AGENDA
Meeting of the Board of the London Legacy Development Corporation
Meeting Date: Tuesday 20 October 2020 Time: 2.00 pm Venue: via Microsoft Teams
Members of the Board of the London Legacy Development Corporation are hereby notified and requested to attend the meeting of the Board at 2.00 pm on Tuesday 20 October 2020 to transact the business set out below.
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
In accordance with the Local Authorities and Police and Crime Panels (Coronavirus) (Flexibility of Local Authority and Police and Crime Panel Meetings) (England and Wales) Regulations 2020, London Legacy Development Corporation Board and Committee meetings will be held by remote access (video conference). Details of how to follow the proceedings will be available on the website here: https://www.london.gov.uk/moderngovlldc/ieListDocuments.aspx?CId=272&MId=6219&Ver =4
Board Members
Sir Peter Hendy CBE (Chair) Simon Blanchflower CBE (Deputy Chair) Pam Alexander OBE Sonita Alleyne OBE Shanika Amarasekara Cllr Rachel Blake Cllr Clare Coghill Nicky Dunn OBE Keith Edelman Mayor Rokhsana Fiaz OBE Mayor Philip Glanville Baroness Grey-Thompson DBE Sukhvinder Kaur-Stubbs Jules Pipe CBE Geoff Thompson MBE
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1 Apologies for absence
2 Declarations of interest
Members are reminded that any interests in a matter under discussion must be declared at the start of the meeting, or at the commencement of the item of business.
3 Minutes of the previous meeting (Pages 1 - 14)
The Board is asked to agree the minutes of the meeting of the LLDC Board Advisory Panel held on 21 July 2020.
4 Matters arising and action list (Pages 15 - 18)
The Board is asked to note the actions arising from previous meetings.
5 Chief Executive's Report (Pages 19 - 68)
6 Report of the meeting of the Audit Committee held on 13 July 2020 (Pages 69 - 70)
The Board is asked to note the report of the meeting held on 13 July 2020.
7 Report of the meeting of the Chair's Committee held on 21 July 2020 (Pages 71 - 72)
The Board is asked to note the report of the meeting held on 21 July 2020.
8 Report of the meetings of the Planning Decisions Committee held on 28 July and 22 September 2020 (Pages 73 - 76)
The Board is asked to note the report of the meetings of the Planning Decisions Committee held on 28 July and 22 September.
9 Report of the meeting of the Investment Committee held on 22 September 2020 (Pages 77 - 80)
The Board is asked to note the report of the meeting held on 22 September 2020.
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10 Report of the meeting of the Health, Safety and Security Committee held on 22 September 2020 (Pages 81 - 84)
The Board is asked to note the report of the meeting held on 22 September 2020.
11 Sustainable Transport Update (Pages 85 - 102)
The Board is asked to note the report and presentation on sustainable transport.
12 Changes to the Scheme of Delegations in relation to East Wick and Sweetwater and Chobham Manor (Pages 103 - 108)
The Board is asked to approve the changes to the scheme of delegations relating to the freehold and leasehold disposals at East Wick and Sweetwater and Chobham Manor.
13 East Wick and Sweetwater Update (Pages 109 - 110)
The Board is asked to note the report on East Wick and Sweetwater.
14 Stratford Waterfront and Bridgewater Triangle Residential Developments (Pages 111 - 112)
The Board is asked to note the report on the Stratford Waterfront and Bridgewater Triangle residential developments.
15 East Bank - Stratford Waterfront Update (Pages 113 - 114)
The Board is asked to note the report on Stratford Waterfront.
16 Member suggestions for future agenda discussions
The Board is asked to raise any suggestions for future agenda items.
17 Any other business the Chair considers urgent
The Chair will state the reason for urgency of any item taken.
18 Date of next meeting
The date of the next meeting is due to be held on 23 November 2020 at 2pm.
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19 Exclusion of the press and public
The Board is recommended to agree to exclude the public and press from the meeting, in accordance with Part 1, paragraphs 3 and 5 Schedule 12A of the Local Government Act 1972 (as amended), in order to consider the following items of business.
20 Minutes of the previous meeting that contain exempt information (Pages 115 - 120)
The Board is asked to agree the minutes of the meeting held on 21 July 2020 that contain exempt information.
21 Matters Arising and Actions List containing exempt information (Pages 121 - 122)
The Board is asked to note the actions arising from previous meetings that contain exempt information.
22 Chief Executive's Report - Exempt information relating to item on Part 1 - Appendix 2 and 3 - Commercial Update, Corporate Dashboard (Pages 123 - 134)
The Board is asked to note the commercial update and the corporate dashboard that contain exempt information.
23 East Wick and Sweetwater Update - Exempt information relating to item on Part 1 (Pages 135 - 160)
The Board is asked to agree the recommendations in the report on East Wick and Sweetwater containing exempt information.
24 Stratford Waterfront and Bridgewater Triangle Residential Developments - Exempt information relating to item on Part 1 (Pages 161 - 172)
The Board is asked to agree the recommendations in the report on the Stratford Waterfront and Bridgewater Triangle residential developments containing exempt information.
25 East Bank - Stratford Waterfront Update - Exempt information relating to item on Part 1 (Pages 173 - 186)
The Board is asked to note the report on Stratford Waterfront containing exempt information.
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26 Any other business containing exempt information
The Chair will state the reason for urgency of any item taken.
27 Close of meeting
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Agenda Item 3 DRAFT MINUTES
Minutes of the Meeting of the Board Advisory Panel of the London Legacy Development Corporation Date: Tuesday 21 July 2020 Time: 2.00 pm Venue: via Microsoft Teams Present: Sir Peter Hendy CBE (Chair) Simon Blanchflower CBE (Deputy Chair) - in the Chair for the Closed Meeting Pam Alexander OBE Sonita Alleyne OBE Shanika Amarasekara Cllr. Rachel Blake Nicky Dunn OBE Keith Edelman Mayor Rokhsana Fiaz OBE Mayor Philip Glanville Baroness Tanni Grey-Thompson DBE Sukhvinder Kaur-Stubbs Geoff Thompson MBE
In Attendance: Lyn Garner, Chief Executive Gerry Murphy, Deputy Chief Executive Colin Naish, Exec Director of Construction Rosanna Lawes, Exec Director of Development Anthony Hollingsworth, Director of Planning Policy and Decisions Ed Stearns, Director of Communications, Marketing and Strategy Mark Camley, Exec Director of Park Operations & Venues Paul Brickell, Exec Director of Regeneration and Community Partnerships Sarah Perry, HR Director Janet Townsend, Director of Development Vivian Murinde, Senior Regeneration Manager (item 6) Richard Irish, Finance Director Charles Ritchie, TfL Legal Rachel Massey, LLDC Secretariat/ Director of Governance, Assurance and Programme Management James Varley, GLA Secretariat Baroness Lola Young, FFL Co-Chair Page 1 Sir David Bell, FFL Co-Chair (until item 24) Kaitlene Koranteng, Legacy Youth Board Chair Joshua Dickinson, Legacy Youth Board Deputy Chair Cllr Vicky TeVelde, London Borough of Waltham Forest (attended public session) Cllr Alistair Strathern, London Borough of Waltham Forest (attended closed session)
1 Welcome and Apologies for absence
1.1 The Chair welcomed those present to the meeting of the LLDC Board Advisory Panel.
1.2 The meeting was being held under LLDC’s Covid-19 Remote Decision-Making Scheme which had been put in place as LLDC did not benefit from the Coronavirus Act Regulations, which enabled specified organisations to hold meetings remotely.
1.3 Advisory Panels comprised Members of the LLDC Board or Committee members and decisions would be taken by the relevant Chair under a delegation following consultation with the relevant Advisory Panel.
1.4 It was confirmed that the process for this meeting would be:
• An officer would introduce each item of business and read the recommendation set out in the report.
• Members and Observers would be invited to discuss the item.
• The Chair would summarise the views expressed, and if appropriate, amend the report’s recommendation.
• The Chair would indicate to the Board Advisory Panel members his decision as to whether the recommendation in the report (including as amended) was approved or not approved or was to be deferred.
1.5 Apologies for absence were received on behalf of Cllr Clare Coghill (Cllr Vicky TeVelde attended the public session and Cllr Alistair Strathern attended the closed session of the meeting on her behalf) and Jules Pipe CBE.
2 Declarations of interest
2.1 The Chair noted that Members had declared registrable interests in line with the relevant Standing Orders and asked Members to confirm if they had any interests or additional interests to be declared related to matters listed on the agenda other 2 than those already made and included in the register.
2.2 Sir David Bell, Baroness Lola Young, Gerry Murphy and Paul Brickell declared an interest in items 17 and 29 - Foundation for FutureLondon Update arising from their roles as the Co-Chairs and Board Members of that organisation respectively.
2.3 Baroness Grey-Thompson DBE declared a new interest as recently appointed Chair of the Trustees of the Duke of Edinburgh Awards charity.
3 Minutes of previous meeting held on 19 May 2020
3.1 The Chair, in consultation with available members of the Board Advisory Panel, approved the minutes of the meeting of the Board Advisory Panel held on 19 May 2020.
4 Matters arising and action list
4.1 The Director of Governance, Assurance and Programme Management introduced the item.
4.2 The date of the next meeting of the Regeneration and Communities Committee would be provided to the London Borough of Newham shortly.
4.3 The Chair, in consultation with available members of the Board Advisory Panel, noted the action list.
5 Chief Executive's Report
5.1 The Chief Executive introduced the report, which provided an update on activities of the LLDC since the last meeting of the Advisory Panel.
5.2 The Covid-19 pandemic continued to have a significant impact. Venues remained closed although Park usage was increasing following the initial reduction resulting from the commencement of lockdown. There had been an increase in the proportion of visitors from the local boroughs as attendance at venues, which were currently closed, was usually driven by visitors from further afield. Additional visitor information would be provided to members. [Action: Chief Executive]
5.3 Members were informed that an illegal party had taken place in the Park on the night of Saturday 18 July 2020. Complaints had been received from residents and the police had been contacted quickly. However due to operational constraints, its response took several hours. The Mayor of Hackney offered to share the approach used in Hackney for similar incidences.
5.4 A member of staff from one of LLDC’s contractors and a volunteer had tragically died as a result of contracting Covid-19. The Board offered its condolences and the Corporation had written to the families of those who had died.
5.5 Opportunities for increasing levels of sustainable travel were being explored with 3 Page 3 the Boroughs who would be in direct contact with TfL to explore potential sources of funding.
5.6 The underpass at Hackney Wick station presented an issue in terms of responsibility for grounds maintenance, as it sat on the boundary of boroughs and was a Network Rail asset. Work would take place to develop a solution that was agreeable to all parties involved.
5.7 An electric scooter trial had taken place in the Park. The trial could be extended to the neighbouring boroughs if appropriate and the findings would be fed back to TfL and London Councils who were co-ordinating a response to the Department for Transport consultation.
5.8 The Chair, in consultation with available members of the Board Advisory Panel, noted the report.
6 Inclusion and Diversity Update
6.1 The Chair introduced the item and invited Mayor Rokhsana Fiaz, Mayor Philip Glanville, Cllr Rachel Blake, Cllr Vicky TeVelde, Kaitlene Koranteng, Vivian Murinde and Board members to speak.
6.2 With a background of public action that had been accelerated by the death of George Floyd in the United States and the ongoing work of the Black Lives Matter movement, this was a significant moment to drive forward an agenda of equality. The feelings of injustice and inequality in black and minority ethnic communities were crystallising and the need for action was clear. A meaningful process was required which would provide a mechanism for enabling people to understand the experiences of minority groups.
6.3 The representatives from the Boroughs gave a presentation on the actions that were being taken within the Boroughs in response to the current situation. Reducing inequality had been a priority and recent events had acted as a further catalyst for change. Activities were directed towards staff as well as the local community.
6.4 The population in the Boroughs was the most diverse in London and statistics demonstrated the challenges faced as a result of inequality in terms of health and wellbeing and workplace opportunities. Investment in the community and infrastructure had to benefit all to an equal level. People needed to have renewed confidence in public bodies, and be able to feel that policing, education, and access to opportunity were not disproportionately affecting any particular group.
6.5 The Boroughs were unequivocal in their desire to tackle inequalities that were caused by structural racism. Immediate action such as the removal of inappropriate statues was taking place and the need for longer term structural actions was recognised. Understanding and embedding intersectionality in to the work being done was vital to ensure that the benefits would be felt by all.
6.6 Community was at the heart of what the LLDC does. Practical steps needed to be 4 taken that would demonstrate LLDC’s commitment to tackling inequality. The same issues often arose again and again and there had to be a focus on community development. The work of the Boroughs and the LLDC also needed to be reflected in the activities of the other institutions and businesses in the park.
6.7 Within the LLDC, every effort was being made to ensure it had an inclusive culture. A BAME Lean-In Group had been formed and had input into the Engagement Campaign. A safe space was required to enable communication with a diverse range of audiences. An Action Plan had been developed to support the Inclusion Strategy and LLDC staff at all levels would work together to deliver meaningful change.
6.8 It was understood that some conversations on inequality would be uncomfortable, however this would be lessened as progress was made. Action also had to be backed up by pressure to change legislation where it was seen to be inadequate which would help drive forward change.
6.9 Members shared their own experiences of intolerance and inequality with those present at the meeting. These experiences were deeply moving and demonstrated how the recipient was affected on a personal and professional level and that the instigators of intolerance could, through positions of power, remain unchallenged. The Chair thanked the Members and staff for their contributions which were thought provoking and powerful.
6.10 Although data was not currently available, the LLDC would consider how regeneration and planning could affect equality outcomes.
6.11 The Chair, in consultation with available members of the Board Advisory Panel, noted the report and requested that an update be provided to a future meeting of the Board Advisory Panel which took into account comments made at this meeting and links into the Boroughs’ action plans. [Action: Chief Executive]
7 Report of the meetings of the Planning Decisions Committee held on 17 March, and the Planning Decisions Committee Advisory Panels on 28 April, 24 May and 23 June 2020
7.1 The Chair of the Planning Decisions Committee introduced the report.
7.2 The decision on the Stratford International Bus Layover Site had been deferred as additional information on affordable housing; blue badge parking; inclusive design and day/sunlight to units in part of one of the buildings had been requested.
7.3 Consideration would be given to how the extension of permitted development rights could be applied within the LLDC area.
7.4 The Chair, in consultation with available members of the Board Advisory Panel, noted the report.
5 Page 5 8 Report of the meetings of the Investment Committee held on 17 March and the Investment Committee Advisory Panel held on 24 June 2020
8.1 The Chair, in his capacity as Chair of the Investment Committee, introduced the report.
8.2 The Chair, in consultation with the available members of the Board Advisory Panel, noted the report.
9 Report of the meeting of the Audit Committee Advisory Panel held on 13 July 2020
9.1 The Chair of the Audit Committee introduced the report.
9.2 The Chair, in consultation with available members of the Board Advisory Panel, noted the report.
10 Report of the meeting of the Chair's Committee Advisory Panel held on 21 July 2020
10.1 The Chair of the Chair’s Committee introduced the report.
10.2 The Chair, in consultation with available members of the Board Advisory Panel, noted the report.
11 Appointment of the Regeneration and Communities Committee Chair
11.1 The Chief Executive introduced the report which sought the approval for the appointment of Sukhvinder Kaur-Stubbs as Chair of the Regeneration and Communities Committee.
11.2 Members of the Board and Committee thanked Sonita Alleyne OBE for her work as Chair from May 2012 and welcomed the participation from the Boroughs in the activities of the Committee.
11.3 The Chair, in consultation with available members of the Board Advisory Panel, approved the appointment of Sukhvinder Kaur-Stubbs as Chair of the Regeneration and Communities Committee.
12 Annual Report and Accounts Update
12.1 The Finance Director introduced the report which provided an update on the timetable for the audit and eventual approval and publication of the audited 2019/20 accounts, as well as an update on key matters and audit progress to date.
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12.2 The Corporation would be receiving a letter from the GLA regarding supporting the adoption of the preparation of the annual report and accounts on a going concern basis.
12.3 It was noted that the auditors were likely to comment on the uncertainty around property values. This was to be expected with the current public health situation and its impact on economic activity.
12.4 The Chair, in consultation with available members of the LLDC Board Advisory Panel, would approve the final audited accounts under the Urgent Action delegation set out in paragraph 2 of the Legacy Corporation’s Scheme of Delegation (revised April 2020) following consideration of the recommendations of the Chair of the Audit Committee (made after that Chair’s consultation with the Audit Committee Advisory Panel).
13 Annual Planning Authority Monitoring Report for 1 January 2019 to 31 March 2020
13.1 The Director of Planning Policy and Decisions introduced the report which outlined the purpose and content of the annual Authority Monitoring Report (AMR) that the Corporation in its role as a local planning authority was required to publish on an annual basis.
13.2 In response to a request from a Member, it was agreed that work would be undertaken to see how the Community Infrastructure Levy (CIL) could be used to address inequality issues.
13.3 The Chair, in consultation with available members of the Board Advisory Panel:
13.3.1 Noted the contents of the Planning Authority Monitoring Report for period 1 January 2019 to 31 March 2020;
13.3.2 Agreed its publication on the Corporation website; and
13.3.3 Undertook to investigate how CIL spend could be used to assist with the Corporation’s equality agenda.
14 Adoption of the Legacy Corporation Revised Local Plan
14.1 The Director of Planning Policy and Decisions and the Head of Planning Policy introduced the report which provided an update on activities concerning the Local Plan following the discussions at the previous meeting on 19 May 2021.
14.2 Discussions had taken place with officers from the Boroughs with regard to the issues raised at the previous meeting. The general consensus was that the most appropriate way of dealing with impacts of the Covid-19 pandemic was through 7 Page 7 Supplementary Planning Documents.
14.3 The London Borough of Newham had commissioned a report on the impact on Covid-19 and this would be circulated to Board Members. It was agreed that the content of the report would be reviewed, and a response provided to a future meeting. [Action: Director of Planning Policy and Decisions]
14.4 The Chair, in consultation with available members of the Board Advisory Panel:
14.4.1 Noted the report of the independent planning inspector for the Examination of the draft revised Local Plan, included at Appendix 1 of the report;
14.4.2 Noted the further engagement with Borough colleagues, as set out at paragraph 3.7 of the report and the text changes to the supporting paragraphs to Policy SI12 which specifically addresses Coronavirus and its impact at paragraph 3.25 of the report;
14.4.3 Agreed to adopt and authorise the publication of the revised Local Plan including the Local Plan Policies Map, as modified in accordance with the report of the appointed independent planning inspector in the form included at Appendix 2 of the report, including the Policies Map at Appendix 3 of the report and including the minor modifications set out at Appendix 4 of the report;
14.4.4 Agreed that, as and when necessary, supplementary planning guidance be brought forward or amended to address any relevant changes in approach resulting from Covid19;
14.4.5 Authorised the Director of Planning Policy and Decisions to make any additional necessary minor changes and corrections to the revised Local Plan he considers appropriate prior to its publication; and
14.4.6 Agreed to review the output of the London Borough of Newham commissioned report and provide a response to a future meeting.
15 Greater Carpenters Neighbourhood Plan Examination Report
15.1 The Head of Planning Policy introduced the report which set out the process for progressing the plan to the proceed to referendum stage, and should that be successful, to adopt the plan.
15.2 Following examination by the Independent Examiner a number of modifications had been requested. Due to the current public health situation, the Neighbourhood Forum was having difficulty meeting to agree the modifications and an extension had been granted by the LLDC to allow the Forum additional time to meet and decide whether to proceed.
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15.3 The Mayor of the London Borough of Newham requested that the Council be consulted prior to a delegated decision is made on arrangement of a local referendum.
15.4 The Chair, in consultation with available members of the LLDC Board Advisory Panel:
15.4.1 Noted the report of the independent examiner for the Examination of the Greater Carpenters Neighbourhood Plan included at Appendix 1;
15.4.2 Subject to discussions with the London Borough of Newham, delegated authority to the Director of Planning Policy and Decisions to arrange a local referendum on the draft Greater Carpenters Neighbourhood Plan with the inclusion of all of the Examiners modifications; and
15.4.3 Delegated authority to the Director of Planning Policy and Decisions, subsequent to a successful local referendum on the Greater Carpenters Neighbourhood Plan, to ‘Make’ the Plan.
16 Housing Delivery Plan 2020-2025
16.1 The Executive Director of Development introduced the report which set out the LLDC’s ongoing delivery strategy in relation to its land holdings within Queen Elizabeth Olympic Park and the wider Mayoral Development Corporation area.
16.2 The Chair, in consultation with available members of the Board Advisory Panel, noted the report.
17 Foundation for FutureLondon Update
17.1 Sir David Bell, Baroness Lola Young, Gerry Murphy and Paul Brickell declared an interest and did not take part in any discussion of the item.
17.2 The Chief Executive introduced the report which provided an update on the loan made by the LLDC to Foundation for FutureLondon (FFL).
17.3 The Chair, in consultation with available members of the Board Advisory Panel, noted the report.
18 East Bank - Stratford Waterfront Scheme of Delegations Update
18.1 The Director of Governance, Assurance and Programme Management introduced the report which set out proposed amendments to the scheme of delegations related to administering East Bank construction contracts and in particular, the
9 Page 9 exercise of delegated authority for the drawdown of contingency budget.
18.2 The Chair, in consultation with available members of the Board Advisory Panel, approved a revision to the scheme of delegations in relation to the East Bank construction contracts set out in section 4 and Appendix 1 of the report, subject to consultation with the GLA.
19 East Bank - Stratford Waterfront Procurement and Construction Update
19.1 The Chief Executive introduced the report which provided an update on procurement and construction activities.
19.2 The Chair, in consultation with available members of the Board Advisory Panel, noted the report.
20 East Bank - Stratford Waterfront Glazing and Metal Cladding Contract Award
20.1 The Chief Executive introduced the report which provided an update on the glazing and metal cladding contract award.
20.2 The Chair, in consultation with available members of the Board Advisory Panel, noted the report.
21 Member Suggestions for Future Agenda Discussions
21.1 There were no suggestions for future agenda items.
22 Any other business the Chair Considers Urgent
22.1 The Chair had agreed to accept an item on Sadler’s Wells Mechanical, Electrical and Plumbing Contract Award on the grounds that the information was not available at the time of the statutory deadline for the dispatch of papers.
22.2 The Chief Executive introduced the report which provided an update on the contract award.
22.3 The Chair, in consultation with available members of the Board Advisory Panel, noted the report.
22.4 There was no further urgent business.
23 Date of next meeting
23.1 The Board noted that the next meeting was due to be held on 20 October 2020 at 2pm.
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24 Exclusion of the press and public
24.1 The Chair agreed to exclude the public and press from the remaining proceedings of the Board Advisory Panel, in accordance with paragraphs 4(a) and 10 of the LLDC Covid-19 Remote Decision-Making Scheme and Part 1, paragraph 3 of Schedule 12A of the Local Government Act 1972 (as amended).
[Sir Peter Hendy, Keith Edelman, Sir David Bell and Lola Young left the meeting]
The Deputy Chair was in the Chair for the Closed Meeting
25 Minutes of the previous meeting held on 19 May 2020 that contain exempt information
25.1 The Deputy Chair, in consultation with available members of the Board Advisory Panel, approved the minutes of the meeting of the Board Advisory Panel held on 19 May 2020 containing exempt information.
26 Matters Arising and Action List containing exempt information
26.1 The Director of Governance, Assurance and Programme Management introduced the item.
26.2 The Deputy Chair, in consultation with available members of the Board Advisory Panel, noted the action list containing exempt information.
27 Chief Executive's Report - Appendix 2 and 3 - Commercial Update and Corporate Dashboard - exempt information relating to item on Part 1
27.1 The Chief Executive Officer introduced the Commercial Update and Corporate Dashboard.
27.2 The Deputy Chair, in consultation with available members of the Board Advisory Panel, noted the report.
28 Housing Delivery Plan Update - exempt information relating to item on Part 1
28.1 The Executive Director of Development introduced the report which set out the LLDC’s ongoing delivery strategy in relation to its land holdings within Queen Elizabeth Olympic Park and the wider Mayoral Development Corporation area.
28.2 The Deputy Chair, following consultation with available members of the Board Advisory Panel, noted the contents of the housing delivery plan 2020- 2025 and the proposals for regular monitoring updates to the Board.
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29 Foundation for FutureLondon update - exempt information relating to item on Part 1
29.1 Sir David Bell, Baroness Lola Young, Gerry Murphy and Paul Brickell declared interest in the item. Sir David Bell and Baroness Lola Young had left the meeting and Gerry Murphy and Paul Brickell did not participate in the discussion of the item.
29.2 The Chair and Chief Executive introduced the item which set out the request to convert the loan to Foundation for FutureLondon (FFL) into a grant which would be used by FFL to employ a fundraising team.
29.3 The Deputy Chair, in consultation with available members of the Board Advisory Panel agreed the recommendations set out in the report.
30 East Bank - Stratford Waterfront Procurement and Construction Update - exempt information relating to item on Part 1
30.1 The Deputy Chief Executive introduced the report which provided an update on the Stratford Waterfront anticipated final cost (AFC).
30.2 The Deputy Chair, following consultation with available members of the Board Advisory Panel, agreed the recommendation set out in the report.
31 East Bank - Stratford Waterfront Glazing and Metal Cladding Contract Award - exempt information relating to item on Part 1
31.1 The Executive Director of Construction introduced the report which set out the details of the tender process for the contract award.
31.3 The Deputy Chair, in consultation with available members of the Board Advisory Panel, agreed the recommendations set out in the report.
32 Any Other Business containing exempt information
32.1 The Chair had agreed to accept an item on Sadler’s Wells Mechanical, Electrical and Plumbing Contract Award as urgent on the grounds that the information had not been available at the time of the statutory deadline for the dispatch of papers.
32.2 The Deputy Chair, in consultation with available members of the Board Advisory Panel, agreed the recommendations set out in the report.
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33 Close of meeting
33.1 The meeting closed at 6.00pm.
Chair Date
Contact Officer: Rachel Massey, LLDC, Level 10, 1 Stratford Place, Montfichet Road, London E20 1EJ, Tel: 020 3288 1829, Email: [email protected]
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Board Actions List (reported to the Board on 20 October 2020)
Actions from last meeting (21 July 2020)
Minute Item/Description Action By Target Date Status/note 5.2 Chief Executive's Report Lyn Garner October 2020 Complete. Included Mark Camley in CEO’s report. Provide additional venue visitor information to members.
6.11 Inclusion and Diversity update Lyn Garner 23 November In progress, 2020 scheduled for 23 Submit an update report on Inclusion and Diversity to a future meeting of the Page 15 November Board. Board which takes into account comments made at the 21 July Board Advisory Panel meeting and links into the Boroughs’ action plans.
14.3 Adoption of the Legacy Corporation Revised Local Plan Anthony October 2020 Complete. See Hollingsworth update in left hand Review the London Borough of Newham report on the impact on Covid-19 and column. provide a response at a future meeting. Circulate the London Borough of . Newham report on the impact on Covid-19 to Board Members. Update: The London Borough of Newham report along with a briefing note
setting out the ways in which the issues raised have an are being taken into Agenda Item4 account will be circulated to Board Members prior to the October Board. This clarifies how the now adopted Local Plan is considered to be robust and provide resilience in relation to these matters and how further work, such as review of related supplementary planning guidance is being scoped to ensure that measures relevant to Covid 19 and it impacts are being taken into account
Outstanding Actions from previous meetings
Minute Item/Description Action By Target Date Status/note 5.6 (19 Chief Executive's Report on the COVID -19 Response Lyn Garner July 2020 Closed. May 2020) Hold meetings with Growth Boroughs to understand how to boroughs are responding to changing public health measures and how to mitigate a second wave. The Growth Borough leaders would provide relevant contact details to the Chair and Chief Executive. Update: LLDC has been attending the LB Newham Borough Resilience Group on COVID -19, and supported LBN with an army run testing centre at Rick Roberts Way, and LB Hackney on a food distribution and as a PPE Hub on the Park. LLDC has also been collaborating with the other boroughs on active transport, keeping Parks open, and planning for the re-opening of leisure facilities.
5.6 (17 Chief Executive's Report Rokhsana July 2020 Date of next March Fiaz, Paul Regeneration and Send a London Borough of Newham representative to the next meeting of the 2020) Brickell Communities LLDC Regeneration and Communities Committee where there will be an update Committee is 22 on the programme of work being carried out by LLDC with local Boroughs October. around employment initiatives, and its benefits to the local community
5.9 (4 Chief Executive's Report Paul Brickell October 2020 Complete. The February and Mark cycling report has Include work on e-scooters and cycling report referred to in the report (at 2020) Camley informed the paragraph 14.4) in the session for Board members on accessible/sustainable cycling plans set travel. out in the sustainable transport presentation on the agenda for this meeting. E- scooters are not addressed in the presentation. 6.5 (23 Chief Executive’s report Paul Brickell October 2020 Complete. July 2019) Sustainable Hold a session for Board Members on accessible travel and sustainability in the transport Park. presentation on agenda for this meeting (deferred to October meeting due to volume of business to be considered at July meeting) 6.7 (23 Chief Executive’s report Lyn Garner / December Ongoing. A further July 2019) Anthony 2020 update will be Update the Board on further developments in relation to the Bow East site. Hollingsworth provided following submission of the planning application for Bow East (due October Page 17 2020). 9.2 (29 Report of the meeting of the Chair's Committee held on 4 December 2018 Lyn Garner October 2020 Complete. KPIs January and Sarah were discussed Consider relevant diversity and inclusion KPIs be added to the corporate 2019) Perry with Chair’s dashboard for future meetings. Committee in July 2020 and are included in the corporate dashboard.
10.1 (28 New local development scheme and statement of community involvement Anthony Early 2021 Ongoing – see February Hollingsworth 2020 update in left hand Update the Board on a review of conservation areas and heritage assets. 2017) column. This report Update : Further work has been identified as necessary for the Three Mills has now moved to Conservation Area Appraisal and Management Guidelines and this is currently a future meeting. being undertaken. A report to Board will include the updated draft Three Mills CA management Guidelines. Work delayed as a result of Covid19 prioritisation of activity. Following delays related to the lockdown, consultants are now expected to deliver a draft report by early November that can then be considered by the Board prior to formal public consultation in 2021.
13.1 (22 Board effectiveness review Peter Hendy Date TBC in Discussions with November Discuss with the GLA about undertaking an external review of Board 2020 GLA in progress. 2016) Rachel effectiveness in future and implement any remaining short and long term 18.3 (10 Massey recommendations from the review that were set out in Appendices 1 and 2 to March the report. 2016)
Agenda Item 5
Subject: Chief Executive’s report to the LLDC Board Date: 20 October 2020 Report to: Board Report of: Lyn Garner, Chief Executive
1. SUMMARY 1.1. This report provides progress updates on the activities of the London Legacy Development Corporation, including the response to COVID-19 and its impacts on key work areas. It also provides an update on Health and Safety. 1.2. The quarterly corporate performance report for quarter 1 of 2020/21 is attached as appendix 1. 1.3. A further commercial update on projects and the corporate dashboard is provided at appendices 2 and 3 (exempt information).
2. RECOMMENDATION 2.1. The Board is asked to note this report and its appendices.
3. BACKGROUND 3.1. The COVID-19 crisis has had a significant impact on LLDC’s activities. This paper sets out the impact this has had on key work areas. The highest priority for the Corporation is to ensure the safety of our employees, users of the Park and its venues, those working on the Park and on our other activities and projects. Decisions are made in consultation with the Mayor of London’s office and in the light of Government policy and guidance.
4. CHIEF EXECUTIVE’S OVERVIEW 4.1. Since the last Board Advisory Panel, key highlights of activity include: • The successful and safe re-opening of the London Aquatics Centre, Copper Box Arena and ArcelorMittal Orbit. • London Stadium’s new seating installed, ahead of the 2020/21 football season. • Completion of the East Summer School on line, with 250 young people from the 4 local boroughs participating. • Good progress made on construction projects at East Bank, Chobham Manor and at East Wick and Sweetwater: infrastructure works progressed with the opening of the southern section of the north south highway and lifting the Monier Road (H14) bridge into place. Opening of the East Wick and Sweetwater Sales and Marketing Suite. • Working closely with the GLA, we have undertaken an exercise to identify savings to our revenue budget in 2020/21. Work is underway to submit budgets for 2021/22. Page 19
5. CRISIS MANAGEMENT 5.1. Following the increased in COVID 19 cases in August and September, we took the decision to move back to Crisis Management mode, with the Silver Response Group and the Crisis Management Group reconvening to monitor the local and national situation and the impact on LLDC employees and activities.
6. EMPLOYEE WELFARE 6.1. As reported to previous Board Advisory Panels, the majority of LLDC employees commenced working from home on 19 March 2020. A small number of authorised security/operational employees have been working from our 1 Stratford Place office on a rota system since lockdown. 6.2. Following work undertaken by LLDC’s Recovery Group, which is chaired by the Executive Director of Park Operations and Venues, for how LLDC plans for and reacts to easing of lockdown measures and engagement with employees the decision was taken to open 1 Stratford Place to up to 15 employees who wanted to return to the office at one time. This arrangement commenced in early August 2020 with protocols and training for employees and cleaning and safety measures in place to ensure the safety of our employees 6.3. Following changes to Government guidelines on 22 September we took the decision to revert back to remote working. We have kept the provision that if the office environment presents a significantly better option than home working then that can be accommodated and we are also able to accommodate people where there are elements of their job which cannot be done remotely, for example essential and important site visits or to allow access to technology. 6.4. The Recovery Group is continuing to look at the opportunities that the recovery might bring such as new ways of working that might emerge and the senior team agreed a set on principles to inform this: Inclusive Culture; Authentic Leadership and Management; and Flexible and Agile Working. 6.5. Employees have continued to adapt well to remote working due to our agile working practices, IT system and the positive approach taken by employees and the leadership team. Our senior management team monitor the well-being and capacity of their teams regularly, for example we have employees who have childcare and/or additional responsibilities which may impacts on productivity, and this informs prioritisation of LLDC’s work during this period. We have also monitored how employees are feeling about the situation and LLDC’s response through Pulse Surveys, with very positive results and comments, 6.6. We have been providing regular communications through regular emails, the Chief Executive’s weekly webcast to all employees (including a question and answer session) and regular wellbeing advice and links to resources. We have received positive feedback from employees on the content, frequency, and format of our internal communications, including through the Employee Forum and LLDC’s Mental Health First Aiders. 6.7. The senior team has agreed and communicated some over-arching working principles to help us all to navigate this crisis as it relates to our working lives. These remind people to take care of their physical, emotional and mental health as well as being mindful of how others are adapting and coping with the situation.
7. INCLUSION AND DIVERSITY 7.1. Since we last met and had the important discussion on Black Lives Matter, we have made considerable progress against our Inclusion and Diversity strategy. Key highlights include the launch of the Inclusive Culture campaign through a special webcast focusing on ‘what inclusion means to me’, and linked to National Inclusion Week activities. This campaign will continue throughout the next 12 months, focussing on different themes each month, with activities and communications aligned to each theme to continue to engage everybody across the organisation. The priority of Inclusive Culture has been established as a key message in internal engagement, including through the employee webcast topics and guests, and many Board members have been involved in this. Our BAME lean in group continues to go from strength to strength, and helps to inform our approach and our corporate discussion. Recently they held a very powerful panel discussion on Black Lives Matter, which was well attended by many of our colleagues, and received excellent feedback. The BAME lean in group have increased engagement further across the organisation through a thought provoking newsletter. In addition, we’re really pleased to have established an LGBTQ+ drop-in group for LGBTQ+ colleagues and allies. 7.2. We have also agreed development programmes to support our colleagues, and in particular to aid progression for our under-represented employees, and these will be launching soon. 7.3. Many of these initiatives can be progressed internally without the need for additional funding. We are continuing to prioritise Inclusion and Diversity, and have directed a substantial proportion of other budgets (Learning and Development in particular) to ensure we are able to commit to progressing the agenda over a number of years.
8. PARK AND VENUES 8.1. In this period, we maintained safe and high quality Parklands during lockdown and recovery with visitor numbers increasing as lockdown measures eased, supported by on Park, web and social media communications. Park usage reduced to roughly a third of usual numbers following lockdown due to the closure of venues, schools and construction sites. Since that initial fall, numbers of visitors have grown week on week, see chart below, which shows us visitors from March to early September 2020 (based on Wi-Fi figures, a click test may follow later in the year to verify data). Total visitor numbers from April to late September 2020 are over 1.2m. 8.2. This period saw the successful and safe re-opening of the London Aquatics Centre, Copper Box Arena and ArcelorMittal Orbit, supported by communications and marketing. Filming recommenced on the Park, with over 30 shoots undertaken. 8.3. There was an action from the last Board meeting to provide information about venue usage, please find below the member usage of the London Aquatics Centre and Copper Box Arena:
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8.4. The London Stadium saw the safe resumption and completion of 2019/20 Premier League football behind closed doors. Since then, the new seating was installed successfully, ahead of 2020/21 football season which commenced on 12 September 2020. The Stadium’s EE’s 5G network was installed successfully, along with WIFI into the bowl We also saw the successful and safe re-opening of the London Marathon Community Track for public use. Work has commenced on upgrading the Stadium floodlights to energy saving LEDS. 8.5. LLDC’s new Chief Commercial Officer – Nathan Homer – took up his post in September 2020. Nathan brings with him a broad commercial and operational background across the FMCG, finance, sports and media industries which will help to realise the full commercial potential of the Park and venues – including London Stadium. His work will capitalise on the millions of visitors to the Park every year, London’s best recreational sports facilities and a world-leading range of elite sporting and entertainment events throughout the venues. 8.6. 3 Mills Studios are open and filming is now starting to resume. River wall repair construction works are close to completion and roof repairs completed in this period. 8.7. The Snoozebox hotel, an interim use at Pudding Mill lane opened, along with temporary drive-in cinema at the site with film screenings during September. 8.8. We published the Biodiversity Action Plan in this period, which highlighted the rare plants and animals which we have welcomed to the Park since the last plan was published. We have over 500 bird boxes and 150 bat boxes around our parklands. You can read more about it here 1 and listen to the podcast on its findings and top ten flora and fauna here 2. 8.9. The Smart Mobility Living Lab launched in September with LLDC representatives speaking at an online event attracting over 500 participants. The lab aims to help businesses and public sector organisations make future mobility a safe and commercial reality, with a focus on autonomous vehicles. This make the Park one of the small handful of “go-to” places in the UK for testing autonomous vehicles
9. DEVELOPMENT 9.1. Taylor Wimpey’s construction at Chobham Manor, remobilised at the start of June 2020, with a series of social distancing measures including new site inductions for all operatives alongside one-way systems, Perspex screening where necessary and a charter to be signed by all operatives. Measures have been successfully integrated and a survey to operatives concluded that operatives felt very safe on site. 9.2. The crisis has caused an approximate 3-month delay, varying slightly from block to block depending on their construction. The developers are committed to reducing this delay as works continue. 9.3. Construction continues at East Wick and Sweetwater (Balfour Beatty) phase 1. The first PRS block has completed and people are due to move in to their homes in late October. The Sales and Marketing Suite opened (for appointment only) and phase 1 market sales launched in late September and has generated a good level of interest. Good progress was made on infrastructure works, including lifting the Monier Road (H14) bridge into place. The southern section of the north south highway and a temporary link to the existing Loop Road has opened
1 https://www.queenelizabetholympicpark.co.uk/media/press-releases/rare-species-found-in- latest-monitoring-on-queen-elizabeth-olympic-park 2 https://shows.acast.com/queen-elizabeth-olympic-park-pod/episodes/wildlife-woodland-and- waterways Page 23 following the installation of the bridge. The full N/S Highway is due to open in November 2020 following the completion of tie in works with Waterden Road. 9.4. Procurement has continued to select a developer for the Hackney Wick Central development. Three bidders are going through the ITT stage with an appointment due by the end of the year. 9.5. Preparations are being made to launch procurement in October 2020 to select a joint venture partner to take forward the Stratford Waterfront and Bridgwater developments. 9.6. We are progressing design and planning work for Pudding Mill Lane to achieve Outline Planning submission by December 2021. Discussions with LBN on Rick Roberts Way are ongoing. 9.7. East Bank: at Stratford Waterfront, construction work recommenced on 1 June with social distancing measures such as one-way systems around the site, changes to welfare facilities and new contactless access control measures. Productivity has increased since work re-commenced. The programme of procurement of contractors has continued. An update on costs and programme are covered in part 2 of the agenda (contains exempt information). 9.8. The Carpenters Land Bridge contractor won both the Engineering and Overall Winner categories at the 2020 Chartered Institution of Highways & Transportation awards 9.9. The development has also received the Considerate Constructors Scheme Monitor’s Site Report, achieving 9 out of 9 – equating to exceptional - across each of the five categories relating to caring about appearance, respecting the community, protecting the environment, securing safety and valuing workforce. 9.10. Work at the East Bank UCL East’s Pool Street site (Vinci) and Marshgate site (Mace) are progressing. Pool Street site works continued through the lockdown period with full social distancing measures in place.
10. PLANNING UPDATE 10.1. The Local Plan and CIL charging schedule were adopted in this period. 10.2. Following presentation to the July Board the Annual Authority Monitoring Report was published in July 2020. 10.3. The Development Management and Planning Policy functions have both maintained business as usual during this period, including exceeding targets for applications determined in time across this period. 10.4. On MSG Sphere London, a third round of public consultation will formally begin in October on the latest additional information submitted by MSG at the request of PPDT. Following a review of the latest consultation responses and consideration of the application details it is currently programmed to report the application to Planning Decisions Committee in the early new year. 10.5. On Construction Issues in Hackney Wick and Fish Island, the construction management group has continued to meet virtually to continue discussions and monitor the situation, including looking at requests to work longer hours on some sites. A Road Safety Audit produced on behalf of the Corporation has recently been shared with Borough colleagues and further discussion will take place over this period about the funding and delivery of the additional safety measures identified 10.6. Work has continued with landowners at Bow East relating to the concrete batching plant. A Planning Application has been delayed until later in 2020 and PPDT will undertake public consultations once the application is received. 10.7. Amendments to the Government’s Business and Planning Act have meant that from its September meeting onwards the Planning Decisions Committee is able to meet virtually and formally vote on items. 10.8. The third Neighbourhood Priorities Fund bidding round opened in June with support to those interested in submitting bids. The bidding round completed in September 2020 and bids are being evaluated.
11. SOCIO-ECONOMIC REGENERATION 11.1. Through our East Works and East Education programmes we were able to act quickly as lockdown began to support the people from diverse local communities who were learning at or through QEOP or working with QEOP and East Bank partners as interns, trainees, apprentices or other employees. Highlights since the last report include: 11.2. Completion of the 3-week East Summer School on line. 250 young people attended the school, which is in line with attendance in previous years. 89% of the participants were from the 4 boroughs of Hackney, Newham, Tower Hamlets and Waltham Forest with the remaining 11% falling outside of the boroughs being from other local boroughs such as Redbridge, Barking and Dagenham and Islington, see breakdown below. Seventy five per cent of the attendees were from BAME communities and the gender breakdown is 44% male and 56% female.
11.3. The young people took part in learning activities on a wide range of subjects including coding, choreography, sustainability and architecture, with partners such as BBC, UCL, Studio Wayne McGregor and The Yard Theatre. 11.4. Good progress made on the Good Growth Hub. This facility, based in Hackney Bridge, will be a physical presence for the East Works programme and allow delivery to be scaled up. The Hub is central to the LLDC’s plans to maximise apprenticeship and employment opportunities for local people and under- represented groups. It will also see the launch of a Freelance Academy as part of its core offer. We have appointed a contractor to design and fit out the space and are aiming to appoint a service provider towards the end of the year ahead of the Hub opening late this year or early next. 11.5. Completion of the Shared Training and Employment Programme (STEP). The current STEP programme was modified to accommodate employer partner restrictions imposed by the crisis. The programme has continued with more online engagement, including an enhanced development programme and Page 25 individualised support programme. Participants are in the final cycle of personal development workshops ahead of an end of programme celebration event in November.
12. BOROUGH ENGAGEMENT 12.1. We’ve held a number of meetings with local ward councillors as part of our commitment to improve and co-ordinate activity with the boroughs. This includes a briefing on the Good Growth Hub and ongoing engagement through the Construction Transport Management Group. In addition, meetings have been held with local Ward Councillors to discuss planning, development, management and regeneration issues relevant to the Wards. These will continue and it has also been agreed to issue supplements to LLDC’s regular stakeholder newsletters with more detail about issues relating to the Wards. In addition, planning for some practical project work with Ward residents has resulted. LLDC has also been attending the LB Newham Borough Resilience Group on COVID - 19, and has been collaborating with the other boroughs on active transport, keeping Parks open, and planning for the re-opening of leisure facilities.
13. HEALTH, SAFETY AND SECURITY 13.1. LLDC’s health, safety and security is overseen by its Health, Safety and Security Committee. The Board receives a report back from each Health, Safety and Security Committee meeting which meets at least three times a year, the last meeting was on 22 September 2020. 13.2. This standing item in the Chief Executive’s Report to Board focusses on a summary of accidents and any major incidents, with more detailed information provided through the Committee as appropriate. 13.3. In the period from June to September 2020 accidents remained low proportionate to the visitor numbers and the restrictions in place: 13.3.1. Social distancing control has been a challenge during this period for the estate. 13.3.2. A major focus on the period has been to ensure that the venues on the Park which have re-opened have done so in a safe and secure manner, implementing COVID related measures. This has been successful, with no major issues to report to date. The Park Information Point and mobility service, staffed by volunteers, has also been able to reopen with social distancing measures in place. 13.3.3. 3 Mills Studios has continued to operate with a clear set of operating procedures in place. All [productions are required to follow British Film Commission Covid-19 guidelines. One production has reported one crew member with Covid resulting in the relevant areas of the Studio were closed and deep cleaned. 13.3.4. As has been reported in the media, two West Ham United players and the manager tested positive for COVID 19 on 22 September 2020. The three people are isolating and the Stadium team have ensured that all procedures have been followed, including a deep clean and swab test. All those who had been in contact with the three people the red zone had been re-tested. 13.3.5. A member of staff in the Mace team working at Stratford Waterfront tested positive for COVID 19. Since his last visit on site the offices and common areas have been cleaned and the fogging regime took place, All colleagues the person came into close contact with were informed. 13.3.6. There have been two reported cases of COVID 19 at the Barge East bar on White Post Lane. The bar closed and they liaised with Public Health England on their response which included cleaning, contacting customers and carrying out a risk assessment, before re-opening. 13.4. There has also been a major focus on ensuring health and safety on construction sites, ensuring safe working and social distancing. Stratford Waterfront passed an unanticipated Health and Safety inspection during this period. 13.5. There has been a RIDDOR reportable incident at the Stratford Waterfront site. A Mace manager tripped over elevated forks of a stationary forklift landing heavily on knees and shoulder. There was external evidence of damage to his left knee, first aid was administered and he was taken to hospital. The Mace manager sustained broken bones and requires an operation. An investigation has commenced into the incident. 13.6. There was a RIDDOR reportable incident during the Arena Transition works. A forklift was being marshalled to place its load and the stillage broke and dropped steels on the foot of the marshal. He sustained two broken toes as the steel hit above the toe cap. 13.7. There are no safeguarding issues to report to the Board.
14. BUDGET UPDATE 14.1. LLDC has delivered significant revenue savings in recent years and a further £2.0m of savings and efficiencies were already incorporated into the approved budget for the year. However, in response to the Mayor’s Budget Guidance published in June, LLDC has undertaken extensive work to identify an additional £7.4m of savings in 2020/21 as required by the Mayor. LLDC’s savings target is profiled to deliver more in 2020/21 than in the following years due to the impact of lockdown on London Stadium events this summer and the cancellation of the summer event programme and associated seat moves. 14.2. Work is well-progressed on preparing the draft LLDC 2021/22 budget submission ahead of the 30 November deadline set by the Mayor. The submission covers both the revenue and capital position for LLDC and, against the backdrop of COVID-19, will be one of the most challenging submissions yet. The draft budget will be presented to the Investment Committee on 17 November ahead of the Board on 23 November, where approval for its submission will be sought. Ahead of then, the draft budgets will be discussed with the GLA during October.
15. GOVERNANCE 15.1. Under the scheme of delegations, the Board delegates to the Chair and Deputy Chair the exercise of any functions of the Legacy Corporation between meetings where the matter to be decided is urgent provided that, prior to taking action, the Chair or Deputy Chair shall email all Board members notifying them of the intended action and seeking their views, and shall also seek the view of the relevant committee chair. Any urgent action using this provision must be recorded in writing along with the Members consulted and their views (if any) and reported to the next ordinary meeting of the Board. Two urgent action decisions have been made and these are recorded below. 15.2. On 28 July 2020, the Chair notified Board members that he proposed to use the urgent action provision to move to holding virtual meetings under the Coronavirus Act 2020 regulations 3 from the point they came into force, and to formally revoke the use of the LLDC Remote Decision-Making Scheme. As reported in May, as LLDC did not benefit from the Coronavirus Act 2020 regulations at the time that
3 Local Authorities and Police and Crime Panels (Coronavirus) (Flexibility of Local Authority and Police and Crime Panel Meetings) (England and Wales) Regulations 2020 Page 27 enabled specific public bodies to hold virtual meetings, LLDC adopted a Remote Decision-Making Scheme (and its associated amendments to the Scheme of Delegations and Scheme of Planning Delegations) to facilitate the taking of decisions without physical meetings, which could not reasonably be held due to the Covid-19 pandemic. This issue was rectified through the Business and Planning Act which received Royal Assent on 22 July 2020 and included the provision that Mayoral Development Corporations were subject to the power in Section 78 of the Coronavirus Act 2020, which enables the making of regulations to allow these bodies to meet remotely until 7 May 2021. The regulations came into force on 1 August 2020. Board members were asked for their views on the urgent action by 29 July and 10 responses were received, all were in support of the proposals. 15.3. On 28 September 2020, the Chair notified Board members that he proposed to use the urgent action provision in relation to a legal matter and further information is contained in appendix 2 (exempt information).
16. LIST OF APPENDICES TO THIS REPORT 16.1. Appendix 1: Corporate Performance Report for Q1 2020/21 16.2. Appendix 2: Commercial update (exempt information) 16.3. Appendix 3: Corporate dashboard (exempt information)
List of Background Papers Ten Year Plan (approved March 2016)
Report originators: Oliver Shepherd, Lyn Garner Telephone: 020 3288 1828, 020 3288 1848 Email: [email protected] [email protected] $SSHQGL[ CORPORATE PERFORMANCE APR,JUN 2020 QUARTER 1
Page 29 LLDC Corporate Performance April – June 2020
CONTENTS
INTRODUCTION AND SUMMARY Purpose of the document 3 Summary of progress in Q1 4 Financial Performance Summary 5 Key Wnancial Risks 8
LIVE Establish successful and integrated Progress against major LIVE milestones 11 neighbourhoods, where people want Commentary on key LIVE projects 13 to live, work and play 1 Key risks and issues 15
WORK Retain, attract and grow a diverse Progress against major WORK measures 17 range of high quality businesses and Commentary on key WORK projects 19 employers, and maximise employment 2 opportunities for local people Key risks 20
VISIT Create a diverse, unique, successful Progress against major VISIT milestones 22 and Fnancially sustainable visitor Commentary on VISIT activities 24 destination 3 Key risks 26
INSPIRE Establish a 21st century district Progress against major INSPIRE milestones 28 promoting cross-sector innovation, Commentary on INSPIRE milestones 30 education, culture, sport, aspiration 4 and participation in east London Key risks 32
DELIVER Deliver excellent value for money, and Progress against DELIVER milestones 33 champion new models and standards Commentary on key projects 35 which advance the wider cause of 5 regeneration, in line with LLDC’s core Key risks 38 values: Ambition, Responsibility, Collaboration, Excellence, Accessibility, and Sustainability
2 LLDC Corporate Performance April – June 2020
INTRODUCTION AND SUMMARY
PURPOSE OF THE DOCUMENT The Grst sections provide a summary of progress in this reporting period and information about This is a quarterly report of the London Legacy 4nancial performance . Subsequent sections are Development Corporation (LLDC, the Legacy grouped by the Legacy Corporation’s strategic Corporation) that provides an update on objectives as set out in the Gve year strategy: progress on strategic objectives and against Live, Work, Visit, Inspire and Deliver . Each section corporate milestones and measures. It also sets includes progress against milestones, commentary out information about the Legacy Corporation’s on major projects and key risks. Where relevant Gnancial performance, including updated on the sections also include monitoring information achieving savings and efGciencies, and key about the Legacy Corporation’s performance Gnancial risks. against targets; the measurement of targets commences as projects start to be delivered.
Page 31 3 LLDC Corporate Performance April – June 2020
SUMMARY OF PROGRESS IN THE QUARTER APRIL TO JUNE 2020
Note that reporting period covers the travel restrictions and lockdown due to COVID-19 which began towards the end of the previous reporting period. Delivery of some of milestones and measures has been impacted by the crisis, stated where relevant. The Deliver section has LLDC’s corporate issue relating to COVID-19.
LLDC’s major achievements during this period are set out below. Further details can be found in AIMS FOR NEXT PERIOD the body of the report: (note: aims for the next period have been • Continued to implement safety measures reviewed in the light of the COVID-19 crisis for LLDC employees and Park and venue but are subject to change) users in line with Government and Mayoral guidance, supported by clear and consistent • Work with operators and construction communications, modiGed in line with easing partners to ensure Government and of lockdown measures Mayoral guidance is followed • Construction recommenced at East Bank • Work with venue operators on the Stratford Waterfront and on Chobham Manor. potentially reopening in the next phase. • Carpenter’s Land Bridge contractors won two • Support local communities and businesses national Chartered Institution of Highways & in their response to the crisis Transportation awards • Adoption of updated Local Plan • UCL East construction progressed well and on • Delivery of online East Summer School programme. • Continue procurement to select a developer • Resumption of Premier League football for Hackney Wick Neighbourhood centre behind closed doors at the London Stadium. • Continue masterplannng work for Pudding • Filming and river wall repairs work Mill Lane development recommenced at 3 Mills Studios • Planning approval granted for Sweetwater • Park visitor research for 2019/20 show an Zonal Masterplan’ increase in local residents using the park including more residents from a BAME background. • Procurement launched to appoint a company or a consortium to run the Good Growth Hub. • Shortlisted bidders for ITT stage to select a developer for Hackney Wick Central • Launched recruitment for online East Summer School • Approval for the revised Community Infrastructure Levy Charging Schedule
4 LLDC Corporate Performance April – June 2020
Note: Negative Ggures within tables represent FINANCIAL PERFORMANCE SUMMARY income, underspends and surpluses.
Qtr to 30 Jun 20 Full Year 2020/21 Actual Budget Variance Forecast Budget Variance £000 £000 £000 £000 £000 £000 Capital Income Development (6) (465) 459 (27,107) (27,388) 281 East Bank (30,000) (45,510) 15,510 (182,040) (182,040) 0 Park Operations and Venues – excl Trading (600) (687) 87 (1,397) (1,397) 0 Total Capital Income (30,606) (46,662) 16,055 (210,544) (210,825) 281 Capital Expenditure Construction 840 761 78 3,083 1,930 1,153 Development 2,550 4,936 (2,386) 24,950 25,088 (138) Executive OfGce 5 14 (8) 54 54 0 Finance, Commercial and Corporate Services 520 1,177 (656) 8,706 4,707 3,999 East Bank 13,951 41,382 (27,431) 107,391 165,528 (58,137) Park Operations and Venues – excl Trading 611 915 (304) 10,517 10,517 0 Regeneration and Community Partnerships 39 166 (127) 664 664 0 Stadium 1,024 3,983 (2,959) 15,965 15,933 32 Capital Contingency 0 0 0 10,412 11,369 (957) Total Capital Expenditure 19,541 53,334 (33,794) 181,742 235,790 (54,048) Net Capital Expenditure (11,066) 6,673 (17,738) (28,802) 24,965 (53,767)
Revenue Income Executive OfGce (8) (7) (0) (29) (29) 0 Development 0 0 0 (238) (238) 0 Finance, Commercial and Corporate Services 34 (90) 124 (360) (360) 0 Park Operations and Venues – excl Trading (670) (989) 319 (2,801) (3,956) 1,155 Park Operations and Venues – Trading (1,088) (2,247) 1,159 (5,028) (8,988) 3,960 Planning Policy & Decisions (559) (400) (159) (1,450) (1,600) 150 Regeneration and Community Partnerships 0 0 0 (63) (63) 0 Total Revenue Income (2,290) (3,733) 1,443 (9,969) (15,234) 5,265
Revenue Expenditure Communication, Marketing and Strategy 314 483 (169) 1,932 1,932 0 Development (21) 30 (51) 119 119 0 Executive OfGce 566 640 (74) 2,559 2,559 0 Finance, Commercial and Corporate Services 1,359 1,634 (275) 6,537 6,537 0 Park Operations and Venues – excl Trading 1,989 2,447 (458) 9,967 9,789 178 Park Operations and Venues – Trading 1,635 2,481 (845) 10,059 9,922 137 Planning Policy & Decisions 727 773 (45) 3,090 3,090 0 Regeneration and Community Partnerships 368 717 (349) 2,867 2,867 0 Stadium 3,711 4,157 (446) 16,627 16,627 0 Revenue Contingency 0 0 0 1,051 1,051 0 Total Revenue Expenditure 10,647 13,361 (2,713) 54,808 54,493 315 Net Revenue Expenditure 8,357 9,627 (1,270) 44,838 39,259 5,579
Page 33 5 LLDC Corporate Performance April – June 2020
Qtr to 30 Jun 20 Full Year 2020/21 Actual Budget Variance Forecast Budget Variance £000 £000 £000 £000 £000 £000 Trading Timber Lodge Café 29 (9) 38 109 (37) 146 ArcelorMittal Orbit (AMO) 174 (3) 177 1,108 (12) 1,120 Kiosks 0 (13) 13 2 (50) 52 The Podium 43 (31) 75 176 (125) 301 London Aquatics Centre 398 336 62 1,717 1,342 375 Copper Box Arena 154 199 (45) 906 797 109 3 Mills Studio (93) (150) 57 423 (600) 1,023 Other Trading Income (6) (68) 62 (159) (270) 111 On Park Properties (184) (83) (101) 399 (330) 729 Off Park Properties 32 55 (23) 350 219 131 Total Trading Net (Surplus)/De4cit 547 234 314 5,031 934 4,097
Opening Year to Forecast Forecast Headroom Headroom balance date in-year closing operational authorised Borrowings from GLA (£000) 354,886 (14,688) (28,802) 326,084 173,916 193,916
S106 & OPTEMS balance (£000) 36,565 CIL balance (£000) 16,620
6 LLDC Corporate Performance April – June 2020
CAPITAL • The East Bank Agreements for Lease with the V&A, Sadler’s Wells and University of the Arts London (UAL) went unconditional in quarter 4 of 2019/20. The lease with UAL was completed in June 2020, which resulted in the lease premium being paid to LLDC. • Work on the Stratford Waterfront East Bank site was paused during lockdown. Since 1 June, construction at Stratford Waterfront has restarted with measures in place to ensure safe working and travel. This includes extended site operating hours and double shift working to recover programme during the period of safe working. • The Gnancial impact of COVID-19 on East Bank is still being reviewed, with the expectation that total cost for the project will increase as a result. However, initial estimates are forecasting a signiGcant underspend for this year because the pace of works have slowed, due to social distancing measures. This underspend will be re-proGled into future years. • There are currently £1.0m of net draws on capital contingency, including £0.7m for 3 Mills Studios roof repairs, £0.3m for Hostile Vehicle Mitigation measures and £0.3m for IT projects. This is offset by a return to contingency of £0.4m from the Aquatics Triangle development project.
REVENUE • The initial assessment of the COVID-19 impact on LLDC’s revenue position is rejected in the forecast at 30 June. The main impact is on income, primarily across Trading activities and events, where £5.3m is forecast to be lost. • The impact of COVID-19 on expenditure is £0.3m, largely due to additional security costs on the Park. The overall impact on revenue for the year is therefore estimated to be £5.6m - this will be monitored throughout the year and mitigated where possible. • There have been no draws on revenue contingency so far in 2020/21. Revenue risks are currently under review.
SAVINGS AND EFFICIENCIES The 2020/21 budget submission proposed a number of savings and efGciencies, which were incorporated into the approved budget for the year. In June 2020, the Mayor of London published budget guidance, which contains new savings targets that supersede those set in November 2019. The budget guidance is dominated by the forecast impact of the COVID-19 pandemic upon the Mayor’s Gnances and, as a consequence, requires all functional bodies, including LLDC, to: • immediately repurpose the agreed 2020/21 Budget to deliver in-year savings and efGciencies (the working assumption is a target of £7.4m, based on the Mayor’s revised Budget Guidance published 26 June 2020); • prepare 2021/22 budget submission to meet the savings and efGciencies target set (£2.1m for LLDC); and • to assist in delivering further Group-wide collaboration (LLDC already collaborates widely with the GLA Group). LLDC is well-progressed on work to review its budgets in light of the Mayor’s budget guidance requirements and will reject the resulting changes to its budgets and forecasts in the Quarter 2 Corporate Performance Report, where savings and efGciencies will also be reported against agreed targets.
Page 35 7 LLDC Corporate Performance April – June 2020
KEY FINANCIAL RISKS
SUMMARY POTENTIAL IMPACT MITIGATION RAG
Risk relating to COVID-19 Potential additional LLDC has forecast the impact on LLDC’s revenue costs and loss of immediate Gnancial impact of and capital budgets. income due to COVID-19 in 2020/21 (revenue COVID-19. and capital); the Mayor’s Budget Guidance for 2021/22 has conGrmed that GLA funding for this would be provided R outside of LLDC’s existing control totals. LLDC’s overriding objective, however, is to minimise the Gnancial impact as far as possible.
Risk relating to the Missing savings LLDC and the GLA have agreed delivery of revenue targets and a level of savings which is savings. overspending on stretching but achievable and R LLDC’s revenue will be carefully monitored on budget. a monthly basis.
Risk relating to delivery Delay in bringing Close working with GLA, of affordable housing in housing forward. agreeing housing strategy and line with Mayor’s portfolio approach, ensure A Strategy. attractive propositions to market.
Risk relating to current Loss or delay in Close work with development and future housing capital income. partners, land owners and local development delivery Boroughs. Close economic and – market conditions. Gnancial monitoring. R Including delivery of Rick Roberts Way.
Risk that East Bank will Increase in capital Effective design management be delayed or costs will costs, particularly and coordination. Cost control. be more than anticipated. due to the impact Close work with partners, GLA of COVID-19. and Government. Close R management of procurement strategy. Three lines of defence assurance approach.
8 LLDC Corporate Performance April – June 2020
KEY FINANCIAL RISKS
SUMMARY POTENTIAL IMPACT MITIGATION RAG
East Bank funding risk. Gap in capital Full Business Case for the funding for the project approved, condition for project. legal agreement with partners achieved. Close working with Foundation for FutureLondon, R East Bank partners and the GLA. Ensure best outcome from residential development.
Risk that the Stadium Increase in capital Five-year business plan agreed. restructuring will not and revenue costs. Chief Commercial OfGcer being sufGciently improve the recruited to deliver Commercial R Gnancial position of the Strategy. Stadium.
Page 37 9 LLDC Corporate Performance April – June 2020
1. LIVE
Establish successful and integrated neighbourhoods, where people want to live, work and play
Demand for new housing in London is very high, requires that neighbourhoods are developed especially in east London. The growth boroughs in a way that meets high standards of design, have a particular need for high-quality family sustainability and accessibility, delivers all the homes and affordable housing, to keep people social infrastructure required (schools, health, living in the area for longer which in turn helps community centres), and includes evidence-based to build sustainable communities. projects to develop — at pace — the things that make communities function effectively. The vision for the Queen Elizabeth Olympic Park programme demands that new Successful neighbourhoods will be vibrant, neighbourhoods are not islands of prosperity engaged and connected, exemplifying the future and excellence but properly knitted into the while also preserving the best of the local existing and developing communities. It also heritage.
10 LLDC Corporate Performance April – June 2020
PROGRESS AGAINST MAJOR LIVE MILESTONES
MILESTONES FOR COMPLETION IN 2020/21 PERFORMANCE AND COMMENTARY
Progress Chobham Manor construction. Construction of phases 3 and 4 ceased at lockdown in March 2020 and remobilised at the start of June 2020 with a series social distancing and safety measures (more details in the commentary section). The crisis has caused an approximate 3-month delay but there has been good progress on site since re-mobilisation.
Progress East Wick and Sweetwater construction, Construction continues at East Wick and including commencement of phase 2 Sweetwater (a joint venture between Balfour construction. Beatty and Places for People) which did not cease at the point of lockdown. The crisis has led to slight programme delays for Phase 1 construction. In discussions with the Developer about the start date of construction of phase 2, which will be delayed.
Submit a planning application for Pudding Mill Design work has continued for both sites and Lane and Bridgewater sites, secure interim uses have been reviewed by the Quality Review for the site. Panel. Planning and EIA consultants appointed.
Agree delivery approach for Rick Roberts Way Continued engagement with LB Newham. with LB Newham and GLA.
Page 39 11 LLDC Corporate Performance April – June 2020
PROGRESS AGAINST MAJOR LIVE MILESTONES
MILESTONES FOR COMPLETION IN 2020/21 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 Wrst two planning applications have been approved. These sites have since been acquired by The Guinness Partnership who have increased the percentage of affordable homes to be built to 50% and will begin construction shortly.
Dialogue also ongoing with the remaining landowners for the north of the Bromley by Bow area, which will come forward following Transport for London junction works to the A12. Project at risk due to TfL funding constraints following crisis.
Hackney Wick Neighbourhood Centre Procurement has commenced and four parties development partner procurement complete. have been invited to the ITT stage.
Progress delivery plans for Stratford Station Agreement to progress two Strategic Outline improvement works. Business Cases - one for small capital investment to improve immediate station issues and second for wider transformational longer term work. These projects will help to relieve increasing pressures on capacity of the Station, with particular concerns around football match days. Design brief Expression of Interest issued via GLA Architecture and Urban Design Panel. Project at risk due to TfL funding constraints following crisis.
3 Mills river walls repair work completed. River wall repair construction work paused at lockdown and have recommenced in June 2020. Completion scheduled in the next period.
Select a developer for Stratford Waterfront and Reviewing funding models and delivery models. Bridgewater residential development. Note TfL resource and funding a signiWcant risk.
12 LLDC Corporate Performance April – June 2020
COMMENTARY ON KEY LIVE PROJECTS
Agreement has been made with the Mayor of EAST WICK AND SWEETWATER London on a portfolio approach to affordable Work has continued to the new neighbourhoods, housing across all future housing developments, including up to 1,500 new homes, in East Wick which would see 50% affordable across Hackney and Sweetwater. Wick Central, Pudding Mill Lane and Rick Roberts The Developers – Balfour Beatty and Places Way. Discussions are ongoing in relation to for People – did not cease construction at the funding and delivering these developments. point of lockdown. The crisis has led to slight CHOBHAM MANOR programme delays for Phase 1 construction. The Chobham Manor development is underway, Supporting infrastructure work has also been Taylor Wimpey are developing 850 homes at the delayed, the north south highway is now site. Phase One (consisting of 259) is now fully scheduled to be open to trafGc in September complete and all homes have been sold. Phase 2020 at the earliest; the H14 bridge is scheduled Two is complete and 191 out of the 207 units to be lifted into position in the same month. have been occupied. Construction is underway Planning permission for the Sweetwater Zonal for the Gnal two phases which are due to be Masterplan will be sought in the next period completed in 2022/23; 25 of the 67 homes in against the original programme. Phase 3 have already been sold. In discussions with the Developer about the start Construction ceased at lockdown and remobilised date of construction of phase 2, which will be at the start of June 2020 and is at 80% of delayed. the pre-COVID-19 capacity, with a series social distancing measures including new site Construction continued for the Makeshift interim inductions for all operatives alongside one-way use for launch later in 2020: the space has systems, Perspex screening where necessary been branded as ‘Hackney Bridge’ will include and a charter to be signed by all operatives. workspace and studios for artists, makers and Measures have been successfully integrated and small businesses; as well as space for food a survey to operatives concluded that operatives businesses, retailers, markets, events, community felt very safe on site. Taylor Wimpey have gardens and more. also worked with LVRPA to provide parking for operatives to avoid public transport. The crisis has caused an approximate 3-month delay, varying slightly from block to block depending on their construction. The developers are committed to reducing this delay as works continue.
Page 41 13 LLDC Corporate Performance April – June 2020
Plans for Pudding Mill include new homes to meet the needs of families, a new neighbourhood centre around Pudding Mill Lane DLR station, creation of new workspace and improving connections between Queen Elizabeth Olympic Park to Stratford High Street and beyond. Design teams have produced initial designs on both sites. Following completion of public consultation, pre-planning application discussions have been held and the scheme has gone to the Quality Review Panel Planning and EIA consultants appointed to support the planning application.
HACKNEY WICK CENTRAL 3 MILLS STUDIOS Procurement has continued to select a developer 3 Mills Studios are open for access and Glming for the Hackney Wick Central: Sifting Brief is now starting to resume. East London Science responses were received from Gve parties in School is open for the children of key workers. April 2020. These responses were subsequently There is a skeleton staff providing the security evaluated in accordance with the procurement to the overall site. River wall repair construction documentation on this. LLDC has worked with LB works have recommenced. Hackney (LBH) colleagues on elements relating to retail, workspace and low-cost workspace and COMMUNITY INFRASTRUCTURE LEVY aCILb LBH colleagues will be part of the evaluation COLLECTION AND ALLOCATION process in these areas. Four parties have been The Legacy Corporation started charging its CIL shortlisted to take through to the next stage on the 6 April 2015. LLDC CIL 2 came into effect (ITT). The LLDC project team has been working on 1st July 2020 and will apply to developments to produce ITT documentation including draft permitted after this date. Development Agreement and Building Lease. We In Quarter 1 2020/21 one LLDC CIL payments are on programme to select a developer by the were received. end of 2020, LBH will be consulted on the design and long-term management of the low-cost Date received Amount received workspace in particular. 9 April 2020 £932,960.03 PUDDING MILL LANE Total £932,960.03 Plans for Pudding Mill include new homes The Legacy Corporation has continued to to meet a range of housing to support a new collect Mayoral CIL: during Quarter 1 2020/21 neighbourhood with commercial., a new £216,714.49 was collected. This was transferred neighbourhood centre around Pudding Mill Lane to Transport for London (less a 4% administration DLR station. Pudding Mill is comprised of two charge retained by LLDC). sites: Pudding Mill Lane and Bridgewater which together will deliver around 1,500 new homes and workspace for around 2,000 people.
14 LLDC Corporate Performance April – June 2020
KEY RISKS AND ISSUES
SUMMARY IMPACT MITIGATION RAG
Risk relating to future Financial and Close working with GLA in housing development reputational particular on affordable delivery, including Rick impacts. housing, agreeing housing Roberts Way strategy, ensure attractive R propositions to market. Close work with land owners and local Boroughs.
Risk relating to current Financial and Close work with development housing development reputational partners, close economic and delivery. impacts. Gnancial monitoring. R
Risk relating to the Financial and Local Plan approved and being success of off-Park reputational implemented. Work ongoing on developments. impacts. development opportunities including Hackney Wick, A Pudding Mill Lane, Bromley by Bow.
Electric capacity requires Financial impacts. Energy strategy commissioned, reinforcement. review and implement Gndings. A
Risk relating to impact of Reputational and Deliver a clear communication construction on residents Gnancial impacts. plan which manages and visitors. expectations and explains the reasons for the construction A work and communicates future developments.
Risk that Town Planning Delivery, Gnancial Close working with submission deadlines for and reputational development partners, other LLDC’s housing impacts. land owners and the Mayor of developments will be London’s ofGce. Recent missed. Government announcement R extending planning permission deadlines will help mitigate the risk for some developments.
Page 43 15 LLDC Corporate Performance April – June 2020
2. 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 ofFce 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), WestFeld, Stratford town centre, Hackney Wick and Here East. Transport for London (TfL), Nursing and Midwifery (big and small) that beneGt them both and LLDC Council, Insolvency Service, Financial Conduct is actively encouraging the development of this Authority (FCA), Cancer Research UK and Unicef, network. Similarly, over the next Gve years, LLDC have re-located into IQL. Other organisations such needs to support the development of effective as the British Council will re-locate to IQL and it links between the growing higher education is hoped they will be joined by major commercial presence on the Park and local businesses. The companies WestGeld (Europe’s largest urban Legacy Corporation will use the higher education shopping centre), Stratford town centre and the presence to support existing businesses and developing Hackney Wick Neighbourhood Centre attract and generate new enterprises, an approach all have existing and potential thriving business that should reach its full potential through East communities including a wide range of SMEs. Bank (formerly the Culture and Education District). The Here East development in the former Press and Broadcast Centre buildings on the Park is A fundamental plank of LLDC’s strategy is to use emerging as an important area for innovation with its remit as a regeneration agency to ensure that major tenants such as UCL, V&A, Loughborough business growth, development and construction University London, BT Sport, Studio Wayne generate job opportunities for local people, and McGregor, Hobs Studio and Sports Interactive that local people are supported to access these already in place, and signiGcant activity is jobs and develop the appropriate skills, through emerging in the key modern industrial sectors of apprenticeships and other forms of vocational digital technology, creative, culture and fashion, training. and the automotive industry. The Park is becoming an innovation cluster with a global presence to stimulate economic growth beneGting 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
16 LLDC Corporate Performance April – June 2020
PROGRESS AGAINST MAJOR WORK MILESTONES
MILESTONES FOR COMPLETION IN 2020/21 PERFORMANCE AND COMMENTARY
Continue to deliver the QEOP ‘East Works’ jobs See commentary below. and skills programme.
Good Growth Hub, the physical facility to Launched a procurement exercise to appoint a consolidate and scale the East Works company or a consortium to run the GGH over 8 programme to open at Hackney Bridge years. The evaluation process which is due to (formerly Clarnico Quay). complete in October 2020.
Continuing the development of the QEOP Planning consent for the training centre had Training Association. been agreed with site set due to commence early April 2020 but this has been delayed to the next period due to the crisis.
Delivering the Design…Engineer…Construct Built Currently in 6 schools and colleges. In initial Environment curriculum in ten local schools and conversations with a number of local schools colleges. interested in the programme.
Completion of LLDC’s Shared Training and The 2019/20 was modiWed to accommodate Employment Programme (STEP) programme with employer partner restrictions imposed by Covid. East Bank partners and commencement of an enhanced development programme has been 2020/21 programme. put in place and individualised support programme to ensure young people are not negatively impacted by current crisis. Launch of next programme is delayed until early 2021.
Delivering the Hobs Studios training academy at Hobs 3D/VR/AR Academy has delivery cohort Here East. with 16 students and is currently recruiting for second cohort.
Page 45 17 LLDC Corporate Performance April – June 2020
TARGETS PERFORMANCE AND COMMENTARY
Construction The most recent construction Ggures available are • 28% of the workforce have permanent to end of May 2020. residency in Host Boroughs • 28% of construction employees working on the • 25% of the workforce are from BAME groups Park are Host Borough residents • 5% of the workforce are women • 74% 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 • 2% of the workforce are disabled people • 5% of the workforce are apprentices Sites not yet fully operational due to Covid closure, apprentices on furlough impacting on local numbers.
End-use Copper Box Arena and London Aquatics Centre • 25–85% of the workforce are from Host Workforce performance as of April 2019 (these Boroughs Ggures are reported annually): • 25% are from BAME groups • 67% workforce Host Borough residents • 50% are women • 47% workforce are from BAME groups • 3–5% are disabled people • 55% workforce are women • 5% are apprentices • 4% workforce are disabled people • There are 6 apprentices across the two sites
Estates and Facilities Workforce performance as of September 2019: • 60% workforce Host Borough residents • 60% workforce are from BAME groups • 30% workforce are women* • 8% workforce are disabled people • 10 apprentices on site
* Against contractural target of 30 – 42%.
18 LLDC Corporate Performance April – June 2020
COMMENTARY ON KEY WORK PROJECTS
Construction Fgures GGH over 8 years by providing: operations and facilities management; the design and delivery Through our East Works and East Education of GGH initiatives including internships and pre- programme LLDC was able to act quickly as employability programmes, support for freelancers lockdown began to support the people from and employers, careers advice and coaching; and diverse local communities who were learning at or programme management including fundraising through QEOP or working with QEOP and East Bank and marketing. The 4 Boroughs are part of the partners as interns, trainees, apprentices or other evaluation process which is due to complete in employees. For example, LLDC: October 2020. • Rapidly transferred ongoing education, skills, LLDC continues to work closely with our local and employment and enterprise programmes online other delivery partners to make sure that east (e.g. East Education; Hobs 3D and VR Academy; Londoners get the skills and jobs offered by the STEP) Park’s businesses and institutions and enjoy all the • Supported local residents with online pastoral beneGts that the Park offers, including: care including 1-2-1 coaching, careers advice • supporting individuals such as our trainees and guidance, personal development support at the Hobs 3-D Printing and Virtual Reality and technical skills training. Academy and on other courses. • Supported employers to navigate government • continuing the Shared Training and Employment support and provided online sessions for Programme (STEP) programme with East Bank employers to ensure employees and trainees partners and local arts organisations. were supported and that working practices and policies were amended to remain fair and • continuing to support our apprentices on inclusive. e.g. jexible working patterns, 100% construction sites around the Park through the salary for furloughed staff, access to personal Training Association. We continue to work on support. jobs and skills programmes with construction partners on Stratford Waterfront where • Re-purposed funding to allow delivery partners construction re-commenced in June 2020. to provide additional COVID-19 related support to local residents and employers such as: Here East re-designing programme content, providing Here East’s Business Resilience Plan continued to be mental health support and managing changes to in place through Q1, with both buildings remaining programme delivery. open for business critical operations in line with Work has continued to develop the Good Growth government guidance. The main focus has been on Hub (GGH) which will connect businesses with local remaining safe and secure and providing tenants talent through a wide range of services including with support where appropriate. Occupancy apprenticeships, internships, training bursaries, pre- numbers on campus remained low for most of the employment boot camps, careers coaching advice quarter, with numbers up to 450 by the end of and guidance, specialist skills training, support for June. A reduced shuttle bus service recommenced freelancers and tailored business support. The GGH in early Q2 to meet the increase seen in June. will focus on developing talent for the growing creative, cultural and technology sectors on and around the Park but will have the jexibility to respond to other growth sectors over time. The GGH will be located at Hackney Bridge on the Park in the interim workspace development managed by Makeshift Community Ltd. It will ensure that as the area continues to change and grow, more local people can access the employment and training opportunities on and around the Park. Equally, it will enable employers at QEOP and in the surrounding area to continue to attract and retain the diverse talent that is on their doorstep. LLDC has launched a procurement exercise to appoint a company or a consortium to run the
Page 47 19 LLDC Corporate Performance April – June 2020
Here East food retailers have continued to trade Challenging times have seen strong collaborations (some right the way through and some reopened develop between tenants, Here East, the public in May/June) providing an invaluable place for sector and the NHS; utilising space, equipment and the local community to visit and to purchase skills, including 3D printing of essential equipment, takeout food. The outside family environment including the Perspex protection screens within the proved extremely popular both along Canalside and Here East receptions. the adjacent LLDC park land and canal towpath, Despite the pandemic, letting visits have continued with many visitors having not visited before. An on a virtual basis with interest being strong and as application had been granted to extend outside would be expected, all events were cancelled for seating in Q2 in line with the reopening of pubs and the quarter and for the rest of 2020. restaurants.
KEY RISKS
SUMMARY IMPACT MITIGATION RAG
Risk relating to meeting Reputational A strong set of targets agreed priority theme targets and impacts. through procurement and wider regeneration contracts; close working with G aspirations. partners.
20 LLDC Corporate Performance April – June 2020
3. VISIT
Create a diverse, unique, successful and Fnancially sustainable visitor destination
Queen Elizabeth Olympic Park opened fully of millions. A growing number of people view to the public in April 2014 and from the the Park as their local leisure space as the new outset offered ‘something for everyone’ with residential developments and workspaces are new parklands and playgrounds, world-class occupied, and the spaces and activities in the sporting facilities open for public use, and a Park should be a vital component in joining new varied programme of public sporting, cultural and existing communities together. Attracting and community events in the venues and open visitors to the Park is important because it spaces. Nearly four million visitors came in the ensures the Gnancial sustainability of the venues Frst full year — well above expectations. and the upkeep of the Park, brings people in who will spend in the local economy (contributing The Queen Elizabeth Olympic Park brand to local jobs and wellbeing), and contributes a already competes well against other destination critical mass of people to metropolitan Stratford. hubs, and has a broad proGle that is felt to be While increasing the national and international ‘different’ to existing offers. appeal of Queen Elizabeth Olympic Park, LLDC’s LLDC’s objective in the next Gve years is that visitor strategy will also ensure that it is still visitor numbers should be maintained at least viewed — and used — positively by the local at current levels, and that as the Park develops community, and maintains its reputation as the numbers of visitors should increase in line somewhere different and exciting. It will support with that development. The Stadium brings over the GLA’s cultural tourism vision, promoting a million spectators per year and raises the authentic cultural opportunities outside central proGle of the Park through a global TV audience London.
Page 49 21 LLDC Corporate Performance April – June 2020
PROGRESS AGAINST MAJOR VISIT MILESTONES
MILESTONES FOR COMPLETION IN 2020/21 ESTIMATED DATE AND COMMENTARY
Achieve 6.2m visitors to the Park in the context The Park has stayed open after lockdown to of less event space and more construction work. allow people to take their daily exercise whilst observing social distancing, the Park’s playgrounds closed. Park usage reduced to roughly a third of usual numbers following lockdown due to the closure of venues, schools and construction sites. Since that initial fall, numbers of visitors have grown week on week, Total visitor numbers for this period are under 550,000 visits (based on Wi-Fi Wgures, a click test may follow later in the year to verify data).
Achieve 1m visitors to the London Aquatics The venue has been closed during this period Centre.* due to lockdown.
Achieve 445k visitors to the Copper Box Arena.* The venue has been closed during this period due to lockdown.
Achieve 180k visitors to the ArcelorMittal Orbit.* The venue has been closed during this period due to lockdown.
Support safe delivery of summer concerts, music The Major League Baseball series and athletics festivals and sporting events. meetings were cancelled. The promoter of the Hella Mega concert featuring Green Day has been rearranged for 2021. Safety has been the highest priority in holding Premier League matches behind closed doors.
Deliver two community events on QEOP (Great The community events were cancelled due to the Get Together and Family Fun Day). lockdown.
22 LLDC Corporate Performance April – June 2020
TARGETS PERFORMANCE AND COMMENTARY
Manage and maintain quality of core Parklands Continued estate and facilities management on and venues during development, including Park and venues during lockdown to maintain retaining Green Flag. the quality. Green Flag organisers have put back the decision for 2020 award from summer to later in the year due to the crisis.
High Ropes attraction opens. Construction of High Ropes attraction was suspended due to the crisis. Aim to recommence construction in the next period.
Maintain safety and security of the Park estate Reinforced the Government’s guidance on the including measures to ensure safety during Park about social distancing through signage, lockdown period and recovery. security patrols and social media messaging. These measures were increased during periods, such as the Easter weekend and very hot weather, when large numbers of visitors attend. Car parks were closed to the public to support the Government’s stay local guidance.
Continue Stadium operations including football, Premier League football resumed at the London summer athletics and Major League Baseball. Stadium, behind closed doors on 20 June 2020. The Stadium team and LLDC worked hard to follow the guidance required to hold the Wxture and operations for the match went ahead successfully. The Major League Baseball series and athletics meetings were cancelled. The promoter of the Hella Mega concert featuring Green Day has been rearranged for 2021.
* Visitor numbers on the Park and in venues have been impacted by the lockdown due to COVID-19. Reporting this year will focus on the safe reopening of the venues and the Park facilities at the appropriate time, with the aim that visitor numbers increase as lockdown measures ease
Page 51 23 LLDC Corporate Performance April – June 2020
COMMENTARY ON VISIT ACTIVITIES
The Park has stayed open after lockdown to working with operators to plan for re-opening allow people to take their daily exercise whilst when guidelines allow. Food and beverage observing social distancing, whilst its venues, outlets on the Park also closed at lockdown. attractions and playgrounds have closed. The Last Drop has subsequently re-opened with a takeaway service and a small number of ice Park usage reduced to roughly a third of usual creams vans are also now licensed to operate on numbers following lockdown due to the closure the Park. The Timber Lodge Café and food kiosks of venues, schools and construction sites. Since remain closed. that initial fall, numbers of visitors have grown week on week, see chart below, which shows us Premier League football resumed at the London visitors from March to early July 2020 (based Stadium, behind closed doors on 20 June on Wi-Fi Ggures, a click test may follow later in 2020. West Ham United faced Wolverhampton the year to verify data). Total visitors numbers Wanderers. The Stadium team and LLDC worked for the Grst quarter on 2020/21 are just under hard to follow the guidance required to hold 550,000 visits. the Gxture and operations for the match went ahead successfully. The Major League Baseball LLDC has reinforced the Government’s message series has been cancelled. The promoter of the on the Park about social distancing through Hella Mega concert featuring Green Day has been signage, security patrols and social media rearranged for 2021. messaging. These measures are increased during periods, such as the Easter weekend, when Critical facilities management employees for the large numbers of visitors attend. Car parks are Stadium remain on site: Vinci Facilities’ engineers closed to the public to reduce the risk of visitors are operating on a split shift rota and LS185 travelling to the Park. ground staff are also on site. The ArcelorMittal Orbit, Copper Box Arena LLDC commenced recruitment of the Chief and London Aquatics Centre closed on 20 Commercial OfGcer in this period. This post will March 2020 with only planned preventative work across LLDC and the London Stadium to maintenance work being undertaken. We are deliver the commercial strategy.
24 LLDC Corporate Performance April – June 2020
The annual Queen Elizabeth Olympic Park visitor • East Londoners continue to have more research report for 2019/20 has completed, the positive perceptions of the Park than anyone main points are summarised below: else. 92% agreed that the area is changing for the better. 92% agreed that the Park is a • The 2019/20 results remain positive. The successful visitor attraction. data shows an increase in local visitors, increase in regularity of visit and in the • The Park is having a positive impact on number of visitors walking and cycling – the area with 94% of people from the four this is likely to be driven by the increase in neighbouring boroughs stating that the Park people living and working on and around is an asset for the whole community and the Park and focused communication and 95% pleased that the Park is being used for a marketing to local people. range of event. • The proportion of visitors from the four • The Net Promoter Score (NPS), measuring neighbouring Boroughs has risen again to customer satisfaction, has increase from +70 48% of visitors being from the four Boroughs: in 2018/19 to +79 in 2019/20, and for East a 6 percentage point increase on 2017 and Londoners the NPS score has increased to 11 percentage point increase on 2018. +81. Any NPS score above 50 is considered Visitors from East London has also increased excellent. by 10 percentage points on last year to 69%. LLDC also commissioned on online a survey • In terms of ethnicity, BAME visitors in about the COVID-19 crisis and the impact on 2018/19 results showed an increase of 6 Parks. Highlights from this research include: percentage points on the 2017/18 and a • Parks in general have beneGtted mental and further increase of 5 percentage points in physical health during this period for a large 2019/20, now reporting 32% of visitors being majority of people and that people anticipate BAME. This goes up to 38% of visitors from visiting parks more frequently when the four neighbouring boroughs in 2019/20. crisis is over, including 72% of 25 to 34 year • The main reasons to visit is to use a sports olds surveyed saying they will visit more facility, with leisurely walk being second than they did before the pandemic. highest response. • During lockdown 60% have been visiting their • Likelihood to revisit remains incredibly high local park at least twice a week with only (97% will return in the next year) with east 11% visiting less than once every two weeks Londoners responding that 100% would be • Parks have been an invaluable lifeline for likely to return within the next year and 50% many people struggling during lockdown of visitors advising they would return in the with government statistics showing 1 in 8 UK next week. households lacking a garden. • Awareness of free entry has increased among • 37% of respondents said lockdown has had a returning visitors and new visitors. Increasing negative impact on their physical health and to 41% (up 8 percentage points on 2018 47% say it has affected their mental health. results). East Bank awareness question is part However, the data shows that parks have of this year’s survey: 42% of respondents are had a positive impact on improving physical aware of East Bank coming to the Park. health for 70% and mental health for 73%. • 14 of the 16 Impact of the Park questions have all increased on 2018/19 results they score very highly and even higher among visitors from the four neighbouring Boroughs. “Park is an asset for whole community” scoring 80% all responders (94% by responders from the four neighbouring Boroughs) and “there is a range of educational institutions in (and coming to) the Park (+8%)
Page 53 25 LLDC Corporate Performance April – June 2020
KEY RISKS AND ISSUES
SUMMARY IMPACT MITIGATION RAG
Risk relating to security Reputational, Monitoring threat levels across on the Park and the threat operational and the Park ensuring appropriate level. Gnancial security resource and R implications. implementation of new initiatives.
Risk of unauthorised Financial and Close working with operator, climbers at ArcelorMittal reputational review of security measures. A Orbit. impacts.
Risk that the Stadium Financial and Stadium operations acquired. restructuring will not reputational E20 Stadium LLP Board and sufGciently improve the impacts. funders considering commercial R Gnancial position of the options. Stadium.
Risk relating to trading Financial impacts, Manage and monitoring activities including reduced income or Gnancial targets and contracts. venues (CBA, LAC, AMO), increased costs. Spend to save initiatives. R events and car park. Implement commercial strategy.
26 LLDC Corporate Performance April – June 2020
4. 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 East Bank will create new visitor attractions and viable future for the Park as somewhere to live, will seek to attract knowledge-based industries work and visit, and the key ingredients of this to the Stratford site, linking to Tech City, Here success were laid down early on. This created East and beyond. Building on and working closely space to review the plans and seek to secure with the existing thriving arts and culture offer an even greater beneFt for the surrounding in Stratford and Hackney Wick, it will showcase community. London at its cultural and academic best. The ambitious vision for East Bank (formerly the Over the coming years, University College Culture and Education District) was developed London will establish a campus with academic with the Mayor of London and the East Bank facilities, student and staff accommodation. partners, and secured government funding On Stratford Waterfront, University of the Arts following approval of the Full Business Case London’s College of Fashion, the Victoria and in 2018. The plans have attracted prestigious Albert Museum collaborating with Smithsonian institutions and businesses to the site to foster Institution and Sadler’s Wells are key partners collaboration and innovation, generating a in the development of a culture and education projected 2,500 jobs in the Park and an extra district. £2.8 billion of economic value from the area.
Page 55 27 LLDC Corporate Performance April – June 2020
PROGRESS AGAINST MAJOR INSPIRE MILESTONES
MILESTONES FOR COMPLETION IN 2020/21 PERFORMANCE AND COMMENTARY
Continue construction of East Bank Stratford Following lockdown, construction work Waterfront cultural and educational buildings to recommenced on in June 2020 with social programme. distancing measures such as one-way systems around the site and in welfare facilities and new contactless access control measures.
Continue to work with East Bank partners to The East Bank BeneWts Delivery Plan was ensure delivery of the East Bank strategic approved by all partners in 2019/20 and all objectives and to maximise the value of the partners are working together to deliver this. cluster.
Progress EAST Education, an education EAST Education programme being implemented, engagement programme with East Bank partners monthly working group ongoing. Preparations made to move 2019 EAST Summer School online for July 2020 launch.
Deliver environmental engagement events e.g. LLDC’s main focus in 2020/21 is London Climate World Environment Day, Climate Week. Action Week. The event was rescheduled due to the crisis: an online event is scheduled for the next period followed by a main event in November 2020 which allows for adjustments for the majority of participants to the emerging new norm. LLDC is discussing outline plans with the GLA and other partners to coordinate activities.
Deliver the QEOP Smart Sustainable District This is due to becomes operational in September, programme (Smart Mobility Living Lab). when commercial entities can start using the Park to test their technology.
28 LLDC Corporate Performance April – June 2020
PROGRESS AGAINST MAJOR INSPIRE MILESTONES
MILESTONES FOR COMPLETION IN 2020/21 PERFORMANCE AND COMMENTARY
Develop the QEOP advanced mobility Pilot installation commenced, main installation programme (including the commencement of the being planned. Delayed by crisis, planned for Connected and Autonomous Vehicles test bed opening in the next period. and trials of the Capri pods).
Ensure community plans are in place and are Joint community engagement strategy being delivered within Chobham Manor, East developed with involvement from Chobham Wick and Sweetwater neighbourhoods and the Manor residents though limited activity London Stadium. Ensure mechanisms are in place currently due to restrictions. amongst East Bank partner institutions to engage Site relations activities ongoing for Phase 1 of local communities. East Wick and Sweetwater. East Bank focus on delivery of EAST Summer School 2020.
Deliver three successful community interim use Lease extended at Hub67 till December 2021. sites on and around the Park (Hub 67, Mobile Activity during the programme moved to being Garden City, Warton Road). online and team also supporting vulnerable people in Hackney Wick and Fish Island. Ongoing activity at Carpenters Cage and lease extension agreed with development. Mobile Garden currently in storage at Park HQ. Mobile Garden move programme progressing with move and opening for autumn 2020.
Deliver successful Park Champions programme, Volunteering programme suspended during including obtaining Investing in volunteers’ lockdown but Our Park Life continuing to engage status. with volunteers virtually.
Deliver youth engagement programme to enable Legacy Youth Voice: session on Pudding Mill and local young people to feed into future plans for East Wick youth play; supported development of the Park and connect opportunities in the Park EAST Summer School programme to local young people in East London. 2020 Youth Board cohort recruited and induction and training completed.
Page 57 29 LLDC Corporate Performance April – June 2020
COMMENTARY ON INSPIRE MILESTONES
EAST BANK forecast for May 22. Marshgate site works re- commenced on 20 April, also subject to social The Mayor of London broke ground at an event distancing measures. Construction completion is on 2 July 2019 to mark the start of construction forecast for February 2023 on East Bank – the country’s new powerhouse of culture, education, innovation and growth. Important elements of the LLDC’s socio-economic Work began at the new UCL East and Stratford regeneration and community engagement Waterfront sites at Queen Elizabeth Olympic programmes were rapidly re-focused at the Park, which will become the largest culture and beginning of COVID-19 lockdown in order to education project for a generation, helping to support local people in our employment and cement the capital’s reputation as a world leader skills programmes and to assist local community in these Gelds/ RIBA stage 4 design for Stratford businesses in our supply chain to change the Waterfront is complete and procurement for the ways in which they served local communities construction packages is underway: 13 contracts in the changed circumstances of lockdown. have been awarded, procurement is underway LLDC has been privileged to be able to support, for 11 packages with the remainder to follow. in some small way, a good number of local community businesses in our supply chain as At Stratford Waterfront, construction work they re-focused their activities rapidly at the ceased at lockdown then recommenced on 1 June start of lockdown to achieve their, and our, with social distancing measures such as one-way desired community outcomes in new ways. systems around the site and in welfare facilities and new contactless access control measures. Carpenter’s Land Bridge contractors won two national Chartered Institution of Highways & Transportation awards: the Fosroc Engineering Award; and the Overall Winner. Work at the East Bank UCL East’s Pool Street site (Vinci) and Marshgate site (Mace) are progressing. Pool Street site works continued through the lockdown period with full social distancing measures in place. Construction completion is
30 LLDC Corporate Performance April – June 2020
For example: • Continued work with young people – and particularly diverse young cohorts of future • Badu Sports were no longer able to support leaders and change makers (Youth Board and the personal development of local young Legacy Youth Voice but also work with the people through sports activities at LCMT likes of our Youth Network and organisations and QEOP during lockdown and so instead like Year Hear). we supported them as they set up One Community in response to COVID 19. The aim of One community is to: – provide food and essential items to families in Hackney who most need it. They have reached over 2,500 families, with 91% being from BAME communities. – have an online sports presence – set up an online peer mentoring group for young people. – Provide a support line which has received over 250 calls (60 % of callers received a food basket and over 100 follow up calls have been made to families to link them in with other services. – deliver lessons online. • Badu Sports have also delivered 14 weeks of peer mentoring sessions with and for 27 local young people who have then led a Black Lives Matter webinar and a ‘women in sport’ webinar. As lockdown eases, Badu Sports The EAST Summer School , our annual free have begun to deliver socially distanced programme for local young people who are football, basketball and netball at Here East. interested in creative, tech and design industries, • Bikeworks were no longer able to run an is being held online for the Grst time from all-ability cycling programme at QEOP and so 27 July. Courses will be led by world-leading instead we supported them to repurpose their organisations, such as our East Bank partners the LLDC and Neighbourhood CIL funding to use BBC and UCL and other QEOP-based institutions cycling as a way to deliver essential items like Staffordshire University London, Studio such as food parcels and medical supplies Wayne McGregor, The Yard Theatre and others. to vulnerable and isolated people across Courses range from one-off classes to full week the four Boroughs, with a particular focus courses and include sessions on creative arts, on BAME communities, people over 60 and theatre, dance, engineering, architecture and people with disabilities. They have now made computer game design. Registration for the well over 10,000 deliveries. As lockdown Summer School has been launched for 12-17 eases, Bikeworks are beginning to run cycling year olds in the 4 Boroughs. LLDC is aware that sessions at QEOP again. some young people, particularly the ones we • LLDC assisted The Yard to set up a food bank want to reach as part of this programme may not in The Hall, the community centre at East have access to IT equipment so we are ensuring Village., to be a donation point for other that where possible all courses are available to foodbanks in the broad area around the QEOP do via a mobile phone and/or they are posted and a local distribution centre for residents out packs to be able to participate, with the aim in need closer to QEOP. This was in addition to reach 250 young people online. to the food distribution hub that LB Hackney developed with our support at the QEOP Multi Storey Car Park. • The Hackney Wick and Fish Island Creative Enterprise Zone, Creative Wick and Echo have also been very important means of assisting local community businesses to weather the storm of lockdown and to re-focus their activities. Page 59 31 LLDC Corporate Performance April – June 2020
KEY RISKS
SUMMARY IMPACT MITIGATION RAG
Issue that the East Bank Financial Effective design management will be delayed or costs implications and and coordination. Cost control. will be more than programme delays. Close work with partners, GLA anticipated. and Government. Three lines of R defence assurance approach. Planning permissions in place.
Risk to East Bank funding. Financial Delivery of opportunities plan. implications and Close working with East Bank R programme delays. partners and funders.
32 LLDC Corporate Performance April – June 2020
5. 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 directorate which is responsible for the external the delivery of the Legacy Corporation’s reputation of the Legacy Corporation and Queen objectives through services including Elizabeth Olympic Park, and deGnes the way Gnance, human resources, IT and information we manage all of our external activity and management, programme management, legal relationships. In addition, it is responsible for and procurement. This section also covers shaping the long-term organisational goals and the Communication, Marketing and Strategy ambitions, through its strategy work.
PROGRESS AGAINST DELIVER MILESTONES
MILESTONES FOR COMPLETION IN 2020/21 PERFORMANCE AND COMMENTARY
Work towards improved Gnancial sustainability Recruitment of Chief Commercial OfWcer due to Ongoing delivery of the restructuring plan of the commence in the next period. Stadium.
Annual Environmental Sustainability Report Due to be published in the next period. published.
Health and safety One RIDDOR reportable incident at the Stratford Construction undertaken without a fatal accident Waterfront site on 25 June 2020. The driver of a on site; to prevent any lifechanging injury or road sweeper slipped off a VCB (Vehicle Control occupational ill-health for any individual; and to Barrier) approx. 900mm high as he was minimise reportable accidents to a rate below attempting to climb over it, falling backwards and 0.17 per 100,000 hours worked. sustaining an injury to his right wrist. Further details can be found in the commentary below.
Page 61 33 LLDC Corporate Performance April – June 2020
PROGRESS AGAINST DELIVER MILESTONES
MILESTONES FOR COMPLETION IN 2020/21 PERFORMANCE AND COMMENTARY
UnqualiGed accounts for LLDC, E20 Stadium LLP Annual accounts for LLDC published. External and London Stadium 185 Limited. audit underway for completion in the next period.
Conclude Local Plan to Board for adoption in the next Gnalisation of period. revised Local Plan.
Deliver an effective and responsive planning Target exceeded each month in this period, service. At least 70% of applications determined including 100% in May. in time.
Number of planning enforcement cases closed No cases closed due to lockdown. per month.
Progress LLDC’s Transition strategy. High level strategy agreed by Board, further work underway.
34 LLDC Corporate Performance April – June 2020
COMMENTARY ON KEY PROJECTS
The 2019/20 Q4 report noted that LLDC moved format of our internal communications, including into crisis management before the lockdown through the Employee Forum and LLDC’s Mental began, in line with our business continuity Health First Aiders. policies. As we have moved into a steadier The senior team has agreed and communicated state, the Silver Response Group and the Crisis some over-arching working principles to help Management Group, also known as Gold no us all to navigate this crisis as it relates to our longer meet. working lives. These remind people to take care LLDC has now moved into recovery planning, of their physical, emotional and mental health as for how LLDC plans for, and reacts to, easing well as being mindful of how others are adapting of lockdown measures. This is led by the and coping with the situation. Our Management weekly Recovery Group meeting, chaired by Forum have discussed impacts of the crisis on the Executive Director of Park Operations and the workload of our teams and is working to Venues. As well as practical and operational ensure that these principles are being followed matters, the group is looking at the opportunities across the Corporation. that the recovery might bring such as new ways In this period LLDC agreed new arrangements for of working that might emerge. The Recovery LLDC Boards and Committees during this period Group reports to the Executive Management to enable remote decision-making, with Board Team (EMT) on a weekly basis. EMT are asked and Committee advisory panels working well by the Recovery Group to take the highest-level virtually. decisions and continue to monitor employee welfare, capacity and prioritisation of work. PLANNING The Recovery Group is supporting the process Local plan review: The Local Plan has been to develop individual plans for employees to completed and will be submitted to Board in the return to work at LLDC’s ofGces and has oversees next period for adoption. The revised Community changes in the Park and venues as lockdown Infrastructure Levy Charging Schedule was restrictions ease approved by Board in this period. As reported to the May 2020 Board Advisory Development Management: On MSG Sphere Panel, the majority of LLDC employees London , a second round of public consultation commenced working from home on 19 March on the proposal completed in January 2020. 2020. A small number of authorised employees Following consideration of the material received have been working from our 1 Stratford Place and responses received a Reg 25 notice has ofGce on a rota system. No LLDC employees have been issued, requiring further consultation been ‘furloughed’. on environmental and transport issues. PPDT Employees have continued to adapt well to ofGcers will then report the application for remote working due to our agile working determination by the Planning Decisions practices, IT system and the positive approach Committee in autumn this year. taken by employees and the leadership team. On Construction Issues in Hackney Wick and Employees have undertaken DSE assessments Fish Island, the construction management group to ensure that they are set up to work from has continued to meet virtually to continue home safely and we have provided equipment discussions and monitor the situation, including to employees where this is required. Our senior looking at requests to work longer hours on some management team monitor the well-being and sites capacity of their teams regularly, for example we have employees who have childcare and/or Work has continued with landowners at Bow additional responsibilities which may impacts on East relating to the concrete batching plant. A productivity, and this informs prioritisation of Planning Application has been delayed until end LLDC’s work during this period. of July 2020 and PPDT will undertake public consultations once the application is received. LLDC have been providing regular communications through regular emails, the Chief The Government’s Business and Planning Bill Executive’s weekly webcast to all employees is going through parliament. This includes (including a question and answer session) and extensions to planning timelines to April 2021, regular wellbeing advice and links to resources. which will impact on our service and LLDC’s positive feedback has been received from planning applications. employees on the content, frequency, and Page 63 35 LLDC Corporate Performance April – June 2020
SUSTAINABILITY projects was postponed, progress regarding LLDC’s sustainability team supported LLDC’s preparation for easing from lockdown has been corporate planning in light of COVID-19 using effectively planned. the “Respond, Recover” categorisation of actions. LLDC is working with the GLA and other partners The immediate response was to ensure that to consider the opportunity which COVID-19 environmental protection was provided as provides for economic recovery to be built on lockdown measures were implemented. To this sustainable principles. end: COMMUNICATIONS, MARKETING AND STRATEGY • Biodiversity and habitat protection was LLDC continued its marketing campaigns checked and assured via the security to encourage visitors to the Park and its measures implemented by LLDC’s Park venues. Since lockdown the focus has been Operations and Venues team; and on communicating the impact on the Park and • LLDC’s developer partners provided details its venues and supporting social distancing of actions taken to ensure “mothballed” guidelines through on-Park signage, extensive construction sites had fully considered media coverage and social media messages. The environmental protection. external Stadium screen - Europe’s largest - has been particularly effective carrying messages As much as possible, workstreams with partner for Park users and supportive messages for key organisations continued as planned, aiming to workers. This has been used as the backdrop send a positive message to our stakeholders for several media reports. The message has (including project partners, consultants) that been coordinated through the London Response LLDC’s work was continuing and that existing to Parks and the Executive Director of Park workstreams would continue as much as was Operations and Venues has made several media practicable. This included successfully completing appearances to underline the message of the the Capri (connected autonomous pod) trial in beneGts of safe use of parklands during the late March. crisis, and support to London and Partner’s Furloughing of contacts in key partner ‘Because I’m a Londoner’ campaign to encourage organisations (Transport for London in particular) Londonbers to rediscover the city safely as and the inability of project personnel to gain lockdown measures ease. access to the Park meant that from early April Other activities in this period include support to the advanced mobility workstreams related to the successful recruitment of young peope for Smart Mobility Living Lab and FreightLab had to the EAST Summer School (see Inspire section) and pause. While physical activity related to these a podcast featuring Tom Daly.
36 LLDC Corporate Performance April – June 2020
TRANSITION There was one RIDDOR reportable incident at All Development Corporations are necessarily the Stratford Waterfront site on 25 June 2020. time limited organisations and, whilst LLDC The driver of a road sweeper slipped off a VCB still has a number of key strategic targets to (Vehicle Control Barrier) approx. 900mm high deliver, the Mayor of London has requested as he was attempting to climb over it, falling that work begins to ensure that plans for the backwards and sustaining an injury to his right Transition of the organisation can start to be wrist. The incident was captured on the project’s put in place from 2024, with earlier steps being CCTV. The driver was taken to hospital by his taken where appropriate. Following discussions employer for further assessment of his injury with the Mayor of London and Local Boroughs, which was conGrmed as a closed fracture. His LLDC’s Board approved a high level strategy for employer has issued the RIDDOR notiGcation to Transition in February 2020. the Health and Safety Executive. The incident occurred because the driver noticed that the HEALTH AND SAFETY water hose he needed to use to reGll the road LLDC’s health, safety and security is overseen sweeper had been relocated within the site by its Health, Safety and Security Committee. demise. Rather than use delineated walkway to The Board receives a report back from each safely get to the hose he went through the crowd Health, Safety and Security Committee meeting barriers and climbed over the VCB. which meets at least three times a year, the last meeting was on 5 March 2020. This standing item in the Chief Executive’s Report to Board focusses on a summary of accidents and any major incidents, with more detailed information provided through the Committee as appropriate. There were no public events in the venues from April to May 2020 due to the restrictions arising from the pandemic. There have been approximately 200k visits to the Park each month since April from local people using the Park for regular exercise. Accidents remained low across the month, proportionate to the visitor numbers and the restrictions in place. Social distancing control has been a challenge during this period for the estate. There have been a number of persons self- isolating due to being symptomatic of COVID19 within LLDC, our EFM contractors and volunteers. One member of the boat team and one volunteer has died of the virus. The Park Champion volunteer service is suspended for the time being; volunteers are receiving an e-newsletter update twice a week and options for reopening the Information Point safely are under review. There are no venue safeguarding issues to report to the Board; there has been a small number welfare concern incidents and the Park security team played a key part in preventing a suicide attempt.
Page 65 37 LLDC Corporate Performance April – June 2020
KEY RISKS
SUMMARY IMPACT MITIGATION RAG
New issue relating to COVID-19: The impact of the COVID-19 crisis on LLDC’s activities including: the health of LLDC employees, partner employees and Park and venue users; construction, including East Bank and housing developments; stadium operations and stewarding; venue operations; estates and facilities management and security; visitor experience and events; suppliers unable to deliver materials or services; socio economic activities and LLDC operations. Ensuring LLDC manages the situation effectively to minimise R impacts including: health and safety and public order, Gnancial, operational, schedule, delivery of objectives, and reputation.
Further information on LLDC’s response to the crisis can be found in a report to the LLDC Board – link here
Revenue budget issue: Financial and/ or Programme of savings and generating income and delivery impacts. efGciencies, commercial making savings in line Reputational strategy, close work with GLA. R with GLA’s revised budget impacts. guidance.
Capital budget risk: Financial and/ or Housing strategy, tight generating income and delivery impacts. monitoring and Gnancial managing cost pressures. Reputational control, savings and impacts. efGciencies, commercial R opportunities, close working with GLA.
Risk about successful Reputational Progress reporting including implementation of the impacts annual monitoring report, Local Plan including review of local plan including A sufGciency of community population forecasts. infrastructure.
Risk relating to the Programme delays, Continue political engagement potential impact of policy budget impacts. work and brieGngs. Work change on the through implications of R Corporation, including withdrawal from the EU. leaving the EU. Insolvency monitoring.
Risk about the impacts of The possibility of A comprehensive Health and Health and Safety failures, serious injuries or Safety programme is in place, including East Bank. fatalities, the designed to identify and consequences of manage the construction risks which may include and led actively by LLDC and R signiGcant delays its project management and reputational partner. Oversite through damage. Health, Safety and Security Committee.
38 LLDC Corporate Performance April – June 2020
KEY RISKS
SUMMARY IMPACT MITIGATION RAG
Risk that HMRC rules Financial impact. Tax and legal advice, against LLDC’s Corporation engagement with HMRC, submit R Tax application. application in Q4 2019/20.
Risk relating to Potential loss, theft Information security gap information security or corruption of analysis complete, action plan non-compliance, including data with being implemented. Ongoing GDPR. Risk also relates to reputational and information security brieGngs. A group subsidiaries (E20/ Gnancial impacts. LS185).
Page 67 39 LLDC Corporate Performance April – June 2020
40 Agenda Item 6
Subject: Report of the Audit Committee Advisory Panel on 13 July 2020 Meeting date: 20 October 2020 Report to: Board Advisory Panel Report of/by: Keith Edelman, Chair of the Audit Committee
This report will be considered in public
1. SUMMARY 1.1. This paper provides the formal report of the meeting of the Audit Committee Advisory Panel on 13 July 2020. As this meeting took place after the statutory deadline for the dispatch of papers for the July Board Advisory Panel, a verbal update was given at the meeting.
2. RECOMMENDATION 2.1. The Board is asked to note this report.
3. ISSUES DISCUSSED AT THE 13 JULY MEETING 3.1. The Committee reviewed the findings of the Public Sector Audit Appointments Quality of Audit Services Survey. 3.2. The Committee noted a report on the Treasury Management Outturn for 2019/20 which gave a summary of the investments balance and borrowing balance LLDC has with the GLA. 3.3. The Committee considered the Deputy Chief Executive’s update including updates on finance, commercial and procurement, information governance, transparency, IT and information management, an update on Modern Slavery and the revised Code of Corporate Governance. Following a positive resolution to exclude members of the press and public, The Committee also considered further appendices containing exempt information on tax, added debt analysis, procurement, insurance LS185 internal controls, the financial impact of Covid-19, fraud and FOIs. 3.4. The Committee received an update on internal audit and assurance including an update of the 2020/21 internal audit plan and the 2019/20 MOPAC Internal Audit Annual Report which concluded that LLDC had an adequate internal control environment which was generally operating effectively and an update on related assurance activity. Following a positive resolution to exclude members of the press and public, the Committee considered further reports containing exempt information on Overview of VenueAware Processes, Construction Management and the follow up reports on Stadium Stewarding Investigation and the Housing Delivery Programme 3.5. The Committee received an update on risk management and internal controls. 3.6. The Committee noted an update on the LLDC 2019/20 Annual Report and Accounts. The Board should note that an Audit Committee Advisory Panel meeting scheduled for 8 October 2020, which was due to consider the Annual Page 69
Report and Accounts has been cancelled. The Annual Report and Accounts will now be considered at the Audit Committee on 19 November.
4. LEGAL IMPLICATIONS 4.1. Legal advice for matters considered by the Committee is addressed in the individual committee reports.
5. LIST OF APPENDICES TO THIS REPORT 5.1. none
List of Background Papers Papers for the meeting of the Audit Committee Advisory Panel 13 July 2020
Report originator(s): Rachel Massey Telephone: 020 3288 1829 Email: [email protected]
Agenda Item 7
Subject: Report of the meeting of the Chair’s Committee Advisory Panel held on 21 July 2020 Meeting date: 20 October 2020 Report to: Board Report of: Peter Hendy, Chair
This report will be considered in public
1. SUMMARY 1.1. This paper provides the formal report of the Chair’s Committee Advisory Panel meeting 21 July 2020. As this meeting took place after the statutory deadline for the dispatch of papers for the July Board Advisory Panel, a verbal update was given at the meeting.
2. RECOMMENDATION 2.1 The Board is asked to note this report.
3. ISSUES DISCUSSED AT THE 21 JULY MEETING 3.1 The Committee considered a report on the People Strategy including the impacts of Covid-19 crisis and the focus on inclusive leadership, inclusive communication and engagement, employee welfare and employee development. Following a positive resolution to exclude members of the press and public, the Committee noted a further report containing exempt information. 3.2 The Committee considered an update report on the Inclusion and Diversity Strategy, how work continues to be taken forward during 202/21 through the I&D action plan and an update on LLDC’s approach to responding to the Black Lives Matter movement. Following a positive resolution to exclude members of the press and public, the Committee noted a further report containing exempt information. There was an in-depth discussion on Inclusion and Diversity at the July Board Advisory Panel meeting. 3.3 The Committee considered a report on the Chief Executive’s Q1 performance against her overarching 2020/21 objectives.
4. LIST OF APPENDICES TO THIS REPORT 4.1 None
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List of Background Papers Papers for the meeting of the Chair’s Committee Advisory Panel on 21 July 2020
Report originator(s): Rachel Massey Telephone: 020 3288 1829 Email: [email protected]
Agenda Item 8
Subject: Report of the meeting of the Planning Decisions Advisory Panel on 28 July and Planning Decisions Committee on 22 September 2020 Meeting date: 20 October 2020 Report to: Board Report of: Pam Alexander, Chair of the Planning Decisions Committee
This report will be considered in public
1. SUMMARY 1.1. This paper provides an update to the Board on the meeting of the Planning Decisions Advisory Panel (PDAP) on 28 July 2020 and the Planning Decisions Committee (PDC) on 22 September 2020. It also provides a brief note of the separate briefing given to PDC on the August 2020 Government White Paper on planning reform.
2. RECOMMENDATION 2.1. The Board is asked to note the report.
3. ITEMS CONSIDERED 28 JULY PDAP MEETING 3.1. East Wick & Sweetwater sites, QEOP: three linked applications for non- material amendments to the existing planning permission for these sites, a zonal masterplan for Sweetwater and a revised zonal masterplan for East Wick. Following detailed consideration of the proposal, including the uplift in residential accommodation within the masterplan, the provision for additional affordable housing, the revised provision for family homes and the changes to the design parameters of the scheme, the Chair, following consultation with the Advisory Panel members, resolved to approve the applications subject to the recommended conditions, and delegated authority to the Director of Planning Policy and Decisions to complete the recommended s.106 agreement related to the delivery of the additional affordable homes. 3.2. 55-69 Rothbury Road, Hackney Wick: Two outline planning applications for the redevelopment of the site for residential and employment use. One scheme for 28 homes a part 6/7 storey building and the other for 25 homes in a 6 storey building, both with ground floor employment uses. Following consideration of the proposal and based on the scheme viability evidence presented by planning officers, the Chair, following consultation with the Advisory Panel, agreed the recommendation to refuse both applications on grounds that the schemes would fail to maximise the provision of affordable housing. 3.3. Bus Layover Site adjoining Stratford International Station: an application for the redevelopment of the site for 380 homes (40% affordable) and ancillary commercial and employment space in two buildings of 27 storeys in height. The
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application had been deferred from the PDAP meeting in May for further work on inclusive design, affordable housing and the sunlight/daylight levels for a proportion of the dwellings. Following consideration of the additional information on these issues, the Chair, following consultation with the Advisory panel, resolved to approve the application subject to the recommended conditions, and delegated authority to the Director of Planning Policy and Decisions to complete the recommended s.106 agreement related to the delivery of the affordable homes, public realm improvements and improved walking and cycling connections, amongst other planning obligations. 3.4. Delegated Decisions: The Committee noted a report of the Director of Planning Policy and Decisions which set out the list of all decisions made under delegated powers in June 2020.
22 SEPTEMBER PDC MEETING 3.5. This was the first meeting of the Planning Decisions Committee following the passing of the Business and Planning Act which enables LLDC to hold virtual Committee meetings and following subsequent amendments to the Board and Planning Decisions Committee scheme of delegations to remove the previously agreed Covid-19 emergency measures. 3.6. 11-5-117 Wallis Road, Hackney Wick Application for the redevelopment of the site for 49 homes (12% affordable) in a part 4, part 5 storey building with ground and lower ground floor employment space. Following extensive consideration, the Committee resolved to defer a decision on the application and requested that further information be provided on the viability assessment for the affordable housing; local income levels; further detail on sunlight and daylight levels to the affordable homes and the impact of the building on adjoining non designated heritage assets. 3.7. Delegated Decisions: The Committee considered a report of the Director of Planning Policy and Decisions which set out the list of all decisions made under delegated powers in July and August 2020.
3.8. PDAP BRIEFING ON ‘PLANNING FOR THE FUTURE’ WHITE PAPER 3.9. At the Committee Briefing meeting on 8 September, members received an officer briefing on the Government’s White Paper on the reform of the planning system. There was a wide-ranging discussion on the merits or otherwise of the White Paper proposals which has been helpful to LLDC officers in preparing formal comments on the White Paper. The headlines form the session were that whilst there are some admirable proposals to improve the quality of development, improve public access to the planning system and to speed up the planning process, there are concerns about a growing centralisation of the planning process which may result from the reforms, and overall a consistent lack of detail on most of the reforms proposed. 3.10. The GLA will provide the lead on formal comments on the White Paper, with the Mayoral Development Corporations (LLDC and OPDC) feeding in expert comment, in particular from a Development Corporation perspective. LLDC’s draft response will be circulated separately to the Board members ahead of the meeting.
4. LEGAL IMPLICATIONS 4.1. Legal advice for matters considered by the Committee and Advisory Panel is addressed in the individual committee/panel reports.
5. LIST OF APPENDICES TO THIS REPORT 5.1. None
List of Background Papers Papers for the meetings of the Planning Decisions Advisory Panel meetings of 28 July and Planning Decisions Committee on 22 September 2020.
Report originator(s): Anthony Hollingsworth Director of Planning Policy & Decisions Telephone: 020 3288 8824 Email: [email protected]
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Agenda Item 9
Subject: Report of the meeting of the Investment Committee held on 22 September 2020 Meeting date: 20 October 2020 Report to: Board Report of: Peter Hendy, Chair of the Investment Committee
This report will be considered in public
1. SUMMARY 1.1. This paper provides the formal report of the Investment Committee held on 22 September 2020.
2. RECOMMENDATION 2.1 The Board is asked to note this report.
3. ISSUES DISCUSSED AT THE 22 SEPTEMBER MEETING June 2020 Management Accounts 3.1. The Committee considered a report on the Corporation’s Management Accounts for June 2020. The Committee noted the financial position of the Corporation for the period ending 30 June 2020. The Committee noted that the reporting period covered the travel restrictions and lockdown due to the COVID- 19 outbreak and that delivery of some milestones and measures has been impacted by the crisis.
Key Projects Commercial report 3.2. The Committee received the quarterly commercial update on key projects. Following a positive resolution to exclude members of the press and public the Committee noted a further appendix containing exempt information.
East Bank - Stratford Waterfront update 3.3. The Committee considered an update report on Stratford Waterfront. Following a positive resolution to exclude members of the press and public the Committee noted a further report containing exempt information. 3.4. There is a Stratford Waterfront item on the agenda for this meeting.
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East Bank - Stratford Waterfront procurement and construction update 3.5. The Committee considered a report on Stratford Waterfront procurement and construction. Following a positive resolution to exclude members of the press and public the Committee noted a further report containing exempt information.
East Bank – BBC building acoustic update 3.6. The Committee considered an update on the acoustic review of the A&M’s RIBA stage 4 design undertaken on behalf of LLDC. Following a positive resolution to exclude members of the press and public the Committee noted a further report containing exempt information.
East Bank - substructure package completion and contract close out 3.7. The Committee considered a report on substructure package completion and contract close out. Following a positive resolution to exclude members of the press and public the Committee approved the recommendations in the report containing exempt information.
East Wick and Sweetwater Update 3.8. The Committee considered an update report on the East Wick and Sweetwater development. Following a positive resolution to exclude members of the press and public, the Committee noted a further report containing exempt information 3.9. There is an update on East Wick and Sweetwater on the agenda for this meeting.
E20 Update 3.10. The Committee considered a report on E20 legal matters. Following a positive resolution to exclude members of the press and public, the Committee noted a further report containing exempt information.
Stratford Waterfront procurement strategy 3.11. In accordance with section 100(B)(4) of the Local Government Act 1972, the Chair agreed to accept an urgent item of business on the Stratford Waterfront procurement strategy so that the revised strategy could be implemented at the earliest opportunity and before the next scheduled meeting. Following a positive resolution to exclude members of the press and public, the Committee considered a further report containing exempt information and approved the revised Stratford Waterfront procurement strategy.
4. LEGAL IMPLICATIONS 4.1. Legal advice for matters considered by the Committee is addressed in the individual committee reports.
5. LIST OF APPENDICES TO THIS REPORT 5.1. None
List of Background Papers Papers for the meeting of the Investment Committee on 22 September 2020 (contains exempt information)
Report originator(s): Rachel Massey Telephone: 020 3288 1829 Email: [email protected]
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Agenda Item 10
Subject: Report of the meeting of the Health, Safety and Security Committee held on 22 September 2020 Meeting date: 20 October 2020 Report to: Board Report of: Simon Blanchflower, Chair of the Health, Safety and Security Committee
This report will be considered in public
1. SUMMARY 1.1. This paper provides the formal report of the Health, Safety and Security Committee held on 22 September 2020.
2. RECOMMENDATION 2.1 The Board is asked to note this report.
3. ISSUES DISCUSSED AT THE 22 SEPTEMBER MEETING Executive Director of Park Operations and Venues update 3.1. The Committee considered an update on areas related to the remit of the Committee including Health and Safety (H&S) incidents and updates from the Park, venues, construction sites and offices. Following a positive resolution to exclude members of the press and public the Committee noted a further report containing exempt information.
LLDC Park and Venue Safeguarding Report September 2020 3.2. The Committee considered an update on safeguarding for January-June 2020 as reported by venues on the Park. There were nine reported incidents in total. All related to general Park visitors and not to the venues, which were closed from March until late July 2020. 3.3. The Committee considered an update on the legal implications of requiring Park volunteers to undergo mandatory DBS checks. The QEOP Park Champion volunteer programme is operated by Our Parklife (OPL), a Community Interest Company under contract to ENGIE Services Ltd under the EFM contract. All Park Champions are subject to an ID check, and most of the Park Champion roles do not fall into the Regulated Activity criteria. Where they do, DBS checks are required. 3.4. ‘Regulated Activity’ roles involve frequent unsupervised activity providing health care, personal care, social care for adults and children, and/or education for children. Because most of the volunteer roles do not meet this criteria, LLDC/OPL cannot require the volunteers to undertake the DBS check. ENGIE
Page 81
maintain that under the Rehabilitation of Offenders ACT 2014, if LLDC/OPL subsequently declined to offer the unchecked person volunteering shifts, this could be construed as discrimination and requires LLDC to indemnify ENGIE against such a claim. The Committee noted that LLDC had reviewed procedures in other organisations (such as Team London, Active Newham, the London Transport Museum) and these did not require DBS checks for all volunteers, only for those in Regulated Activity roles (school groups etc). OPL are confident that their existing processes have eliminated opportunities for issues to arise, but have proposed additional measures that could be implemented including – for example - increasing the volunteer team so that buggy drivers are always accompanied by another volunteer, and installation of CCTV in the Information Point. The Committee agreed that LLDC undertakes DBS checks for volunteers undertaking Regulated Activity roles only and adopts the approach of other similar organisations in managing out of the volunteer process any opportunity that might result in a safeguarding issue.
London Stadium update 3.5. The Committee considered a report on health and safety matters relating to the Stadium including an update on behind closed doors matches and the extensive preparations undertaken to stage these matches and the planning for matches with reduced attendance. The Committee was updated on the installation of the new North and South Stands.
Construction related Health and Safety update 3.6. The Committee considered an update on the health, safety and wellbeing activity related to construction activity across the Park. Following a positive resolution to exclude members of the press and public the Committee noted a further report containing exempt information.
Health, Safety and Security Risk Review 3.7. The Committee considered a report on the Committee on major health, safety and security risks identified by LLDC. Following a positive resolution to exclude members of the press and public the Committee noted a further report containing exempt information.
4. LEGAL IMPLICATIONS 4.1. Legal advice for matters considered by the Committee is addressed in the individual committee reports.
5. LIST OF APPENDICES TO THIS REPORT 5.1. None
List of Background Papers Papers for the meeting of the Health, Safety and Security Committee on 22 September 2020 (contains exempt information)
Report originator(s): Rachel Massey Telephone: 020 3288 1829 Email: [email protected]
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Agenda Item 11
Subject: Sustainable Transport Meeting date: 20 October 2020 Report to: Board Report of: Paul Brickell, Executive Director of Regeneration and Community Partnership and Mark Camley, Executive Director of Park Operations and Venues
This report will be considered in public
1. SUMMARY 1.1. This paper sets out the plans for improving sustainable and active travel on the Park, both as a destination and as part of London’s wider active transport plans. It also provides a summary of the innovative work that is being undertaken in relation to the Smart Mobility Living Lab and other transport initiatives.
2. RECOMMENDATIONS 2.1 The Board is asked to note the work done to date and the future plans.
3. BACKGROUND 3.1. The Board requested a presentation on this work at its meetings on 4 February 2020 and 23 July 2019.
4. FINANCIAL IMPLICATIONS 4.1. The work is being managed within existing budgets and through seeking grants and funding from other bodies as appropriate.
5. LEGAL IMPLICATIONS 5.1. The teams work closely with TfL legal when there are novel or potentially contentious elements of the programme.
6. EQUALITY CONSIDERATIONS AND PRIORITY THEMES 6.1. Every effort is made to make the schemes as accessible as possible to all users. It fits with LLDC’s priority themes.
7. LIST OF APPENDICES TO THIS REPORT 7.1. Appendix 1: Transport update presentation
Page 85 List of Background Papers: None
Report originator(s): Paul Brickell, Mark Camley Telephone: 020 3288 1800 Email: [email protected] [email protected]
ƉƉĞŶĚŝdžϭ LLDC TRANSPORT UPDATE Page 87 LLDC Board Update
Andrew Tesseyman, Peter Maxwell, Ruth Holmes, Ben Coulter 09/10/2020 AGENDA
01 Transport – how people are travelling 02 Public Transport 03 Walking & Cycling Connectivity 04 Connectivity Projects 05 Advanced Mobility 06 Next Steps LLDC DESTINATIONS – MODE SHARE
Modal Share shown as percentages from various sources Page 89
3 PUBLIC TRANSPORT BUSES
• An extensive network of services has been provided as part of the Post- Games Transformation funding.
Page 91 • Further additions will be made as a result of East Bank (Carpenters Road to Here East), UCLE (Marshgate Lane).
• Dialogue ongoing with TfL regarding protection of existing services and impact of potential future withdrawal of Here East shuttle service.
5 STRATFORD STATION (REGIONAL) Leadership meeting with NR, LBN and TfL on 6 November
LLDC to lead SOBC for wider regeneration and long-term solutions to expected problems with station capacity and its potential impact on Stratford Efficient station operation fundamental for surrounding economy, jobs and growth
Wider LLDC SOBC to evaluate options
Key issues to resolve :- • How to enhance movement across station area – Montfitchet Road to Stratford Shopping Centre; Carpenters to Montfitchet • How to enhance connections between Regional and International Station • Providing transport solutions that sufficient platform and concourse capacity to meet future passenger demand and maintain safety • Ensure better interchange between other modes • Reconfiguration to facilitate the creation of new development platforms, where viable 6 Page 93 WALKING & CYCLING CONNECTIVITY OBJECTIVES Connecting people to opportunity
1. Meet our Local Plan objectives & Priority Themes – strategically connecting east - west and north - south of the Park
2. Unlock or safeguard the delivery of new housing by delivering better connections to them
3. Improved health & well-being from increased walking and cycling opportunities
4. Overcoming severance with new or improved routes between neighbourhoods
5. Ensuring safety and security with any new routes proposed Accessible pathways on Queen Elizabeth Olympic Park 8 ACHIEVEMENTS TO DATE Pre 2012 – to date Tear in London’s fabric created by the lower Lea Valley
Page 95 Projects: • Reduced Waterden Road to single carriageway • Created cycle route to avoid Ruckholt Road roundabout • New F03 bridge • Western bridges – H14 and H16 • Leaway • Marshgate Terrace – north south route
9 STRATEGIC ROUTES Projects grouped into Strategic Routes to strengthen the strategic benefits and outcomes and aid reporting. Each Route will have a development lead to coordinate with the individual project managers.
• Eight routes connecting east to west / north to south
• It is not proposed that we are undertaking complete renewal of these routes, rather adding missing links
• LLDC will undertake discrete projects within these routes that ‘fixes’ or ‘adds’ missing parts to the network of routes and connections
• Examples of key projects in following slides
10 PRIORITISED PROJECT LIST Delivery Funding Funding No: Project Funding Sources organisation (required) (available) 1 Bromley By Bow – A12 Junction TfL £20million £17.5million S106 / LBTH / TfL
2 Roach Point Bridge link to Hackney Wick Station Developer - - S106 / Developer
3 H14 bridge between Hackney Wick and Park LLDC/Developer (SIW) (SIW) LLDC Capital Page 97 4 Carpenters Bridge between IQL and SWFT LLDC £10million £5million LLDC Capital 5 Stratford Station Carpenters Entrance LUL £9million £6.5million S106 / LBN / LUL 6 Sugar House Lane to Bromley By Bow bus bridge Developer - - Developer 7 Sidings intersection link LLDC/Newham £212k £212k S106 LLDC 8 Stratford Walk LLDC c £4.5million £150k Capital/S106 9 SWFT Carpenters Road cycle provision LLDC £300k £190k LLDC Capital 10 Pudding Mill Lane Interim Public Realm LLDC £400k £200k S106
LLDC Projects in progress with funding secured 11 CYCLING PROGRAMME Quick wins and projects across all boroughs Strategic route identified that is on carriageway running north- south connecting into major routes Cycle Superhighway and Quietways.
PPG funding awarded to implement improvements in the Here East area and resource to seek funding for the rest of the cycling programme.
Projects identified within LLDC control • Shared markings on Southern Loop Road at the back of Stadium • Southern Loop Road Link to the Greenway • Markings and wayfinding review
Monitoring projects related to East Wick and Chobham as well as future proposals for Bromley by Bow and Pudding Mill Lane.
12 EXAMPLE North Wall Road Led by London Borough of Waltham Forest on LVRPA land supported by LLDC
Page 99 and London Borough of Newham
13 ADVANCED MOBILITY ADVANCED MOBILITY QEOP as a place for Innovation • Mobility sector needs “real world” testing
• QEOP developing reputation as a place for trialling
Page 101 advanced mobility
• Funding and investment in this sector a key focus of good growth for London
• Trialling new technology needs credibility; rigour; and direct links to policy
15 ADVANCED MOBILITY TIMELINE
• 2017: Navya trial. Won Capri and SMLL funding • 2018: Progressed Capri and SMLL; Bird • 2019: Capri’s first trial on the Park; Driven trial; Bird • 2020 and beyond: Capri second trial; SMLL opens; EV infrastructure study; Mobility Hub at MSCP; E-bike freight; Covid response • https://smartmobility.london/ • https://caprimobility.com/
16 Agenda Item 12
Subject: Changes to the Scheme of Delegations in relation to East Wick and Sweetwater and Chobham Manor Meeting date: 20 October 2020 Report to: Board Report of: Tony Westbrook, Head of Development
This report will be considered in public
1. SUMMARY 1.1. The purpose of this report is to seek approval of amendments to the Scheme of Delegations and consequential amendments to the Financial Regulations and Standing Orders to: 1.1.1. Approve that the either of the Executive Director of Development or either of the two Directors of Development can authenticate the use of the seal for freehold and leasehold disposals at East Wick and Sweetwater, subject to external solicitors’ documentation approval. 1.1.2. Delegate authority to either of the Executive Director of Development or either of the two Directors of Development to authorise the payment of the Developer’s Fee which is contractually linked to the sale of properties at East Wick and Sweetwater. 1.1.3. Increase the existing delegation relating to disposals at Chobham Manor agreed in 2016 from £1m to £1.5m.
2. RECOMMENDATIONS 2.1 The Board is asked to approve amendments to the Scheme of Delegations in relation to: 2.1.1. Authentication the use of the seal for freehold and leasehold disposals at East Wick and Sweetwater of values up to £1.5m within the approved budget to specified LLDC staff members as set out at Appendix 1, and consequential amendments to the Financial Regulations and Standing Orders. 2.1.2. Delegating authority to either of the Executive Director of Development or either of the two Directors of Development to authorise the payment of the Developer’s Fee which is contractually linked to the sale of properties at East Wick and Sweetwater as set out in Appendix 1, and consequential amendments to the Financial Regulations and Standing Orders. 2.1.3. Increasing the existing delegation relating to disposals at Chobham Manor agreed in 2016 from £1m to £1.5m and as set out in Appendix 1, and consequential amendments to the Financial Regulations and Standing Orders.
Page 103 3. BACKGROUND 3.1. The scheme of delegations set out which LLDC staff can approve expenditure within budgets, award contracts, execute contractual documents and deeds and authenticate the use of the LLDC seal. These arrangements are reflected in the Financial Regulations and Standing Orders. 3.2. The scheme of delegations has been amended to set out different signing arrangements in specific circumstances as follows: 3.2.1. In September 2014, in relation to LLDC staff who could sign specific Three Mills studio use agreements. These arrangements were updated again in September 2016. 3.2.2. In November 2015, to appoint TfL procurement as the Legacy Corporation’s agent and authorised signatory to execute any contract procured via the GLA Group Collaborative Procurement Board. 3.2.3. In January 2016, in relation to LLDC staff who could sign specified small event hire agreements. 3.2.4. In March 2016, in relation to the authentication of the use of the seal for freehold and leasehold disposals at Chobham Manor of values up to £1m, within the approved budget. 3.2.5. In March 2018, in relation to LLDC staff who could sign standard form employment contracts. 3.2.6. In November 2018, in relation to: LLDC staff who could sign consents set out in the Here East lease and other specified documents, leases and licences; LLDC staff who could sign contracts up to £1m and non- disclosure agreements on behalf of LLDC; the approval of the award of specified East Bank construction contracts that fall within Investment Committee delegations to the Chief Executive provided the contract value is either within or no more than 1% above budget; and LLDC staff and Mace Delivery Partner staff who could approve the expenditure of contingency within the approved budgets for the delivery of approved scope of East Bank construction. 3.2.7. In April 2020, in relation to amended related to the adoption of the Remote Decision Making Scheme during the Covid-19 crisis. 3.2.8. In July 2020, in relation to revised delegation levels for LLDC staff and Mace Delivery Partner staff who could approve the expenditure of contingency for the delivery of approved scope of East Bank construction. 3.2.9. In August 2020, in relation to removing references to the Remote Decision Making Scheme as LLDC had been included in the regulations to enable virtual decision making meetings.
4. PROPOSAL 4.1. This proposal relates particularly to East Wick and Sweetwater freehold and leasehold disposals which are signed and sealed by LLDC. There are approximately 500 freehold and leasehold transfers that will need to be signed and sealed. 4.2. In the changes to the Standing orders made in March 2016, when changes applying to Chobham Manor were agreed, it was also agreed that “ The delegation could be extended to cover the freehold and leasehold disposals at East Wick and Sweetwater, subject to a review of the transfers signed under this delegation to review the process and implementation and whether the delegated level is still appropriate process ” (para 4.12) 4.3. This paper is requesting that this extension is now agreed and some changes to the Scheme of Delegation as set out in Appendix 1 are requested, including raising the level of individual transactions from £1m to £1.5m, to allow for the fact that some freehold houses at Chobham Manor are now selling for between £1m and £1.5m. 4.4. It is hereby reported that the delegation for Chobham Manor has worked well over the past 4 years with no problems, apart from the sales value of some houses being above £1m. 4.5. Under the terms of the East Wick and Sweetwater Development Agreement (as revised, Fourth Variation) dated 21 December 2018 between the LLDC; East Wick and Sweetwater (Projects) Ltd; Places for People Homes Ltd; and others the private residential units (both freehold and leasehold) are all sold directly from LLDC to the end user, with a Development Fee paid to the developer by LLDC. 4.6. The developer can require the LLDC and the LLDC can require the Developer (in this instance phase developers and/or management companies) to enter into an agreed form of Block Overriding Head Lease, on ten working days’ notice at any time following Practical Completion of that unit or block. In the case of commercial head leases they are to complete within 10 working days of practical completion (i.e. that is the trigger rather than an additional notice from either party too). In the case of the common parts head lease completion is to be 10 working days after all of the other leases in the Phase have been completed. On practical completion of any Block, LLDC is to complete a surrender as to that part out of the Building Lease and, on practical completion of the first block, enter into a management agreement with the Developer’s management company for that management company to manage all practically completed parts of the Phase prior to those parts being let. 4.7. Currently the standing orders and scheme of delegations and financial regulations mean that only one of the Chief Executive, Executive Director of Finance and Corporate Services or any Board member can authenticate the use of the seal, with the exception granted for Chobham Manor properties granted in 2016. 4.8. The proposal is to increase the number of LLDC staff who can process this type of disposal by approving that each of the Executive Director of Development and the two Directors of Development can also authenticate the use of the seal for freehold and leasehold disposals on specified LLDC development sites (Chobham Manor and East Wick and Sweetwater). This would reduce the administrative burden upon the LLDC executive that currently can authenticate the use of the seal. 4.9. TfL Legal will produce a checklist to confirm it is a standard freehold/leasehold disposal. The delegation will be conditional upon the LLDC’s external solicitors acting on the disposal signing off the legal. 4.10. The disposals will be recorded on the LLDC contract register. 4.11. The delegation could be extended to cover the freehold and leasehold disposals at other LLDC developments, subject to a review of the transfers signed under this delegation to review the process and implementation and whether the delegated level is still appropriate process. 4.12. Under the terms of the contract, LLDC receives the gross sales value of disposals at East Wick and Sweetwater and makes a Development Management payment to the developer based on a percentage of the receipts linked to the type of the property. As this payment is a contractual obligation arising from the
Page 105 agreement to dispose of the property, it is proposed that delegation is granted to authorise the payment to the same officers authorised to agree the sale as set out in 4.8 above.
5. LEGAL 5.1. The Localism Act 2011 permits the Board to delegate powers to a member of staff. 5.2. Under paragraph 11 of Schedule 21 to the Localism Act 2011 the application of the seal can be authenticated by the Chair, a board member or some other person, authorised (generally or specially) for that purpose. 5.3. Under the July 2019 London Legacy Development Corporation Governance Direction, the Legacy Corporation is required to consult with the GLA on significant changes to the scheme of delegations. The proposed amendments are being reviewed by the GLA.
6. APPENDICES 6.1. Appendix 1: Extract of the Scheme of Delegations, August 2020 (amendments shown in track changes)
List of Background Papers: Scheme of Delegations Financial Regulations Papers for the meeting of the Board in January and March 2016
Report originator(s): Tony Westbrook Telephone: 020 3288 8898 Email: [email protected]
Appendix 1: Extract of the Scheme of Delegations (September 2020) - changes shown in tracked changes
Type of Delegation Notes decision Contracts and The signature or execution of all contractual documents (with the exception of deeds, Consequential amendments have been made to the Financial other legal specified Three Mills studio agreements, contracts procured through the GLA Group Regulations and Standing Orders documents Collaborative Procurement Board in accordance with the Joint Arrangements Agreement and Working Arrangement Document, and specified events hire agreements, standard form employment contracts, Here East consents and specified documents, leases and licences, contracts up to £1m and non-disclosure agreements – see below), including novations, and other documents creating legal rights and liabilities, requires two signatures:
• One of the Chief Executive, Deputy Chief Executive / Executive Director of Finance, Commercial and Corporate Services, and any Board Member; and
• Another of the above, or any other member of the Executive Management
Page 107 Team, or any other employee appointed in writing by the Chief Executive in accordance with Standing Orders. Deeds may be executed on behalf of the Legacy Corporation by application of the seal in accordance with paragraph 11 of Schedule 21 to the Localism Act 2011 (i.e. by authentication of the seal by either the Chair or a Board Member). In addition, each of
the Chief Executive or the Deputy Chief Executive / Executive Director of Finance, Commercial and Corporate Services are hereby authorised to authenticate the seal. The authentication of the use of the seal for freehold and leasehold disposals at Chobham Manor and East Wick and Sweetwater of values up to £1m £1.5m within the approved budget has been delegated to either of the Executive Director of Development and the or either of the two Directors of Development. The Chief Executive or the Deputy Chief Executive/Executive Director of Finance and Corporate Services will authenticate the use of the seal for all other Chobham Manor and East Wick and Sweetwater disposals. In the case of East Wick and Sweetwater, where a
Development Management Fee is payable to the Joint Venture Partner on receipt of the gross sales revenue in line with the terms of the contract, approval to make the Development Management Fee payment is also delegated to either of the Executive Director of Development or either of the two Directors of Development up to a value of £1.5m.
Three Mills Studio Agreements in the approved form (as approved by TfL Legal Services from time to time) with a value of between £5,000-£25,000 and a term of three months or less require one signature only, being that of either the Executive Director of
Park Operations and Venues, the Director of Visitor Services or Head of Venues. LLDC has granted a Power of Attorney in favour of Knight Frank LLP, to consider, settle, approve, sign, execute, deliver and issue studio use agreements in the standard LLDC approved form relating to the property at 3 Mills and associated documents, which have both a value of £5,000 or less (excluding VAT), a term of three months or less and which do not constitute renewals of existing occupation. TfL has been appointed to the Legacy Corporation’s agent and authorised signatory to execute any contract procured via the GLA Group Collaborative Procurement Board in accordance with the JAA and WAD as amended from time to time. A nominated member TfL staff can execute these documents by applying their sole signature.
Events hire agreements in the approved form (as approved by TfL Legal Services from time to time) with a value of £15,000 or less require one signature only, being that of either the Executive Director of Park Operations and Venues, the Director of Visitor Services or Head of Events. Standard form employment contracts can be signed by any one of the: the Chief Executive, the Deputy Chief Executive or the HR Director. Here East consents (licences to underlet/assign/charge and licences for works/change), Deeds of Variation, but limited to extending a term or varying a demise; utility contracts (under £25k for off park); early access letters; Tenancies at Will; licences for coach parking between LLDC and LS185 or E20; leases or licences for seat storage between LLDC & E20, require one signature only, being that of the Chief Executive, Deputy Chief Executive or Executive Director of Park Operations and Venues. For changes to contracts, the value of the proposed change Contracts valued up to £1m can be signed by any two members of the Executive (not the cumulative value of the contract) is used to assess Management Team (EMT), one must be the budget holder (up to their delegated the level of delegation. The cumulative value will be authority limits and within approved budget). In addition, any employee appointed in documented on the internal change request form. writing by the Chief Executive in accordance with Standing Orders can sign as the second signature. Contract changes on contracts valued up to £1m can be signed by the EMT budget holder (up to their delegated authority and within the approved budget for the project). Non-disclosure agreements can be signed by any two members of the Executive Management Team (EMT), one must be the budget holder (up to their delegated authority limits and within approved budget). In addition, any employee appointed in writing by the Chief Executive in accordance with Standing Orders can sign as the second signature.
Agenda Item 13
Subject: East Wick and Sweetwater Meeting date: 20 October 2020 Report to: Board Report of: Rosanna Lawes, Executive Director of Development
This report will be considered in public
1. SUMMARY 1.1. This paper is to update the Board on the latest position on the East Wick and Sweetwater project. 1.2. A report is included on Part 2 of the agenda, which contains exempt supplemental information. The information is exempt by virtue of part 1, paragraph 3 of Schedule 12A of the Local Government Act 1972 in that it contains information relating to the business affairs of the London Legacy Development Corporation.
2. RECOMMENDATION 2.1. The Board is asked to note this report.
3. BACKGROUND 3.1. In February 2015, LLDC entered into a Development Agreement (DA) with East Wick and Sweetwater Projects (Holdings) Limited (Places for People and Balfour Beatty Investments) (‘the JV’) to deliver c. 1,500 new homes, infrastructure and community facilities over seven phases at East Wick and Sweetwater (site plan at Appendix 1). 3.2. The Board last received an update at its meeting in August 2019 and the Investment Committee has received updates, most recently in September 2020.
4. FINANCIAL AND LEGAL IMPLICATIONS 4.1. These are set out in the Part 2 report.
5. APPENDICES 5.1. None
List of Background Papers: Papers to the meeting of the Investment Committee 22 September 2020 Papers to the meeting of the Board 27 August 2019
Report originator(s): Clare Hebbes Telephone: 020 3288 1788 Email: [email protected]
Page 109
Agenda Item 14
Subject: Stratford Waterfront and Bridgewater Triangle Residential Developments Meeting date: 20 October 2020 Report to: Board Report of: Richard Irish, Finance Director
This report will be considered in public
1. SUMMARY 1.1. This paper seeks the approval of the Board to establish a wholly owned special purpose vehicle as part of the agreed structure for the delivery of the Stratford Waterfront and Bridgewater Triangle residential developments. 1.2. A report is included in Part 2 of the Agenda, which contains exempt supplemental information. The information is exempt by virtue of paragraph 3 of Schedule 12A in that it contains information relating to the business affairs of the London Legacy Development Corporation.
2. RECOMMENDATION 2.1 The Committee is asked to note this report.
3. BACKGROUND 3.1. In March 2020, the Investment Committee approved a revised legal structure for the delivery of the Stratford Waterfront and Bridgewater Triangle Residential developments. This included the establishment of a wholly owned special purpose vehicle and the report in Part 2 of the agenda sets out further exempt information.
4. FINANCIAL AND LEGAL IMPLICATIONS 4.1. These are set out in the Part 2 report
5. PRIORITY THEMES 5.1. The project is aligned to priority themes and the Legacy.
6. LIST OF APPENDICES TO THIS REPORT 6.1. None
List of Background Papers: Papers for the meeting of the Investment Committee on 17 March 2020 (exempt information)
Report originator(s): Richard Irish, Finance Director Email: [email protected] Page 111
Agenda Item 15
Subject: East Bank – Stratford Waterfront update Meeting date: 20 October 2020 Report to: Board Report of: Gerry Murphy, Deputy Chief Executive
This report will be considered in public
1. SUMMARY 1.1. This report provides an update on Stratford Waterfront. 1.2. A report is included on Part 2 of the agenda, which contains exempt supplemental information. The information is exempt by virtue of part 1, paragraph 3 of Schedule 12A in that it contains information relating to the business affairs of the London Legacy Development Corporation.
2. RECOMMENDATION 2.1 The Board is asked to note this report.
3. BACKGROUND 3.1. The Board receives regular updates on the Stratford Waterfront project updates, the report in Part 2 sets out further exempt financial and schedule information.
4. FINANCIAL AND LEGAL IMPLICATIONS 4.1. These are set out in the Part 2 report.
5. APPENDICES 5.1. None
List of Background Papers: Papers for the meeting of the Board Advisory Panel 21 July 2020 (exempt information).
Report originator(s): Rachel Massey Telephone: 0203 288 1829 Email: [email protected]
Page 113
Agenda Item 20 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 115 Page 120 Agenda Item 21 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 121 Page 122 Agenda Item 22 By virtue of paragraph(s) 3, 5 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 123
By virtue of paragraph(s) 3, 5 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 125 Page 126 By virtue of paragraph(s) 3, 5 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 127
By virtue of paragraph(s) 3, 5 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 131
Agenda Item 23 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 135
By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 147
By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 149 Page 160 Agenda Item 24 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 161
By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 167
Agenda Item 25 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 173 Page 174 By virtue of paragraph(s) 3 of Part 1 of Schedule 12A of the Local Government Act 1972.
Page 175 Page 186