Ideas for London Foreword

It is extraordinary that only 16 years ago London elected its first Mayor. In this short period, thanks largely to strong mayoral leadership, the city has been transformed into a 21st century leader of the global economy and a benchmark for urban living and urban mobility.

Jerome Frost We are now on the cusp of a mayoral Global Planning Leader transition at a pivotal moment in London’s long history. The challenges presented by climate change, global economic instability, and the new demands of our millennial generation seem greater than ever. But these may even be dwarfed by the speed of technological changes that are rapidly leading to new forms of ownership, funding, and communication; changes that will ultimately challenge our current notions of the way we live, work, travel and plan our city. Within this next mayoral term we may see the first driverless vehicles on London’s roads, electric taxis replacing diesel, new forms of high density housing to meet new heights of demand, the opening of Crossrail connecting new swathes of the city and a potential shift away from carbon fuelled lifestyles to address our rising air pollution challenge. The new Mayor has the opportunity to take the decisions that prepare the city for these monumental changes, essential changes, necessary to maintain London’s competitive advantage in the world. Radical change requires strength of leadership, clarity of vision and pragmatism in delivery. These are the principles that have underpinned Arup’s thinking on the steps that could be taken to prepare for London’s future. Our ideas are intended to be thought provoking but deliverable, radical but popular and strategic but with dramatic effect. We hope you enjoy exploring our ideas and debating their merits. We hope the future Mayor will take a strong lead in developing and delivering the best of them. Contents

Focus areas Reflecting on our work, we have identified five areas that the new Mayor should focus on his first term in office.

Arup in London Our commitment to London, our clients and the communities in which we work.

Long term visions Three strategic programmes that the Mayor should investigate to safeguard prosperity for London and its eight million residents. V

10 policy ideas for the Mayor of London What could the Mayor and London Assembly do to make London a better city for residents, businesses and visitors? I

Arup and the last Mayor 2008 - 2016 Arup’s work in London since Boris Johnson took office on the 4th May 2008. P Focus areas

Reflecting on our work, we have identified five areas that the new Mayor enthusiasm for empowering local leaders to spend public resources wisely and be held should focus on during their first term in office. to account. In a generation we have moved from a policy of winding up local government institutions and nationalising business rates to devolution of powers and taxes. Very soon, Scotland will enjoy more powers than most comparable countries in devolved or federal Growth political systems. With the relatively recent restoration of its city wide government, London Growth in London’s population and employment is at a record high. We believe it should needs to continue to be at the forefront of the devolution agenda. It needs further powers be welcomed and embraced. It fuels innovation, regeneration and prosperity. Cities with and incentives to secure a closer alignment of development, housing, local taxes and stagnant or declining populations tend to falter. They lose momentum and investment. infrastructure. That’s why we’ve included two ideas – a London Infrastructure Fund and Growth creates pressure for improved public services, educational standards and Transport Investment Zones in our proposals. infrastructure - to the benefit of the many - not just the few. And we know that historical attempts to restrain London have not worked. They have had the dual effect of damaging Quality of life the city and not benefiting the rest of the country. With as much as four fifths of London’s growth coming from natural population change (more births coupled with Londoners A city that is growing provides its citizens with many benefits. But it generates wealth living longer), growth looks locked in for the foreseeable future. At the same time London and prosperity beyond its administrative boundaries. It would be naive to think that growth is fuelling population growth to the rest of the UK. But the population “apple” tends not is without risks and costs. Chronically, an overcrowded and congested London would not to fall far from the tree; most of those who leave London move to the South East. As a be popular with citizens nor city leaders. We have therefore come up with a number of result the two are becoming increasingly intertwined. After London, the rest of the South measures designed to provide opportunities to develop and reinvigorate attractive places East is the second most rapidly growing region in the UK. That’s why we’ve included in our suburban town centres. By integrating walking and cycling into how we measure ideas to improve governance and collaboration between London and its sister authorities accessibility for housing developments, the boroughs could provide additional housing more quickly and efficiently. In creating streets for walking in a green London, we lighten - South of England and London Super Region. the city’s footprint and ensure Londoners have more healthy daily routines. Up in the sky, Drones for London (DfL) could also help ease the squeeze back on the ground. DfL could Competitiveness offer public service providers a cost effective means by which to use drones to maximum Urban areas are judged across a range of criteria by individuals and employers looking public benefit. to live, work, study and invest. Competitiveness is not just about efficiency and value for money. Our New Night Life initiative is all about giving Londoners access to more Environmental enhancement of a 24 hour economy. The Night Tube will - very soon - help to deliver this. Carefully Finally, in a world with an ever changing climate, it is crucial to focus on measures that managed, commercial and cultural activities and events will be able to thrive into the will ensure London is more resilient to extreme weather events. A national park which later evening hours. That in turn will boost employment, growth and the attractiveness takes parts of London’s Green Belt allows the city government to improve the quality and of entertainment in London and put it in a similar league to other world cities. access to vital green and open space. Previously underutilised land could be released to Meanwhile in the virtual world, with our Digital Office for London idea, we think the Mayor enhance Londoners’ overall quality of life. Our London Blue Grid water management idea can help to further enhance the quality and attractiveness of London’s digital would provide a long term plan for reducing surface water and flood risk; whilst Driving infrastructure and encourage more efficient delivery of public services in the city. down corporate carbon emissions involves including carbon management in procurement criteria for public sector contracts. Lastly on a slightly more prosaic level, our proposals for an Electric bus battery switch scheme could help to reduce roadside emissions and Self-governance help deliver other environmental goals. Alongside growth, we are witnessing a transformation in how Britain’s public services are organised, delivered and paid for. Whitehall has learned that one size fits all policies We hope that our ideas will help to stimulate the debate as to how London for transport, housing, education and even health creates delivery risk and is often should grow, develop and meet the needs of its citizens and that you will inefficient. Such an approach cannot hope to meet citizens’ rising and different needs enjoy reading, debating and discussing them. and expectations. Londoners and indeed voters across the UK have demonstrated their Arup in London

In our mission to shape a better world we must shape better cities; we must shape a better London. Since our creation in London 70 years ago, Arup has embodied the city’s spirit and has been at the heart of its development. It is the location of Ove Arup’s first project, the penguin pool at London Zoo, and remains our global headquarters and home to over 2,000 staff. Our aim is to enable London’s boroughs, urban communities, infrastructure providers, developers and investors to determine a better future rather than simply react to external pressures placed upon them. Arup does not presume to know better. We recognise that London faces unique challenges, but with our reach, our depth of knowledge and our unique collaborative approach we aim to combine our experience of what works with local understanding of the issues to create innovative opportunities. Beyond this, we also offer ourselves as brokers of the vital relationships between citizens, city governments and investors. Our commitment is to be a: partner to city activists trusted advisor to the Mayor, the Greater London Authority and local boroughs confidante to developers and investors promoter of transformative infrastructure

supporter of local communities, businesses and NGOs Long term visions

The impact of prevailing growth in London and accommodating additional population and employment will create immense economic, as well as social, challenges and pressures. London will falter if it fails to respond.

Creative, innovative thinking will be required by the Mayor to ensure that the opportunities presented by population growth are seized.

We have compiled three strategic programmes that the Mayor should investigate to safeguard prosperity for London and its eight million plus residents.

V I P Like our idea, let us know Ideas for London’s Next Mayor New Heart for London’s Town Centres

˜1 London’s opportunity socio-economic potential of places such as Croydon and Wembley and tackling Post-war development has been focussed underperformance in others. The vision in London’s central activity zone. During should place residential-fuelled development this period London moved away from its at its heart. This is not only a direct solution polycentric village origins to a monocentric to London’s housing problem, but a radial city. Strategically this has enabled significant opportunity for a new strategic London to compete globally and attract role for town centres. people and employers to the city. Town centres need to be well connected. As London’s population moves towards Good public transport accessibility will 9m there is a chronic shortage of affordable be key. This means not just continuing housing and there are signs that the cost to improve London’s inbound radial of employment space is stifling growth. connectivity, but unlocking potential With London’s population predicted to through improved orbital and intra-centric grow to as much as 13 million by 2050. links; connecting each town centre to New solutions need to be explored. the next. High quality public space will Revitalising, intensifying and reimagining be critical. Good quality public realm and the city’s polycentric origins hold part of open spaces catalyse investment, boosting the key. commercial activity and improving health 3 The Mayor’s role ˜ and wellbeing. ˜2 The big Idea A visionary Mayor establishes a new The Mayor should be empowered to Creating new hearts to new town centres future for London. This ensures the city introduce new fiscal tools to incentivise We need to move away from viewing will provide the quality of life London’s continues to reimagine and reinvent development and provide targeted London as just the central activity zone. millennial generation and older residents itself in response to the challenges funding to support priority projects. We need to take greater account of rightly expect. and opportunities that it faces. London’s town centres. They provide the a great opportunity to stimulate growth and The Mayor can use executive bodies develop attractive new places for people The Mayor’s leadership on planning, such as Transport for London to deliver to live, work and play. regeneration and transport enables new strategic transport infrastructure him or her to develop a holistic and where it is required. The role of the town centre has shifted integrated strategy for London’s future almost entirely from administrative function including the potential role of London’s The Mayor should use delivery powers to serving as a ‘living room’ for its catchment town centres. and mayoral development corporations area, where shopping and leisure, learning to fast-track the development process. and living have become dominant features. Beyond providing leadership and vision, Millennials are shaping the world to suit their the Mayor holds the necessary planning, needs and lifestyles, and their influence fiscal and delivery tools to realise his is changing how London functions. or her aspirations. This includes using In response, we need to create a new the London Plan and other strategy vision for outer London; maximising the documents to set out a clear vision. V I P Like our idea, let us know Ideas for London’s Next Mayor South of England and London Super Region

˜1 London’s opportunity term sustainable development. It could work on integrating policies for the London is intrinsically connected to the Green Belt, housing delivery, economic counties and districts that surround development, transport, environment it and vice versa. Every day around a and waste. By bringing local authorities million individuals travel across the GLA together, such an approach could provide administrative boundary for work. Around a forum for developing ideas and policies 800,000 commute into London from other around larger, boundary-crossing projects, parts of the country and the remainder such as major rail schemes. Creation of a – some 200,000 Londoners “reverse” collaborative “super region” infrastructure commute to outside of the city. plan could help local government develop a Because of its close economic ties with the more co-ordinated, sustainable approach to rest of southern England, London’s housing, economic growth, homes and employment transport and employment pressures are and a higher quality of life for residents. felt well beyond the city’s boundaries. As The grouping could bring together the a result we think that there is a need to statutory government bodies in a non- find ways for more effective closer working binding forum. This would allow for around strategic decision-making at a coordinated planning, cocommissioning “super-region” level. This would involve and more formal types of cooperation more co-ordination between the GLA, ˜3 The Mayor’s role as and when they are needed. Crucially, counties and some unitary authorities. the group could help to identify the The Mayor is key to unlocking the opportunities for working, planning and potential for a South of England and 2 The big idea ˜ investing together more efficiently, for London Super Region. Infrastructure schemes - such as major the benefit of London and the wider rail projects and increases in aviation southern region. As population and employment continue capacity - have regional implications. to grow, the Mayor will need to work Determining where major housing growth Increased collaboration and formalisation ever more closely with leaders of the takes place can have widespread effects. of partnerships would help to drive the long counties and unitary authorities in the And the cumulative impact of many small term economic growth of not only southern south of the country to co-ordinate decisions by individual authorities can have England and London but the UK as a whole. policies and deliver the region’s impacts well beyond local administrative Closer working and collective decision infrastructure requirements. boundaries. By coordinating strategy and making on matters that affect both London communicating plans effectively, London and the wider south would allow authorities and its neighbours could achieve better to deliver policies to meet the strategic Ultimately, the Mayor and other leaders outcomes and do so more efficiently. needs of the region. Infrastructure and in the south could take on more local development plans could be developed control and investment in infrastructure A strategic entity could be developed at and published on a five or ten year basis that has a strong regional dimension. a level where there could be debate and with annual updates. development of policies to secure long

V I P Like our idea, let us know Ideas for London’s Next Mayor A New National Park for London

˜1 London’s opportunity It would also highlight areas that should be protected, added to and enhanced so as The Green Belt is one of London’s greatest to create a regional and national amenity. assets...or is it? With confusion and emotion attached to current Green Belt debates, it is A newly created management body time to reevaluate its purpose and reinforce would work with landowners to introduce its value as an asset to the city. and maintain rights of way. This would provide improved access, recreational We should not focus on the role it has opportunities and connect the Green Belt played, we need to start thinking about the into the city it surrounds. The management role it can now play and the opportunity body would ensure that this process could that it presents in helping solve London’s be completed in a way that does not evolving housing crisis. undermine the economic contribution of land in the Green Belt. ˜2 The Big Idea Picture a green lung surrounding London, connecting into the city and providing recreational space for all. Imagine the improved quality of life, and the value to health and wellbeing that this would bring. ˜3 The Mayor’s Role There is a perception that the Green Belt already provides this. The reality is arguably As London’s most senior executive The proposal would need significant quite different. A significant proportion of official, the Mayor should lead these financial backing, and the Mayor London’s Green Belt falls on poor quality discussions. A proposal would require will need to show intent in being land that remains in private ownership consultation with, and support from prepared to use funding to bring benefitting neither those in London, nor London’s neighbouring authorities, the forward investment in infrastructure, those in neighbouring authorities. UK Government and the UK Association enhancement and development of We believe that by making London’s Green of National Park Authorities. the land that is released. Belt a National Park we can maximise its contribution to its surrounding areas. In The Mayor would need to work closely registering the Green Belt as a National with his or her staff and stakeholders to Park, we can still control the extent to which consider the infrastructure required to development can take place, but critically, link released land back into London and we can simultaneously create a new to those authorities outside of the park. instrument to improve access to invaluable green open space. Creating a National Park would provide the opportunity to strategically evaluate the Green Belt, and identify appropriate areas of land that can be released. V I P Policy ideas for the Mayor of London

What could the next Mayor and London Assembly do to make London a better city for residents, business or visitors?

London’s Mayor is elected for a term of four years. We asked our planning teams for policy ideas for the next London Mayor.

The ideas are designed to be deliverable within the first mayoral term. Click on each idea to find out more.

Active transport to London Drones A Digital Office Walking in a unlock housing density Blue Grid for London for London green London

Driving down corporate London Electric bus battery New Transport carbon emissions Infrastructure Fund switch scheme night life Investment Zones

V I P Like our idea, let us know Active transport to unlock housing density

˜1 London’s opportunity increased social activity will enhance mental health in the community. The London Plan limits housing density • A safe community. Where natural activity across London based on Public Transport Accessibility Level (PTAL). By shifting and busier streetscapes provide security the focus from ‘transport accessibility’ to more akin to central London. ‘active transport’, the next Mayor of London Delivery timeframe can improve accessibility across London, Revisions to the London Plan are already in enabling a higher density of development progress. Arup understands that Transport and unlocking new housing supply. for London is conducting research into enhancing the PTAL system. These two ˜2 The big idea workstreams can be brought together with The next Mayor of London can develop a focus on active transport to immediately a system covering active transport to enable greater housing density subject to complement the current PTAL system. active transport accessibility. Active Transport Accessibility Level (ATAL) considers the quality of walking and cycling Funding infrastructure along routes to transport Active transport infrastructure is more cost-efficient than that required for public centres. If areas with a low PTAL were ˜3 The Mayor’s role transformed to a high ATAL we estimate transport. Active transport infrastructure housing density could be increased by could be supported and delivered through 1.5m Work with Transport for London to develop more than 50%. This would have a positive contributions from the private sector. homes will be the ATAL tool; it will be essential to ensure impact on housing supply. Investments in walking infrastructure have required in London that the quality of the infrastructure is sufficient health and air quality benefits valued at by 2050 to make it accessible to all. In addition to enabling additional housing close to twice the cost of construction. supply, a community built around active transport will enjoy benefits including: Evidence Develop the London Plan to allow for high Research from the University of Cambridge 70% density housing in areas with good ATAL. • A strong local economy. People on foot has suggested that a 20 minute walk and on bikes often spend more money increase in public each day could be enough to reduce an Commission a pilot on publically owned land locally and provide a catalyst transport capacity individual’s risk of early death. Just a to test the concept. for regeneration. modest increase in physical activity could is required by 2050 • A socialable community. Social have significant health benefits and reduce Designate ATAL Opportunity Areas in London engagement between residents will the strain on public health services. and work with developers and house builders increase as a consequence of increased 50% to realise the potential of these sites. time spent in safe, high quality public of London currently spaces, creating desirable places to live. has low public • A healthy community. Active transport leads to better physical health, and the transport accessibility combination of physical activity and

V I P Like our idea, let us know

London Blue Grid

˜1 London’s opportunity each year for 25 years resulting in a 50% reduction in flows by 2040. The London Sustainable Drainage Action Plan 2015 arguably identifies solutions that The strategy would generate numerous are functional rather than multifunctional, environmental benefits including a reduced and reactive not proactive. flood risk, improved water quality, improved liveability and increased biodiversity. The London and the Mayor have the opportunity social benefits include enhanced recreation to establish one action group to develop opportunities, a greater connection to nature, a proactive, multi-functional approach new public realm, opportunities for play to water management which would have and revitalised neighbourhoods. Economic enormous environmental, socio-economic benefits would be seen through flood and political benefits. resilience, and the potential increase in land and property value. ˜2 The big idea Building on existing arrangements, establish Delivery timeframe a GLA initiative to spearhead an integrated Similar to the London Sustainable Drainage multifunctional approach to London’s blue Action Plan 2015, the strategy should have infrastructure. This should develop a plan an initial phase of 25 years with a series of 5-year goals. Quick wins include: provision for the proactive implementation of adaptive ˜3 The Mayor’s role measures to counteract flooding through: of strategic guidance through the London 0 Blue Grid; establishment of WIDs and of London’s 40 rivers Enable the GLA to spearhead an integrated 1. Policy and strategy - Establish the detailed water management plans; delivery are classified ‘good’ multifunctional approach to develop London’s London Blue Grid to strategically of exemplar drainage projects. water quality blue infrastructure with the three main strategies. manage blue infrastructure. Funding 2. Localised management - Create New developments, upgrades to public Establish a London Blue Grid to promote blue ‘Water Improvement Districts’ (WIDs) realm, or river restoration projects should all infrastructure and provide strategic guidance for each of the seven London drain By 2031 on sustainable drainage. incorporate sustainable drainage as part of an additional 600,000 groupings with detailed project plans, a wider, multi-functional green infrastructure investments, incentives for success homes will increase network. There will be opportunities for Create and support WIDs for each of the seven and charges for failure. cost saving through reduced infrastructure pressure on drainage drain London groupings and encourage them to 3. London’s lost rivers - Create Trusts connections to mains drainage, grey water systems develop local, detailed water management plans. for each Thames tributary and hidden recycling and flood resilience. tributary, and develop catalyst projects Evidence Establish Trusts for each tributary and hidden for the initiative. The Copenhagen Cloudburst management By 2050 tributaries within Greater London. Through a fully integrated proactive plan 2012 demonstrates sustainable there will be a 7.7% approach, double the size of the London rainwater management through the chance each year that sustainable drainage action plan with a multifunctional use of public space for London’s drainage new aim of achieving a 2% reduction in water attenuation. The plan has a cost of will be overcome surface water flows into the sewer network DKK 3.8bn; a flood event in 2011 caused through a rainstorm. damage worth DKK 6bn. V I P Like our idea, let us know Drones for London

˜1 London’s opportunity • New job creation and indirect economic stimulus. The urban fabric of London is under • Technological leadership and innovation constant stress. A growing population is demanding more from our public services for London. than ever before. This happens at a time • Improved outcomes for the general when city budgets are stretched and public through better quality services. shrinking. It’s time to “call in the drones”, The use of drones for public services is leverage London’s tech sector, deliver inevitable. London should lead the uptake savings to public services, and capture the and reduce the risk of a future where it burgeoning market for smart aerial vehicles. has less control and has to outsource similar services. ˜2 The big idea Delivery timeframe Drones for London (DfL), a publically- The setting up of an Office for Drones and owned fleet of nimble, recognisable, scoping of operations would take place in multipurpose London drones (Unmanned year one; platform development and service Aerial Vehicles) operating on behalf of piloting would be completed in year two. London’s vital public services. With the right level of support, London The Mayor’s Drone Launchpad is an Drones could be expected to take to the ˜3 The Mayor’s role innovation hub, drone control, maintenance, skies in 2018. and repair centre. The launchpad enables £7m Champion the principles and potential of the spent on the Air Support DfL operators to provide numerous cost and Funding Launchpad to senior public service decision time-saving services to public departments. An initial investment of up to £1m would Unit of the Metropolitan makers and regulators, raising awareness, be needed to cover set-up costs. A phased Police in 2013 acceptance and ensuring future take up. Based on a common chassis and modular expansion in operations could see the This will guarentee that the full potential of service packs, London drones would be scheme operating profitably within four the opportunity is realised. designed for multiple functions and would years, returning funds to the city and other A 2 hour Met Police be flexible to daily operational needs. public services. The department would be helicopter flight Endorse the Launchpad’s role in the wider For instance an advanced search and self-financing, raising revenues by charging costs up to rescue assistant one day, an air quality £300 - £2000 per flight depending on economy of London. measurement device the next. the function. £1,700 The Mayor can also be expected to champion Benefits to London Evidence the scheme’s benefits nationally and The London Drone platform would offer Private drones are already performing By 2024 the global civil internationally, helping deliver the maximum a costed service for frontline services as exciting functions, including notably for aerial drone market economic return and promoting London as well as other public or approved public entertainment. Their potential for public is expected to hit an international technology leader. interest bodies. Potential benefits include: service is enormous, Delft Technical • A wide range of cost savings through University in the Netherlands has already offering services to public sector bodies demonstrated the utility of “ambulance US$3bn without the funds to cover overheads drones” to react to medical emergencies. for such a service themselves. V I P Like our idea, let us know A Digital Office for London

˜1 London’s opportunity Connect data within the GLA and incentivise other organisations to share Digital technology provides a major their data to create a clearer digital picture opportunity to support the Greater London Authority (GLA) in responding to many of the of London. This is not about data for data’s diverse challenges that London faces. It can sake – it will be driven by opportunities to improve the quality and efficiency of public improve services for Londoners. services, create opportunities for employment, • Digital responsibility: Address the social and strengthen the relationship between and ethical issues brought about by digital the GLA and London’s citizens. The GLA’s technology in London. Represent Londoners’ Smart London Board has already outlined needs regarding digital literacy, data privacy its priorities in a Smart London Plan which and security. Support public authorities provides the foundation for London to become with the procurement of technology and a world class digital city. With London’s Smart develop ‘digital planning guidelines’ to City market estimated to be worth £8.8bn in ensure developers provide connectivity 2020, what else could be done to ensure that and data to support place making. the city is best placed to take advantage of Delivery timeframe this major opportunity? The Digital Office could be established by ˜2 The big Idea the Mayor within months. The work of the ˜3 The Mayor’s role Mayoral candidates have announced that Office should be ongoing throughout the 200,000 they will appoint a Chief Digital Officer (CDO) Mayoral term and beyond. The GLA’s recently people are employed The Mayor will need to articulate the opportunities if they are elected, following other cities published ‘Data Strategy’ as well as the in jobs primarily related that digital technology can enable for London such as New York, Boston and Singapore. work of the Smart London Board provide to digital technology and describe how the Digital Office will work to Arup believes the Mayor could go beyond the building blocks for this Office. in London pursue these. installing an individual and create a dedicated Funding department, a Digital Office for London. The The Government Digital Services team within He or she will need to define the outcomes that Office would embed digital technology in the the Cabinet Office saved the UK government the Office will achieve, allocate a budget and key operations and culture of the GLA, supporting £1.7 billion in 2015. This highlights the scale 265m performance indicators, and appoint a CDO to departments and public agencies to deliver of savings that could be delivered by a Digital journeys on public create and lead the Office. even better public services for London. It Office in London; savings which can support transport have been could have three main functions: the financing of the Office. made using contactless The CDO will need to act as a spokesperson, • Digital economy: Support the Evidence payment cards champion and coordinator of the GLA’s digital development of London’s digital economy, Cities including New York, Boston, San activities to drive cultural change, steer the working in collaboration with organisations Francisco and Singapore have established Office’s activities, and attract investment. As The Mayor has committed including London & Partners, Tech City UK, offices for digital technology with a Chief well as understanding London’s infrastructure investors and “incubators”, to help remove Digital Officer or Chief Technology Officer. and economy, the candidate must be digitally barriers to growth, such as digital skill The Mayor of Rio de Janeiro is setting an £730K fluent, and should understand both public and shortages, lack of affordable office space, example in how digital technology can to local projects private sector concerns. and connectivity issues. increase citizen engagement and renew proposed through a local government legitimacy. • Digital Services: Drive digital innovation crowd-funding platform within the GLA and among the boroughs. V I P

Like our idea, let us know Walking in a green London

˜1 London’s opportunity Walking in a green London will contribute to various strategic elements that shape The next Mayor of London can improve modern and functional cities. The outcomes health, air quality and congestion by include: focusing on walking – with safe, attractive streets planned for people, reflecting the • shaping city life: diversity of uses, city’s character, stimulating the senses, improved health, safety and wellbeing improving the economy and unlocking areas • resilience: higher density housing for housing by increasing active accessibility. development through systems such as our Active Transport Accessibility Level idea ˜2 The big idea • climate ready: reducing carbon emissions Creating streets that prioritise people, and • seizing growth opportunities: improved an environment that encourages more access to local shopping, strengthened visitors and more people to walk, improving local economies and communities the health of Londoners, the city’s economy • regeneration: town centre renewal and and the attractiveness of the city. areas with defined character Walking is the simplest mode of transport, • hosting major events. part of almost every journey, accessible to Delivery timeframe all and with great benefits. These include The next Mayor can make an immediate ˜3 The Mayor’s role benefits to physical and mental health, impact through a series of ‘quick win’ 9,000+ A “Walking Mayor” could make London the environmental, housing and economic solutions: encouraging the de-cluttering people die annually walking capital of the world. The Mayor could improvements for Londoners. of streets, installing green infrastructure, from air pollution put in place a number of immediate measures Measures could include: introducing solar paths in parks, creating to facilitate a better walking environment for programmes that incentivise walking for • streetscapes that promote walking Londoners. Londoners and visitors, including Walk • putting walking first through key London events. pedestrianisation projects 2.6m car trips every day Immediate measures that could be employed • green infrastructure to improve air Funding by the Mayor include street de-cluttering, quality and create new visually Proposed £1 a week per Londoner, are shorter than 2km pedestrianising key streets, creating walking appealing sensory areas approximately £450m a year – about three superways to improve public transport • defined areas of interest as attractive times the investment for cycling – as 21% of connections, and publicising walking connectivity destinations trips are done by walking and 2% by bicycle. between London’s parks. • planning policies to encourage a range 44% Evidence of uses and promote small businesses. of adults don’t achieve Excellent examples across the world minimum levels of The Mayor could host a Walk London event involving the closure of streets in different areas demonstrate how improvements in walking physical activity can support better cities; New York, of the capital. This event will highlight walking as Barcelona, Copenhagen and Zurich have an alternative approach to mobility in London. introduced measures to enhance walking, with corresponding socio-economic benefits for people and reductions in car use. V I P Like our idea, let us know Driving down corporate carbon emissions

˜1 London’s opportunity businesses, then 6500 businesses would be encompassed in the policy. London’s Mayor can only directly influence emissions from the public sector estate and Delivery timeframe public transport systems in London. A review and investigation into a change in procurement rules can be made relatively By amending the Greater London Authority quickly. Consultation with public and private (GLA) procurement process for goods and sector stakeholders, and reviews against services, the Mayor has a major opportunity UK and European legislation could probably to extend his or her influence. be concluded within a year. The new rules In doing so, the Mayor could influence could be scheduled for introduction during the carbon strategies of thousands of year two. companies both in London and across Funding the city’s supply chain. A consultation and feasibility study would require investment from the Mayor but ˜2 The big idea could be completed for under £100,000. The Mayor should set a GLA policy that all Over the longer term, the measure would procurements – of goods, services or works be included within the standard GLA – must include scoring criteria on bidders’ procurement processes resulting in no 3 The Mayor’s role corporate carbon management plans and additional operational cost. ˜ corporate carbon emissions performance, £6bn+ The Mayor has the authority to help adjust at pre-qualification and full tender stages. Evidence spent in procured Procurement criteria have been used to London’s procurement protocols to include In reducing the scores of bidders for goods and services drive behavioural change in companies corporate carbon performance. non-compliance, firms will be required to in relation to health & safety, financial by the GLA in 2014-2015 ensure a robust carbon plan is put in place probity, ethical behaviour, equalities and The new Mayor could immediately commission a if they are to win contracts from the GLA. the environment. Standards and guidance consultation led by the GLA’s Head of Legal and Through this approach, corporate carbon on sustainable procurement exist (such as Procurement to investigate legislative options. management planning and performance WRAP guidance or ISO 20400); these focus Over 1300 become explicit business differentiators. suppliers involved on the products and services. Sustainability This will encourage companies to invest in 2014-15 The consultation for the process can be sponsored indices also exist and have long been used time and resource into reducing their by the Mayor and involve a Deputy Mayor for by the public and private sector to promote carbon footprint. Environment and Energy. The consultation corporate social responsibility. GLA procurement of would proactively involve engagement with The GLA Group spent around £6bn on goods and services representatives from the private sector. procured goods and services from over involved companies 1300 separate companies and organisations As a champion of the idea, the Mayor can use in 2014-15. If GLA procurement accounts with an estimated his profile to promote the idea and highlight the for, on average, 10 percent of suppliers’ social, economic and environmental benefits. income, £60bn in corporate income is £60bn+ affected directly by the GLA. If each in total turnover procurement were to involve five competing V I P Like our idea, let us know London Infrastructure Fund

˜1 London’s opportunity infrastructure projects which benefit London as a whole—whether that is unlocking new London’s competitiveness relies heavily on housing sites, supporting walking and the quality and quantity of its infrastructure cycling infrastructure, or providing new provision. Historical underinvestment has green spaces. left London at a disadvantage when compared to many OECD rivals. Delivery timeframe In order for London to retain its competitive The fund could be set up with initial pump- advantage and meet its quality of life priming from the public sector, and be objectives, major and sustained investment operational within a 1-3 year timeframe. in infrastructure is required. Prior to full business rate retention, the fund could operate within the partial ˜2 The big idea rates retention system and use the interim The recent London Infrastructure Plan has period to scale up operations and prioritise identified significant funding gaps between projects. The fund should be ready to run infrastructure required to 2050 and public at full funding from 2020. sector funds available. At the same time, Funding London is growing at an unprecedented We estimate that the scale of capacity pace, and there is no long term funding required could initially be delivered with By 2050 the population ˜3 The Mayor’s role vehicle to meet the city’s long term needs. a team of 5 to 10 staff and grow with of London could exceed The Mayor will play a central role in making the Our proposal is for a ring-fenced London ramp-up of the Fund. political and strategic case for the Infrastructure Infrastructure Fund, which raises funding in Fund both to central government and to the part from increases in business rate revenue, Evidence 13m wider public. “windfall” gains from public sector land The business rates levy which supported disposal and further devolved taxes (such the funding of Crossrail and the Council The cost of London’s as stamp duty or motoring). These could Tax levy which helped fund the Olympic infrastructure until 2050 The Mayor should look to set up a team be aligned with pension and life insurance games demonstrates the efficiency and could exceed within the GLA to provide initial capacity and funds to invest in London’s long term effectiveness of pooling these funds to capability to scope out the fund’s activities, infrastructure requirements. The fund either fund directly or finance borrowing for arrange strategic partnerships and lead on would provide both capital and revenue projects that provide London-wide benefits. £1.3 trillion fund development. Central government funding to support the planning, and There is likely to be strong demand for support will be essential to ensuring the design stages of projects as well. investment to fund infrastructure from success of this project. private institutions. For example, in the Recognising that London is ‘one economy’, United States, the municipal bond market 80% the London Infrastructure Fund will share is worth an estimated $3.7 trillion. of required infrastructure the costs and benefits of London’s growth. spend is projected to be This Fund could carry on the council tax in housing and transport levy which helped fund the Olympic Games and is due to expire in 2016. A 1% addition to council tax, could be used to fund V I P Like our idea, let us know Electric bus battery switch scheme

˜1 London’s opportunity “grid balancing” activities via infrastructure that connects them to the national power Electric buses provide an “off-the-shelf” network. This could provide increased solution to combat the growing concern capacity to the wider system helping to ease in London over vehicle emissions and air the shocks and stresses brought about by pollution levels. London’s first electric high and variable demands on the grid. bus arrived in 2013. In 2015 there were 51 electric buses operating across the As London’s fleet of electric buses expands, network. Battery taxis are on their way. so does the scale of this opportunity. Battery switching can help to tackle environmental Yet London is facing challenges to meet challenges whilst helping to ensure security growing energy demand. Currently 40% of supply. of the city’s substations are under stress, and demand for energy across the capital Delivery timeframe could increase by 20% before 2050. A 5-year roll out period would include a As London continues to invest in electric 1 to 2 year pilot programme. This could vehicles, could an integrated and innovative be situated on routes where benefits to approach to electric buses provide the national grid and Londoners would environmental benefits whilst delivering be maximised. Following a successful pilot, the scheme could then be extended increased resilience to the national grid? 3 The Mayor’s role across London in line with a roll out of ˜ electric buses. ˜2 The big idea 540,000t Electric buses currently represent less than CO2 are produced 0.01% of London’s 9,000 strong fleet, the Mayor Global investment in research and Funding annually by London can continue to support investment in electric development has secured rapid Electric buses are clean, quiet and relatively buses buses on London’s streets. advancement in electric buses and straightforward to maintain. Based on the batteries that power them. This has whole life cost, electric buses are now resulted in increased confidence in demonstrating value versus other options. It costs As a champion for the battery switch scheme, electric buses and de-risking of battery By providing additional capacity, and the Mayor could work with TfL to develop weight, size and range. Concerns over delivering energy back into the national grid, the procurement structures and charging charge time remain. a not insignificant financial return could be 70% infrastructure to support the programme. generated if this benefit can be captured. less to fuel electric Could London work with existing suppliers buses than diesel buses The Mayor can use TfL’s bus contracting to design buses that allow their batteries Evidence framework to secure the introduction of to be switched out quickly and smoothly The annual revenue for all utility scale battery electric vehicles in a way that is financially without disrupting operations? This could application is expected to increase to sustainable and that manages technical risks take place at optimum points on the network US$18bn in 2023. The price of batteries 40% and challenges appropriately. This approach and could ensure that operations are not has decreased by 75% in the last 10 years of London’s electrical has already been used to deploy hybrid buses penalised by the time it takes to charge and is projected to continue decreasing substations are bus batteries. onto London’s roads. quickly. This favours multiple batteries currently under stress At each switch location, those batteries per bus. not in operational use could perform V I P Like our idea, let us know New Night Life

˜1 London’s opportunity Piccadilly and Victoria Lines, it will be one of the best connected places in London. It is no secret, London is running out of space. Spiralling rents threaten to Proximity to the West End – London’s drive entrepreneurs out of the city, small theatres, a large majority of which reside businesses risk being priced out of their in the West End and a short walk from workspace, and independent retailers are Oxford Street, brought in over £600m in often making way for national chains. tickets sales in 2015. London risks losing the edge that makes Iconic location – an established retail it an attractive and unique destination. location, a popular retail destination with With the launch of the Night Tube, the high value tenants during the day, but mayor has a transformational opportunity the street space is underutilised at night. to support the night economy and secure Delivery timeframe an invaluable platform upon which London’s In the new Mayor’s first term, a programme creative entertainment sectors can thrive. of night time activities could be planned on Oxford Street to tie in with the Night 2 The big idea ˜ Tube. A localised programme of events The Mayor needs an integrated night time can then be rolled out around the Night strategy to use the Tube network as a city Tube’s extensive network of stations The Night Tube is ˜3 The Mayor’s role wide asset to drive a new night time econo- in the Mayor’s second year. expected to boost my across the capital. This would promote London’s economy by Promote a night time strategy using the city local economies and innovation - places Funding wide asset of the night tube network as a catalyst. that are well used during daytime and early For markets and events, funding could be provided through fees which are typically evening, but underutilised at night, become £360m Work with TfL, property owners and companies accessible. This can provide more low cost levied by councils to recoup management costs. If any additional capital funding is to identify places that are well used in the space to entrepreneurs and businesses, Night bus usage in daytime and early evening hours but that are fostering innovation and creativity. required, NNL projects could be crowd- funded through a continuation of the Mayor’s London has risen by underutilised at night. It would also create vibrant community Civic Crowdfunding Programme. Business places - night markets, sports, exhibitions, Improvement Districts could also support 170% Encourage new uses and programmes to utilise performances, pop up restaurants could be NNL projects in their areas. since the year 2000 the space around stations creating more low cost possible with localised programmes based space to foster innovation and position London around the extensive and catalytic network Evidence as a leading creative city. of existing stations. The Lumiere light festival attracted tens of Night time economy thousands. Business owners said trade was A night market on Oxford Street would accounts for Create a position of a ‘Night Mayor’ to manage up over 10%, and footfall over 25% on the pilot and demonstrate the opportunity. the transformation and also be a public figure same time last year. New night time activities The benefits of initially using Oxford to promote the new night time economy. are becoming increasingly popular globally 8% Street include: of UK employment including night food and shopping markets Connectivity – with the introduction of the (Melbourne), White Night festival (Paris) and (Night Time Industries Night Tube on the Central, Jubilee, Northern, Museum nights (Amsterdam). Association) V I P Like our idea, let us know Transport Investment Zones

˜1 London’s opportunity land value capture mechanism could be designed. Fiscal constraints coupled with a chronic UK housing shortage have created a more Delivery timeframe challenging and complex policy landscape Delivery of a Transport Investment Zone for financing infrastructure in London. requires coordination between the Mayor, boroughs and Government. The next Government investment in infrastructure Mayor could establish the first Transport including railways and stations is under Investment Zone in his or her first term pressure to demonstrate value for money. as a pilot. There is a focus on benefits such as unlocking land for housing, providing Funding for employment growth and boosting Establishing a pilot TIZ will require public productivity. resources and staff to manage the process. The potential public benefits from value Heightened demand for housing within a capture and additional development would time of constrained public funds creates far outweigh the management costs. an opportunity to realise the government’s housing growth ambitions and/or generate Evidence financial resources to supplement public Business Rate Supplements (Crossrail 1), investment in infrastructure. Roof Tax (Milton Keynes), s.106 (Jubilee London’s population is ˜3 The Mayor’s role Line Extension) and TIF (Northern Line growing by more than The Mayor should develop a London model that ˜2 The big idea Extension) all capture value increases would allow for the land value uplift beyond driven by transport investment. We believe that fiscal and planning 100,000 station boundaries to be captured. This could be incentives can be realigned and operated each year used to finance improvements. together to achieve specific aims within special zones around railway stations. House prices have risen It is critical to be for the primary purpose of Crossrail has led to significant localised by as much as Transport Investment Zones to be clear. For upsurges in market investment and rental instance is it to deliver housing? Or to generate values. These have occured ahead of funding for further infrastructure improvement? construction and completion of station 73% works. along the Crossrail route in a two year period, five Resources are needed from the Mayor in partnership with boroughs and the private sector, Transport Investment Zones could be years before completion designed specifically to take early advantage to achieve focus on delivering housing and of this effect. Within a defined impact zone infrastructure outcomes. around a station, a dedicated team can provide support for planning authorities 1.5m The Mayor’s model should aim to address and developers to accelerate planning and homes will be opportunities and constraints with respect to benefit contributions. Special planning required in London governance, accountability, replicable, and crucially measures could be introduced to maximise by 2050 “bankability” from an investment perspective. expected benefits, and a Hong Kong style V I P

Arup and the last Mayor 2008 - 2016 Leadenhall The Tottenham Physical Development Framework Since Boris Johnson took office on the 4th May 2008, Building Arup has been at the heart of many of the city’s most prominent projects in the built environment.

• Arup has worked on 3,754 individual projects London 2012 London Infrastructure in London since 4th May 2008. Olympic Games Plan 2050 • We have been able to call upon 2,693 staff in our global head office in London to support our projects here. Programme Delivery • We have used global expertise from our Thames Dashboard for Tideway Tunnel 92 global offices across 40 countries to Croydon Council support our London projects.

Decentralised Energy King’s Cross for London Station

Crown Estate Crossrail Ecology Masterplan

Guys Hospital Tower London Refurbishment Power Tunnels

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Leadenhall Building The Tottenham Physical Development Framework Engineering an icon of London’s contemporary skyline Supporting the socio-economic and physical regeneration of Haringey

At Located in the heart of the City of London, the Arup was appointed by Haringey Council and 46-storey Leadenhall Building is an unashamedly The £430m the Mayor of London to prepare the Tottenham 224m ambitious exercise in architectural engineering. new stadium for Investment Framework and Regeneration Strategy following the London riots of 2011. provides the highest It features an innovative external steel-braced Tottenham Hotspur offices in the city megaframe which wraps around the internal tapering a catalyst for Using the proximity of the new Spurs stadium to of London shape – an asymmetric profile which presented developments stimulate wider benefits, the ambition is to drive complex challenges for our structural engineers. growth and attract investment. Our planners were required to balance the demands and diversification With 85% assembled off site, this project has of housing, increasing dwelling numbers and 46 achieved unprecedented levels of pre-fabrication 10,000 storeys tall mix without losing Tottenham’s socially driven for a high rise structure in the UK. new homes created by the framework housing character. Arup provided structural and building services Working with a diverse local consortium, we engineering, vertical transportation, acoustics, listened closely to community aspirations. 85% lighting and security design services for this of the building was This will boost visibility and bring back a sense landmark building, now popularly known to 3,700 assembled offsite of pride to local neighbourhoods. Londoners as ‘The Cheesegrater’. Tottenham residents were included in consultation V I P

London 2012 Olympic Games London Infrastructure Plan 2050 Securing a sustainable legacy for east London Preparing London for growth to 2050

Arup played a central role in delivering infrastructure By 2050 the population London is growing at its fastest rate in modern history. 1,500 and venues for the London 2012 Olympic and of London could exceed As a core enabler of growth, optimal and increased Arup staff worked Paralympic Games, as well as transforming the south investment in infrastructure is critical. park site for development. together to deliver a 13m Arup was enlisted to work with the GLA to provide fully integrated, holistic From 2005, we provided engineering design, an assessment of the costs associated with approach to design consultancy and economic advice in and around The cost of London’s London’s long-term infrastructure requirements, the Olympic Park site and continue to work with infrastructure needs and to provide recommendations on how this The Olympic Park key stakeholders to secure a sustainable legacy to 2050 exceeds infrastructure development could be funded. for London. covers an area totally Arup highlighted funding sources and provided Highlights for the firm include the design of first class £1.3 trillion recommendations ranging from efficiency savings 500 acres sporting venues: the Aquatics Centre, Eton Manor to maximising revenues from increased fiscal and the Handball Arena, as well as the Athletes Village Arup identified devolution. This enabled the GLA to deliver their The Olympic Park is the and the engineering of the ArcelorMittal Orbit, Britain’s that housing and London Infrastructure Plan 2050. Strategically largest urban park to biggest structural artwork. transport represents London is now ahead of the game. The city is prepared for growth. be built in Europe for 80% 150 years of the investment V I P

Programme Delivery Dashboard for Croydon Council Thames Tideway Tunnel Powering Croydon’s transformation as a place to live, learn, work and visit The first substantial upgrade of London’s sewer system since 1865

More than Croydon Council is embarking on an Olympic- The tunnel will support The Thames Tideway Tunnel will ensure that London’s scale programme of development, with one major London’s population sewer system is fit to support its projected population 160 difference: it’s not on a blank canvas of land. In just for the next for at least the next 100 years, and will tackle the construction projects five years, more than 160 construction projects will issue of untreated sewage discharges that currently will transform Croydon transform Croydon as a place to live, learn, work 100 years enter the River Thames on a regular basis. in the next five years and visit, providing a completely new town centre. The new tunnel will be the biggest infrastructure Arup responded to Croydon’s challenge of planning Completion is project ever undertaken by the UK water industry. Plans include how to deliver the programme while keeping Croydon scheduled for Mobilisation work for the ‘West’ section begun in moving with a tailor-made, web-based dashboard September last year with completion scheduled 3000 that defines the programme, engages and reassures 2022 for 2022. stakeholders and provides a strategic roadmap. new homes Arup and Atkins have been appointed by BMB It promises to radically transform how regeneration in a joint venture as part of the team charged schemes are planned and delivered in the future. The west section of the 25km tunnel with delivering the West section of the Thames 2m sqft is valued at Tideway Tunnel. of new retail and leisure facilities will £416m be created V I P

Decentralised Energy for London King’s Cross Station Low carbon energy to power a sustainable future for London Redefining, reshaping and creating value in a rejuvenated King’s Cross

This €3.3m programme, 90% of which was funded The sympathetic redevelopment of King’s Cross €3.3m by the European Investment Bank supports the 40m station has turned an unloved, historic rail terminus programme for Mayor of London’s commitment to deliver 25% of passengers use King’s into a dynamic transport hub and a destination in decentralised energy London’s energy supply through decentralised Cross each year its own right. energy by 2025. The £400m restoration and redevelopment was Arup was appointed by the Mayor of London in announced in 2005. From the earliest stages, 2011 to provide technical, financial and commercial £400m Arup was at the heart of the design process for 90% redevelopment was funded by assistance to London Boroughs to develop and this ambitious project. completed and the the European bring decentralised energy (DE) projects to market. station concourse The core challenge for the project team was Investment Bank By July 2015, our work has delivered ten projects opened in 2012 threading the requirements of a modern mainline to the market with a combined value of £93m. The station seamlessly into the historic Grade I-listed Legacy pipeline of programme’s legacy pipeline of opportunities for structure, whilst keeping one of the busiest opportunities for further DE projects is now worth in excess of £200m. Arup’s work opened stations in London running safely and smoothly. Decentralised energy up the front of the The redevelopment’s sweeping new space now in excess of station as the original opened in 2012 and now provides a fitting architect intended in gateway to London. £200m 1852 V I P

Crown Estate Ecology Masterplan Crossrail Designing a green spine at the heart of central London Increasing rail capacity as a key enabler of London’s growth

The masterplan will Arup is working with The Crown Estate to establish Crossrail is Europe’s biggest underground civil ensure a significant a green corridor across its London portfolio. The Up to 24tph engineering project. The project, which connects area of green space in masterplan prepares an innovative guide to the (trains per hour) will Reading and Heathrow in the west to Shenfield and the corridor every installation of valuable green infrastructure travel in each direction Abbeywood in the east will increase central London’s throughout The Crown Estate’s London portfolio. through the central rail capacity by 10%. 100m Benefits will include enhanced biodiversity, underground section Arup with Atkins in a joint venture won the largest improved air quality, reduced heat island effect, design package for the project, which included 2 increased storm water retention and a more the detailed design for the twin bored tunnels, 1,500m visually attractive environment. and Tottenham Court Road Crossrail station. of green space will 42km The Crown Estate and Arup are now looking to of bored tunnels have Arup has had significant design input into six of be created by the been constructed under end of 2016 create a partnership with other Estate-holders to the ten new stations and has provided the extend the approach across London’s West End. the centre of London project with numerous specialist services such This ensures that The Crown Estate takes a long as acoustic and fire engineering, archaeology, 2 term approach to integrating green infrastructure Crossrail due to and sustainability consultancy. 10,000m in new and existing developments. of green space will be open in created by 2025 2018 V I P

Guys Hospital Tower Refurbishment London Power Tunnels Breathing life back into the world’s tallest hospital building Securing London’s access to renewable energy generation

Guy’s and St Thomas’ NHS Foundation Trust selected Involves The £1bn London Power Tunnels ensure National The £40m Arup in 2008 as a one-stop multidisciplinary team, Grid will be able to provide the power infrastructure refurbishment was together with sub-consultants Penoyre & Prasad 32km to enable growth in London as well as securing completed in 2 years architects, to deliver its vision for rejuvenating of tunnels stretching access to future renewable energy generation. Guy’s Tower. across London A total of 32km of tunnels are being constructed Arup’s Project Management group assembled a deep below the road network. The project represents team of experienced consultants and designers the single biggest upgrade of transmission systems The 148m The power tunnels are from across the firm, providing the extensive range since the 1960s. high building is the dug at a depth of up to of services required to deliver the project, including tallest hospital building Arup has been involved in the project since 2009 focused access to specialist technical expertise in the world and has provided Programme and Project when it was required. 60m Management throughout. This is as well as a This refurbishment programme was successfully number of specialist services including but not Work involved The tunnels will house delivered while the building continued to function limited to procurement support, health and safety installing two cables, the largest as one of the UK’s busiest hospitals. support, information management. 5000m2 180km of glazing units in length

V I P About Arup

Arup is the creative force at the heart of many of the world’s most prominent projects in the built environment and across industry. We offer a broad range of professional services that combine to make a real difference to our clients and the communities in which we work. We are truly global. In 92 offices across 40 countries our 12,000 planners, designers, engineers and consultants deliver innovative projects across the world with creativity and passion.

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