefighter and Local Government Pension Schemes 1.1. The Fire Brigades Union has notified the Authority, along with 49 other Fire and Rescue Authorities, of a potential discrimination claim in connection with the transitional arrangements applicable to the 2015 Firefighters Pension Scheme, as explained in FEP2506. Any increase in the numbers receiving protection under the transitional arrangements may lead to a budget pressure. Any changes may also have an impact on other public sector pensions, including the LGPS. Although the Employment Tribunal (ET) had determined that the transitional (protection) arrangements, which were designed to protect those within ten years of normal pension age are objectively justified, a subsequent Employment Appears Tribunal (EAT) allowed the firefighter’s appeal on a narrow basis. The EAT has granted respondents permission to appeal. 2. London Pensions Fund Authority (LPFA) Pensions Administration 2.1. The London Pensions Fund Authority (LPFA) and Lancashire County Pension Fund (LCPF) have formed a partnership and from April 2016 created a wholly owned company, Local Pensions Partnership (LPP), to manage pension fund investment activities (only on the Local Government Pension Scheme (LGPS)) and also to provide pensions administration services, including to third party clients on the LGPS and the Firefighters’ Pension Scheme. The Brigade continues on a shared service arrangement with the LPFA for the administration of the Firefighters’ Pension Scheme but with the LPFA sub-contracting this to the LPP (FEP2644). The LPP has been on a transition plan to develop the way services are provided, based on experiences from LPFA and LCPF, and including delivering services across the multiple sites occupied by LPP. There have been some challenges during this transition period, and the service provided to LFB by LPP will be reviewed during 2018/19, including comparing this to alternative shared service options. There has been some upward pressure on the cost of the service, and this is part of the driver for the review. 3. Pay and Inflation 3.1. There is ongoing significant economic uncertainty as the Brexit negotiations continue. The impact of this is currently unclear, and so preparing forecasts for increases in general inflation remains difficult. 3.2. The Brigade has made a budget provision for a 2% pay award for all staff in this year’s budget and an additional 1% for Operational and Control staff for the on-going pay negotiations from last financial year (also bringing this to 2%). Negotiations are continuing on the national firefighters pay award for 2017, and there is increasing pressure on the public sector pay cap. 4. Capital Expenditure and Financing 4.1. The capital budget is subject to change during the year. Initial project specification is key as it is important to keep variations to projects to a minimum, as change once a project has been agreed and commenced may result in additional costs. However even a well managed project can be subject to re-phasing or deferral due to a number of unforeseen issues, such as failure or default on the part of the contractor or exceptionally adverse weather conditions. This can also impact on funding requirements which in turn may have a debt charge (cost of borrowing) revenue impact. 4.2. All capital projects will require third party collaboration to varying degrees over the project life. The programme depends heavily on external factors and therefore can be subject to variation with the potential for delays in project delivery and revised cash flow requirements. The capital programme is managed on a monthly basis and is reported quarterly to the CAPS group (Capital, Approval, Planning and Strategy Group, chaired by the Director of Corporate
Page 303 23 of 49 Risks to Revenue and Capital Position Appendix 3
Services) where all changes to the programme are reviewed and substitution projects or re- financing proposals are assessed and agreed. 4.3. The debt charges arising from the capital programme have been calculated using the current forecast Public Works Loans Board (PWLB) rates. No allowance has been made in the capital programme for potential future capital grants or contributions and the Brigade will bid for available capital resources as and when such opportunities arise. 4.4. The Capital Programme for 2018/19 previously included a forecast capital receipt of £7.5m for the sale of Clerkenwell Fire Station. This receipt has now been deferred to 2019/20 and the future financing costs have been revised to reflect this change. If this property is not sold in 2019/20 this could result in an increased borrowing requirement and resulting capital financing costs estimated at £857k. This is based upon the current forecast capital programme and does not take account of any re-phasing or slippage that might occur. 4.5. The Brigade has entered into a conditional contract for the sale of the site of the former Southwark Training Centre with Hadston. The price specified therein was £54 million, payable in two equal tranches. Southwark Council has resolved to grant planning consent to Hadston and this was confirmed as acceptable by the Mayor. Terms have been agreed to reduce the price from £54m to £42.5m following receipt of the Valuer’s Report confirming it represents best consideration. The price change reflects rising construction costs, worsening sales market and the requirement to include 22% affordable housing in the scheme which originally proposed zero social housing. The GLA has provided temporary funding to meet the shortfall in the capital receipt. 4.6. The new LFB Training Centre project has a dependency on PEG moving out of Croydon and any delay to the PEG/BDC development may have a knock-on effect on the delivery of the Training Centre programme. The lease agreement for the new combined PEG/BDC facility (Integrated and Equipment Logistics Project – IELP) has been recently signed and the fit- out/adaptation works are to commence later this year. The scope of the project is currently being reconsidered due to potential difficulties in delivering the project within the approved budget. Plans are in place to bring the project back within budget, including a full review of options. This review could potentially result in a change to the training centre leading to revenue costs for planning and design work carried out to date which would then be abortive, and therefore no longer treated as capital expenditure.
4.7. There is still uncertainty regarding Plumstead fire station, depending on a review of a new site. There is a risk that this new site may not be deemed suitable and therefore a decision will need to be made whether to instead refurbish the existing building, potentially with an extension. This uncertainty could result in delay and changes to the forecast spend for this project.
4.8. Edmonton/Middlesex fire station projects – Further feasibility work may result in a revised forecast for both these projects, depending on the agreed options, priorities and the agreed way forward. 4.9. The business case for the project to Improve Security at Fire Stations needs to be re- validated. This may result in the project being removed from the programme, or in delays to delivering this project. 4.10. The Lambeth River Station has been identified as a site requiring refurbishment. This is not currently included in the capital programme, therefore further funding may need to be requested/re-directed from other projects if deemed a priority. This is also the case for a number of other sites including the fire stations at North Kensington, Biggin Hill and Bromley.
Page 304 24 of 49 Risks to Revenue and Capital Position Appendix 3
4.11. The design and specification of the replacement vehicles and equipment is now underway following the commencement of the new contract in November 2014. Key risks relate to the contractor sourcing appropriate vehicle build options within a timeframe that meets fleet replacement requirements and which may in turn impact the Authority’s cash flow. The forecast cash expenditure for 2018/19 and future years is based on the current assessment of the stage payment requirements for the pump replacement programme, which represents nearly 50% of the forecast Vehicles and Equipment expenditure in that period, and the delivery timings for the balance of the fleet replacement programme 5. Property Services 5.1. There are currently four sites awaiting disposal and it is not known exactly when they will be disposed of. Any delays to planned disposal will result in additional security costs for those sites. 5.2. Energy budgets have experienced underspending in recent years, in part because of the prudent assumptions used when calculating the budget requirement. Savings have been made that now set the budget at a less cautious level and as a result energy budgets overspent by £158k in 2017/18. As a result there is a risk of an overspend, for example because of a colder than average winter.
5.3. The cost of replacement property contracts are now likely to be above that previously forecast. Approval of the new contracts is currently being finalised. If approved, this will result in substantial increase in costs compared to existing contracts and the additional cost cannot be contained within approved budgets. Full details of costs are included in the report.
5.4. There is potential for further refunds in 2018/19 for new business rate appeals on 2010 rateable values if successful. Officers are awaiting confirmation of actual values from the Estates Management Consultant.
5.5. The water and sewerage budget was overspent by £71k in 2017/18 mainly due to deregulation of market increasing costs. There has only been a small inflation increase to the budget in 2018/19. A new water contract is due to be let shortly but it is likely there will be a budget overspend this year.
6. Collaboration, New Initiatives and Service Improvements 6.1. Co-responding had previously been piloted in four London Boroughs. If co-responding is later re-introduced across London this may result in budget pressures, if additional funding is not provided. 6.2. Discussions between officers and the FBU have now agreed a new watch structure in order to further improve the resilience of the Brigade by simplifying, yet strengthening, the officer structure at stations with the intention to reduce officer out duties and improve appliance availability. This will resolve some longstanding issues around appliance redeployment, address the issue of WMAs working alongside WMBs on the same watch and achieve some general efficiency improvements. This will ensure that watches are less reliant on staff from other stations to keep their appliances available for the shift through a more sequential use of acting up, out duties and redeployment of appliances. This would give a greater level of appliance availability throughout the shift, which when combined with the new approach to direct standbys, will maximise the resources we currently have. Work is now taking place to develop the implementation plan, including a full assessment of the costs of the new structure. 7. Emergency Services Mobile Communications Programme (ESMCP)
Page 305 25 of 49 Risks to Revenue and Capital Position Appendix 3
7.1. DCLG will replace the existing Airwave contracts, which expire in the period up to 2020 as part of the ESMCP. There could be significant financial pressures to LFEPA under any new contract provision. The current contract is subsidised and DCLG may be unwilling to continue to subsidise any future system. The budget plans also include a saving of £277k in 2021/22 for disbanding the project team. It is now clear that the forecast dates for the programme will change, work is continuing within the Home Office to update both the project timeline and the Full Business Case. It is currently expected that the revised timeline together with any impact on funding arrangements should be made known early in 2018. Once received the budget forecasts will be updated accordingly. 8. Contractual Pressures/ Risks 8.1. Significant demand continues to be placed on the Information and Communications Technology Department to meet new requirements and aid in the development of smarter systems for the Authority. This is at a time where resources are limited and as a result there is a risk that development of information technology solutions may be constrained. 8.2. There continues to be interim arrangements in place to support the Authority’s Command Support Unit system software, due to the previous supplier ceasing trading. This means there is no formal arrangement yet in place to support the deployed version other than on a time and materials basis. There may then also be additional training requirements once a replacement system is implemented. 9. Changes to Income 9.1. Telecommunications income in respect of radio masts may be reduced in the future due to a reduction in the number of operators in the industry and a potential change to legislation on access to land by operators.
Page 306 26 of 49 Scheme of Governance - Budget Virements Appendix 4
Financial Regulation 9: “(b) With the agreement of the Director of Corporate Services, a Head of Service may transfer up to £50,000 from a budget head within that department’s approved budget to a budget head within another department’s approved budget, but if those budget heads are in different Directorates the agreement of the appropriate Director or Commissioner is also required.
(c) With the agreement of the Director of Corporate Services, Directors may transfer up to £150,000 from a budget head within that department’s approved budget to a budget head within another department’s approved budget.
(e) The Director of Corporate Services shall report all transfers under (b) and (c) to the Commissioner as part of the quarterly Financial Position reports.”
No transfers were processed in Quarter 1 that require reporting.
Page 307 27 of 49 Analysis of Shut in Lift Debtors Appendix 5
The chart below shows the amount of outstanding LIFT debts over the last 18 months, with £104k outstanding at the end of June 2018. The graph shows a continuing downward trend in the level of outstanding debt.
£180k £160k £140k £120k £100k £80k £60k £40k £20k £0k
The table below shows the top five (worst) outstanding debtors for LIFT income.
£ outstanding Average Age No of in days invoices TESCO STORES LTD 6,036 1,093 17 LONDON BOROUGH OF LAMBETH 5,534 61 14 PERSIMMON PLC 4,315 306 11 WHITBREAD HOTEL COMPANY 3,530 440 9 NETWORK HOMES 3,223 990 9 Grand Total 22,639 594 60
The top five (worst) outstanding debtors, totalling £22,639, has continued to decrease over the past years. This reached a peak of £105k at the end of September 2015, reduced to £48k as at the end of September 2017 and has further reduced to £23k as at the end of June 2018. The continued joint effort by LFC staff has resulted in the positive progress made to date.
Review of the top five debtors
Tesco Store LTD: Debt chasing letters have been sent to Tesco Stores within the North West and South East Areas. A payment was expected but has not been forthcoming. A joint referral has been sent to General Counsel’s Department for legal action.
Page 308 28 of 49 Analysis of Shut in Lift Debtors Appendix 5
London Borough of Lambeth LB Lambeth have had a new payment system put in place this financial year which they assert as resulted in the delay in raising purchase order for payment. The outstanding debts are relatively new and are expected to be paid.
Persimmon PLC: Persimmon, Gallion Housing, Family Mosaic and Peabody Trust have now merged into Gallion Peabody Trust. Copies of all invoices have been sent but clarification is required as to whether invoices can be paid under the old company names or whether they need to be re-issued to the new company name.
Whitbread Hotel Company: This company had promised to pay their outstanding invoices but has not yet done so. Whitbread Hotel debts have been referred to General Counsel’s Department for further action.
Network Homes: Officers have been informed that Network Homes is now operating under a new name, and further information on the new name/owner is now being pursued.
Page 309 29 of 49 Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ C1 Procurement Extended Height Aerial 0 0 600,000 3,150,000 0 (Technical & Appliances x3 Service Support) Aerial appliances are used for a range of tasks at incidents which include providing a means of escape for firefighters working inside a building, as water towers, lighting and observation platforms and rescues, as just
Page 310 Page several examples. Greater height ladders have now become available on a similar size chassis to the Brigade’s current fleet that could be effectively utilised at certain incidents within London.
As part of the Brigade’s existing plan to upgrade its aerial appliance fleet, planes are being progressed to procure extended height aerials.
LFB have provided our vehicles and equipment contractor “Babcock” with a detailed output based specification (OBS) for three extended height aerial
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ appliances to complement the twelve standard height aerial appliances which will be ordered at the same time. In May 2018, Babcock went to the market to invite tenders for the supply of all new aerial appliances, to include the supply of both standard and extended range appliances as a single contract. The window
Page 311 Page to accept tender proposals closed on 25 June and the evaluation process of the received tender proposals has now commenced. It is anticipated that the tender evaluation process will be concluded during July 2018, which should allow for a contract to be drawn up with the successful bidder during August/September 2018. The expectation will then be to see delivery of the new aerial appliances occurring between mid 2019 to early 2020. C2 Procurement Drones x2 0 28,000 0 0 0 (Technical & Service Drones provide an alternative Support) option to requests for the support of police helicopters
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ which is an extremely expensive option, is not always available, is not within our direct control and for some uses is not as effective as drones might be.
Drone pilot training (x6) has been completed. PDA's for drone mobilisation have been identified and agreed with
Page 312 Page Brigade Control. Arrangements are being finalised for the commencement of the drone trial, which is expected to start in July 2018. C3 Procurement Extended Duration 0 0 2,813,000 0 0 (Technical & Breathing Apparatus Sets Service Support) LFB Standard Duration BA has a working duration of 31
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ minutes. Extended Duration BA has a working duration of 45 minutes.
A ‘Prior information notice’ has been published via the emergency services blue light portal letting the market know of the intention to replace the Brigade’s Respiratory Protective Equipment
Page 313 Page provision, which includes both standard duration and extended duration breathing apparatus. Six companies have registered an interest in the procurement, and preliminary meetings with suppliers are scheduled through July to outline timescales and requirements.
Work is also undertake to formally commence the project, under the Brigade’s project management arrangements.
In the interim the Brigade is reviewing how it can deliver the current EDBA provision to incidents at an earlier stage via
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ both Fire Rescue Units and EDBA support pumps as well as the Operational Support Units.
Page 314 Page
R1a Procurement Ongoing Maintenance for 0 0 150,000 150,000 150,000 (Technical & Capital Items in FEP2763 Service
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ Support) Requirement of £150k for three aerial appliances
Page 315 Page
R1b Operational Ongoing Maintenance for 0 4,000 4,000 4,000 4,000 Policy Capital Items in FEP2763
£4k for Drones
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ R1c Procurement Ongoing Maintenance for 0 0 0 613,000 613,000 Technical Capital Items in FEP2763 Services and Support) This is the £613k for Extended Operational Duration Breathing Apparatus Policy Sets
R2 Operational Improved USAR Kit 0 79,000 20,000 20,000 20,000 Policy USAR specific drones: To Page 316 Page map the area and conduct localised or wide area search/casualty search. Can also enter danger areas and structures to minimise risk to crews.
Drone pilot training (x6) has been completed. PDA's for drone mobilisation have been identified and agreed with Brigade Control. Arrangements are being finalised for the commencement of the drone trial, which is expected to start in July 2018.
WASPs: Early Warning safety device for structural stability. Can also be used for Trench
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ rescue and confined space working.
Two units are currently on trial, available on request. These can be mobilised to an incident by the duty RSO. This unit will form part of the inventory on the next generation FRU.
Page 317 Page Pop-Up Tents: To provide welfare/shelter for crews/command team in both inclement or sunny weather.
Officers are carrying out an assessment of whether this equipment is required.
Half Masks: For crew welfare over long periods of use compared to full face, which can cause crews to overheat.
80 USAR personnel have been fitted for half face respirators. This will form part of the personal PPE issue when resources allow the completion of face fitting for the remaining staff.
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £
R3 Procurement Wicking T-Shirts 0 247,000 57,000 57,000 57,000 (Technical & Service A shirt which has the ability to Support) or breathe and keep the user's
Page 318 Page Operational skin dry from sweat. The initial Policy cost is based on estimate of £10 per shirt and allocation of five each for all firefighter and crew manager roles.
An appropriate wicking t-shirt has been identified and staff group entitlement now agreed. A Communication message to instruct all USAR personnel to order wicking t- shirts was issued on the 28/6/18. R4a HR Additional resources - 68,836 210,960 210,960 210,960 210,960 Management Counselling and Wellbeing Team
Changes in the nature of the Brigade's work have increased the workload of the C&W
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ Team. The unprecedented nature of the Grenfell Tower fire has increased workloads on a significant and sustained basis. In addition to supporting colleagues who were impacted by the fire in the immediate aftermath, the team are supporting the collection of witness statements by the police and
Page 319 Page will be required to support individuals for months and years to come, up to and including the Public Inquiry.
Four additional Counsellor posts (FRS E) are now in place.
R4b HR Additional resources - 0 33,934 33,934 33,934 33,934 Management Counselling and Wellbeing Team
Further to the information above, to operate effectively the expanded C&W team requires administrative support.
A FRS B post to support the team and maintain critical and
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ confidential records is now in place.
R5 Fire Stations Increase in officer levels 238,500 461,000 461,000 461,000 461,000
Page 320 Page An increase in the Deputy Assistant Commissioner (DAC) establishment from 12 to 16 is required to provide greater resilience within the operational top management group. DACs provide strategic support at incidents that require eight or more fire engines. They are also integral to the Brigade’s wider strategic response arrangements including to Major Incidents. The additional posts will support the ongoing day to day resilience within existing departments and provide the necessary level of managerial responsibility to the Brigade’s Grenfell Investigation Team.
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £
Four additional DAC posts are now in place. Page 321 Page
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ R6 Commissioner's Costs of the Investigation 705,506 1,900,000 1,500,000 900,000 900,000 & Directors' Team (excl. Legal costs)
The establishment of this team was set out in the report on the Grenfell Tower Inquiry – Proposed Terms of Reference (FEP 2747). The associated legal costs are set out in a separate line below.
Page 322 Page The team is now in place to support work on the investigation. The number and make of the establishment is changing to meet organisational need, and now the public enquiry is under way. Additional equipment has been provided, for example to allow the review of CCTV footage.
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ R7a Legal & Grenfell - Legal Support 504,657 909,691 1,272,000 0 0 Democratic (External Legal Advisors) Services The Grenfell fire has led to the instigation of a Public Inquiry of which the Authority is a core participant. Additionally, a parallel criminal investigation into the fire is being carried out by the Metropolitan Police with support from the Brigade
Page 323 Page and HSE.
The Brigade may be required to play an extensive role in each. The funding will meet the costs in backfilling posts of staff required to work on the Grenfell Tower case, and for external legal advice and representation.
The 2018/19 forecast has decreased significantly from the previous update primarily due to updated forecast on likely costs of Junior Counsel. Forecasts for future years remain the same.
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ R7b Legal & Grenfell - Legal Support 95,631 437,933 150,000 78,000 0 Democratic (Disclosure Management) Services
This funding is to meet the costs of a dedicated IT solution to enable effective management of the review and disclosure of documents for the purpose of disclosure in the legal proceedings noted
Page 324 Page above.
The 2018/19 forecast has increased significantly from the previous update and is based on recent estimates provided by PA Consulting Ltd, which includes £216,000 of consultant support. The figures have been challenged and continue to be monitored closely. Forecasts for future years remain the same.
.
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ R8 Fire Station Overtime Support for 0 103,000 103,000 103,000 103,000 Specialist Teams
This is based on a 30 per cent increase in operational overtime at FRU and FRU/USAR Stations alongside overtime costs for Regulatory Fire Safety in relation to cladding inspections. For Fire Safety, the one off costs cover
Page 325 Page additional inspections in June and July 2017. R9 Fire Safety Fire Safety resources to 0 1,000,000 1,500,000 1,500,000 1,500,000 support and enhance the inspection programme
The ongoing costs are for an additional resources to support the inspection programme.
Recruitment process is currently under way.
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ R10 Legal & Review of staff support for 0 101,000 101,000 101,000 101,000 Democratic Chair Services This was to consider whether additional support is required for the Deputy Mayor for Fire and Rescue
This is no longer required, and the budget will be removed.
Page 326 Page R11 Fire Stations Potential cost of increased 371,000 371,000 371,000 371,000 371,000 sickness
It is anticipated that the aftermath of recent incidents will see an increase in sickness rates for operational staff, in particular. This sets out the overtime cost that will be expected to be incurred in covering the resulting gaps.
.
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ R12 Development Training 0 7,000 477,000 477,000 477,000 and Training This includes additional training requirements for:
• Extended Height Appliances • Drone Piloting • Extended Duration Breathing Apparatus Sets • Improved USAR Kit • Smoke Evacuation Hoods
Page 327 Page This also includes ongoing EDBA training Requirements
The spend for 2018/19 for drones training, with £5k for training already delivered.
R13 (new) Finance Additional Borrowing Costs 0 0 0 608,000 608,000 Services Items funded through the capital programme will increase the overall level of external borrowing required over the current four year planning period and increase capital financing costs by an estimated £842k per annum. R14 (new) Operational Improved Communications 0 0 TBC TBC TBC Policy for Breathing Apparatus
A BA replacement project will
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ shortly be underway to examine the next generation of BA and how this can be delivered to the LFB. Whilst telemetry is being identified as a consideration any additional communications requirements over an above the current (BARIE) sets can be included for consideration. Outline costs have yet to be
Page 328 Page determined.
BA communications is now in scope of the Repertory Protective Equipment replacement project and the project is just starting. There are meetings with manufacturers scheduled through July to outline timescales. with the User requirement scheduled to go to suppliers by end of the calendar year. R15 (new) Operational Smoke hoods 0 89,000 20,000 20,000 20,000 Policy This budget will be used to explore the viability of the purchase of smoke hoods for all front line appliances and is for the equipment costs only
Update on expenditure approved in the Additional Resilience Requirements report (FEP2763) Appendix 6
Actual Forecast Forecast Forecast Forecast Spend in Spend in Spend in Spend in Spend in Ref Department Expenditure Item 2017/18 2018/19 2019/20 2020/21 2021/22 £ £ £ £ £ and does not include any additional staffing costs that may be associated with getting this project up and running.
There has been a slight delay in the procurement process because of the size of the order and the small modification made to the Escape Hoods (previously
Page 329 Page known as smoke hoods) pouch. Delivery is anticipated in September 2018. Procurement for this project is via the Devon & Somerset FRS framework agreement Total additional resilience requirements 1,984,130 5,982,518 9,843,894 8,857,894 5,629,894
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Page 330 Appendix 5b Corporate performance digest
1st Quarter – 2018/19 Financial Year Page 331 Page
Produced by ICT/IM – Information Management | August 2018 | ext. 30352 V1 | 10 August 2018 Key to abbreviations & symbols used
Commissioner and Directors RAG Status for indicator with target RAG Status for indicator without target CFEP Commissioner for Fire & Emergency Planning performance on target better than previous 12 months DoFCS Director of Finance & Contractual Services performance within 10% of target worse than previous 12 months DoO Director of Operations performance more than 10% from target DoSA Director of Safety and Assurance
Heads of service (HoS) Keywords HoC Head of Communications LI Corporate performance indicator HoCO Head of Central Operations SM Service measure - performance indicator without a target HoCRM Head of Control & Resource Management Rolling 12 month Running total of the data for the last 12 months HoDT Head of Development & Training Number / % in quarter Data for the 3 months of that quarter HoF Head of Finance Target The desired level of performance which has agreed by the Corporate Management Board HoFS Head of Fire Safety Stretch target A more challenging but still realistic target HoFSt Head of Fire Stations 10 yr. Average 10 year annual average performance
HoHRM 332 Page Head of Human Resource Management Annual data data for that financial year HoHS Head of Health & Safety HoICT Head of Information & Communications Technology HoLDS Head of Legal and Democratic Services HoOP Head of Operational Policy HoOR Head of Operational Resilience HoORIC Head of Operational Review & Incident Command HoP Head of Procurement HoSI Head of Strategy and Inclusion HoTSS Head of Technical & Service Support
Performance indicator data Performance indicators, unless otherwise stated, are displayed using rolling 12 month data. This is to avoid any significant fluctuations caused by factors such as seasonality, and to highlight the actual underlying performance trend. Corporate Performance Digest - Q1 2018/19 Contents Page Page Page Aim 1 Indicator Description Aim 2 Indicator Description Aim 3 Indicator Description No. No. No. H1 No. of boroughs below national average 1 CX8A Number of 999 calls answered 33 CO6A Working days lost to sickness - operational staff 42
IP1 Fires - all 2 CX8B Average time to answer an emergency (999) call 34 CO6B Working days lost to sickness - FRS staff 43 Emergency 999 calls - H2 Dwelling fires - all 3 CO3 35 CO6C Working days lost to sickness - control staff 44 % answered within 7 seconds H3 All non domestic primary fires in RRO properties 4 IP9 Number of non-attended calls due to call filtering 36 IP10A Number of apprentices employed by the Brigade (FTE) 45 Average time to deal with a 999 call (attended calls) in H4 Fires in care homes & sheltered housing 5 H12 37 IP10B Number of apprentices employed by contractors (FTE) 45 Control Improve the ethnic diversity (BAME) of each trainee IP2 Arson incidents - all deliberate fires 6 H13 Average arrival time - first appliance 38 CO7A 46 firefighter intake Improve the gender diversity of each trainee firefighter IP3 Outdoor rubbish fires - all 7 H14 Average arrival time - second appliance 39 CO7B 46 intake
CX1 Special services - all 8 H15 Incidents with 1st appliance arrival time 10 minutes or less 40 CO8 Gender diversity (men) of control staff 47 Response and Resilience and Response IP4 Road traffic collisions 9 H16 Incidents with 1st appliance arrival time 12 minutes or less 41 CO9 Ethnic diversity (BAME) of FRS staff top earners 47
IP5 Effecting entry/exit 10 CO10A Pay ratio between highest and median salary 48
CX2 Weather related flooding 11 CO10B Gender pay gap - all staff (median) 48
H5 Fire-related fatalitie - 10 yr. average 12 CX10-CX13 Workforce composition 49
H6 Accidental fire deaths in the home 13 CX14 Promoted staff context measures 50 Page 333 Page CX3A Fire deaths - all 14 CX15 Top earner context measures 51
CX3B Fatal fires - 10 yr. average 15 CX16 Voluntary leavers context measures 52
CX3C Deaths arising from fires in dwellings 16 IP19 Contractor staff paid London’s Living Wage 53
H7 Injuries from fire - 5 yr. average 17 CO11 Road traffic collisions involving brigade vehicles 54
CX3E Serious fire injuries 18 CO12 Injuries from operational incidents 55
CX4A Deaths at special services 19 Po e p l s e R e c r o s e u and CO13 RIDDOR events 56
CX4B Injuries at special services 20 CX17 RIDDOR context measures 57
IP6 Casualties at road traffic collisions 21 CO14 Spend with small to medium sized enterprizes (SMEs) 58
H8 HFSVs by LFB staff 22 CX18 Undisputed invoices from SME - paid within 10 days 59 P v e r e tn i o P and n o r tc e t i o n CX5 Priority HFSVs - high risk people / places 23 CO15 Reducing our CO2 emissions 60
H9 Educating young people on the risks 24 IP20 Total waste recycled (%) 61
CO1 Time spent by station staff on community safety 25 IP21 Energy generated through renewable resources (%) 62
H10 All fire safety inspections / audits carried out 26 CO16 Requests for information (DPA, FoIA and EIR) 63
IP7 Consultations received % response 27 IP22 Total complaints / compliments 64
CO2 Alleged fire risks responded to with 3 hrs. 28 Additional measures 65
CX6 Fire safety inspections / audits in high risk premises 29 Index 66-67
H11 False alarms due to AFAs - non domestic 30
CX7 AFA's in all buildings 31
IP8 Shut in lift releases 32 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Fairness H1 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 No. of Boroughs below National average 20.1 19.5 17.5 16.4 14.0 13.6 13.0 13.4 13.5 13.3 national average primary HoFSt Boroughs below nat. avg. 24 22 19 20 19 20 21 21 23 24 fires per 10K population Annual data Target ------22
Boroughs below nat. avg. No. of Boroughs below national average primary fires per 10K population National average 30
25
20 Page 334 Page
15
10
5
0 2008/09 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
1 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop fires from happening IP1 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 20,941 20,733 20,847 19,993 19,661 19,766 19,796 19,564 19,622 19,838 19,882 19,760 down 2015/16 20,039 20,258 20,560 21,004 21,064 20,823 20,874 20,988 20,923 20,802 20,922 20,774 down All fires HoFS 2016/17 20,304 20,318 19,392 19,024 19,625 19,943 20,200 20,331 20,391 20,404 20,180 20,271 down rolling 12 month 2017/18 20,982 20,884 21,486 21,353 20,478 20,092 19,951 19,921 19,863 19,831 19,893 19,536 down 2018/19 18,611 18,487 18,579 down
All fires data 25,000
20,000
15,000 Page 335 Page
10,000
5,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 19,392 19,943 20,391 20,271 20,271 21,486 20,092 19,863 19,536 19,536 18,579
per 10,000 IP1 All fires population 22.4 23.0 23.5 23.4 23.4 24.5 22.9 22.6 22.3 22.3 21.1
number in quarter 4,995 6,333 4,856 4,087 6,210 4,939 4,627 3,760 5,253
2 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop fires from happening H2 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 5,959 5,924 5,914 5,855 5,799 5,858 5,920 5,861 5,893 5,942 5,992 5,989 6,427 2015/16 5,984 6,018 6,038 6,000 6,027 5,967 5,915 5,892 5,840 5,790 5,769 5,704 6,390 Dwelling fires - all HoFSt 2016/17 5,667 5,617 5,524 5,534 5,552 5,554 5,587 5,574 5,558 5,548 5,518 5,508 6,390 rolling 12 month 2017/18 5,554 5,573 5,614 5,630 5,564 5,549 5,538 5,542 5,624 5,604 5,635 5,641 6,000 2018/19 5,571 5,573 5,587 6,000
Dwelling fires - all data target 7,000
6,000
5,000
4,000 Page 336 Page
3,000
2,000
1,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 5,524 5,554 5,558 5,508 5,508 5,614 5,549 5,624 5,641 5,641 5,587
per 10,000 H2 Dwelling fires - all dwellings 15.99 16.08 16.09 15.94 15.94 16.19 16.00 16.21 16.26 16.26 16.11
number in quarter 1,337 1,432 1,411 1,328 1,443 1,367 1,486 1,345 1,389
3 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop fires from happening H3 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 2,202 2,184 2,194 2,122 2,062 2,063 2,028 2,020 1,999 2,027 2,046 2,050 2,386 All non domestic 2015/16 2,062 2,073 2,060 2,112 2,120 2,116 2,146 2,153 2,121 2,091 2,069 2,052 2,372 primary fires in RRO HoFS 2016/17 2,018 2,015 1,984 1,968 1,981 1,982 1,960 1,920 1,922 1,940 1,943 1,953 2,372 properties 2017/18 1,990 1,963 2,027 2,021 2,037 2,022 2,025 2,048 2,060 2,020 2,021 1,987 2,500 rolling 12 month 2018/19 1,942 1,938 1,888 2,500
All non domestic primary fires in RRO properties data target
2,500
2,000
1,500 Page 337 Page
1,000
500
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 1,984 1,982 1,922 1,953 1,953 2,027 2,022 2,060 1,987 1,987 1,888 All non domestic per 10,000 non H3 primary fires in RRO domestic 66.57 66.50 64.49 65.53 65.53 68.94 68.77 70.06 67.57 67.57 64.21 properties properties number in quarter 483 515 451 504 557 510 489 431 458
4 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop fires from happening H4 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 554 561 575 569 551 546 537 522 539 536 532 534 519 Fires in care homes & 2015/16 524 528 523 511 502 488 487 470 448 444 438 424 503 HoFS sheltered housing 2016/17 407 390 369 368 357 357 347 345 336 322 326 322 503 rolling 12 month 2017/18 332 332 345 342 352 349 361 362 374 363 367 365 400 2018/19 369 365 364 400
Fires in care homes & sheltered housing data target 600
500
400
Page 338 Page 300
200
100
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Fires in care homes & rolling 12 month 369 357 336 322 322 345 349 374 365 365 364 H4 sheltered housing number in quarter 70 87 70 95 93 91 95 86 92
5 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop fires from happening IP2 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 4,299 4,261 4,265 4,124 4,001 4,077 4,069 4,078 4,086 4,115 4,099 4,094 down Arson incidents 2015/16 4,137 4,135 4,191 4,264 4,264 4,176 4,221 4,213 4,224 4,177 4,198 4,135 down HoFSt - all deliberate fires 2016/17 3,996 4,016 3,871 3,835 3,965 4,071 4,122 4,153 4,219 4,231 4,190 4,197 down rolling 12 month 2017/18 4,357 4,315 4,396 4,286 4,111 3,985 3,976 3,960 3,836 3,848 3,848 3,764 down 2018/19 3,538 3,439 3,352 down
Arson incidents - all deliberate fires data
4,500
4,000
3,500
3,000
2,500 Page 339 Page
2,000
1,500
1,000
500
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
` HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 3,871 4,071 4,219 4,197 4,197 4,396 3,985 3,836 3,764 3,764 3,352 Arson incidents IP2 per 10,000 4.47 4.70 4.87 4.84 4.84 5.01 4.54 4.37 4.29 4.29 3.80 - all deliberate fires population number in quarter 1,024 1,329 1,080 764 1,223 918 931 692 811
6 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop fires from happening IP3 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 5,946 5,881 5,968 5,829 5,779 5,820 5,805 5,664 5,693 5,760 5,776 5,726 down Outdoor rubbish fires 2015/16 5,859 5,946 6,019 6,067 6,043 5,981 6,055 6,136 6,124 6,107 6,193 6,124 down HoFSt - all 2016/17 5,959 5,963 5,629 5,630 5,810 5,757 5,860 5,942 5,951 5,924 5,776 5,790 down rolling 12 month 2017/18 5,912 5,780 5,930 5,829 5,574 5,563 5,463 5,425 5,366 5,385 5,420 5,256 down 2018/19 4,980 4,971 5,052 down
Outdoor rubbish fires - all data 7,000
6,000
5,000
4,000 Page 340 Page
3,000
2,000
1,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Outdoor rubbish fires - rolling 12 month 5,629 5,757 5,951 5,790 5,790 5,930 5,563 5,366 5,256 5,256 5,052 IP3 all number in quarter 1,575 1,677 1,470 1,068 1,715 1,310 1,273 958 1,511
7 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop other emergencies from happening CX1 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 30,982 30,917 30,811 30,200 29,952 29,956 29,763 29,575 28,922 28,972 28,686 28,682 All special services 2015/16 28,526 28,527 28,663 28,853 28,992 28,944 28,871 29,160 29,366 29,483 29,668 30,067 HoFS attended 2016/17 30,296 30,733 31,703 31,981 32,233 32,553 32,667 32,894 33,126 33,273 33,475 33,208 rolling 12 month 2017/18 33,294 33,227 32,572 32,478 32,222 32,106 32,016 31,859 31,933 31,825 31,680 32,862 2018/19 32,733 32,984 32,933
All special services attended data 35,000
30,000
25,000
20,000 Page 341 Page
15,000
10,000
5,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
All special services rolling 12 month 31,703 32,553 33,126 33,208 33,208 32,572 32,106 31,933 32,862 32,862 32,933 CX1 attended number in quarter 8,785 8,728 8,170 7,525 8,149 8,262 7,997 8,454 8,220
8 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop other emergencies from happening IP4 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 3,630 3,657 3,675 3,626 3,644 3,660 3,656 3,677 3,726 3,772 3,799 3,793 down 2015/16 3,747 3,794 3,813 3,903 3,925 3,988 4,010 4,029 4,057 4,089 4,131 4,215 down Road traffic collisions HoFS 2016/17 4,264 4,298 4,355 4,352 4,365 4,350 4,440 4,501 4,544 4,525 4,508 4,462 down rolling 12 month 2017/18 4,511 4,511 4,544 4,581 4,604 4,596 4,518 4,502 4,462 4,466 4,500 4,471 down 2018/19 4,387 4,398 4,383 down
Road traffic collisions data 5,000
4,500
4,000
3,500
3,000 Page 342 Page 2,500
2,000
1,500
1,000
500
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 4,355 4,350 4,544 4,462 4,462 4,544 4,596 4,462 4,471 4,471 4,383 IP4 Road traffic collisions number in quarter 1,129 1,126 1,233 974 1,211 1,178 1,099 983 1,123
9 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop other emergencies from happening IP5 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 6,578 6,578 6,554 6,462 6,378 6,378 6,372 6,343 6,322 6,291 6,302 6,296 down 2015/16 6,246 6,202 6,179 6,203 6,214 6,187 6,165 6,193 6,243 6,304 6,323 6,341 down Effecting entry/exit HoCRM 2016/17 6,329 6,416 6,449 6,480 6,611 6,658 6,591 6,629 6,622 6,587 6,633 6,602 down rolling 12 month 2017/18 6,624 6,618 6,587 6,565 6,443 6,468 6,547 6,504 6,575 6,619 6,641 6,695 down 2018/19 6,728 6,737 6,774 down
Effecting entry/exit data 8,000
7,000
6,000
5,000
Page 343 Page 4,000
3,000
2,000
1,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoCRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 6,449 6,658 6,622 6,602 6,602 6,587 6,468 6,575 6,695 6,695 6,774 IP5 Effecting entry/exit number in quarter 1,680 1,881 1,583 1,458 1,665 1,762 1,690 1,578 1,744
10 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Stop other emergencies from happening CX2 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2015/16 478 509 533 542 509 454 426 374 370 370 392 398 Special services 2016/17 410 423 722 663 573 571 564 582 576 564 536 520 HoOP Weather related flooding 2017/18 505 496 213 269 287 268 261 238 257 268 266 339 rolling 12 month 2018/19 348 493 465
Special services weather related flooding data 800
700
600
500
400 Page 344 Page
300
200
100
0
Jul-15 Jul-16 Jul-17 Jul-18
Jan-16 Jan-17 Jan-18 Jan-19
Oct-15 Oct-16 Oct-17 Oct-18
Apr-15 Apr-16 Apr-17 Apr-18
HoOP Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Special services rolling 12 month 722 571 576 520 520 213 268 257 339 339 465 CX2 Weather related flooding number in quarter 387 49 52 32 80 104 41 114 206
11 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies H5 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 50 50 49 50 50 50 50 50 50 50 49 49 53 Fire-related 2015/16 49 49 49 49 49 48 49 48 47 47 46 46 52 HoFS fatalities 2016/17 46 46 46 46 46 46 46 46 46 46 46 46 52 10 yr. average 2017/18 45 45 52 52 52 52 52 52 51 51 51 51 50 2018/19 52 52 52 50
Fire-related fatalities data target 60
50
40
Page 345 Page 30
20
10
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
10 yr. Average 46 46 46 46 46 52 52 51 51 51 52
rolling 12 month 35 39 46 44 109 108 103 109 43 H5 Fire-related fatalities per 100,000 population 0.40 0.45 0.53 0.51 0.51 1.24 1.23 1.17 1.24 1.24 0.49
number in quarter 10 9 14 11 75 8 9 17 9
12 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies H6 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 36 35 35 36 36 36 36 36 36 36 35 35 - Accidental fire deaths 2015/16 35 35 35 35 35 34 35 34 33 33 33 33 - HoFS in the home 2016/17 33 32 32 32 33 33 33 33 33 33 33 33 - 10 yr. average 2017/18 32 32 39 39 39 39 40 39 39 39 39 39 35 2018/19 39 39 39 35
Accidental fire deaths in the home data target 50
40
30 Page 346 Page
20
10
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
10 yr. Average 32 33 33 33 33 39 39 39 39 39 39
Accidental fire deaths in rolling 12 month 19 24 35 39 107 105 98 100 31 H6 the home per 100,000 population 0.22 0.28 0.40 0.45 0.45 1.22 1.20 1.12 1.14 1.14 0.35
number in quarter 6 8 14 11 74 6 7 13 5
13 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies CX3A Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 42 34 29 31 29 31 30 33 29 32 30 30 2015/16 31 36 37 32 33 32 36 33 32 31 34 36 All fire deaths HoFS 2016/17 39 37 35 37 38 39 41 42 46 48 50 44 rolling 12 month 2017/18 41 38 109 110 107 108 105 107 103 102 105 109 2018/19 111 112 43
All fire deaths data 120
100
80
Page 347 Page 60
40
20
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 35 39 46 44 44 109 108 103 109 109 43 CX3A All fire deaths number in quarter 10 9 14 11 75 8 9 17 9
14 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies CX3B Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 45.5 45.0 44.7 45.1 45.2 45.2 45.2 45.1 45.1 45.1 44.8 44.8 2015/16 44.2 44.7 44.5 44.5 44.5 43.9 44.2 43.5 42.9 42.6 42.3 42.3 Fatal fires HoFS 2016/17 42.5 42.4 42.2 42.2 42.5 42.3 42.6 42.1 42.5 42.4 42.4 42.3 10 yr. average 2017/18 41.2 41.2 40.9 41.2 41.1 41.1 41.2 40.9 40.5 40.5 40.7 40.9 2018/19 41.3 41.3 41.3
Fatal fires 10 yr. average data 50
45
40
35
30 Page 348 Page 25
20
15
10
5
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
10 yr. average 42.2 42.3 42.5 42.3 42.3 40.9 41.1 40.5 40.9 40.9 41.3
CX3B Fatal fires rolling 12 month 35 39 46 41 41 36 35 30 38 38 41
number in quarter 10 9 14 8 5 8 9 16 8
15 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies CX3C Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 35 27 23 25 23 25 25 28 26 28 26 25 Deaths arising from 2015/16 25 28 29 24 26 25 27 24 23 23 25 26 HoFS fires in dwellings 2016/17 29 28 26 28 28 29 33 34 38 41 44 41 rolling 12 month 2017/18 38 36 107 107 105 105 102 104 100 98 101 103 2018/19 103 104 35
Deaths arising from fires in dwellings data 120
100
80
Page 349 Page 60
40
20
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Deaths arising from fires rolling 12 month 26 29 38 41 41 107 105 100 103 103 35 CX3C in dwellings number in quarter 8 8 14 11 74 6 9 14 6
16 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies H7 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 1,161 1,156 1,152 1,153 1,148 1,142 1,140 1,132 1,129 1,129 1,125 1,124 - Injuries from fire 2015/16 1,116 1,109 1,107 1,104 1,104 1,094 1,086 1,083 1,078 1,071 1,069 1,057 - (excluding HoFS 2016/17 1,036 1,033 1,030 1,030 1,034 1,026 1,021 1,021 1,010 1,008 998 993 - precautionary checks) 2017/18 985 983 1,003 1,005 997 994 996 997 987 986 977 966 1,000 five year average 2018/19 962 963 960 1,000
injuries from fire (excluding precautionary checks) data target
1,200
1,000
800 Page 350 Page 600
400
200
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
5 yr. Average 1,030 1,026 1,010 993 993 1,003 994 987 966 966 960 Injuries from fire H7 (excluding rolling 12 month 899 927 889 851 851 993 991 1,036 1,045 1,045 930 precautionary checks) number in quarter 192 252 204 203 334 250 249 212 219
17 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies CX3E Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 646 636 647 636 631 631 623 601 598 611 609 593 2015/16 584 592 589 602 619 605 598 593 599 580 591 570 Serious fire injuries HoFS 2016/17 561 548 541 553 564 564 561 564 551 559 539 542 rolling 12 month 2017/18 541 554 660 654 624 655 651 659 659 675 683 686 2018/19 694 696 578
Serious fire injuries data 800
700
600
500
Page 351 Page 400
300
200
100
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 541 564 551 542 542 660 655 659 686 686 578 CX3E Serious fire injuries number in quarter 126 154 134 128 244 149 138 155 136
18 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies CX4A Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 145 139 139 140 138 142 137 136 135 142 143 143 Deaths at 2015/16 148 158 162 172 171 168 162 159 160 157 162 171 HoFS special services 2016/17 168 165 160 156 163 158 166 171 175 180 186 184 rolling 12 month 2017/18 183 183 190 189 183 189 186 186 181 186 178 176 2018/19 176 180 177
Deaths at special services data 200
180
160
140
120 Page 352 Page 100
80
60
40
20
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Deaths at rolling 12 month 160 158 175 184 184 190 189 181 176 176 177 CX4A special services number in quarter 33 42 50 59 39 41 42 54 40
19 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies CX4B Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 2,532 2,568 2,598 2,585 2,597 2,629 2,606 2,557 2,554 2,559 2,555 2,524 Injuries at 2015/16 2,502 2,533 2,521 2,574 2,590 2,603 2,585 2,611 2,625 2,656 2,689 2,751 HoFS special services 2016/17 2,824 2,859 2,881 2,851 2,849 2,859 2,915 3,013 3,018 2,977 2,982 2,944 rolling 12 month 2017/18 2,936 2,926 2,953 2,971 2,980 2,951 2,905 2,809 2,795 2,804 2,797 2,800 2018/19 2,789 2,810 2,775
Injuries at special services data 3,500
3,000
2,500
2,000 Page 353 Page
1,500
1,000
500
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Injuries at rolling 12 month 2,881 2,859 3,018 2,944 2,944 2,953 2,951 2,795 2,800 2,800 2,775 CX4B special services number in quarter 763 766 811 604 772 764 655 609 747
20 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Reduce the impact of fires and other emergencies IP6 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 1,708 1,737 1,772 1,779 1,804 1,826 1,820 1,783 1,779 1,774 1,798 1,809 down Casualties at road 2015/16 1,789 1,816 1,795 1,849 1,846 1,854 1,821 1,851 1,867 1,886 1,914 1,936 down HoFS traffic collisions 2016/17 1,977 1,989 1,999 1,952 1,944 1,958 2,025 2,068 2,081 2,054 2,037 2,013 down rolling 12 month 2017/18 1,998 1,997 2,027 2,037 2,031 1,991 1,934 1,872 1,830 1,831 1,819 1,803 down 2018/19 1,786 1,784 1,752 down
Casualties at road traffic collisions data 2,500
2,000
1,500 Page 354 Page
1,000
500
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Casualties at road traffic rolling 12 month 1,999 1,958 2,081 2,013 2,013 2,027 1,991 1,830 1,803 1,803 1,752 IP6 collisions number in quarter 512 511 563 427 526 475 402 400 475
21 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Inform and educate London's communities H8 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 84,645 85,091 85,455 85,425 85,778 86,576 85,628 84,959 85,222 85,776 86,717 86,989 73,000 Home fire safety 2015/16 86,500 86,554 86,877 87,043 86,856 86,587 87,125 87,885 87,867 87,111 86,618 86,608 73,500 visits (HFSVs) by LFB HoFSt 2016/17 86,470 86,226 85,737 85,216 85,623 85,476 84,750 84,466 84,647 84,796 84,676 84,898 73,500 staff 2017/18 85,155 84,715 84,555 85,134 84,877 84,504 84,526 84,146 83,923 83,503 83,539 83,343 73,000 rolling 12 month 2018/19 83,023 83,336 82,856 73,000
Home fire safety visits (HFSVs) by LFB staff data target
90,000
80,000
70,000
60,000
50,000 Page 355 Page
40,000
30,000
20,000
10,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Home fire safety visits rolling 12 month 85,737 85,476 84,647 84,898 84,898 84,555 84,504 83,923 83,343 83,343 82,856 H8 (HFSVs) by LFB staff number in quarter 22,113 22,209 20,899 19,677 21,770 22,158 20,318 19,097 21,283
22 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Inform and educate London's communities CX5 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 63,343 64,218 65,117 65,424 65,958 67,055 66,770 66,648 67,144 67,935 69,076 69,463 Priority HFSVs - high 2015/16 69,113 69,431 69,769 69,981 70,029 69,775 70,261 70,994 71,070 70,423 69,801 69,918 HoFSt risk people/places 2016/17 69,881 69,712 69,309 68,865 69,169 69,032 68,414 68,101 68,231 68,328 68,190 68,221 rolling 12 month 2017/18 68,427 67,904 67,701 67,847 67,546 67,075 67,194 66,727 66,466 66,066 66,129 65,958 2018/19 65,562 65,664 65,083
Priority HFSVs - high risk people/places data 80,000
70,000
60,000
50,000 Page 356 Page 40,000
30,000
20,000
10,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Priority HFSVs - high rolling 12 month 69,309 69,032 68,231 68,221 68,221 67,701 67,075 66,466 65,958 65,958 65,083 CX5 risk people/places number in quarter 18,135 18,000 16,597 15,489 17,615 17,374 15,988 14,981 16,740
23 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Inform and educate London's communities H9 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target Educating young 2014/15 79,257 78,898 80,260 78,937 78,930 74,267 70,916 67,370 65,465 66,242 66,685 68,161 - people on the risks 2015/16 68,925 68,642 72,120 74,492 74,516 78,188 81,576 86,122 88,114 87,523 90,963 91,227 - HoFS from fire and other 2016/17 93,332 93,664 95,753 97,818 97,819 97,577 95,284 96,680 95,490 94,527 91,557 94,646 - emergencies 2017/18 93,244 98,260 97,532 101,215 101,205 100,478 99,439 97,447 97,131 96,106 95,031 89,912 100,000 rolling 12 month 2018/19 91,288 88,249 86,816 100,000
Educating young people on the risks from fire and other emergencies data target 120,000
100,000
80,000 Page 357 Page 60,000
40,000
20,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Educating young people on rolling 12 month 95,753 97,577 95,490 94,646 94,646 97,532 100,478 97,131 89,912 89,912 86,816 H9 the risks from fire and other emergencies number in quarter 26,585 17,124 24,022 26,915 29,471 20,070 20,675 19,696 26,375
24 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Inform and educate London's communities CO1 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 11.9% 11.9% 11.8% 11.8% 11.9% 11.8% 11.8% 11.8% 11.8% 11.8% 11.9% 11.9% - Time spent by station 2015/16 11.8% 12.0% 12.1% 12.1% 12.2% 12.3% 12.3% 12.4% 12.5% 12.5% 12.5% 12.6% - staff on community HoFSt 2016/17 12.6% 12.7% 12.7% 12.7% 12.7% 12.7% 12.6% 12.6% 12.5% 12.5% 12.5% 12.4% - safety (%) 2017/18 12.3% 12.2% 12.2% 12.3% 12.4% 12.4% 12.4% 12.5% 12.5% 12.5% 12.6% 12.6% 10% rolling 12 month 2018/19 12.6% 12.7% 12.6% 10%
Time spent by station based staff on community safety (%) data target
14%
12%
10%
Page 358 Page 8%
6%
4%
2%
0%
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Time spent by station rolling 12 month 12.7% 12.7% 12.5% 12.4% 12.4% 12.2% 12.4% 12.5% 12.6% 12.6% 12.6% CO1 staff on community safety % in quarter 13.3% 12.7% 11.9% 11.7% 12.7% 13.3% 12.2% 12.2% 12.6%
25 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Influence and regulate the built envirnment H10 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 16,325 15,990 15,360 14,741 14,337 13,755 13,295 13,043 12,878 12,372 12,081 11,883 13,500 All fire safety 2015/16 12,136 12,283 12,973 13,317 13,679 14,019 14,463 14,900 15,335 15,813 16,144 16,269 14,000 inspections / audits HoFS 2016/17 16,295 16,312 16,022 15,726 15,808 15,691 15,539 15,468 15,168 14,967 14,763 14,647 14,000 carried out 2017/18 14,266 13,479 13,048 12,895 12,409 12,313 12,258 12,037 11,751 11,604 11,598 11,638 - rolling 12 month 2018/19 11,709 12,318 12,404 -
All fire safety inspections / audits carried out data target 18,000
16,000
14,000
12,000
10,000 Page 359 Page 8,000
6,000
4,000
2,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
All fire safety rolling 12 month 16,022 15,691 15,168 14,647 14,647 13,048 12,313 11,751 11,638 11,638 12,404 H10 inspections / audits carried out number in quarter 4,019 3,709 3,502 3,417 2,420 2,974 2,940 3,304 3,186
26 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Influence and regulate the built envirnment IP7 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target Consultations 2014/15 63.9% 66.2% 67.4% 68.7% 71.4% 72.5% 72.4% 73.4% 74.1% 74.4% 73.8% 73.0% up received 2015/16 73.2% 73.5% 74.6% 75.8% 76.8% 77.5% 79.0% 79.5% 79.2% 79.5% 78.9% 78.0% up HoFS % responses with in 2016/17 77.6% 76.5% 75.0% 74.2% 74.0% 73.4% 72.4% 71.6% 71.1% 70.6% 70.9% 71.5% up 14 days 2017/18 71.2% 71.6% 70.7% 68.9% 66.9% 64.9% 64.4% 62.9% 62.5% 62.6% 62.9% 61.7% up rolling 12 month 2018/19 61.3% 59.8% 59.9% up
Consultations received % responses with in 14 days data 90%
80%
70%
60%
50% Page 360 Page
40%
30%
20%
10%
0%
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
` HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Consultations received rolling 12 month 75.0% 73.4% 71.1% 71.5% 71.5% 70.7% 64.9% 62.5% 61.7% 61.7% 59.9% IP7 % responses with in 14 days number in quarter 68.1% 79.1% 69.7% 69.2% 64.9% 55.6% 59.3% 66.7% 57.7%
27 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Influence and regulate the built envirnment CO2 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 83.0% 84.7% 82.0% 82.1% 78.4% 78.0% 75.4% 73.0% 73.8% 72.4% 71.2% 67.9% 90% Alleged fire risks 2015/16 67.6% 69.5% 71.8% 73.0% 79.8% 82.2% 84.9% 84.0% 86.0% 86.8% 89.5% 93.5% 90% responded to with HoFS 2016/17 91.7% 94.3% 94.1% 93.1% 91.8% 91.4% 91.6% 92.9% 90.0% 90.4% 89.0% 89.9% 90% 3 hours 2017/18 91.8% 91.5% 92.2% 93.5% 94.3% 94.2% 94.1% 95.0% 97.9% 96.6% 96.8% 97.7% 90% rolling 12 month 2018/19 96.5% 95.6% 94.9% 90%
Alleged fire risks responded to with 3 hours data target 100%
90%
80%
70%
60%
Page 361 Page 50%
40%
30%
20%
10%
0%
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Alleged fire risks rolling 12 month 94.1% 91.4% 90.0% 89.9% 89.9% 92.2% 94.2% 97.9% 97.7% 97.7% 94.9% CO2 responded to with 3 hours number in quarter 90.0% 91.7% 85.2% 92.9% 100% 100% 100% 89.5% 87.5%
28 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Influence and regulate the built envirnment CX6 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 7,981 7,829 7,407 6,992 6,705 6,357 6,093 5,957 5,918 5,654 5,514 5,351 4,750 Fire safety 2015/16 5,535 5,684 6,118 6,404 6,779 7,063 7,302 7,581 7,751 8,035 8,270 8,431 5,000 inspections / audits in HoFS 2016/17 8,487 8,501 8,416 8,230 8,152 8,012 7,881 7,838 7,650 7,504 7,310 7,114 5,000 high risk premises 2017/18 6,872 6,391 6,085 6,151 5,967 5,983 5,986 5,844 5,766 5,737 5,733 5,776 5,000 rolling 12 month 2018/19 5,799 6,132 6,201 5,000
Fire Safety Inspections / audits in high risk premises data target
9,000
8,000
7,000
6,000 Page 362 Page
5,000
4,000
3,000
2,000
1,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Fire safety inspections / rolling 12 month 8,416 8,012 7,650 7,114 7,114 6,085 5,983 5,766 5,776 5,776 6,201 CX6 audits in high risk premises number in quarter 2,185 1,852 1,568 1,509 1,156 1,750 1,351 1,519 1,581
29 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Influence and regulate the built envirnment H11 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 22,871 22,785 22,545 22,147 21,933 21,785 21,591 21,296 21,134 21,008 20,793 20,635 23,086 False alarms due to 2015/16 20,708 20,530 20,641 20,694 20,715 20,662 20,537 20,737 20,757 20,865 21,105 21,157 21,932 HoFS AFAs - non domestic 2016/17 21,148 21,302 21,609 21,731 21,800 21,921 21,915 22,028 21,992 22,065 21,973 21,928 21,932 rolling 12 month 2017/18 21,936 21,894 21,739 21,655 21,660 21,580 21,668 21,604 21,820 21,691 21,786 22,020 20,000 2018/19 22,117 22,229 22,032 20,000
False alarms due to AFAs - non domestic attended not attended target
30,000
25,000
20,000
Page 363 Page 15,000
10,000
5,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 21,609 21,921 21,992 21,928 21,928 21,739 21,580 21,820 22,020 22,020 22,032 False alarms due to per 1,000 non H11 domestic 72.50 73.55 73.79 73.57 73.57 73.93 73.39 74.21 74.89 74.89 74.93 AFAs - non domestic properties number in quarter 5,390 5,783 5,587 5,168 5,201 5,624 5,827 5,368 5,213
30 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Influence and regulate the built envirnment CX7 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 37,281 37,251 36,982 36,415 36,312 36,090 35,892 35,493 35,285 35,133 34,925 34,676 2015/16 34,689 34,424 34,619 34,818 34,839 34,832 34,742 35,235 35,310 35,592 36,007 36,176 AFA's in all buildings HoFS 2016/17 36,311 36,599 37,226 37,541 37,732 38,024 38,112 38,270 38,476 38,607 38,571 38,570 rolling 12 month 2017/18 38,640 38,652 38,445 38,434 38,500 38,467 38,676 38,700 39,048 38,895 39,188 39,626 2018/19 39,811 40,102 39,970
AFA's in all buildings data 40,000
35,000
30,000
25,000 Page 364 Page 20,000
15,000
10,000
5,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 37,226 38,024 38,476 38,570 38,570 38,445 38,467 39,048 39,626 39,626 39,970 CX7 AFA's in all buildings number in quarter 9,382 10,259 9,981 8,948 9,257 10,281 10,562 9,526 9,601
31 Corporate Performance Digest - Q1 2018/19 AIM 1 : PREVENTION and PROTECTION Influence and regulate the built envirnment IP8 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 5,334 5,234 5,212 4,960 4,840 4,781 4,754 4,703 4,743 4,726 4,736 4,715 down 2015/16 4,715 4,718 4,752 4,780 4,806 4,804 4,800 4,843 4,853 4,887 4,883 4,895 down Shut in lift releases HoFSt 2016/17 4,841 4,890 4,858 4,912 4,908 5,014 4,999 5,022 5,075 5,142 5,134 5,134 down rolling 12 month 2017/18 5,199 5,183 5,257 5,157 5,132 5,065 5,113 5,149 5,166 5,099 5,123 5,258 down 2018/19 5,266 5,283 5,289 down
Shut in lift releases attended not attended
8,000
7,000
6,000
5,000
Page 365 Page 4,000
3,000
2,000
1,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 4,858 5,014 5,075 5,134 5,134 5,257 5,065 5,166 5,258 5,258 5,289 IP8 Shut in lift releases number in quarter 1,237 1,449 1,265 1,183 1,360 1,257 1,366 1,275 1,391
32 Corporate Performance Digest - Q1 2018/19 AIM 2 : RESPONSE and RESILIENCE A response that is high quality, effective and resilient CX8A Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 177,128 177,472 178,343 175,028 173,407 173,575 173,291 173,104 171,730 172,164 171,517 170,581 Number of 999 calls 2015/16 171,488 170,791 171,193 172,542 172,885 172,177 171,588 171,777 171,129 170,715 170,996 171,137 HoCRM answered 2016/17 169,212 169,791 170,180 168,599 170,043 171,167 171,924 172,179 173,270 174,074 173,942 174,047 rolling 12 month 2017/18 176,776 176,884 177,508 177,366 174,462 173,052 172,637 172,474 172,619 172,254 172,676 173,562 2018/19 171,313 172,235 171,536
Number of 999 calls answered data 180,000
160,000
140,000
120,000
100,000 Page 366 Page
80,000
60,000
40,000
20,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoCRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Number of 999 calls rolling 12 month 170,180 171,167 173,270 174,047 174,047 177,508 173,052 172,619 173,562 173,562 171,536 CX8A answered number in quarter 43,823 48,916 43,021 38,287 47,284 44,460 42,588 39,230 45,258
33 Corporate Performance Digest - Q1 2018/19 AIM 2 : RESPONSE and RESILIENCE A response that is high quality, effective and resilient CX8B Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar Average time to 2014/15 1.77 1.85 1.94 1.94 1.94 2.02 1.93 1.93 1.93 1.93 1.93 1.93 answer an emergency 2015/16 1.93 1.93 1.93 2.03 2.03 2.03 1.95 2.38 2.61 2.84 2.98 3.21 HoCRM (999) call 2016/17 3.37 3.63 4.20 4.50 4.83 5.08 5.32 5.23 5.24 5.23 5.23 5.15 (seconds) 2017/18 5.13 5.13 4.94 4.84 4.69 4.61 4.52 4.44 4.37 4.37 4.37 4.37 rolling 12 month 2018/19 4.37 4.28 4.19
Average time to answer an emergency (999) call (seconds) data 6
5
4
Page 367 Page 3
2
1
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoCRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Average time to answer rolling 12 month 4.20 5.08 5.24 5.15 5.15 4.94 4.61 4.37 4.37 4.37 4.19 CX8B an emergency (999) call (seconds) quarter 5.81 5.65 5.00 4.00 5.01 4.38 4.00 4.00 4.37
Data for October and up to 16 November (Vison go-live: 17/11/2015) has been estimated, this due to missing data for that period.
34 Corporate Performance Digest - Q1 2018/19 AIM 2 : RESPONSE and RESILIENCE A response that is high quality, effective and resilient CO3 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 93.5% 93.3% 92.9% 92.8% 92.5% 92.3% 92.2% 92.1% 92.3% 92.3% 92.5% 92.5% 92% Emergency 999 calls - 2015/16 92.4% 92.5% 92.6% 92.6% 92.9% 92.9% 93.2% 91.8% 90.8% 90.4% 90.1% 89.4% 92% % answered within 7 HoCRM 2016/17 89.0% 88.4% 87.4% 86.9% 86.0% 85.5% 83.0% 83.8% 84.3% 84.4% 84.6% 85.1% 92% seconds 2017/18 85.4% 85.6% 86.0% 86.2% 86.7% 87.1% 89.5% 89.9% 90.1% 90.3% 90.4% 90.3% 92% rolling 12 month 2018/19 90.5% 90.5% 90.8% 92%
Emergency 999 calls - % answered within 7 seconds data target 100%
90%
80%
70%
60%
Page 368 Page 50%
40%
30%
20%
10%
0%
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoCRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Emergency 999 calls - rolling 12 month 87.4% 85.5% 84.3% 85.1% 85.1% 86.0% 87.1% 90.1% 90.3% 90.3% 90.8% CO3 % answered within 7 seconds % in quarter 85.2% 85.0% 79.0% 91.6% 88.4% 89.1% 91.5% 92.6% 90.2%
Data for October and up to 16 November (Vison go-live: 17/11/2015) has been estimated, this due to missing data for that period.
35 Corporate Performance Digest - Q1 2018/19 AIM 2 : RESPONSE and RESILIENCE A response that is high quality, effective and resilient IP9 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 6,206 6,359 6,544 6,842 6,936 6,930 6,963 7,251 7,149 7,075 7,100 7,149 up Number of 2015/16 7,098 6,891 6,664 6,381 6,290 6,255 6,150 5,675 5,504 5,335 5,158 4,985 up non-attended calls HoCRM 2016/17 4,784 4,674 4,633 4,518 4,328 4,264 4,232 4,226 4,210 4,310 4,270 4,294 up due to call filtering 2017/18 4,369 4,341 4,289 4,204 4,168 4,036 3,931 3,859 3,857 3,745 3,784 3,804 up rolling 12 month 2018/19 3,816 3,875 3,910 up
Number of non-attended calls due to call filtering data 8,000
7,000
6,000
5,000
Page 369 Page 4,000
3,000
2,000
1,000
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoCRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Number of rolling 12 month 4,633 4,264 4,210 4,294 4,294 4,289 4,036 3,857 3,804 3,804 3,910 IP9 non-attended calls due to call filtering number in quarter 1,008 1,149 1,154 983 1,003 896 975 930 1,109
36 Corporate Performance Digest - Q1 2018/19 AIM 2 : RESPONSE and RESILIENCE A response that is high quality, effective and resilient H12 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target Average time to deal 2014/15 01:41 01:41 01:41 01:42 01:42 01:42 01:42 01:43 01:42 01:42 01:42 01:42 01:40 with a 999 call 2015/16 01:42 01:42 01:42 01:42 01:41 01:41 01:40 01:40 01:40 01:40 01:40 01:40 01:40 HoCRM (attended calls) in 2016/17 01:40 01:40 01:40 01:39 01:39 01:39 01:39 01:38 01:38 01:37 01:37 01:37 01:40 Control (min:sec) 2017/18 01:37 01:37 01:37 01:37 01:37 01:36 01:36 01:36 01:36 01:36 01:35 01:35 01:40 rolling 12 month 2018/19 01:34 01:34 01:33 01:40
Average time to deal with a 999 call (attended calls)in Control (min:sec) data target 02:00
01:40
01:20
Page 370 Page 01:00
00:40
00:20
00:00
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoCRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Av. time to deal with a rolling 12 month 01:40 01:39 01:38 01:37 01:37 01:37 01:36 01:36 01:35 01:35 01:33 H12 999 call (attended calls) in Control (min:sec) quarter 01:41 01:36 01:34 01:37 01:39 01:36 01:32 01:31 01:33
Note on Data: Data for call handling has been revised. Examination has shown that data previously reported since go-live of the Vision mobilising system (in November 2015) wrongly included non-attended calls, and none of the data excluded calls with very extended times (e.g. of an hour or more), nor calls which were not treated as an emergency. The rules for the calculation of attendance times have now been applied to call handling data which produces the revised and correct data set in this digest.
37 Corporate Performance Digest - Q1 2018/19 AIM 2 : RESPONSE and RESILIENCE A response that is high quality, effective and resilient H13 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 05:18 05:20 05:21 05:22 05:23 05:24 05:25 05:26 05:26 05:27 05:26 05:27 06:00 Average arrival time - 2015/16 05:28 05:28 05:29 05:30 05:31 05:32 05:32 05:33 05:33 05:32 05:32 05:31 06:00 1st appliance HoFSt 2016/17 05:31 05:30 05:29 05:28 05:27 05:26 05:25 05:24 05:23 05:23 05:22 05:21 06:00 (mm:ss) 2017/18 05:21 05:20 05:19 05:19 05:17 05:16 05:14 05:13 05:13 05:12 05:12 05:12 06:00 rolling 12 month 2018/19 05:11 05:11 05:11 06:00
Average arrival time - 1st appliance (mm:ss) data target
06:00
05:00
04:00
Page 371 Page 03:00
02:00
01:00
00:00
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Average arrival time - rolling 12 month 05:29 05:26 05:23 05:21 05:21 05:19 05:16 05:13 05:12 05:12 05:11 H13 1st appliance (mm:ss) time for quarter 05:23 05:24 05:23 05:16 05:15 05:10 05:12 05:13 05:10
38 Corporate Performance Digest - Q1 2018/19 AIM 2 : RESPONSE and RESILIENCE A response that is high quality, effective and resilient H14 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 06:40 06:42 06:44 06:46 06:47 06:47 06:48 06:48 06:48 06:48 06:47 06:47 08:00 Average arrival time - 2015/16 06:49 06:49 06:50 06:51 06:51 06:52 06:53 06:52 06:52 06:52 06:52 06:51 08:00 2nd appliance HoFSt 2016/17 06:50 06:50 06:49 06:48 06:43 06:46 06:45 06:45 06:45 06:44 06:44 06:43 08:00 (mm:ss) 2017/18 06:43 06:42 06:42 06:41 06:40 06:39 06:37 06:35 06:35 06:34 06:34 06:33 08:00 rolling 12 month 2018/19 06:32 06:32 06:31 08:00
Average arrival time - 2nd appliance (mm:ss) data target
08:00
07:00
06:00
05:00 Page 372 Page 04:00
03:00
02:00
01:00
00:00
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Average arrival time - rolling 12 month 06:49 06:46 06:45 06:43 06:43 06:42 06:39 06:35 06:33 06:33 06:31 H14 2nd appliance (mm:ss) time for quarter 06:43 06:46 06:49 06:37 06:37 06:34 06:33 06:31 06:28
39 Corporate Performance Digest - Q1 2018/19 AIM 2 : RESPONSE and RESILIENCE A response that is high quality, effective and resilient H15 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 95.9% 95.8% 95.8% 95.8% 95.7% 95.7% 95.7% 95.7% 95.8% 95.7% 95.8% 95.7% 90% Incidents with 1st 2015/16 95.6% 95.6% 95.5% 95.4% 95.4% 95.3% 95.2% 95.1% 95.1% 95.2% 95.2% 95.3% 90% appliance arrival time HoFSt 2016/17 95.4% 95.4% 95.4% 95.6% 95.6% 95.7% 95.8% 95.9% 95.9% 95.9% 95.9% 96.0% 90% 10 minutes or less (%) 2017/18 96.0% 96.0% 96.1% 96.2% 96.3% 96.4% 96.5% 96.6% 96.6% 96.7% 96.7% 96.7% 90% rolling 12 month 2018/19 96.7% 96.7% 96.7% 90%
Incidents with 1st appliance arrival time 10 minutes or less data target
100%
90%
80%
70%
60%
Page 373 Page 50%
40%
30%
20%
10%
0%
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Incidents with 1st rolling 12 month % 95.4% 95.7% 95.9% 96.0% 96.0% 96.1% 96.4% 96.6% 96.7% 96.7% 96.7% H15 appliance arrival time 10 minutes or less (%) % in quarter 95.7% 95.9% 95.8% 96.5% 96.5% 96.8% 96.7% 96.8% 96.5%
40 Corporate Performance Digest - Q1 2018/19 AIM 2 : RESPONSE and RESILIENCE A response that is high quality, effective and resilient H16 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 98.0% 98.0% 98.0% 98.0% 97.9% 97.9% 98.0% 98.0% 98.0% 98.0% 98.0% 98.0% 95% Incidents with 1st 2015/16 98.0% 97.9% 97.9% 97.9% 97.8% 97.8% 97.7% 97.7% 97.7% 97.8% 97.8% 97.8% 95% appliance arrival time HoFSt 2016/17 97.8% 97.9% 97.8% 98.0% 98.0% 98.0% 98.1% 98.1% 98.1% 98.1% 98.2% 98.2% 95% 12 minutes or less (%) 2017/18 98.2% 98.2% 98.3% 98.3% 98.3% 98.4% 98.4% 98.5% 98.5% 98.5% 98.5% 98.5% 95% rolling 12 month 2018/19 98.5% 98.5% 98.5% 95%
Incidents with 1st appliance arrival time 12 minutes or less data target
100%
90%
80%
70%
60% Page 374 Page 50%
40%
30%
20%
10%
0%
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoFSt Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Incidents with 1st rolling 12 month % 97.8% 98.0% 98.1% 98.2% 98.2% 98.3% 98.4% 98.5% 98.5% 98.5% 98.5% H16 appliance arrival time 12 minutes or less (%) % in quarter 98.0% 98.1% 98.2% 98.4% 98.4% 98.5% 98.6% 98.6% 98.4%
41 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES A professional organisation CO6A Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 4.44% 4.48% 4.51% 4.55% 4.66% 4.74% 4.81% 4.87% 4.98% 5.10% 5.18% 5.23% 3.65% Working days lost to 2015/16 5.22% 5.24% 5.26% 5.31% 5.37% 5.39% 5.37% 5.40% 5.34% 5.32% 5.32% 5.30% 3.65% sickness - operational HoHRM 2016/17 5.32% 5.35% 5.39% 5.39% 5.36% 5.38% 5.41% 5.38% 5.40% 5.45% 5.45% 5.44% 3.65% staff (%) 2017/18 5.46% 5.46% 5.45% 5.46% 5.47% 5.45% 5.44% 5.46% 5.49% 5.53% 5.58% 5.60% 3.65% rolling 12 month 2018/19 5.58% 5.58% 5.61% 3.65%
Working days lost to sickness - operational staff (%) data target
6%
5%
4%
Page 375 Page 3%
2%
1%
0%
Jul-14 Jul-15 Jul-16 Jul-17
Jan-15 Jan-16 Jan-17 Jan-18
Oct-14 Oct-15 Oct-16 Oct-17
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoHRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month % 5.4% 5.4% 5.4% 5.4% 5.4% 5.5% 5.5% 5.5% 5.6% 5.6% 5.6% Working days lost to CO6A sickness - operational % for quarter 5.1% 6.0% 5.8% 4.9% 5.1% 6.0% 5.9% 5.4% 5.1%
staff (%) number for rolling 12 months 9.7 9.6 9.6 9.8 9.8 9.9 9.9 10.0 10.2 10.2 10.2
42 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES A professional organisation CO6B Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 3.00% 3.12% 3.17% 3.22% 3.33% 3.42% 3.47% 3.50% 3.48% 3.42% 3.36% 3.26% 2.48% Working days lost to 2015/16 3.18% 3.21% 3.19% 3.23% 3.22% 3.27% 3.34% 3.43% 3.58% 3.79% 3.93% 4.06% 2.48% sickness - FRS staff HoHRM 2016/17 4.09% 4.09% 4.14% 4.15% 4.11% 4.11% 4.04% 3.99% 3.89% 3.73% 3.57% 3.50% 2.48% (%) 2017/18 3.49% 3.45% 3.42% 3.41% 3.48% 3.50% 3.52% 3.54% 3.57% 3.71% 3.88% 3.96% 2.48% rolling 12 month 2018/19 4.01% 4.02% 3.98% 2.48%
Working days lost to sickness - FRS staff (%) data target
5%
4%
3% Page 376 Page
2%
1%
0%
Jul-14 Jul-15 Jul-16 Jul-17
Jan-15 Jan-16 Jan-17 Jan-18
Oct-14 Oct-15 Oct-16 Oct-17
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoHRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month % 4.1% 4.1% 3.9% 3.5% 3.5% 3.4% 3.5% 3.6% 4.0% 4.0% 4.0% Working days lost to CO6B % for quarter 3.3% 3.3% 4.0% 3.4% 3.0% 3.7% 4.2% 5.0% 3.1% sickness - FRS staff (%) number for rolling 12 months 10.5 10.3 9.8 9.0 9.0 8.9 9.1 9.3 10.3 10.3 10.3
43 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES A professional organisation CO6C Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 5.95% 5.96% 6.28% 6.49% 6.77% 6.98% 7.14% 7.25% 7.37% 7.74% 8.05% 8.27% 4.70% Working days lost to 2015/16 8.06% 7.93% 7.59% 7.19% 6.78% 6.71% 6.65% 6.51% 6.69% 6.66% 6.57% 6.34% 4.70% sickness - control HoHRM 2016/17 6.22% 5.94% 5.89% 5.90% 5.96% 5.82% 5.49% 5.44% 5.11% 4.91% 4.90% 5.05% 4.70% staff (%) 2017/18 5.29% 5.60% 5.71% 5.71% 5.60% 5.58% 5.88% 6.19% 6.56% 7.18% 7.38% 7.43% 4.70% rolling 12 month 2018/19 7.39% 7.54% 7.86% 4.70%
Working days lost to sickness - control staff (%) data target
9%
8%
7%
6%
5% Page 377 Page 4%
3%
2%
1%
0%
Jul-14 Jul-15 Jul-16 Jul-17
Jan-15 Jan-16 Jan-17 Jan-18
Oct-14 Oct-15 Oct-16 Oct-17
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoHRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month % 5.9% 5.8% 5.1% 5.1% 5.1% 5.7% 5.6% 6.6% 7.4% 7.4% 7.9% Working days lost to CO6C sickness - control staff % for quarter 3.1% 5.1% 5.1% 6.9% 5.8% 4.6% 8.9% 10.3% 7.6%
(%) number for rolling 12 months 10.6 8.6 9.2 9.1 9.1 10.4 10.2 12.0 13.6 13.6 14.3
44 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES A professional organisation IP10A 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 target HoHRM Number of apprentices employed by the Brigade (FTE) 3 3 3 3 3 1 up Annual data
IP10B 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 target HoP Number of apprentices employed by contractors (FTE) 11 5 6 4 13 6 up Annual data
Number of apprentices employed by the Brigade and contractors Brigade Contractors 14
12 Page 378 Page
10
8
6
4
2
0 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
* Provisional data for 2017/18
45 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Inclusion CO7A 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 Improve the ethnic diversity (BAME) of each trainee Actual 9.4% - 5.4% 22.9% 21.0% 16.3% HoHRM firefighter intake Annual data Target - - - - - 25.0%
CO7B 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 Improve the gender diversity (Woman) of each Actual 25.0% - 8.1% 10.0% 10.5% 11.6% HoHRM trainee firefighter intake Annual data Target - - - - - 18.0%
The diversity of each trainee firefighter intake – women & BAME (%) BAME women 30% BAME target women target
25% Page 379 Page
20%
15%
10%
5%
0% 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
46 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Inclusion CO8 Q1 Q2 Q3 Q4 target CO9 Q1 Q2 Q3 Q4 target 2014/15 23.5% 22.6% 22.7% 22.9% - 8.3% 8.1% 8.3% 8.1% 15% 2015/16 22.9% 25.2% 23.8% 23.3% - Ethnic diversity 7.3% 9.3% 9.9% 10.7% 16% HoHR Gender diversity 2016/17 21.7% 22.0% 22.9% 23.1% - (BAME) of FRS staff 10.9% 10.9% 10.8% 10.1% 16% M (men) of control staff 2017/18 26.2% 25.7% 25.2% 23.9% 26% top earners 10.1% 11.7% 12.1% 12.8% 16% 2018/19 24.1% 26% 12.8% 16%
BAME % men % Gender diversity (men) of control staff Ethnic diversity (BAME) of FRS staff top earners BAME target men target 30%
25%
20%
Page 380 Page 15%
10%
5%
0% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2014/15 2015/16 2016/17 2017/18 2018/19
HoHRM Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Gender diversity (men) No. 23 24 24 24 24 28 28 27 27 27 27 CO8 of control staff % as at… 21.7% 22.0% 22.9% 23.1% 23.1% 26.2% 25.7% 25.2% 23.9% 23.9% 24.1%
Ethnic diversity (BAME) No. 15 15 15 14 14 15 17 18 19 19 19 CO9 of FRS staff top earners % as at… 10.9% 10.9% 10.8% 10.1% 10.1% 10.1% 11.7% 12.1% 12.8% 12.8% 12.8%
47 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Inclusion CO10A 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 Pay ratio between highest and median salary for Actual 5.85 5.83 4.72 4.76 5.12 5.40 HoHRM permanent staff Annual data Target - - - - - 6.00
CO10B 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Gender pay gap - all staff (median) Actual - - - -6.68% -4.07% - HoHRM Annual data Target - - - - - ±3%
Pay ratio between highest and median salary for permanent staff Pay Ratio Gender pay gap - all staff (median) Pay gap 7 -8.00% target target
6 -7.00%
-6.00% Page 381 Page 5
-5.00% 4 -4.00% 3 -3.00%
2 -2.00%
1 -1.00%
0 0.00% 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Before 2015/16 Data for CO10B- Gender pay gap is not available Data for 2017/18 is not available
48 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Inclusion
Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
% of workforce % as at… 6.8% 6.9% 6.9% 7.0% 7.0% 7.1% 7.2% 7.2% 7.3% CX10A Operational staff 7.0% 7.2% women number 327 327 326 327 326 328 334 333 340
% of workforce % as at… 45.5% 46.0% 46.7% 46.8% 47.7% 47.3% 48.3% 48.6% 48.8% CX10B FRS staff 46.8% 48.6% women number 353 357 362 368 371 364 378 387 393
% of workforce % as at… 78.3% 78.0% 77.1% 76.9% 73.8% 74.3% 74.8% 76.1% 75.9% CX10C control staff 76.9% 76.1% women number 83 85 81 80 79 81 80 86 85
% of workforce % as at… 12.6% 12.7% 12.8% 13.0% 13.1% 13.1% 13.1% 13.3% 13.4% CX11A Operational staff 13.0% 13.3% BAME number 601 603 600 609 606 605 605 617 624
% of workforce % as at… 26.3% 26.7% 26.7% 27.4% 27.9% 28.2% 28.6% 29.2% 29.7%
Page 382 Page CX11B FRS staff 27.4% 29.2% BAME number 204 207 207 215 217 217 224 233 239
% of workforce % as at… 11.3% 11.9% 11.4% 12.5% 11.2% 12.8% 11.2% 12.4% 11.6% CX11C control staff 12.5% 12.4% BAME number 12 13 12 13 12 14 12 14 13
% of workforce % as at… 3.3% 3.5% 3.7% 3.8% 4.0% 4.2% 5.1% 5.2% 5.2% CX12A Operational staff 3.8% 5.2% disabled number 156 168 174 180 185 192 236 242 243
% of workforce % as at… 9.2% 9.5% 10.2% 10.8% 11.1% 12.3% 13.8% 13.6% 13.3% CX12B FRS staff 10.8% 13.6% disabled number 71 74 79 85 86 95 108 108 107
% of workforce % as at… 8.5% 8.3% 10.5% 10.6% 10.3% 10.1% 11.2% 10.6% 10.7% CX12C control staff 10.6% 10.6% disabled number 9 9 11 11 11 11 12 12 12
% of workforce % as at… 3.7% 3.8% 3.9% 3.9% 4.0% 4.2% 4.7% 4.7% 4.5% CX13A Operational staff 3.9% 4.7% LGB number 177 182 184 185 187 193 216 216 211
% of workforce % as at… 4.3% 4.6% 4.5% 4.7% 5.0% 4.9% 4.5% 4.4% 4.1% CX13B FRS staff 4.7% 4.4% LGB number 33 36 35 37 39 38 35 35 33
% of workforce % as at… 0.9% 1.8% 1.9% 1.9% 2.8% 3.7% 3.7% 5.3% 5.4% CX13C control staff 1.9% 5.3% LGB number 1 2 2 2 3 4 4 6 6 49 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Inclusion
Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Promoted staff to reflect the % rolling 12 month 10.8% 10.5% 11.1% 11.0% 9.8% 10.1% 11.4% 11.5% 13.1% CX14A ethnic diversity (BAME) – 11.0% 11.5% Operational staff number 32 30 30 29 19 21 24 21 17 Promoted staff to reflect the % rolling 12 month 43.4% 40.0% 36.0% 36.5% 30.0% 27.5% 30.2% 24.0% 18.0% CX14B ethnic diversity (BAME) – 36.5% 24.0% FRS staff number 23 22 18 19 15 14 16 12 9 Promoted staff to reflect the % rolling 12 month 0.0% 12.5% 11.1% 10.0% 11.1% 0.0% 0.0% n/a 16.7% CX14C ethnic diversity (BAME) – 10.0% n/a Control staff number 0 1 1 1 1 0 0 0 1
Promoted staff to reflect the % rolling 12 month 7.1% 6.7% 5.2% 5.3% 7.7% 9.1% 9.0% 10.4% 11.5% CX14D gender diversity (Women) – 5.3% 10.4% Operational staff number 21 19 14 14 15 19 19 19 15 Promoted staff to reflect the % rolling 12 month 52.8% 58.2% 56.0% 63.5% 58.0% 54.9% 58.5% 58.0% 60.0% CX14E gender diversity (Women) – 63.5% 58.0% Page 383 Page FRS staff number 28 32 28 33 29 28 31 29 30 Promoted staff to reflect the % rolling 12 month 100% 75.0% 77.8% 80.0% 77.8% 100% 100% n/a 66.7% CX14F gender diversity (Women) – 80.0% n/a Control staff number 1 6 7 8 7 2 1 0 4
Promoted staff to reflect the % rolling 12 month 6.1% 5.3% 4.1% 4.2% 4.1% 4.3% 6.2% 6.6% 9.2% CX14G disability diversity – 4.2% 6.6% Operational staff number 18 15 11 11 8 9 13 12 12 Promoted staff to reflect the % rolling 12 month 7.5% 5.5% 6.0% 7.7% 8.0% 9.8% 11.3% 12.0% 16.0% CX14H disability diversity – 7.7% 12.0% FRS staff number 4 3 3 4 4 5 6 6 8 Promoted staff to reflect the % rolling 12 month 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% n/a 16.7% CX14J disability diversity – 0.0% n/a Control staff number 0 0 0 0 0 0 0 0 1
Promoted staff to reflect the % rolling 12 month 3.0% 3.2% 3.0% 3.4% 5.2% 5.8% 5.2% 4.9% 3.8% CX14K LGBT diversity – 3.4% 4.9% Operational staff number 9 9 8 9 10 12 11 9 5 Promoted staff to reflect the % rolling 12 month 5.7% 5.5% 6.0% 7.7% 12.0% 9.8% 9.4% 8.0% 6.0% CX14L LGBT diversity – 7.7% 8.0% FRS staff number 3 3 3 4 6 5 5 4 3 Promoted staff to reflect the % rolling 12 month 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% n/a 16.7% CX14M LGBT diversity – 0.0% n/a Control staff number 0 0 0 0 0 0 0 0 1 50 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Inclusion
Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Top earners % as at… 7.6% 7.8% 7.5% 6.9% 6.9% 7.1% 6.8% 6.5% 6.6% 6.6% 7.1% CX15A Operational staff women number 18 18 18 16 16 15 16 15 15 15 17
Top earners % as at… 45.3% 45.3% 44.6% 43.9% 43.9% 43.9% 43.4% 43.6% 43.9% 43.9% 43.9% CX15B FRS staff women number 62 62 62 61 61 61 63 65 65 65 65
Top earners % as at… 60.0% 66.7% 50.0% 55.6% 55.6% 50.0% 50.0% 45.5% 58.3% 58.3% 54.6% CX15C control staff women number 6 6 5 5 5 5 5 5 7 7 6
Top earners % as at… 11.4% 11.2% 11.3% 12.1% 12.1% 12.4% 12.3% 11.2% 11.5% 11.5% 10.9% CX15D Operational staff BAME number 27 26 27 28 28 28 29 26 26 26 26 Page 384 Page Top earners % as at… 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% CX15F control staff BAME number 0 0 0 0 0 0 0 0 0 0 0
Top earners % as at… 3.4% 3.9% 4.2% 3.9% 3.9% 4.0% 3.8% 3.9% 4.0% 4.0% 3.8% CX15G Operational staff LGBT number 8 9 10 9 9 9 9 9 9 9 9
Top earners % as at… 6.6% 7.3% 7.2% 7.9% 7.9% 7.9% 7.6% 6.7% 6.1% 6.1% 6.8% CX15H FRS staff LGBT number 9 10 10 11 11 11 11 10 9 9 10
Top earners % as at… 0.0% 0.0% 0.0% 0.0% 0.0% 10.0% 10.0% 9.1% 8.3% 8.3% 9.1% CX15I control staff LGBT number 0 0 0 0 0 1 1 1 1 1 1
Top earners % as at… 5.1% 7.3% 7.5% 7.8% 7.8% 8.0% 8.5% 10.8% 11.5% 11.5% 11.3% CX15J Operational staff disabled number 12 17 18 18 18 18 20 25 26 26 27
Top earners % as at… 4.4% 4.4% 4.3% 4.3% 4.3% 4.3% 4.1% 7.4% 6.8% 6.8% 7.4% CX15K FRS staff disabled number 6 6 6 6 6 6 6 11 10 10 11
Top earners % as at… 0.0% 11.1% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 8.3% 8.3% 9.1% CX15L control staff disabled number 0 1 0 0 0 0 0 0 1 1 1
51 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Inclusion
Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Voluntary leavers % as at… 10.6% 13.4% 14.0% 10.7% 10.7% 10.2% 10.0% 12.1% 13.3% 13.3% 15.8% CX16A Operational staff BAME number 27 30 33 25 25 26 26 30 33 33 35
Voluntary leavers % as at… 2.8% 4.0% 5.1% 6.0% 6.0% 6.3% 5.7% 5.2% 5.2% 5.2% 4.1% CX16B Operational staff women number 7 9 12 14 14 16 15 13 13 13 9
Voluntary leavers % as at… 21.6% 21.1% 23.3% 11.9% 11.9% 14.3% 14.3% 14.6% 19.1% 19.1% 20.5% CX16C FRS staff BAME number 8 8 10 5 5 7 7 7 9 9 9
Voluntary leavers % as at… 35.1% 36.8% 34.9% 26.2% 26.2% 34.7% 38.8% 33.3% 34.0% 34.0% 34.1% CX16D FRS staff women number 13 14 15 11 11 17 19 16 16 16 15 Page 385 Page
52 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Inclusion IP19 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 target Contractor staff paid London’s HoP Living Wage 221 180 182 179 162 176 up Annual data
Contractor staff paid London’s Living Wage data 250
200
150 Page 386 Page 100
50
0 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
* Provisional data for 2017/18
53 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Safety CO11 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 528 514 510 493 490 513 514 497 500 511 484 482 536 Road traffic collisions 2015/16 474 467 476 485 486 481 489 500 495 485 495 491 509 involving brigade HoHS 2016/17 504 511 503 503 513 513 500 500 509 515 504 499 509 vehicles 2017/18 489 476 480 487 468 460 457 463 456 455 457 469 484 rolling 12 month 2018/19 468 496 488 460
Road traffic collisions involving brigade vehicles data target 600
500
400
Page 387 Page 300
200
100
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoHS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Road traffic collisions rolling 12 month 503 513 509 499 499 480 460 456 469 469 488 CO11 involving brigade vehicles number in quarter 132 151 120 96 113 131 116 109 132
54 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Safety CO12 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 165 169 172 176 181 189 184 192 188 192 174 175 - Injuries from 2015/16 163 167 164 165 162 154 157 148 154 139 139 145 - HoHS operational incidents 2016/17 146 141 142 139 142 144 144 140 136 144 149 136 - rolling 12 month 2017/18 133 130 198 191 187 185 181 200 202 196 200 205 135 2018/19 209 213 151 135
Injuries from operational incidents data target 250
200
150 Page 388 Page
100
50
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoHS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Injuries from operational rolling 12 month 142 144 136 136 136 198 185 202 205 205 151 CO12 incidents number in quarter 34 43 32 27 96 30 49 30 42
55 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Safety CO13 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target Injuries, deaths and 2014/15 110 113 122 130 131 138 134 142 142 140 131 133 115 dangerous 2015/16 122 128 115 110 114 107 112 101 102 99 96 94 109 HoHS occurrences reported 2016/17 93 85 87 86 86 86 79 77 72 73 78 73 109 under RIDDOR 2017/18 76 75 86 85 78 76 79 84 85 83 81 82 104 rolling 12 month 2018/19 85 89 79 99
Injuries, deaths and dangerous occurrences reported under RIDDOR data target 160
140
120
100
Page 389 Page 80
60
40
20
0
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoHS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Injuries, deaths and rolling 12 month 87 86 72 73 73 86 76 85 82 82 79 CO13 dangerous occurrences reported under RIDDOR number in quarter 21 27 9 16 34 17 18 13 31
56 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Safety
Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 0 0 0 0 0 0 0 0 0 0 0 CX17A RIDDOR - deaths number in quarter 0 0 0 0 0 0 0 0 0
rolling 12 1 1 1 1 1 5 4 4 4 4 2 RIDDOR - month CX17B 'specified' injuries number in quarter 0 1 0 0 4 0 0 0 2 RIDDOR - rolling 12 month 85 84 70 71 71 80 71 81 78 78 77 CX17C 'over 7 day' number in injuries quarter 21 26 8 16 30 17 18 13 29
Deaths and serious rolling 12 month 9 8 8 11 11 11 9 9 6 6 8 CX17D injuries to MoP from Page 390 Page RTC's involving number in 0 3 4 4 0 1 4 1 2 Brigade vehicles quarter
57 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Sustainability CO14 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 Spend with small to medium Actual 24.2% 23.3% 18.8% 11.2% 26.9% 39.0% 49.5% 21.1% 12.4% HoP sized enterprizes (SMEs) Annual data Target ------33.0%
% spend target Spend with small to medium sized enterprizes (SMEs) 60%
50%
40%
Page 391 Page 30%
20%
10%
0% 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
* Provisional data for 2017/18
58 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Sustainability CX18 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar 2014/15 96.8% 97.2% 97.6% 98.1% 98.2% 98.5% 98.8% 98.8% 98.8% 98.9% 98.9% 98.9% Undisputed invoices 2015/16 98.4% 98.4% 98.4% 98.4% 98.7% 98.6% 98.7% 98.9% 99.0% 98.7% 98.7% 99.0% from SME - paid HoF 2016/17 99.1% 99.2% 99.2% 99.2% 99.3% 99.4% 99.3% 99.3% 99.3% 99.8% 99.9% 99.8% within 10 days (%) 2017/18 99.8% 99.8% 99.8% 99.7% 99.7% 99.7% 99.7% 99.7% 99.6% 99.7% 99.7% 99.6% rolling 12 month 2018/19 99.5% 99.1% 99.0%
Undisputed invoices from SME - paid within 10 days data 100%
80%
60% Page 392 Page
40%
20%
0%
Jul-14 Jul-15 Jul-16 Jul-17
Jan-15 Jan-16 Jan-17 Jan-18
Oct-14 Oct-15 Oct-16 Oct-17
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoF Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Undisputed invoices rolling 12 month % 99.2% 99.4% 99.3% 99.8% 99.8% 99.8% 99.7% 99.6% 99.6% 99.6% 99.0% CX18 from SME - paid within 10 days (%) % in quarter 99.9% 99.8% 99.9% 99.7% 99.6% 99.5% 99.7% 99.7% 96.7%
59 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Sustainability CO15 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
Reducing our CO2 Total CO2 (tn) 19,578 19,149 17,517 18,066 15,452 14,352 13,057 14,566 13,369 HoP emissions % Change 20.0% 21.8% 28.5% 26.2% 36.9% 39.4% 43.7% 40.5% 45.4% Annual data Target - - - 6% 32% 45% 45% 45% 45%
% reduction Reducing our CO2 emissions CO2 50% 25,000
45%
40% 20,000
35%
30% 15,000
25% Page 393 Page 20% 10,000
15%
10% 5,000
5%
0% 0 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18
* Buildings data for 2017/18
60 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Sustainability IP20 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target 2014/15 99.0% 99.0% 99.1% 99.2% 99.2% 99.1% 98.9% 98.8% 98.8% 98.7% 98.4% 98.2% 98% Total waste 2015/16 98.0% 97.7% 97.5% 97.3% 96.9% 96.8% 96.7% 96.7% 96.7% 96.8% 97.1% 97.3% 98% HoTSS recycled (%) 2016/17 97.4% 97.3% 94.0% 90.1% 86.0% 82.2% 78.6% 74.9% 71.7% 65.1% 60.5% 55.6% 98% rolling 12 month 2017/18 52.4% 49.5% 49.5% 49.8% 50.3% 50.6% 50.6% 50.9% 50.6% 52.6% 53.4% 54.9% 80% 2018/19 54.9% 54.9% 55.0% 80%
Total waste recycled (%) data target 100%
90%
80%
70%
60%
Page 394 Page 50%
40%
30%
20%
10%
0%
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoTSS Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 month 695,918 633,922 548,647 501,003 501,003 469,877 505,258 518,703 503,954 503,954 487,043 (kg) Total waste IP20 Rolling 12 month 94.0% 82.2% 71.7% 55.6% 55.6% 49.5% 50.6% 50.6% 54.9% 54.9% 55.0% recycled (%) (%) Percentage in quarter 84.0% 50.8% 55.3% 41.6% 55.4% 54.4% 54.2% 55.7% 55.8%
61 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Sustainability IP21 Q1 Q2 Q3 Q4 target 2014/15 8.2% 6.0% 5.0% 5.0% 6% Energy generated 2015/16 8.9% 7.2% 5.2% 8.0% 6% through renewable HoTSS 2016/17 8.7% 6.6% 8.1% 6.7% 6% resources (%) 2017/18 14.3% n/a n/a 8.3% 12% rolling 12 month 2018/19 12%
Energy generated through renewable resources (%) data target 16%
14%
12%
10%
8% Page 395 Page
6%
4%
2%
0% Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2014/15 2015/16 2016/17 2017/18 2018/19
Data for Q2 2017/18, Q3 2017/18 and Q1 2018/19 for 'IP21 Energy generated through renewable resources' is not available
62 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Accountability CO16 Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar target Requests for 2014/15 98.0% 97.8% 97.4% 97.4% 97.7% 97.6% 97.6% 97.3% 97.6% 96.5% 96.5% 96.0% 100% information (DPA, FoIA 2015/16 96.8% 97.0% 97.4% 97.6% 97.6% 97.6% 97.7% 97.9% 97.6% 98.5% 98.8% 99.0% 100% HoICT and EIR) - within the 2016/17 98.7% 98.7% 98.4% 98.4% 98.4% 98.1% 98.1% 97.8% 97.9% 97.6% 97.7% 97.8% 100% statutory time limits (%) 2017/18 98.3% 98.4% 98.8% 98.4% 97.6% 97.7% 97.2% 97.5% 97.5% 97.6% 97.5% 97.5% 95% rolling 12 month 2018/19 97.1% 96.6% 96.2% 95%
Requests for information (DPA, FoIA and EIR) - within the statutory time limits (%) data target 100%
80%
60% Page 396 Page
40%
20%
0%
Jul-14 Jul-15 Jul-16 Jul-17 Jul-18
Jan-15 Jan-16 Jan-17 Jan-18 Jan-19
Oct-14 Oct-15 Oct-16 Oct-17 Oct-18
Apr-14 Apr-15 Apr-16 Apr-17 Apr-18
HoICT Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Requests for information (DPA, rolling 12 month 98.4% 98.1% 97.9% 97.8% 97.8% 98.8% 97.7% 97.5% 97.5% 97.5% 96.2% CO16 FoIA and EIR) - within the statutory time limits (%) percentage in quarter 96.7% 98.9% 97.8% 97.8% 100% 95.2% 97.1% 97.6% 94.6%
63 Corporate Performance Digest - Q1 2018/19 AIM 3 : PEOPLE and RESOURCES Accountability IP22 Q1 Q2 Q3 Q4 target IP23 Q1 Q2 Q3 Q4 target 2014/15 99 91 81 75 down 352 317 305 315 up Total complaints 2015/16 67 88 91 87 down Total compliments 317 337 333 337 up HoCO received 2016/17 95 86 100 116 down received 336 372 419 449 up rolling 12 month 2017/18 126 112 105 106 down rolling 12 month 754 731 702 713 up 2018/19 111 down 435 up
Total complaints and compliments received complaints compliments 800
700
600
500
400 Page 397 Page
300
200
100
0 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2014/15 2015/16 2016/17 2017/18 2018/19
HoCO Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
Total complaints rolling 12 month 95 86 100 116 116 126 112 105 106 106 111 IP22 received number in quarter 21 31 33 31 31 17 26 32 36
Total compliments rolling 12 month 336 372 419 449 449 754 731 702 713 713 435 IP23 received number in quarter 87 139 112 111 392 116 83 122 114
64 Corporate Performance Digest - Q1 2018/19
Q1 Q2 Q3 Q4 16/17 Q1 Q2 Q3 Q4 17/18 Q1 Q2 Q3 Q4 18/19
rolling 12 31.9% 31.1% 30.7% 30.0% 30.0% 29.1% 28.7% 28.2% 28.5% 28.5% 28.4% Dwelling fires month with no smoke alarm fitted number in quarter 31.6% 29.8% 30.2% 28.4% 28.1% 28.1% 28.3% 29.7% 27.6%
rolling 12 93,694 88,858 Number of school month 94,831 96,684 94,606 93,694 96,623 99,558 96,172 88,858 85,755 children reached number in quarter 26,396 17,010 23,866 26,422 29,325 19,945 20,480 19,108 26,222
rolling 12 131 167 Participants of JFIS month Annual data Annual data Annual data schemes number in quarter
rolling 12 630 635 Participants of LIFE month 663 634 625 630 587 598 637 635 642 schemes number in quarter 189 114 156 171 146 125 195 169 153
Participants of Fire rolling 12 191* 252* month Annual data Annual data Annual data
Page 398 Page Cadets scheme number in (includes graduate cadets) (includes graduate cadets) (includes graduate cadets) *July passout quarter
rolling 12 Enforcement notices month 2.6% 2.5% 2.4% 2.7% 2.7% 3.0% 3.4% 3.7% 3.3% 3.3% 3.2% served as a % of all on-site number in inspections / audits quarter 2.5% 2.5% 2.3% 3.5% 3.9% 4.0% 3.3% 2.1% 3.3%
rolling 12 month 4 4 4 5 5 10 10 9 8 8 4 Prosecutions made number in quarter 0 2 1 2 5 2 0 1 1
rolling 12 5 8 Successful month 4 4 4 5 10 10 9 8 4 prosecutions number in quarter 0 2 1 2 5 2 0 1 1
rolling 12 51 63 Prohibition notices month 28 42 46 51 52 49 55 63 68 served number in quarter 7 20 12 12 8 17 18 20 13
rolling 12 6,673 6,556 6,665 6,674 6,674 6,382 6,497 6,530 7,633 7,633 7,808 Special services month flooding number in quarter 1,805 1,552 1,727 1,590 1,513 1,667 1,760 2,693 1,688
Information access rolling 12 month 378 378 374 412 412 487 562 644 676 676 639 requests (FOIA, number in DPA, EIR) received quarter 91 93 92 136 166 168 174 168 129
65 Corporate Performance Digest - Q1 2018/19 Index
AFAs - in all building 31 Fatal dwelling fires - no smoke alarm was fitted 65 AFAs - non domestic properties 30 Fatal fires - all 15 All fires 2 Fatalities - arising from primary fires 10 yr. average 12 Alleged fire risks - 3 hour response 28 Fatalities - all fire 14 Apprentices employed by the Brigade (FTE) 45 F Fatalities - fire in dwellings 16 A Apprentices employed by the contractors (FTE) 45 Fatalities - accidental fire in dwellings 13 Arrival time - first appliance 38 Fire safety inspections - all 26 Arrival time - less than 10 minutes 40 Fires - all 2 Arrival time - less than 12 minutes 41 Flooding - weather related 11 Arrival time - second appliance 39 G Arson incidents - all deliberate fires 6 HFSVs - priority by brigade staff 23 H B Boroughs below national average 1 HFSVs - by brigade staff 22 Care home fire 5 Injuries arising from fires in dwellings 16 Casualties at road traffic collisions 21 Injuries arising from primary fires 17
Page 399 Page Community Fire Cadets Scheme 65 Injuries from operational incidents 55 C Community Fire Cadets scheme - participants 65 Injuries - serious 18 I Community Safety - time spent by station based staff 25 Injuries - special services 20 Consultations received% responses with in 14 days 27 Inspections - all 26 Contractor staff paid London’s Living Wage 53 Inspections - high risk premises 29 Deaths at special sevices 19 Invoices from SME 59 Diversity of each trainee firefighter intake 46 J JFIS schemes - participants 65 Diversity (men) of control staff 47 K D Diversity (BAME) of FRS staff top earners 47 L LIFE schemes - participants 65 Dwelling fires - all 3 M Dwelling fires - no smoke alarm fitted 65 Emergency calls answered within 7 seconds 35 Educating young people on the risks 24 E Energy requirement generated through renewable resources 62 Enforcement notices served 65
66 Corporate Performance Digest - Q1 2018/19 Index
All non domestic primary fires in RRO properties 4 Schools - visits 65 Number ofnon-attended calls due to call filtering 36 Shut in lift releases 32 N Number of school children reached 65 Sickness 42-44 Number of schools visited 65 S Special services - all 8 O Special services - RTC 9 Pay ratio between highest and median salary 48 Special services - entry/exit 10 Pay gap - all staff (median) 48 Spend with small to medium sized enterprizes (SMEs) 58 P Prohibition notices served 65 Time taken to deal with a 999 call 37 Promoted staff - control / FRS / operational staff - women / BAME / disabled / LGBT 50 Time to answer an emergency (999) call 34 Prosecutions made and successful prosecutions 65 Top earners - control / FRS / operational staff - women / BAME / disabled / LGBT 51 Q Total CO2 emissions 60 T Requests for information under the DPA, FoIA and EIR that were fulfilled in full within the statutory Total complaints received 64 63 time limits Total compliments received 64 RIDDOR 56 Total emergency (999) calls handled by control 33 Page 400 Page RIDDOR - death 57 Total waste recycled 61 R RIDDOR - 'specified' injuries 57 U Undisputed invoices from small to medium enterprises paid within 10 days 59 RIDDOR - 'over 7 day' injuries 57 V Voluntary leavers - FRS / operational staff - women / BAME 52 RTCs involving brigade vehicles 54 Workforce composition - control / FRS / operational staff - women / BAME / disabled / LGBT 49 Rubbish fires - all outdoor 7 Working days lost as a result of sickness - control staff 44 W Working days lost as a result of sickness - FRS staff 43 Working days lost as a result of sickness - operational staff 42 X-Y-Z
67 Appendix 5c Page 401 Page
Quarter 1 2018/19
Contents
Contents page 1 Response and Resilience – providing a high quality, effective response 22
Key to abbreviations and symbols used 2 Key points 22
Performance at a glance 3 Performance indicators 23
Introduction 4 Operation in numbers 25
Summary of performance 4 People and Resources – delivering a positive and healthy culture 26
Publicity and campaign news 4 Key points 26
Useful links 6 Performance indicators 27
London Fire Commissioner’s Decisions 7 Key people and resources information – workforce composition 34
Financial Performance 10 Delivering on action plans 35 Page 402 Page Performance in the year to date 10 Our risk perspective 37
Financial Trends 11 Delivering on change – corporate portfolio 39
Capital, Borrowing and Reserves 12
Prevention and Protection – where fires are happening and who we're targeting 13
Key points 13
Fire Safety 13
Fire Safety prosecutions 13
Notice of deficiencies 13
Grenfell Tower fire update 14
Youth work 14
Performance indicators 17
Page 1
Key to abbreviations and symbols used RAG Status Indicators Projects Risks LSP Commitments Performance indicator data
time/cost targets will be 1 - 9% - the risk profile is activity is on target to meet Performance indicators, unless otherwise performance on target achieved and all quality within acceptable limits its deadline stated, are displayed using rolling 12 month criteria satisfied data. This is to avoid any significant 0% - the risk profile is too fluctuations caused by factors such as currently off-plan but impact performance within 10% of low or 10 - 24% - the risk activity is unlikely to meet its seasonality, and to highlight the actual will be minor and/or target profile exceeds acceptable deadline underlying performance trend. remedial actions are in place limits currently off-plan and will performance more than 10% 25% + - the risk profile is too activity will not meet its not meet time, cost and/or from target high deadline quality expected Page 403 Page
N/A project closed or closing N/A activity has been completed
Past performance HX : A Performance Indicator without RAG colour
Current performance with RAG colour
Target line
2013/14 2014/15 2015/16 2016/17 2017/18
Page 2
Performance at a glance
To be a world class fire and rescue service for London, Londoners and visitors Corporate Aims London Safety Plan Corporate Performance Indicators Number of commitments p 17 - 21 Aim 1 – PREVENTION and PROTECTION : Engaging with London’s p 35 - 36 communities to inform and educate people in how to reduce the risk of 3 fires and other emergencies. Influencing and regulating the built environment to protect people, property and the environment from Aim 1 harm. 7 1 Aim 2 – RESPONSE and RESILIENCE : Planning and preparing for p 23 - 24 p 27 - 32 emergencies that may happen and making a high quality, effective and resilient response to them. To use our resources in a flexible and efficient way arriving at incidents as quickly as we can. 1 Aim 3 – PEOPLE and RESOURCES : Developing and training our staff 17 2 to their full potential, at the same time transforming the Brigade so that it 10 is a place where people want to work, and have the opportunity to Page 404 Page Aim 2 Aim 3 5 influence how we work maximising how we spend our money, ensuring 11 2 that the Brigade is supported through intelligent systems and data, 3 5 property investment, procurement, vehicles and equipment. 1 Aim 1 Aim 2 Aim 3 Corporate Risk Register Corporate Projects Finance p 37 - 38 4 projects on target p 10 - 12 Capital 5 projects off target Exp Very likely 5% 2 1 p 39 - 40 4
Likely 10 4 Staff Exp 3 LIKELIHOOD 64% Other Unlikely 1 2 1 4 Exp 2 5 31%
Very unlikely 1 1
Minor Significant Major Catastrophic 1 2 3 4 2017/18 spend
IMPACT
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Introduction The number of fires in the home (dwelling fires) continues to reduce (5,584) Summary of performance over the longer term. Welcome to the London Fire Brigade’s performance report for quarter one 2018/19. The number of injuries from fires continues to reduce (959) when compared This report provides an overview of Brigade activities across prevention and to data over five years. protection, response and resilience, people and resources (Aims 1, 2 and 3), as well as updates on related key performance areas including risks and projects. This A total of 82,848 home fire safety visits (HFSV) have been conducted and is report also contains a high level financial summary and information on topical issues well in excess of the target of 74,000 for 2018/19. such as publicity and campaigns and the Grenfell Tower fire. The speed of attendance to incidents by both first and second fire pumping This report is supported by a corporate performance data digest showing headline appliances continues to remain well within the performance targets (6 minutes and corporate indicator performance against agreed targets in the London Safety and 8 minutes, on average, respectively). On average, a first appliance arrived at Plan, as well as the Brigade’s improve and context measures. an incident in 5 minutes 11 seconds and a second appliance in 6 minutes 31 seconds. The first appliance arrived within 10 minutes on over 96 per cent of The financial data provided is the outturn position as at the end of quarter one occasions. 201 405 Page 8/19. However, the all fire deaths (10 year average) remains above target (52), along Performance at a glance with accidental fire deaths in the home (10 year average) (39). In the 12 The Brigade is delivering well against its performance portfolio. Commitments and months to the end of Q1 2018/19, there were a total of 44 fire fatalities, compared actions arising from strategic plans such as the London Safety Plan are progressing. to 109 in the same period for the previous 12 months. In terms of performance across the aims, the summary position remains mixed. The Brigade is doing well in terms of delivering against Aim 2 – Response and The Brigade is also exceeding its sickness targets for all staff groups, with sickness Resilience. Aim 1 – Prevention and Protection has been impacted by the rise in fire above target levels for Operational staff (5.47 per cent), Fire and Rescue staff (3.88 fatalities and false alarms, and Aim 3 – People and Resources continues to be per cent), and Control staff (7.66 per cent). affected by long term sickness levels and the challenge to meet higher diversity targets. Publicity and campaign news The Brigade’s corporate risk register has been updated for 2018/19 in light of a new New website risk management strategy. There are now six red risks which reflect new priority On 27 March 2018 the LFB launched a new website, the first new website we’ve areas to manage. Four key projects are progressing to schedule. More information had since 2008. One key benefit is that the new site is mobile enabled; designed for on all these areas including exceptions is given later in this report. use on all platforms. The site contains a wealth of new advice and content on safety in the home and workplace. It has dedicated advice for landlords and carers and Performance highlights - indicators sections on road safety and training for bikers. There are new borough areas for Performance as at the year ending Q1 2018/19 is generally good, with the majority improved community access and the whole site is designed to be a more useful, of indicators meeting the target. The positive performance highlights are: modern fire and rescue service website. It has improved the flow of traffic from popular news and incident content to meaningful safety advice. The site offers
Page 4 greater local interaction opportunities and local channels, including 27 borough Total Recalls twitter accounts. A new email update is being offered to those signing up to receive This campaign continues to call for changes to the way fridges and freezers are it via the new site, providing community safety advice. Digital channels have been manufactured and to the product recalls system. LFB worked with the BBC’s used to promote events and opportunities for the public including fire station open Watchdog programme and on 16 May DAC Charlie Pugsley featured extensively in days, recruitment open days and road safety events. The new site has facilitated a a package broadcast on the primetime BBC One about the long running issues with huge increase in the Brigade’s contact with members of the public for safety advice Whirlpool tumble dryers, the changes manufacturers could make to improve white and concerns. Comparing the month 22 January – 22 February to 22 June – 22 July goods safety and providing safety messages to the public on what they can do to there was a increases in the number of people who visited the book a home fire stay safe. As a result, he was approached directly by BEIS for his input on their work safety visit page, in the number of people visiting our incident pages and in people on tumble dryers. visiting the site overall. Since the launch of the new site the proportion of people Emollient Creams and Carers Week using mobile or tablets to access the site has gone up by 5 per cent. Fifteen Londoners have died in the last three years in fires where it’s believed that a Sherlock The Fire Brigade Dog was published on 4 May to coincide with flammable skin cream was found to have spread flames across bedsheets or International Firefighter's Day. It is a joint collaboration between London Fire clothing. In May LFB issued a warnings about these creams and advice on how to Brigade, LFB Enterprises (LFBe) and the publisher, Penguin Books. It tells the story minimise the fire risk, this was widely featured in Evening Standard, Daily Mail, Daily of the unbreakable bond between Watch Manager, Paul Osborne and Sherlock Mirror The Sun but also medical trade titles such as Nursing Standard and the BMJ . from 406 Page LFB’s fire investigation team which was formed when they met in 2013. Paul To coincide with Carers Week 11 – 17 June letters went out promoting new guides and Sherlock are an important and integral part of LFB's firefighting and prevention for vulnerable people and their carers to help identify fire risks and reduce the team. There was wide-spread publicity for the book when it was published with Paul chance of a fire taking place in their homes. These letters went to Directors of Social and Sherlock appearing on nationwide TV and radio and in national newspapers. Care/Adult Social Care or other appropriate officers at each London Borough, to ITV, This Morning’s YouTube video of their appearance currently has nearly 64,000 care homes, charities and relevant training providers (over 2000 letters in total). views. Marathon The #firefightingsexism campaign is part of the LFB’s Safer Together Strategy Two teams of firefighters from North Kensington and Paddington fire stations, along and is designed to challenge the use of the term fireman in media articles in print, with number of other firefighters from across London, pledged to run the London during broadcasts and online. In this quarter The Commissioner and Deputy Mayor Marathon to raise money for charities supporting local people affected by the fire at wrote to a number of key stakeholders to ask for their support of the campaign and Grenfell Tower and the Firefighters Charity. This provided an opportunity for the to pledge to stop using the word ‘firemen’ (a job title that hasn’t actually existed for Brigade to help manage the intense media interest in the Grenfell Tower fire without over 30 years) and use ‘firefighter’ instead, pointing out that research shows that prejudicing the legal processes underway. Widespread coverage was secured using ‘fireman’ reinforces the view that it’s a man’s job and deters women who including BBC Breakfast, Good Morning Britain, The Mirror and numerous other would make brilliant firefighters from applying to the LFB. This letter went to all national and pan London media. Over £160k was raised for the charities. London Assembly Members and MPs. LFB also wrote to media outlets, advertisers and creative agencies asking them to make the pledge too. The Press office have also been proactively correcting references to ‘fireman’ in national media which in itself has become news.
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Useful links Our London Safety Plan, setting out our priorities and how we’ll help make London the safest global city can be found here: https://www.london-fire.gov.uk/news/2017-news/london-safety-plan/ Further information about LFB and what we do can be found on our website here: https://www.london-fire.gov.uk/about-us/ Our publication scheme in terms of routine information we publish can be found here: https://www.london-fire.gov.uk/about-us/transparency/ We also publish a number of data sets on the London Data Store here: http://data.london.gov.uk/dataset?organization=lfepa Page 407 Page
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London Fire Commissioner’s Decisions On 1 April 2018, the London Fire and Emergency Planning Authority (LFEPA) was London Fire Commissioner – Structures and Political Restrictions - This abolished and the London Fire Commissioner was created in its place. Decisions report explains the political restrictions affecting employees of the London Fire previously made by LFEPA are now made by the London Fire Commissioner, the Commissioner (the Commissioner). (The law is contained in sections 1 - 3 of the Mayor of London and the new Deputy Mayor for Fire and Resilience. The following Local Government and Housing Act 1989 (as amended) and regulations made decisions have been taken by the LFC between 1 April and 30 June 2018. under that Act), and exemplifies the London Fire Commissioner's top management structure, as at 1 April 2018. These decisions are published on the London Fire website at https://www.london- fire.gov.uk/about-us/our-decisions/. London Fire Commissioner – Cyber Defence System – This report makes the case for the Brigade to procure a "Cyber Defence System", to be deployed to London Fire Commissioner Governance Direction 2018 – ln anticipation of protect the Brigade's information, systems and associated assets from hostile/ the abolition of the London Fire and Emergency Planning Authority and its malicious threats. The London Fire Commissioner has delegated the approval for replacement by the London Fire Commissioner from 1 April 2018, the Mayor has the procurement initiation for a Cyber Defence System to the Director of Corporate issued a Direction to the London Fire Commissioner (LFC): the London Fire Services. Commissioner Governance Direction 2018. Page 408 Page London Fire Commissioner - Matters Arising from an Employment Tribunal London Fire Commissioner – Corporate Seal - Under the Policing and Crime Judgement – The London Fire Commissioner has entered into a further Standstill Act 2017, the London Fire and Emergency Planning Authority (LFEPA) was Agreement expiring on 31 July 2018 , so that negotiations relating to the abolished on 31 March 2018 and the London Fire Commissioner (the redeployment deductions may continue and be concluded regarding the judgment Commissioner) has been established as a corporation sole and new functional body of an Employment Tribunal concerning deductions from the pay of three crew from 1 April 2018. The London Fire Commissioner has established its new manager starred (CM*) staff received by a meeting of the London Fire and Corporate Seal. Emergency Planning Authority (LFEPA) on 24 November 2014. At its meeting on 26 London Fire Commissioner – Scheme of Governance - The Scheme sets out March 2015 LFEPA approved the terms on which LFEPA's Head of Legal and detailed governance arrangements for the Commissioner as the fire and rescue Democratic Services was authorised to seek to settle ancillary matters arising from authority for London. It complies with the Greater London Authority (GLA) Group the case. LFEPA Resources Committee was brought up to date on progress at its Corporate Governance Framework and is drafted to ensure that the high standard of meetings on 16 July 2015, 17 September 2015, 25 July 2016, 17 March 2017, and 3 governance and accountability achieved by the predecessor Authority is continued. November 2017. London Fire Commissioner – Policy Adoption - On 1 April 2018 the London London Fire Commissioner – Records management and storage services – Fire and Emergency Planning Authority were abolished and the London Fire retendering – This reports seeks approval to initiate re-tendering action for the Commissioner became the fire and rescue authority for Greater London. contract to provide for the management and storage of Brigade records. The Immediately before the transfer, LFEPA had in place policies, strategies, codes of Brigade out-sources its records management and storage arrangements when it practice, guidance, instructions and decisions that are adopted by the London Fire moved to the Union Street headquarters. Records storage was previously a service Commissioner. provided and managed in-house.
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London Fire Commissioner – HMICFRS Inspection – Resource implications documents (Word), spreadsheets (Excel) and presentation (PowerPoint) software in – One of the roles of the new Her Majesty’s Inspectorate of Constabulary and Fire 1999. A corporate budget is in place for the licensing of these products. The and Rescue Services (HMICFRS) is to support continuous improvement and support licensing arrangement with Microsoft requires a three yearly confirmation of the fire and rescue services become more effective. Based on experiences of previous Brigade’s requirements against Microsoft’s current licensing structure and prices. inspection and peer review regimes, this is likely to place a new resourcing London Fire Commissioner – Electric Vehicle Charge Points – Electric Vehicle requirement on the Brigade to facilitate the inspection process. Charge Points (EVCPs) were installed at 78 of the London Fire Commissioner’s London Fire Commissioner – Firefighter recruitment – qualification (LFC) premises in 2015. Since the introduction of 57 electric range extended and requirements – This report seeks to enable applicants for trainee firefighter Plug-in Hybrid Electric Vehicles into the LFC fleet, the demand for EVCPs across the positions to demonstrate the required competence in English and Maths by means estate has increased considerably. A tender for further installation works and of GCSE examination passes or certified achievement of Functional Skills level 2 in management of new and existing EVCPs was conducted using an existing local these subjects. Where such evidence is not available, candidates will continue to be authority framework agreement. Two suppliers submitted compliant tenders, and required to pass the Brigade’s ability tests in English and Maths. the contract is awarded to the bidder who offered the most economically advantageous tender. London Fire Commissioner – Local Pay Policy – This report sets out a formal pay policy statement for 2018/19 to be adopted by the London Fire Commissioner London Fire Commissioner – Business Intelligence Solutions: Data Platform in accordance with the requirements of the Localism Act 2011, section 38. Procurement - This Decision authorises the initiation of tendering for a contract to Page 409 Page design and build a data platform as part of the Business Intelligence Solutions (BIS) London Fire Commissioner – Transparency – information/data published – project. The BIS project was approved by the former London Fire and Emergency This report outlines the information published by the London Fire Commissioner Planning Authority's (LFEPA) Resources Committee (reports FEP 2578 and FEP (LFC) to provide clarity and reassurance that the LFC is no less transparent than the 2626) and is a budgeted corporate capital project. The data platform will enable the former London Fire and Emergency Planning Authority. Brigade to create a central repository for all of reported information, which in turn London Fire Commissioner – General Data Protection Regulation – will improve access to, encourage better use of and better organise the Brigade's readiness – This report updates the London Fire Commissioner on the progress of data from all its information systems. work to prepare for the implementation of the new data protection regime London Fire Commissioner – Procurement and Financial Delegations - This introduced by the EU’s General Data Protection Regulation (GDPR) and the new report recommends amendments to the London Fire Commissioner’s Scheme of Data Protection Bill/Act 2018. This report seeks to provide assurance to the London Governance. It proposes that approval of procurement initiation under the Fire Commissioner that the London Fire Brigade will be broadly compliant with the Procurement Standing Orders should be delegated by the Commissioner to the GDPR from 25 May 2018 (when the new arrangements came into effect). Director of Corporate Services and to the Assistant Director (Technical and London Fire Commissioner – Replacement of Incident Ground Commercial) and that the Assistant Director (Finance) should have delegated Communications – Update – This report sets out the case for replacing personal authority to exercise certain powers relating to financial management concurrently issue fireground radios and mobile repeaters under a newly established project, and with the Director of Corporate Services. deferring the replacement of the BARIE and Intrinsically Safe Radios to be carried London Fire Commissioner – Fire Engineering Qualifications - Following out under the scope of the Respiratory Protective Equipment (RPE) project. changes to the provision of Fire Safety training course from the Babcock's contract, London Fire Commissioner – Microsoft Office Licensing Renewal – London this report seeks approval from the London Fire Commissioner, to tender for the Fire Brigade adopted Microsoft (MS) Office as its desktop tool for email (Outlook),
Page 8 provision of the Fire Engineering Degree course for five years commencing 2018, to replace previous arrangements. London Fire Commissioner – Appointment of Assistant Director, People Services - ln 2017, Assistant Commissioner Andy Roe and Tracey Dennison, interim Head of Human Resources Management, undertook a review of people- related services in the Brigade, leading to the creation of a People Services department for the Brigade, which would be headed up by a new Assistant Director. ln February 2018. the Brigade engaged Gatenby Sanderson to undertake an executive search and selection process to support the appointment of an Assistant Director of People Services. As a consequence, a recruitment panel has met and recommended an appointment to the post. London Fire Commissioner – Provision of Insurance Services - This report seeks approval to award contracts for the London Fire Brigade’s insurance policies from 1July 2018. The LFB has a range of insurance policies in place to protect against the financial impact of liability claims and loss of assets, with annual Page 410 Page premiums paid to insurers to provide the required level of cover. The existing insurance arrangements expire on 30 June 2018.
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Financial Performance Performance in the year to date
LFC Revenue (£000s) Budget Outturn Variance Revenue Position Operational staff 240,397 236,389 (4,008) The forecast outturn position for 2018/19 on the revenue budget is an underspend Other staff 57,353 56,520 (834) of £7.3m . The underspend is mainly due to: Employee related 23,122 23,086 (36) Pensions 20,445 20,445 0 An underspend of £4.0m on operational staff budgets based on expected Premises 37,790 36,680 (1,110) operational staff numbers given forecasts for recruitment and leavers, Transport 16,790 16,224 (566) FRS staff budgets £1.0m due to the number of vacant posts, Supplies 30,245 30,166 (80) Third party 1,896 1,923 26 An underspend £0.6m on transport budgets due to lower number of repairs and Capital financing 9,770 9,256 (514) abatements level. Contingency 135 175 40 Income (37,220) (37,432) (211) The additional income from MFB Act income from insurance companies £0.3m.
Net 411 Page revenue expenditure 400,724 393,432 (7,292) Use of reserves (1,721) (1,721) 0 Capital Position Financing Requirement 399,003 391,711 (7,292) The approved capital programme for 2018/19 was £39.1m and, following a review Financed by: of the future capital requirement, the revised capital programme is now £41.3m. Specific grants (12,278) (12,334) (56) The forecast capital spend is £24.0m, which is £17.3m less than the budget. This GLA funding (386,725) (386,725) 0 variance is mainly as a result of budget re-phasing to 2019/20 and later years Net Financial Position 0 (7,348) (7,348) (£18.2m) offset by £0.9m project savings and removal of the ICT over programming. LFC Capital (£000s) Budget Outturn Variance
ICT Projects 5,385 1,717 (3,668) Estate Projects 19,279 5,492 (13,787) Fleet and Equipment Projects 23,287 23,472 185 Contingency (6,686) (6,686) 0 Total capital expenditure 41,265 23,995 (17,270) Financed by: Capital Receipts 29,270 11,300 (17,970) Grants 195 895 700 GLA Funding 11,800 11,800 0 Borrowing 0 0 0 Total 41,265 23,995 (17,270)
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Financial Trends Total Funding for LFC (£m) Directorate Spend by Year Past Funding Future Funding 500.0 500.0 450.0 450.0 2018/19 400.0 400.0 350.0 350.0 300.0 300.0 2017/18 250.0 250.0 200.0 200.0 150.0 150.0 100.0 100.0 2016/17 50.0 50.0 0.0 2015/16 2016/17 2017/18 2018/19 0.0 2019/20 2020/21 2021/22 2022/23 2015/16 Council Tax
Page 412 Page Rates Retention Funding in next four years: increase of 5.2% Specific Grants Mayoral funding increasing by £20m to 2022/23 from 0 50,000 100,000 150,000 200,000 250,000 300,000 MFB 2018/19 level Other Finance And Contractual Services Operations Safety and Assurance
Total Costs (£k) Spend on Pensions (£k) 7,000 Past Outturn Spend by quarter 20,000 500,000 160,000 6,000 450,000 140,000 400,000 15,000 5,000 120,000 350,000 300,000 100,000 4,000 10,000 250,000 80,000 3,000 200,000 60,000 2,000 150,000 40,000 5,000 100,000 20,000 1,000 50,000 0 0 0 0 2015/16 2016/17 2017/18 2018/19 Q2 Q3 Q4 Q1 2015/16 2016/17 2017/18 2018/19 Q2 Q3 Q4 Q1 17/18 17/18 17/18 18/19 17/18 17/18 17/18 18/19 Ill Health Pensions Ops Staff The spend by quarter figures include orders raised, Spend on LGPS past service costs increased to reduce the Other Staff which is usually done at the start of the year for Injury Pensions defcit on the scheme, which will provide savings in future Non Staff contract spend. years. LGPS Past Service Costs
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Capital, Borrowing and Reserves Capital Spend Reserve Balance in Future Years Flexibiility Reserve 60,000 ICT projects 60,000
Estate projects Other Earmarked Reserves 50,000 50,000 Fleet and Equipment General Reserve
40,000 40,000 Higher estates spend The budget flexibilty in 18/19 and 19/20 reserve was funded 30,000 includes 30,000 from budget redevelopment of surpluses in eary Plumstead Fire years to fund 20,000 20,000 Station and the new budget shortfalls in training centre. later years. 10,000 10,000 Page 413 Page 0 0 2018/19 2019/20 2020/21 2021/22 2022/23 2018/19 2019/20 2020/21 2021/22 2022/23
Borrowing Levels Reserves 300,000 Finance Lease The value of the general reserve is to be maintained at a minimum of 3.5% of net External Borrowing revenue expenditure. The earmarked reserves are maintained for specific purposes, either to smooth the financial impact of demand led expenditure or to meet the cost 250,000 Approved Limit of significant one off type expenditure. Balances are currently being reviewed as part Operational Limit of the 2019/20 budget process. 200,000 Borrowing is forecast Earmarked Reserves (£k) 18/19 19/20 20/21 21/22 22/23 150,000 to return to normal ICT Development 460 300 200 100 0 London Resilience 1,658 1,658 1,658 1,658 1,658 levels following the LSP2017 Implementation 3,937 1,664 1,125 871 690 100,000 use of capital Vehicle & Equipment 742 12 12 12 12 receipts to fund the Fire Safety Reserve 733 655 655 655 655 capital programme in EMR Reserve 683 536 536 536 536 50,000 prevous years. Other Earmarked Reserves 725 413 349 349 349 8,938 5,238 4,535 4,181 3,900 Budget Smoothing Reserves 0 Additional Resilience 3,046 Compensation 1,000 Firefighters’ Pension 1,172 Other Demand Led 863 Total 15,019 5,238 4,535 4,181 3,900
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Prevention and Protection – where fires are happening and who we're targeting Influencing, reviewing and applying new and updated guidance and Key points legislation; Aim 1 – Prevention and Protection. Our aim is to stop fires and other Championing a people centred approach to fire risk assessments; emergencies happening. When they do occur we want to make sure that people are Targeting interventions to the most vulnerable in our communities; equipped to deal with them. We also want to work with industry to support the Adapting to new technology in the built environment; development and building of safer homes, workplaces and places of entertainment. improving fire safety knowledge of station based staff. We’ll deliver this aim by: The High-Rise Task Force (HRTF), which was established in the week after the Grenfell Tower fire, has now responded to over 1,500 referrals and currently there Engaging with London’s communities to inform and educate people in how are 149 blocks converted to simultaneous evacuation procedures. to reduce the risk of fires and other emergencies. All of these premises have a human intervention (waking watch) in situ to raise the Influencing and regulating the built environment to protect people, alarm in the event of a fire, this could be a combination of common alarm, waking property and the environment from harm. watch or response team as per the Ministry of Housing, Communities and Local Our 414 Page work under this aim focus on activities that reduce fires and the impact they Government (formerly Department of Communities and Local Government) have, and by targeting people most at risk. Indicators under prevention and guidance. The combination is subject to change as determined by fire safety protection focus on the numbers of fires in the home, fires in non-domestic professionals for each specific premises. buildings (such as offices, leisure centres, care homes, hostels and hospitals), the numbers of fire fatalities and injuries from fire, prevention work around home fire Fire Safety prosecutions safety visits, education, community safety work, fire safety audits and inspections, There have been two successful prosecutions during quarter one and we currently and false alarms. have 31 live investigations. Annual indicators The following indicators for Prevention and Protection are annual indicators so will Notice of deficiencies be reported at the end of year only. The chart below provides data on the number of audits completed during the rolling H1 : Boroughs below the national average rate for primary fires 12 month period from 1 July -30 June for both 2016/17 and 2017/18, with the Fire Safety percentage that resulted in an Enforcement Notice or Notification of Deficiencies. Total No. of % of Year No. of ENs % of ENs There are a number of significant work demands arising from the Hackitt review, but Audits NODs NODs there is also a real opportunity to influence the fire safety landscape for the foreseeable future in a way that has not been possible previously. 2016/17 11270 1757 15.6 359 3.2
Our focus will continue to be on improving the safety of Londoners, by: 2017/18 11193 2401 22.7 421 3.8
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Our approach to high risk inspections, particularly during the last six months of provide high level strategic advice to the team and will monitor and assess the 2017/18 when the Brigade introduced a dedicated team to undertake a more performance of the Brigade’s investigation. intrusive inspection process following Grenfell Tower fire, has resulted in a GTIRT works closely with officers from Communications, Health and Safety and the significant increase in terms of Notifications in Deficiencies issued during this General Counsel’s Department. A Board comprising such officers meets weekly to period. review progress and wider implications for the Brigade. The General Counsel’s The following data refers specifically to Enforcement Notice’s or Notification of Department has instructed external counsel to advise, and represent, the Deficiencies for quarter one 2018/19. Commissioner and GTIRT has access to their advice when required. Total No. of % of The Inquiry has now completed the Commemoration hearings, heard opening Quarter 1 No. of ENs % of ENs Audits NODs NODs statements from core participants including LFB, and heard the preliminary findings of three expert witnesses; Dr Barbara Lane, Professor Niamh Nic Daeid, and 2018 2858 595 20.8 106 3.7 Professor Luke Bisby. In addition Deputy Assistant Commissioner Andy Bell has appeared as a witness to introduce the first iteration of the Brigade’s Operational Response report covering the first hour of the incident and answer questions on the Grenfell Tower fire update Brigade’s safety and learning investigation. Following the Grenfell Tower fire on 14 June 2017, London Fire Brigade (LFB) The Brigade’s first witness appeared on the 25th June and evidence from firefighters Page 415 Page initiated an investigation to establish and understand the facts of the fire and the LFB and officers who attended the fire is scheduled to continue until 2nd August 2018. response in order to fulfil its statutory duty to review its response and identify Initially 54 LFB witnesses were called to provide oral evidence but this has recently operational learning. This work is also key in preparing the organisation to support increased to 77 with a further 65 who will have their statements read into evidence. the Public Inquiry, Metropolitan Police Service (MPS) investigation and any Such evidence will be published on the Inquiry website as soon as a witness is subsequent Inquest proceedings. The investigation and associated activities are sworn in or their statement is read. headed at a strategic level by a Deputy Assistant Commissioner who has determined key work streams and seconded Brigade staff into established posts to The Inquiry will adjourn for the month of August and hearings will recommence on rd form a core team to support these functions. This team is known as the Grenfell the 3 September. It was initially scheduled that evidence from the bereaved, Tower Investigation and Review team (GTIRT). survivors and residents would start on this date but as the number of LFB witnesses has recently increased to 77, firefighter and officer evidence is expected to continue GTIRT is a stand-alone investigative group that will provide updates to the until the end of that month. organisation, operating outside the established Brigade organisational structures but within the parameters of a Terms of Reference agreed by the Commissioner. Youth work However, so as not to risk compromising any criminal proceedings and given that the MPS has primacy for managing the investigation, it has been agreed that the LFB The Brigade has a long standing history of delivering a number of children and will keep the MPS Senior Investigation Officer (SIO) apprised of all aspects of its youth engagement, intervention and education schemes in order to reduce fire risk, own review work. raise awareness of fire danger, safety, and prevention, detection and escape from fire in the home. These schemes are aimed mainly at primary and secondary school Internal assurance processes have been put in place to review GTIRT progress and age children and young people but some also cover ages 0-5 including visits to decision making. A strategic advisor has been appointed to the team. This post will nurseries and children’s centres. All of the youth programmes delivered by the
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Brigade are attended by a wide range of participants and also provide the JFIS have introduced a pilot programme to deliver one to one fire safety education opportunity to increase awareness of the Brigade amongst diverse communities. to prisoners in Feltham prison who have committed arson related crimes. In quarter Youth engagement and intervention is an integral part of the delivery of London one, there were 4 referrals and 8 visits completed. Safety Plan 2017 including a target to reach 100,000 children and young people Education Team annually to deliver fire prevention and safety messages. The Brigade’s children and The Education Team is the longest running and most well-known youth youth programmes include a central core offer of the Education Team, Fire Cadets, engagement service provided by the Brigade and is well regarded by pupils, parents Crossfire, Local Intervention Fire Education (LIFE) and Juvenile Fire setters and teachers. Intervention Scheme (JFIS). There are also a range of wider youth engagement schemes delivered at borough level including Junior Citizens, Prison-Me-No-Way, In quarter one , the team visited 272 primary schools seeing 25,587 children and 23 Safe Drive, Stay Alive (SDSA) and The Prince’s Trust. secondary schools seeing a total of 3,588 children. Local Intervention Fire Education (LIFE) Fire Cadets (FC) LIFE continues to deliver an intervention across London which addresses fire risks The Fire Cadet scheme is the fastest growing youth programme provided by the but also wider issues such as water, road, health, knife crime, anti-social behaviour Brigade both in terms of reputation and support. We currently have 15 cadet units and radicalisation. The flexibility of LIFE delivery means that it is able to address running in London including Marine and Junior Cadets and will expand to 23 borough specific issues. boroughs by September 2018.
LIFE 416 Page has introduced a new early intervention course for 11-14 year olds addressing a The aspiration is that all London Boroughs will have a fire cadet unit in the future. previous gap in provision. These courses address the issues in our standard LIFE In April, Cadets from across the city supported LFB’s water station at Mile 20 of the course, aiming to discourage younger children from becoming involved in gangs London Marathon. Over 100 Cadets and Volunteers supported the event in glorious and petty crime. In quarter one, two Early Intervention courses (11-14) were sunshine, not only supporting the multitude of professional and fun runners, but delivered with 19 young people completing the course. also representatives running from London Fire Brigade including teams from North 16 LIFE courses (14-17) were delivered including one Feltham Young Offenders Kensington and Paddington. course (released on temporary license to Wembley), with 134 young people In May Cadets from the LFB Fire Cadets Ceremonial Team joined representatives completing a course. from across the UK at the Firefighters Memorial Trust’s Service of Thanksgiving at Juvenile Firesetters Intervention Scheme (JFIS) the National Memorial Arboretum. For the second year running, LFB Fire Cadets JFIS works in all 33 London boroughs with children up to the age of 18 years (25 were given the honour of wreath baring a number of the principle wreaths, as well years where there are learning disabilities) who have demonstrated any type of fire as taking part in the parade of Cadets, Ceremonial Teams and Standard Bearers play or fire setting behaviour; from curiosity fire play in younger children to from across the UK. deliberate fire setting and arson in older children. At the end of May, Cadets from Barking and Dagenham and Havering also took part In quarter one, JFIS received 33 new referrals; completed by 162 visits by in a sponsored abseil of the Arcelor Mittal Orbit of the Olympic Park in aid of the caseworkers; closed 69 cases and are currently working with 101 young people with road safety charity Brake. In total the young people raised over £2000 (one raising a further 46 young people on the waiting list. around £400 independently) which was a phenomenal achievement, with a number of them overcoming their fear of heights during the event.
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Crossfire Crossfire is a long-standing schools and youth multi-agency project led by the
London Fire Brigade and includes partners such as the MPS and London Ambulance Service working within the Borough of Croydon. It is designed to meet local partner objectives regarding fire-setting, hoax-calling, anti-social behaviour (ASB) and crime.
In quarter one, Crossfire delivered Impact Factor Days in a number of London boroughs and have worked with over 2,000 children and young people. Wider youth engagement The London Fire Brigade pop-up museum celebrated London History Day on
Thursday 31 May when more than 300 people came to explore LFB’s history from the Great Fire of London to the present day. Activities on the day included a fire safety zone, the creation of a large Great Fire of London model and a visit from
Samuel Pepys who recalled his experiences of the event.
th The 12 LFB Youth Board meeting took place in May 2018 and looked at how the Page 417 Page new LFB museum could be engaging with young people. This was attended by 25 young people.
Outreach Recruitment
During quarter one, our Outreach Team have attended 48 events including career fairs, partnership working events with Job Centre Plus and 3 open days at Fire Stations. The Outreach Team in conjunction with Fire Engineering attended an event at Sandhurst Military Academy on Thursday 24 May aimed at encouraging girls to choose careers in engineering and science-related roles. The event was attended by 900 school girls aged 11-15 from across the country and was very well received.
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Prevention and Protection – where fires are happening and who we're targeting H1 : Boroughs below the national average rate for primary fires (introduced in 2017/18) H2 : Fires in the home
24 23 6,000
22
23
6,038
5,914
21 21
5,614
5,584 5,524
2014/15 2015/16 2016/17 2017/18 2018/19 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
H3 : Fires in other buildings H4 : Fires in care homes / specialist housing for older people
2,500 Page 418 Page
400
575
521
2,194
368
363
2,060
2,027
344
1,983 1,887
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
H1 Boroughs below the national average rate for primary fires This indicator was introduced as part of the current London Safety Plan as our fairness measure under the GLA’s Equality Framework. Our long term goal is to achieve fairness and equality of outcome for all Londoners by bringing all boroughs below the national average. Challenging targets have been set for the period of the plan to move towards this goal and we exceeded our target of bringing 22 boroughs below the national average in 2017/18. Currently there are nine boroughs with a rate of primary fire higher than the national average and we continue to focus our prevention activity on those who are most at risk from fire. H2, H3, H4 – Fires in premises (homes, non-domestic buildings, care homes and specialist housing) The Brigade is meeting its targets for the number of fires occurring in premises. There has been an increase in the number of fires in care homes/specialist housing when comparing the data for June 2018 (363) to June 2017 (344). However, the longer term trend shows the numbers of fires occurring across homes, non- domestic buildings and care homes/specialist housing at a lower rate than five years ago.
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Prevention and Protection – where fires are happening and who we're targeting H5 : All fire deaths - 10 year average CX3A : All fire deaths - annual
50
109
52 52
49 49
44
46
37
35 29
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
H6 : Accidental fire deaths in the home - 10 year average (introduced in 2017/18) H7 : Injury from fire - 5 year average (introduced in 2017/18)
35 1000
Page 419 Page
39 39
1152
35
35
1107
32
1030 959 1003
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
H5, H6, and H7 – Fire deaths, accidental fire deaths and injuries from fire. There were 44 fire fatalities in the rolling 12 months as at the end of Q1 (30 June 2018). This compares to 109 fire fatalities at the same period last year (this includes 71 fire deaths reported from the Grenfell Tower fire (as at 16 November 2017)). An update on the Grenfell Tower fire is commented on elsewhere in this report. Of the 44 fire fatalities in the 12 months to the end of June 2018, 32 were accidental fire deaths in the home. However, the 10 year average for accidental fire deaths remains higher at 39. The Brigade introduced the accidental fire deaths target as the Brigade believes it can do more here to drive numbers down. Although fire fatalities have risen, injuries from fires have continued to fall (959) and the Accidental Dwelling Fire (ADF) review process, which helps understand the factors most likely to result in an ADF or fire related injury, has contributed to the Brigade’s impact in this area.
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Prevention and Protection – where fires are happening and who we're targeting H8 : Home Fire Safety Visits H9 : Educating young people on fire & other emergencies (introduced in 2017/18)
100,000
74,000
86,877
85,737
85,455
84,555
82,848
97,532
95,753
86,816
80,260 72,120
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
H8 – Home Fire Safety Visits Home Fire Safety Visits (HFSV) are now well established and all boroughs exceeded their HFSV targets, with priority HFSVs (i.e. high risk people and places (P1)) averaging 90 per cent over the period. Lambeth has the highest target across all boroughs (4569) and has exceeded its target. Over half the boroughs have Page 420 Page exceeded their target by 10 per cent or more. H9 : Educating young people on fire and other emergencies Whilst the reported figures for as at the end of Q1 2018-19 are under 100,000, resources have been targeted to reach groups with new and emerging issues and those that are harder to reach. An update on the youth activities carried out by the Brigade is provided earlier in this report.
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Prevention and Protection – where fires are happening and who we're targeting CO1 : Time by station staff on community safety (introduced in 2017/18) H10 : All fire safety audit/inspections
10%
12.66%
12.59%
12.24%
12.05%
11.85%
16,022
15,361
13,049
12,974 12,379
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
CO1 – Time spent by station staff on community safety This indicator measures the percentage of available time spent on community safety activity by fire station staff. Performance continues to be above target. Supporting this indicator, we are increasing our involvement in community based projects and groups through our ‘Opening Up Fire Stations’ project which forms Page 421 Page part of the London Safety Plan. This will allow a number of community organisations and partners greater access to fire stations, staff and bespoke fire safety advice. H10 : All fire safety audits / inspections A total of 12,379 inspections have been carried out for the 12 months between 1 July 2017 and 30 June 2018. In the London Safety Plan (LSP), we said we wanted to review how we undertake and target audits. We want to ensure they are intelligence-led both in terms of fire trends, knowledge of issues arising in the built environment from fire investigation, fire engineering and partnership engagement, and to include a focus on people centred risk and vulnerability. This means shifting resources to quality assurance processes and enhancing training for inspecting officers so that they can undertake a thorough inspection when the initial audit flags concerns – it is about quality as well as quantity. The more robust nature of these visits has resulted in more issues being identified which in turn has seen the number of ‘Notifications of Deficiencies’ issued increase.
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Prevention and Protection – where fires are happening and who we're targeting CO2 : Alleged Fire Risks addressed with 3 hours (introduced in 2017/18) H11 : False alarms due to AFA non-domestic buildings
90% 94.06%
92.20% 20,000
90.70%
81.98%
22,545
71.79%
22,024
21,739
21,609 20,641
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
CO2 : Alleged Fire Risks An Alleged Fire Risk (AFR) is a notification from an individual to the Brigade reporting their concerns about the fire safety arrangements at a particular premises. It may be received in a number of ways, either through Brigade Control, Brigade Headquarters (BHQ), Fire Safety Teams or local fire stations. The investigation of an Page 422 Page AFR should be treated as urgent. Where this initial investigation indicates that there are persons at risk, then an inspection of the premises should be undertaken as soon as practical and within a maximum of three hours. We will continue to attend and address these issues raised as a priority to reduce risk and reassure relevant persons using the property, where appropriate, through education of the responsible person and, where necessary, through enforcement action. H11 : False alarms due to Automatic Fire Alarms (AFA) non-domestic buildings The AFA reduction programme introduced in 2006 was successful in reducing the number of premises producing AFAs until 2014/15, when the trend reversed. This is partly because there are more premises with systems than previously, but also because systems are more complex and have more detectors, increasing the number of opportunities for false alarms to be generated within each system. Our focus has been on reducing repeat offenders and we have significantly reduced AFAs in premises that produce more than nine AFAs in a year. However, we are seeing more premises in the category that produce low numbers of AFAs each year. These are not necessarily poor performing systems and the system managers may not be aware of the importance and means to filter out AFA calls. This group makes up for over 76 per cent of all AFA calls. The large number of these premises makes it harder to address the issue.
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Response and Resilience – providing a high quality, effective response Key points Aim 2 – Response and Resilience. Our strategic approach to response is set out in the London Safety Plan and what we’ll do to continue to improve our operations. We also need to have resilience – to ensure we have the appropriate arrangements in place to respond to emergencies, whilst maintaining our core service provision. We’ll deliver this aim by: Planning and preparing for emergencies that may happen and making a high quality, effective and resilient response to them. To use our resources in a flexible and efficient way arriving at incidents as quickly as we can.
Our 423 Page work under this aim focus on activities that help deliver a world class operational response service, and by working with our partners to address identified risks, at a local and national level to ensure continuity of service. Indicators under response and resilience focus on the emergency call handling and attendance times to incidents.
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Response and Resilience – providing a high quality, effective response CO3 : 999 calls answered within 7 seconds H12 : Av. time from answering a 999 call to appliance dispatch (seconds)
92%
100
102
101
92.93%
100
92.63%
97
90.78%
93
87.39% 85.97%
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
H13 : Av. arrival time 1st appliance (mm:ss) H14 : Av. arrival time 2nd appliance (mm:ss) 08:00 06:00
Page 424 Page
06:50
06:49
06:44
06:42
06:31
05:29 05:29
05:21
05:19 05:11
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
CO3 and H12 – Call handling Since April 2018 we have seen a very gradual increase in the daily call rate. In April had four days where we took over 500 calls, this increased in May to twelve days of over 500 calls received. June saw fifteen days of 500 calls and more. The latter part of June we experienced a period of ten consecutive days where we took between 573 and 790 calls, the busiest we have been for some time. Whereas this would tie in with seasonal norms the hot weather and lack of rain have probably influenced this increase. The call rates in June where multiple calls have generated higher volumes of 999 calls than we would normally expect to see have impacted on our overall performance and hence we have slightly underperformed in this period. H13 and H14 – Attendance times, measure the Brigade’s London-wide performance for the time it takes for a first fire engine to arrive at an emergency incident, within an average of six minutes, and a second fire engine, within an average of eight minutes. There is also a standard that a first fire engine should arrive at an emergency incident within 10 minutes on at least 90 per cent of occasions (H15) and within 12 minutes on at least 95 per cent of occasions (H16). First and second appliance arrival times have continued to improve steadily. This is likely to be due to a combination of factors including the capability of the Vision system which provides geographical mobilising (despatching the nearest fire engine). Turnout times are also a key focus for station management teams and the personal announcement (PA) countdown system helps crews to focus on their timings when leaving the station.
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Response and Resilience – providing a high quality, effective response H15 : 1st appliance arrival 10 mins or less (introduced in 2017/18) H16 : 1st appliance arrival 12 mins or less
90% 95%
98.52%
98.29%
97.96%
97.94%
97.84%
96.67%
96.15%
95.77%
95.53% 95.37%
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
H15 and H16 – Attendance times Both the 10 minute standard and 12 minute standard are being met and reflect the improvement in attendance times as indicated above. Page 425 Page
Page 24 Emergency (999) calls Fires in care homes / specialist housing for older Fires in the Operation in numbers people home 363 5,584 Non-domestic buildings fires 1,887 Road 171,536 Primary fires 2,107 vehicles 10,310
Effecting Arson entry/exit incidents 6,771 Fires 3,353 Shut in lift Flooding 7,808 18,573 releases Secondary 5,288 fires Special services 8,225 Grass Road traffic fires 4,382 32,924 Outdoor collisions fires Page 426 Page All emergency 8,205 Medical co-responding Rubbish 188 incidentstemplate attended 922 fires Spills and leaks 848 104,079 5,051 Making safe
Outside London 502
Emergency calls and incidents The bubble chart below shows total emergency False alarms Automatic fire alarms (999) calls received for the 12 months (to the end 52,582 of the June 2018), together with the total number (AFAs) of emergency incidents attended by the brigade, 39,956 and how the different incident based performance AFAs indicators relate to each other. The incident types in non-domestic 1,225 with a darker colour are amongst key performance Malicious (hoax) calls buildings indicators included in this report 22,024 Good intent 11,395
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People and Resources – delivering a positive and healthy culture Annual indicators Key points The following indicators for People and Resources are annual indicators so will be Aim 3 – People and Resources. We intend to develop and train our staff to their reported at the end of year only. full potential, whilst at the same time transforming the Brigade so that it is a place CO7A : Trainee firefighter intake - % BAME where people want to work, and have the opportunity to influence how we work. We will also maximise how we spend our money. CO7B : Trainee firefighter intake - % women We’ll deliver this aim by: CO10A : Pay ratio btw highest & median salary Developing and training our staff to their full potential, at the same time CO10B : Gender pay gap - all staff (median) transforming the Brigade so that it is a place where people want to work, and have the opportunity to influence how we work. CO14 : Spend with SMEs Maximising how we spend our money, ensuring that the Brigade is CO15 : CO2 reduction from 1990 levels (%) supported through intelligent systems and data, property investment, Page 427 Page procurement, vehicles and equipment. Our work under this aim focuses on activities that develop a positive and healthy culture ensuring that our staff have the right knowledge and skills to do their jobs, and by minimising our costs and providing value for money for Londoners. Indicators under people and resources focus on sickness levels, improving diversity, pay ratios, health and safety, spend with small to medium sized enterprises (SMEs),
CO2 emissions, and information requests. This aim also encompasses the management of our estate, fleet, equipment and major contracts. Updates will be provided during the year on decisions taken in respect of these important areas of work.
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People and Resources – delivering a positive and healthy culture CO6A : Av. no. working day lost to sickness - Operational CO6B : Av. no. working day lost to sickness - FRS
3.65%
2.48%
5.47%
5.33%
5.29%
5.14%
4.03%
3.88%
4.43%
3.34%
3.10% 3.09%
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
CO6C : Av. no. working day lost to sickness - Control CO7A : Trainee firefighter intake - % BAME (introduced in 2017/18)
25% Page 428 Page
4.70%
7.66%
22.9%
7.47%
21.0%
6.15%
5.80%
5.60%
16.3% 0%
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 2014/15 2015/16 2016/17 2017/18 2018/19
CO6A, CO6B, CO6C – Sickness – average days lost Over the last 12 months sickness for operational staff has continued to increase, standing at 5.47 per cent at the end of June 2018 up from 5.33 per cent a year ago. FRS sickness is now at 3.88 per cent, compared to 3.33 per cent in June 2017. Control sickness has also increased to 7.66 per cent compared to 5.60% in June 2017. All sickness is currently above target. Stress, anxiety and depression (SAD) continues to be the main reason for sickness amongst FRS and Control staff, and is the second main reason for sickness amongst operational staff, after lower limb related absences. This includes absences related to the Grenfell Tower fire incident. Absences due to SAD are more likely to be long term and, therefore, are a key driver in the overall headline absence rates. A review of the Managing Attendance policy has commenced to determine how the policy can be made less time intensive and more effective in helping managers to manage sickness absence. Officers are putting a number of measures in place to support operational staff to maintain a healthy lifestyle and personal fitness: Working with our occupational health provider (HML) to develop guidance available to all staff via a Healthy Living portal and this is scheduled to be launched at the end of July 2018. It will comprise videos demonstrating the physical training that firefighters should undertake to help them meet the demands of their
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role; Working with the National Fire Chiefs’ Council and the national FBU is ongoing to develop a fire ground drill test that reflects how London’s firefighters discharge their fire ground activities. Much of the national fire ground drill test will be adopted however, one element of it requires adaptation so that it reflects how London firefighters discharge this activity. The LFB is working with Bath University to make sure the test is based upon a solid evidence base and defensible in the event it is subject to challenge. This will result in testing an alternative standard which will involve a wide range of operational participants including individuals at all age ranges and fitness levels; and Once the above has been completed work focus will turn to issue of a fitness policy that introduced mandatory fitness training. CO7A, CO7B – Improve diversity of firefighter intake At their meeting on 17 September 2017, the Resources Committee approved changes in the requirements for firefighter candidates to support the recruitment of 400 trainees by the end of 2018/19 (FEP 2775). The Brigade ran a recruitment campaign using the new criteria for four weeks in October and it proved very successful in increasing overall numbers of applicants. The previous three campaigns during 2017 had delivered a total of c3,400 applications. The October campaign, without the driving licence and residency requirements, produced 5,232 candidates. The priority for 2017/18 was to increase the number of women joining the Brigade as trainee firefighters. Good progress was made with an improvement in the intake of female trainees which rose to 11.6 per cent from 10.5 per cent in 2016/17. The latest campaign consisted of a bespoke recruitment website, promotional
Page 429 Page film and targeted digital advertising. Messaging was focused on challenging out-of-date perceptions, created using the findings of the Future Thinking research presented to LFEPA in 2017. The 2018 campaign was launched on the 8 March, International Women’s Day. It was also planned to align with the Mayor’s ‘Behind Every Great City Campaign’, exploiting all opportunities to publicise the profession as a choice for women. At the close of the campaign on the 19 April, 829 women had applied which is 13 per cent of the total applications, an increase on previous campaigns of c27 per cent. This work was supported by the newly established Outreach Team whose role is to encourage applications from underrepresented groups. Since July 2017, the team have attended over 100 career and community events around London and encouraged potential applicants to attend an ‘Attraction Day’ at Paddington Fire Station. These days are designed to provide an overview of the stages of the application process and what the role of a firefighter entails in the modern fire service. The team have delivered a series of women-only attraction days. These specifically aim to facilitate discussions about challenging the myths and stereotypes about women being capable of carrying out the firefighter role, including how the shift system can fit into family life and the variety of career development opportunities in the Brigade. Historically, women have found the physical element of the tests challenging, therefore this day also provides them with the opportunity to receive fitness advice. In preparation for the latest campaign, 266 women attended an attraction day and 145 of these went on to apply for the role. Whilst the recruitment of women has increased, the appointment of trainee firefighters from a BAME background fell in 2017/18 to 16.3 per cent (however the number of applications to the most recent campaign from BAME applicants remained steady at 21 per cent). This is also being proactively addressed by the outreach team. The team and local fire stations are linking with partner organisations and attending events which allow engagement opportunities with BAME communities to raise an awareness of careers in the fire service and using the Brigade’s diverse role models to positively promote the role. The Brigade is also commissioning research to better understand the barriers preventing predominately Black and Asian communities from joining the Brigade and this analysis will support the development of a strategy to overcome those barriers.
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People and Resources – delivering a positive and healthy culture CO7B : Trainee firefighter intake - % women (introduced in 2017/18) CO8 : Gender diversity (men) of Control staff (introduced in 2017/18)
18%
25.0%
26.2%
23.9%
23.5%
22.9%
21.7%
11.6%
10.5%
10.0% 8.1%
2014/15 2015/16 2016/17 2017/18 2018/19 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
CO9 : Ethnic diversity (BAME) of FRS staff top earners CO10A : Pay ratio btw highest & median salary (introduced in 2017/18)
6.00 16%
Page 430 Page
5.40
5.12
4.76
4.72
12.8%
10.7%
10.1%
8.3% 7.3%
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 2014/15 2015/16 2016/17 2017/18 2018/19
CO8, CO9 - Gender and ethnic diversity These areas represent priority gender and ethnic diversity aspirations for the Brigade. Although there has been a fall in the proportion of men in Control (23.9 per cent) compared to the position 12 months ago, the percentage of FRS top earners from a BAME background has increased to 12.8 per cent (up 2.7 per cent on the June 2017 position). Given the numbers involved, both areas can be affected by significantly by individual joiners/leavers. Progress in both areas is also influenced heavily by available vacancies, and reducing the number of leavers in these groups.
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People and Resources – delivering a positive and healthy culture CO10B : Gender pay gap - all staff (median) (introduced in 2017/18) CO11 : RTCs involving Brigade vehicles * data not yet available for 2017/18
460
2015/16 2016/17 2017/18
510
503
488 480 -4.07% 478
-6.68%
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
CO12 : Injuries from operational incidents (introduced in 2017/18) CO13 : RIDDOR
99 Page 431 Page
135
122
115
198
191
190
87
86
151
79 142
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18 Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
CO10B - Gender pay gap The Brigade published its gender pay gap data for the year ending 2016/17 in line with the government’s requirements in March 2018. The median hourly pay gap for the year ending March 2017 was -4.07 per cent indicating that the Brigade has pay differentials in favour of women for median pay rates, for both full and part time staff. The publication date of the 2016/17 data was required to be the same across the GLA family. It is anticipated there will be the same approach this year. The Brigade is currently awaiting confirmation from the GLA of the publication date for the 2017/18 data. CO11, CO12 and CO13 The target for RTCs involving Brigade vehicles (488 versus a target of 460) is not currently being achieved. There have been modest improvements in RTCs over the last 5 years but there has been a 5 per cent increase in RTCs in the year to the end of Q1 when compared to the 2017/18 outturn. The injuries reportable to the HSE under RIDDOR target is being met (79 versus a target of 99); long term performance continues to improve and there has been a 4 per cent reduction in RIDDOR injuries in the year to the end of Q1 when compared to the 2017/18 outturn. The injuries from operational incidents target is not being met (151 versus a target of 135). This target was set against the lowest recorded figure for
Page 30
operational injuries from 2016/17 and is an ambitious target. Whilst the target is not currently being met there has been a 27 per cent reduction in injuries from operational incidents in the year to the end of Q1 when compared against the 2017/18 outturn. Page 432 Page
Page 31
People and Resources – delivering a positive and healthy culture CO14 : Spend with SMEs (introduced in 2017/18) CO15 : CO2 reduction from 1990 levels (%)
45%
33.0%
47.00%
49.5% 43.74%
40.51%
39.39%
39.0%
21.1% 12.4%
2014/15 2015/16 2016/17 2017/18 2018/19 2014/15 2015/16 2016/17 2017/18 2018/19
CO16 : Statutory info requests handled on time (%)
95%
Page 433 Page
98.80%
98.41%
97.37% 97.39% 96.37%
Jun-14 Jun-15 Jun-16 Jun-17 Jun-18
CO14: Spend with SMEs Spend with SMEs has continued to drop on last year’s performance to 12.4 per cent, despite an increase of £470k in direct spend to SMEs. The overriding factor is a substantial increase of some £22m of spend categorised as ‘influenceable’ in 2017/18 compared to previous years, as well as entering a period of limited major works spend, which has always been a significant contributor to SME spend. A more detailed review of the data is underway.
CO15: CO2 reduction from 1990 levels A further reduction of more than 5 per cent was achieved on the previous year for CO2 emissions due to a number of factors: Grey fleet mileage reduced by 14 per cent, it is unclear whether this is an actual reduction in mileage undertaken or a reduction in claims due to expected tax changes that dis-incentivised officers from making mileage claims. Building energy efficiency improvements continue to deliver steady reductions of some 2.3 per cent. Fleet emissions have dropped by 22 per cent on the previous year, indicating this was largely due to the increased vehicle movements with the 150 years
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celebrations Air travel is down 14 per cent. C016: Statutory information requests handled on time This indicator and target measure the extent to which the Brigade is meeting the statutory deadlines for responding to information requests under the Freedom of Information Act (20 working days) and the Data Protection Act (40 calendar days). Performance has seen a slight dip since the position as at the end of last year and has been impacted by the large number of requests following the Grenfell Tower fire. Page 434 Page
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Key people and resources information – workforce composition Workforce composition* Workforce promotions *due to the small numbers of LGBT staff, we only publish data for the overall workforce composition as it may be possible for individuals to be identified
Ops FRS 75.9% Control 66.7% 60.0% 48.8%
29.7% 13.3% 16.0% Page 435 Page 5.2% 4.6% 4.1%5.4% 18.0% 16.7% 16.7% 7.3% 13.4% 11.6% 10.7% 11.5% 13.1% 9.2%
Women BAME Disabled LGBT Women BAME Disabled
Workforce top earners Workforce voluntary leavers
54.6% 57.1% 43.9% 28.6% 34.1% 20.5% 11.4% 7.1% 7.4% 12.8% 11.3% 4.1% 15.8% 6.3% 10.9% 9.1% 14.3%
Women BAME Disabled Women BAME Disabled Page 34
Delivering on action plans The Brigade has a number of strategic plans in place with associated actions in order LSP28 We will refresh the local assessment of risk on an annual basis, and where to help deliver on the LFC’s priorities. A summary of the position on each is given opportunities may exist to improve the level of local controls, we will make the below. relevant policy lead aware of the information, helping as necessary to develop improvement proposals. LSP (2017) Commitments – key highlights 2017/18 The London Safety Plan (2017) was approved by the London Fire and Emergency It had been hoped to update to the Brigade’s Assessment of Local Risk with up-to- Planning Authority on March 2017. The Plan details how the Brigade will help make date data (where available) and to publish this including the postcode tool by end of London the safest global city. The Plan is structured into three aims (prevention and March 2018. Due to other work pressures, this is outstanding. Officers will act on protection, response and resilience, people and resources) as well as five feedback received to introduce new controls/ strategies with colleagues depending overarching principles in terms of how we’ll deliver our services. Our principles on what the revised data shows. The intention will be to communicate this update include a renewed focus on collaboration and inclusion. The Plan is also supported both within and outside the Brigade. by a series of commitments across the aims and principles to ensure plan delivery. LSP37 We will commission, subject to consultation and planning permission, and As at the end of Q1 2018/19, there are 42 commitments. Four commitments are deliver a third training centre at Croydon so that we have the capacity to train and currently off track (amber) as follows: Page 436 Page develop our staff to the highest standards. LSP16 We will review our flood response capability. The target programme was seeking to deliver the facility by October 2019. Progress on the physical aspects of procuring equipment has been good during this However, the latest draft programme for the project, taking into account the quarter. Tenders for dry suits and Emergency Rescue Boats (ERBs) are complete expected vacant possession date for the current Protective Equipment Group site, is with the tender for flood barriers due to complete soon. Discussions with outside for construction to be completed in November 2020. This accords with the agencies have continued well. However issues with the representative bodies timetable for the Operations Support Centre project. Cost also remains an issue, and regarding the Rescue Recall contract means that the overall project is now off target. officers have appointed an additional quantity surveyor to determine if the current Actions have been put in place to reduce the impact of this issue and negotiation is brief can be met from the current budget. The training centre project continues to on-going. be rated amber as a result of this change of timetable, and uncertainty regarding affordability. Officers will continue to monitor the programme and financial position, LSP20 Improving our Command Unit functionality. and will provide updates to the Commissioner as these issues are progressed. The Command Unit replacement project (CURP) is in definition stage, the user Inclusion Strategy requirements have been completed. The project end date has been adjusted to the The Brigade has a 10 year inclusion strategy which sets out to create an end of April 2020 due to the memorandum of understanding that has been agreed environment in which every member of staff is able to give of their best and to between TFL and the Brigade regarding ULEZ deadline. The delivery of the CURP deliver a diverse workforce at all levels, and in all occupational groups, through within the anticipated time frames is likely not to be met due to options for low recruitment, development and progression and to work with all our staff to create emission vehicles and the uncertainties of the lead and build time of the vehicles. safer and more effective teams. Officers are working with a number of key Additional dependencies have been included relating to Command Unit Integrated stakeholders, including the support groups to implement the actions within the Watch Structure project.
Page 35 action plan. Significant updates on progress will feature as appropriate in this report Internal audit plan – The Mayor’s Office for Policing and Crime (MOPAC) provide during the year. an Internal Audit service to the Brigade under the Shared Service Agreement by the Directorate of Audit, Risk and Assurance (DARA). This service provides an Sustainability Strategy assessment of the adequacy and effectiveness of the internal control framework in The Brigade has a four year Sustainable Development Strategy that brings together operation at the Brigade. the identification of emerging issues with existing strategies and activities across the Brigade that support the wider sustainability agenda, under one strategic approach. All 2017/18 MOPAC reviews have now been completed, and final reports issued as This includes a number of challenges identified leading up to 2020 such as the appropriate. implementation of the Ultra-Low Emission Zone. The report for the review of the FRS Staff Standby Roster System has been issued in The strategy has 46 actions. 21 actions have been completed, one has been closed. draft, and is currently being agreed with management. Fieldwork is currently There are 23 actions identified as on target, 14 of these have delayed delivery underway for four risk and assurance reviews; Babcock Training, Environmental timeframes, however all are expected to be completed within the timeframe of the Management Systems, Minor Capital Programme and Use and Control of Credit strategy. Two actions - the review of whole life costing of key building elements, Cards and also for one advisory review around Collaboration Planning and and the provision of the health, safety and environment induction training to new Preparedness. recruits remain off target, whereby options to address these are still being Terms of Reference have been agreed and issued as final versions for five risk and investigated. Recent achievements include completing the tranche 3 of RE:FIT assurance reviews; Assurance Framework, ICT Network Resilience/ Topography, energy 437 Page efficiency works on stations; reducing the number of high risk waste sites ICT Skills Profile, Thematic Review of Driving on Brigade Business and Thematic through continued joint working with the Environment Agency; replacing petrol Review of Station Repairs. These reviews are in the process of be scheduled in to equipment with battery operated equipment on frontline pumps and achieving ISO commence within this financial year. 14,001 certification for our Environmental Management System to the new standard one year early. Other governance plans: Annual Governance Statement: Action Plan - The Annual Governance Statement (AGS) includes an action plan which includes any other significant actions being undertaken to improve the governance arrangements which the LFC wishes to declare. There is one action in the latest AGS which relates to securing successful transition to the new governance arrangements under the LFC. The action is progressing well with three Directorate Boards supporting the Commissioner’s Board and the decision making process. Further updates on this action will follow as part of this report.
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Our risk perspective
Risk management Code Risk Description Score Strategic risk management enables the Brigade to plan for, anticipate, manage, and Staff do not get support for their mental health problems which negatively affects CRR23 6 mitigate risks which have the potential to seriously impact upon the services individual wellbeing and organisational effectiveness Our capacity to deliver change is exceeded meaning that benefits are not fully provided by the organisation. Risk management is a process which seeks to identify, CRR24 8 evaluate and manage these risks in a structured way. A robust strategic risk delivered management framework enables the LFC to take sufficient action, which could CRR25 Brigade services are vulnerable to a pandemic outbreak 2 HM Inspection results in areas of the service receiving a poor or inadequate rating involve prevention of significant risks and/or reduction of the impact of those that CRR26 4 which reduces public confidence in LFB do occur by putting adequate risk mitigation controls in place. The resilience of the Brigade is impacted by a series of serious incidents and major CRR27 6 Since the last performance report, the corporate risks have been reviewed and events The Grenfell Tower Fire Public Inquiry results in conclusions about Brigade policies or CRR29 12 refreshed in line with the new risk management strategy which was approved by the actions which reduce staff/public confidence and / or public safety. former LFEPA Strategy Committee on 12 March 2018. This has led to a review (and CRR30 High sickness levels result in a reduction in operational resilience 6 refresh) of existing risks and the identification of new risks. The following CRR31 Operational vacancies at the Firefighter grade impacts on operational resilience 6 (corporate) risks are those which officers have identified could have a serious Page 438 Page Newly commissioned training requirements are not accurately planned, specified, or CRR32 6 impact on how the Brigade operates. evaluated The training provider is unable to provide effective and efficient training to deliver the Code Risk Description Score CRR33 9 Brigade’s needs CRR1 Death or serious injury occurs as a of our staff not operating a safe system of work 6 Non contracted training provision does not effectively and efficiently secure CRR34 9 CRR7 Failure of a significant contractual relationship impacts on the delivery of services 6 maintenance of skills CRR8 The actions arising from the inclusion strategy fail to deliver a more diverse workplace 6 The current environment doesn’t support effective planning to meet the budget gap There are now 22 risks on the Brigade’s corporate risk register. There are now six CRR10 6 forecast in 2022/23 ‘red’ risks, the highest of which relates to the Grenfell Tower Fire Inquiry and public CRR13 A breakdown in industrial relations affects our ability to deliver the service 6 confidence. The new risk management strategy promotes an ‘active’ register which The national programme to replace Airwave with the Emergency Services Network will promote more movement on the register and the potential for more high priority (ESN) does not deliver a solution for the provision of radio and data communications CRR15 6 which is both affordable in the long term and which delivers the complete risks to be identified and dealt with. Officers are developing controls (risk actions) to functionality required by LFB manage these risks, and along with progress against actions, risks will be reviewed The current threat levels arising from terrorism means that the Brigade is under regularly at Directorate Board meetings to encourage ownership and tackling of live CRR18 9 prepared in its initial response to certain types of incident issues. CRR19 Complete failure of the Brigade’s mobilising system 8 Securing business continuity The Grenfell inquiry process impacts on staff/officer wellbeing resulting in an increase CRR20 8 in officers unavailable for key roles and reducing the resilience of the service Business Continuity Management (BCM) is a holistic management system that relies The Brigade’s Adult Safeguarding Framework does not support effective and efficient on both the information captured through the departmental Business Impact CRR21 referrals to appropriate agencies to adequately support the needs of vulnerable 6 Analysis (BIA) programme to identify potential threats to business operations, and people the development of a single framework through which organisational resilience and CRR22 Brigade ICT services are affected by a cyber attack 9 response arrangements can be built. The BCM programme has enabled us to
Page 37 successfully identify critical organisational activities and develop business continuity for the business continuity leads to share best practice and experience. The London plans. Fire Brigade will be hosting the group in November 2018. Underpinning the BCM work that is undertaken across the Brigade are the Business disruptions International Standard for Business Continuity Management (ISO 22301) and the The first quarter of 2018 saw several minor strikes on the public transport network, statutory requirements imposed on us by the Civil Contingencies Act 2004, which and while we are mindful of impacts especially around shift changes, these are require all category one responders to put BCM arrangements in place and to test mostly dealt with as business as usual. those arrangements through staged exercises. Unusually for the UK, we are going through a prolonged periods of warm, sunny Business continuity planning and dry weather, the temperature for most days has kept just below the heatwave All departmental Business Continuity Plans (BCP) have been reviewed and updated threshold of 30°C. However, we continue to issue advice and monitor the number to reflect departmental changes and to bring them in line with the rationalisation of of fires and work as part of London Resilience Group (LRG) to get up-to-date advice. critical activities and simplification of plans. The Brigade has also been able to offer support by way of 36 staff crewing six appliances and three support vehicles to Lancashire Fire and Rescue Service to help The Strategic Response Arrangements (SRA) outline the core structures and key tackle the moorland fires. processes that the Brigade can activate during a major incident or business disruption. The SRA project is underway; this will provide a framework to update This year has also represented the first anniversary of several of the major incidents the policy and incorporate the learning gained from exercising the arrangements the Brigade was involved in during 2017. This ongoing remembrance and support Page 439 Page and live activation of the policy during the major incidents attended by the Brigade for the recovery helps us remain focused on the importance of ensuring our plans in the period during March to September 2017. and response is a robust as possible. Business continuity exercise and testing We will continue to work with LRG and internal specialist officers in departments Following the unprecedented number of activations of the SRA during 2017, the such as Operational Resilience and Operational Policy and Assurance to review the Brigade has returned to a normal testing and exercising programme. In June 2018, situation with the ongoing hot weather. the senior management team participated in the first of a series of exercises based on the theme of personnel shortages.
We continue to support the National Fire Chiefs Council’s (NFCC) Business continuity community forum and recently attended the two day conference hosted by Greater Manchester Fire and Rescue Service, This is an invaluable opportunity
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Delivering on change – corporate portfolio Project Management is one of the key methods of delivering complex change in the ready to be deployed. On the 2 July 2018, Airbus, the supplier of the new software Brigade in a planned and organised manner. At the end of June 2018 there were 9 for the devices notified its emergency service customers of some advisory delays in ‘A’ governance projects (those which affect multiple directorates; have a significant the deployment of Airbus SAFEcommand™ software which provides mapping, business impact and/or are of particular risk to the Brigade). information retrieval and messaging services on the MDT for crews of pumping appliances and also other Brigade vehicles deployed to incidents. After consultation
Original End Forecast End with Airbus and other fire rescue services who are part of the national programme to Project Name Stage
Aim Date Date adopt Airbus SAFEcommand™ , officers have decided to wait for the
Last RAG Last
Estimated Estimated
spend(£m)
Governance Budget(£m) CurrentRAG enhancements from Airbus before deploying. This is expected to be in September Active Projects and Programmes Command Unit Replacement and will have no negative impact to operational service as crews will continue to use A 1 A A £1.6m Define 31/03/2019 30/04/2020 (CURP) the existing Motorola VMDS software. This bug has no significant impact on sat nav Mobile Data Terminal (MDT) A 2 A A £2.3m Deliver 31/01/2016 31/01/2019 Replacement or tablet devices and the rollout of these devices to appliances will continue in early A 2 Emergency Services Network (ESN) G G TBC Plan 30/03/2019 30/03/2019 August as planned.
A 2 PPE Replacement 2018 G G £2.6m Deliver 31/10/2018 31/10/2018
Page 440 Page The Command Unit Replacement (CUR) project is in the planning stage and Integration of National Operational A 2 A A £1m Plan 31/12/2018 31/01/2020 currently behind schedule due to lead time for stakeholders’ work streams, testing, Guidance into LFB and vehicle build. Exact funding requirements for the IT hardware and Incident A 3 Paging Replacement G G £123k Deliver 31/05/2018 31/07/2018 command operating system elements of this project have yet to be finalised. As well Operations Support Centre A 3 G A £200k Plan 31/07/2017 01/09/2019 as defining the options available for low emission vehicle and any additional (formerly IELP) associated costs. Formal release has been passed to Babcock Critical Services so A 3 Business Intelligence Solution G G £1.8m Deliver 31/03/2020 31/03/2020 they can undertake the procurement process for the Incident command operating A 3 LFB Training Centre Croydon A A £15.5m Plan 28/02/2019 06/11/2020 system. It has been agreed that the project will be procured in a three stage structure of Incident Command Operating System, Hardware. And Vehicle through Four of the projects are currently reporting as green, these are, Emergency Services Babcock Critical services. Network (ESN), Personal Protective Equipment (PPE) Replacement 2018, Business Intelligence Solution (BIS), and Paging Replacement. LFB Training Centre Croydon. (also LSP37 commitment) The target programme was seeking to deliver the facility by October 2019. However, the latest draft Five projects are currently reporting as amber. programme for the project, taking into account the expected vacant possession date Mobile Data Terminal (MDT) Replacement.– The new MDT device and new for the current Protective Equipment Group site, is for construction to be completed software has now been signed off, along with the tablet and the Sat Nav. Previous in November 2020. This accords with the timetable for the Operations Support difficulties with setting up a network connection with British Telecom and Vodafone Centre project. Cost also remains an issue, and officers have appointed an for the sat nav devices to receive mobilising messages has now been resolved. additional quantity surveyor to determine if the current brief can be met from the Preparation work is being undertaken to build the new devices in large quantities for current budget. The training centre project continues to be rated amber as a result the rollout in early August . Virtual instances of the new MDT, which will allow of this change of timetable, and uncertainty regarding affordability. Officers will crews to extensively familiarise themselves with the new software, are prepared and
Page 39 continue to monitor the programme and financial position, and will provide updates The Operations Support Centre (OSU) project, formerly the Integrated Equipment to the Commissioner as these issues are progressed. and Logistics Project (IELP) is now reporting as amber due to the timescales having been progressively and substantially stretched. Initial construction was expected to Integration of National Operational Guidance (NOG). This project is currently start in May 2018. However, it took longer than planned to locate and secure a reporting as amber due to delays experienced in a number of key areas, including suitable property and more recently the introduction of new LFC governance rules the creation of the national ICT solution and the development of risk assessments by resulted in a delay in going out to tender. The Lease for Pegasus Road was the National Programme team. In addition, several methods of implementation have completed on 21st February 2018 and a building layout project brief has been been trialled but have failed to produce an end solution that the team feels is fit for substantively developed with end users, this has involved detailed engagement with purpose. Therefore, it has been agreed by the Project Board that consideration will both PEG and BDC staff. LFB have appointed both a consultant Project Manager be given to running focus groups with all user groups. Good progress has been and consultant designers who are progressing forward with this project, we have made with putting a contract in place for facilitation of the focus groups which will agreed the stage 3 RIBA plans and tender documents were drawn up. Property be run throughout August and September. The project team have carried out a went out to tender on the 29 June 2018 with a tender period of 6 weeks, the review of all existing risk assessments and developed a 3 phase approach to create process is expected to be completed and proceed through the LFC governance the necessary risk assessments which are also NOG compliant, this information will arrangements to agree funding and appoint a contractor by September 2018. be used to determine the content and format of the final products.
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Page 442 Appendix 6
2018-19 Finance and Performance Monitoring Report Quarter 1
1. Introduction
1.1 This report sets out the budget monitoring position for the Corporation as at the end of quarter one.
1.2 A summary of the forecast Outturn position is provided in the table below and projects that the Corporation will have a net underspend at the year end of £0.029m (excluding expenditure on our Housing Infrastructure Fund (HIF) business case, see 1.3 below).
1.3 The Corporation is currently developing a business case as part of the second stage of an application for funding from the Housing Infrastructure Fund, a government capital grant programme of up to £2.3 billion designed to help deliver up to 100,000 new homes in England. An initial estimate of costs associated with the bid is £1.5m. Discussions are on-going with the GLA regarding potential funding arrangements; an update will be provided in the following quarterly report.
Table 1 - Financial Performance Summary
Budget Actuals * Forecast Variance £m's £m's £m's £m's Q1 Q1 Q1 Q1 Expenditure CEO Office 0.833 0.113 0.844 0.011 Technical 1.893 0.893 2.014 0.121 Planning 2.049 0.398 1.966 (0.083) Corporate Operations and Commercial 2.397 0.513 2.397 - Total Expenditure 7.172 1.917 7.221 0.049
Planning Income MCIL Administration (0.105) - (0.105) - Pre Application (0.025) - (0.120) (0.095) Statutory (0.242) (0.026) (0.225) 17 Cost Recovery - - - - Total Income (0.372) (0.026) (0.450) (0.078)
Net Deficit/(Surplus) 6.800 1.891 6.771 (0.029) *This is inclusive of expenditure that has not been recorded on SAP
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2. Summary of Progress to Q1
Chief Executive Office
2.1 All projects and activities within the Directorate work towards meeting the objectives outlined in the OPDC Communications Strategy, approved by OPDC Board and championed by local resident and business Board Members. Key objectives include creating and building relationships, gathering intelligence from all stakeholders and conducting audience mapping work; connecting the corporate brand with different audience groups, using suitable channels at the right time, to build profile and reputation and to set a benchmark for evaluation; and supporting communities and the corporation’s statutory planning and consultation processes, including setting benchmarks for levels and quality of public involvement.
2.2 Work commissioned in the first quarter relates to the planning stage where the team were working to commission strategic corporate projects for annual partnerships such as the West London Business Awards.
2.3 Plans for the year ahead include further strategic corporate activities like transporting and showcasing OPDC’s physical 3D model at industry events and stakeholder offices (e.g. local councils, TfL); the 3D model will also be updated; the use of digital, e- communications and social media channels to continue effective communications and engagement with the public and stakeholders alike (e.g. for the OPDC Local Plan public consultation and Great Place Scheme);
2.4 In addition to fulfilling the aforementioned objectives, an element of communications and engagement activities are led by demand, driven by the needs of the business. Whilst certain events and activities are still in scope, to be defined and delivered throughout the financial year, there is potential for some underspend within the Communications and Engagement budget by year end; but this will be monitored closely and reported in subsequent quarters.
2.5 The forecast over spend of £0.011m relates to the establishment budget and has arisen from the recruitment of a fixed term communications and engagement officer and maternity leave cover offset by an underspend against vacant posts.
Corporate Operations and Commercial
2.6 Corporate Operations and Commercial supports the organisation with financial planning, governance, programme assurance, HR&OD, IT, FM, legal, procurement and internal audit either directly or through shared service arrangements across the GLA Group and leads the development of the Corporation’s commercial strategy.
Corporate Operations
2.7 The Corporate Operations budget is forecast to spend to budget at the year-end, excluding expenditure on the HIF business case. There is a forecast overspend within the establishment budget, offset by an underspend against the Collaborative Procurement budget (as the GLA has agreed to fund the cost of the Collaborative Procurement Team in 2018/19, the insurance budget and vacancies within the OPDC Board and on various Committees.
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Commercial
2.8 The Commercial Director is forecasting to spend to budget, excluding expenditure in support of our HIF business case. The development of the Corporation’s land assembly strategy has commenced in support of our HIF business case.
2.9 The Commercial Director has drawn upon additional support from the GLA to develop the land assembly and other key commercial workstreams.
2.10 Progress has been made in the following areas: Land Assembly Strategy - continued advice and formulation of the strategy. Land Transactions - negotiations on the purchase of specific sites is progressing well including joint valuation and heads of terms. Legal advice has also been sought on certain key interests. VFM Study - benchmarking of OPDC's scheme vs. major London, regional and international regeneration schemes to demonstrate transformative effect and value for money complete.
2.11 The workplan for the remainder of the year, dependent upon the outcome of our HIF bid, includes the following: General Management Support - ongoing management support planned to September ahead of the submission of the HIF bid including a commercial team work breakdown structure and support of land assembly activities and HS2 interface. Land Assembly Strategy – including acquisitions and CPO if required this will include instruction and initial discussions with Counsel, CPO formulation includingthe work needed to agree a boundary, Board resolution & approval and implementation of the CPO. Land Transactions - acquisition due diligence on all site and progression of legal negotiations on all interests. Asset & Property Management - required should OPDC become a land/asset owner. North Pole East - review of potential transactional and JV models with LB Kensington & Chelsea, LCR and other partners. Review of development feasibility. Willesden Junction - commercial viability and planning assessment of Willesden Junction Over Station Development (ASD and OSD). North Acton Station - commercial viability and planning assessment of North Acton OSD. Park Royal - general commercial initiatives (e.g.: business rates intensification). Early Activation - support land, rights and commercialisation.
Technical
2.12 The Technical directorate is forecasting to overspend at the year end by £0.121m as compared to the establishment budget as a result of additional consultancy support costs offset by vacant posts. This excludes expenditure on the HIF business case and the scope of many of the workstreams noted below will be dependent upon a successful bid.
Master Plan
2.13 Master-planning have sub-divided the Old Oak Opportunity area into six distinct areas (or programmes) namely Old Oak North (OON), which is the primary focus of OPDC’s 3 Page 445 current masterplan, land assembly and HIF work. In addition, the others include Old Oak Common Lane/North Acton, Willesden Junction, North Pole East, Channel Gate sites and Wormwood scrubs.
Old Oak North
2.14 Activities undertaken on this programme over the first quarter include the development of the Masterplan Framework for Old Oak North based on the development of the Board approved preferred Option; providing a viaduct and station. This work responded to or provided:
Outstanding issues as set out by the Infrastructure Advisor Indicative development quantum and capacity for land uses across Old Oak North to inform viability analysis The consideration of alternative Park Road Alignment(s) following discussions with OPDC land team Conclusion of the Scrubs Lane South Access Study Resolving interfaces with the Crossrail depot including Genesis Bridge levels Future proofing connections to Old Oak South To refine in more detail, proposals for the “Western Wedge” aligned with the preferred option” proposals. The development of an Old Oak North “Masterplan Development Framework” document (main deliverable) that will document Stage 2 of the Masterplan work. This provided the basis for: o Briefing information to Cargiant, o A supporting document to the Local Plan, and o To provide the basis for a Supplementary Planning Document to be taken forward once statutory SEA screening assessment has taken place alongside Local Plan consultation. o To engage in dialogue with Cargiant, London and Regional and their consultant team in obtaining their response to the Masterplan Framework Principles and implications for their proposed planning application. o To refine the “Integrated Programme” for the site in accordance with the Preferred Direction. Updated development schedules in line with emerging thinking Updated Triple Bottom Line (TBL) analysis Production of an updated Land Use Report
2.15 Activities planned for the remainder of the year include;
Completion of the OON Masterplan Possibly supporting the development of Planning Application(s) should OPDC be successful with securing HIF
Willesden Junction
2.16 The “Willesden Junction Steering Group” was set up in the 2017/18 financial year and have been progressing some high-level development option assessments to understand potential development value, cost of enabling infrastructure and viability of the options proposed. 4 Page 446
Old Oak Common Lane/North Acton
2.17 Some high-level Masterplan work was undertaken on (and around) the HS2 Victoria Road box to inform how possible development could come forward in line with the Local Plan Policy.
Infrastructure
2.18 The Infrastructure work is made up of three core components: Transport, Utilities and Social.
Transport 2.19 To support the Master-planning Options analysis considerable work was undertaken on concept designs, including feasibility of various options for all transport infrastructure across Old Oak North. As the road network was nearing finalisation the team progresses early design of a number of structures: Park Bridge, Park Road Underpass, Laundry Lane Bridge, Harlesden Bridge and Old Oak Bridge (formally HS2 Hybrid Bridge).
2.20 There was also substation work on highways design to support the Masterplan options analysis and once the transport network was finalised more detailed high and junction design to inform costing work.
2.21 Key deliverables included: Outline design drawings of roads A revised 3D highways model Technical notes to support all technical inputs Concept design reports for all structures Updated risk registers Updated cost report
Utilities 2.22 During this period the utilities team have continued to progress concept designs for the Energy network and the Electrical Power network. They have also updated the wider utility network designs and assumptions based on the updated development schedule as well as looked at the infrastructure feasibility of the various Masterplan Options.
2.23 Decentralised Energy During this period further work was undertaken to assess the feasibility of using sewer heat from existing foul drainage networks to provide low carbon heat for the development area. Working with Thames Water and Sharc Energy, a specialist technology provider, it is now understood that sewer heat recovery in OON offers a sustainable, technically feasible and commercially viable low carbon heat source. The team updated the heat demand assessments based on the emerging Masterplan, phasing plans and development schedule. The team developed a robust Connection Cost Counterfactual to demonstrate that connecting to a District Heat Network is the most economically viable approach for developers. The team commenced early thinking on how to procure the Energy Network and ensure investment from the Private Sector into the network to re-invest back into Infrastructure development.
5 Page 447 2.24 Electrical Power During this period the team progressed with a strategy to collaborate with UKPN and HS2 Ltd to upgrade the capacity of power at Atlas Road and allow the sharing of Infrastructure costs. As a result of this work, the team were able to encourage UKPN to provide ‘opportunistic investment’ in the non-contestable network and supported HS2 Ltd to progress UKPN’s ‘collaboration proposals’ through their internal Governance processes, ultimately gaining approval that allows the development in Old Oak North to ‘piggy back’ off the HS2 primary sub-station. This work will ultimately save the public purse circa £15m.
2.25 Strategic Sustainable Drainage Systems (SuDS) During this period, the team made significant progress considering various intervention options to allow the Development Area to comply with the challenging requirements from Thames Water and the London Plan, OPDC Local Plan and London Environmental Strategy. Liaise with the Canal & River Trust to establish the nature and cost of any changes required to the control structures on the Grand Union Canal, to accept surface water runoff from the development. The team also prepared preliminary design calculations and drawings to define the foul water drainage strategy for the site, including any strategic infrastructure that may be required beneath the principal roads; liaised with Thames Water to verify the emerging foul and surface water drainage strategies, including the proposed connection points to the public sewer network, and the anticipated peak discharge rates proposed; the timing and cost to the development for any off site and/or strategic reinforcement works to the existing water supply networks, the required diversion of the Stamford Brook Sewer to facilitate new development and a connection to the sewer heat recovery system; adoption requirements for any new sewers and SuDS.
2.26 Potable Water In order to support the Masterplan Options analysis, Thames Water were commissioned to produce a Network Impact Assessment, which concluded that to supply the anticipated demand in Old Oak, it will be necessary to provide a new cross connection between the existing mains situated below Scrubs Lane and Old Oak Common Lane. This initial assessment considered the wider Old Oak area and was based upon the quantum of development that could be delivered over approximately 40 years. The team also prepared updated demand calculations for Old Oak North based upon the preferred Masterplan Option, to establish the variation in peak potable and non-potable water demand for each phase of development.
2.27 Extensive consultation with Thames Water was also undertaken to verify the following: the timing and cost to the development for any off site and/or strategic reinforcement works to the existing water supply networks. the team would also seek to establish the nature and timing of any other improvement works that may be planned in the area (such as for HS2), to understand whether these works could be combined to reduce cost and disruption. details of any new strategic infrastructure that may be required, so that this can be incorporated into the masterplan and design for any new structures. delivery options for the local supply network to the proposed development plots confirmation of whether the existing water supply infrastructure in Old Oak North would need to be retained, relocated or abandoned.
2.28 Waste Collection Options Study – OPDC commissioned the Infrastructure Advisor Team to undertake an assessment of the options available to provide a site-wide waste collection strategy.
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Social Infrastructure 2.29 In line with the emerging Masterplan the Infrastructure team were commissioned to update our Social Infrastructure Strategy. This work included: updating the population modelling in line with the revises development trajectory; update the education and health services assumptions based on engagement with Borough and GLA education officers and CCGs/public health officers; updates to the potential locations for education and health facilities; addition of emergency services strategy; and consideration of providing social services in high density schemes.
Planning
2.30 The Planning directorate is forecasting to underspend by £0.161m at the year end primarily due to vacant roles currently being shared between existing officers and a revision of expected pre-application income due to compulsory pre-application charging being implemented from 6 August 2018.
2.31 Progress has been made in the following areas:
Planning policy - Costs are associated with the preparation of the Reg 19 (2) draft Local Plan. Payments included costs for the preparation of an Integrated Impact Assessment (IIA) document undertaken by Arcadis and costs associated with the public consultation on the Local Plan, printing, public notices and leaflet drops. Development Management - Costs are associated with the Planning Applications software annual support renewal fee and press notices in respect of planning applications and pre-application charging. Statutory planning applications - One major planning application (Kensington Aldridge Academy) was received this quarter, together with several discharge of conditions applications for Oaklands. Transport - The strategic transport modelling work is progressing. Park Royal - Payments to We Made That for the production of the Park Royal Masterplan and a 3D model associated with the production of the masterplan. Other costs for the Park Royal Masterplan are being paid from the Design and Transport budgets. Payment for a stand at the West London Jobs show. Design - Costs associated with the set up of the Community Review Group, by Frame Projects and contributions to the Park Royal Masterplan costs. Great Place Scheme - Costs associated with GPS agency staff, Open House weekend and costs associated with tours around Old Oak and Park Royal.
2.32 The workplan for the remainder of the year includes:
Planning Policy - the submission and examination of the Local Plan in autumn 2018 along with public consultation on three Supplementary Planning Documents (SPDs) - Old Oak North/Scrubs Lane, Energy and Waste in High Density Developments and Planning Obligations. Development Management - the rest of the year is expected to be 'business as usual' for Development Management, including dealing with pre-apps, planning applications, consultations. Pre application income - there are a number of schemes in the pipeline that could come forward as requests for pre-application advice during the remainder of 2018/19. These have influenced the revised income forecast. Statutory planning applications - a number of major planning applications are expected to be received as well as a series of discharge of condition applications associated with First Central and Oaklands. 7 Page 449 Transport - costs associated with further highways modelling work including junction impacts and Willesden Junction station Park Royal – continued work on the Park Royal Masterplan, the establishment of the Park Royal Employment and Skills Hub, a business engagement exercise, the production of OPDC's Skills Strategy and the production of materials for the intensification and vision for Park Royal. Mayoral CIL - A further Mayoral CIL receipt is due from Fairview New Homes for the First Central development, with OPDC retaining 4% to cover administration costs. Design – continued progress with the management of the PLACE Review Group and new Community Review Group, the Good Growth fund round 1 over the summer/autumn 2018, the scoping of early activation project, production of a street and place naming strategy and artist and cultural audit.
8 Page 450 Agenda Item 9
Subject: Mayor’s Decision Lists: 8 June 2018 to 30 August 2018
Report to: Budget Monitoring Sub-Committee
Report of: Executive Director of Secretariat Date: 17 October 2018
This report will be considered in public
1. Summary
1.1 The report sets out the Mayor’s Decision Lists published since the last meeting of Sub-Committee, and asks, following any discussion, that the Sub-Committee decide if there are any issues with the lists that should be referred to the Budget and Performance Committee for detailed consideration.
2. Recommendation
2.1 That the Sub-Committee discusses any issues arising from the Mayor’s Decision Lists for the period 8 June 2018 to 30 August (previously made available as background papers to the relevant Mayor’s Reports to the Assembly), and decides whether to refer any issues to the Budget and Performance Committee for detailed consideration.
3. Background
3.1 The Mayor’s Decision Lists record both the decisions taken by the Mayor and the Directors of the Authority, through the Authority’s formal approval processes. These lists, which relate to a specified period, are made available as background papers to each Mayor’s Report to the London Assembly.
3.2 The Sub-Committee’s Term of Reference state that the Sub-Committee is: To consider the quarterly monitoring reports provided by the GLA and its functional bodies as referred to it by the Budget and Performance Committee, and any other reports falling within the terms of reference of the Budget and Performance Committee which that Committee considers appropriate, and to report back its findings to the Budget and Performance Committee as necessary.
3.3 At its meeting on 22 May 2018, the Budget and Performance Committee agreed to refer the Mayor’s Decision Lists to the Sub-Committee for consideration as a matter of course for the remainder of the Assembly year.
City Hall, The Queen’s Walk, London SE1 2AA Enquiries: 020 7983 4100 minicom: 020 7983 4458 www.london.gov.uk
Page 451
4. Issues for Consideration
4.1 The Mayor’s Decision Lists, as previously published on London Assembly (Mayor’s Question Time) agendas are attached as follows: Mayor’s Decision List for 8 June 2018 to 5 July 2018, attached at Appendix 1; Mayor’s Decision List for 5 July 2018 2018 to 17 August 2018, attached at Appendix 2; and Mayor’s Decision List for 18 August 2018 to 30 August 2018, attached at Appendix 3.
5. Legal Implications
5.1 There are no direct legal implications arising from the report.
6. Financial Implications
6.1 There are no direct financial implications arising from the report.
List of appendices to this report: Appendix 1 – Mayor’s Decision List for 8 June 2018 to 5 July 2018 Appendix 2 – Mayor’s Decision List for 5 July 2018 to 17 August 2018 Appendix 3 – Mayor’s Decision List for 18 August 2018 to 30 August 2018
Local Government (Access to Information) Act 1985 List of Background Papers: None
Contact Officer: Lauren Harvey, Committee Assistant Telephone: 020 7983 4383 E-mail: [email protected]
Page 452 Appendix 1 Mayor’s Report to the Assembly
Background Document – List of decisions between 8 June 2018 and 5 July 2018
The Part 1 of Mayoral Decisions (from 6 April 2009), Executive Director Decisions (from 1 November 2010), Assistant Director Decisions (from 18 April 2013) and the non-confidential facts and advice supporting those decisions, are published on the GLA website here within one working day of approval, unless deferred. * = previously deferred publication.
Ref Decision Date Approved by/ Financial Implications (summarised Signed Mayoral where long) Advisor MD2063* Hounslow Town Centre Housing Zone – Additional 20/02/17 Sadiq Khan/ This will take current spending on Funding Allocation (Lampton Road) James Murray Housing Zones grant to £105,737,500 from a budget of £400,000,000. Approved: Page 453 Page The drawdown of funds for this project 1. The indicative allocation of a further £3.2 million being would be 100% at start on site, but the made available for the purposes of unlocking and grant would be repaid if the dwellings are accelerating the delivery of housing at the Lampton not built. Road site within the Hounslow Town Centre Housing Zone in addition to the contracted allocation of £15 million made available in respect of the Lampton Road site under MD1457 and DD2004, noting that such further funding shall only be contractually committed subject to the satisfactory outcome of legal and financial due diligence; and
2. Delegation of authority to the Executive Director of Housing and Land and the Executive Director of Resources, in consultation with the Deputy Mayor for Housing & Residential Development, to determine that legal and financial due diligence has been satisfactorily undertaken and that it is appropriate for the Greater London Authority to contractually commit additional Housing Zone grant funding of £3.2 million to the
- 1 - Appendix 1 intervention known as the Lampton Road site within the Hounslow Town Centre Housing Zone.
MD2092* City Hall – Refurbishment and upgrade of lifts 03/04/17 Sadiq Khan/ The paper is seeking approval to spend up David Bellamy to £1.25m for major refurbishment works Approved: to the seven lifts at City Hall and the installation of energy saving equipment. Expenditure of up to £1.25m on the refurbishment of six The project is expected to take two years passenger lifts and one goods-passenger lift at City Hall in the to complete, commencing April 2017 and financial years 2017/18 and 2018/19. ending January 2019. The expenditure will be funded from the 2017/18 and 2018/19 capital budgets. MD2096* Programmes to reduce public exposure to air pollution 03/04/17 Sadiq Khan/ Approval is being sought for expenditure Shirley of up to £700,000 to procure forecasting Approved: Rodrigues and technical support services for Air
Page 454 Page Quality Programmes. 1. The delivery of a Schools Air Quality Audits Project to be delivered by the GLA in partnership with Transport The contract will be procured over four for London (TfL). The total cost of procuring financial years from 2017-18 to 2018-19 consultants to carry out the audits will be £250,000, with a break clause each year. with funding to be received from TfL in 2016/17 and being carried forward to 2017/18; The proposed expenditure will be funded from the Air Quality budget in the 2. The delivery of a forecasting service (including a duty relevant years. forecaster) to support the air quality alerts programme
and related initiatives for four years (with a break In addition, this report is seeking the clause each year). The total four-year value of this receipt of income from Transport for contract is not expected to exceed £200,000; and London totalling £250,000 to be carried 3. The delivery of a call-off technical support service forward to 2017-18 to fund the providing modelling, planning advice and policy procurement of consultants for the support for four years (with a break clause each year). Schools Air Quality Audits Project. The total four-year value of this contract is not expected to exceed £500,000.
- 2 - Appendix 1 MD2104* Beam Park – Monitoring Costs 03/04/17 Sadiq Khan/ This decision requests approval for an James Murray increase in budget of £150k for Approved: monitoring and other costs at Beam Park. This addition will increase the overall An increase in budget of £150,000 for appropriate monitoring budget for this project to £860k (up from and other costs associated with the construction of c2,800 £710k approved by MD1365). homes at Beam Park in LB Havering and LB Barking & Dagenham.
MD2100* Replacement of Revolving Main Entrance Doors at City 26/04/17 Sadiq Khan/ The paper is seeking approval to spend up Hall David Bellamy to £150,000 on replacing the main entrance doors at City Hall. The Approved: expenditure will be funded from the provision that has been made in the Expenditure of up to £150,000 to replace the main entrance Facilities Management Capital Budget revolving doors at City Hall. 2017/18 to fund the project.
Page 455 Page MD2167* Culture Seeds 23/08/17 Sadiq Khan/ Approval is being sought to authorise the Justine Simons expenditure of £1.16m on a new micro Approved: grant programme which supports culture within community contexts. 1. Expenditure on the Culture Seeds project from 2017/18-2020/21 up to a maximum of £1,000,000 on The proposed programme is expected to Culture Seeds grants and £160,000 which will include run over four financial years in which procurement of a grants management system, delivery expenditure of £410,000 is expected to and evaluation costs; and take place in 2017/18 and £250,000 in each of the subsequent three years. 2. Procurement of a system to support the process of
administering and managing grants. As grants are issued, most likely prospectively, applicants will be subject to due diligence checks.
MD2175* Suffrage Statue and 2018 Centenary Cultural Suffrage 14/09/17 Sadiq Khan/ Permission is being sought for both the Programme Justine Simons receipt and expenditure of a grant from DCLG which amounts to £706,092 and for Approved: the receipt and expenditure of other external funding. - 3 - Appendix 1
1. The GLA’s receipt and expenditure of £706,092 grant funding to be provided by DCLG as a contribution to The GLA will provide £140,000 from its the GLA’s costs of delivering the Statue and the capital budget for the Statue. There is Programme; existing budget provision for this expenditure. 2. Receipt of external funding and associated expenditure on the Programme; The GLA will also provide £125,000 from 3. Expenditure of up to £125,000 from the GLA Culture its Culture budget for the Programme budget on the Programme across the financial years across the financial years 2017/18 and 2017/18 and 2018/19; and 2018/19. There is existing budget provision for this expenditure. 4. Expenditure of the GLA capital budget of £140,000 allocated to the Statue. MD2165* Commitment of European Regional Development Fund to 06/11/17 Sadiq Khan/ Mayoral approval is being sought for the Mayor of London’s Energy Efficiency Fund Shirley award of up to £43m from London’s Rodrigues European Regional Development Fund Page 456 Page Approved: (ERDF) to enable the creation of a new low carbon infrastructure fund providing repayable finance. The new fund will be 1. The commitment and award of up to £43m from the called the Mayor of London Energy European Regional Development Fund (ERDF) to Efficiency Fund (MEEF); and will be Amber Infrastructure Limited, which will be invested managed by Amber Infrastructure Ltd. through the Mayor of London’s Energy Efficiency Fund
(MEEF); The commitment of £43m ERDF will be 2. In relation to the above decision, the GLA becoming a used to leverage, at the outset, £100m limited partner in MEEF, which will be established as a from the European Investment Bank limited partnership; and the GLA entering into a (EIB), subject to their due diligence and contingent loan agreement with a Limited Liability final approval. At least a further £260m is Partnership of which MEEF will be one of the members; estimated to be secured by Amber 3. The establishment of a new committee to support GLA Infrastructure Ltd from other sources, officers in monitoring MEEF and the London Green which would lead to projects value of at Fund. least £400m being supported. It is unknown at this stage when or if repayments would be made to the GLA as EIB will receive the first £100m of any returns, from the GLA and EIB
- 4 - Appendix 1 contributions.
MD2194* London Community-Led Housing Hub 23/11/17 Sadiq Khan/ This decision requests approval to commit James Murray up to £750k (£250k of GLA funding plus Approved: £500k contributions from London boroughs or other sources) of grant 1. Expenditure of £250,000 between November 2017 and funding, as well as enter into an 31 March 2020 to fund the set up and implementation agreement with CDS Co-Operatives, the of a hub for community-led housing in London organisation that will set up and implement the London Community-Led 2. The receipt and expenditure of up to £500,000 from Housing Hub. London boroughs or other sources, between November 2017 and 31 March 2020, to contribute to the GLA’s funding (£250k) alongside implementation of the hub; and borough/other contributions (up to £500k) will provide initial seed funding to 3. A delegation to the Executive Director of Housing and
Page 457 Page enable the hub to be set up and run for Land to approve of any variation to the amount of three years (between 2017/18 to funds received and spent from London boroughs or 2019/20), with the long-term aim of other sources becoming self-sustainable, without the 4. provision up to £750,000 of grant-funding to, and need for government grants. entering into an agreement with, CDS Co-Operatives, the organisation that will set up and implement the hub. MD2197* Fuel Poverty Support Programme 2017-19 23/11/17 Sadiq Khan/ The Decision is seeking Mayoral approval Shirley to fund the Fuel Poverty Support Approved: Rodrigues Programme.
1. A grant of £2.5m (capital) to the Retrofit Works Capital budget of £2.5m is sought to cooperative to fund the installation of energy efficiency grant fund the cost of installing a range measures in at least 625 fuel-poor homes of energy efficiency measures in households and this be funded from the 2. Revenue expenditure of £295,000 as follows: Energy programme budget. The delivery a. the allocation of £150,000 grant funding to London of the installation programme will be boroughs to expand and strengthen existing support managed by Retrofit Works cooperative. services working with fuel poor homes; The Decision is also seeking approval for - 5 - Appendix 1 Revenue expenditure of £295,000 which b. a contract, with a maximum value of £125,000, with EST for the administration and evaluation of the will be spent on grant funding to London scheme; and boroughs (£150,000), a contract with EST to administrate and evaluate the scheme c. £20,000 for the development and distribution of (£125,000) and marketing (£20,000). The marketing materials expected profile spend over two financial 3. An exemption from the requirements of the GLA’s years is provided under section 4 (Table Contracts and Funding Code to seek competitive tenders in 1). The Energy Efficiency budget for new relation to the contract with EST (2b above). mechanisms will fund the revenue costs of this scheme in 2017-18. 2018-19 costs are also to be met from the same budget, subject to 2018-19 budget setting and approval process. MD2192* Social Integration Programmes 2017-18 27/11/17 Sadiq Khan/ The expenditure of up to £420,000 will be Nick Bowes funded from the Social Integration
Page 458 Page Approved: Programme budget for 2017-18 held within the Communities and Social Policy Expenditure of up to £420,000 in 2017/18 to promote social Unit. integration in London, as follows:
1. The Social Integration Innovation Fund - £260,000; 2. Workforce Integration Network - £60,000; and 3. ESOL Plus - £100,000.
MD2206* Secure External Network to Support access to Cloud 12/12/17 Sadiq Khan/ MD 2079 approved expenditure of up to David Bellamy £800k (which includes £200k from the Approved: GLA contingency budget) over two years (2017/18 to 2018/19) for the Expenditure of up to £210k of the already approved £800k procurement and implementation of (MD2079) for the GLA’s procurement and implementation of services, supplies and works required for an enhanced external network between 2017/18 to 18/19. the upgrade of wired and wireless local area networks within City Hall.
This decision request seeks to utilise
- 6 - Appendix 1 £210k of the already approved £800k to procure an enhanced external network to provide greater resilience for the GLA cloud based services for 2 years as an interim measure whilst the GLA and TfL explore future opportunities of a shared MPLS.
MD2209* Housing mobility schemes IT 18/12/17 Sadiq Khan/ This decision requests approval to expend James Murray up to £195,000 (between 1 April 2018 Approved: and 31 March 2021) on IT hosting, support and development services for the Expenditure of up to £195,000 over the period from 1 April Mayor’s housing mobility schemes. 2018 to 31 March 2021 on IT hosting, support and development services for the Mayor’s housing mobility The fixed costs, for hosting and support,
Page 459 Page schemes. are anticipated to be up to £105,000 with an estimated amount of up-to £90,000 for IT development, based on the requirements since 2012, as well as to reflect changes in policy, practice and legislation. Please refer to the table in Section 1.6 above for breakdown of costs per project.
The above expenditure will be funded from Housing & Land’s Management & Consultancy budget. The confirmation of the future years funding is subject to the finalisation and sign-off by the Mayor.
MD2215* GLA Members’ Pension Scheme 18/12/17 Sadiq Khan/ The costs of the scheme for Assembly David Bellamy Members will be met by Members’ Approved: individual employee contributions and from the existing budget and reserves 1. That a Master Trust Pension Scheme, provided and held for employer contributions within the administered by Aviva, be established for elected Assembly’s budget and balance sheet, - 7 - Appendix 1 Members of the Authority who choose to join, to which is fixed at 12 per cent of become operational in 2018; and pensionable pay. 2. Authorisation for the Executive Director of Resources and Executive Director of Secretariat to take all necessary administrative actions to establish the scheme.
MD2219* Horizon 2020 programme – CLEVER Cities 10/01/18 Sadiq Khan/ Mayoral approval is sought for the GLA to Shirley accept €972,096 (approximately Approved: Rodrigues £858,000 at the current Euro to Sterling exchange rate) from the European 1. The GLA’s receipt of €972,096 (approximately Commission for co-ordinating the delivery £858,000) from the European Commission – and of the London-based component of the expenditure of the same – to coordinate the delivery of CLEVER Cities programme. Approval is the London-based component of the CLEVER Cities also requested to spend this grant programme; and between April 2018 to March 2023. Page 460 Page 2. Delegated authority to the Executive Director of The income is expected to cover the Development, Environment and Enterprise, to approve expenditure detailed in paragraph 1.9 any further detailed allocations of the funding above. As the majority of the grant award (including changes to the allocations across the work is to cover personnel costs and indirect streams at paragraph 1.9) via a Director Decision form. costs these are expected to be fixed costs for each of the five-years. It should be noted that the CLEVER Cities Programme is wholly funded by EU income.
MD2222* Funding for London’s Childhood Obesity Taskforce 10/01/18 Sadiq Khan/ Executive Director’s approval is sought for Nick Bowes the GLA to receive £90,000 from Guy’s St Approved: Thomas Charity (GSTC) and signing of the MOU between the GLA and GSTC. The income from GSTC will fund staffing and 1. The receipt of £90,000 from Guy’s St Thomas’s Charity; non-staffing costs associated with 2. Expenditure of the same; and London’s Childhood Obesity Taskforce 3. Expenditure of a further £180,000 in GLA funds. and the secretariat that supports it
The GLA’s contribution over two financial years is to be in the form of two officers - 8 - Appendix 1 from the Health Team; a part time grade 10 and a grade 7 (approved under MD2115). Additionally GLA expenditure of up to £16,000 is to be spent on non- pay costs of the Taskforce such as events, commissioning work, website development, which is to be funded from 2018-19 and 2019-20 Healthy Schools London budget within Communities and Intelligence Health Team.
MD2234* Culture and Education District – Revised Agreements for 08/02/18 Sadiq Khan/ The implications of these decisions are Lease and Leases for Stratford Waterfront and UCL East David Bellamy fully reflected in the capital budgets of LLDC and the GLA, which are part of the Approved: Mayor’s 2018-19 Final Draft Consolidated Budget and long-term plans. The details
Page 461 Page 1. LLDC entering into separate AfLs with UCL, UAL, of these transactions and associated Sadler’s Wells and the V&A, as part of the CED financial risks are set out in part 2. The project (approval is for the purposes of paragraph GLA remains exposed to risks of cost 4.5 of the GLA’s Corporate Governance Direction to overruns on the project. But the change the LLDC); to the overall funding arrangements of LLDC by the GLA, set out in the Mayor’s 2. LLDC disposing of land for less than best the budget, are designed to mitigate some of consideration than can reasonably be obtained, to this risk. which LLDC will be committing by entering into the AfLs (approval is for the purposes of section 209(1) The proposal for the GLA to grant fund of the Localism Act 2011); and UCL directly is cost neutral for the GLA as this is met from Government grant with 3. expenditure by the GLA of £100m, by way of grant three proposed milestone payments funding to UCL, for delivery of the Marshgate shell across the financial years 2019-20 to and core works (noting this sum will be funded by 2021-22. capital grant from Government for the CED project, which has increased from £141.3m (receipt approved by MD1422) to £151.3m).
- 9 - Appendix 1 MD2213* The Mayor’s Construction Academy Scheme 15/02/18 Sadiq Khan/ The total cost of this proposal is up to Jules Pipe £9m, a combination of Capital funding of Approved: £7.2m and Revenue funding of £1.8m. £8m of this funding requirement has 1. £7.2m capital funding from the Growth Deal 3 for been earmarked from Growth Deal 3 premises refreshment and/or equipment for funding as endorsed through the LEAP construction skills related training; and on the 4th May 2017 and forms part of the Skills for Londoners Fund approved 2. £1.8m revenue funding. by MD2142.
MD2245* Heathrow Airport TfL Rail fares from 20 May 2018 02/03/18 Sadiq Khan/ There are no direct financial implications Valerie for the GLA from these proposals. Approved: Shawcross TfL will manage the income from fares. 1. The proposed fares on TfL Rail services to the This proposal for fares has been included Heathrow rail stations to be implemented from 20 May in TfL’s income forecasts as part of its Page 462 Page 2018 as set out below; and Business Plan.
2. Directs TfL, pursuant to the power in section 155 (1)(c) of the Greater London Authority Act 1999, to implement these fares on 20 May 2018 (by signing the direction at Appendix 1).
MD2212* Publication of Inclusive London: The Mayor’s Equality, 21/03/18 Sadiq Khan/ The costs associated with the publication Diversity and Inclusion Strategy Nick Bowes and launch of ’Inclusive London’ are estimated to be up to £20,000 and will be Approved: funded from the 2017-18 Social Mobility budget held within the Communities & 1. The content of the revised Equality, Diversity and Intelligence Directorate. Inclusion Strategy for publication contained in Appendix B;
2. The associated publication costs of up to £20,000; and
3. The creation of an Equality, Diversity and Inclusion advisory group to be the main mechanism through which the GLA engages with organisations and - 10 - Appendix 1 networks representing equality groups and communities at Appendix E.
MD2261* Games London Inward Investment Programme 21/03/18 Sadiq Khan/ Permission is being sought to approve Justine Simons expenditure of £1.2m over three financial Approved: years to continue to grow London’s games sector. Revenue contributions of £385,000 in 2018-19, £385,000 in 2019-20 and £430,000 in 2020-21 for a three-year investment Grant contributions of £385,000 in 2018- programme to the games sector in London, via the entry into a 19, £385,000 in 2019-20 and £430,000 in grant funding agreement with Film London to manage the 2020-21 will be made to Film London activity. who will deliver this programme on behalf of the GLA.
A detailed funding agreement will be drawn up outlining the key deliverables as Page 463 Page mentioned in section 2.2 with milestones set accordingly.
The grant will be funded from the GLA Culture and Creative Industries Unit’s 2018-19 to 2020-21 budgets and subsequently monitored by the same team.
MD2246* Global 24-Hour City Summit 29/03/18 Sadiq Khan/ Approval is being sought for a summit Justine Simons estimated to cost £150,000. The GLA Approved: funded component seeks to utilise the slippage of the 2017/18 Night Time 1. Expenditure of up to £150,000 to host a Global 24- Economy Programme of £50,000. Hour City Summit in London in Autumn 2018 at a net cost to the GLA of up to £50,000; Funding for the remaining £100,000 is not fully confirmed at present. The 2. Receipt and expenditure of sponsorship of up to Authority is in talks with various sponsors. £100,000 to deliver the summit; and As per paragraph 2.4, a levy may be charged to delegates to make up any
- 11 - Appendix 1 3. To allow a reasonable charge to be made to attendees funding shortfall. In the event a levy is to the summit. proposed to be charged, that decision would need to be taken before any marketing materials go into production.
MD2266* Tottenham Hale (LB Haringey) Housing Zone – Hale 29/03/18 Sadiq Khan/ The Decision seeks approval for an Wharf James Murray allocation of an interest-bearing loan of £38.2m to the Tottenham Hale housing Approved: zone in the LB Haringey to facilitate delivery of up to 505 new homes on the 1. The allocation of £38,183,235 of Financial Transaction site; 35% affordable by habitable rooms. funding to be made available for the purposes of The loan will be made to WPL, a joint accelerating housing delivery within the Tottenham venture between Muse Developments Hale (LB Haringey) Housing Zone; and Limited and Canal and River Trust. Tottenham Hale has also received 2. Contractually commits this Financial Transaction £14.67m recoverable grant funding from Page 464 Page funding to the borrowers in the form of an interest- the housing zone programme. bearing loan facility to accelerate housing delivery within the Tottenham Hale (LB Haringey) Housing
Zone, noting that legal and financial due diligence has
been satisfactorily completed as described in the report below.
MD2267* Heart of Harrow (LB Harrow) Housing Zone – Former 29/03/18 Sadiq Khan/ This decision requests the approval of an Cumberland Hotel James Murray allocation of two interest bearing loans totalling £42.5m to accelerate housing Approved: delivery within the Heart of Harrow housing zone in the London Borough of 1. The allocation of £42.501m of Financial Transaction Harrow. It will facilitate the accelerated funding to be made available for the purposes of construction of 204 homes; 81 of which accelerating housing delivery within the Heart of are affordable (40%). The funding could Harrow (LB Harrow) Housing Zone; and be sourced from the market, but the 2. Contractually committing this Financial Transaction delivery would be delayed. The total of funding to the borrowers in the form of an interest- £42.5m will be funded from the £200m bearing loan facility to accelerate housing delivery the Government awarded the GLA to within the Heart of Harrow (LB Harrow) Housing Zone, support housing zones. noting that legal and financial due diligence has been - 12 - Appendix 1 satisfactorily completed as described in the report. An additional £3m of grant funding has already been approved under the Mayor’s Affordable Housing Programme 2016-21 to facilitate 40% affordable housing on the site.
MD2273* Maximising Business Rates and Council Tax Income – 29/03/18 Sadiq Khan/ The proposed variation sought in this funding enhanced property inspection work David Bellamy Decision would not result in the overall funding envelope of up to £6.6 million Approved: originally approved being exceeded. Based on the bids submitted by billing Delegated authority to the Executive Director Resources to authorities and taking into account the award individual authorities more than the proposed £200,000 applications for additional support over individual funding envelope including the annual amounts set and above the £200,000 sum per out in MD2177 to ensure resources are targeted to maximise authority originally envisaged it is potential business rates and council tax income and mitigate anticipated that around £5 million would
Page 465 Page risks relating to appeals and changes in rating legislation and be allocated – around £1.6 million lower policy providing that the maximum total £6.6 million allocation than the overall funding envelope. This approved in the original Decision is not exceeded. reflects in part the fact that the GLA will be contributing a lower proportion of the costs of business rates related inspection work following the approval of the London 100% retention pilot which reduces the GLA’s share of locally retained business rates from 55 per cent to 36 per cent as there will be no central government share.
MD2276* Stephenson Street Legal Costs and Legal Agreements 23/04/18 Sadiq Khan/ Approval is sought for additional revenue James Murray and capital budget to progress the Approved: development of the site.
1. Additional budget of £220k, within the lifetime budget forecast; 2. GLAP entering into an agreement with the Education Funding Agency and Berkeley Homes (South East London) to facilitate the building of a school on the - 13 - Appendix 1 site; 3. GLAP entering into a deed of variation to the Development Agreement with Berkeley Homes (South East London) to facilitate changes as outlined in part 2; and 4. GLAP entering into the ancillary documentation required to facilitate the obligations under the Development Agreement.
MD2292* London Environment Strategy 08/05/18 Sadiq Khan/ Approval is sought for the Mayor to take Shirley into account the Report to the Mayor on Asked the Mayor to: Rodrigues the consultation on the draft London Environment Strategy (Appendix B) and 1. Have regard to and take into account the Report to the the IIA (Appendix C) prepared in respect Mayor on the consultation on the draft London of it. The Mayor is requested to approve Environment Strategy (Appendix B) and the IIA the final recommended version of the Page 466 Page (Appendix C) prepared in respect of it; London Environment Strategy (Appendix A) for publication. 2. Approve the final recommended version of the London Environment Strategy (Appendix A) for publication in The GLA’s business planning process is accordance with sections 41, 42B, 43, 351A to 363 aligned with the London Environment (Part IX) of the Greater London Authority Act 1999; Strategy. However, the strategy looks and beyond the business planning period and funding this far ahead is necessarily 3. Note the Implementation Plan that will be published attended by a degree of uncertainty. The separately from, but at the same time as, the London Mayor is required to have regard to the Environment Strategy (Appendix D) resources available for implementation of the London Environment Strategy when setting future years’ budgets.
Approval for any further costs related to the publication of the strategy will be sought via the Authority’s decision making process.
- 14 - Appendix 1 MD2286* Mayor’s Civic Innovation Challenge Pilot 2018 08/05/18 Sadiq Khan/ The revised cost of the Mayor’s Civic Rajesh Agrawal Innovation Challenge Pilot is up to the Approved: value of £250,000. DD2185 had previously approved the pilot at an 1. The spending of up to £250,000 on the Mayor’s Civic estimated cost of £100,000 to be funded Innovation Challenge pilot programme (noting this is an via the LEAP Strategies budget for 2017- increase on the previously approved budget of 18 that has been re-profiled into 2018-19 £100,000 and the extra funding will be used to expand as part of the 2018-19 budget process the pilot); (£75,000) and private sector income, now secured from the European Institute of 2. The receipt of £50,000 from TfL; and Technology’s Climate-KIC programme (up 3. A delegation to the Head of Infrastructure and Growth to £25,000). to receive and spend £50k funding from the private sector to enhance further the pilot, without reference The proposed increase of £150,000 for to a further decision form. the pilot will be funded via income from TfL (£50,000, which TfL has confirmed is
Page 467 Page available), a GLA budget contribution from the Team London & Sports Units Programme budget for 2018-19, specifically the ‘Workforce & Capacity strand of the Sport Unites budget (£50,000), with the balance of £50,000 being sought for other Private Sector contributions.
It should be noted that the additional £50,000 being sought via other Private Sector contributions has not yet been secured and consequently expenditure will be limited to the amount of income that is secured for the duration of the programme. MD2299* Skills for Londoners Strategy 22/05/18 Sadiq Khan/ There are no direct financial implications Jules Pipe arising from this report although the Approved: Strategy itself will be a key driver of how future education and skills funding is - 15 - Appendix 1 The final Skills for Londoners Strategy, which was launched on allocated including skills capital funding, 6 June 2018, noting this followed a public consultation from London’s European Social Fund allocation November 2017 and January 2018, which resulted in a and, from 2019, the Adult Education consultation report to the Mayor. Budget.
MD2280* Silvertown Quays 30/05/18 Sadiq Khan/ Financial comments are in Part 2 of the James Murray decision form. Approved:
GLA and Property Ltd entering into a deed of variation to the Master Development Agreement between GLA and Property Limited (1), the Silvertown Partnership (2) and BREPS (3) dated 7 June 2013 and any other ancillary documentation necessary to facilitate the changes outlined in this paper.
Page 468 Page MD2301* Proposed launch of A Smarter London Together 05/06/18 Sadiq Khan/ There are no direct financial implications Nick Bowers to the GLA associated with the
publication and launch of A Smarter Approved: London Together.
A Smarter London Together for publication. MD2305* Changes to the Londonwide Low Emission Zone in 2020 06/06/18 Sadiq Khan/ There are no direct financial and expansion of the ULEZ from Central London to Inner Shirley consequences for the GLA arising from London in 2021 Rodrigues this report.
There will be direct financial The Mayor, having considered: consequences for TfL. The implementation of the ULEZ will be 1. The responses to the Stage 3b consultation proposals, funded through the TfL investment including the Integrated Impact Assessment prepared programme. The TfL Business Plan in relation to the consultation proposals (contained includes £800m for investment in action within Appendix C); the Variation Order; TfL’s Report to improve the quality of the Capital’s air to the Mayor on the consultation, contained at through to 2021/22. This package of Appendix B, which includes TfL’s consideration of the funding supports the Stage 3b
- 16 - Appendix 1 responses made, and recommended modifications to consultation proposals but will be off-set the Variation Order; and responses (if any) that were by any net revenues of the Scheme arising received after TfL completed its report, and which have from the payment of the ULEZ daily non- been provided to the Mayor; and compliance charges. These charges are set at a level to bring about behavioural 2. The content of, and advice given in, this Form in particular, regarding the various matters for decision, change to reduce vehicle emission levels, including whether further information is required by reducing the number of non-compliant vehicles being driven and/ accelerating before making a decision and whether further consultation, or the holding of any inquiry, public or the take-up of compliant ones. Under the otherwise, is necessary or appropriate before making a GLA Act 1999 any net proceeds of the decision; and being satisfied regarding these and other Scheme received by TfL must be applied relevant matters; to “relevant transport purposes” which is any purpose which directly or indirectly CONFIRMS the Greater London Low Emission Zone Charging facilitates the implementation of the (Variation and Transitional Provisions) Order 2018 with the policies and proposals of the MTS, modifications recommended by TfL in response to the including those designed to bring about
Page 469 Page consultation. London’s compliance with NO2 limit values and reduce exposure to harmful traffic pollution.
MD2297 Tenancy Sustainment Teams’ capacity increase 12/06/18 Sadiq Khan/ This decision requests approval to expend James Murray £148,605 during the financial year Approved: 2018/2019 - £103,809 to St Mungo’s to fund three additional posts (increasing Additional expenditure of £148,605 in 2018/19 for Tenancy the annual contract from £1,207k to Sustainment Team services, with a variation of the contracts £1,311k), and £44,796 to Thames Reach with St Mungo’s and Thames Reach (the providers of the TST to fund one additional post (increasing services) to reflect the additional expenditure (£103,809 for St the annual contract from £1,200k to Mungo’s and £44,796 for Thames Reach, increasing £1,244k). expenditure across the two contracts to a total of £2.4m). The proposed funds will be expended from 1 April 2018, and will be funded from the Rough Sleeping Commissioning budget.
- 17 - Appendix 1 MD2308 Amendment of the Croydon Tramlink (Penalty Fares) 12/06/18 Sadiq Khan/ There are no financial implications for the Order 2009 Valerie GLA. Shawcross The Mayor made : There will be some costs incurred by TfL in providing information, signs and The Croydon Tramlink (Penalty Fares) Order 2018 to amend training in respect of the decision taken the Croydon Tramlink (Penalty Fares) Order 2009. by Tramtrack Croydon Limited to remove the TVMs. These costs must be considered in the context of the ongoing maintenance and cash collection costs associated with providing the TVMs. There are no specific costs associated with amending the Penalty Fares Order.
MD2309 GLA Food Programme 2018-19 12/06/18 Sadiq Khan/ A budget provision of £144,000 has been Nick Bowes included in the 2018-19 budget to Page 470 Page Approved: support the above-mentioned activities of the Food Programme in 2018-19. In 1. Expenditure of up to £144,000 towards projects, addition to the core GLA contribution to programmes and initiatives to support delivery of the the programme, officers will seek the food programme in 2018/19; and external funding via sponsorship and partnership contributions to enhance the 2. The receipt of additional external income through programme (wherever possible). suitable sponsorships/partnerships, to be used to enhance the food programme, if such income is available and forthcoming.
MD2310 North London Warm Homes Programme 12/06/18 Sadiq Khan/ There are no additional costs arising from Shirley this proposal to repurpose £300,000 of Approved: Rodrigues un-spent phase 1 RE:NEW funding as these funds were already paid over to the 1. The reallocation and expenditure of existing funding of London Boroughs as part of the original up to £300,000 previously allocated to three North funding agreement, which they currently London boroughs, to support the North London Warm hold within their accounts. Homes programme until February 2020; and
2. For the GLA to enter into an appropriate funding
- 18 - Appendix 1 agreement with each of the three North London boroughs.
MD2300 Talk London Engagement Approach 27/06/18 Sadiq Khan/ The expenditure of up to £240,000 will be Nick Bowes funded from the 2018-19 Director of Approved: Communities and Intelligence’s Minor Programmes Budget. 1. Expenditure of up to £240,000 to support the delivery of a Talk London engagement and outreach programme to ensure its user base better reflects London’s diverse population; and 2. A delegation to the Assistant Director, Intelligence to approve (in consultation with the Mayoral Director of Policy, but without the need for a decision form) the detailed proposals for the digital campaigns.
Page 471 Page MD2311 Social Integration Budget 2018-19 27/06/18 Sadiq Khan/ Approval is sought for expenditure of up Nick Bowes to £675,000 on the Communities and Approved: Social Policy’s Social Integration Programme for 2018-19. Expenditure of up to £675,000 on the Communities and Social Policy Unit’s Social Integration Programme for 2018-19. Of the budget required, £595,000 will be funded from the Social Integration Programme budget for 2018-19 held within the Communities and Social Policy Unit, £30,000 will be funded the Director of Communities and Intelligence’s Minor Programmes budget for 2018-19. The balance of £50,000 will be funded from the Communities and Social Policy’s agreed 2017-18 carry-forward, original funded from Director of Communities and Intelligence’s Minor Programmes budget for 2017-18.
- 19 - Appendix 1 MD2313 Community Engagement Team Budget and Projects 27/06/18 Sadiq Khan/ The expenditure of up to £305,000 will be Matthew Ryder funded from the Community Engagement Approved: Programme budget for 2018-19 held within the Communities and Social Policy Expenditure of £305,000 on the 2018/19 Community Unit. Engagement programme of work.
MD2318 GLA’s Financial Outturn for 2017-18 27/06/18 Sadiq Khan/ Financial issues are integral to this David Bellamy decision form. The Mayor:
1. Noted the financial outturn for 2017-18 set out in the decision form, including details of transfers to and from earmarked reserves; 2. Approved the carry forwards from 2017-18 to 2018-19 Page 472 Page as set out in the decision form; and 3. Approved the creation of two new earmarked reserves as set out in the decision form.
MD2291 Supporting developments with high levels of affordable 02/07/18 Sadiq Khan/ The spend is to be funded by a transfer of housing James Murray £1.52m from the £1.78m Housing Zone consultancy support revenue budget Approved: which is not now forecast to be required.
1. Support for legal and property due diligence The use of external advisors on property (£880,000) on proposals to deliver high levels of due diligence and legal contracting will affordable housing, including through the Affordable ensure the GLA can fully assess the Homes Programme 2016-21 Innovation Fund; robustness of investment proposals for the Innovation Fund. The approach will 2. Support for the development of business cases for bids mitigate risks and ensure value for money. and subsequent contracting with MHCLG (£640,000),
subcontracting with delivery partners, and the The support of consultants will also help development of service level agreements with TfL and develop high quality business cases for OPDC, for the delivery of successful Forward Funding the HIF to optimise the level of Forward (FF) schemes under the Government’s Housing Funding awarded for affordable housing - 20 - Appendix 1 Infrastructure Fund; and investment. The investment secured could be in excess of £1bn. 3. Support for legal contracting with MHCLG and London Boroughs in respect of successful Marginal Viability schemes (MVF) under the Government’s Housing Infrastructure Fund.
DD2187* St Ann’s Hospital Acquisition 20/12/17 David Lunts The decision is seeking approval for the acquisition of St Ann’s Hospital site for Approved: development. Acquisition of the site is expected to be completed by 31 March The use of the Mayor’s Land Fund budget for the purchase of 2018. the St Ann’s Hospital site, in accordance with MD2207.
DD2257 London Legacy Development Corporation: General 19/06/18 Martin Clarke The provision of a guarantee by LLDC is financial assistance consent (guarantee) for new E20 conditional as set out in paragraph 1.5
Page 473 Page Stadium LLP contracts which includes that the proposed works or services are within approved budget. As Approved: principal funder and ‘lender of last resort’ of LLDC the GLA is already exposed to The Legacy Corporation providing financial assistance to E20 any financial risks and LLDC does not LLP and its suppliers pursuant to sections 213 and 220 of the consider that this increases its commercial 2011 Act in the form of a guarantee for, or being jointly and risk. severally liable with E20 LLP under any new contract let by E20 LLP for works, supplies and/or services at the London Stadium with an estimated value of up to £10 million, provided that the GLA is notified in writing of any such financial assistance and subject to the other conditions stated in the General Consent attached at Appendix A.
DD2255 Principal Planner – London Plan & Growth Strategies 02/07/18 Lucy Owen Approval is sought for the Executive Director of Development, Enterprise and Approved: Environment to approve expenditure of up to £138,000 on a 2 years fixed term The expenditure of £138,000 of Planning Decision programme grade 10 Principal Planner post. The post budget to fund a grade 10 Principal Planner post for 2 years. will be funded by the Planning Decisions Programme Budget (£51,000per annum) - 21 - Appendix 1 and the additional funding (approximately £18,000 per annum) will come from the Planning Smoothing Reserve. The post is expected to start in June 2018 and end around May 2020 (depending on start date).
DD2206 Contract with digital agency for onsite user research 03/07/18 Martin Clarke The proposed one-year contract has no minimum spend and is effectively a call Approved: off contract for a value of up to £130,000; thus, meaning the GLA will Expenditure of up to £130,000 on a one-year contract with a draw down on services on a ‘as and when digital agency to provide onsite, full-time user researcher. The required’ basis and will not exceed the expenditure will fund both the staff resource and other £130,000 contract limit. £50,000 of the resources such as the use of user research laboratories. contract costs will be funded from the existing Technology Group Revenue Page 474 Page budget for 2018-19. The balance of up to £80,000 will be funded by local budgets within the GLA as and when individual Teams require new or improved digital products and services.
ADD2237 Funding for the London Stansted Cambridge Consortium 11/06/18 Tim Steer Assistant Director’s approval is being to provide the secretariat function for the West Anglia sought for a contribution of £30,000 to Taskforce support the Taskforce Secretariat function for another year. DD1471 and ADD 2089 Approved: previously approved expenditure to support the London Stansted Cambridge That the Head of Transport approves the transfer of £30,000 Consortium to help the West Anglia from the GLA Transport Team budget to the London Stansted Taskforce Growth Plan up to December Consortium (LSCC) to support its performance of the 2017. secretariat function for the West Anglia Taskforce up to December 2018. The £30,000 contribution will be funded to the Transport Team for this from Development, Enterprise and Environment 2018-19 Minor Programme budget.
- 22 - Appendix 1
ADD2229 The case for heat pumps in London’s new developments: 13/06/18 Patrick Feehily Assistant Director’s approval is sought for additional work to ADD2197 expenditure up to £15,000 for the single source appointment of consultants Etude Approved: to undertake further research into the case for heat pumps in new development 1. Expenditure of a further £15,000 on external consultant in London. This is in addition to the support to undertake further research into the case for expenditure approved under ADD2197 heat pumps in new developments in London (taking for £20,000 therefore taking the total total expenditure to £35,000, including work already spend for this consultancy to £35,000. undertaken); and This consultancy cost will be funded from 2. An exemption from the GLA’s Contracts and Funding Environment team’s 2018-19 Supply Code so as to appoint consultants Etude, in respect of Chain (part of the Zero Carbon Policy)
Page 475 Page the above expenditure, without a competitive tender. programme budget and is expected to be delivered by July 2018.
ADD2234 Support for Community Engagement on Serious Youth 14/06/18 Julia Slay Approval is sought for expenditure of up Violence to £30,000 on the procurement of a community engagement consultant and Approved: supporting resources, and a further £20,000 on engagement activities. 1. Expenditure on a community engagement consultant and supporting resources up to the value of £30,000; The total cost of £50,000 will be funded and from the 2018-19 Director of Communities and Intelligence’s Minor 2. Project expenditure on engagement activities of up to Programme budget. £20,000.
ADD2240 Licence agreement with the Newspaper Licensing 25/06/18 Emma Strain The cost of the Media Monitoring Agency Service’s Newspaper Licensing Agency fee to cover the period 1st June 2018 to 31st Approved: May 2019 is £43,908, with the costs funded by the GLA, Transport for London, The Met Police and Crossrail. - 23 - Appendix 1 1. Expenditure of a maximum of £43,908 to enter into a licence agreement with the Newspaper Licensing The GLA’s share of these costs (£4,032) Agency for one year; and will be met from the 2018-19 Press Office Media Monitoring budget, held in 2. A related exemption from the requirement to seek three or more competitive quotations or make a call-off from External Affairs Directorate. The GLA will an accessible framework for the provision of the licence recover the costs of the contract by to reflect the Newspaper Licensing Agency’s position as invoicing each body on a quarterly basis.
sole licensor of copyright materials circulated by way of the press cutting service.
ADD2245 Home Response 03/04/18 Patrick Feehily Assistant Director’s approval is sought for the acceptance, and distribution to Approved: project partners, of the conditional grant offer of £22,701 The grant will be from 1. Receipt of a grant income of £22,701 and entry into an the UK Government Department for Page 476 Page associated grant agreement with the Department for Business, Energy and Industrial Strategy Business, Energy & Industrial Strategy; to fund the phase one feasibility study for Home Response project. 2. Disbursement of the grant funding to project partners:
Moxia (£4,402) Repowering London (£9,705); UK The income will be claimed by the GLA Power Networks (£2,244) and entry into an associated from BEIS on delivery of agreed work and consortium agreement; and the GLA will then grant the partners; 3. Expenditure of £6,350 (funded from the grant income) Moixa, Repowering London and UKPN. At to be utilised on project management, travel and this stage, a total of £16,351 is to be expenses and sub-contracting services for data redistributed to the 3 partners, leaving analysis. the GLA with £6,350 to be utilised on project management, travel and expenses and sub-contracting services for data analysis. ADD2224 Adult Education Budget (AEB) Provision in the Greater 05/07/18 Michelle Phase 1 of this initiative was funded from London Area Cuomo-Boorer the AEB Implementation Budget for 2017-18 Approved: The remaining estimated costs for this Expenditure of up to £49,000 to fund external research into initiative will be funded from the AEB - 24 - Appendix 1 AEB spend and provision. Of this, £43,750 will be new Implementation budget for 2018-19. expenditure, with the remainder previously approved through a Delegated Authority Record.
ADD2239 Mentoring Programme 05/07/18 Debbie Jackson Assistant Director’s approval is sought for expenditure of £25,000 on the GLA’s Approved: one-year London Growth Hub ‘Mentoring Programme’, for a services contract. The A total expenditure of £25,000, on the GLA’s one-year London cost of this will be funded from the Growth Hub ‘Mentoring Programme’, for a services contract. London Growth Hub 2018-19 (£20,000) and 2019-20 (£5,000) budget. London Growth Hub budget is fully funded by BEIS as an allocation to LEAP to deliver Growth Hub services. DMFD3 Fire Engineering Qualifications 14/06/18 Fiona Twycross The expenditure is to be funded through sums available to the Commissioner. Page 477 Page Approved: There are no direct financial implications for the GLA. The London Fire Commissioner’s decision to expend the amounts set out in part 2 of this decision form under a contract with Glasgow Caledonian University for the provision of Fire Engineering degree courses.
DMFD4 Insurance arrangements for the London Fire Brigade 14/06/18 Fiona Twycross The expenditure is to be funded through sums available to the Commissioner. Approved: There are no direct financial implications for the GLA. Consent to the London Fire Commissioner putting in place new insurance arrangements from 1 July 2018, subsequent to the procurement process, budgets, and delegations described by the report to the Commissioner LFC-0025.
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Page 478 Appendix 2 Mayor’s Report to the Assembly
Background Document – List of decisions between 5 July 2018 and 17 August 2018
The Part 1 of Mayoral Decisions (from 6 April 2009), Executive Director Decisions (from 1 November 2010), Assistant Director Decisions (from 18 April 2013) and the non-confidential facts and advice supporting those decisions, are published on the GLA website here within one working day of approval, unless deferred. * = previously deferred publication.
Ref Decision Date Approved by/ Financial Implications (summarised Signed Mayoral where long) Advisor MD2082* Periodic Polling Programme 24/04/17 Sadiq Khan/ Approval is being sought for expenditure Jack Stenner of up to £520,000 for the procurement of Approved: periodic online polling services to support effective policy making and the Page 479 Page Expenditure of up to £520,000 on periodic online polling development of strategies and services over the four-year period from November 2017 to programmes at City Hall. DD2042 October 2021 to support effective and impactful policy making approved £130,000 in October 2016 to and the development of strategies and programmes at City commission the service for the period of Hall. work leading up to the start of the new contract.
The contract will be awarded via a competitive tender process and will last 4 years from November 2017 to October 2021.Therefore the costs will be incurred over 5 financial years in 2017-18 (£54k), 2018-19 (£130k), 2019-20 (£130k), 2020-21 (£130k) and 2021-22 (£76k).
The costs will be funded from the Consultation Programme budget held within the Intelligence Unit.
- 1 - Appendix 2 MD2172* London commercial boiler scrappage scheme 05/09/17 Sadiq Khan/ The decision form is seeking approval to Shirley procure a contractor to develop, Approved: Rodrigues administer and deliver the London 1. Expenditure of up to £10m to undertake the commercial boiler scrappage scheme. The development, design and delivery of a rolling three-year objective of the scheme is to provide a pan-London commercial boiler scrappage scheme percentage reimbursement to businesses commencing in 2017/18, funded through Government for the replacement of their boilers. The Growth Deal 3 capital allocation; GLA will transfer funds to the successful 2. Within the £10m envelope, spend up to £0.5m, and bidder and the applicant will be entry into a contract, for services for the development, reimbursed by the scheme manager in management and administration of the scheme; and arrears. The scheme manager will also be responsible for fraud prevention. 3. Delegation to the Director for Development, Enterprise and Environment, authority to approve the final The paper is also seeking approval for a scheme, following completion of development and budget of £10m, which will be allocated design by the appointed contractor. to the scheme over three years from Page 480 Page 2017-18 to 2019-20. Up to ten per cent of the budget will be allocated to revenue expenditure and the remainder allocated to capital expenditure – subject to this capital/revenue swap being approved by the Executive Director of Resources. The budget of £10m will be funded form funds secured from Government as part of the Growth Deal 3 funding. MD2180* Replacement of the GLA correspondence management 26/10/18 Sadiq Khan/ The estimated cost of £300,000 for this system (WriteON) Leah Kreitzman project will be funded from the Public Liaison Development budget that was Approved: approved as part of the 2017-18 budget process. Any ongoing maintenance costs Expenditure of up to £300,000 to build a best-in-class that may be payable will be contained correspondence system, including all licenses, configuration, within existing Public Liaison Unit’s full staff training and system support for the first year. revenue budget subject to the annual budget setting process.
- 2 - Appendix 2 MD2191* London Development Panel 2 – Additional Expenditure 27/11/17 Sadiq Khan/ MD2068 provided approval for £200,000 James Murray of expenditure to support the Approved: procurement process for LDP2 across 2016/17 and 2017/18. This Decision The additional expenditure required to support the seeks a further £70,000 as the level of procurement of the London Development Panel 2. Legal support is higher than originally estimated. It is estimated that £55,000 will be required in 2017/18 and a further £15,000 in 2018/19. The additional budget will be funded from Land and Property Programme.
MD2220* Crystal Palace National Sports Centre design, feasibility 18/01/18 Sadiq Khan/ The total cost of this proposal will be up and options appraisal Jules Pipe to the value of £205,000. The GLA will fund up to £200,000 for this proposal via Approved: the Housing & Land Estates revenue
Page 481 Page budget and the Corporate Contingency Expenditure of up to £205,000 on consultancy services to Fund in 2017-18 (£100,000 each), with commission a design, feasibility and options appraisals to Sport England contributing £5,000 develop a masterplan for the National Sports Centre estate. towards the project. It should be noted that while the work will be commissioned in 2017-18, expenditure will span into 2018-19 and consequently the budget allocation will be subject to re-profiling as part of the 2018-19 budget setting process currently underway.
Any additional work required as a direct result of findings from the proposed feasibility study and options appraisal will be subject to further approval via the Authority’s decision-making process.
MD2223* Disposal of Sovereign House & former substation land at 18/01/18 Sadiq Khan/ The Decision is seeking approval for the Lion Green Road, Coulsdon James Murray freehold disposal of the Sovereign House site to Brick by Brick Ltd, a wholly-owned Approved: subsidiary company set-up by London - 3 - Appendix 2 Borough of Croydon to build new homes. 1. The freehold disposal of land consisting of Sovereign House and former substation land at Lion Green Road, Coulsdon to Brick by Brick Ltd at the direction of GLA Land and Property Limited under an Agreement for Sale and associated Transfer and Call Option; and 2. Expenditure of £15,000 to meet commercial and legal fees for the legal documentation to give effect to the disposal. MD2230* Fuel Poverty Support Fund 23/01/18 Sadiq Khan/ Approval is sought for additional Shirley expenditure of up to £100,000 in the form Approved: Rodrigues of grant funding as a contribution to the costs of up to four projects successfully Expenditure of up to £100,000, from the £500,000 fuel applying for funding under the Fuel poverty budget and in the form of grant funding, as a Poverty Support Fund. This will take the Page 482 Page contribution to the costs of up to four borough projects that total value of the first phase of the Fuel have applied for funding under the Fuel Poverty Support Fund. Poverty Support Fund to £250,000. The This funding is additional to the £150,000 funding allocated to £100,000 of grant funding to paid out in the Fuel Poverty Support Fund through MD2197 (i.e. total 2018/19 is to be funded from expenditure of £250,000). Environment’s 2018/19 Fuel Poverty budget. MD2197 (Fuel Poverty Support Programme 2017-2019) approved up to £150,000 grant funding towards supporting programmes in 2017/18, as part of a four-year commitment of £500,000 from 2017 to 2021.
MD2244* Community Sport Investment Programme – ‘Sport 02/03/18 Sadiq Khan/ Mayoral approval is sought for Unites’ Matthew Ryder expenditure of up to £5.8m on the Sport Unites programme, which is designed to Approved: use sport to encourage improved social integration across London and improve 1. Expenditure of up to £5.8 million on the Sport Unites the physical and mental health and programme, including grants of up to: wellbeing of Londoners, focusing in particular on those who are inactive. This - £1.5m to Comic Relief as contribution to its costs of includes the approval of budget provision - 4 - Appendix 2 its Major Grants Fund; and for 2.5 FTEs (Full-Time Equivalents) on two-year fixed term contracts. - £0.5m to Laureus Sport for Good Foundation as contribution to its costs of delivering three place- based pilot projects. Costs and budget are expected to be profiled and spent as shown in the table 2. Delegated authority to the Executive Director of below and will be funded from the Sport Communities and Intelligence to approve the detailed Unite budget within the Communities and expenditure proposals and delivery approach of Intelligence Directorate. individual themes 2 and 3 of the Sport Unites programme (via a director decision form), within the budget approved by this MD. MD2235* Energy for Londoners – Homes energy efficiency 15/03/18 Sadiq Khan/ Mayoral approval is requested for programme Shirley expenditure up to £3.6m funded by a Rodrigues contribution of £1.8m ERDF grant and Approved: matched by GLA budget of £1.8m. The expenditure will be on the procurement of Page 483 Page 1. Receipt of £1.8m of European Regional Development a new technical assistance team for three Fund match funding for the Mayor’s Energy for years, a programme evaluation and Londoners homes energy efficiency programme; and additional specialist services (including legal). This will be a successor programme 2. Expenditure of £3.6m (comprising the above £1.8m of of the current phase of the RE:NEW ERDF and £1.8m from existing GLA Development, programme. Enterprise & Environment budgets) from 2018-19 to
2021-22, including up to £200,000 on external The Environment team’s Energy evaluation and specialist services. Efficiency/Energy for London budget from 2018/19 to 2021/22 will fund the £1.8m and is subject to budget approval process.
MD2257* Environment Planning Consultancy Support 21/03/18 Sadiq Khan/ The profile of the spend is expected to be Shirley £235,000 – 2018/19 Approved: Rodrigues £255,000 per annum from 2019/20 to 2021/22. 1. Expenditure of up to £1m on environment planning assessment consultancy services from 1 July 2018 to 31 It should be noted that as this is a call-off March 2022; and contract and planning application - 5 - Appendix 2 2. Expenditure of up to £30k – from within the overall caseload can vary from year to year the £1m approval – on energy consultancy support until 30 profile above may change therefore June by way of extending the existing contract with budgets may need to be reprofiled across AECOM. the 4 years depending on the work requirements.
The £1m expenditure is expected to be funded from the following budgets; £440,000 Zero Carbon Policy - Energy Planning (£110,000 per annum) £340,000 GLA Planning team contribution (£85,000 per annum) £220,000 from Environment Programme budget (combination of Waste, Flood risk and Drainage programme budgets). Page 484 Page
MD2282* Additional funding for affordable homes 02/05/18 Sadiq Khan/ The decision is seeking approval for GLA James Murray to receive £1.67bn from MHCLG to fund Approved: the Mayor for affordable housing delivery. This funding is to deliver at least 26,000 1. The GLA receiving an additional £1.67bn of funding starts of affordable homes by 2022. The from government to assist in delivering 26,000 starts of profile of the funding has yet to be affordable homes by March 2022; and confirmed. 2. Adding the above funding to the Affordable Home Programme budget, taking it to a total of £4.92bn to deliver at least 116,000 starts of affordable homes by March 2022. MD2298* Software Defined Wide Area Network (SD-WAN) and 19/06/18 Sadiq Khan/ Approval is being sought for expenditure associated cloud transition services David Bellamy of up to £219,000 in financial year 2018/19 consisting of £205,000 capital Approved: expenditure and £14,000 revenue. This will be funded from the TG Budget in Expenditure of up to £219,000 to support implementation of a 18/19. The licences procured will run for flexible public cloud-enabled infrastructure, comprising: 5 years from the date of deployment.
- 6 - Appendix 2
1. Up to £69,000 for Professional Services for financial year 2018/19 to be used as follows: - Software Defined WAN (SD-WAN) design and implementation - Microsoft Azure design and implementation - Decommission of outgoing messaging technology (including re-routing of mail flow and authentication using the new SD-WAN and Azure implementations) and; 2. Up to £150,000 for financial year 2018/19 for the hardware and licences identified to enable the upgraded WAN infrastructure. MD2316 Funding condition to require resident ballots in strategic 11/07/18 Sadiq Khan/ This decision requests approval for the Page 485 Page estate regeneration projects James Murray introduction of a funding condition requiring resident ballots to be Approved: undertaken on strategic estate regeneration projects where GLA funding 1. Introducing a funding condition within the GLA’s is sought. Affordable Housing Capital Funding Guide requiring resident ballots to be undertaken on strategic estate There are no direct financial implications regeneration projects where GLA funding is sought and arising from the decision. reflecting changes to the draft proposals for the funding condition following the consultation process; and 2. Publishing the Consultation Summary Report following the consultation on introducing the new funding condition.
MD2296 Economic Fairness Programme 13/07/18 Sadiq Khan/ As part of the 2018-19 GLA budget Rajesh Agrawal process a budget provision of £500,000 Approved: has been earmarked within the 2018-19 budget for the GLA’s Economic Fairness
- 7 - Appendix 2 1. Expenditure of up to £0.55m for the Mayor’s Economic Programme. The balance of £50,000 for Fairness Programme; and this proposal will be funded from the Communities & Intelligence Minor 2. Delegated authority to the: Programme budget for 2018-19 if - Executive Director of Development, Enterprise and required. Environment and [in Executive Director’s absence] the Assistant Director for Regeneration and It should be noted that given the Economic Development to approve detailed programme is scheduled to be completed expenditure proposals within the parameters of the around July 2020, the budget provision of expenditure approved under decision 1 above, for £550,000 currently accounted for within delivery of the Good Work Standard and elements the 2018-19 GLA budget will be subject of the Economic Fairness Programme led by the to budget re-profiling to ensure that Regeneration and Economic Development team; budget is aligned to when programme and expenditure is due to take place. This will - Executive Director for Communities and Intelligence form part of the 2019-20 GLA budget to approve detailed expenditure proposals within process. Page 486 Page the parameters of the expenditure approved under decision 1 above and by MD2314, for the requirements of elements of the programme led by the Communities and Social Policy team.
MD2314 Equality and fairness workplan 2018-19 13/07/18 Sadiq Khan/ Expenditure of up to £420,000 is being Nick Bowes sought for the Authority’s Annual Equality Approved: and Fairness Workplan.
Expenditure of up to £420,000 to deliver equality and fairness The expenditure will be funded from the programmes in 2018-19 as detailed in 2.2 2018-19 Social Mobility Budget within the Communities and Social Policy unit.
MD2322 Complaint about a decision taken by a GLA statutory 16/07/18 Sadiq Khan/ There are no financial issues arising for officer David Bellamy the GLA directly from this decision.
The Mayor agreed, jointly with the Assembly, whether to take any action in relation to the complaint contained in Part 2 of
- 8 - Appendix 2 this decision form.
MD2321 Draft Skills for Londoners Framework 18/07/18 Sadiq Khan/ There are no direct financial implications Jules Pipe arising from this proposal as the draft Approved: Framework will be published on the GLA website. It should be noted that The draft Skills for Londoners Framework for publication in consultation on the draft Framework was mid-July 2018. The Framework will be open to public previously approved by ADD2235 and was consultation for a period lasting four weeks. supported with a budget provision of up to £25,000.
MD2327 Publication of Sports Strategy, entitled ‘Sport for All of 19/07/18 Sadiq Khan/ The associated spend of £30,000 for the Us’ and the draft Integrated Impact Assessment for Matthew Ryder delivery of the consultation activities, consultation research, and publication of the final strategy will be funded from the 2018-19 Page 487 Page Approved: Sport Unites Programme budget contained within the Team London & 1. Publication of ‘Sport for All of Us’, and the associated Sports Unit. Integrated Impact Assessment, for a three-month consultation period; and 2. Expenditure of £30,000 from the 2018/19 sport strategy budget for the delivery of consultation activities and research for the final publication of the Sport for All of Us in 2018. MD2317 Commitment of the European Regional Development 26/07/18 Sadiq Khan/ The GLA is the designated Intermediate Fund to applications under call 6 Rajesh Agrawal Body for the management and administration of the 2014-20 ERDF on Approved: behalf of MHCLG. The European Programmes Management Unit (EPMU) 1. The commitment and award of up to £14.1m ERDF to will continue to be responsible for applicants of the sixth call for proposals to support jobs managing the programme on behalf of and growth, as set out in Part 2; and the GLA
2. That following on from the award of funding, officers of the Greater London Authority’s European Should changes in the sterling/euro - 9 - Appendix 2 Programmes Management Unit will manage the exchange rate result in fluctuations in Funding Agreements in accordance with the individual claims, and in turn the overall delegations set out in MD1583. total level of funding required, EPMU officers should ensure variations are authorised in line with the financial delegation limits laid out in MD1583. Any gains or losses in sterling/euro exchange rate fluctuations will be contained and manged by MHCLG.
MD2332 E-FLEX (Real-world Energy Flexibility through Electric 26/07/18 Sadiq Khan/ Approximately £200,000 in 2018/19 is Vehicle Energy Trading) Shirley expected to be capital grant paid by Rodrigues the GLA to fleet operators/owners Approved: (recruited once the project has started) for the purchase of V2G charging 1. Receipt of a conditional grant income of up to infrastructure. The income will be claimed Page 488 Page £373,209 from Innovate UK, to be claimed on proof of by the GLA from Innovate UK on delivery expenditure; and of agreed work detailed in the project 2. Expenditure of up to £373,209 from 2018 to 2021 to plan. pay for both a full-time project manager and electric vehicle charging infrastructure (including the A capital grant funding agreement will be conversion of £199,999 of revenue grant income to prepared by the GLA with input from TfL capital grant funding for charging infrastructure. Legal and TfL Procurement. The funding agreement will be modelled on similar agreements used by GLA Environment, ensuring that liabilities, financial and controls management is appropriately handled.
MD2334 Updated Protocol on Mayoral Appointments 26/07/18 Sadiq Khan/ There are no financial issues directly David Bellamy arising from this decision. Approved:
The updated Protocol on Mayoral Appointments appended to this decision form.
- 10 - Appendix 2 MD2328 Governance arrangements for implementing and 31/07/18 Sadiq Khan/ As set out in the draft constitution at managing the statutory functions relating to the Adult Jules Pipe Appendix A, the GLA’s statutory chief Education Budget finance officer will be a member of the AEB Mayoral Board meaning that all key Approved the: decision-making in respect of the AEB and its administration will be subject to 1. Adult Education Budget (AEB) governance financial input and oversight in advance arrangements, including the establishment of an AEB of the Mayor’s standard formal decision- Mayoral Board which will be the key forum for ensuring making process. that the statutory functions relating to the AEB are implemented and delivered effectively. The draft constitution, terms of reference and membership are set out at Appendix A of the decision form; 2. Reconstitution and repurposing of the Skills for Londoners Taskforce as the Skills for Londoners Board which will consider and make recommendations to the Page 489 Page Mayor in relation to the Skills for Londoners Strategy, AEB and other skills and employment priorities, programmes and projects. The draft constitution, terms of reference and membership are set out at Appendix B; and 3. Establishment of the London Occupational Skills Board, as prefaced in the Skills for Londoners Strategy, which will enable business/employer representatives to advise on how to improve and align skills provision, including specialist and higher-level skills provision (considering progression routes to higher education), to meet skills needs in London. The draft constitution, terms of reference and membership are set out at Appendix C. MD2329 Pay award for 2018-19 for the GLA’s statutory officers 31/07/18 Sadiq Khan/ A 2% pay award for 2018-19 for the David Bellamy Mayor, Assembly Members and all Approved, jointly with the Assembly: GLA staff has been built into the GLA budget for 2018-19. A pay award of 2% for 2018-19 should be made to the GLA’s Head of Paid Service and Executive Director of Resources as The award of 3% for Grades 1 to 6 would - 11 - Appendix 2 statutory officers. cost an additional £67,000 in 2018-19. That sum can be met from existing contingencies.
MD2342 Access to Entrepreneurship, Business Support & 31/07/18 Sadiq Khan/ The expected profile and funding of the Leadership Projects Jules Pipe spend is as shown below, however the exact phasing of expenditure is Approved: dependent on the outcome of
1. Expenditure of £300,000 (£150,000 of LEAP funding commissioning / procurement process. matched by £150,000 of ESF) to deliver an Access to Entrepreneurship project. This would bring businesses £100,000 2018-19 LEAP Core together with individuals who face particular barriers to £100,000 2018-19 LEAP Growth Hub entrepreneurship, to obtain the skills they need to £50,000 2019-20 LEAP Growth Hub establish a business or move into employment; and It should be noted that LEAP Core & 2. Expenditure of £200,000 (£100,000 of LEAP funding Page 490 Page matched by £100,000 of ESF) to deliver a Business Growth Hub budgets are funded by Support and Leadership project. This would support Government and are subject to SMEs to identify skills gaps and provide relevant confirmation on an annual basis. While training to support progression for their workforce, with the risk of these funds for years 2 & 3 not a focus on groups underrepresented at leadership level. materialising is very minimal, any grants / contracts entered into for the full duration of the programme will require the necessary break clauses or alternative funding will need to be sought to bridge any shortfalls in budgets.
MD2336 Home Office Grant Agreement for London Strategic 07/08/18 Sadiq Khan/ Approval is sought for receipt and Migration Partnership (LSMP) and related activities Nick Bowes expenditure of £154,000 in Home Office 2018/19 grant, to fund the work streams associated with the London Strategic Approved: Migration Partnership in financial year 2018-19. 1. Receipt of £154,000 of grant funding from the Home Office; and The income and expenditure will be accounted for within the Communities - 12 - Appendix 2 2. Expenditure of the same to cover staff costs and and Social Policy Unit and will be utilised meeting facilitation costs to support the LSMP and the on funding staffing resource and other delivery of its business plan, coordinate Vulnerable programme related activities. Persons Resettlement, and coordinate ESOL for Resettled Refugees for 2018-19. MD2338 Royal Docks Enterprise Zone Delivery Plan 13/08/18 Sadiq Khan/ The proposed initial expenditure of James Murray £212.5m in this decision includes The Mayor: assumed funding of £98.4m from sources other than business rates, including 1. Approved the Royal Docks EZ Delivery Plan for the first £13.7m from a bid to the GLA’s Strategic five-year delivery period from 2018/19 to 2022/23, as Investment Fund and £67.7m from a bid endorsed by the London Economic Action Partnership to MHCLG’s Housing Infrastructure Fund, (LEAP) Board, including an initial expenditure approval both of which would be the subject of of £212.5m with a £155m capital and £57.5m revenue additional Mayoral approvals. However, split to fund each of the individual projects as set out in even if these bids are successful, it is Part of the decision; estimated that there would still not be Page 491 Page sufficient business rates in the early years 2. Approved forward funding of this expenditure and any to fund the proposals and the GLA as associated financing costs by prudential borrowing as accountable body for the Royal Docks EZ necessary in advance of business rates or other income; would need to forward fund from 3. Noted that a further MP approval to access the borrowing. additional £101.8m capital spend would be sought at a later date, subject to the recommendations of the Broadband Study and Overarching Place Strategy; 4. Approved expenditure of £640,522 for financial year 2018/19 to fund the additional Delivery Team resource to support the initiation of project delivery as set out in Part 2 of the decision; and 5. Delegated authority to the Executive Director of Housing and Land to approve, through Director Decision forms, the detailed spending proposals for the interventions that are to be funded.
- 13 - Appendix 2 DD2066* London Housing Bank Allocation – Atrium Point, London 20/03/17 David Lunts This a London Housing Bank loan of Borough of Ealing £21,037,590, to be used to partly fund the purchase of Atrium Point by Network Agreed: Homes Limited a registered provider number 4825. That the outcome of due diligence, detailed in this report, demonstrates it is appropriate for the GLA to contractually This loan was given approval by the commit loan funding of £21,037,590 from the London Housing Interest Rate Setting Board on the 15th Bank Programme to Network Homes Limited to fund the November 2016, subject to the Director’s provision of 270 intermediate rent homes at Atrium Point in sign off as per this document. the London Borough of Ealing. This loan is secured by assets off site to the value of 143% of the loan, therefore there is a maximum loan to value of 70%. DD2180* Treasury Management – Consultancy Advice 13/11/17 Martin Clarke The estimated costs of up to £50,000 can be contained within the overall Group Page 492 Page Approved: Finance budget.
Expenditure of up to £50,000 on consultancy advice from Capita, including any of its contractors, to ensure the GLA’s treasury function is fit for purpose for the new arrangements arising from the expansion of the service to London Boroughs.
DD2181* Good Growth Fund – Round 1 Development Funding 13/11/17 Fiona Fletcher- The funding of up to £1.04m for this Smith proposal will be funded from within the Approved: £6.088m revenue budget provision allocated for the Good Growth Fund Expenditure of up to £1.04m (revenue) as a contribution approved by MD2163. towards 19 Good Growth funding applicants’ costs of developing their project proposals.
DD2179* Silvertown Quays – V22 site activation 23/11/17 David Lunts There are no direct financial implications arising from this agreement. Funding Approved: required for the installation of a temporary foul sewer for early meanwhile 1. GLA Land and Property Limited entering into an uses on the site is available from the agreement for lease and a five-year lease with V22 underspend of the DCLG Capital Funding, - 14 - Appendix 2 materially on the terms set out in this paper; and as described in Section 1 (paragraph 5) above. 2. A budget of £25,000 to fund the installation of a temporary foul sewer on the Silvertown Quays site to facilitate early meanwhile uses. DD2185* Tech Challenge Programme Pilot 2018 11/12/17 Fiona Fletcher- The total estimated cost of this Smith programme is £100,000, of which Approved: £75,000 will be funded from ringfenced LEAP funds, specifically the LEAP Expenditure of up to £100,000 to pilot the Mayor’s Tech Strategies budget for 2017-18, with the Challenge Programme. balance of up to £25,000 being sought from private sector match funding. It should be noted the match funding has not yet been confirmed and if this level of match funding is not secured, the programme will be reduced accordingly.
Page 493 Page While delivery is expected to commence in 2017-18, the programme is expected to end during the 2018-19 financial-year and as a result part of the budget allocation will require re-profiling into 2018-19. This will form part of the Authority’s budget process for 2018-19, which is currently underway. DD2189* Thames Estuary Production Corridor – Case for 13/12/17 Jeff Jacobs Approval is being sought for the receipt investment report and expenditure of up to £60,000 on the Thames Estuary Production Corridor Approved: Programme. A budget of £40,000 was approved under MD2129 and, as such, 1. Receipt of: this decision seeks to approve additional funds to enhance this programme further. - Up to £30,000 from Essex County Council, acting as
a contracting body on behalf of the South East Up to £50,000 will be received as grant Local Economic Partnership; income from external bodies (SELEP, - £10,000 from the London Borough of Lewisham; London Borough of Lewisham and
- 15 - Appendix 2 and London Borough of Bexley) whilst the remaining £10,000 will be transferred - £10,000 from London Borough of Bexley. internally from the Authority’s Royal 2. Expenditure of the same and a further £10,000 of GLA Docks Team. resources (£60,000 in total) to commission a ‘case for investment report’ Although the gross expenditure of this programme will be up to £100,000, the net cost to the GLA will be up to £50,000.
DD2192* London Assembly Case Management System 18/12/17 Ed Williams Approval is being sought to undertake expenditure of up to £81,000 on a more Approved: compatible case management system for the London Assembly and the project 1. Expenditure of up to a maximum of £68,000 over a 5- management of its implementation. year period (minimum 12-month term with the option to extend for a further 4 years) on a Software as a The expenditure will occur over 5 financial Page 494 Page Service (SaaS) based Case Management System and years in which the first years cost will be related services and supplies; and £18,000 for the system and £13,000 for one-off project management services. 2. Expenditure of up to £13,000 on the one-off project The remaining £50,000 will be split over management services provided via the GLA’s the subsequent period. Technology Group.
The expenditure of up to £13,000 for one-off Project Management services provided via the GLA’s Technology Group, to be covered by the Committee Services budget.
This expenditure will be met by the Assembly and Secretariat budget and split between the Labour Group and Conservative Group. The Committee Services budget will cover the contribution for the smaller political groups and all project management costs for the implementation of the system.
- 16 - Appendix 2 DD2184* London Building Stock Model 20/12/17 Fiona Fletcher- Executive Director’s approval is being Smith sought to spend up to £120,000 on Approved: services required to create a new pan- London Energy Performance Certificate Expenditure of up to £120,000 on services required to create a (EPC) data model. The contract for this new pan-London Energy Performance Certificate (EPC) data work is to span two financial years model. (expected contract end date is December 2018), therefore the expected spend in 2017-18 is £40,000 and the remaining £80,000 in 2018-19. It should be noted that the budget for 2018-19 is subject to budget setting process. The budget to fund the cost of this contract is the Environment Energy Efficiency Budget (Evidence and Analysis). Page 495 Page DD2188* London Simulator – enhancements 20/12/17 Fiona Fletcher- The total estimated cost of this project is Smith £210,000 and will be part funded from Approved: the 4-Year Infrastructure & Growth budget approved by MD2162 up to the Expenditure of up to £210,000 from the following sources of value of £100,000, with the additional funding for the next stage development of the London £110,000 (€125,000) being sourced from Simulator: the Revolving Investment in Cities (RICE) European budget approved via MD2105. - £110,000 (€125,000) of MRA RICE sub-consultancy It should be noted that the RICE budget is budget; and wholly funded by EU income. - £100,000 of the Infrastructure programme budget.
With regards to the EU income and in line with MD2105, the GLA will make claims for the reimbursement of costs in arrears based upon actual spend and will be paid in euros. Consequently, there is the risk that the GLA will suffer from exchange rate losses and the income received will not cover the expenditure incurred. Whilst
- 17 - Appendix 2 it is not possible to estimate how much the potential loss will be; the losses will be contained within existing budgets.
DD2192* Social Prescribing: Digital & Voluntary sector 20/12/17 Jeff Jacobs The cost of this is to be funded by requirement £40,000 income from NHS England to support the digital development of the Approved: citywide infrastructure and £110,000 from the 2017-18 Communities & Intelligence 1. Expenditure of £50,000 to engage with the voluntary Minor programme budget. sector across London and to co-produce a report of the role, challenges and opportunities for them in rolling out social prescribing across London; 2. Expenditure of £55,000 to produce a report that sets out the digital requirement of citywide infrastructure to support social prescribing and test new approaches; Page 496 Page 3. Receipt of £40,000 from NHS England and expenditure of the same to develop effective evaluation, framework and tools and guides to support the digital development of the citywide infrastructure; and 4. Expenditure of £5,000 to fund a GLA-led social prescribing conference. DD2200* London Community Energy Fund 17/01/18 Fiona Fletcher- Approval is sought for additional Smith expenditure of up to £75,000 in the form Approved: of grant funding as a contribution to the costs of up to 14 projects successfully Additional expenditure of up to £75,000 in the form of grant applying for funding under the London funding as a contribution to the costs of up to 14 projects Community Energy fund. This will take which have successfully applied for funding under the London the total value of the first phase of the Community Energy Fund. London Community Energy Fund the project to up to £150,000. The £75,000 of grant funding to be paid out in 2018/19 is to be funded from Environment’s 2018/19 programme budget. MD2137 (as part of the 2017/18 - 18 - Appendix 2 Environment Team Work Programme) approved up to £75,000 grant funding towards supporting the development phase of community energy projects in 2017/18.
DD2222* Good Growth Fund – Recommendations at Detailed 06/03/18 Fiona Fletcher- The total request for a capital funding of Application Stage Smith £24,028,383 (includes £804,500 (2018/19: £214,500 & 2019/20 Approved: £590,000) capital funding from the GLA
1. Expenditure of up to £24m of capital grant funding as a Environment team from the National Park contribution to the costs of the 27 projects detailed in City budget) Appendix B. Of this amount, £804,500 will be funded Revenue allocation of £1,020,000 from the National Park City budget held by the (includes £20,000 revenue funding from Environment team; the GLA Environment team from the Page 497 Page 2. Expenditure of £670,000 of revenue funding as a National Park City budget and £100,000 contribution to the costs of the eight projects detailed revenue match funding from the 2014- in Appendix C. Of this amount, £20,000 will be funded 2020 ESF Programme in 2018/19 from the National Park City budget and £100,000 match funded from the 2014-2020 ESF Programme; financial year) 3. Expenditure of £350,000 of revenue funding on projects to support baselining, impact and programme evaluation; and 4. The increase of the Good Growth Fund funding package from £67,183,000 to £68,107,500. DD2088* Hounslow Town Centre Housing Zone – Additional 15/03/18 David Lunts/ This decision requests approval to Funding Allocation (Lampton Road) Martin Clarke contractually commit £4.48m of non- recoverable grant funding to Notting Hill Approved: Housing Trust (NHHT), to enable the delivery of 160 shared ownership units, 1. Entering into a contractual commitment to provide increasing the level of affordable homes £3.2m affordable housing grant and £1.28m Recycled provided at Lampton Road to 50%, within Capital Grant Fund to fund additional affordable Hounslow Town Centre Housing Zone. housing units at Lampton Road within the Hounslow £3.2m will be committed as a contribution - 19 - Appendix 2 Town Centre Housing Zone; and from Housing Zone Grant programme, whereas NHHT proposes to include a 2. The revised milestone dates for the delivery of new homes. contribution of £1.28m from the Recycled Capital Grant Fund (RCGF).
DD2228* London Housing Bank – Portal West, London Borough of 21/03/18 David Lunts/ The loan is a low-cost loan, which will be Ealing Martin Clarke fully drawn at the start on site, and will be subordinate debt funding. The loan will Approved: be issued at an interest rate of 1% per annum, which will increase annually by Entering into a contractual commitment to provide £27m loan 0.25% per annum from year nine of the funding from the London Housing Bank programme to City & loan. The interest will be capitalised, and Docklands Construction Limited to fund 164 homes for loan plus interest will be repaid on intermediate rent at Portal West in the LB Ealing. maturity.
Page 498 Page DD2230* Receipt of funding for Homes for NHS Staff, London 21/03/18 David Lunts The grant is envisaged to be received in Pilot 2017/18 financial year, however, the corresponding expenditure (up-to Approved: £100,000 would be used by the GLA for a project lead and the remaining amount for 1. Receipt of a grant of £150,000 revenue funding from the development of a delivery toolkit) will Cabinet Office to deliver a Homes for NHS Staff be expended in 2018/19. London pilot; Appropriate financial adjustments will be 2. Expenditure of up to £100,000 on the recruitment of a made at the end of the financial year to project lead for the Homes for NHS Staff London Pilot; carry forward the funds to the next and financial year (2018/19) to enable the 3. Expenditure of up to £50,000 for the development of completion of this work. the delivery toolkit. DD2224* Sounds Like London 26/03/18 Jeff Jacobs Approval is being sought for the expenditure of £150,000 to deliver a Approved: London Music Campaign – Sounds Like London. 1. Expenditure of £150,000 from the 18/19 budget to support the Sounds Like London campaign in summer The GLA will contribute £100,000 and it is - 20 - Appendix 2 2018. Amount will cover project management, event anticipated the remaining £50,000 will production and marketing. come from partners. However, at present no contractual commitments have been 2. Exemption from the GLA’s Contracts and Funding Code to: agreed therefore in the instance where this does not fully materialise this - Extend the current contract of the current project campaign will be appropriately scaled management consultants up to September 2018 up back. to a value of £50,000; and - Appoint an Artistic Director of the Mayor’s flagship The expenditure will be met from the urban music project, up to the value of £25,000. Culture and Creative Industries 2018/19 Money approved in MD2242; and budget and subsequently managed by the same unit. 3. Receive sponsorship income of up to £50,000. DD2225* Delivering the Crowdfund London Programme 2018-2020 26/03/18 Fiona Fletcher- The total cost of up to £2.2m for this Smith proposal will be funded from the Good Approved: Growth Fund Programme budget as Page 499 Page previously approved by MD2163, with the 1. Expenditure of up to £500,000 revenue funding from total initial allocation for the programme the Good Growth Fund to support the Crowdfund being £67.183m. This overall programme London Programme’s set up, development and allocation has now increased to £68.108m promotional costs; and (£61.9m in capital & £6.208m in revenue) a result of budget contributions from the 2. Expenditure of up to £1.4m capital and £300,000 GLA’s Environment budget and ESF revenue funding from the Good Growth Fund to match funding as detailed in paragraph support the Grant funding of community-led projects 1.6 and DD2222. through a Mayoral pledge to Crowdfunding campaigns. DD2233* Growth Hub: Business support to small businesses 28/03/18 Fiona Fletcher- The proposed grant of £65,000 to the affected by Grenfell Tower fire Smith Portobello Business Centre will be funded from the 2017-18 Growth Hub budget Approved: (specifically via grant funding from the Department of Business, Energy & Expenditure by way of grant funding of £65,000 (from the Industrial Strategy). London Growth Hub 2017/18 grant from the Department of Business, Energy and Industrial Strategy) as a contribution to Portobello Business Centre’s costs of providing tailored 1-2-1 business support to small businesses affected by the Grenfell
- 21 - Appendix 2 Tower fire.
DD2236* Maximising Business Rates Income in the London 28/03/18 Martin Clarke In 2017-18 the GLA is forecast to receive Borough of Redbridge an estimated £21.8 m from the London Borough of Redbridge under the business Approved: rates retention scheme and a further £1.2 million through the Crossrail Business Expenditure of up to £50,000 as a contribution towards a Rate Supplement. project by the London Borough of Redbridge to maximise business rates income locally. The GLA has been asked therefore to contribute towards the costs of the business rates maximisation project which has been incurred in line with its average locally retained share over the period of the project. Its contribution is conditional Page 500 Page on the omitted/undervalued hereditaments being amended on the rating list by the Valuation Office Agency.
DD2234* Getting Ahead London – continuation programme 11/04/18 Jeff Jacobs The proposed grant for up to £148,000 will be funded from the Executive Director Approved: of Communities and Intelligence’s Minor Programmes budget for 2018-19. It will Grant funding of up to £148,000 to Challenge Partners to be subject to satisfactory due diligence of deliver the Getting Ahead London programme for 2018/19. Challenge Partners, and will be governed by way of a funding agreement, with all payments made on successful completion of agreed milestones.
DD2235* Industrial Intensification Viability Study – Waltham 18/04/18 Fiona Fletcher- ADD2161 approved expenditure of up to Forest bolt on Smith £40,000 for an Industrial Intensification Study to be funded from the Approved: Development, Environment & Enterprise Minor Programme budget. As detailed The receipt, and subsequent expenditure, of £13,200 funding within the main body of this report, the contribution from the LB Waltham Forest towards the scope of the study has now widened to - 22 - Appendix 2 production of a site appraisal for a designated industrial site in include a site appraisal for a designated Waltham Forest, testing the scenarios for industrial industrial site in Waltham Forest, testing intensification and/or co-location with residential. the scenarios for industrial intensification. Consequently, costs have increased by a further £13,200 and will be funded by way of grant income from the London Borough of Waltham Forest, which will be received in 2018-19.
It should be noted that, the additional expenditure on this study will increase the overall cost to £53,200 and it is expected the study will be completed in early 2018-19.
DD2229* Croydon Growth Zone Delivery Programme 19/04/18 Martin Clarke This DD recommends that £4m be drawn
Page 501 Page down from the £309m borrowing facility Approved: LB Croydon have entered into to help finance the Growth Zone. The risk that 1. The Croydon Growth Zone Delivery Plan of 46 this borrowing is not repaid from the infrastructure projects as set out in Appendix 1 of which business rates growth anticipated lies up to £309.9m of the costs will be funded from the with the Borough, not the GLA. Croydon Growth Zone; and
2. Croydon Growth Zone expenditure of up to £4m for project activities in 2018-19 as set out in this report. DD2244* Industrial Intensification: Investment Advice 26/04/18 David Lunts The expenditure would be funded from the revenue account of the land fund, Approved: which can be up to two per cent of the land fund (up to £5 million). The revenue 1. Expenditure from the Land Fund revenue allocation on account was approved under MD2207. external commercial investment and agency advice on This would be the first use of the revenue industrial intensification; and account.
2. The appointment of Savills as the successful bidder, The industrial intensification commercial which has been assessed through a competitive agency and investment advice would procurement process as representing the most provide professional advice to support - 23 - Appendix 2 economically advantageous bid. and guide investment of the land fund on site acquisition, and other potential investment scenarios available to the GLA.
DD2242* Housing Design Supplementary Guidance to the London 18/05/18 Martin Clarke The estimated cost of this consultancy Plan project is £130,000 to be phased over two financial-years from 2018-19 to 2019-20 Approved: (£65,000 and £65,000 respectively), and will be funded via a combination of Expenditure of up to £130,000 across financial years 2018/19 budgets from the Development, and 2019/20, on external consultant support to prepare Enterprise & Environment (DEE) and guidance and accompanying studies to form part of the new Housing & Land Directorates, specifically London Plan’s Housing Design SPG. the Good Growth by Design, London Plan and H&L Management & Consultancy Programme budgets. Page 502 Page DD2252 Royal Docks Promotion and Investment Activity 12/07/18 David Lunts This decision requests approval for an additional revenue expenditure of Approved: £38,000 for further promotional and investment activity at the Royal Docks EZ. An additional £38,000 of revenue expenditure on marketing DD2201 approved £230,000 for and communications throughout 2017-19 to help promote the promotional and marketing activity taking Royal Docks and drive footfall and visitor interest (taking total total promotional expenditure to approved expenditure to £268,000). £268,000.
The above expenditure will be funded from the Royal Docks EZ Delivery Budget (MD2049) and will be incurred in 2018- 19.
DD2258 Additional awards for Mayor’s Entrepreneur competition 24/07/18 Lucy Owen Executive Director of Development Environment and Enterprise is asked to Approved: approve the expenditure of £55,000 to deliver the additional prizes for the Expenditure of £55,000 to deliver an additional two prizes for Mayor’s Entrepreneur competition in the Mayor’s Entrepreneur competition in 2019. 2019. This is funded from 2018-19 GLA LEAP Core budget. - 24 - Appendix 2
Spend of £15,000 on marketing and training will happen in 2018-19 before the two prize awards are given in 2019- 20. This will mean £40,000 budget is expected to be re-profiled into 2019-20 as part of 2019-20 budget setting process.
DD2263 Small Sites, Small Builders – 2018/19 programme 30/07/18 Simon Powell, Growth Deal 3 is an allocation of capital on behalf of grant funding and only the funding for Approved: David Lunts 2017-18 has been formally confirmed and received from government. Expenditure of up to £3,872,201 in 2018/19 on the Small Sites, Small Builders Programme (£3,355,000 which has been Up to a further £14.703m can be drawn approved in principle by the London Enterprise Action down until April 2021 depending on the
Page 503 Page Partnership Investment Committee, £468,000 is from a transfer outcome of the pilot and subsequent from the H&L Reserve and is £49,201 accrued from decisions about the programme. This underspend in 2017/18). includes £11.880m Growth Deal capital funding, £1.335m Growth Deal funding swapped to revenue via the Capital Programme Reserve, and, as per the above, £1.488m revenue funding sourced from Housing and Land budgets in the first instance with a transfer of £468k in 2018/2019 (and where there is budget pressure, a draw-down from the Estates Reserve). Any under-spends that accrue in year from the Growth Deal capital will be reallocated to the Good Growth Fund, which is part the LEAP’s Growth Deal 3 Programme.
There is a risk of the GLA incurring abortive costs, for example on sites that
- 25 - Appendix 2 ultimately cannot be developed and these consequently may need to be charged to revenue. Robust in-year project monitoring will be necessary to minimise this risk, with remedial action taken to ensure sufficient revenue budget is available to cover any abortive costs that may transpire. DD2262 MedTech London 16/08/18 Lucy Owen The proposed payment to the South-East Health Technologies Alliance of up to Approved: £30,000 will be funded from the Development, Enterprise & Environment Expenditure of up to £30,000 on the services of South East Minor Programme budget and profiled Health Technologies Alliance to enable continued delivery of equally during the 2018-19 & 2019-20 support to MedTech London for growth needs of over 300 financial-year (£15,000 each year).
Page 504 Page medical device, diagnostics and digital health SMEs operating in London. To date, the GLA has provided £74,500 towards the programme.
ADD2164* Crystal Palace National Sports Centre Sporting Demand 23/10/17 Debbie Jackson The estimated cost of up to £25,000 for and Capacity this proposal will be funded by a £20,000 budget virement from the 2017-18 Approved: Housing & Land ‘Estates Revenue’ budget to the Regeneration Unit and a £5,000 Spend of up to £25k to commission consultants to provide contribution from Sport England. It advice and undertake feasibility studies to inform a future should be noted that any additional work strategy for the National Sports Centre estate. required as a direct result of the findings from the feasibility studies will be subject to further approval via the Authority’s decision-making process. ADD2165* St Ann’s Hospital Site – valuer appointment 30/10/17 Fiona Duncan This decision requests approval of revenue expenditure of up-to £50,000 to Approved: undertake valuation work and due diligence for the potential acquisition of Expenditure of up to £50,000 to undertake valuation work and the St Ann’s Hospital site in London due diligence for the potential acquisition of the St Ann’s Borough of Haringey. - 26 - Appendix 2 Hospital site in London Borough of Haringey. The expenditure is available from Housing & Land’s Land and Property Programme budget and will be fully expended in 2017/18 financial year.
ADD2172* FlexLondon Challenge: Phase 1 – Mapping and Challenge 09/01/18 Patrick Feehily Expenditure up to £40,000 is to be Set Up funded from the Smart Energy budget under Energy Supply within the Approved: Environment Team.
Expenditure of £40,000 on consultancy services to map The budget for Phase 2 is expected to be London’s ‘flexible’ energy capacity and prepare for the up to £100,000. This will come from FlexLondon Challenge. private investment (from energy consumers and solution providers) and additional sponsorship. Page 505 Page ADD2198* Child poverty: school-based interventions 05/02/18 Sarah Mulley The expenditure of £40,000 will be funded from the 2017-18 Social Mobility Approved: Programme Budget within the Community and Social Policy Unit. Expenditure of £40,000 to scope potential interventions to address poverty in school-based settings, with the scoping work delivered by an external service provider.
ADD2197* The case for heat pumps in London’s new developments 06/02/18 Patrick Feehily Assistant Director’s approval is sought for expenditure up to £20,000 for the Approved: procurement and appointment of consultants to support the GLA’s work in Expenditure of up to £20,000 for the procurement and determining whether the supply chain and appointment of consultants to support the GLA’s work in business case exists in London to allow for determining whether the supply chain and business case exists the transition to heat pumps. This will be in London to allow for the transition to heat pumps. This will funded from Environment’s 2017-18 inform the decision as to whether we use updated carbon Supply Chain budget and is expected to emission factors, or wait until the government does this at a be delivered by the end of 2017-18. national level.
- 27 - Appendix 2 ADD2212* Understanding non-continuation and degree transfer of 21/03/18 Sarah Mulley The research would be funded by £30,000 undergraduates in London from the social mobility budget.
Approved:
Expenditure of £30,000 on research to understand the reasons for higher rates of non-continuation in higher education – in particular for black students.
ADD2100* Developing the London Simulator: Value for Money 11/04/18 Mark Kleinman The estimated cost of £15,000 for this Assessment and Market Scan proposal will be funded from the Infrastructure & Growth budget for 2017- Approved: 18, held within the Economic Business Policy Unit. Expenditure of up to £15,000 from the Infrastructure & Growth Budget to undertake a value for money assessment and market Page 506 Page scan which will inform our review of a funding request put forward by Greenwood Strategic Advisors.
ADD2185* Procurement of fire safety consultant 22/05/18 Jamie Ratcliff The total cost is expected to be £30,000 in 2018/19 for the services of a fire safety Approved: consultant from May 2018 for a period of 9 months (this estimate is based on four Expenditure of up to £30,000 within 2018/19 on the services days per month at a daily rate of £825). of a fire safety consultant (this expenditure is estimated based Funding to be transferred from the central on four days per month at a daily rate of £825). programme budget to Housing and Land.
A DAR for up to £9,900 plus VAT was approved to appoint specialist fire expertise on a short term interim basis as a matter of urgency from January – April 2018 via a single source route. The costs were met within the Development, Enterprise and Environment directorate.
- 28 - Appendix 2 ADD2235* Support for the Skills for Londoners Framework 21/06/18 Michelle The estimated cost of up to £25,000 for Consultation Process Cuomo-Boorer this initiative will be funded from the AEB Implementation budget for 2018-19. Approved:
Expenditure of £25,000 on consultancy support for public consultation on the Skills for Londoners Framework.
ADD2236 GLA Principal Sponsorship of New London Architecture 11/07/18 Debbie Jackson The £22,000 cost of this proposal will be 2018-19 funded from Development, Enterprise & Environment Minor Programme budget Approved: (£12,000) and the Housing & Land Management, Support and Consultancy 1. Expenditure of £22,000 to renew the GLA’s sponsorship budget (£10,000) for 2018-19. of New London Architecture for one year (2018-19) at a level of Principal Partner; and Page 507 Page 2. A related exemption from the requirements of the GLA’s Contracts and Funding Code so as to renew the GLA’s sponsorship without a competitive procurement exercise. ADD2232 Isle of Dogs & South Poplar OAPF Integrated Impact 17/07/18 Juliemma This is at a cost of £12,675 to allow Assessments McLoughlin publication of the Isle of Dogs & South Poplar Opportunity Area Planning Approved: Framework (OAPF) in line with statutory guidelines. The expenditure 1. Expenditure of £12,675 for the Strategic Environmental has already been committed and therefore Assessment re-screening and determination, in addition this approval is effectively retrospective. to the production of associated impact, to allow This is in addition to the work approved publication of the Isle of Dogs & South Poplar OAPF – by a Delegated Authority Record for noting this expenditure has already been committed £8,281 in October 2017 taking the total and takes total expenditure on this work to £20,956; cost for the IIA work to £20,956. and 2. An exemption from the requirement in the Contract and PBA have previously been awarded a Funding Code to procure such services competitively. separate contract for the Development Infrastructure Funding (DIF) Study (2016)
- 29 - Appendix 2 at a total cost of £133,168. Expenditure related to 2018-19 is to be funded from Planning Pre-application reserves. ADD2251 Additional coding support for the Draft London Food 17/07/18 Debbie Jackson ADD2221 approved expenditure of up to Strategy consultation £15,000 for coding support on the Draft London Food Strategy. As detailed within Approved: the main body of this report, the contract costs with Pye Tait Consulting have Additional expenditure of up to £7,000 (taking total increased by £7,000, and will be funded expenditure to £22,000) to increase the contract value for the from the Food Programme budget for consultation response analysis of the Draft London Food 2018-19 (as approved by MD2309). Strategy.
ADD2246 Developing effective communications from City Hall 19/07/18 Jeremy Skinner Approval is sought for expenditure of up to £25,000 for qualitative research
Page 508 Page Approved: services. The cost will be funded as follows: Expenditure of £25,000 for qualitative research services that identifies citizen preferences for communications from the - £12,500 from the 2018-19 Central Mayor and City Hall. Marketing Budget within the External Affairs Directorate. - £12,500 from the 2018-19 Cross- Cutting Research within Communities and Intelligence Directorate.
ADD2249 TravelTime platform API – renewal 19/07/18 Jeremy Skinner The estimated cost of up to £24,000 will be funded from the 2018-19 Ordnance Approved: Survey budget within the Intelligence Unit. Expenditure of £24,000 for 24 months access to the Travel Time API – 1 April 2017 – 31 March 2019.
ADD2254 24-hour London 30/07/18 Shonagh The overall budget for the Night Time Manson Economy programme for 2018/19 is Approved: £115,000 - 30 - Appendix 2
Expenditure of £45,000 to draft and publish the Night Time £50,000 of this was approved as slippage Commission’s report to the Mayor – including appointment of a from the programmes’ 2017/18 budget consultant to draft the report, stakeholder engagement (MD 2246) and will be used to deliver a activity, and delivery of meetings and events to support Global 24-Hour summit in late 2018. London’s Night Time economy. This ADD seeks approval to spend a further £45,000 on the objectives outlined in section 2 above which is in alignment with the Night Time Economy programme. The expenditure will be met from the 2018/19 Culture budget.
ADD2252 Technical Support to Create Spatial Planning Circular 07/08/18 Patrick Feehily Assistant Director’s approval is sought for Economy Statement Guidance and Refined Criteria expenditure of up to £30,000 as a contribution to LWARB’s Circular
Page 509 Page Approved: Economy statement project. LWARB will also be providing £10,000. Expenditure of up to £30,000 (£10,000 each from Regeneration, Planning and Environment) by way of grant This will be funded equally from Planning, funding to LWARB to support its development of guidance on Environment and Regeneration’s 2018-19 producing Circular Economy Statements. budgets.
ADD2253 Innovation Clusters – rotating secondment programme 07/08/18 Debbie Jackson The GLA cost of up to £25,000 for this (pilot) pilot scheme will be funded from the Development, Enterprise & Environment Approved: Minor Programme budget for 2018-19.
Expenditure of up to £25,000 to fund 50% of staff costs of secondees to the GLA from participating Knowledge Quarter members.
ADD2248 Land Registry – National Polygon Service 14/08/18 Jeremy Skinner Approval is being sought for expenditure of up to £40,000 for the purchase of the Approved: National Polygon Service from the Land Registry, for financial years 2018-19 and 1. Expenditure of up to £40,000 on the 2018/19 and 2019-20. - 31 - Appendix 2 2019/20 National Polygon Service from the Land Registry; and The costs will be funded from the Intelligence Unit’s budget. 2. A related exemption from the requirement of section 9 of the GLA Contracts and Funding Code to allow the GLA to enter into contract with the Land Registry without a competitive procurement exercise. ADD2260 Consent to LLDC for grant funding to The Trampery 14/08/18 David Gallie LLDC has provision for this expenditure in its socio-economic budget that has been Approved: approved as part of the LLDC’s long term plan and is within the GLA’s budgeted Consent, on behalf of the Mayor and under Paragraph 3.2 of revenue grant support for LLDC. the LLDC Governance Direction 2013, to LLDC providing a grant of £195,000 to The Trampery. The funding forms part of the LLDC’s match commitment to the Lower Lea Threads Good Growth Fund project. The Page 510 Page GLA is providing £1,993,792 of grant funding to Poplar Housing and Regeneration Community Association Limited as part of this project, an element of which will also be used to fund The Trampery and is contingent on a separate grant agreement between the recipient and LLDC. DMFD6 Former Mitcham Fire Station 17/07/18 Fiona Twycross The capital receipt will be used by the Commissioner to fund future capital Approved: expenditure, reducing borrowing requirements. There are no direct The London Fire Commissioner accepting the best implications for the GLA. consideration for the former Mitcham Fire Station and to progress the agreed transaction to contract completion. DMFD5* Provision of Water Supply, Sewage and Ancillary 20/06/18 Fiona Twycross The expenditure is to be funded through Services sums available to the LFC. There are no direct financial implications for the GLA. Approved:
- 32 - Appendix 2 The London Fire Commissioner awarding a contract to Anglian Water Business (National) Ltd trading as Wave under the CCS framework RM3790, for a period of two years, with the option to extend for a further two years.
DMFD7 Car parking for essential operational Union Street staff 13/08/18 Fiona Twycross The expenditure is to be funded through sums available to the Commissioner. Approved: There are no direct financial implications for the GLA. The London Fire Commissioner entering into a new five-year lease with Galliard Homes from 2020 at a cost of £155,508.
DMFD8 Mechanical, electrical, plumbing and building fabric 13/08/18 Fiona Twycross Report LFC-0045 to the Commissioner contracts for the London Fire Commissioner recommends that contracts for the MEP and fabric services are awarded for three Approved: years, with new services starting to be
Page 511 Page delivered from 1 December 2018. The The London Fire Commissioner awarding the three contracts confidential Appendix 1 to the report sets for mechanical, electrical and plumbing services and contract out the anticipated financial pressure as a for fabric services, each for a period of three years with an result of this. The impact in this financial option to extend for a period of two further years, to the year will be reported on as part of the preferred bidders for the sums as set out in the confidential 2018/19 Financial Position reporting, and appendix 1 to the report to the Commissioner LFC-0045. the ongoing implications which will be considered as part of the budget process for 2019/20. The report also notes that the reactive work figures are estimates at this time and may need adjustment following the first year of operations.
The expenditure is to be funded through sums available to the Commissioner. There are no direct financial implications for the GLA. DMFD9 Fire Appliance Replacement Programme – Third Batch 13/08/18 Fiona Twycross The total expenditure has been incorporated into the Commissioner’s Approved: capital programme budget and is to be funded through sums available to the - 33 - Appendix 2 The London Fire Commissioner placing orders with Babcock Commissioner. There are no direct Critical Services (Babcock) to procure a third batch of sixty-two financial implications for the GLA. replacement pumping appliances for £15,324,223.80.
Page 512 Page
- 34 - Appendix 3 Mayor’s Report to the Assembly
Background Document – List of decisions between 18 August 2018 and 30 August 2018
The Part 1 of Mayoral Decisions (from 6 April 2009), Executive Director Decisions (from 1 November 2010), Assistant Director Decisions (from 18 April 2013) and the non-confidential facts and advice supporting those decisions, are published on the GLA website here within one working day of approval, unless deferred. * = previously deferred publication.
Ref Decision Date Approved by/ Financial Implications (summarised Signed Mayoral where long) Advisor MD2335 Direction to TfL concerning its Affordable Housing 07/08/18 Sadiq Khan/ The requirements of the proposed Programme 2018/19 Heidi Alexander Direction will be subject to the land value foregone not exceeding £20m. Based on Approved: TfL’s indicative programme it is Page 513 Page anticipated that the actual value foregone The Mayor directs TfL in relation to the disposal or will be lower. A contingency has been development of its land in 2018/19. provided to allow for market fluctuations. MD2315 West Ham Bus Garage Historical S106 Liability 20/08/18 Sadiq Khan/ The paper is seeking approval for GLAP to James Murray settle its S106 obligation of £1,974,700 Approved: with London Borough of Newham, for the development at Stephenson Street, in Payment of £1,974,700 to the London Borough of Newham in relation to the Olympic relocation. consideration of a historical liability for a S106 payment relating to an Olympic relocation at West Ham which has now become due. MD2344 London Health Inequalities Strategy 20/08/18 Sadiq Khan/ There are no direct financial implications Nick Bowes arising from the publication of the London Approved: Health Inequalities Strategy.
1. The final recommended version of the London HIS for publication in accordance with sections 41, 42B, 43, 309E, 309G of the Greater London Authority Act 1999 having had regard to and taking into account, the Report to the Mayor on the consultation on the draft - 1 - Appendix 3 London HIS, and the final IIA prepared in respect of it; 2. The Implementation Plan, which does not form part of the HIS, and will be published separately from, but at the same time as, the HIS.
MD2339 Drain London & the London Sustainable Drainage Action 28/08/18 Sadiq Khan/ The expected spend for 2018-19 is Plan Shirley £156,400 and 2019-20 is £225,000. These Rodrigues amounts will be drawn down from reserves Approved: in the respective years.
The Mayor approves expenditure of the remaining £381,400 in 2018/19 and 2019/20 from the Drain London Programme Budget held in reserves to implement the projects described in this MD, which will deliver actions detailed in the Mayor’s London Sustainable Drainage Action Plan.
Page 514 Page This will take total expenditure on the Drain London programme to £3.2m, exhausting the Drain London Programme Budget.
DD2269 Grant funding for Rural Urban Synthesis Society (RUSS) 20/08/18 David Lunts The grant will provide £38,000 per unit Community Land Trust for 26 fixed equity and shared ownership homes. The total scheme will create 33 Approved: affordable homes but, no grant is awarded to 7 rental properties because Grant funding of £988,000 to the CLT Rural Urban Synthesis RUSS is not a registered provider of social Society to support its delivery of 33 affordable homes. housing.
The grant will be funded from the £300m innovation fund; part of the Homes for Londoners: Affordable Homes Programme 2016-21.
ADD2257 Support to address recruitment and retention issues in 22/08/18 Simon Powell This decision seeks retrospective approval the Strategic Projects and Property Unit to spend £22,600 on an independent review and remuneration benchmarking Approved: exercise of the Strategic Projects and - 2 - Appendix 3 Property Unit (SPP), to be conducted by Expenditure of £22,600 to pay for a review and remuneration MacDonald and Company. benchmarking exercise, conducted by an external recruitment consultancy. The cost of £22,600 (ex VAT) will be funded from the Strategic Projects and Property (SPP) revenue budget. Any changes to this proposal, including the requirement of additional funds, will be subject to further approval via the Authority’s decision-making process. ADD2261 Attraction Strategy and Brand Potential 28/08/18 Charmaine The expenditure will be funded from the DeSouza 2018/19 Contingency budget as Approved: approved by the Executive Director of
Resources. Expenditure of up to £25,000 on external services to undertake research and provide the GLA with a report recommending
Page 515 Page changes to the GLA’s recruitment practices so as to support the Mayor’s ambition that City Hall’s workforce reflects London’s diversity.
- 3 - This page is intentionally left blank
Page 516 Agenda Item 10
Subject: Payments over £250
Report to: Budget Monitoring Sub-Committee
Report of: Executive Director of Resources Date: 17 October 2018
This report will be considered in public
1. Summary
1.1 This report provides information on payments over £250 during the period 01 April 2018 to 21 July 2018 (inclusive) for the Greater London Authority and its subsidiary, GLA Land & Property Ltd.
2. Recommendation
2.1 That the Sub-Committee notes the report.
3. Background
3.1 The Local Government Transparency Code sets out key principles for local authorities in creating greater transparency through the publication of public data. One of the requirements under the Code is the requirement to publish details of each individual item of expenditure that exceeds £500. The Greater London Authority has lowered this threshold and publishes all expenditure data that exceeds £250.
4. Issues for Consideration
4.1 Appendix 1 shows the total by supplier, analysed by expense code, of all the payments over £250 (excluding VAT), that have been made during the above-mentioned period. Payments are listed by supplier and a short description is provided for all payments. For the first quarter of the year, these totalled £330 million.
4.2 If Members require further details on any of these suppliers or payments, they should notify the contact officer in advance of the meeting if possible. The individual transactions reflected in these totals are published each period on the GLA website at: https://www.london.gov.uk/about- us/greater-london-authority-gla/spending-money-wisely/our-spending
5. Legal Implications
5.1 There are no direct legal implications arising out of this report. The payments themselves have not been legally reviewed for the purposes of this report
City Hall, The Queen’s Walk, London SE1 2AA Enquiries: 020 7983 4100 minicom: 020 7983 4458 www.london.gov.uk Page 517
6. Financial Implications
6.1 This report is entirely concerned with financial matters and relates to expenditure from existing approved budgets.
List of appendices to this report:
Appendix 1 – Transactions over £250 by Supplier - Report for the period 01 April 2018 to 21 July 2018 (inclusive)
Local Government (Access to Information) Act 1985 List of Background Papers: None
Contact Officer: Yen Dang, Accountant Telephone: 020-7983-4863 E-mail: [email protected]
Page 518 Appendix 1
Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
Total Spend > £250 (blank)
Vendor Name Expenditure Account Code Description Sum of Amount 2CL COMMUNICATIONS LIMITED FURNITURE & EQUIPMENT 435.00 2CL COMMUNICATIONS LIMITED Total 435.00 2CV RESEARCH RESEARCH & STUDY FEES 25,900.00 RESEARCH FOR MARKETING CAMPAIGNS AND ACTIVITIES 9,850.00 2CV RESEARCH Total 35,750.00 400 COMMUNICATIONS LIMITED PRODUCTION ARTWORK AND DESIGN FOR MARKETING 7,060.00 400 COMMUNICATIONS LIMITED Total 7,060.00 A2 DOMINION LONDON LTD HSG GRANTS TO REGISTERED PROVIDERS 67,379,131.00 A2 DOMINION LONDON LTD Total 67,379,131.00 A2A SPA GRANTS TO EXTERNAL ORGANISATIONS 38,969.37 A2A SPA Total 38,969.37 ABM GROUP UK LTD BUILDING MAINTENANCE & REPAIRS 371.18 FURNITURE & EQUIPMENT 3,659.39 HEALTH & SAFETY PEST CONTROL 10,209.01 OFFICE CLEANING 109,443.03 PROPERTY MANAGEMENT FEES 12,639.13 ABM GROUP UK LTD Total 136,321.74 ADA NCDS GRANTS TO EXTERNAL ORGANISATIONS 329,039.66 ADA NCDS Total 329,039.66 ADAPT-IT SOFTWARE MAINTENANCE 450.00 ADAPT-IT Total 450.00 AECOM INFRASTRUCTURE & ENVIRONMENT CONSULTANCY-PROJECT MANAGEMENT 61,650.00 MANAGEMENT & SUPPORT CONSULTANCY 22,916.19 AECOM INFRASTRUCTURE & ENVIRONMENT Total 84,566.19 AECOM LTD MANAGEMENT & SUPPORT CONSULTANCY 14,000.00 AECOM LTD Total 14,000.00 AECOM PROFESSIONAL SERVICES LLP CONSULTANCY-COMMISSIONED REPORT 4,589.00 CONSULTANCY-PROJECT MANAGEMENT 43,701.17 AECOM PROFESSIONAL SERVICES LLP Total 48,290.17 AFFINITY HEALTH AT WORK LTD CONSULTANCY-PROJECT MANAGEMENT 15,777.50 AFFINITY HEALTH AT WORK LTD Total 15,777.50 AFFINITY HOMES GROUP LIMITED HSG GRANTS TO REGISTERED PROVIDERS 756,000.00 AFFINITY HOMES GROUP LIMITED Total 756,000.00 AHREND LIMITED BUILDING MAINTENANCE & REPAIRS 7,297.44 FURNITURE & EQUIPMENT 9,973.25 AHREND LIMITED Total 17,270.69 AIR QUALITY CONSULTANTS LTD CONSULTANCY-PROJECT MANAGEMENT 425.00 MANAGEMENT & SUPPORT CONSULTANCY 12,500.00 AIR QUALITY CONSULTANTS LTD Total 12,925.00 AJ GALLAGHER GENERAL INSURANCE 652.33 AJ GALLAGHER Total 652.33 ALL CLEAN GROUP OFFICE CLEANING 38,209.51 ALL CLEAN GROUP Total 38,209.51 ALLEN LANE FINANCIAL RECRUITMENT AGENCY STAFF 34,025.00 ALLEN LANE FINANCIAL RECRUITMENT Total 34,025.00 ALTICELABS SA GRANTS TO EXTERNAL ORGANISATIONS 150,567.61 ALTICELABS SA Total 150,567.61 AMAS LTD COMMERCIAL PROPERTY RENT 2,007,896.96 AMAS LTD Total 2,007,896.96 AMAZON.COM INC. MANAGE IT SERVICES 793.07 AMAZON.COM INC. Total 793.07 AOS SECURITY LTD SECURITY SERVICES (GUARDS) 78,683.45 AOS SECURITY LTD Total 78,683.45 ARC SEVEN COMMUNICATIONS RADIO TV PRESS POSTER CINEMA AIRTIME AND SPACE 2,499.99 ARC SEVEN COMMUNICATIONS Total 2,499.99 ASPERITY EMPLOYEE BENEFITS LTD CHILDCARE VOUCHERS 16,715.92 CYCLE TO WORK BIKES 583.34 Page 519 Page 1 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
Total Spend > £250 (blank)
Vendor Name Expenditure Account Code Description Sum of Amount ASPERITY EMPLOYEE BENEFITS LTD Total 17,299.26 ASSOC FOR CITIZENSHIP TEACHING GRANTS TO EXTERNAL ORGANISATIONS 2,000.00 ASSOC FOR CITIZENSHIP TEACHING Total 2,000.00 ATKINS LTD OTHER PROFESSIONAL FEES 18,943.19 ATKINS LTD Total 18,943.19 AWARDED2U PRODUCTION ARTWORK AND DESIGN FOR MARKETING -866.00 PROMOTIONS INCENTIVES MERCHANDISE GIVE-AWAYS 1,190.00 AWARDED2U Total 324.00 BARNET AND SOUTHGATE COLLEGE GRANTS TO EXTERNAL ORGANISATIONS 67,635.29 BARNET AND SOUTHGATE COLLEGE Total 67,635.29 BEN BROOMFIELD PHOTOGRAPHY PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 1,250.00 BEN BROOMFIELD PHOTOGRAPHY Total 1,250.00 BENENDEN HEALTHCARE SOCIETY LTD STAFF WELFARE BENEFITS 2,644.50 BENENDEN HEALTHCARE SOCIETY LTD Total 2,644.50 BERWIN LEIGHTON PAISNER LEGAL FEES 8,173.29 BERWIN LEIGHTON PAISNER Total 8,173.29 BIG ISSUE INVEST LIMITED GRANTS TO EXTERNAL ORGANISATIONS 815,750.00 BIG ISSUE INVEST LIMITED Total 815,750.00 BLACK OLIVE COOKS CATERERS SERVICE CHARGES 738.90 BLACK OLIVE COOKS Total 738.90 BLISS EVENTS MANAGEMENT LIMITED EVENT MANAGEMENT FEE 360,000.00 EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 134,062.00 BLISS EVENTS MANAGEMENT LIMITED Total 494,062.00 BLOOMBERG LP PUBLICATIONS & PERIODICALS 8,016.75 BLOOMBERG LP Total 8,016.75 BLOSSOMS HEALTHCARE LLP STAFF WELFARE BENEFITS 1,230.00 BLOSSOMS HEALTHCARE LLP Total 1,230.00 BOP CONSULTING CONSULTANCY EVALUATION ASSESSMENT 5,988.75 CONSULTANCY-PROJECT MANAGEMENT 8,000.00 OTHER PROFESSIONAL FEES 7,400.00 BOP CONSULTING Total 21,388.75 BOW TIE CONTRACTORS 328.00 EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 612.00 EXTERNAL MEETING ROOM HIRE & EXPENSES 410.00 MANAGE IT SERVICES 3,600.00 OFFICE CLEANING 408.00 OTHER PROFESSIONAL FEES 1,247.00 PHOTOGRAPHY & VIDEO 55,464.16 PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 404.00 BOW TIE Total 62,473.16 BRAND FOUNDRY DESIGN OTHER PROFESSIONAL FEES 26,642.00 STORAGE AND DISTRIBUTION OF PUBLICITY MATERIALS 2,500.00 BRAND FOUNDRY DESIGN Total 29,142.00 BRITISH FASHION COUNCIL GRANTS TO EXTERNAL ORGANISATIONS 160,865.24 BRITISH FASHION COUNCIL Total 160,865.24 BRITISH GAS BUSINESS ELECTRICITY 2,911.29 BRITISH GAS BUSINESS Total 2,911.29 BROWSER LONDON LTD OTHER PROFESSIONAL FEES 33,849.90 BROWSER LONDON LTD Total 33,849.90 BT CONFERENCING TELEPHONY FIXED 10,464.51 BT CONFERENCING Total 10,464.51 BT GLOBAL SERVICES TELEPHONY FIXED 7,646.21 BT GLOBAL SERVICES Total 7,646.21 BT SERVICE AGILITY MANAGE IT SERVICES 1,970.95 TELEPHONE LINE RENT, CALLS & EQUIPMENT 433.96 TELEPHONY FIXED 5,445.32 BT SERVICE AGILITY Total 7,850.23 Page 520 Page 2 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
Total Spend > £250 (blank)
Vendor Name Expenditure Account Code Description Sum of Amount BUCKHILL LTD DATA HOSTING EMAIL DESIGN AND TRANSMISSION INC SMS 1,234.38 BUCKHILL LTD Total 1,234.38 BURGAS MUNICIPALITY GRANTS TO EXTERNAL ORGANISATIONS 86,190.67 BURGAS MUNICIPALITY Total 86,190.67 BURGES SALMON LLP LEGAL FEES 24,939.50 BURGES SALMON LLP Total 24,939.50 BURO HAPPOLD LTD MANAGEMENT & SUPPORT CONSULTANCY 9,972.00 BURO HAPPOLD LTD Total 9,972.00 BYTES SOFTWARE SERVICES COMPUTER SOFTWARE 33,298.17 BYTES SOFTWARE SERVICES Total 33,298.17 C40 CONSULTANCY-PROJECT MANAGEMENT 2,476.00 C40 Total 2,476.00 CAPITA BUSINESS TRAVEL HOTEL ACCOMMODATION 654.78 STAFF TRAVEL (BUSINESS FARES) 16,873.48 CAPITA BUSINESS TRAVEL Total 17,528.26 CAPITA LEARNING & DEVELOPMENT STAFF TRAINING 27,397.50 CAPITA LEARNING & DEVELOPMENT Total 27,397.50 CAPITA PROPERTY & INFRASTRUCTURE LT CONTRACTORS 109,845.41 CAPITA PROPERTY & INFRASTRUCTURE LT Total 109,845.41 CAPITA SYMONDS LTD OTHER PROFESSIONAL FEES 3,150.00 CAPITA SYMONDS LTD Total 3,150.00 CARBON CREDENTIALS ENERGY SERV LTD CONSULTANCY-COMMISSIONED REPORT 3,175.00 CONSULTANCY-PROJECT MANAGEMENT 15,525.00 CARBON CREDENTIALS ENERGY SERV LTD Total 18,700.00 CARBON FOOTPRINT LTD OTHER PROFESSIONAL FEES 540.00 CARBON FOOTPRINT LTD Total 540.00 CASTLE WATER LIMITED WATER 3,411.88 CASTLE WATER LIMITED Total 3,411.88 CATALYST COMMUNITIES H.A. LTD HSG GRANTS TO REGISTERED PROVIDERS 1,684,000.00 CATALYST COMMUNITIES H.A. LTD Total 1,684,000.00 CAUSEWAY TECHNOLOGIES LTD STATIONERY 7,525.86 CAUSEWAY TECHNOLOGIES LTD Total 7,525.86 CAVALIER COMMUNICATIONS LIMITED PHOTOGRAPHY & VIDEO 1,339.79 PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 4,932.47 CAVALIER COMMUNICATIONS LIMITED Total 6,272.26 CBRE MANAGED SERVICES LIMITED BUILDING MAINTENANCE & REPAIRS 504,424.29 ELECTRICITY 2,086.20 EXTERNAL BUILDING MAINTENANCE 9,032.91 FURNITURE & EQUIPMENT 12,512.86 STORAGE AND DISTRIBUTION OF PUBLICITY MATERIALS 703.48 CBRE MANAGED SERVICES LIMITED Total 528,759.74 CEFRIEL S.CONS.R.L. GRANTS TO EXTERNAL ORGANISATIONS 90,488.78 CEFRIEL S.CONS.R.L. Total 90,488.78 CEIIA GRANTS TO EXTERNAL ORGANISATIONS 123,834.43 CEIIA Total 123,834.43 C-ELECT ASSOCIATES LTD OTHER PROFESSIONAL FEES 4,984.43 C-ELECT ASSOCIATES LTD Total 4,984.43 CENTRE FOR LONDON GRANTS TO EXTERNAL ORGANISATIONS 8,000.00 CENTRE FOR LONDON Total 8,000.00 CIPFA STAFF TRAINING 11,710.00 CIPFA Total 11,710.00 CIPFA BUSINESS LTD PUBLICATIONS & PERIODICALS 10,980.00 CIPFA BUSINESS LTD Total 10,980.00 CITY OF LONDON SECONDED STAFF - NON GROUP 3,234.43 CITY OF LONDON Total 3,234.43 CITY OF WARSAW GRANTS TO EXTERNAL ORGANISATIONS 43,450.68 CITY OF WARSAW Total 43,450.68 Page 521 Page 3 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount CLEARLEFT LIMITED SOCIAL MEDIA AND DIGITAL ADVERTISING SPACE 5,130.00 CLEARLEFT LIMITED Total 5,130.00 CLIFFORD CHANCE LIMITED LEGAL FEES 3,164.58 CLIFFORD CHANCE LIMITED Total 3,164.58 CML GRANTS TO EXTERNAL ORGANISATIONS 181,406.69 CML Total 181,406.69 COBWEB INFORMATION PUBLICATIONS & PERIODICALS 37,000.00 COBWEB INFORMATION Total 37,000.00 CODE ENIGMA LIMITED OTHER PROFESSIONAL FEES 3,080.00 CODE ENIGMA LIMITED Total 3,080.00 COLIN MORGAN CONSULTING LTD STAFF TRAINING 2,861.25 COLIN MORGAN CONSULTING LTD Total 2,861.25 COMBINED HEAT & POWER ASSOCIATION PUBLICATIONS & PERIODICALS 1,200.00 COMBINED HEAT & POWER ASSOCIATION Total 1,200.00 COMPUTACENTER COMPUTER CONSUMABLES 10,198.32 COMPUTER HARDWARE 391,415.33 COMPUTER SOFTWARE 4,931.30 IT CONSULTANCY 9,802.73 SOFTWARE MAINTENANCE 14,644.11 COMPUTACENTER Total 430,991.79 COMPUTERS IN PERSONNEL LTD SOFTWARE MAINTENANCE 2,189.00 COMPUTERS IN PERSONNEL LTD Total 2,189.00 COMUNE DI MILANO GRANTS TO EXTERNAL ORGANISATIONS 315,182.36 COMUNE DI MILANO Total 315,182.36 CONFLICT MANAGEMENT PLUS LTD STAFF TRAINING 3,001.80 CONFLICT MANAGEMENT PLUS LTD Total 3,001.80 CONTEMPORARY ART SOCIETY OTHER PROFESSIONAL FEES 1,500.00 CONTEMPORARY ART SOCIETY Total 1,500.00 CORONA ENERGY RETAIL 4 LTD GAS 2,507.18 CORONA ENERGY RETAIL 4 LTD Total 2,507.18 CORPORATE DOCUMENT SERVICES LTD PHOTOGRAPHY & VIDEO 3,530.10 PRINTING 6,794.55 PRINTING FOR CUSTOMER INFO MATERIALS 1,394.14 PRODUCTION ARTWORK AND DESIGN FOR MARKETING 70,074.31 PROMOTIONS INCENTIVES MERCHANDISE GIVE-AWAYS 4,328.63 RADIO TV PRESS POSTER CINEMA AIRTIME AND SPACE 533.40 CORPORATE DOCUMENT SERVICES LTD Total 86,655.13 CREATE AV (UK) LTD EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 453.60 CREATE AV (UK) LTD Total 453.60 CTI DIGITAL IT CONSULTANCY 16,566.00 CTI DIGITAL Total 16,566.00 CUSHMAN & WAKEFIELD LLP CONSULTANCY EVALUATION ASSESSMENT 3,000.00 CUSHMAN & WAKEFIELD LLP Total 3,000.00 CYNERGIN OTHER PROFESSIONAL FEES 12,695.00 CYNERGIN Total 12,695.00 DATA TRACK TECHNOLOGY PLC SOFTWARE MAINTENANCE 2,040.31 DATA TRACK TECHNOLOGY PLC Total 2,040.31 DEEPSTORE DOCUMENT ARCHIVE & STORAGE 3,305.44 DEEPSTORE Total 3,305.44 DELOITTE LLP CONSULTANCY-PROJECT MANAGEMENT 24,000.00 DELOITTE LLP Total 24,000.00 DENTONS UKMEA LLP LEGAL FEES 67,593.88 DENTONS UKMEA LLP Total 67,593.88 DESIGN FOR HOMES GRANTS TO EXTERNAL ORGANISATIONS 5,000.00 DESIGN FOR HOMES Total 5,000.00 DEVONSHIRES SOLICITORS LEGAL FEES 5,000.00 DEVONSHIRES SOLICITORS Total 5,000.00 Page 522 Page 4 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount DISCOVERY GAMES UK CONSULTANCY-PROJECT MANAGEMENT 4,259.00 DISCOVERY GAMES UK Total 4,259.00 DOCUMENT SOS LIMITED POSTAGE 500.00 DOCUMENT SOS LIMITED Total 500.00 DODS PARLIAMENTARY COMMS LTD PARTNERSHIP MARKETING - COSTS INCURRED 7,350.00 DODS PARLIAMENTARY COMMS LTD Total 7,350.00 DONALD INSALL ASSOCIATES LTD OTHER PROFESSIONAL FEES 4,167.25 DONALD INSALL ASSOCIATES LTD Total 4,167.25 DOUGLAS EDWARDS Q.C. LEGAL FEES 1,315.00 DOUGLAS EDWARDS Q.C. Total 1,315.00 DRON & WRIGHT PROP CONS COMMERCIAL PROPERTY RENT 446,250.00 DRON & WRIGHT PROP CONS Total 446,250.00 EAST LONDON FOOD ACCESS (ELFA) LTD GRANTS TO EXTERNAL ORGANISATIONS 3,284.91 EAST LONDON FOOD ACCESS (ELFA) LTD Total 3,284.91 ECONSULTANCY STAFF TRAINING 595.00 ECONSULTANCY Total 595.00 EDF ENERGY ELECTRICITY 128,172.94 EDF ENERGY Total 128,172.94 EDP DISTRIBUICAO SA GRANTS TO EXTERNAL ORGANISATIONS 85,005.14 EDP DISTRIBUICAO SA Total 85,005.14 ELITE TELECOM TELEPHONY FIXED 2,110.58 ELITE TELECOM Total 2,110.58 EMDP GRANTS TO EXTERNAL ORGANISATIONS 66,832.15 EMDP Total 66,832.15 EMEL GRANTS TO EXTERNAL ORGANISATIONS 120,717.89 EMEL Total 120,717.89 ENERGY SAVING TRUST LTD CONSULTANCY-PROJECT MANAGEMENT 78,800.00 ENERGY SAVING TRUST LTD Total 78,800.00 ENGLAND HOCKEY GRANTS TO EXTERNAL ORGANISATIONS 21,287.00 ENGLAND HOCKEY Total 21,287.00 ENTERPRISE PLANTS LTD HORTICULTURAL EXPENSES 3,026.19 ENTERPRISE PLANTS LTD Total 3,026.19 ENVIRONMENT AGENCY PROPERTY MANAGEMENT FEES 1,290.00 ENVIRONMENT AGENCY Total 1,290.00 ERICA BOLTON & JANE QUINN LTD OTHER PROFESSIONAL FEES 3,000.00 ERICA BOLTON & JANE QUINN LTD Total 3,000.00 ERNST & YOUNG LLP EXTERNAL AUDIT FEES 57,675.00 OTHER PROFESSIONAL FEES 10,000.00 ERNST & YOUNG LLP Total 67,675.00 ESRI (UK) LIMITED DATA PURCHASE 35,000.00 STAFF TRAINING 1,135.00 ESRI (UK) LIMITED Total 36,135.00 EUROCITIES GRANTS TO EXTERNAL ORGANISATIONS 210,596.28 EUROCITIES Total 210,596.28 EVENT LIVE LIMITED OTHER PROFESSIONAL FEES 960.00 EVENT LIVE LIMITED Total 960.00 EVERSHEDS SUTHERLAND (INT) LLP LEGAL FEES 104,083.00 EVERSHEDS SUTHERLAND (INT) LLP Total 104,083.00 FILM LONDON LTD GRANTS TO EXTERNAL ORGANISATIONS 307,600.00 FILM LONDON LTD Total 307,600.00 FUTURE CITIES CATAPULT (EUROS) GRANTS TO EXTERNAL ORGANISATIONS 203,798.17 FUTURE CITIES CATAPULT (EUROS) Total 203,798.17 FUTURE OF LONDON 2011 LIMITED STAFF TRAINING 1,200.00 FUTURE OF LONDON 2011 LIMITED Total 1,200.00 GERALD EVE COMMERCIAL PROPERTY RENT 13,074.87 GERALD EVE Total 13,074.87 GIGL MANAGEMENT & SUPPORT CONSULTANCY 10,000.00 Page 523 Page 5 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount GIGL Total 10,000.00 GL HEARN LTD CONSULTANCY-PROJECT MANAGEMENT 3,517.50 OTHER PROFESSIONAL FEES 9,527.50 VALUATION FEES 57,500.00 GL HEARN LTD Total 70,545.00 GLASGOWS EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 18,857.00 SOCIAL MEDIA AND DIGITAL ADVERTISING SPACE 1,700.00 GLASGOWS Total 20,557.00 GOOD HOTEL LONDON COMMERCIAL PROPERTY RENT 3,171.67 GOOD HOTEL LONDON Total 3,171.67 GOODGYM OTHER PROFESSIONAL FEES 800.00 GOODGYM Total 800.00 GORKANA GROUP LIMITED PUBLICATIONS & PERIODICALS 4,285.00 GORKANA GROUP LIMITED Total 4,285.00 GORT SCOTT CONSULTANCY-PROJECT MANAGEMENT 1,150.00 GORT SCOTT Total 1,150.00 GREENWICH & DOCKLANDS FESTIVALS EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 10,500.00 GREENWICH & DOCKLANDS FESTIVALS Total 10,500.00 GREENWICH LEISURE LTD LAND/GROUND RENTS 57,456.00 OTHER PROFESSIONAL FEES 820,836.58 GREENWICH LEISURE LTD Total 878,292.58 GROUNDWORK LONDON CONSULTANCY-PROJECT MANAGEMENT 36,000.00 GRANTS TO EXTERNAL ORGANISATIONS 424,814.00 IT CONSULTANCY 13,177.50 GROUNDWORK LONDON Total 473,991.50 GVA GRIMLEY LTD CONSULTANCY-PROJECT MANAGEMENT 39,539.47 EXTERNAL BUILDING MAINTENANCE 4,361.70 LANDSCAPE MAINTENANCE 65,000.00 PROPERTY MANAGEMENT FEES 78,005.00 GVA GRIMLEY LTD Total 186,906.17 HARINGEY COUNCIL INCOME MAXIMISATION EXPENSES 116,000.00 HARINGEY COUNCIL Total 116,000.00 HATC LTD STAFF TRAINING 3,000.00 HATC LTD Total 3,000.00 HAYS SPECIALIST RECRUITMENT LTD AGENCY STAFF 461,178.98 CONTRACTORS 21,475.50 GRANTS TO EXTERNAL ORGANISATIONS 6,827.89 IT CONSULTANCY 25,877.59 MANAGEMENT & SUPPORT CONSULTANCY 1,262.76 RECRUITMENT AGENCY FEES 33,346.45 HAYS SPECIALIST RECRUITMENT LTD Total 549,969.17 HERBERT SMITH FREEHILLS LLP LEGAL FEES 26,019.93 HERBERT SMITH FREEHILLS LLP Total 26,019.93 HIGGINSON PR MARKETING STRATEGY AND CONSULTANCY 6,000.00 HIGGINSON PR Total 6,000.00 HOMES & COMMUNITIES AGENCY CONSULTANCY EVALUATION ASSESSMENT 12,500.00 HOMES & COMMUNITIES AGENCY Total 12,500.00 HUNTERS CONTRACTS FURNITURE & EQUIPMENT 18,636.62 HUNTERS CONTRACTS Total 18,636.62 HYDE HOUSING ASSOCIATION LIMITED HSG GRANTS TO REGISTERED PROVIDERS 31,154,706.00 HYDE HOUSING ASSOCIATION LIMITED Total 31,154,706.00 ICAP EUROPE LIMITED BROKERS FEES 2,564.39 BROKERS FEES 9,493.16 ICAP EUROPE LIMITED Total 12,057.55 IDOX MANAGEMENT & SUPPORT CONSULTANCY 25,697.50 IDOX Total 25,697.50 INDEPENDENT LIVING ALTERNATIVES STAFF WELFARE BENEFITS 1,680.00 Page 524 Page 6 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount INDEPENDENT LIVING ALTERNATIVES Total 1,680.00 INSIGHT DIRECT UK LIMITED IT CONSULTANCY 33,331.80 MANAGE IT SERVICES 25,250.28 HARDWARE MAINTENANCE 33,835.38 INSIGHT DIRECT UK LIMITED Total 92,417.46 INSTITUTO SUPERIOR TÉCNICO GRANTS TO EXTERNAL ORGANISATIONS 96,311.33 INSTITUTO SUPERIOR TÉCNICO Total 96,311.33 INSTYTUT ENERGETYKI ODDZIAL GDANSK GRANTS TO EXTERNAL ORGANISATIONS 870.54 INSTYTUT ENERGETYKI ODDZIAL GDANSK Total 870.54 INTEROUTE MANAGED SERVICES UK LTD COMPUTER HARDWARE 448.24 MANAGE IT SERVICES 4,753.22 INTEROUTE MANAGED SERVICES UK LTD Total 5,201.46 ISABEL MORTIMER OTHER PROFESSIONAL FEES 900.00 ISABEL MORTIMER Total 900.00 ITINERIS DATA HOSTING EMAIL DESIGN AND TRANSMISSION INC SMS 285.00 ITINERIS Total 285.00 JACK MORTON WORLDWIDE EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 870,890.41 JACK MORTON WORLDWIDE Total 870,890.41 JACKFRANCIS MEDIA LTD PHOTOGRAPHY & VIDEO 2,820.00 JACKFRANCIS MEDIA LTD Total 2,820.00 JACOBS ENGINEERING UK LTD. MANAGEMENT & SUPPORT CONSULTANCY 6,489.20 JACOBS ENGINEERING UK LTD. Total 6,489.20 JAMES O JENKINS EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 700.00 PHOTOGRAPHY & VIDEO 2,800.00 PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 6,300.00 JAMES O JENKINS Total 9,800.00 JENNY HASTINGS CONSULTANCY-PROJECT MANAGEMENT 3,300.00 JENNY HASTINGS Total 3,300.00 KAIROS TRAINING LIMITED OTHER PROFESSIONAL FEES 975.00 STAFF TRAINING 3,116.55 KAIROS TRAINING LIMITED Total 4,091.55 KINGS COLLEGE LONDON CONSULTANCY-PROJECT MANAGEMENT 12,500.00 KINGS COLLEGE LONDON Total 12,500.00 KING'S FUND RESEARCH & STUDY FEES 25,000.00 KING'S FUND Total 25,000.00 K-INTERNATIONAL PLC TRANSLATION SIGN LANGUAGE 450.00 K-INTERNATIONAL PLC Total 450.00 KIUNSYS S.R.L. GRANTS TO EXTERNAL ORGANISATIONS 51,655.80 KIUNSYS S.R.L. Total 51,655.80 LAMBERT SMITH HAMPTON CONSULTANCY EVALUATION ASSESSMENT 1,475.00 OTHER PROFESSIONAL FEES 2,728.00 LAMBERT SMITH HAMPTON Total 4,203.00 LAMBETH COLLEGE HSG GRANTS TO REGISTERED PROVIDERS 25,375.00 LAMBETH COLLEGE Total 25,375.00 LATINOLIFE EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 9,000.00 LATINOLIFE Total 9,000.00 LAURENCE TAYLOR CONSULTANCY-PROJECT MANAGEMENT 2,969.00 LAURENCE TAYLOR Total 2,969.00 LB BEXLEY GRANTS TO EXTERNAL ORGANISATIONS 321,264.26 LB BEXLEY Total 321,264.26 LB HILLINGDON GRANTS TO EXTERNAL ORGANISATIONS 643,600.61 LB HILLINGDON Total 643,600.61 LB OF HARINGEY GRANTS TO EXTERNAL ORGANISATIONS 83,714.82 LB OF HARINGEY Total 83,714.82 LB TOWER HAMLETS GRANTS TO EXTERNAL ORGANISATIONS 30,000.00 LB TOWER HAMLETS Total 30,000.00 LEGAMBIENTE ONLUS GRANTS TO EXTERNAL ORGANISATIONS 35,652.31 Page 525 Page 7 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount LEGAMBIENTE ONLUS Total 35,652.31 LEVEL 3 COMMUNICATIONS LTD TELEPHONY FIXED 3,375.82 LEVEL 3 COMMUNICATIONS LTD Total 3,375.82 LEVEL 3 COMMUNICATIONS UK LTD TELEPHONY FIXED 5,839.27 LEVEL 3 COMMUNICATIONS UK LTD Total 5,839.27 LEVY EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 862.62 LEVY Total 862.62 LISBOA E-NOVA GRANTS TO EXTERNAL ORGANISATIONS 122,547.58 LISBOA E-NOVA Total 122,547.58 LIVE ENTERTAINMENT DIRECTIVE EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 2,050.00 LIVE ENTERTAINMENT DIRECTIVE Total 2,050.00 LIVITY LIMITED GRANTS TO EXTERNAL ORGANISATIONS 17,200.00 LIVITY LIMITED Total 17,200.00 LIZA MONKS ART AND POETRY INSTALLATIONS AND PROGRAMMES 304.00 PRODUCTION ARTWORK AND DESIGN FOR MARKETING 304.00 LIZA MONKS Total 608.00 LOCAL AUTHORITY PENSION FUND (LPFA) OTHER PROFESSIONAL FEES 365.00 LOCAL AUTHORITY PENSION FUND (LPFA) Total 365.00 LONDON & PARTNERS EXTERNAL MEETING ROOM HIRE & EXPENSES 350.00 STAFF TRAVEL (BUSINESS FARES) 2,524.82 LONDON & PARTNERS Total 2,874.82 LONDON & PARTNERS LIMITED GRANTS TO EXTERNAL ORGANISATIONS 4,010,000.00 LONDON & PARTNERS LIMITED Total 4,010,000.00 LONDON BOROUGH OF WALTHAM FOREST GRANTS TO EXTERNAL ORGANISATIONS 350,000.00 HZ CONTINGENT GRANT LA 22,000.00 LONDON BOROUGH OF WALTHAM FOREST Total 372,000.00 LONDON BOROUGH OF BARKING HSG GRANTS TO LOCAL AUTHORITIES 3,300,000.00 HZ LOANS LOCAL AUTHORITIES 1,000,000.00 HZ CONTINGENT GRANT LA 2,500,000.00 LONDON BOROUGH OF BARKING Total 6,800,000.00 LONDON BOROUGH OF BARNET GRANTS TO EXTERNAL ORGANISATIONS 10,000.00 LONDON BOROUGH OF BARNET Total 10,000.00 LONDON BOROUGH OF BRENT GRANTS TO EXTERNAL ORGANISATIONS 215,436.70 HSG GRANTS TO LOCAL AUTHORITIES 4,759,500.00 INCOME MAXIMISATION EXPENSES 109,973.00 LONDON BOROUGH OF BRENT Total 5,084,909.70 LONDON BOROUGH OF BROMLEY GRANTS TO EXTERNAL ORGANISATIONS 442,206.80 LONDON BOROUGH OF BROMLEY Total 442,206.80 LONDON BOROUGH OF CAMDEN GRANTS TO EXTERNAL ORGANISATIONS 30,000.00 LONDON BOROUGH OF CAMDEN Total 30,000.00 LONDON BOROUGH OF EALING GRANTS TO EXTERNAL ORGANISATIONS 263,246.62 HSG GRANTS TO LOCAL AUTHORITIES 534,891.31 INCOME MAXIMISATION EXPENSES 54,818.16 LONDON BOROUGH OF EALING Total 852,956.09 LONDON BOROUGH OF ENFIELD GRANTS TO EXTERNAL ORGANISATIONS 2,530,000.00 LONDON BOROUGH OF ENFIELD Total 2,530,000.00 LONDON BOROUGH OF HAVERING HSG GRANTS TO REGISTERED PROVIDERS 150,000.00 HZ CONTINGENT GRANT LA 1,100,000.00 LONDON BOROUGH OF HAVERING Total 1,250,000.00 LONDON BOROUGH OF HOUNSLOW HSG GRANTS TO LOCAL AUTHORITIES 35,000.00 LONDON BOROUGH OF HOUNSLOW Total 35,000.00 LONDON BOROUGH OF ISLINGTON CONSULTANCY EVALUATION ASSESSMENT 11,827.00 GRANTS TO EXTERNAL ORGANISATIONS 12,368.84 INCOME MAXIMISATION EXPENSES 37,588.59 LONDON BOROUGH OF ISLINGTON Total 61,784.43 LONDON BOROUGH OF LAMBETH GRANTS TO EXTERNAL ORGANISATIONS 2,621,517.71 HSG GRANTS TO REGISTERED PROVIDERS 19,214.00 Page 526 Page 8 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount LONDON BOROUGH OF LAMBETH Total 2,640,731.71 LONDON BOROUGH OF LEWISHAM GRANTS TO EXTERNAL ORGANISATIONS 31,000.00 LONDON BOROUGH OF LEWISHAM Total 31,000.00 LONDON BOROUGH OF NEWHAM CONFERENCES & SEMINARS 5,000.00 CONSULTANCY-PROJECT MANAGEMENT 80,000.00 GRANTS TO EXTERNAL ORGANISATIONS 417,684.38 SECONDED STAFF - NON GROUP 7,614.33 INCOME MAXIMISATION EXPENSES 83,857.17 LONDON BOROUGH OF NEWHAM Total 594,155.88 LONDON BOROUGH OF REDBRIDGE CATERERS SERVICE CHARGES 1,310.40 LONDON BOROUGH OF REDBRIDGE Total 1,310.40 LONDON BOROUGH OF SOUTHWARK GRANTS TO EXTERNAL ORGANISATIONS 186,480.80 MISCELLANEOUS FINANCE EXPENSES 49,374.00 LONDON BOROUGH OF SOUTHWARK Total 235,854.80 LONDON BOROUGH OF WALTHAM FOREST HSG GRANTS TO LOCAL AUTHORITIES 478,921.00 LONDON BOROUGH OF WALTHAM FOREST Total 478,921.00 LONDON COUNCILS LTD CATERERS SERVICE CHARGES 355.90 GRANTS TO EXTERNAL ORGANISATIONS 7,800.00 LONDON COUNCILS LTD Total 8,155.90 LONDON FESTIVAL OF ARCHITECTURE LTD GRANTS TO EXTERNAL ORGANISATIONS 25,000.00 LONDON FESTIVAL OF ARCHITECTURE LTD Total 25,000.00 LONDON FIRE & EMERG. PLANNING AUTH. PAYROLL SERVICES FEES 28,774.50 LONDON FIRE & EMERG. PLANNING AUTH. Total 28,774.50 LONDON LEGACY DEVELOPMENT CORPORATIGRANTS TO EXTERNAL ORGANISATIONS 9,935.00 LONDON LEGACY DEVELOPMENT CORPORATI Total 9,935.00 LONDON SPORT LTD GRANTS TO EXTERNAL ORGANISATIONS 126,588.00 LONDON SPORT LTD Total 126,588.00 LONDON TIGERS GRANTS TO EXTERNAL ORGANISATIONS 9,588.97 LONDON TIGERS Total 9,588.97 LONDON TRAVEL WATCH MISCELLANEOUS COSTS 518,000.00 LONDON TRAVEL WATCH Total 518,000.00 LOURD PROPERTY MAINTENANCE LTD EXTERNAL BUILDING MAINTENANCE 1,450.00 LOURD PROPERTY MAINTENANCE LTD Total 1,450.00 LUISA SIEIRO DESIGN MARKETING STRATEGY AND CONSULTANCY 2,730.00 PRODUCTION ARTWORK AND DESIGN FOR MARKETING 1,830.00 LUISA SIEIRO DESIGN Total 4,560.00 MARKET RESEARCH SOCIETY STAFF TRAINING 2,015.00 MARKET RESEARCH SOCIETY Total 2,015.00 MASTODON C LTD GRANTS TO EXTERNAL ORGANISATIONS 10,500.00 MASTODON C LTD Total 10,500.00 MAYORS FUND FOR YOUNG MUSICIANS GRANTS TO EXTERNAL ORGANISATIONS 51,000.00 MAYORS FUND FOR YOUNG MUSICIANS Total 51,000.00 MEDCITY LTD GRANTS TO EXTERNAL ORGANISATIONS 93,750.00 MEDCITY LTD Total 93,750.00 MG 1996 LTD GRANTS TO EXTERNAL ORGANISATIONS 21,644.00 MG 1996 LTD Total 21,644.00 MIME CONSULTING RESEARCH & STUDY FEES 14,973.00 MIME CONSULTING Total 14,973.00 MINDFUL LIVING FOUNDATION CIC STAFF TRAINING 900.00 MINDFUL LIVING FOUNDATION CIC Total 900.00 MOBILOO EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 1,440.00 MOBILOO Total 1,440.00 MONO EUROPE LTD FURNITURE & EQUIPMENT 961.14 STAFF WELFARE BENEFITS 677.37 MONO EUROPE LTD Total 1,638.51 MONTAGU EVANS LLP CONSULTANCY-PROJECT MANAGEMENT 17,500.00 EXTERNAL AUDIT FEES 18,530.00 Page 527 Page 9 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount MONTAGU EVANS LLP Total 36,030.00 MOPAC INTERNAL AUDIT FEES 88,750.00 MOPAC Total 88,750.00 MORE LONDON PROPERTY SERVICE CHARGES 81,764.97 MORE LONDON Total 81,764.97 MPLC LTD STATIONERY 3,151.42 MPLC LTD Total 3,151.42 MUSEUM OF LONDON EXTERNAL MEETING ROOM HIRE & EXPENSES 1,554.00 GRANTS TO EXTERNAL ORGANISATIONS 2,408,000.00 MUSEUM OF LONDON Total 2,409,554.00 MUSEUM OF LONDON GRANTS TO EXTERNAL ORGANISATIONS 1,900,000.00 MUSEUM OF LONDON Total 1,900,000.00 NATWEST CORPORATE CREDIT CARD COMPUTER CONSUMABLES 728.12 CONFERENCES/SEMINARS 3,521.70 Corporate Subscripts 7,679.30 Equip Hire & Rental 326.92 HOTEL ACCOMMODATION 11,155.21 MISCELLANEOUS COSTS 995.68 Other Professnl Fees 1,786.00 PHOTOGRAPHY & VIDEO 1,782.00 STAFF TRAINING 12,191.80 EXT MTNG RM HIRE/EXP 629.94 STAFF TRAVEL 5,070.69 DIGITAL AD SPACE 279.71 NonGLA Business Fare 300.00 NATWEST CORPORATE CREDIT CARD Total 46,447.07 NCC GROUP SECURITY SERVICES LTD IT CONSULTANCY 2,985.00 MANAGE IT SERVICES 3,799.36 NCC GROUP SECURITY SERVICES LTD Total 6,784.36 NETWORK RAIL INFRASTRUCTURE SECONDED STAFF - NON GROUP 6,716.41 NETWORK RAIL INFRASTRUCTURE Total 6,716.41 NEW CITY COLLEGE GRANTS TO EXTERNAL ORGANISATIONS 24,000.00 NEW CITY COLLEGE Total 24,000.00 NHP S.R.L. GRANTS TO EXTERNAL ORGANISATIONS 77,498.07 NHP S.R.L. Total 77,498.07 NOTTING HILL HOUSING TRUST HSG GRANTS TO REGISTERED PROVIDERS 71,002,194.00 NOTTING HILL HOUSING TRUST Total 71,002,194.00 O2 UK LIMITED COMPUTER CONSUMABLES 315.00 COMPUTER HARDWARE 7,215.00 TELEPHONY MOBILE 81,435.86 O2 UK LIMITED Total 88,965.86 OCS CATERING CATERERS SERVICE CHARGES 61,187.33 REFRESHMENTS/MEALS AT MEETINGS 15,583.95 OCS CATERING Total 76,771.28 OCTAVIA HOUSING AND CARE HSG GRANTS TO REGISTERED PROVIDERS 129,000.00 OCTAVIA HOUSING AND CARE Total 129,000.00 OFFICE DEPOT UK LTD STATIONERY 6,637.18 OFFICE DEPOT UK LTD Total 6,637.18 OFFICE FOR NATIONAL STATISTICS PAYROLL SERVICES FEES 35,000.00 OFFICE FOR NATIONAL STATISTICS Total 35,000.00 ORBIT HOUSING GROUP LTD HSG GRANTS TO REGISTERED PROVIDERS 1,614,677.00 ORBIT HOUSING GROUP LTD Total 1,614,677.00 OVE ARUP & PARTNERS LTD CONSULTANCY-COMMISSIONED REPORT 6,585.87 CONSULTANCY-PROJECT MANAGEMENT 95,579.57 MANAGEMENT & SUPPORT CONSULTANCY 55,514.38 OVE ARUP & PARTNERS LTD Total 157,679.82 PAYMENT CARD SOLUTIONS (UK) LTD OTHER PROFESSIONAL FEES 29,985.00 Page 528 Page 10 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount PAYMENT CARD SOLUTIONS (UK) LTD Total 29,985.00 PERFORMING RIGHTS SOCIETY LTD EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 366.53 PERFORMING RIGHTS SOCIETY LTD Total 366.53 PERSONAL CAREER MANAGEMENT LTD STAFF TRAINING 4,140.00 PERSONAL CAREER MANAGEMENT LTD Total 4,140.00 PIVOTAL SOLUTIONS LTD SOFTWARE MAINTENANCE 10,250.00 PIVOTAL SOLUTIONS LTD Total 10,250.00 POLIEDRA - POLITECNICO DI MILANO GRANTS TO EXTERNAL ORGANISATIONS 120,204.99 POLIEDRA - POLITECNICO DI MILANO Total 120,204.99 POLITECNICO DI MILANO GRANTS TO EXTERNAL ORGANISATIONS 158,177.07 POLITECNICO DI MILANO Total 158,177.07 PORTOBELLO BUSINESS CENTRE GRANTS TO EXTERNAL ORGANISATIONS 65,000.00 PORTOBELLO BUSINESS CENTRE Total 65,000.00 PRECISE MEDIA MONITORING LTD MONITORING OF PR AND SOCIAL MEDIA 21,730.72 PRECISE MEDIA MONITORING LTD Total 21,730.72 PRENAX LTD PUBLICATIONS & PERIODICALS 11,181.57 PRENAX LTD Total 11,181.57 PRICEWATERHOUSECOOPERS LLP CONFERENCES & SEMINARS 250.00 MANAGEMENT & SUPPORT CONSULTANCY 7,000.00 OTHER PROFESSIONAL FEES 1,000.00 PRICEWATERHOUSECOOPERS LLP Total 8,250.00 PRINTMAX STATIONERY 1,194.62 PRINTMAX Total 1,194.62 PROBRAND LTD IT CONSULTANCY 25,838.22 MANAGE IT SERVICES 12,875.00 WIRELESS LOCAL AREA NETWORK 144,565.58 PROBRAND LTD Total 183,278.80 PROFILE SECURITY SERVICES LTD OTHER PROFESSIONAL FEES 3,336.00 PROFILE SECURITY SERVICES LTD Total 3,336.00 PURE SOCIAL MEDIA AND DIGITAL ADVERTISING SPACE 2,586.00 PURE Total 2,586.00 PUREPRINT PRINTING 367.00 STATIONERY 1,330.00 PUREPRINT Total 1,697.00 QDOS CONTRACTOR OTHER PROFESSIONAL FEES 763.00 QDOS CONTRACTOR Total 763.00 QUAY OFFICE FURNISHERS LTD STATIONERY 1,191.84 QUAY OFFICE FURNISHERS LTD Total 1,191.84 R B KINGSTON UPON THAMES GRANTS TO EXTERNAL ORGANISATIONS 5,813.35 R B KINGSTON UPON THAMES Total 5,813.35 RACKSPACE LTD SOCIAL MEDIA AND DIGITAL ADVERTISING SPACE 4,474.20 RACKSPACE LTD Total 4,474.20 RAXO STUDIOS LTD. INC. GRANTS TO EXTERNAL ORGANISATIONS 10,000.00 RAXO STUDIOS LTD. INC. Total 10,000.00 REABILITA LDA GRANTS TO EXTERNAL ORGANISATIONS 38,895.41 REABILITA LDA Total 38,895.41 REED AND MACKAY TRAVEL STAFF TRAVEL (BUSINESS FARES) 4,775.53 REED AND MACKAY TRAVEL Total 4,775.53 REED BUSINESS INFORMATION PUBLICATIONS & PERIODICALS 33,204.30 REED BUSINESS INFORMATION Total 33,204.30 REGENERIS CONSULTING LIMITED CONSULTANCY EVALUATION ASSESSMENT 29,022.34 REGENERIS CONSULTING LIMITED Total 29,022.34 REPOWERING LONDON GRANTS TO EXTERNAL ORGANISATIONS 3,000.00 REPOWERING LONDON Total 3,000.00 RICARDO-AEA LTD CONSULTANCY-PROJECT MANAGEMENT 24,985.00 MANAGEMENT & SUPPORT CONSULTANCY 3,319.00 RICARDO-AEA LTD Total 28,304.00 Page 529 Page 11 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount RICHMOND UPON THAMES COLLEGE GRANTS TO EXTERNAL ORGANISATIONS 355,876.20 RICHMOND UPON THAMES COLLEGE Total 355,876.20 ROADMUNK SOFTWARE MAINTENANCE 4,709.30 ROADMUNK Total 4,709.30 ROCKET SCIENCE UK LTD CONSULTANCY-PROJECT MANAGEMENT 52,970.00 OTHER PROFESSIONAL FEES 37,075.00 ROCKET SCIENCE UK LTD Total 90,045.00 RODMA PROPERTY SERVICE CHARGES 213,760.00 RODMA Total 213,760.00 ROOTS & SHOOTS EXTERNAL MEETING ROOM HIRE & EXPENSES 324.00 ROOTS & SHOOTS Total 324.00 ROYAL BOROUGH OF GREENWICH GRANTS TO EXTERNAL ORGANISATIONS 265,351.91 LAND/GROUND RENTS 49,610.49 ROYAL BOROUGH OF GREENWICH Total 314,962.40 ROYAL BOROUGH OF KENSINGTON&CHELSEAGRANTS TO EXTERNAL ORGANISATIONS 122,700.00 HSG GRANTS TO REGISTERED PROVIDERS 690,000.00 ROYAL BOROUGH OF KENSINGTON&CHELSEA Total 812,700.00 ROYAL INSTITUTION OF CHARTERED SURV CONSULTANCY-PROJECT MANAGEMENT 1,050.00 ROYAL INSTITUTION OF CHARTERED SURV Total 1,050.00 RSE SPA GRANTS TO EXTERNAL ORGANISATIONS 26,478.41 RSE SPA Total 26,478.41 SAVILLS (UK) LTD CONSULTANCY-PROJECT MANAGEMENT 8,750.00 SAVILLS (UK) LTD Total 8,750.00 SENATOR INTERNATIONAL LTD FURNITURE & EQUIPMENT 41,183.56 SENATOR INTERNATIONAL LTD Total 41,183.56 SERVOCA SECURE SOLUTIONS SECURITY SERVICES (GUARDS) 11,792.56 SERVOCA SECURE SOLUTIONS Total 11,792.56 SETON LTD COMPUTER CONSUMABLES 1,062.00 SETON LTD Total 1,062.00 SIEMENS PUBLIC LIMITED COMPANY GRANTS TO EXTERNAL ORGANISATIONS 66,238.92 SIEMENS PUBLIC LIMITED COMPANY Total 66,238.92 SIEMENS SPA GRANTS TO EXTERNAL ORGANISATIONS 51,633.91 SIEMENS SPA Total 51,633.91 SILVERTOWN HOMES LIMITED CONSULTANCY-PROJECT MANAGEMENT 278,050.00 SILVERTOWN HOMES LIMITED Total 278,050.00 SITE-EYE TIME-LAPSE FILMS PHOTOGRAPHY & VIDEO 250.00 SITE-EYE TIME-LAPSE FILMS Total 250.00 SOCIAL FINANCE LIMITED RESEARCH & STUDY FEES 6,250.00 SOCIAL FINANCE LIMITED Total 6,250.00 SOCIAL LIFE RESEARCH & STUDY FEES 8,304.58 SOCIAL LIFE Total 8,304.58 SOUND DIPLOMACY OTHER PROFESSIONAL FEES 28,000.00 SOUND DIPLOMACY Total 28,000.00 SOUTH LONDON GALLERY GRANTS TO EXTERNAL ORGANISATIONS 115,000.00 SOUTH LONDON GALLERY Total 115,000.00 SPACEHIVE CONSULTANCY-PROJECT MANAGEMENT 25,000.00 SPACEHIVE Total 25,000.00 SPROUT SOCIAL INC SOCIAL MEDIA AND DIGITAL ADVERTISING SPACE 20,847.53 SPROUT SOCIAL INC Total 20,847.53 ST MUNGOS GRANTS TO EXTERNAL ORGANISATIONS 2,250.00 HSG-ROUGH SLEEPING 1,415,945.46 ST MUNGOS Total 1,418,195.46 STRAIGHT FWRD COMMUNICATIONS LTD PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 1,100.00 STRAIGHT FWRD COMMUNICATIONS LTD Total 1,100.00 STREETGAMES UK LTD GRANTS TO EXTERNAL ORGANISATIONS 5,289.00 STREETGAMES UK LTD Total 5,289.00 SUPERLOOP LTD CONSULTANCY EVALUATION ASSESSMENT 1,500.00 Page 530 Page 12 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount SUPERLOOP LTD Total 1,500.00 SUSTAIN CONSULTANCY-COMMISSIONED REPORT 10,035.00 SUSTAIN Total 10,035.00 TATTERSALL TRAINING STAFF TRAINING 6,297.60 TATTERSALL TRAINING Total 6,297.60 TEICOS UE SRL GRANTS TO EXTERNAL ORGANISATIONS 496,641.03 TEICOS UE SRL Total 496,641.03 TEMPLE GROUP LTD CONSULTANCY-PROJECT MANAGEMENT 4,213.13 TEMPLE GROUP LTD Total 4,213.13 TEST PARTNERS LTD IT CONSULTANCY 36,907.33 MANAGE IT SERVICES 19,744.31 MANAGEMENT & SUPPORT CONSULTANCY 6,131.00 TEST PARTNERS LTD Total 62,782.64 TFL GROUP PROPERTY LAND/GROUND RENTS 344,729.00 TFL GROUP PROPERTY Total 344,729.00 THAMES REACH HSG-ROUGH SLEEPING 580,260.17 THAMES REACH Total 580,260.17 THE BRITISH CYCLING FEDERATION GRANTS TO EXTERNAL ORGANISATIONS 5,000.00 THE BRITISH CYCLING FEDERATION Total 5,000.00 THE CARLSBERG TETLEY PROJECT LTD GRANTS TO EXTERNAL ORGANISATIONS 9,439.00 THE CARLSBERG TETLEY PROJECT LTD Total 9,439.00 THE CHALLENGE NETWORK GRANTS TO EXTERNAL ORGANISATIONS 15,940.00 THE CHALLENGE NETWORK Total 15,940.00 THE PRESS ASSOCIATION LTD PHOTOGRAPHY & VIDEO 1,050.00 PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 335.00 PR COST PRODUCT COST & PR FEES 3,329.64 STAFF TRAINING 390.00 THE PRESS ASSOCIATION LTD Total 5,104.64 THE TECH PARTNERSHIP CONSULTANCY-COMMISSIONED REPORT 22,000.00 THE TECH PARTNERSHIP Total 22,000.00 THE UNIVERSITY OF YORK RESEARCH & STUDY FEES 4,000.00 THE UNIVERSITY OF YORK Total 4,000.00 THIRTEEN DESIGN LTD AGENCY FEES PAID TO MARKETING AGENCIES 13,280.00 THIRTEEN DESIGN LTD Total 13,280.00 THOMSON REUTERS PROFESSIONAL UK LTD PUBLICATIONS & PERIODICALS 2,845.00 THOMSON REUTERS PROFESSIONAL UK LTD Total 2,845.00 TIMOTHY STRAKER QC OTHER PROFESSIONAL FEES 2,400.00 TIMOTHY STRAKER QC Total 2,400.00 TISSKI LTD IT CONSULTANCY 975.00 TISSKI LTD Total 975.00 TLT SECURITY SOLUTIONS LTD STAFF TRAINING 2,700.00 TLT SECURITY SOLUTIONS LTD Total 2,700.00 TMP (UK) LTD RECRUITMENT ADVERTISING 117,233.77 TMP (UK) LTD Total 117,233.77 TOGETHER PRODUCTION ARTWORK AND DESIGN FOR MARKETING 3,397.00 TOGETHER Total 3,397.00 TRANSPORT FOR LONDON CONSULTANCY-PROJECT MANAGEMENT 186,570.00 EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 10,628.48 LEGAL FEES 892,400.00 STAFF WELFARE BENEFITS 12,000.00 NLE - GRANT PMT TO TFL 46,145,163.00 TRANSPORT FOR LONDON Total 47,246,761.48 TROWERS & HAMLINS LLP LEGAL FEES 153,480.65 TROWERS & HAMLINS LLP Total 153,480.65 TUBE LINES LTD NON RECYCLABLE WASTE DISPOSAL/REFUSE COLLECTION 10,622.61 TUBE LINES LTD Total 10,622.61 TURNER & TOWNSEND PROJECT MAGAG CONSULTANCY-PROJECT MANAGEMENT 1,976.00 Page 531 Page 13 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount TURNER & TOWNSEND PROJECT MAGAG MANAGEMENT & SUPPORT CONSULTANCY 358,517.33 TURNER & TOWNSEND PROJECT MAGAG Total 360,493.33 UK Athletics Ltd IT CONSULTANCY 1,344.60 MONITORING OF PR AND SOCIAL MEDIA 3,150.00 UK Athletics Ltd Total 4,494.60 UNIVERSITY COLLEGE LONDON CONSULTANCY EVALUATION ASSESSMENT 4,915.00 RESEARCH & STUDY FEES 9,563.50 UNIVERSITY COLLEGE LONDON Total 14,478.50 URBANDNA (EURO PAYMENTS) GRANTS TO EXTERNAL ORGANISATIONS 115,448.09 URBANDNA (EURO PAYMENTS) Total 115,448.09 VALIANTYS LTD STAFF TRAINING 1,100.00 VALIANTYS LTD Total 1,100.00 VAN WONDEREN FLOWERS EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 581.57 VAN WONDEREN FLOWERS Total 581.57 VEOLIA ES (UK) PLC BUILDING MAINTENANCE & REPAIRS 2,473.52 ELECTRICITY 741.76 PROPERTY MANAGEMENT FEES 110,345.48 VEOLIA ES (UK) PLC Total 113,560.76 VILLE DE BORDEAUX RESEARCH & STUDY FEES 35,311.67 VILLE DE BORDEAUX Total 35,311.67 VITAL ENERGI UTILITES LTD EXTERNAL BUILDING MAINTENANCE 9,415.00 GAS 91,878.42 OTHER PROFESSIONAL FEES 17,001.98 VITAL ENERGI UTILITES LTD Total 118,295.40 WALTHAM FOREST COLLEGE HSG GRANTS TO REGISTERED PROVIDERS 3,384.00 WALTHAM FOREST COLLEGE Total 3,384.00 WE MADE THAT AGENCY STAFF 23,962.50 CONSULTANCY-PROJECT MANAGEMENT 16,082.50 OTHER PROFESSIONAL FEES 16,918.75 PLANNING & DEVELOPMENT CONSULTANCY 800.00 STAFF TRAINING 11,664.75 WE MADE THAT Total 69,428.50 WEST THAMES COLLEGE GRANTS TO EXTERNAL ORGANISATIONS 11,477.00 WEST THAMES COLLEGE Total 11,477.00 WESTMINSTER CITY COUNCIL RATES 38,988.00 WESTMINSTER CITY COUNCIL Total 38,988.00 WESTMINSTER KINGSWAY COLLEGE GRANTS TO EXTERNAL ORGANISATIONS 74,720.68 WESTMINSTER KINGSWAY COLLEGE Total 74,720.68 WYG MANAGEMENT SERVICES HEALTH & SAFETY PEST CONTROL 9,375.00 WYG MANAGEMENT SERVICES Total 9,375.00 XEROX (UK) LTD COMPUTER HARDWARE 27,761.38 XEROX (UK) LTD Total 27,761.38 YOUGOV LTD CONSULTANCY-PROJECT MANAGEMENT 11,700.00 YOUGOV LTD Total 11,700.00 ZURICH ENGINEERING CONSULTANCY-COMMISSIONED REPORT 362.15 ZURICH ENGINEERING Total 362.15 ZURICH MUNICIPAL GENERAL INSURANCE 125,692.50 ZURICH MUNICIPAL Total 125,692.50 (blank) (blank) (blank) Total Vendor Name Expenditure Account Code Description 0.00 Vendor Name Total 0.00 BIG CREATIVE EDUCATION GRANTS TO EXTERNAL ORGANISATIONS 33,500.00 BIG CREATIVE EDUCATION Total 33,500.00 THE LONDON DESIGN FESTIVAL LTD GRANTS TO EXTERNAL ORGANISATIONS 62,500.00 THE LONDON DESIGN FESTIVAL LTD Total 62,500.00 KEYTREE LIMITED CONSULTANCY-PROJECT MANAGEMENT 480,207.39 Page 532 Page 14 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount KEYTREE LIMITED Total 480,207.39 FREE THE CHILDREN GRANTS TO EXTERNAL ORGANISATIONS 72,000.00 FREE THE CHILDREN Total 72,000.00 WSP UK LTD CONSULTANCY EVALUATION ASSESSMENT 16,192.00 CONSULTANCY-PROJECT MANAGEMENT 65,024.51 WSP UK LTD Total 81,216.51 DRIVE FORWARD FOUNDATION GRANTS TO EXTERNAL ORGANISATIONS 8,057.60 DRIVE FORWARD FOUNDATION Total 8,057.60 EQUALITY WORKS LIMITED STAFF TRAINING 3,400.00 EQUALITY WORKS LIMITED Total 3,400.00 BYNDER LTD STORAGE AND DISTRIBUTION OF PUBLICITY MATERIALS 1,239.79 BYNDER LTD Total 1,239.79 TRL LTD MANAGEMENT & SUPPORT CONSULTANCY 10,000.00 TRL LTD Total 10,000.00 NEW DESIGN FURNITURE LTD FURNITURE & EQUIPMENT 2,371.50 NEW DESIGN FURNITURE LTD Total 2,371.50 PUNCH AND JUICY LIQUID FOODS LTD GRANTS TO EXTERNAL ORGANISATIONS 3,542.30 PUNCH AND JUICY LIQUID FOODS LTD Total 3,542.30 ACUMEN FIELD LTD CONSULTANCY-PROJECT MANAGEMENT 4,602.00 MANAGEMENT & SUPPORT CONSULTANCY 3,302.64 ACUMEN FIELD LTD Total 7,904.64 WHITE LIGHT LTD OTHER PROFESSIONAL FEES 2,372.00 WHITE LIGHT LTD Total 2,372.00 PROSUS CONSULTING LTD MANAGEMENT & SUPPORT CONSULTANCY 24,050.00 PROSUS CONSULTING LTD Total 24,050.00 ANNE STUDD QC LEGAL FEES 18,180.00 ANNE STUDD QC Total 18,180.00 BLISSETT GROUP PRINTING 386.70 BLISSETT GROUP Total 386.70 VIVO REWARDS IT CONSULTANCY 950.00 OTHER PROFESSIONAL FEES 2,452.00 VIVO REWARDS Total 3,402.00 RAINBOW TRANSCRIPTIONS MANAGEMENT & SUPPORT CONSULTANCY 859.28 RAINBOW TRANSCRIPTIONS Total 859.28 HUNTRESS SEARCH LTD AGENCY STAFF 18,300.28 HUNTRESS SEARCH LTD Total 18,300.28 INTEROUTE NETWORKS LTD MANAGE IT SERVICES 577.94 INTEROUTE NETWORKS LTD Total 577.94 THE GEOINFORMATION GROUP MANAGEMENT & SUPPORT CONSULTANCY 1,250.00 THE GEOINFORMATION GROUP Total 1,250.00 ELEANOR BENTALL PHOTOGRAPHER OTHER PROFESSIONAL FEES 365.00 PHOTOGRAPHY & VIDEO 345.00 ELEANOR BENTALL PHOTOGRAPHER Total 710.00 ARTICHOKE GRANTS TO EXTERNAL ORGANISATIONS 65,000.00 ARTICHOKE Total 65,000.00 ARTHUR J GALLAGHER GENERAL INSURANCE 479,634.15 ARTHUR J GALLAGHER Total 479,634.15 EAST LONDON ADVANCED TECH TRAINING GRANTS TO EXTERNAL ORGANISATIONS 35,178.28 EAST LONDON ADVANCED TECH TRAINING Total 35,178.28 FLEETCARMA CONTRACTORS 2,200.00 FLEETCARMA Total 2,200.00 REWARD GATEWAY (UK) LTD CHILDCARE VOUCHERS 52,192.96 CYCLE TO WORK BIKES 6,475.00 REWARD GATEWAY (UK) LTD Total 58,667.96 CAMBRIDGE ECON PUBLICATIONS & PERIODICALS 8,323.00 CAMBRIDGE ECON Total 8,323.00 BYTES SOFTWARE SERVICES LTD COMPUTER SOFTWARE 348,154.86 Page 533 Page 15 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount BYTES SOFTWARE SERVICES LTD Total 348,154.86 THE AUDIENCE AGENCY OTHER PROFESSIONAL FEES 9,850.00 THE AUDIENCE AGENCY Total 9,850.00 FRAME PROJECTS LTD CONSULTANCY-PROJECT MANAGEMENT 6,400.00 FRAME PROJECTS LTD Total 6,400.00 GLAZIERS HALL LTD EXTERNAL MEETING ROOM HIRE & EXPENSES 1,737.00 GLAZIERS HALL LTD Total 1,737.00 JONES LANG LASALLE VALUATION FEES 7,000.00 JONES LANG LASALLE Total 7,000.00 HOUSE OF COMMONS AGENCY STAFF 3,956.72 HOUSE OF COMMONS Total 3,956.72 BPP PROFESSIONAL EDUCATION STAFF TRAINING 1,133.31 BPP PROFESSIONAL EDUCATION Total 1,133.31 MUNICIPAL PLANNING & DEVELOPMENT CONSULTANCY 800.00 MUNICIPAL Total 800.00 KOIS MIAH PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 4,150.00 KOIS MIAH Total 4,150.00 PARADIGM HOUSING GROUP LIMITED HSG GRANTS TO REGISTERED PROVIDERS 833,187.00 PARADIGM HOUSING GROUP LIMITED Total 833,187.00 POCKET LIVING LTD GRANTS TO EXTERNAL ORGANISATIONS 6,490,399.93 POCKET LIVING LTD Total 6,490,399.93 PUBLIC PRACTICE OTHER PROFESSIONAL FEES 4,000.00 PUBLIC PRACTICE Total 4,000.00 SUSTAINABLE BRIDGES CIC GRANTS TO EXTERNAL ORGANISATIONS 23,592.05 SUSTAINABLE BRIDGES CIC Total 23,592.05 POPLAR HARCA LTD HSG GRANTS TO REGISTERED PROVIDERS 180,000.00 POPLAR HARCA LTD Total 180,000.00 BEAM GRANTS TO EXTERNAL ORGANISATIONS 13,750.00 BEAM Total 13,750.00 WAVEMAKER LTD EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 2,663.63 GRANTS TO EXTERNAL ORGANISATIONS 6,968.00 PHOTOGRAPHY & VIDEO 15,105.50 RESEARCH FOR MARKETING CAMPAIGNS AND ACTIVITIES 65,451.95 SOCIAL MEDIA AND DIGITAL ADVERTISING SPACE 29,324.01 WAVEMAKER LTD Total 119,513.09 HACKNEY CO-OP. DEVELOPMENTS CIC GRANTS TO EXTERNAL ORGANISATIONS 299,748.83 HACKNEY CO-OP. DEVELOPMENTS CIC Total 299,748.83 AGILE IMPRESSIONS LTD GRANTS TO EXTERNAL ORGANISATIONS 14,528.43 AGILE IMPRESSIONS LTD Total 14,528.43 SUSTAINABLE VENTURE DEVELOPMENT GRANTS TO EXTERNAL ORGANISATIONS 24,772.59 SUSTAINABLE VENTURE DEVELOPMENT Total 24,772.59 SUSTAINABLE HOME SURVEY CO. C.I.C. GRANTS TO EXTERNAL ORGANISATIONS 13,114.29 SUSTAINABLE HOME SURVEY CO. C.I.C. Total 13,114.29 24 ASSET MANAGEMENT BROKERS FEES 10,053.58 BROKERS FEES 30,649.97 24 ASSET MANAGEMENT Total 40,703.55 COMPLETE DRAINAGE LTD LANDSCAPE MAINTENANCE 17,410.14 COMPLETE DRAINAGE LTD Total 17,410.14 SOUTHWARK CATHEDRAL (CONFERENCING) EXTERNAL MEETING ROOM HIRE & EXPENSES 450.00 SOUTHWARK CATHEDRAL (CONFERENCING) Total 450.00 BARNET TEENAGE MARKET GRANTS TO EXTERNAL ORGANISATIONS 10,768.70 BARNET TEENAGE MARKET Total 10,768.70 ARCHITECTURE 00 LTD RESEARCH & STUDY FEES 5,000.00 ARCHITECTURE 00 LTD Total 5,000.00 NETWORK HOMES LTD HSG GRANTS TO REGISTERED PROVIDERS 1,040,000.00 NETWORK HOMES LTD Total 1,040,000.00 CRS LLP (POCKET LIVING) GRANTS TO EXTERNAL ORGANISATIONS 273,270.00 Page 534 Page 16 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount CRS LLP (POCKET LIVING) Total 273,270.00 HOME GROUP LIMITED HSG GRANTS TO REGISTERED PROVIDERS 1,106,000.00 HOME GROUP LIMITED Total 1,106,000.00 HAVERING COLLEGE GRANTS TO EXTERNAL ORGANISATIONS 101,988.58 HAVERING COLLEGE Total 101,988.58 THE ILLUMINATED RIVER FOUNDATION GRANTS TO EXTERNAL ORGANISATIONS 50,000.00 THE ILLUMINATED RIVER FOUNDATION Total 50,000.00 AMV.BBDO RESEARCH FOR MARKETING CAMPAIGNS AND ACTIVITIES 9,580.75 AMV.BBDO Total 9,580.75 SIRIUS IT CONSULTANCY 2,600.00 MANAGE IT SERVICES 44,750.00 OTHER PROFESSIONAL FEES 1,800.00 SIRIUS Total 49,150.00 NORDICITY LIMITED OTHER PROFESSIONAL FEES 8,747.90 NORDICITY LIMITED Total 8,747.90 NEIL ALLEN ASSOCIATES LTD (NAA) MANAGEMENT & SUPPORT CONSULTANCY 8,000.00 NEIL ALLEN ASSOCIATES LTD (NAA) Total 8,000.00 THE LEP NETWORK LIMITED OTHER PROFESSIONAL FEES 6,000.00 THE LEP NETWORK LIMITED Total 6,000.00 MILLER HARE LTD PLANNING & DEVELOPMENT CONSULTANCY 9,800.00 MILLER HARE LTD Total 9,800.00 ITV Services Limited AGENCY STAFF 749.90 GRANTS TO EXTERNAL ORGANISATIONS 7,000.00 MARKETING DESIGN & ARTWORK 450.00 ITV Services Limited Total 8,199.90 BBD PERFECT STORM (LONDON) LIMITED PRODUCTION ARTWORK AND DESIGN FOR MARKETING 94,939.88 BBD PERFECT STORM (LONDON) LIMITED Total 94,939.88 People's Health Trust AGENCY STAFF 4,139.75 IT CONSULTANCY 1,184.70 OTHER PROFESSIONAL FEES 350.00 People's Health Trust Total 5,674.45 LONDON BOROUGH OF TOWER HAMLETS BUILDING MAINTENANCE & REPAIRS 1,727.10 LONDON BOROUGH OF TOWER HAMLETS Total 1,727.10 I.M. Kohler AGENCY STAFF 1,484.70 GRANTS TO EXTERNAL ORGANISATIONS 50,000.00 I.M. Kohler Total 51,484.70 A. Inc AGENCY STAFF 1,930.46 GRANTS TO EXTERNAL ORGANISATIONS 46,432.70 A. Inc Total 48,363.16 Green Gumption Ltd AGENCY STAFF 1,133.50 MARKETING EXHIBITIONS & EVENTS 430.50 PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 2,000.00 Green Gumption Ltd Total 3,564.00 G4S Event Services AGENCY STAFF 764.75 GAS 4,403.98 RESEARCH & STUDY FEES 302.24 G4S Event Services Total 5,470.97 GLEN BIRCHALL PRODUCTION ARTWORK AND DESIGN FOR MARKETING 4,155.00 GLEN BIRCHALL Total 4,155.00 Pride of Asia AGENCY STAFF 2,289.72 CONSULTANCY-PROJECT MANAGEMENT 5,720.00 PROPERTY MANAGEMENT FEES 5,263.20 Pride of Asia Total 13,272.92 University of Surrey AGENCY STAFF 3,311.80 CONSULTANCY-PROJECT MANAGEMENT 300.00 IT CONSULTANCY 1,395.46 University of Surrey Total 5,007.26 Page 535 Page 17 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount TALENT FIRST LIMITED STAFF TRAINING 484.80 TALENT FIRST LIMITED Total 484.80 Open-City Architecture AGENCY STAFF 1,519.68 FURNITURE & EQUIPMENT 600.00 MEALS REFRESHMENTS & SUBSISTENCE 752.00 Open-City Architecture Total 2,871.68 WESTCO TRADIND LIMITED OTHER PROFESSIONAL FEES 420.00 WESTCO TRADIND LIMITED Total 420.00 Monaco Solicitors Limited AGENCY STAFF 1,575.05 CONSULTANCY-PROJECT MANAGEMENT 18,000.00 MISCELLANEOUS COSTS 552.60 Monaco Solicitors Limited Total 20,127.65 BROWNS RESTAURANTS LTD EXTERNAL MEETING ROOM HIRE & EXPENSES 864.84 BROWNS RESTAURANTS LTD Total 864.84 GREENWOOD STRATEGIC ADVISORS AG CONSULTANCY-COMMISSIONED REPORT 41,600.00 GREENWOOD STRATEGIC ADVISORS AG Total 41,600.00 FREUDS PR COST PRODUCT COST & PR FEES 20,000.00 FREUDS Total 20,000.00 BEVAN BRITTAN LLP LEGAL FEES 11,896.89 BEVAN BRITTAN LLP Total 11,896.89 HTA DESIGN LLP GRANTS TO EXTERNAL ORGANISATIONS 15,375.00 HTA DESIGN LLP Total 15,375.00 RIO CINEMA GRANTS TO EXTERNAL ORGANISATIONS 1,650.00 RIO CINEMA Total 1,650.00 LKMCO CIC RESEARCH & STUDY FEES 14,570.00 LKMCO CIC Total 14,570.00 BAME RECRUITMENT RECRUITMENT ADVERTISING 27,646.67 BAME RECRUITMENT Total 27,646.67 LUX NOVA PARTNERS LIMITED LEGAL FEES 1,350.00 LUX NOVA PARTNERS LIMITED Total 1,350.00 MATRIX CHAMBERS LEGAL FEES 1,905.00 MATRIX CHAMBERS Total 1,905.00 YOU PRESS GRANTS TO EXTERNAL ORGANISATIONS 7,500.00 YOU PRESS Total 7,500.00 HIGH TREES COMMUNITY DEV. TRUST GRANTS TO EXTERNAL ORGANISATIONS 3,749.50 HIGH TREES COMMUNITY DEV. TRUST Total 3,749.50 UK BUSINESS ANGELS ASSOCIATION GRANTS TO EXTERNAL ORGANISATIONS 20,000.00 UK BUSINESS ANGELS ASSOCIATION Total 20,000.00 NIKKI CRANE ASSOCIATES RESEARCH & STUDY FEES 7,000.00 NIKKI CRANE ASSOCIATES Total 7,000.00 SUPPLIES TEAM COMPUTER CONSUMABLES 1,132.59 COMPUTER HARDWARE 1,065.27 SUPPLIES TEAM Total 2,197.86 ERITH CONTRACTORS LIMITED EXTERNAL BUILDING MAINTENANCE 36,268.00 ERITH CONTRACTORS LIMITED Total 36,268.00 SWAN HOUSING ASSOCIATION LIMITED HSG GRANTS TO REGISTERED PROVIDERS 117,000.00 SWAN HOUSING ASSOCIATION LIMITED Total 117,000.00 PEABODY COMMUNITY FOUNDATION REFRESHMENTS/MEALS AT MEETINGS 376.50 PEABODY COMMUNITY FOUNDATION Total 376.50 LONDON BOROUGH OF HARROW GRANTS TO EXTERNAL ORGANISATIONS 184,824.84 HSG GRANTS TO LOCAL AUTHORITIES 3,750,000.00 LONDON BOROUGH OF HARROW Total 3,934,824.84 LONDON BOROUGH HARINGEY HSG GRANTS TO LOCAL AUTHORITIES 22,500.00 LONDON BOROUGH HARINGEY Total 22,500.00 BLONSTEIN & ASSOCIATES OTHER PROFESSIONAL FEES 80,431.06 BLONSTEIN & ASSOCIATES Total 80,431.06 PUBLICA ASSOCIATES LIMITED CONSULTANCY-PROJECT MANAGEMENT 3,735.00 Page 536 Page 18 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount PUBLICA ASSOCIATES LIMITED Total 3,735.00 THE SOCIAL INNOV. PSHIP LTD (TSIP) CONSULTANCY EVALUATION ASSESSMENT 25,343.00 THE SOCIAL INNOV. PSHIP LTD (TSIP) Total 25,343.00 FORWARD ACTION LTD SOCIAL MEDIA AND DIGITAL ADVERTISING SPACE 10,300.00 FORWARD ACTION LTD Total 10,300.00 WALNUT UNLIMITED LTD CONSULTANCY EVALUATION ASSESSMENT 22,310.00 WALNUT UNLIMITED LTD Total 22,310.00 NHS ENGLAND SECONDED STAFF - NON GROUP 41,637.61 NHS ENGLAND Total 41,637.61 LAMLASH GARDEN ASSOCIATION GRANTS TO EXTERNAL ORGANISATIONS 7,100.00 LAMLASH GARDEN ASSOCIATION Total 7,100.00 FEELGOOD CONTENT LTD RESEARCH & STUDY FEES 5,000.00 FEELGOOD CONTENT LTD Total 5,000.00 IMAGINATORS PRODUCTION ARTWORK AND DESIGN FOR MARKETING 2,610.00 IMAGINATORS Total 2,610.00 GINGER TRAINING & COACHING LTD OTHER PROFESSIONAL FEES 3,700.00 GINGER TRAINING & COACHING LTD Total 3,700.00 GARY DUNNE EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 4,154.75 GARY DUNNE Total 4,154.75 CAMDEN TOWN UNLIMITED EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 350.00 CAMDEN TOWN UNLIMITED Total 350.00 MHFA ENGLAND CIC PUBLICATIONS & PERIODICALS 330.00 MHFA ENGLAND CIC Total 330.00 THRIVE TRAINING LIMITED CONSULTANCY-PROJECT MANAGEMENT 4,000.00 THRIVE TRAINING LIMITED Total 4,000.00 GOLDSMITHS COLLEGE EXTERNAL MEETING ROOM HIRE & EXPENSES 375.00 OTHER PROFESSIONAL FEES 4,133.44 GOLDSMITHS COLLEGE Total 4,508.44 WOMENS RESOURCE CENTRE OTHER PROFESSIONAL FEES 1,377.20 WOMENS RESOURCE CENTRE Total 1,377.20 RICHARD STOKOE CONSULTANCY EVALUATION ASSESSMENT 700.00 STAFF TRAINING 600.00 RICHARD STOKOE Total 1,300.00 CABINET OFFICE STAFF TRAINING 940.00 CABINET OFFICE Total 940.00 ADDISON LEE PLC STAFF TRAVEL (BUSINESS FARES) 384.98 ADDISON LEE PLC Total 384.98 MUSEUM OF LONDON (TRADING) LIMITED EXTERNAL MEETING ROOM HIRE & EXPENSES 438.52 MUSEUM OF LONDON (TRADING) LIMITED Total 438.52 CITY AND DOCKLANDS CONSTRUCTION LTD HSG GRANTS TO REGISTERED PROVIDERS 27,000,000.00 CITY AND DOCKLANDS CONSTRUCTION LTD Total 27,000,000.00 CROYDON COUNCIL GRANTS TO EXTERNAL ORGANISATIONS 4,086,771.91 CROYDON COUNCIL Total 4,086,771.91 VETERANS AID GRANTS TO EXTERNAL ORGANISATIONS 30,037.00 HSG GRANTS TO REGISTERED PROVIDERS 385,413.00 VETERANS AID Total 415,450.00 WATERSIDE PLACES HZ CONTINGENT GRANT-EXT ORG 1,090,738.85 WATERSIDE PLACES Total 1,090,738.85 NHS ISLINGTON CCG GRANTS TO EXTERNAL ORGANISATIONS 127,273.95 NHS ISLINGTON CCG Total 127,273.95 BROOKHILL NURSERY SCHOOL GRANTS TO EXTERNAL ORGANISATIONS 80,666.00 BROOKHILL NURSERY SCHOOL Total 80,666.00 CHESTERTON PRIMARY SCHOOL GRANTS TO EXTERNAL ORGANISATIONS 80,666.00 CHESTERTON PRIMARY SCHOOL Total 80,666.00 NEWHAM SIXTH FORM COLLEGE GRANTS TO EXTERNAL ORGANISATIONS 75,000.00 HSG GRANTS TO REGISTERED PROVIDERS 5,950.00 NEWHAM SIXTH FORM COLLEGE Total 80,950.00 Page 537 Page 19 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount DOTEVERYONE STAFF TRAINING 25,000.00 DOTEVERYONE Total 25,000.00 NEWHAM COLLEGE LONDON GRANTS TO EXTERNAL ORGANISATIONS 50,000.00 NEWHAM COLLEGE LONDON Total 50,000.00 NHS LAMBETH CCG GRANTS TO EXTERNAL ORGANISATIONS 45,423.00 NHS LAMBETH CCG Total 45,423.00 MUSIC VENUE TRUST GRANTS TO EXTERNAL ORGANISATIONS 30,000.00 MUSIC VENUE TRUST Total 30,000.00 LIVING UNDER ONE SUN GRANTS TO EXTERNAL ORGANISATIONS 25,000.00 LIVING UNDER ONE SUN Total 25,000.00 VINSPIRED OTHER PROFESSIONAL FEES 51,666.00 VINSPIRED Total 51,666.00 FIVIUM IT CONSULTANCY 30,126.00 FIVIUM Total 30,126.00 ENGLAND AND WALES CRICKET BOARD GRANTS TO EXTERNAL ORGANISATIONS 21,959.69 ENGLAND AND WALES CRICKET BOARD Total 21,959.69 THE CONSERVATION VOLUNTEERS GRANTS TO EXTERNAL ORGANISATIONS 20,000.00 THE CONSERVATION VOLUNTEERS Total 20,000.00 TWIPES LIMITED GRANTS TO EXTERNAL ORGANISATIONS 20,000.00 TWIPES LIMITED Total 20,000.00 FREEFORMERS FOUNDATION GRANTS TO EXTERNAL ORGANISATIONS 20,000.00 FREEFORMERS FOUNDATION Total 20,000.00 COASTAL PARTNERS CONSULTANCY-PROJECT MANAGEMENT 53,580.00 COASTAL PARTNERS Total 53,580.00 THE LORD MAYOR'S APPEAL GRANTS TO EXTERNAL ORGANISATIONS 19,000.00 PROMOTIONS INCENTIVES MERCHANDISE GIVE-AWAYS 450.00 THE LORD MAYOR'S APPEAL Total 19,450.00 GATENBYSANDERSON LIMITED AGENCY STAFF 25,370.00 RECRUITMENT AGENCY FEES 30,809.55 GATENBYSANDERSON LIMITED Total 56,179.55 ETUDE CONSULTANCY-PROJECT MANAGEMENT 20,700.00 ETUDE Total 20,700.00 LONDON BUSINESS PARTNERSHIP LIMITED GRANTS TO EXTERNAL ORGANISATIONS 15,000.00 LONDON BUSINESS PARTNERSHIP LIMITED Total 15,000.00 THE ROYAL ALBERT HALL GRANTS TO EXTERNAL ORGANISATIONS 14,500.00 THE ROYAL ALBERT HALL Total 14,500.00 PARKS FOR LONDON GRANTS TO EXTERNAL ORGANISATIONS 13,732.00 PARKS FOR LONDON Total 13,732.00 HOXTON HALL TRUST GRANTS TO EXTERNAL ORGANISATIONS 13,500.00 HOXTON HALL TRUST Total 13,500.00 ACTION FOR REFUGEES IN LEWISHAM GRANTS TO EXTERNAL ORGANISATIONS 13,332.80 ACTION FOR REFUGEES IN LEWISHAM Total 13,332.80 CARAS GRANTS TO EXTERNAL ORGANISATIONS 13,332.80 CARAS Total 13,332.80 YOUNG ROOTS GRANTS TO EXTERNAL ORGANISATIONS 13,332.80 YOUNG ROOTS Total 13,332.80 PARTNERSHIP FOR YOUNG LONDON GRANTS TO EXTERNAL ORGANISATIONS 13,332.80 PARTNERSHIP FOR YOUNG LONDON Total 13,332.80 NJC OXFORD CONSULTANCY-PROJECT MANAGEMENT 10,000.00 NJC OXFORD Total 10,000.00 HAGA LTD GRANTS TO EXTERNAL ORGANISATIONS 9,000.00 HAGA LTD Total 9,000.00 GEOWISE CONSULTANCY-PROJECT MANAGEMENT 8,650.00 GEOWISE Total 8,650.00 ADOBE SYSTEMS SOFTWARE IRELAND LIMI IT CONSULTANCY 10,000.00 ADOBE SYSTEMS SOFTWARE IRELAND LIMI Total 10,000.00 LET'S GO OUTSIDE AND LEARN CIC GRANTS TO EXTERNAL ORGANISATIONS 8,000.00 Page 538 Page 20 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount LET'S GO OUTSIDE AND LEARN CIC Total 8,000.00 NATURAL ENGLAND SECONDED STAFF - NON GROUP 7,612.00 NATURAL ENGLAND Total 7,612.00 WESTMINSTER HOUSE YOUTH CLUB GRANTS TO EXTERNAL ORGANISATIONS 7,488.00 WESTMINSTER HOUSE YOUTH CLUB Total 7,488.00 ANTHONY GOLD CLIENT ACCOUNT LEGAL FEES 6,778.40 ANTHONY GOLD CLIENT ACCOUNT Total 6,778.40 THE GREENBANK PARTNERSHIP GRANTS TO EXTERNAL ORGANISATIONS 8,190.00 THE GREENBANK PARTNERSHIP Total 8,190.00 THE COMMUNITY BRAIN CIC GRANTS TO EXTERNAL ORGANISATIONS 5,000.00 THE COMMUNITY BRAIN CIC Total 5,000.00 KAROB CONSULTING MANAGEMENT & SUPPORT CONSULTANCY 4,500.00 KAROB CONSULTING Total 4,500.00 RESBOAVISTA RESTAURANTE INTERNACIO CATERERS SERVICE CHARGES 4,482.73 RESBOAVISTA RESTAURANTE INTERNACIO Total 4,482.73 SUSTAINABLE ENERGY 24 LTD (SE24) GRANTS TO EXTERNAL ORGANISATIONS 7,020.00 SUSTAINABLE ENERGY 24 LTD (SE24) Total 7,020.00 KOLLEKTIVE. GRANTS TO EXTERNAL ORGANISATIONS 7,848.21 KOLLEKTIVE. Total 7,848.21 SHORE ENGINEERING LTD CONSULTANCY EVALUATION ASSESSMENT 7,480.00 SHORE ENGINEERING LTD Total 7,480.00 POWER UP NORTH LONDON GRANTS TO EXTERNAL ORGANISATIONS 7,090.00 POWER UP NORTH LONDON Total 7,090.00 RAMIDUS CONSULTANCY EVALUATION ASSESSMENT 3,275.00 RAMIDUS Total 3,275.00 QA LTD STAFF TRAINING 3,150.00 QA LTD Total 3,150.00 ATLANTIC SUPERCONNECTION LLP MANAGEMENT & SUPPORT CONSULTANCY 3,000.00 ATLANTIC SUPERCONNECTION LLP Total 3,000.00 PINSENT MASONS CONSULTANCY-COMMISSIONED REPORT 2,808.00 PINSENT MASONS Total 2,808.00 COMMUNITY ARTS STABLILIZATION TRUST GRANTS TO EXTERNAL ORGANISATIONS 2,693.63 COMMUNITY ARTS STABLILIZATION TRUST Total 2,693.63 DAUBNEY AGENCY AGENCY STAFF 2,370.00 DAUBNEY AGENCY Total 2,370.00 DANIEL KOLINSKY QC LEGAL FEES 7,650.00 DANIEL KOLINSKY QC Total 7,650.00 LONDON WEXFORD ASSOCIATION EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 2,000.00 LONDON WEXFORD ASSOCIATION Total 2,000.00 URBAN THINKERS PLANNING & DEVELOPMENT CONSULTANCY 1,800.00 URBAN THINKERS Total 1,800.00 TOM CHANCE MANAGEMENT & SUPPORT CONSULTANCY 1,500.00 TOM CHANCE Total 1,500.00 SMARTUP VISUALS LTD MISCELLANEOUS COSTS 1,500.00 SMARTUP VISUALS LTD Total 1,500.00 CIVIC LONDON PLANNING & DEVELOPMENT CONSULTANCY 1,400.00 CIVIC LONDON Total 1,400.00 HAWKINS BROWN RESEARCH & STUDY FEES 1,200.00 HAWKINS BROWN Total 1,200.00 JERICHO PARTNERS LTD OTHER PROFESSIONAL FEES 1,050.00 JERICHO PARTNERS LTD Total 1,050.00 GENSLER & ASSOCIATES INTERNATIONAL PLANNING & DEVELOPMENT CONSULTANCY 2,200.00 GENSLER & ASSOCIATES INTERNATIONAL Total 2,200.00 ARFA BUTT OTHER PROFESSIONAL FEES 1,000.00 ARFA BUTT Total 1,000.00 SOUND IN THEORY SOCIAL MEDIA AND DIGITAL ADVERTISING SPACE 3,730.00 SOUND IN THEORY Total 3,730.00 Page 539 Page 21 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount UNIVERSITY OF WESTMINSTER TRADING EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 873.80 UNIVERSITY OF WESTMINSTER TRADING Total 873.80 LISBOA FEIRAS, CONGRESSOS E EVENTOS EQUIPMENT HIRE & RENTAL 723.83 LISBOA FEIRAS, CONGRESSOS E EVENTOS Total 723.83 DVV MEDIA INTERNATIONAL LTD EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 650.00 DVV MEDIA INTERNATIONAL LTD Total 650.00 STONEWALL EQUALITY LTD CONFERENCES & SEMINARS 598.00 STONEWALL EQUALITY LTD Total 598.00 FINGS LTD PRODUCTION ARTWORK AND DESIGN FOR MARKETING 505.93 FINGS LTD Total 505.93 BERMONDSEY STREET BEES CONSULTANCY-COMMISSIONED REPORT 500.00 BERMONDSEY STREET BEES Total 500.00 MILLS MEDIA LTD PUBLICATIONS & PUBLICITY MATERIAL 474.65 MILLS MEDIA LTD Total 474.65 SOCIAL JUSTICE & HUMAN RIGHTS EXTERNAL MEETING ROOM HIRE & EXPENSES 460.00 SOCIAL JUSTICE & HUMAN RIGHTS Total 460.00 BSI GROUP EXTERNAL AUDIT FEES 412.00 BSI GROUP Total 412.00 BRYAN CAVE LEIGHTON PAISNER LLP LEGAL FEES 31,303.69 BRYAN CAVE LEIGHTON PAISNER LLP Total 31,303.69 11KBW LEGAL FEES 1,365.00 11KBW Total 1,365.00 CANADA LIFE GENERAL INSURANCE 1,620.00 CANADA LIFE Total 1,620.00 GRAINGER TRUST HSG GRANTS TO REGISTERED PROVIDERS 1,652,000.00 GRAINGER TRUST Total 1,652,000.00 SHERINGHAM NURSERY & CHILDREN CNTR GRANTS TO EXTERNAL ORGANISATIONS 80,666.00 SHERINGHAM NURSERY & CHILDREN CNTR Total 80,666.00 LONDON LGBT+COMM PRIDE CIC EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 75,000.00 LONDON LGBT+COMM PRIDE CIC Total 75,000.00 EALING HAMMERSMITH & WEST LON COLL HSG GRANTS TO REGISTERED PROVIDERS 73,685.00 EALING HAMMERSMITH & WEST LON COLL Total 73,685.00 DBR (LONDON) LIMITED BUILDING MAINTENANCE & REPAIRS 71,377.06 DBR (LONDON) LIMITED Total 71,377.06 CAST CONSULTANCY CONSULTANCY-COMMISSIONED REPORT 50,000.00 CAST CONSULTANCY Total 50,000.00 MORLEY COLLEGE LONDON GRANTS TO EXTERNAL ORGANISATIONS 140,573.02 HSG GRANTS TO REGISTERED PROVIDERS 43,262.00 MORLEY COLLEGE LONDON Total 183,835.02 MARY WARD CENTRE GRANTS TO EXTERNAL ORGANISATIONS 33,000.00 MARY WARD CENTRE Total 33,000.00 GROUNDWORK UK OTHER PROFESSIONAL FEES 30,000.00 GROUNDWORK UK Total 30,000.00 BSIX BROOKE HOUSE SIXTH FORM COLL. HSG GRANTS TO REGISTERED PROVIDERS 26,244.00 BSIX BROOKE HOUSE SIXTH FORM COLL. Total 26,244.00 BIG CREATIVE TRAINING LTD HSG GRANTS TO REGISTERED PROVIDERS 24,950.00 BIG CREATIVE TRAINING LTD Total 24,950.00 MI COMPUTSOLUTIONS INCORPORATED HSG GRANTS TO REGISTERED PROVIDERS 40,687.00 MI COMPUTSOLUTIONS INCORPORATED Total 40,687.00 COGNITIONX LTD CONSULTANCY-COMMISSIONED REPORT 22,000.00 COGNITIONX LTD Total 22,000.00 ELEMENTAL SOFTWARE RESEARCH & STUDY FEES 36,000.00 ELEMENTAL SOFTWARE Total 36,000.00 [UI!]UK CONSULTANCY-PROJECT MANAGEMENT 12,500.00 [UI!]UK Total 12,500.00 SOUTH THAMES COLLEGES GROUP GRANTS TO EXTERNAL ORGANISATIONS 53,442.80 SOUTH THAMES COLLEGES GROUP Total 53,442.80 Page 540 Page 22 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount SUTTON AND DISTRICT TRAINING LTD GRANTS TO EXTERNAL ORGANISATIONS 13,299.09 SUTTON AND DISTRICT TRAINING LTD Total 13,299.09 ODGERS BERNDTSON RECRUITMENT ADVERTISING 14,734.01 ODGERS BERNDTSON Total 14,734.01 BRIDGE THEATRE EXTERNAL MEETING ROOM HIRE & EXPENSES 7,485.15 BRIDGE THEATRE Total 7,485.15 SUSTAINABLE GLOBAL RESOURCES LTD CONSULTANCY-PROJECT MANAGEMENT 6,700.00 SUSTAINABLE GLOBAL RESOURCES LTD Total 6,700.00 J BASHFORD & ASSOCIATES LLP BUILDING MAINTENANCE & REPAIRS 5,750.00 J BASHFORD & ASSOCIATES LLP Total 5,750.00 ARCOLA ENERGY LTD CONSULTANCY-PROJECT MANAGEMENT 5,000.00 ARCOLA ENERGY LTD Total 5,000.00 MATTHEW COUPER LIMITED CONSULTANCY EVALUATION ASSESSMENT 5,000.00 MATTHEW COUPER LIMITED Total 5,000.00 EPIQ EUROPE LTD TRANSCRIPTION 7,437.40 EPIQ EUROPE LTD Total 7,437.40 DAGENHAM BANGLADESHI WN & CN ASSOC GRANTS TO EXTERNAL ORGANISATIONS 4,800.00 DAGENHAM BANGLADESHI WN & CN ASSOC Total 4,800.00 CALTHORPE PROJECT GRANTS TO EXTERNAL ORGANISATIONS 4,448.00 CALTHORPE PROJECT Total 4,448.00 THE BRIXTON POUND GRANTS TO EXTERNAL ORGANISATIONS 4,000.00 THE BRIXTON POUND Total 4,000.00 WILLIAM COLEMAN T/A BILL COLEMAN MISCELLANEOUS COSTS 3,855.25 WILLIAM COLEMAN T/A BILL COLEMAN Total 3,855.25 TOM CAMPBELL MARKETING STRATEGY AND CONSULTANCY 3,000.00 TOM CAMPBELL Total 3,000.00 UPPER NORWOOD LIBRARY TRUST GRANTS TO EXTERNAL ORGANISATIONS 3,000.00 UPPER NORWOOD LIBRARY TRUST Total 3,000.00 TEAMKINETIC OTHER PROFESSIONAL FEES 10,200.00 TEAMKINETIC Total 10,200.00 BUILDING CENTRE EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 2,578.64 BUILDING CENTRE Total 2,578.64 TRAFALGAR STRATEGY STAFF TRAINING 2,450.00 TRAFALGAR STRATEGY Total 2,450.00 URBAN LEARNERS LTD GRANTS TO EXTERNAL ORGANISATIONS 2,000.00 URBAN LEARNERS LTD Total 2,000.00 YDA BOUVIER LTD STAFF TRAINING 1,950.00 YDA BOUVIER LTD Total 1,950.00 SUFFRAGIST SINGERS OTHER PROFESSIONAL FEES 1,850.00 SUFFRAGIST SINGERS Total 1,850.00 JENNIFER KAVANAGH OTHER PROFESSIONAL FEES 6,080.00 JENNIFER KAVANAGH Total 6,080.00 ELATT ADVANCED TECHNOLOGY HSG GRANTS TO REGISTERED PROVIDERS 24,997.00 ELATT ADVANCED TECHNOLOGY Total 24,997.00 DON'T PANIC (LDN) LTD PHOTOGRAPHY & VIDEO 1,550.00 DON'T PANIC (LDN) LTD Total 1,550.00 FILM & TV SERVICES MISCELLANEOUS COSTS 1,490.00 FILM & TV SERVICES Total 1,490.00 BROMPTON BICYCLE LTD CATERERS SERVICE CHARGES 1,395.20 BROMPTON BICYCLE LTD Total 1,395.20 TBOS CS AGENCY STAFF 8,328.89 TBOS CS Total 8,328.89 ARCHITECTUREDOINGPLACE PLANNING & DEVELOPMENT CONSULTANCY 1,200.00 ARCHITECTUREDOINGPLACE Total 1,200.00 KONNECTED PEOPLE LTD STAFF TRAINING 1,200.00 KONNECTED PEOPLE LTD Total 1,200.00 THE KNOWLEDGE ACADEMY LIMITED STAFF TRAINING 795.00 Page 541 Page 23 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount THE KNOWLEDGE ACADEMY LIMITED Total 795.00 THERESA LOLA OTHER PROFESSIONAL FEES 750.00 THERESA LOLA Total 750.00 MISS A CHANCE PHOTOGRAPHY & VIDEO 750.00 MISS A CHANCE Total 750.00 PILOT WORKS LIMITED MISCELLANEOUS COSTS 700.00 PILOT WORKS LIMITED Total 700.00 PRINTMAX LTD STATIONERY 610.35 PRINTMAX LTD Total 610.35 APPRAISALL LIMITED CONSULTANCY-COMMISSIONED REPORT 600.00 APPRAISALL LIMITED Total 600.00 LOCAL PENSIONS PARTNERSHIP LTD CONFERENCES & SEMINARS 532.00 LOCAL PENSIONS PARTNERSHIP LTD Total 532.00 COMPASS CATERERS SERVICE CHARGES 451.50 COMPASS Total 451.50 OFFICE PERFORMANCE INTERPRETING LTD PRODUCTION ARTWORK AND DESIGN FOR MARKETING 420.00 OFFICE PERFORMANCE INTERPRETING LTD Total 420.00 TATTY DEVINE PRODUCTION ARTWORK AND DESIGN FOR MARKETING 401.00 TATTY DEVINE Total 401.00 ROYAL MAIL POSTAGE 644.07 ROYAL MAIL Total 644.07 GOVNET COMMUNICATIONS CONFERENCES & SEMINARS 355.50 GOVNET COMMUNICATIONS Total 355.50 FAVERSHAM HOUSE LTD CONFERENCES & SEMINARS 335.00 FAVERSHAM HOUSE LTD Total 335.00 EASY-READ-ONLINE LIMITED OTHER PROFESSIONAL FEES 300.00 PRINTING 1,200.00 EASY-READ-ONLINE LIMITED Total 1,500.00 BRITISH HUMANIST ASSOCIATION CATERERS SERVICE CHARGES 294.88 BRITISH HUMANIST ASSOCIATION Total 294.88 BNP BNP PARIBAS REAL ESTATE CONSULTANCY-PROJECT MANAGEMENT 9,500.00 BNP BNP PARIBAS REAL ESTATE Total 9,500.00 WEBB VALUATIONS INTERNATIONAL LTD. VALUATION FEES 1,950.00 WEBB VALUATIONS INTERNATIONAL LTD. Total 1,950.00 UTILITY CONNECTIONS CONSULTANCY-PROJECT MANAGEMENT 1,800.00 UTILITY CONNECTIONS Total 1,800.00 STERLING INTERNATIONAL BROKERS FEES 9,999.99 STERLING INTERNATIONAL Total 9,999.99 SPORTSAID GRANTS TO EXTERNAL ORGANISATIONS 65,176.89 SPORTSAID Total 65,176.89 KENISTON HOUSING ASSOCIATION LTD HSG GRANTS TO REGISTERED PROVIDERS 82,000.00 KENISTON HOUSING ASSOCIATION LTD Total 82,000.00 LONDON YOUTH GRANTS TO EXTERNAL ORGANISATIONS 40,000.00 LONDON YOUTH Total 40,000.00 ENERGY UNLOCKED CONSULTANCY-PROJECT MANAGEMENT 40,000.00 ENERGY UNLOCKED Total 40,000.00 THE WHITE WALL COMPANY LTD OTHER PROFESSIONAL FEES 32,000.00 THE WHITE WALL COMPANY LTD Total 32,000.00 LOCAL GOVERNMENT ASSOCIATION RECRUITMENT AGENCY FEES 21,478.94 LOCAL GOVERNMENT ASSOCIATION Total 21,478.94 GFK NOP LTD RESEARCH & STUDY FEES 20,000.00 GFK NOP LTD Total 20,000.00 SPEAR HOUSING ASSOCIATION LTD GRANTS TO EXTERNAL ORGANISATIONS 18,500.00 SPEAR HOUSING ASSOCIATION LTD Total 18,500.00 SKILLS TEAM LTD HSG GRANTS TO REGISTERED PROVIDERS 24,470.00 SKILLS TEAM LTD Total 24,470.00 KAYD SOMALI ARTS & CULTURE GRANTS TO EXTERNAL ORGANISATIONS 15,000.00 Page 542 Page 24 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount KAYD SOMALI ARTS & CULTURE Total 15,000.00 BUREAU VERITAS UK LTD CONSULTANCY-PROJECT MANAGEMENT 14,585.00 BUREAU VERITAS UK LTD Total 14,585.00 SHOUT OUT UK LTD CONSULTANCY-PROJECT MANAGEMENT 11,400.00 SHOUT OUT UK LTD Total 11,400.00 BRITISH FILM INSTITUTE GRANTS TO EXTERNAL ORGANISATIONS 10,700.00 BRITISH FILM INSTITUTE Total 10,700.00 CIRIA GRANTS TO EXTERNAL ORGANISATIONS 10,000.00 CIRIA Total 10,000.00 VOLUNTARY ARTS NETWORK CONSULTANCY-PROJECT MANAGEMENT 10,000.00 VOLUNTARY ARTS NETWORK Total 10,000.00 STRIPE PARTNERS MARKETING STRATEGY AND CONSULTANCY 10,000.00 STRIPE PARTNERS Total 10,000.00 URBAN GOOD CIC MAPS, TIMETABLES & FARE INFORMATION 9,200.00 URBAN GOOD CIC Total 9,200.00 CITY LIT GRANTS TO EXTERNAL ORGANISATIONS 8,448.00 CITY LIT Total 8,448.00 PENNA PLC RECRUITMENT ADVERTISING 10,688.00 PENNA PLC Total 10,688.00 LONDON IN STEREO LTD MARKETING SERVICES 5,000.00 LONDON IN STEREO LTD Total 5,000.00 SFK CONSULTING OTHER PROFESSIONAL FEES 4,802.20 SFK CONSULTING Total 4,802.20 EPIQ EUROPE LTD TRANSCRIPTION 3,285.00 EPIQ EUROPE LTD Total 3,285.00 BRITISH EMBASSY EVENT MANAGEMENT FEE 2,995.64 BRITISH EMBASSY Total 2,995.64 THE 10:10 FOUNDATION GRANTS TO EXTERNAL ORGANISATIONS 2,475.00 THE 10:10 FOUNDATION Total 2,475.00 LONDON BUBBLE THEATRE COMPANY GRANTS TO EXTERNAL ORGANISATIONS 2,416.00 LONDON BUBBLE THEATRE COMPANY Total 2,416.00 CITY OF SYDNEY MINOR STAFF EXPENSES 2,369.61 CITY OF SYDNEY Total 2,369.61 EAST PLANNING & DEVELOPMENT CONSULTANCY 3,200.00 EAST Total 3,200.00 LEVITT BERNSTEIN ASSOCIATES LIMITED PLANNING & DEVELOPMENT CONSULTANCY 1,600.00 LEVITT BERNSTEIN ASSOCIATES LIMITED Total 1,600.00 REMARK! LTD PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 1,340.00 REMARK! LTD Total 1,340.00 MAE LLP ARCHITECTS PLANNING & DEVELOPMENT CONSULTANCY 1,200.00 MAE LLP ARCHITECTS Total 1,200.00 BDP PLANNING & DEVELOPMENT CONSULTANCY 1,200.00 BDP Total 1,200.00 RENEWABLE ENERGY ASSOCIATION PUBLICATIONS & PERIODICALS 850.00 RENEWABLE ENERGY ASSOCIATION Total 850.00 ASSEMBLE PLANNING & DEVELOPMENT CONSULTANCY 800.00 ASSEMBLE Total 800.00 CROWFLIES COMMUNICATIONS LLP CONSULTANCY-PROJECT MANAGEMENT 375.00 STAFF TRAINING 725.00 CROWFLIES COMMUNICATIONS LLP Total 1,100.00 DRMM LIMITED OTHER PROFESSIONAL FEES 700.00 DRMM LIMITED Total 700.00 ZCD ARCHITECTS PLANNING & DEVELOPMENT CONSULTANCY 600.00 ZCD ARCHITECTS Total 600.00 DJAO-RAKITINE LTD PLANNING & DEVELOPMENT CONSULTANCY 600.00 DJAO-RAKITINE LTD Total 600.00 PROFESSOR CAROLYN ROBERTS CONSULTANCY-PROJECT MANAGEMENT 600.00 Page 543 Page 25 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
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Vendor Name Expenditure Account Code Description Sum of Amount PROFESSOR CAROLYN ROBERTS Total 600.00 CN LESTER CONFERENCES & SEMINARS 500.00 CN LESTER Total 500.00 BMH CONTRACT SERVICES LIMITED OTHER PROFESSIONAL FEES 440.27 BMH CONTRACT SERVICES LIMITED Total 440.27 EN10ERGY GRANTS TO EXTERNAL ORGANISATIONS 406.87 EN10ERGY Total 406.87 ENERGY NETWORKS ASSOCIATION EXTERNAL MEETING ROOM HIRE & EXPENSES 400.00 ENERGY NETWORKS ASSOCIATION Total 400.00 TEAM LONDON BRIDGE EXTERNAL MEETING ROOM HIRE & EXPENSES 320.00 TEAM LONDON BRIDGE Total 320.00 RICHMOND & HILLCROFT A & C COLLEGE GRANTS TO EXTERNAL ORGANISATIONS 118,200.00 RICHMOND & HILLCROFT A & C COLLEGE Total 118,200.00 CATALYST COMMUNITIES HOUSING HSG GRANTS TO REGISTERED PROVIDERS 177,770.00 CATALYST COMMUNITIES HOUSING Total 177,770.00 IMAGES AT WORK LTD UNIFORMS 56,234.70 IMAGES AT WORK LTD Total 56,234.70 GBM SERVICES LTD FURNITURE & EQUIPMENT 4,987.69 HEALTH & SAFETY PEST CONTROL 4,449.02 OFFICE CLEANING 56,117.64 PROPERTY MANAGEMENT FEES 4,198.95 GBM SERVICES LTD Total 69,753.30 AECOM LIMITED CONSULTANCY-PROJECT MANAGEMENT 30,000.00 MANAGEMENT & SUPPORT CONSULTANCY 26,616.82 AECOM LIMITED Total 56,616.82 L B BEXLEY GRANTS TO EXTERNAL ORGANISATIONS 26,140.40 L B BEXLEY Total 26,140.40 CITY TO SEA CIC CONSULTANCY-PROJECT MANAGEMENT 25,000.00 CITY TO SEA CIC Total 25,000.00 SECTOR TREASURY SERVICES LTD MANAGEMENT & SUPPORT CONSULTANCY 25,000.00 SECTOR TREASURY SERVICES LTD Total 25,000.00 MEDIAEDGE:CIA MONITORING OF PR AND SOCIAL MEDIA 1,800.00 OTHER PROFESSIONAL FEES 5,446.38 RESEARCH FOR MARKETING CAMPAIGNS AND ACTIVITIES 26,642.92 MEDIAEDGE:CIA Total 33,889.30 PINSENTS MASONS LEGAL FEES 22,192.00 PINSENTS MASONS Total 22,192.00 ELEMENT ENERGY CONSULTANCY-PROJECT MANAGEMENT 19,800.00 ELEMENT ENERGY Total 19,800.00 EVERSHEDS LEGAL FEES 38,244.99 EVERSHEDS Total 38,244.99 PKF LITTLEJOHN LLP EXTERNAL AUDIT FEES 17,500.00 PKF LITTLEJOHN LLP Total 17,500.00 LONDON FIRE & EMERGENCY PLANNING PAYROLL SERVICES FEES 14,931.75 LONDON FIRE & EMERGENCY PLANNING Total 14,931.75 THE CITY OF TORONTO GRANTS TO EXTERNAL ORGANISATIONS 10,490.09 THE CITY OF TORONTO Total 10,490.09 LONDONIST LTD RADIO TV PRESS POSTER CINEMA AIRTIME AND SPACE 10,000.00 LONDONIST LTD Total 10,000.00 STUDIO TILT CONSULTANCY-PROJECT MANAGEMENT 9,965.00 STUDIO TILT Total 9,965.00 GAL-DEM LIMITED MARKETING EXHIBITIONS & EVENTS 9,000.00 GAL-DEM LIMITED Total 9,000.00 SURVATION LTD CONSULTANCY EVALUATION ASSESSMENT 7,500.00 SURVATION LTD Total 7,500.00 SOCIAL MARKET FOUNDATION RESEARCH & STUDY FEES 7,238.50 SOCIAL MARKET FOUNDATION Total 7,238.50 Page 544 Page 26 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
Total Spend > £250 (blank)
Vendor Name Expenditure Account Code Description Sum of Amount STEPHEN TROMANS QC LEGAL FEES 9,500.00 STEPHEN TROMANS QC Total 9,500.00 INTEROUTE NETWORKS LIMITED MANAGE IT SERVICES 7,378.09 INTEROUTE NETWORKS LIMITED Total 7,378.09 UBM (UK) LTD CONSULTANCY EVALUATION ASSESSMENT 6,367.00 UBM (UK) LTD Total 6,367.00 GATEWAY TO SUSTAINABILITY LTD RESEARCH & STUDY FEES 6,270.00 GATEWAY TO SUSTAINABILITY LTD Total 6,270.00 SIGHTRACKED OTHER PROFESSIONAL FEES 6,000.00 SIGHTRACKED Total 6,000.00 STREET IMPACT LONDON LIMITED HSG-ROUGH SLEEPING 5,700.00 STREET IMPACT LONDON LIMITED Total 5,700.00 CITIZENS ADVICE ENFIELD GRANTS TO EXTERNAL ORGANISATIONS 5,000.00 CITIZENS ADVICE ENFIELD Total 5,000.00 EVENT FUSION OTHER PROFESSIONAL FEES 5,000.00 EVENT FUSION Total 5,000.00 THE SCHOOLS ENERGY CO-OPERATIVE LTD GRANTS TO EXTERNAL ORGANISATIONS 4,200.00 THE SCHOOLS ENERGY CO-OPERATIVE LTD Total 4,200.00 ENERGY SAVING TRUST CONSULTANCY-PROJECT MANAGEMENT 4,100.00 ENERGY SAVING TRUST Total 4,100.00 SELCE GRANTS TO EXTERNAL ORGANISATIONS 3,747.00 SELCE Total 3,747.00 TIMOTHY PITT-PAYNE LEGAL FEES 3,564.00 TIMOTHY PITT-PAYNE Total 3,564.00 HAYS ACCOUNTANCY PERSONNEL AGENCY STAFF 252,869.00 CONTRACTORS 7,923.00 GRANTS TO EXTERNAL ORGANISATIONS 3,785.50 IT CONSULTANCY 2,565.64 MANAGE IT SERVICES 8,431.00 RECRUITMENT AGENCY FEES 15,280.26 HAYS ACCOUNTANCY PERSONNEL Total 290,854.40 WORDWAVE INTERNATIONAL LIMITED TRANSCRIPTION 2,484.00 TRANSLATION SIGN LANGUAGE 525.00 WORDWAVE INTERNATIONAL LIMITED Total 3,009.00 HOWE UK LIMITED FURNITURE & EQUIPMENT 2,415.00 HOWE UK LIMITED Total 2,415.00 HELEN NISTALA CONSULTANCY-COMMISSIONED REPORT 1,200.00 HELEN NISTALA Total 1,200.00 NORLAND MANAGED SERVICES LIMITED BUILDING MAINTENANCE & REPAIRS 2,442.90 NORLAND MANAGED SERVICES LIMITED Total 2,442.90 WRAGGE & CO LEGAL FEES 1,869.60 WRAGGE & CO Total 1,869.60 THE EMPATHY MUSEUM OTHER PROFESSIONAL FEES 1,722.00 THE EMPATHY MUSEUM Total 1,722.00 SANDS CATERING SERVICES SUPERNOTE L REFRESHMENTS/MEALS AT MEETINGS 1,709.00 SANDS CATERING SERVICES SUPERNOTE L Total 1,709.00 SC ENTERTAINMENT APS MISCELLANEOUS COSTS 1,544.00 SC ENTERTAINMENT APS Total 1,544.00 JOHN HERSOV AND COMPANY CONSULTANCY EVALUATION ASSESSMENT 1,500.00 JOHN HERSOV AND COMPANY Total 1,500.00 INDEPENDENT GLASS CO. LTD. OTHER PROFESSIONAL FEES 1,300.00 INDEPENDENT GLASS CO. LTD. Total 1,300.00 SIMONA ABDALLAH MISCELLANEOUS COSTS 1,250.00 SIMONA ABDALLAH Total 1,250.00 IT EFFICIENT LTD MANAGE IT SERVICES 960.88 IT EFFICIENT LTD Total 960.88 ASSOCIATION OF EMPLOYMENT AND LEARNINGCONFERENCES PROVIDERS & SEMINARS 1,200.00 Page 545 Page 27 Transactions over £ 250.00 Reporting Period : Quarter 1 Start Date: 01 April, 2018 End Date: 21 July, 2018 Financial Year : 2018/19 Appendix 1
Total Spend > £250 (blank)
Vendor Name Expenditure Account Code Description Sum of Amount ASSOCIATION OF EMPLOYMENT AND LEARNING PROVIDERS Total 1,200.00 BLACK CULTURAL ARCHIVES OTHER PROFESSIONAL FEES 1,200.00 BLACK CULTURAL ARCHIVES Total 1,200.00 CABINET STAFF TRAINING 940.00 CABINET Total 940.00 CITY OF AUSTIN - INVESTMENT POOL MINOR STAFF EXPENSES 851.75 CITY OF AUSTIN - INVESTMENT POOL Total 851.75 JOHN NEWBIGIN OTHER PROFESSIONAL FEES 750.00 JOHN NEWBIGIN Total 750.00 MEDIAEDGE:CIA UK LTD SOCIAL MEDIA AND DIGITAL ADVERTISING SPACE 732.82 MEDIAEDGE:CIA UK LTD Total 732.82 DEEPSTORE LIMITED DOCUMENT ARCHIVE & STORAGE 1,001.85 DEEPSTORE LIMITED Total 1,001.85 OSMANI TRUST EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 875.50 OSMANI TRUST Total 875.50 THE WYLIE AGENCY (UK) LTD OTHER PROFESSIONAL FEES 500.00 THE WYLIE AGENCY (UK) LTD Total 500.00 OCEAN STAFF TRAINING 495.00 OCEAN Total 495.00 PRINTSOME SL MARKETING DESIGN & ARTWORK 436.58 PRINTSOME SL Total 436.58 CIVIC CONFERENCE LTD CONFERENCES & SEMINARS 426.98 CIVIC CONFERENCE LTD Total 426.98 LONDON COUNCILS EXTERNAL MEETING ROOM HIRE & EXPENSES 423.00 LONDON COUNCILS Total 423.00 YAHIRE LTD EXTERNAL EVENTS ROADS SHOWS AND FACE TO FACE 390.00 YAHIRE LTD Total 390.00 BROOMFIELD PHOTOGRAPHY AND VIDEO DESIGN AND PRODUCTION 350.00 BROOMFIELD Total 350.00 KEEP BRITAIN TIDY MONITORING OF PR AND SOCIAL MEDIA 319.00 KEEP BRITAIN TIDY Total 319.00 LOTHAR BOHM ASSOCIATES LTD HOTEL ACCOMMODATION 300.00 LOTHAR BOHM ASSOCIATES LTD Total 300.00 MR. B CZUREJA OTHER PROFESSIONAL FEES 300.00 MR. B CZUREJA Total 300.00 GL HEARN PROPERTY CONSULTANTS CONSULTANCY-PROJECT MANAGEMENT 15,035.00 GL HEARN PROPERTY CONSULTANTS Total 15,035.00 SOUTH HARROW LLP GRANTS TO EXTERNAL ORGANISATIONS 465,578.00 SOUTH HARROW LLP Total 465,578.00 Grand Total 330,104,660.71
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