Appendix 1a - Housing: Overview

What are the benefits we're pursuing for Londoners?

1) More Londoners have access to good quality homes that meet their needs and that they can afford.

2) Londoners renting privately will get a better deal and be protected from criminal landlords.

3) The scourge of homelessness will be tackled and all rough sleepers will be offered a route off the streets.

Governance and risk Targets and objectives Timescales Spend

A AGG 

Updates Highlights and progress Affordable homes (and land) - To the end of December, 33,767 affordable housing starts had been recorded against the Mayor's target of 116,000 housing starts by March 2022. The Mayor's new Building Council Homes for Londoners programme is now in delivery and the first units (121) are captured in this figure. Allocations are in place for about 107,000 affordable homes against the overall target; this is good progress with over three years left to add starts. - A planning application was submitted to LB Newham for 5,000 homes on land owned by the GLA and joint venture partners Keystone. Rogue Landlord and Agents Checker (RLAC) - Media coverage by the Guardian, in which it contrasted the Checker favourably with the Government's national database, led to higher than expected visits to the RLAC; there have been 74,600 clicks since this metric began to be tracked (ie. over the 2018 calendar year). Homelessness - No Second Night Out (NSNO) floating assessment hubs took place in Newham, Lambeth and Hackney in Q3 with further hubs planned for Westminster, Southwark and Camden in Q4. Performance for Q3 was that 81% of those accessing the hubs were provided accommodation and 73% exited rough sleeping. - All Housing Justice staff are recruited and an additional 68 bed spaces were made available by the end of Q3, with a further 66 to be available from Q4 through the Equipping Shelter fund. - All boroughs have signed up to the new Severe Weather Emergency Provision protocol, including the 'in for good' principle.

Top risks and issues There is a risk that… faced Brexit negatively impacts on housing delivery, including by limiting the workforce, H restricting flows of materials and on the wider housing market

Department of Health and Social Care funding for Care and Support Specialised Housing from 2018/19 to 2020/21 is not all used because it is paid annually in H arrears only for the amounts that are spent in that year and is front-loaded

Despite more people being helped by Mayoral services, due to the increased flow of new and returning individuals to rough sleeping the public are unaware of the effectiveness of Mayoral strategies and services and this negatively impacts on the H GLA's reputation Further market slowdown or a downturn in turn further restricts new housing H supply in London and GLA affordable housing and land projects Issues The number of EU-national rough sleepers is increasing, and the lack of options for this group limits the progress we can make in reducing the numbers on the H streets Uncertainty - largely as a result of Brexit - is impacting on investment decisions by organisations and individuals. Without a positive resolution soon, this will have a H direct impact on future housing supply Actions Completed/Due in Q3 Action Comp? Revised Homelessness: Launch the new Enabling Assessment Service London Y mental health project Homelessness: Winter shelter coordinators in place Y Homelessness: Launch winter shelter small grants programme Y Homelessness: Launch winter rough sleeping campaign Y Homelessness: Start works on the NSNO hub and staging post in Y Lewisham RLAC: Work with press and communications colleagues to increase NQ4 awareness and use of the Checker Due in Q4 Action Original Revised Land: Release loan payment for Barking Riverside Q4 Affordable Homes: Homes for Londoners board discussion of potential Q4 Brexit impacts and collective action that could be taken Affordable Homes: Logging of significant numbers of starts of affordable homes (to exceed the target of 14,000 starts of affordable Q4 homes in 2018/19) Homelessness: Recruit consultant for rough sleeping mental health Q4 project

Summaries

4 3 15 Targets Projects Deliverables

Year-end Forecast v Budget

Cap £731.8m of £513.1m

There is revenue slippage on the Royal Docks and Housing Zones, while the capital position shows significant brought forward spend as a result of the Affordable Housing Finance programme. Rev £18.9m of £22.1m

50% 70% 90% 110% 130% 150% Performance indicators

Number of genuinely affordable homes started in London (to start building 116,000 affordable homes

PI-1 between 2015 and 2022) Past Years' Most Recent Cumulative 2018/19 2019/20 Data next End Target On track? Data Data Performance Target Target due 27,701 6,066 33,767 14,000 17,000 - 23,000 116,000 A Q4 April 2015 - April - December April 2015 - April 2018 - April 2019 - April 2015 - March 2018 2018 December 2018 March 2019 March 2020 March 2022 

Notes

- The Mayor has secured £4.82bn from the Government for at least 116,000 affordable home starts between April 2015 and March 2022. - 'Genuinely affordable' is defined in the draft London Housing Strategy. There are three types of such homes: i) low cost rented homes, allocated according to need to Londoners on low incomes; ii) intermediate rented homes for Londoners on middle incomes; and iii) affordable home ownership aimed at Londoners who cannot afford to buy on the open market. The target is to start on site to build 116,000 affordable homes between April 2015 and the end of March 2022. - The number of starts from previous years from the current programme is 27,701 (7,231 in 2015-16; 7,915 in 2016-17 and 12,555 2017-18). - 'Start on site' means the occurrence of all of the following: a) the building contract has been entered into; b) the building contractor has taken possession of the site; and c) the start on site works have commenced.

Commentary

- To the end of December (and since April 2015), 33,767 affordable housing starts had been recorded against the Mayor's target of 116,000 housing starts by March 2022. We expect to meet this year's target, achieving in excess of 14,000 further starts. - Additional funding to deliver affordable homes by 2022 was announced over the course of the summer, increasing allocations against the target. - Allocations for the Building Council Homes for Londoners programme were made in October for 14,724 homes to 2022. Allocations for almost 10,000 additional affordable homes and six new Strategic Partners were announced in November. Allocations are now in place for about 107,000 affordable homes of the 116,000 target. - We are working with housing providers to increase starts in 2019/20, 20/21 and 21/22. Meetings with major partners are continuing with a review of any interventions needed to increase their programmes. - We have entered into an Memorandum Of Understanding with the Department of Health and Social Care extending the timeframe for the Care and Support programme to (starts by) 31 March 2021, with a budget of up to £31m in 2018/19 and up to £24m in each of the two subsequent years. - The indicator has been rated amber as delivery against the full target is challenging, particularly in relation to the volumes expected in in the final two years of the programme. Commentary Notes for thefirsttime(onlyoverall10,000targetwasincludedinQ2report). remainder inFebruary2019.Anindicativeprofileofdeliveryagainstthe10,000,forthisandnextyear,ispresented here - ThefirstcontractforBuildingCouncilHomesLondonershasnowbeensigned,withafocusoncompleting the timeframes fordelivery,theover-programmingwillassistinaimtoachievethischallengingtarget. up intocontractualcommitments.Whilesomeattritiontotheprogrammemayoccur,particularlyinrelation to the October 2018theMayorannouncedfundingallocationsforover14,000newaffordablehomes.Thesewillnow beworked - Biddingfortheprogrammeclosedon30September2018withgreatambitionshownbyLondon'scouncils. On23 further supporttotheboroughshavenowbeenreceivedandtheseareundergoingassessmentnow. expertise tohelpcouncilswithspecificprojectissues.BidsfortheGLA'sHomebuildingCapacityFund,setup toprovide the amberrating.AreaTeamsareworkingcloselywithboroughstoaddressdeliveryissuesandprovidesupport and - Thistargetrepresentsanapproximatefive-foldincreasecomparedtorecentdelivery,soisextremelychallenginghence the sameasforwiderAffordableHomesProgramme. grants/project managementsystem)willbereportedagainstthe10,000CouncilHomestarget.Thedefinitionof'start'is - AllhomesstartedbycouncilsbetweenOctober2018andMarch2022recordedonGLAOPS(theGLA's Buy replacementhomes. Londoners' programme.Oneofthekeyobjectivesprogrammeistobuildatleast10,000newcouncilandRight -The Mayorissupportingcouncilstobuildanewgenerationofcouncilhomesthroughhis'BuildingCouncilHomesfor

Past Years' PI-4 Data 10,000 CouncilHomestarget / 2 2 5 2,500 250 121 121 N/A December 2018 Most Recent October - Data December 2018 Performance Cumulative October - October 2018- March 2019 2018/19 Target 31 March2020 1 April2019- 2019/20 Target October 2018- n agtOntrack? End Target March 2022 10,000 New A Data next due Q4 Commentary Notes Mayoral servicescontinueto performwellandareincontactwithmoreclientsthan previously. Commentary recent dataiscumulativetotheendofmost quarter. - Apersoniscountedashavingexitedroughsleeping iftheyarenotseenroughsleepingagainduringtheyear.Themost Routes Home;Nighttransportoutreach;SafeConnections; andEntrenchedRoughSleepersSocialImpactBond. Within thescopeofthisPIareallGLA-commissioned front lineservices:LondonStreetRescue;NoSecondNightOut; - DataiscollectedfromtheCombinedHomelessnessAnd InformationNetwork(CHAIN),whichtheGLAcommissions. Notes spike inclicks.Butunlessthisisreplicatedthenextfewmonths,thereaslightrisk2018/19targetwill notbehi which theGuardiancontrastedCheckerfavourablywithGovernment'snationaldatabase,generated asignificant prioritised. Nevertheless,unexpected(externallydriven)mediacoverageoftheCheckerreceivedinlateOctober 2018,in basis thattherewouldbeadditionalpromotionalactivityduringtheyear.Otherhousingissueshave,however, been The targetof70,000clicksbyendMarch2019wassetbasedontheChecker'sperformanceasatquarter 1andonthe expectation ofsubstantialpromotionalactivityduringtheyear. of thecheckeritself.Thistargethasnowbeenprofiledannually,withahigherfigurefor2018/19toreflect signing upaheadoftimetabletousethechecker.InQ1itwasthereforeproposedthatthisbechangedmeasureusage Londoners livingintheprivaterentedsectorcoveredbychecker,wassignificantlyexceededwithLondonboroughs - TheoriginalperformanceindicatorfortheRogueLandlordandLettingAgentChecker(RLAC),whichmeasured against landlordsoperatingacrossboroughboundariesandhelptenantsavoidcriminalagents. sector. Thedatabasewillalsoenableimprovedinformationsharingbetweenboroughs,whichsupportenforcement - TheMayorhasestablishedadatabasetonameandshamecriminallandlordsagentsoperatingintheprivaterented Past Years' March 2018 Past Years' March 2018 April 2017- PI-3 Jan 2018- PI-2 21,100 Data Data sleeping Percentage ofindividualsbeingsupportedbyMayoralprogrammesandserviceswho,asaresult,exit rough Number ofclicksonindividualrecordstheMayor’sroguelandlordandlettingagentchecker 87% December 2019 December 2018 Most Recent Most Recent October - October - 06053,500 20,600 Data Data 2 0 5 TBCend18/19 85% 90% 92% April -December April -December Performance Performance Cumulative Cumulative 2018 2018 March 2019 March 2019 April 2018- April 2018- 2018/19 2018/19 Target Target 0002,0 120,000 28,900 70,000 March 2020 April 2019- 2019/20 2019/20 Target Target / N/A N/A Not relevant End Target End Target March 2020 Jan 2018- On track? On track?   A G Data next Data next due due Q4 Q4 t. Deliverables

Provide seven No Second Night Out floating assessment hubs across London D-1 Deliver by Success measures when?

- 60 per cent of rough sleepers accessing the hubs are provided with accommodation. March 2019 - 70 per cent those provided with accommodation exit rough sleeping (not seen rough sleeping again during the year).

Phase? On track? Commentary G - No Second Night Out (NSNO) floating assessment hubs took place in Newham, Lambeth and Hackney in Q3, with further hubs planned for Westminster, Newham and Camden in Q4. Delivery - In Q2, 88% of those accessing the hub were provided accommodation and 92% exited  rough sleeping. Performance for Q3 was that 81% of those accessing the hubs were provided with accommodation and 73% exited rough sleeping.

Deliver an increase in winter shelter options for those rough sleeping in London D-2

Deliver by Success measures when? - Recruit staff team in Housing Justice and launch the Equipping shelters fund. - Additional bed spaces through the Winter Churches Night Shelter fund. March 2019 - All councils sign up to new Severe Weather Emergency Provision (SWEP) protocol including the 'in for good' principle.

Phase? On track?

G - All of the new winter night shelter co-ordinators at Housing Justice are recruited and an additional 68 bed spaces were available by the end of Q3, with a further 66 funded and to Delivery come on line in Q4 through the Equipping Shelter fund.  - All councils have signed up to the new SWEP protocol, including the 'in for good' principle. hs?O rc?Commentary Ontrack? Phase? March 2019 Deliver by Delivery

when? D-3 March 2019 Deliver publicrealmimprovementsandaneventsactivationprogrammeintheRoyalDocksby - Measurementofvisitorandfootfalllevels - Secureahigh-profileplatformatkeyindustryandtradeeventsbyMarch2019 - ProduceasuiteofhighqualitydigitalandprintedoutputstopromotetheRoyalDocksbyMarch2019 2019 - EnablingworkstocreateuseableeventandcommunityspaceintheareaadjacentCrystalbuildingbyMarch - CompleteutilityenablingworkstotheV22meanwhileusesiteonSilvertownbyJanuary2019 January 2019 - ThamesEstuaryProductionCorridor(TEPC)–consultancycommissionedbyRoyalDocks,GLACulture,SELEP - DeliveryofPublicArtprogrammepilot(previouslyPlacemaking)byMarch2019 For Q4: - Launchthenewonlineplatform,socialmediachannelsandbrandstrategyforRoyalDocksbyJanuary2019 in thearea - RebrandtheexistingRoyalDockswebsiteandsocialmediachannelsininterimtopromoteactivitiesevents - LaunchthewinteractivationprogrammebyDecember - HosttheNewhamcommunityfireworksdisplayinNovember2018atSilvertownQuayssite - DelivertheDockBeachandsummeractivationprogrammeinJulyAugust2018 - DelivertheLondonFestivalofArchitecture(LFA)EventinJune2018 As reportedatQ2forQ3: Success measures  G assist thePlaceStrategy. spatial analysisframeworkhasbeencompleted.Theprojectcannowprogresstophase2 - Thescopeandtimescalesoftheearlycapitalprogrammearebeingrefined.Phase1 works willbeunveiledattheendofMarch2019. deliver artworksacrossfoursites.Arobustconsultationphasehasbeencompleted.Art appointed anartisttoconsultstakeholdersandthelocalcommunity,thendevelop - UPProjectshavebeenappointedtomanageaninitialPublicArtProgramme. Having completedtheapprovalsprocessinearlyJanuary2019,projectsarenowunderway. - TheRoyalDocksteamareprogressingwellwithprojectdeliveryacrossallworkstrands. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- Planning permission has been achieved for the key planning applications (including the Site- wide Infrastructure Scheme), which provide for the next ten years of infrastructure works and five years of housing delivery. - Delivery of the Main Energy Centre has slipped significantly due to issues with the Joint Venture Energy Services Company (ESCo) failing. Barking Riverside Limited (BRL) has established an interim strategy to deal with this, and has agreed a route to a full solution and is working through H&L1 Barking Riverside A GAGGthe steps to achieve this. - The senior and junior loan agreements for the Barking Rail Extension loans have been agreed and signed. TfL has signed and sealed the Main Works Contract for the Barking Rail Extension. The successful contractor is Morgan Sindall Volker Fitzpatrick – Joint Venture. - The GLA has approved a £10m infrastructure contingency for BRL. - BRL has agreed detailed Heads of Terms with Homes England to secure £56m funding. This is to partly fund new homes and partly to accelerate delivery.

- This programme is funded by the Department of Health and Social Care (DHSC). A new Memorandum Of Understanding with DHSC from 1 April 2018 extended the timeframe for the programme by three years, to starts by 31 March 2021, and increased the overall budget by up to £36m to up to £111m. Funding is paid annually in arrears with no scope for underspend to be carried forward. There is a risk of underspend in 2018/19, but we are lobbying DHSC for greater Care and Support H&L2 A ARARflexibility across years. We are also engaging with specialist housing providers to generate more Programme bids. - This project is rated amber because of the lack of cross-year flexibility in the funding and the fact that the protracted period of uncertainty over the future funding of housing costs (which ended in August 2017) negatively impacted providers' appetite to develop supported housing which will take some time to reverse.

- This project is rated green as the Checker is being well-used by borough partners and generating positive media coverage for the Mayor; noting there is a slight risk the overall KPI for number of clicks this year will not be met due to the fact that the previously anticipated promotional activity is unlikely to happen (hence that particular target is amber). Rogue Landlord and H&L3 AAGG- At present there is a small budget underspend, but we are planning to spend this in the current Agent Checker G financial year on software improvements to the Checker systems and processes. - The same long-standing risks of a legal challenge apply. However, these are considerably diminished by both changes in Government policy and the fact that the GLA has already successfully repelled legal challenges. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The total budget is £30m: £15m from the GLA and £15m from DHSC. The DHSC funding was spent by 31 March 2018. GLA funding is available for starts by March 2021. - This project is rated amber because the protracted period of uncertainty over the future funding Homelessness Change H&L4 AAAAof housing costs (which ended in August 2017) negatively impacted providers' appetite to and Platform for Life A develop supported housing and this will take some time to reverse. In addition, very limited (and diminishing) revenue funding from local authorities for support makes this provision of new supported accommodation very challenge.

- The target is to start on site to build 116,000 affordable homes from April 2015 to end of March 2022. The teams have completed the start of year review of affordable housing delivery and it is forecast the target of 14,000 affordable housing starts in 2018/19 will be exceeded. - Delivery of the overall target is challenging and teams continue to work with housing providers Homes for Londoners: to increase supply and the launch of the funding addendum to the main Affordable Homes 2016- H&L5 2016-21 affordable A AAAG21 programme, extending starts to 2022, alongside the Building Council Homes for Londoners homes programmes, will go some way to increasing supply within the period. - This target includes significantly higher planned delivery than previous years; and with the programme due to achieve significantly higher volumes of start on site in future years. - The programme has been rated amber as delivery against the full target is challenging, particularly in relation to the volumes expected in in the final two years of the programme.

Seaside & Country Homes lettings are ahead of target for the year, due to implementation of a Housing Mobility (Seaside multi-pronged action plan. Housing Moves lets remain well below target, however, due to a lack H&L6 & Country Homes, A AAAAof properties being contributed by landlords. The restructure of the team is complete and new Housing Moves) team members started in mid-December. A programme of re-engagement with social landlords is being devised and will be implemented from the new year.

Following the internal review of the Housing Zone programme in September 2017 a streamlined number of interventions were taken forward to contract by the end of March 2018. The H&L7 Housing Zones G GAGAprogramme now in contract is being taken forward and teams are currently reviewing interventions with boroughs, any adjustments will be considered by the Housing Zones Steering Group. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

Mayoral rough sleeping services continue to perform well against targets and are working Pan-London rough effectively with more clients than previously. However, the number of rough sleepers in London H&L8 GAGG sleeping services G continues to rise, with an increase in the flow of new rough sleepers and those returning back to rough sleeping after previously being helped by services to exit.

- Development on the peninsula is progressing well but there are concerns over maintaining the level of delivery over the next few years. - During Q3, the GLA and Knight Dragon progressed delivery of a mini-masterplan on the site of the proposed film studios and attended pre-app discussions with Royal Borough of Greenwich and H&L9 Greenwich Peninsula R AAA A GLA planners. - P5K is progressing well and aims to complete in Summer 2019. Enabling works continue to progress for Design District while legals are completed. The all through school has also now opened. (P5K is the actual project name and is akin to New York's High line.)

- Funds totalling £736m have been made available to the GLA to support land-led projects. To date H&L has established a pipeline of 27 projects requiring funding of over £1bn. - In 2017/18, the GLA completed the purchase of St Ann's Hospital and to the end of Q3 2018/19 had entered two Loan Agreements with Anthology to facilitate the purchase of the Marshgate Lane and Woodlands and Masters House sites. These site acquisitions will support Homes for Londoners H&L10 AAAAdelivery of 1,400 homes in total. Land Fund A - By the end of Q4 it is envisaged that two further Loan Agreements will be entered into to support delivery of a further 3,100 homes across seven sites in London. - The programme is rated amber due to the relatively short timeframe within which officers are working to complete due diligence and the outstanding loan agreements within Q4. If completed, the programme will be ahead of the baseline expenditure profile going into 2019/20. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

This programme comprises over 20 land projects, all of which are currently delivering homes or are forecast to in the next few years. Most of the projects are on track, but there are some significant milestones to be achieved in the next 12 months, as reflected in the amber rating, as follows: - Lewisham Gateway – The Section 106 agreement has now been signed by all parties. The GLA and LB Lewisham are in discussions with the developer for plot drawdown and guarantee for phase 2. The expected planning committee date is February 2019. - Kidbrooke – The station is set to open in autumn 2019. Berkeley is reviewing the transition from Land and Property: phase 3 to 5 and will be submitting a new planning application in spring 2019, which may deliver H&L11 AAAA Balance of portfolio A 200-300 additional units at 35% affordable. - The Stephenson Street (3,800 homes) development agreement is due to go unconditional by financial year end. - Blackwall Reach – A bulk sale to private rental sector investor approach has been approved for phase 2 market sale units and marketing is underway. Options for phase 4 continue to be explored. - Manor Road – A planning application was submitted in December 2018. Commercial leases are in the process of being extended until end of 2019 to cover the period ahead of start of onsite.

The first phase of Royal Albert Dock is on site and will complete in March. The construction phase has been managed successfully. There continue to be some concerns about the level of lettings achieved across the 600,000sqft of phase one and the situation has not been helped by the H&L12 Royal Albert Dock A AAAGcontinuing delay to the opening of the Elizabeth Line, which will drastically improve connectivity to the site - hence the shift to an amber rating. The Royal Docks Team are working closely with the ABP team to provide support across a range of areas. Proposals for phase two are being reviewed to reflect the challenges of phase one. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

The Royal Docks Team is currently working on the three project briefs for the Overall Place, Culture & Placemaking and Economy Strategies. This is an important focus for the team, along with initiating project delivery for year 1, as it will help to shape the purpose and nature of the Royal Docks public spaces and water, cultural and events programming and creating a business eco-system. The process will involve engagement with stakeholders and the local community at Royal Docks Enterprise H&L13 GGGAvarious stages as part of an iterative strategy and design process. The intention is to appoint Zone G consultants and deliver these three strategies at the same time to ensure that community consultation and engagement is effectively streamlined and co-ordinated across all the various stakeholder and partner organisations in the Royal Docks. This will enable the consultant teams to work collaboratively while developing the strategies. The team expect to have appointed consultants by February 2019.

The Change of Control at The Silvertown Partnership (TSP) in mid-2018 has brought Lendlease Silvertown Quays and Starwood onto the project and they are now preparing a reserved matters planning H&L14 (incorporating the A AAAAapplication for phase 1 under the existing outline consent. Separately there has been a legal Millennium Mills budget) challenge to the GLA's decision to allow the change of control and this is subject to a court process. The outcome of the court process could potentially delay the project significantly.

- The Community Housing Fund launched in January 2019, following Mayoral approval that same month. This makes available £30m capital funding, £4.2m revenue funding to support development proposals at advanced stages and £3.8m revenue funding devolved to the CLH H&L15 Community-led Housing A GAAGLondon Hub for revenue bids and to enhance Hub’s role until 2023. - The project is rated amber because of risks pertaining to the administration of revenue funding by the Hub, and because of the reduced certainty that funding allocations result in starts on site due to the sector's lack of track record on delivery. Mitigations are in place for each risk. Appendix 1b - Air Quality: Overview What are the benefits we're pursuing for Londoners?

For London, by 2050, to have the best air quality of any comparable major world city, which protects human 1) health and minimises inequality – especially at priority locations like schools.

Empower London and its communities, particularly the most vulnerable and those in priority air quality locations, 2) to reduce their exposure to poor air quality.

3) By 2050, London’s entire transport system will be zero emission.

How well are we doing?

Governance and risk Targets and deliverablesTimescales Spend

GAAG   

Updates Progress commentary The latest trend analysis of London-wide nitrogen dioxide levels from 2017 show the monthly average concentrations of NO2 at roadside sites have fallen 20% from January 2017 to December 2018. While this is encouraging, we know there are still many sites in London with annual and hourly averages above the legal limit including at hundreds of schools. This is not captured in the monthly average dataset. The Ultra Low Emission Zone coming into effect on the 8 April 2019 will be essential in bringing concentrations at these sites down. Highlights in Q3 include: - Launching five more Low Emission Bus Zones - seven of the planned 12 zones are now complete. All 12 will be completed, ahead of schedule, by the end of this year. - Announcing a £23m scrappage scheme for diesel vans operated by micro businesses, to support them to switch to cleaner vehicles in time for ULEZ. The Mayor is calling on the Government to match GLA funding. - Announcing a new package of proposed measures to tackle taxi emissions and support drivers switching to new zero emission capable taxis, including: an enhanced delicensing fund; support to convert Euro 5 taxis to much cleaner LPG fuel; and a consultation on a phased reduction in maximum taxi age limits for the dirtiest vehicles from 15 years to 12 years by 2022. - Following the success of the schools audit programme, the nurseries audit programme was launched by the Mayor. This will provide 20 nurseries with audits and air quality improvements. Five of these nurseries will receive air filtration systems as part of a study into the effectiveness of these systems, which will help other nurseries and organisations determine if and how they should install their own air filters. - 150 rapid charge points have been delivered in London, hitting the Mayor's target. - We received 52 applications from boroughs to the £6m Mayor's Air Quality Fund (MAQF). - Launching the largest air quality sensor network of any city.100 fixed sensors have been installed, which will be complemented by sensors taking street by street readings from two Google Streetcars. Progress on some targets and deliverables has been slower than hoped (such as providing school audit grants, the take up of ZEC taxis and progress with one of the five Low Emission Neighbourhoods) - hence the amber ratings for targets and deliverables and timescales. Delivery risks to the Mayor’s programme have reduced as the judicial review window for the expansion of the ULEZ has closed.

Top risks and issues There is a risk that faced Post Brexit, air quality legislation is less stringent and/or enforcement is weaker H Implementation of the ULEZ is delayed and in turn so too are air quality benefits M [Note while the impact of a delay would be high, the likelihood is low.] Issues Slow reduction in emissions from black taxis M Low ULEZ compliance rate for vans, with 3 months to go until the launch [This issue is in part being addressed by the planned Mayor's van scrappage scheme, so the L risk level has been changed from medium to low] Actions Completed/Due in Q3 Action Comp? Revised Heathrow: Prepare initial case documents for a judicial review (subject to YNov-18 the outcome of procedural hearing in the autumn) 150 rapid charging points delivered Y Due in Q4 Action Original Revised Next iteration of London Atmospheric Emissions Inventory Jan-19 Feb-19 London C40 Hyper Local Monitoring project - deployment complete Jan-19 London Local Air Quality Management framework: Start of GLA consultation with boroughs on the revision of the statutory system to Jan-19 Mar-19 make more impactful Mayor's Air Quality Fund: Support boroughs to develop applications to Jan-19 ensure appropriate bids are submitted by the 11 January deadline Heathrow: Submit skeleton arguments for court case in March 2019 Jan-19 Feb-19 Hold second air quality summit with Metro Mayors and Secretary of State Feb-19

Launch Mayor's new van scrappage scheme Feb-19 London Plan: Prepare for Examination in Public on air quality policies Mar-19 including Air Quality Positive

Summaries

3 5 4 Targets Projects Deliverables

Year-end Forecast v Budget

Cap £0.9m of £1.0m

Aside from a small underspend on the capital budget, the allocation for 2018/19 is expected to be spent. Finance Rev £1.4m of £1.4m

80% 85% 90% 95% 100% Performance indicators

The change in annual NOx emissions in London from 2013 levels, based on the London Atmospheric

PI-1 Emissions Inventory, which calculates estimated emissions Past Years' Most Recent Cumulative 2018/19 2019/20 On Track? / Data next End Target Data Data Performance Target Target Trend due 48,201.5 (refer to LAEI N/A N/A N/A N/A 40% reduction N/A for more detail) Q4 On 2013 2013 baseline baseline by end N/A 2020 Notes on PI measurement - This is the main target and will be achieved through initiatives such as the T-Charge, cleaner buses and the Ultra Low Emission Zone (ULEZ). London's atmospheric emissions inventory (LAEI) has historically been undertaken every three years. But we will now provide an emissions 'snap shot' each year to enable the better tracking of progress. The first 'snap shot' (which will provide a 2016 baseline) will be available in February 2019. The new baseline will only include 2016 data because there is a considerable time lag in collecting, modelling and validating the data needed. Details of the existing LAEI methodology can be found at: https://data.london.gov.uk/dataset/london-atmospheric-emissions-inventory-2013. -The status is N/A because we do not have any interim data at this stage and emissions are estimated every 3-years. Once the snap shot has been completed in Q4 we will, however, be able to provide a RAG status against our targets.

Commentary - New data will be available when the LAEI is updated in February 2019. However, preliminary concentration data suggests the Mayor's policies are already beginning to have an impact. Trend analysis of London-wide nitrogen dioxide levels show monthly average concentrations at roadside sites fell from 54 ug/m3 in January 2017 to 43 ug/m3 in December 2018, a reduction of 20%. This is encouraging. But we know there are still many sites in London averages above the legal limit, including at hundreds of schools. The ULEZ, coming into effect on the 8 April 2019, will be essential in bringing concentrations at these sites down to safe levels. - Good progress has been made on delivering the policies and projects that will contribute to further reducing concentrations and achieving the emissions reduction target. Recent progress includes: launching 7 of 12 Low Emission Bus Zones; announcing plans to consult on tighter taxi age limits and enhanced delicensing for taxis; rolling out a rapid charging network with 150 rapid charge points now delivered; announcing a new £23m diesel van scrappage scheme; launching the third round of the Mayor's Air Quality Fund with 52 applications received; and installing the largest network of air quality sensors of any city in the world. - The focus for the next 3 months is to ensure the smooth delivery of ULEZ. (155 pureelectric complia fleetisnowULEZ 88%ofthecentralLondon - About approximately 1,800morebu over and retrofitted havebeen buses - 3,800 of the 6,000 Euro VI standard buses are new buses, but but arenewbuses, buses - 3,800ofthe6,000EuroVIstandard programme, TfL isontr emissio inNOx a66%reduction each year.Thisrepresents 60,000 travelsapproximately saving. Giventheaveragebus - There arenow6,000EuroVIstandard the GLA. by mandated TfL,and by managed and isfunded 2018.Delivery from annually reported include performance Actions toimprove Commentary Notes 2016 baseline See TfL Audit See TfLAudit Past Years' PI-2 Reports Data The change in annual NOx emissions from London’s bus fleet from2016levels fleet bus NOxemissionsfromLondon’s inannual change The 66% reduction against March against March Most Recent and 10fuelcell). 16 baseline January 19 Data ack tomeetthe90% ses toberetrofitted. See 'mostrecent against March against March Performance Cumulative 16 baseline January 19 62% ofthetotalfleetnowmeetsEuro data' buses, comparedwiththebaselineof retrofitting old buses and purchasing new, purchasing and buses retrofitting old target byOctober2020. 0 euto 85% reduction 70% reduction By end March By endMarch 2019 against March 2016 2018/19 baseline Target ns since2016levels.Withtw km per annum, the saving is a total of 2,307 tonnes of NOx thesavingisatotalof2,307tonnesNOx annum, per km nt and there are over 165 zero emission buses inthefleet emissionbuses thereareover165zero nt and they alsoconsistofretrofi By end March By endMarch 2020 against March 2016 2019/20 baseline Target VI emissions standards. Thereare VIemissionsstandards. 1,194in2016,withanaverage8g/km By October 2020 against March against March 2016 baseline cleaner buses. Emissions data will be willbe Emissionsdata cleanerbuses. End Target reduction c. 90% o yearsremainingofthe tted buses. Sofarover2,300 buses. tted

On track?/ On  Trend G Data next due Q4 Commentary by 2020.The previousperformanceindicato astheequivalent modelling inourairquality interpreted been and thisindicator - Wehaveamended Notes revised and the RAG status updated theRAGstatusupdated and revised Giventh thehealthofLondoners. protect ensurethe - Theseactionswillhelp the dirtiestvehiclesfrom aconsul converting Euro5taxistomuchcleanerLPGfuel;and taxis emissioncapable switchingtonewzero drivers support TfLunv 2018,theMayorand - InDecember Liquified PetroleumGas.Thiswillgi Liquified emissionsau tocomplete - Itisnotpossible aligne hasthereforebeen indicator quality centreduction a65 per thattherewillbe an expectation Nitrogen Dioxide(NO2)legallimitsinLo the number ofelectrictaxisinthe flee the number attheend available be will (data annually reported be however, As at 31March 65 ZEC taxis Past Years' PI-3 Data 2018 Emission reductionfrombl December 2018 Most Recent 497 ZEC taxis September - Data 15 yearsto12by2022. December 2018 1,013 ZEC taxis Performance ack taxis licencedinLondon Cumulative ve an indication astowhether ve anindication Mayor is on track to reduce taxiemissi Mayor isontracktoreduce As at 31 accordingly (from red to amber). toamber). (fromred accordingly t, the number of older taxis delicensed an taxisdelicensed ofolder t, thenumber added newinterimtargets.The9,000zero added ndon by2025.This plantakestheMayor’s e new action plan outlined by theMayo by outlined e newactionplan d with this national air quality plan so plan with thisnationalairquality d dits on a quarterly basis asitisresource basis onaquarterly dits r wasfocusedonthis,however,theGove eiled a new package ofmeasuresbei anewpackage eiled 7% reduction in reduction 7% Yr to December Yr toDecember 2018 on2013 2018/19 emissions taxi NOx taxi NOx Target levels in NOx emissions from taxis in London by 2025.Thenewair by emissionsfromtaxisinLondon in NOx including: an enhanced delicensing fund; support towards towards support fund; delicensing anenhanced including: to a 45 per cent reduction in NOx emissionsfromthefleet inNOx centreduction toa45per tation on a phased reduction inmaximumtaxiagelimitsfor reduction tation onaphased of Q1 for the preceding year). Each quarter we can report canreport we Eachquarter year). forthepreceding of Q1 Yr to December Yr toDecember 21% reduction 2019 on2013 the Mayor’s policies areontrack. the Mayor’spolicies in taxi NOx taxiNOx in 2019/20 Emissions Target levels ons by 65%in2025(from2013levels)to ons by d the number of taxis converted touse oftaxisconverted thenumber d thatwecanmonitorthisissueclosely. ng proposed to tackle taxi emissions and totackletaxiemissionsand ng proposed emission capable taxitargethasalways emissioncapable r and TfL, the dashboard target has been targethasbeen TfL,thedashboard r and in NOx from taxi from NOx in Yr to December Yr toDecember 65% reduction 2025 on2013 fleet by 2025 intensive. Emissions reductions will, intensive.Emissionsreductions End Target strategy intoaccountanditincludes rnment hasanationalplantomeet levels On track?/ On Trend  A (including (including emissions Data next data) due Q4 Deliverables

Full implementation of the Low Emission Zone (LEZ) for highly polluting diesel machinery used on

D-1 construction sites (known as Non-Road Mobile Machinery, or NRMM)

By when? Success measures - Compliance with the NRMM LEZ monitored and measured through Mayor's Air Quality Fund (MAQF) funded officers in participating boroughs, and reported quarterly through their NRMM project updates - 100% of active machines on the register are eligible for use within the NRMM Low Emission Zone or Ongoing have a valid exemption certificate - All boroughs specifying the NRMM standards as a planning condition on all proposed applicable developments

Phase? On track? Commentary

G - A project plan has been submitted to the MAQF team for Phase 2 of the NRMM project. This time the project will span the whole of London, and it will continue to provide visits to construction sites to ensure that they are complying with the NRMM Low Emission Zone. One of the key agreed KPIs of this scheme is to reduce emissions from visited sites by 35%. - The green machines positive recognition scheme is now in phase 2 of procurement and is on track to launch in March 2019. - 99% of active machines on the register are eligible for use with the NRMM LEZ or have a valid exemption. However, this only represents sites which have registered their equipment. Overall about 30% of construction sites are currently compliant prior to any Delivery intervention/inspections. This is due to a combination of lack of powers (which we are lobbying for), the fact that boroughs need to add a condition to planning applications that  cannot be retrospectively applied to approved applications, and lack of resources to enforce. This is why we are planning to support a London-wide NRMM inspection scheme through the MAQF from April 2019. - Note the 'by when' date has been amended from December to 'ongoing': the December date referred to the release date of the specification of the Green Machines project and receipt of the project plan for the pan-London borough NRMM project. Both are complete, however, the NRMM and green machines projects are ongoing so the deadline has now been updated to reflect this. hs?O rc?Commentary track? On Phase? Commentary track? On Phase? April 2019 April 2019 - Evidence implementation plan implementation -Evidence 2019 April By when? Success measures Success when? By measures Success when? By Delivery Delivery January January

2019 D-3 D-2 emissions andexposure 10 polluted locations aretransformed into Low improvements. funding and support so that the resulting action plans areimplemented and deliver local airquality Having completed airquality audits at50of London's most polluted primary schools, provide additional - GLAofficershavemetwithall50sch counts, pollution monitoring,an counts, pollution thro asmeasured exposure, and emissions - Reduced containinga actionplans, - Deliveryagainstagreed 2019 April by LENsdelivered 5business and - 5borough   A G being assessed,toenablede the project can still be delivered, and the detailed models for the final plans are currently threehighwayauthor area spanning Junction,ar Ilford LEN, inoneborough - Delays ULEZ. with confusion toavoid 3months by to ready and prepared LENwillbe the Barbican 2019.Howeve April by completed tobe are due of anumber infrastructure, and sche alastmiledelivery streets inHackney, includ delivered, on-streetimprovements and well continuetodeliver LENs 5borough - 4of available insummer2019. willbe benefits and intotheirimpacts areport - MonitoringoftheLENsisongoingand granted anextensionuntiltheendof proj areas.One away fromthemostpolluted well asenhancingthelookofarea,plan atransformationalplanti including in place, - Deliveryofthe6BusinessLENs April 2019. toenab tonextyearinorder transferred been schools currently,andthe£10K infundingper grant theirassociated and Theseplans plans. all50schoo with held - Meetingshavebeen in 2019/20. and inMarch/April signed agreements willbe over tothefirstqu carried - £100kwillbe

d estimated emissionsreductions estimated d actions have been delivered with resulting benefits forlocalair quality withresultingbenefits delivered actionshavebeen ools and audit implementation plans areagreed plans implementation audit ools and livery inautumn/winter2019. Emission Neighbourhoods (LENs) with reduced reduced (LENs)with Emission Neighbourhoods transformational public realm transformational public continues, with a range of public realm improvements now realmimprovements continues,witharangeofpublic ities. TfL has agreed to roll over funding toensurethat torolloverfunding ities. TfLhasagreed package of different targete ofdifferent package ugh methods such as traffic, pedestrian and cycle cycle and suchastraffic,pedestrian ugh methods arter of 2019/20, as a small number ofgrant arter of2019/20,asasmall number first quarterof2019/20andfunding£76khas me, a host of electric charging and cycling me, ahostofelectricchargingand ng project under theHammersmithFlyover.As under ng project ls to develop clear and thorough implementation thoroughimplementation clearand ls todevelop ect (the Business LEN in Aldwych) has been hasbeen ect (theBusinessLENinAldwych) letters are being finalised and agreed with agreed and finalised letters arebeing ing the world's firstUltraLowEmission-only ing theworld's le this. All other projects will be completed by by completed willbe le this.Allotherprojects the funding will not be distributed untilearly distributed will notbe the funding and to schedule with many projects launched launched projects many with toschedule and school willbefully go by this date, the launch will be postponed postponed thelaunchwillbe thisdate, goby ters are placed so as to divert pedestrians pedestrians soastodivert ters areplaced r, although the Ultra Low Emission Streetin Emission r, althoughtheUltraLow e ongoing; this is a complicated project inan project e ongoing;thisisacomplicated improvements. These projects Theseprojects improvements. distributed byspring. d measures for eachzone for measures d hs?O rc?Commentary track? On Phase? Commentary track? On Phase? April 2019 April 2019 By when? measures Success when? By Delivery Delivery October

D-5 2018 D-4 the congestion charge) for vehicles which do not meet the strict ULEZemissionlimits strict the meet not do which forvehicles charge) congestion the will deteroldermore pollutingvehicles from enteri Put inplaceanUltraLowEmission systems in5nurseries(withremovalifrequir This willincludeastudyassessingthe 20nurseries, at audits quality forair funding GLA - 20 nurseries selected and delivery partner appointed partner delivery and - 20nurseriesselected - Reductioninroadtran inthezone - Levelsofvehiclecompliance levels being achieved over the first year of operation aspeople adapt to the charge. inAp willbejudged measures Thesesuccess Note: London targetfor reduction Success measures demonstrably improve air quality airquality improve demonstrably withimpl completed - 20audits   G G - The procurement process has been completed completed hasbeen process Theprocurement - sofar. with 10outofthe20nurseriesaudited anair for selected 20nurserieshavebeen - web checker tool. checker web owners of250,000non-compliantvehicles.More toincreaseawarene emails sent2.5million now activitytocoin weekofmedia also afocused totheinstallationofUL activity linked press including inQ3, continued campaigns press and marketing - Thecommunications, universities. repres and circa100campaigners by attended inthisarea.Acomm work TfLcontinuetodo hasnow plan stakeholder comprehensive - A ispushing and for micro-businesses - particularlyamongsmallbu Howe sinceQ2. hasimproved - Vancompliance sport NOxemissionsince ZoneincentralLondonbyApr ementation plan in place fordeliv inplace ementation plan feasibility of installing ed bythenurseryat sinesses -theMayorhasannounc with GLA support to deliver audit recommendations. ng thezonebychargingadailyfee (separate from central government to match this. tomatch central government ntral London,contributingtotheoverall40%by2020 ril 2020 as TfL's modelling is based on compliance compliance on isbased TfL'smodelling ril 2020as EZ boundary road signs in November. Therewas signsinNovember. road boundary EZ quality audit. The audit scheduling is underway isunderway scheduling Theaudit audit. quality cide withthe‘3monthstogo’mark.TfLhas cide unity event was held in City Hall in November, inCityHallNovember, unity eventwasheld entatives from NGOs, parent groups and and groups entatives fromNGOs,parent extensive whichcomplements adopted, been filtration systems, and ss; and sent letters through the DVLA tothe sentlettersthroughthe DVLA ss; and and a partner chosen to deliver thiswork. chosentodeliver apartner and ver, tomitigatethelo than 1.5millionpeoplehaveusedTfL's the endofpilot) il 2019.TheUltraLowEmissionZone ering localmeasureswhichwill ed a£23mscrappagescheme w van compliance rate w vancompliance installation of these Projects

PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Issues & Deliver‐ Expen‐ Project Name Time‐scales Commentary Ref RAG Risks ables diture All projects are delivering well. A request has been made to carry forward £76k to the first quarter of 2019/20 to allow ambitious public realm schemes to be fully delivered in one of the six ENV1 Air Quality Business Fund A GGG G Business Low Emission Neighbourhoods. The other 5 projects will spend all their funding by April 2019.

- The Cleaner Vehicle Checker (CVC) scheme is a web tool that will provide motorists with accurate and independent 'real-world' emissions information from new and old ULEZ-compliant cars and vans. It will help Londoners make informed choices when purchasing their next vehicle to comply with the upcoming ULEZ standards, recognising the environmental benefits of switching to zero or ultra-low emission vehicles. - Since the launch of the Newer Vehicle Checker, there have been close to 100,000 unique webpage views and we hope to see this number increase substantially once the air quality ENV2 Cleaner Vehicle Checker G GAGAmarketing campaign is launched in the spring. - Following the launch of the Newer Vehicle Checker and Cleaner Fleet Checker, the remaining £80k of the £122k budget will be used for marketing and development of the Used Vehicle Checker to provide real-world emissions information from pre-Euro 6 cars and vans. A request has been made to carry forward £60k for marketing costs into the 19/20 financial year. - It has been determined london.gov.uk is the most suitable host for the website to ensure that key timescales are met. - The project is expected to deliver as planned and outstanding issues are manageable.

- Grant agreements and implementation plans are being finalised with the school to enable the release of all of the £10K starter grants by spring. A request has been made to carry forward £100k to the first quarter of 2019/20, as a small number of grant agreements will be signed in The Mayor's School Air ENV4 AGGAMarch/April, and some funds will therefore be distributed at the start of the next financial year. Quality Audit Programme G - The launch of the GLA's School Forum took place in November 2018. The event was attended by over 40 participants. Participants expressed support for further events to share good practice, support audited schools, and encourage more schools to undertake an air quality audit.

The following outcomes have been achieved to date: 20 nurseries have been selected for an air The Mayor's Nurseries Air ENV20 G GGGquality audit; the procurement process has been completed with WSP commissioned to deliver the Quality Audit Programme G work; and the audit scheduling is underway with 10 out of the 20 nurseries audited. Appendix 1c - Future Economy & Good Growth: Overview

What are the benefits we're pursuing for Londoners?

1) London’s economy is fairer and more inclusive – for all Londoners.

London has an internationally competitive business environment - from skills to infrastructure investment - that 2) supports sustainable growth, trade and investment.

3) London’s high growth sectors support its position as a global leader in innovation and creativity.

Good Growth: All Londoners can participate, shape and share in the benefits of change and growth in their local 4) communities

How well are we doing?

Governance and risk Targets and objectivesTimescales Spend

GGGA   

Updates Highlights and progress - LEAP funded programmes: Delivery is on track. Some £30m has been awarded to 33 Good Growth Fund projects. There were 34 applications to round 2, stage 1 of the Skills for Londoners Capital Fund (SfLCF); 29 will proceed to stage 2 (9 for Mayor's Construction Academy; 20 for Skills Capital). Stage 2 was launched in December and projects are expected to enter into grant from May onwards. SfLCF has spent £41.5, to date and will commit another £82m in April 2019. Through Crowdfund London, the Mayor will pledge £590k to 26 community campaigns across 19 boroughs. LEAP funded programmes reached the Government's Q3 2018/19 Local Growth Fund spend target spend, with £21.3m spent against a target of £20.7m. Government have now released the next tranche of LGF (£35m). Spend is, however, behind an earlier internal profile set in March 2018 for some complex capital projects. - Economic Development: The Mayor's final Economic Development Strategy was published in November. Plans for developing London's forthcoming Industrial Strategy (including timelines, overall structure and engagement plans) were endorsed by the LEAP in December. - Brexit: The Mayor published a migration plan that calls upon the Government to recognise the benefits of immigration, and seeks to take appropriate measures to qualify freedom of movement post-Brexit. He also published an independent economic analysis that highlighted the risks to London and the UK of different Brexit scenarios. - Markets: The 'Tomorrow’s Market' project is on track to go live in February with the launch of an application process for the new cohort of traders. Preparations continue for the International Public Markets conference, with the development of market locations, speakers, workshops themes and visits. A sponsorship strategy has been agreed and a conference organiser appointed. The London Markets Board met in December. - Infrastructure: The GLA has secured funding of £2.87m to establish a new Infrastructure and Development Coordination Team (IDCT). The initial phase of development has begun on Version 3.0 of the London Infrastructure Mapping Application to go live in February with new features and improvements. - Apprenticeships: The Mayor announced funding for the programme at Skills London in November 2018. A preliminary employer engagement phase of the London Progression Collaboration (the first of the three pilots) is underway. The other two pilots are set to be put out to tender in March 2019 and will be delivered until 2022. - Adult Education Budget (AEB): The Mayor signed the AEB MoU and delegation letter in January 2019 (countersigned by representatives at the Department for Education). The GLA received confirmation of the London AEB allocation - £306m - on 31 January 2019. The closing date for tenders for the procured element of the AEB was in December 2018. Skills & Employment Unit Officers will be evaluating bids January-February 2019. The programme is on track to begin allocating funding to procured and non-procured education and training providers in April 2019. Top risks and issues There is a risk that… faced Uncertainty about the UK’s future relationship with the EU leads to a range negative H of impacts for London, particularly economic and for social cohesion

The Government's target for Growth Deal spend is not met M Employers don’t engage with the Good Work Standard, because it is felt to be too M hard or not useful AEB functions are not delivered effectively due to problems related to tendering, L GLA OPS (ie. systems problems) and/or audit Issues Ongoing Brexit-related uncertainty is having an impact on delivery, particularly M construction projects There is a need to improve forecasting of Growth Deal spend to Government M

Project outputs are not always evidenced properly by partners in the first instance and the data collection process needs to be made more consistent and streamlined M

Actions Completed/Due in Q3 Action Comp? Revised Make pledges to 2018 Crowdfund London projects Y Commence sector engagement and drafting of London's Industrial Y Strategy Support MedCity to secure LEAP, OxLEP and Cambridge Combined Y Authority funding Digital Talent Programme: Finalise Strand 5 procurement Y Adult Education Budget: Launch procurement, contracting and grant Y arrangements Publish the Economic Development Strategy Y Increase L&P overseas presence in 5 new cities Y Agree with the Mayor's Office future plans to deliver CleanTech London ambition to promote and grow the sector [now being progressed via the NN/A London Industrial Strategy] Digital Talent: Organise event targeting employers and young learners NFeb-19 Agree draft delegation of functions letter and Memorandum of Y Understanding with Department for Education Digital Talent: Finalise Strand 2 (Young entrepreneur) & 5 (Higher level Y digital skills) procurement Publication of Housing Design Supplementary Planning Guidance NMar-19 Complete consultation for Crystal Palace National Sports Centre NFeb-19 Launch the Good Work Standard Preview NJan-19 Mayor's Construction Academy Scheme: Initiation of revenue funded NMar-19 Hubs Support MedCity bid for LEAP funding NMar-19 Apprenticeships: Procurement of research contracts NFeb-19 Due in Q4 Action Original Revised Announce successful projects from the second round of the Good Growth Jan-19 Fund Crystal Palace Park café building complete Jan-19 Apprenticeships: Procurement of commissioned pilot programmes Jan-19

Commence recruitment of Infrastructure Development Coordination team Jan-19 Launch new version of Infrastructure Mapping Application Feb-19 Digital Talent: Careers fair Feb-19 Final letter and MoU formally delegating AEB funding and powers; Feb-19 approval through MD High Street Network meeting at City Hall bringing boroughs and central Feb-19 government together to discuss high street renewal London Regeneration Fund delivery complete Mar-19 Launch Skills for Londoners round 2 projects Mar-19 Round 2 Good Growth Fund projects all in grant Mar-19 Commence planning to scale up the Mayor's Civic Innovation Challenge Mar-19 Establish an infrastructure and development coordination team at the Mar-19 GLA

Summaries

5 11 25 Targets Projects Deliverables

Year-end Forecast v Budget

Cap £51.5m of £120.1m There is both revenue and capital slippage reported on four programmes (Digital Talent, Skills for Londoners, Further Education Capital and Growing Places Fund), revenue slippage

Finance on the Mayor’s Construction Academy and capital slippage on Rev £11.8m of £17.5m the London Regeneration Fund and the Good Growth Fund.

0% 20% 40% 60% 80% 100% Performance indicators The impact of regeneration programmes; in particular, in delivering good growth PI-1

Past Years' Most Recent Cumulative 2018/19 2019/20 End Target On track? Data next due Data Data Performance Target Target

i) 1,000 cultural N/A 1 1 180 288 and community events

ii) 3,000 Londoners N/A 0 0 0 100 progressing into work iii) create/ improve 135,000 N/A 0 0 31,433 5,007 m2 of public realm iv) create/ 85 18 103 1,782 419 safeguard 7,000 jobs

v) empower 100,000 A N/A 0 0 0 3,150 Londoners to Q4 participate in regen projects

vi) support N/A 0 0 1,800 0 10,000 businesses

vii) create, improve or bring 810 1,200 2,010 18,218 3,051 back into use 80,000 m2 of commercial space

viii) bring 300 N/A 0 0 10 14 vacant units back into use April 2017 - October - April 2017 - April 2018 - April 2019 - April 2017 -  March 2018 December 2018 December 2018 March 2019 March 2020 March 2022 Notes

- Targets are a combination of London Regeneration Fund projects in delivery and projections based on Good Growth Fund investment to date (roughly a third of available funding has been allocated). All of the indicators have strict definitions and accepted units / forms of measurement, which are set out in the Good Growth Fund Output and Outcomes Database, which is publicly available. - Projects report against a number of individual metrics but these eight have been selected as representing a cross-section of Good Growth priorities to Empower People, Make Better Places and Grow Prosperity: i) Type of cultural/community activity/event to be defined at outset; needs to demonstrate additionality ii) Target groups to progress into work to be identified at outset iii) Nature of public realm 'improvement' to be defined at outset and agreed with GLA iv) A job created represents a new permanent post within a business. The unit of measurement is either a full-time or part-time position. For a created job to be considered permanent, it must be expected to last for at least 26 weeks v) Definition of 'participation' to be set out by project and agreed with GLA at outset vi) Minimum hours of support that constitutes an output to be defined by project at outset in agreement with GLA vii) Specific type of commercial space to be confirmed at outset. For safeguarded space, must demonstrate the space was at risk of being lost viii) Units brought back into use could be either directly as a result of intervention or as a result of knock on impact. Specific measure to be defined at outset of project - Targets are set for the period in which delivery will be reported; this is not necessarily when the output is delivered as some measures will only be captured following project evaluation.

Commentary

- The South Kilburn London Regeneration Fund project successfully closed this quarter and reported initial delivery of outputs. These outputs account for all the additional outputs reported this quarter. The project is expected to report all remaining outputs to target and is scheduled to do so in 2022 (these relate to the outputs arising from the operation of the building). - Reported outputs remain low; but this is because the vast majority of data collection for this year is scheduled to occur in Q4. The RAG rating has changed from green to amber due to delays to a number of London Regeneration Fund projects identified in Q3. Spend will still take place in Q4, but outputs will now be reported in Q1. This is combined with our decision to pull funding from the Blackhorse Lane London Regeneration Fund project, which will also adversely impact our ability to meet interim targets for public realm, jobs and commercial space created. Funding will be diverted to the Good Growth Fund, so we remain confident that end targets across both programmes will be met. that year. - Note the reported figure for January to March 2018hasbeen updated to reflect the final position foroutputs delivered in progress is ontrack against this newprofile. if course due in green to revert will Performance target. overall the affect doesn't this however, years); future into outputs shifting time(ie. more them give to 2.1 strand in providers underperforming two the for bereprofiled will targets The - employers. Thiswillsupportth - Acareerseventis being held atCity Hall in February allocating underspendstoadifferent strandoftheprogramme. targets aremet across thelife-spanofth delivering against targets, butmonitoring processeshave - Procurement concluded ontime and all providers werein place by January 2019. Asmall number ofproviders areunder- Commentary growth business promote skillsto digital level higher access to supported SMEs and start-ups of number The iii) because weareseekingto target end agreed the than higher are targets interim Note qualifications. and information careers skillslearning, digital industry-relevant deliver to supported workers) youth and trainers teachers, FE and (school ‘educators’ of number The ii) occupations entry-level creative and technology digital, for skillsrequired employability and technical postco eligible via (established Londoners of number The i) compri This indicator Notes January - March March - January

Past Years' PI-2 Data 2018 Skills: TheimpactoftheMayo / 0 0 N/A / 0 N/A 518193 158 35 December 2018 Most Recent Recent Most April - ses threeelements: Data deliver additionalstretch deliver e targettosignpost2,000youngpe December 2018 Performance Cumulative Cumulative January - - January r's DigitalTalentProgramme 0 eir contracts. Resolutions includereduci Resolutions contracts. eir reprofiled to 0) reprofiled to 0) reprofiled to March 2019 April 2018- 521 (to be 200 (to be 300 (to be 2018/19 Target 448) 2019, duetobeattendedby 200young Londonersandarangeof beenputinplacetoa de) aged16-24accessing newtraining coursestodevelop the further 200in further 300in reprofiled to March 2020 April 2019- 200 (with a 300 (with a ople todigitalskillstraining, 215 (to be 2019/20 20/21) 20/21) Target 317) ddress under-achievement and supported (600 January 2018- ng the value of the contract(s) andre- ng thevalueofcontract(s) stretch target) stretch iii) 400SMEs n agtO rc?Datanextdue Ontrack? End Target March 2021 Londoners supported educators educators accessing training ii) 400 i) 800 eventsandcareersadvice.  A

ensure overall Q4 - Theamber rating reflects risks pertaining evidenced andtherefor evidence. tocollect,but educationproviders further the for isdifficult apprenticeships on data The disability. and needs educational special with learners supporting to relating - We areontrack to hit the target to support 10,000 learners by the end of2018/19; and wehavealready hit the target Commentary starts. Apprenticeship iii) learners. (SEND) disability and needs educational special have that Learners ii) completed; therefor completed havebeenheld.Data andcourses have works capital the after available isonly qualification) full a to leading courses (in assisted learners of number The i) Notes Past Years' March 2018 Sept 2015- PI-3 ,2 ,1 15,033 7,210 7,823 Data Further Education CapitalProgramme(FEC)) Skills: The impact of the Mayor's Skills for Londoners Skills: TheimpactoftheMayor'sSkillsforLondoners 7 3,000 1,000 1,455 1,262 973 193 December 2018 Most Recent Recent Most April 2018- e there is a lag in data collection. data in lag isa e there Data 1 ,8 1,000 1,089 116 e thetargetishit. December 2018 Performance Cumulative Cumulative Sept 2015- officers are working with the providers withtheproviders working are officers to datacollection,aswear is therefore collatedatthe is therefore March 2019 April 2018- 2018/19 Target 10,000 Capital Fund (SfLCF) (inclu Capital Fund(SfLCF) March 2020 April 2019- 2019/20 Target 30,000 2,000 e reliant on the colleges producing thedataandrelat earliest intheSeptember a September 2015 learners assisted learners educational needs ii) Of which 6,700 apprenticeships apprenticeships - March 2021 i) 110,000 new to make sure theda to make sure (SEND) learners End Target and disability disability and are special iii) 9,500 starts ding thepreviouslynamed On track?  year after the project has theproject after year ta iscollectedand A Data nextdue Data Q4

ed support companiesandCEOswith support ii) TheTalent Toolkit portal, launched early 2019, is designed to be anauthoritative source ofinformation about talent; and Cumulative figures havealso beenre methodology hasnowchanged and that figure cannot be comp Growth). Programme -activity thatL&Pis not comprehens This doesnotyetincludeGVAfrom studentsor, has engagedaboutretention, it is becoming clear thatfewwould *** Thejobs retained target is nolonger being pursued. After six months ofL&Pattempting to survey businesses which L&P replac (Thistarget the toolkitinFebruary. is year next of all for target provisional the as year this Q4 example, avideo view, ashare onsocial media, aFacebook "lik For indicator (i), three-quartersoftheyear having passed, more Commentary lines business of majority the for live isnow collection Data i) Notes PI nowbeing thefocus. 2017/18 indicator (accordingly nodata had been reported forthis year and atarget had not been set), with the talent toolkit 'indica were jobs 'new the also Note engagements. toolkit talent track instead will but retained, jobs actual report to unable istherefore L&P London. in stay to not or whether to as due Also, information. sensitive isbusiness This numbers. job Past Years' March 2018 April 2017- PI-4 Data and investment and investment Trade and investment: Theimpact of theMayor's promot / £41m N/A N/A

£311m ofGVAwasreported for2017/18(including in the pr December 2018 Most Recent Recent Most October - - October Data N/A December 2018 Performance £145m (90% Cumulative Cumulative theinformation theyneedto April 2018- from key from sectors) stated to reflect thenewdefinition. stated toreflect yet able to evidence - and figures mayet abletoevidence-andfigures N/A es theretainedjobstarget-seebelow.) 225,000 talent engagements March 2019 April 2018- 2018/19 10*£190m £190m* Target toolkit because there will be a spike in engagements in Q4 due to launch to due Q4 in engagements spikein bea will there because tor hasbeenremoved from the ively, theMayor's Internatio (FDI, Major Events and Busine and Events Major (FDI, to Brexit-relatedunc e", comments andclicks.Thereason ared with 2018/19numbers -it hastherefore been removed. recruit topclass talent in London. Anengagement is, for thanthree-quartersofthea 225,000 [TBC - Business Plan be prepared to respond tosuch torespond be prepared March 2020 April 2019- 2019/20 approval] Pending ional agency London andPa ional agencyLondon Target evious version ofthis report); however, the y thereforeunder-estimate currentGVA. iii) talent toolkit [previously jobs i) Gross Value N/A -Annual engagements n agtO rc?Datanextdue Ontrack? End Target ertainty, businesses retained] targets Added portal portal nal Business/Growth above table forQ3; this wasa ss Tourism - but not yet Trade & ss Tourism -butnotyetTrade nnual targethasbeenachieved. asurvey andprovide specific rtners insecuringtrade the target isthesame for thetarget  G are deferring decision deferring are Q4 of s

Commentary of theGrowthHubasit moves toaface objectives future support will changes These supported. business as count to interaction face to face of 3-hours of minimum a - TheLondonGrowthhubis nowusing anupdateddefinition of Notes onPImeasurement portal traffic. portal 'Navigating BrexitBusinessSuppo European Regional Development Funding. TheLondonGrow onthedevelopment ontrack ofthefaceto weare However, in changes the to due applicable isnot rating RAG overall The reported. the programme andthesew for definition updated the besetagainst will targets New removed. been have applicable, longer no are and definition previous - Becauseofthechangeindefinition,th productivity. and employment in increase an to lead that support intensity high to medium on befocusing will

Past Years' PI-5 Data The impact of LondonGrowthHub / 7TBC 77 N/A N/A / 7,290 N/A December 2018 Most Recent Recent Most October to to October Data 4 1 B TBC TBC 412 249 ill includedfrom December 2018 Performance Cumulative Cumulative rt'. Thisprojectwillseethe 924TBC 19,294 July to 0 TBC 109 e targets reported in the previous quarter, which wereset with reference to the to faceoffer.Futurebusinesssupportproj 19/20. In 2018/19 Target themeantime, outputsagainstthene face programme, following a successful outline application for for application outline successful a following programme, face th Hub has recently appointe th Hubhasrecently engagement of1,500 businessesandanincreaseontheweb output definitions andtheresult businesssupported,whichspecifiesthatamust have 2019/20 Target TBC iii) TBC webportal ii) TBC businesses i) TBC businesses engaged (face to supported (face (face supported n agtO rc?Datanextdue Ontrack? End Target unique users ects deliveredbyth to face) face) d a delivery partner for its for partner d adelivery w definitionwillcontinuetobe ing needtoset new targets. N/A N/A e LondonGrowthHub Q4

Deliverables

Infrastructure coordination: The Infrastructure Mapping Application is a well established, central resource that provides data to improve coordination and planning of infrastructure for London D-1a resulting in reduced disruption and more efficient delivery of housing and infrastructure

By when? Success measures

• Deliver phase 3.0 of the Infrastructure Mapping Application, bringing together strategic and detailed February planning data related to infrastructure and development construction (to be delivered in two phases) - to 2020 support increased infrastructure coordination on the ground.

Phase? On track? Commentary

- We are on track to deliver substantial improvements to the Infrastructure Mapping Application's technical functionality and quantity/quality of data. The initial phase of A development by Arup will be delivered in February 2019 with a new coordination flagging feature and other improvements. - The GLA has convened a data sharing task and finish group to significantly increase the quality and quantity of infrastructure data shared through the tool by March 2019. We have Delivery  made significant progress on this - with substantial new future investment data from Thames Water, SGN, UK Power Networks, and SSE now in the map. We are also bringing relevant boroughs (like Southwark and Lambeth) into the NDA so that they can use the tool to support new coordination initiatives. - However, complex external risks remain, including whether infrastructure providers will fully adopt the tool and to what degree they will change longstanding business practices in order to coordinate works and plan for growth. hs?O rc?Commentary track? On Phase? Commentary track? On Phase? March 2020 amended to 2018 [tobe December December By when? Success measures Success when? By measures Success when? By Delivery Delivery for next Various report] D-2 D-1b priorities of set and framework clear a through Mayor the by issupported keysectors ofLondon's growth The resulting in reduced disruption and more e delivers arangeof initiatives thatimprove coordi Infrastructure coordination:The • ByMarch2019establishanInfrastr • Delivery against the measures defined • Deliveryagainstthemeasuresdefined Indu overgovernment’s • Influence services, lifesciences,lowcarb ur foradvanced • Sectoralstrategiesareinplace it. supporting oftheMayo havea clearunderstanding • Stakeholders benefits. • Pilotprojectstocompletein • Monitoringandevaluationfram througho /agreed • Pilotinitiativesinplace stakeholders. by of coordination improved tosupport programme work   G G infrastructure workscoordination to benefits that:deliver projects will support of years two thefirst for Team Coordination of£2.87mtoes funding - TheGLAhassecured are now underway. are now work programme means this projec fortheteam,an - Recruitmentisnowunderway Recruitmentof Lambeth. and Southwark in commencementofinitiativesoutlined support Subseq endorsed. fully was and in November to waspresented - Anoutlineworkprogramme effects ofstreetworks. effectivenessofdeliv efficiencyand improved the EDStoitsimplementation. to amended willbe date - Notethedelivery oftheirsectoralplans. Partners onthedevelopment inDecemb toLEAP fortheirinput presented was which strategy, industrial forthcoming London’s for planning have commenced Str - TheMayor'sfinalEconomicDevelopment Infrastructure andDeve 2021(futurefundingwilldependon on, tech and digital, tourism. digital, on, techand eworks setinplacebymid-2019. strial Strategysothatitprovid ucture &DevelopmentC fficient delivery of housing and infrastructure ofhousingand delivery fficient in the Economic De in theEconomic ut 2019 at a series of high growth locations. ut 2019ataseriesofhighgrowth nation and planning of infrastructure for London forLondon ofinfrastructure planning and nation ; deliver benefits toinfrastr benefits ; deliver t has moved from amber togr fromamber t hasmoved ban services, cultural/creative, finance and business business services,cultural/creative, financeand ban infrastructure and development, which is endorsed whichisendorsed development, infrastructureand theteamwillcommencemid-January. lopment Coordination r’s vision for the future economy and theirrolein r’s visionforthefutureeconomyand the public from improved development and and development fromimproved thepublic reflect the focus is now shifting from publishing reflect thefocusisnowshifting frompublishing operation through TfL’s Lane Rental Scheme. It LaneRentalScheme. throughTfL’s operation er. The team is collaborating with London & withLondon er. Theteamiscollaborating uently, inception workshops were held to wereheld workshops uently, inception ery; and reduce disruption and other adverse otheradverse and disruption reduce ery; and velopment Strategy. velopment ategy was published in November. Officers Officers inNovember. ategy waspublished theMayor'sInfrastruc tablish anewInfrastruc tablish d the successful endorsement of theoutline of endorsement thesuccessful d the work programme fortheIsleofDogs, theworkprogramme oordination Team [com es support to key London sectors. London tokey es support demonstratingandquantifyingthe ucture providers by facilitating by ucture providers een. Someoftheinitiatives Team facilitates and ture High Level Group LevelGroup ture High ture and Development Development ture and pleted] anddefinea

hs?O rc?Commentary track? On Phase? By when? Success measures Success when? By Delivery Various D-3 innovate, attractinvestment and grow interventi targeted through enabled, has Mayor The CleanTech SMEs.[By2020] th to100SMEs(TBC) toup delivered • Support companies topitchto.[Byend2020] ofdeployable By2020£7bn TechInvest programme. techen focused • Circa200growth £14.8m inGVA(cumulati tothecreationof25additional contributes • MedCity initiatives, trainingworkshops accesstomarkets opportunities, throughnetworking London MedTech by • Circa100SMEssupported [By 2020] be significantlyscaledupduri he climatechangeand of inequality, su and funding concept of receivepre-proof other firms • Mayor'sCivicInnovationChallenge(CIC)-15SMEs  G - MedCity FDI outputs are down, but targe but aredown, FDIoutputs - MedCity itstargets. isexceeding women intechinnovators.Theprogramme of eventintheMayor The 5thTechInvest - incollaborati orthopaedics and management inwound ontheopportunities eventfocused (this opportunities event aseparate follow) and universities(theev acrossLondon opportunities toR&D connectingSMEs aneventinOctober held programme London - TheMedTech inco into afollowonproject stageCleanTechinnovation,hasconcluded. early innovation testbe CleanTechLondon - Thepilot developed. isbeing theevaluationreport and innovations withpartners - TheMayor’sCivicInnovationChallengepr ve) in2018-19.[By2019] ng 2019-2020tostimulatenewinnovation and MedTech Business trepreneurs pitch their innovations to investors through the Mayor’s theirinnovationstoinvestorsthroughtheMayor’s pitch trepreneurs alth directly withthemarket.(Th alth directly on with Smith &Nephew). llaboration withClimateKIC. llaboration in December connecting SMEs to corporate partnership partnership tocorporate connectingSMEs in December rough CleanTech London, supporting the growth of thegrowth supporting rough CleanTechLondon, ons, London's science and technology sectors to to sectors technology and science ons, London's capital will be represented cumulativelyfor represented willbe capital Awards acrossfivecategories.[End2019] receiving business growth support and up tofive up and growthsupport receiving business direct life sciences jobs (Year 1 FDI jobs), levering (Year1FDIjobs), lifesciencesjobs direct pport to co-develop theirinnovationsintheareas toco-develop pport ts are being comfortably metoverall. comfortably ts arebeing London’s TechInvest Programme showcased showcased TechInvestProgramme London’s ogramme winnersarecurrentlyfinalisingtheir ent focused onBrunel,withothereventsto ent focused d project, which linked localauthoritiesto whichlinked project, d We are reviewing lessons learned to feed tofeed Wearereviewinglessonslearned is pilot programme, ifsuccessful,will programme, is pilot andenableaccesstomarket.) hs?O rc?Commentary track? On Phase? By when? Delivery Various D-4 key publicutilities property for digital infrastructure, and seeing that digi Improve London’sconnectiv Success measures community held.[By2019] developer with roundtables Two strengthened. Plan inLondon policies Connectivity • Digital managing agents[By2019] and boroughs with sessionsheld Fourtraining wayleave. mobile ofstandardised • Publication • 4Gmobile connectivity willbeav groups, andresolve4-5'notspots'[By2020] working regional bi-annual hold ineveryborough, contacts connectivity keydigital • Have  G examination in public with supportive respon withsupportive examination inpublic Policieshave policies: - DigitalConnectivity consultationinJanuary2019. togooutforpublic time ofwriting,due Wayleave:ThefirstSteeringGrou - Standardised place inearly2020. stationsissetto intrains,tunnelsand network ofacommercialdelive - 4G:TfL'sprocurement isproceeding. forfibre partner commercial delivery infr fordigital allocated havebeen Pot funds gr ofregionalworking round third - Boroughs:A ity, tacklingLondon’s‘n ailable ontheUnderground. [By 2019] otspots’, ensuringbettera tal infrastructure is given the same status as other as status same isgiventhe infrastructure tal been strengthened and are proceeding through areproceeding and strengthened been astructure projects. TfL's procurement ofa TfL'sprocurement astructure projects. ses. A roundtable is scheduled forFebruary. isscheduled ses. Aroundtable begin in 2019 with a large scale trial taking alargescaletrialtaking in2019with begin ry partner is proceeding. The roll out of 4G 4G Therolloutof isproceeding. partner ry oups was held in 2018. Strategic Investment in2018.StrategicInvestment held was oups p has been held and a document was,atthe adocument and held hasbeen p ccess topublic-sector

hs?O rc?Commentary track? On Phase? By when? Success measures Success when? By Delivery Various D-5 groups) andLondon’sbusinesses Deliver askillssystem thatbetter • Distributing Capital funding for equipm DistributingCapitalfundingfor • construction skills trainingprovid of strengthenco-ordination to Hubactivities MCA • 2018] • Establish three pilots to support employers to create new apprenticeship opportunities [Spring/Summer 2019] apprenticeship opportunities [April 2019] • Carry outanincreasing demand review showinghowthe apprenticeship starts [February 2019] • Deliver apprenticeship mappingresearch Deliverapprenticeship • Apprenticeships [April 2019] identify providers: Mark Quality MCA • inLondon workers construction skilled Establish Mayor's Construction Academy in conjunction with the housebuilding industry, to meet the need for more London's growing digital economy. Full value of the programme is £7m [Launched February 2018] of needs skills the meet to pipeline atalent of development the support to Programme Talent Digital Launch the • Agree anauditapproachfortheprogramme,incl • Allocate AEB funding to procured and non-procured education and training providers [April 2019] • Procure approx. 10% ofoverall AEB allocation and distribute approx. 90% in grants [January 2019] Secretary ofState forEducation [March 2019] • Meet Government's 'readiness conditions'andreceip Secure the delegation arrangement for the transfer of AEBto the Mayor in 2019/20(circa £311m per year)  G - The capital application process isunderwayas process application - Thecapital - Seven hubs are currently in pre-grant negotiation and ontrack to golive in Q42018/19. award, the achieve to providers - QualityMarks havebeenawarded;andareviewof andSkills (MCA) Academy Construction Mayor's theprogramme. result of and deliverywillcommenc - All procurement activity concluded in early January 2019 Talent Digital GLA OPS in February 2019and forthe final stages ofdevelopment to be in place by July 2019. - Progress withGLA OPS hasbeen steady andontime take place by April 2019. hasbeenreceiv auditservices for - Aminimumoffer providers in April 2019. - We are ontrack tobegin allocatingfundingto be delivered until 2022. - TheMayor announcedhisfundingforthepr Apprenticeships Successful organisationsw Stage 1 application process has been completed an hasbeencompleted process application Stage 1 - Theclosingdatefortenderstheprocured allocation - £306m - on31January 2019. representatives attheDepartment - The Mayor signed the AEB MoUand delegation letter in January 2019(countersigned by AEB Employment UnitOfficerswillbe three pilots)isunderway.The othe theLond engagementphaseof A preliminaryemployer ers andconstructionsectorem to accesstheskillstheyneed meets theneedsof allLondoners andrecognise highqualityconstruction e in2019/20. ent and facilities to support highqua support to ent andfacilities ill beannounced showingwhichsectors, occupationsan

will take plac evaluating bidsJa for Education). The GLA received confirmation of the London AEB theLondon of confirmation TheGLAreceived Education). for r twopilotsaresettobeputou uding howauditofproviderswillhappen[March2019] skills trainingandemployme t offunctionsthroughdelegation letter/MoU fromthe To date,193youngLondonersha inQ12019/20. Mayor and pilots can bestsu andpilotscan Mayor e inQ12019/20. ogramme atSkills Lond element oftheAEB wasin part of the wider Skills for Londoners Round 2. Round Londoners thewiderSkillsfor part of procured andnon-procured ployers inLondon[February2019] d successful organisations nuary-February 2019. current providers, aswell asopportunityfornew ed from ESFA. Internal sign-offs are expected to to expected are sign-offs Internal ESFA. ed from . We expect grant providers to register on the the on register to providers grant . Weexpect on Progression Collaboration (the first of the firstof (the Collaboration Progression on

(including themost disadvantaged for the Mayor's Digital Talent Programme DigitalTalentProgramme theMayor's for lity construction training in London traininginLondon lity construction traininginLondon[Announced June nt opportunities between nt opportunities t totenderin d firms have potential to increase increase to d firmshavepotential on inNovember2018. pport employers to create create to employers pport December 2018.Skills & ve accessedtrainingasa education andtraining are working onStage2. March 2019andwill

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hs?O rc?Commentary track? On Phase? Commentary track? On Phase? Commentary track? On Phase? May 2019 To improve visitor facilities in the park an visitorfacilitiesinthepark Toimprove May 2019 By when? Success measures Success when? By By when? measures Success when? By Delivery Delivery Delivery Various March

2020 D-8 D-7 D-6 Secure high quality design in the built environment through our Good Growth by Designprogramme by Growth ourGood through environment built inthe design highquality Secure Restore the heritage assetsof the Crystal PalacePark London Growth Hub business support programme entrepreneurship and enterprise promote and Invest • Increase name recognition • Increasename landscape. support ofthebusiness • Simplification regions. sub acrossLondon 4spokes and ofonecentralhub • Establishment environment. Success measures • Deliveryofresearchthat Urbanism Panel (ADUP), Public Panel(ADUP),Public Urbanism pr and thepublic environment sectorwithinboth • Establishment of ‘Design Quality Management of‘DesignQuality • Establishment development programme. commissioning teams, providing more robust GLAproce morerobust commissioning teams,providing • Establishment of measures and init ofmeasuresand • Establishment contextualit inclusivityand accessibility,    G G G report isduein March2019. consultants.Briefingsessions by supported Group, Protocolsarebe Management - DesignQuality inclusionscoring. and diversity equality, social valueand onho panellists usersand forpanel produced sessions. BaselinemonitoringofAD development withthe viewtousingthisas profession -aconsultanthasbeen developed are being thedi improve - Measurestoengagewithand space. inclusivityofpublic and quality the and thecity of experience people's young and children land, industrial streets, London's coveringissu growth, high-quality London's for isoverseeing 8researchstrand - Theprogramme ofthefinancialyear. theend by spend tocomplete expected withthelastelement(thecafé) completion, arangeofimprov This project, offer. support locate thefacetobusiness ondeliver Theteamisalsoworking process). Regional forEuropean outline application We areontrackthedevelo develops the increased emphasis on Good of the London Growth Hub. Growth of theLondon Practice, and a‘DiversityHandb Practice, and iatives that promote capacity, reso capacity, iatives thatpromote y, within London’s built environment. built y, withinLondon’s d improve pedestrian connectionsacrossthepark. pedestrian improve d pment of the face to face programme, followingasuccessful ofthefacetoprogramme, pment ements tothefacilitiesinCrystalPalacePark,isnearing Protocols’ for the GLA Group’s delivery and and delivery Protocols’ fortheGLAGroup’s ivate sector, including the Architecture, Design and theArchitecture,Designand ivate sector,including through the London Economic Action Partnership’s Partnership’s Action Economic London the through a tool to provide continuing professional continuingprofessional a tooltoprovide Development Funding (thisisatwo-stage Funding Development sses and procedures to promote quality inthebuilt quality topromote procedures sses and being completed on site currently. The project is onsitecurrently.Theproject completed being ing mechanisms and recruitment of spaces to recruitmentofspaces ing mechanismsand appointed to deliver a handbook forthe ahandbook todeliver appointed w to respond to and assess new mandatory assessnewmandatory to and w torespond versity of London's built environmentsector built versity ofLondon's ing developed with8teams acrosstheGLA ing developed es like housing design, the future of high of thefuture housingdesign, es like s that will set the standards and principles principles and s thatwillsetthestandards UP is in development and guidance is being isbeing guidance and UP isindevelopment have been held with relevant teams and a withrelevant teamsand held havebeen ook’ with associated professional professional withassociated ook’ Growth principles of sustainability, ofsustainability, Growthprinciples urce and diversity in London’s inLondon’s diversity urce and

hs?O rc?Commentary track? On Phase? Commentary track? On Phase? April 2021 April 2021 By when? Success measures Success when? By measures Success when? By Delivery Delivery D-10 D-9 initiatives including the Good Work Standard and the London LivingWage London the and WorkStandard Good the including initiatives of range a through formoreLondoners opportunities to access better and inclusion fairness, Promote programme London ourCrowdfund through projects citizen-led community-or innovative Support

financial inclusion summit, childcare and tenancydeposit and financial inclusionsummit,childcare publish initiativesincluding interventionsand • Other Standard. Work LivingWagethroughtheGood totheLondon increaseaccreditations and • Promote 2020. • LaunchtheGoodWorkS ofCityHa takeup and Participation localresilienc thatbuild projects design intheirlocalcommunity activelyparticipate • Londoners

  A G deadline for project applications to be posted onlineisMay. posted tobe applications forproject deadline with tolaunchinFebruary isdue round new - A to thesecampaigns. investment of£525,000inMayora 23 issupporting theprogramme 5of - Round - Once the GWS is launched, sign-ups will be monitored asaPI. monitored willbe sign-ups theGWSislaunched, - Once deposit loanschemeinearly2019. Economic Fairnessindicators - Otheractivitiesinclude:afinancialincl LivingWage. to committheLondon aLivingWageemployer. willbe Stadium London - The MayorsupportedLivingWageweek soastoreach from December of totrialtheGWSahead up organisations signed onthe16January - The eventwasheld preview inJanuary. post up Directortook Fairness,Programme - TheEconomic progress withpaceinorder AsuccessfullaunchoftheGWS attendance. business therewasadelay because amber - Thisisrated tandard (GWS)byendof2018andhave ll's EconomicFairnessinitiatives: e and enable long-termstewardship enable e and to meetthetargetof200busin in September2018,an as many businesses aspossible. as manybusinesses l pledgesandrecordengageme ing London's economic fairness data and indicators, indicators, and economicfairnessdata ing London's usion summitheldNovember2018,thelaunchof in November2018and and have a say in how their city is shaped and co- and haveasayin howtheircityisshaped and loans, EU Londoner's loans,EULondoner's new locally-led projects with record withrecord projects new locally-led up to £1m to support future projects. The futureprojects. to£1msupport up to the preview event for the GWS toensure theGWS eventfor to thepreview , with over 100 attendees and aimstoget50 and , withover100attendees He called for more high-profile institutions formorehigh-profile He called the full launch in April. It was rearranged Itwasrearranged thefulllaunchinApril. d preparationsforlaunchofachildcare is a priority and the project will need to willneed theproject and is apriority 200accreditedem esses signedupbyApril2020. nt ofnearly5,000backers advice portal and more. and portal advice announced thatthe ployers byApril Projects PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The Connected London team met with the regional working groups in Q3. In Q4 the team will identify existing statements of digital infrastructure ambition in each borough with a view to providing guidance and support. - In Q3, London Councils announced two digital connectivity projects had been funded through the Strategic Investment Pot. These included two bids from West London Alliance and Local London. The Connected London team worked with WLA and Local London during the bidding process and have subsequently been involved in discussions about investing the funds. We have proposed boroughs invest in the TfL network to maximise the benefit of the funding. GIC1 Connected London GAGG G - In Q3 the Connected London team hosted a training session for boroughs and managing agents to encourage the use of the Standardised Wayleave and speed up delivery of fibre infrastructure. This was well attended. - The Steering Committee developing the draft Standardised Mobile Agreement in partnership with The British Standards Institute met in Q3. A document will be going out for public consultation in Q4. - In Q3 an issue arose which brings into question the ability of boroughs to offer exclusive concessions for their street furniture. The Connected London team are supporting boroughs in navigating this issue and ensuring awareness is raised among borough officers.

- The GLA has secured funding of £2.87m to establish a new Infrastructure and Development Coordination Team (IDCT). Infrastructure and - A proposed work programme outline was presented to the Mayor's Infrastructure High Level Group in GIC3 Development G AGGGNovember 2018, and was fully endorsed. Subsequently inception workshops were held to support Coordination team set up commencement of initiatives outlined in the work programme for the Isle of Dogs, Southwark and Lambeth. Recruitment of the team has commenced, with one staff member in post. This is later than planned; however, the delay can be accommodated. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The London Infrastructure Mapping Application (IMA) is a webtool that visualises planned future investment in development and infrastructure together with context and capacity layers. - Development of the London Infrastructure Mapping Application Version 3.0 will be phased in at least two parts. The initial phase of development is underway to deliver 'must have' fixes and new functionality. This first phase of development is being completed by external consultants and will be live by February 2019. Additional phases of development will follow, leading to a full Version 3.0 launch in November 2019. Infrastructure Mapping GIC4 AAGG- Concurrently, the GLA has convened a data sharing task and finish group through which to significantly Application A increase the quality and quantity of infrastructure data shared through the tool by March 2019. The GLA's London Development Database Automation project will also improve development data shared through the tool by February 2020. - This project is amber because there are complex external risks, including whether infrastructure providers will fully adopt the tool and to what degree they will change longstanding business practices in order to coordinate works and plan for growth - key benefits of the tool are dependent on these changes occurring.

- Crowdfund London invites citizens to propose ideas to benefit their community via an online platform (Spacehive) to seek crowdfunding and Mayoral support. - The Mayor pledged £590,500 to 26 campaigns in November. Since then, 23 have been successful (and one was granted an extension expected to be successful) securing £525,500 in Mayoral pledges and an additional £588,260 in match contribution from an impressive 4,911 backers. Two campaigns failed leaving an underspend of £65,000 against our initial commitment. Crowdfund London 2018- RED1 GGGA- We have drafted contracts for the 23 successful campaigns and are currently negotiating the scope 2021 (GGF) G ahead of signing and then project delivery. - We have implemented a mentor programme to monitor some of these projects and provide a professional development opportunity to more junior staff in the Regeneration and Economic Development team. - The next round of the programme was set to launch on 21 January with campaigns running in May and Mayoral pledges before the summer. A support programme will help Londoners participate. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

There are 7 projects still in delivery. Of these, 2 are expected to fully claim by the end of the financial year and 5 will need more time to complete. We have agreed to facilitate this on the basis of agreeing a delivery programme by 31 March, with all spend by 31 December 2019. *RUSS - Ladywell Self Build Community Space - £30k: All spend will happen by August. Major works begin in October giving a clear window for delivery. *Cricklewood Library - £40k: Delays with the landlord resolving drainage issues have affected delivery. Contractors were due on site in January 2019 and it is expected that phase 1 (GLA funds) will be spent Crowdfund London 2015- by end of April 2019. RED2 AGGA 2018 (LRF) G * Sayes Court - £20k: We are working to understand the delivery programme from here and have set out our expectations of full spend by summer 2019. In addition: *Weavers Kids Café: We have terminated the project by mutual consent. This will lead to an underspend of £13.5k capital. It became clear that the delivery organisation could not achieve their goals in a way that satisfied our (GLA and Spacehive) expectations. No GLA money was spent, but some crowd match funding has been spent on design fees. The remaining crowd pledges have been returned to backers (managed by Spacehive).

This project comprises a range of improvements to the facilities in Crystal Palace Park, including a skate RED3 Crystal Palace Park G AGGGpark, a new café, improvements of routes through the park and restoration of heritage assets. The project, though delayed, is successfully delivering on all elements and will soon be completed.

- Additional resources have been put in place to support the Mayor's economic fairness programme, including a Programme Director who was, at the time of writing, due to start in January. - Work has continued to finalise the Good Work Standard, consulting with key stakeholder groups and ahead of the preview event in January and full launch in April 2019. The preview event was scheduled for 16 January and the aim was to get 50 organisations signed up to trial the GWS ahead of the full launch in Economic Fairness / RED4 AAGGApril. This was rearranged from December to reach as many businesses as possible. Development of the Good Work Standard A website, promotional materials and accreditation process are underway. CIPD is drafting an employers' guide in time for launch. - Economic Fairness indicators were released in September 2018. - The Health Workplace Charter review has commenced, and work is being done to align the two initiatives. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- Following the publication of the London Food Strategy and its accompanying Consultation Report, Implementation Plan and Integrated Impact Assessment, officers are focusing on the delivery of the London Food Programme and the development of new projects for 2019. RED5 Food Programme GAAA A - Although the majority of Food Programme funding has been committed for 2018/19, the need to prioritise the London Food Strategy and development of the TfL Healthier Food Advertisement Policy means a request will be made to carry-forward some funding into the next financial year.

Projects are progressing and completing faster than anticipated; but there is some slippage in comparison to the spend forecast set in March 2017. The amber for 'issues and risks' reflects that projects are not RED6 Further Education Capital G GAGAreporting on their outputs consistently: officers are reinforcing this is a priority. Other risks are that ring fenced funds for Lambeth and Ada College are further delayed and the FEC spend is not completed. All unused funds will move to the SfL for future rounds.

Significant progress has been made across the programme in the areas of: - Research: New Housing Design Guidance has reached draft form and is set to be formalised into Supplementary Planning Guidance to the London Plan; a consultant has been appointed to produce a guidance report for the built environment industry to achieving diversity in the sector; the Circular Economy statement and guidance have been developed to final draft and are being tested with the industry; a procurement exercise is underway to appoint consultants to develop the London Plan policy hook on designing for children and young people's independent mobility; Centre for London have been RED7 Good Growth by Design GGGA G appointed to develop the London Plan commitment to maintaining access and quality of privately-owned public space. - Review: Design Quality Management Protocols are being developed with 8 GLA Group teams - the London Review Panel reviewed 5 schemes in Q3; a protocol for GLA Planning call-in cases has been agreed with regard to use of the London Review Panel/ - Advocacy: A Mayor's Design Advocates meet-up was held at City Hall in December, hosted by Centre for London. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- All 27 Round 1 Good Growth Fund projects have entered into a grant agreement with the GLA and are progressing well. Round 2 funding awards were announced in December. Subject to entering into grant agreements, 35 projects will receive £33m funding from the GGF. This brings the total funding awarded to approximately £52m - well ahead of the £40m funding commitments agreed with Government (this figure excludes the £5m Strategic Investment Pot and Crowdfund London allocations). It puts us in a strong position to meet the agreed spend profile. Round 3 of the programme will launch in September 2019. Good Growth Fund (excl RED8 GAGA- Round 1 projects are continuing to deliver well, but there were some delays in Q3 accounting for the CrowdFund London) G amber timescales and spend RAG ratings: we are concerned that projects may slip beyond their originally stated timescales. LB Lambeth has advised it is reconsidering the approach to the Waterloo Works project; potentially so as to undertake a more comprehensive redevelopment, including residential. This is likely to move the end date beyond GGF timescales. Lambeth is running a capacity study to test alternative schemes with the involvement of the Regeneration Unit. There are also delays to the delivery of the UK’s first national talent house for urban culture and fit-out costs may increase. Regeneration is supporting risk mitigation.

- Issues and risks are largely outside the control of the GLA as the main projects are large projects such as Erith and Southall Big Plan run by the respective local boroughs. RED9 Growing Places Fund A AGAA- Projects are delivering but are delayed, with spend slipping to the next financial year. Two projects have fallen away and all underspend will go to the GGF. Targets are still due to be met as other projects are over delivering on their outputs; but some outputs will be delayed. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture - In the past quarter L&P put new plans in place to respond to Brexit including the launch of the Future of London Initiative and the online talent portal, as well as the launch of the London Paris tourism campaign. - KPIs: GVA metrics are above target. Total engagements have picked up significantly and are above target, demonstrating the impact of L&P’s new campaign activity. It will not be possible to measure jobs retention. A number of KPIs remain in development as the measures proposed are different to previous years. - Activity: Key activities included the launch of the Future of London Initiative. The Brexit retention team presented at or attended 43 events to engage with existing foreign owned businesses. An online portal went live with information on how to access top class talent. It was a strong quarter for business tourism. Major events supported included NFL Games in London and the Track Cycling World Cup. - Sectors: L&P’s sector-specific work moved from planning into action with Heads now recruited for Urban and Financial & Professional Services. An urban sector plan is in development with a focus on smart mobility, cleantech RED10 London & Partners G AGGGand govtech. Discussions also progressed with Business Improvement Districts and TfL to fund a programme to help reverse the decline in domestic tourism. - Markets: L&Ps final new overseas office opened in Toronto supported by a visit from L&P’s CEO. The Deputy Mayor for Business accompanied a delegation, as part of the Mayor's International Business Programme (MIBP), of Fintech companies to China. The Berlin team supported the Mayor’s visit including a business roundtable. The Paris office officially launched and supported two MIBP missions. The enhanced on-the-ground presence is beginning to have a real impact. - Revenue Generation: The new tourism partnership model has now been finalised and will be launched in Q4. Additional commercial opportunities should be realised through the planned new domestic tourism activity. - Strategy & Corporate Affairs: The team has focused on business-planning, delivery of insights, research and corporate affairs support and leading on responding to London Assembly scrutiny.

- At the end of Q3 the London Co-Investment Fund had invested £20m in 127 companies. The co- investment multiple, ie. private sector money leveraged, stands at £147m. - The uncertainty that has been brought about by Brexit has meant that the investment market has London Co-Investment slowed. Clearly this is unlikely to change before the end of the investment period (31 March). RED11 GAGA Fund (LCIF) A - The bi-annual portfolio analysis revealed 1,760 jobs have been created to date (overall project target is 2,653 by March 2023) with a further 379 safeguarded - well ahead of interim targets. Despite mitigations being put in place, economic uncertainty could cause a slight underspend against the budget allocated to investments (about 4%). The pipeline for the next quarter, however, remains promising.

Delivery of Growth Hub Activity is on track; however, there is a risk associated with Brexit and the RED12 London Growth Hub GAGG G potential need to create new content for business support to respond to the need of businesses. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

Spend is rated as amber as several projects encountered issues in Q3, which may impact on their ability to draw down their funding by the end of the financial year. Specific updates are as follows: - Battersea Arts Centre: The project completed expenditure of GLA funds in Q3 and had its formal opening. - Loughborough Junction: The works are progressing well with a construction completion date confirmed for May, with GLA spend to take place within this financial year. - Wood Green Works: Building works are now complete - and were delivered within the agreed London Regeneration timeframe. All GLA funds have been spent and claimed. The project will be formally closed shortly. RED13 GGGA Fund G - Dalston Works: There were significant concerns that the project would not achieve full spend of the remaining LRF grant by the end of 2018/19; however, the delivery partner presented two scenarios for consideration to maximise and/or achieve spend, one of which has now been signed off. They are now proceeding to the revised delivery plan. - Blackhorse Lane: Due to a standstill in delivery of Unit 3 Lockwood Way, and LBWF being unable to find a suitable operator, a decision was made to not proceed with the delivery of this portion of the project, and pull the remaining GLA funding. LBWF have been formally notified of this decision and the underspend will be reallocated to the Good Growth Fund.

- The project is on a tight programme with recent delays reported on some aspects. Mayor's Regeneration - Peckham Palms was due to launch in late January. Activities and workshops will take place over RED14 Fund (Gateway to AAGG A February and March. Peckham) - Preparatory works to 74a, Peckham Rye are complete.

- Additional funding needs to be secured for the operation of MedCity. GLA funding tapers from 2018/19 and HEFCE funding (the majority of funding) ends in 2018/19. Funding is being sought from Research England and Local Enterprise Partnerships. MedCity is also raising income from sponsorship and RED15 MedCity R ARAGother avenues. - FDI jobs outputs are below target for 2017/18 (although cumulatively targets are being met with regard to jobs and GVA); 2018/19 target may be missed. - There is some slippage against business plan milestones. - Spend is below target as Small Projects Equipment Fund projects new to the claims process are finding it difficult to fill in the claim forms - officers are working with projects to make sure all money is claimed Skills For Londoners in Q4. RED16 AAGA Capital Fund A - Larger projects are delayed due to issues with planning permission; but this was anticipated and planned for in the forecast spend. As these are new projects there are no outputs as yet, but all are on track to deliver in the future. Tech.London Innovation RED17 GGGGAll projects on track. No underspend. & Growth G PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The programme completed its 'implementation phase' at the end of December 2018. The three demonstrator areas of Milan, Lisbon and London (Royal Borough of Greenwich) have: • Developed 4 interoperable Sustainable Energy Management Systems • Deployed 102 new electric car vehicles • Deployed 374 new bikes • Installed 271 new charging points (electric vehicle charging) • Deployed 167 new elogistics vehicles Sharing Cities RED19 AAGG• Upgraded +2,400 lampposts to smart lighting and other smart measures (electric vehicle charging, air (Horizon2020) G quality sensors) - In 2019, the programme will complete delivery (originally planned for 2018) on an ambitious building retrofit programme in the three Cities that will reduce energy consumption by 5,614,780 kwh a year. - In the next year, the programme’s will aim to lead the aggregation of demand for the smart services in London and Europe and attract €500m of external investment. - Adverse currency fluctuations continue to represent a high risk to the programme to effectively manage the allocated budget.

- The Mayor signed the AEB MoU and delegation letter in January 2019 (countersigned by representatives at the Department for Education). The GLA received confirmation of the London AEB allocation - £306m - on 31 January 2019. Procurement is on track with staffing resources in place to Adult Education Budget: ensure all funding allocations are ready for Mayoral Decision and 'go live' date in August 2019. The audit S&E1 Implementation of new GAGG G approach is still being finalised and will be considered by the Mayor in April 2019. functions - The closing date for tenders for the procured element of the AEB was 21 December 2018 and evaluation and moderation will take place throughout January and February 2019. Staffing resources have been allocated, training has commenced and this is on track.

- Quality Mark (stage 1) has been completed. The MCA Hubs have been selected and following pre-grant negotiations, delivery will commence early in Q4. Mayor's Construction - Phase 1 of the capital grant application process has been completed and successful projects have S&E2 GGGG Academy G proceeded to Stage 2. - There has been low expenditure to date as the programme is not yet in grant. Expenditure will be monitored closely as the programme moves into delivery. - All procurement activities were concluded by January 2019, with all providers in place. - While a small number of providers are under-delivering against targets, monitoring processes have been S&E3 Digital Skills GGGA G put in place to mitigate this and ensure overall targets are achieved across the life-span of their contracts. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture Despite small delays in procurement and starting up the projects, plans are in place to deliver the programme on budget. All risks are being mitigated and managed carefully. Employer engagement for S&E4 Apprenticeships AGGG G the first of the three pilots is underway and the other two pilots are set to be put out to tender in March 2019 to be delivered for three years until 2022. Appendix 1d - Social Integration: Overview What are the benefits we're pursuing for Londoners? Relationships: Londoners from different backgrounds to be able to connect with each other through a range of 1) shared activities and develop London’s inclusive identity. Participation: As many Londoners as possible play an active role in their community and city, and are involved in 2) the decisions that affect them. Equality: The inequalities that divide Londoners are reduced and barriers to social integration for particular groups 3) are tackled. How well are we doing? Governance and risk Targets and objectivesTimescales Spend GAAA    Updates Highlights and progress Relationships The Survey of Londoners, which is establishing a baseline on Londoners’ relationships with people from different backgrounds, is well underway with fieldwork taking place. The Team London Awards were delivered on time, on budget and were well-received by stakeholders and the media. Participation The Sport Strategy was approved by the London Assembly in December 2018. The Sports team is now working to implement it. In December, the Social Integration team launched the Design Lab pilot, which promotes social integration design principles to local authority regeneration projects. The Community Engagement team has been working in partnership with MOPAC, the Violence Reduction Unit and community groups to bring civil society together to tackle serious youth violence. Young London Inspired Grants (part of Young Londoners Fund) have been awarded to seven organisations as planned. These organisations will be working with young volunteers who are new to social action and volunteering. Equality We received a scoping report on working with schools to tackle poverty and will work with up to four schools to progress a pilot. The portal for vulnerable EU Londoners launched in October. The Social Integration team responded to the government’s Windrush consultation and immigration white paper. The team worked closely with colleagues in Regeneration and Economic Development to highlight the problems the hostile environment created for young Londoners, Windrush generation, vulnerable EU nationals and London businesses. Following the withdrawal of the delivery partner for 2Work, we are working towards appointing a new delivery partner. Traffic lights Project governance and risk management is sound. Timelines have slipped in some areas (such as WIN, ESOL, Community Sports and 2Work) as result of recruitment delays. We have also experienced delays in the development of digital portals including in launching functions for the EU Londoners and Employment Rights portals. This means spend will be delayed. We have plans in place to manage the delays. Many of the portfolio's targets and deliverables end in 2020, so although some interim timelines have slipped in Q3, targets and objectives will still be delivered. Top risks and issues There is a risk that… faced Stakeholder expectations exceed what it is possible to deliver in terms of positive M change A new delivery partner is not found for the 2Work programme M Issues Volunteering: There are delays to the new Team London website and these are M impacting on participation numbers Recruitment and resourcing/capacity: The Social integration, Team London and Sports teams have been affected by constrained staffing resources/recruitment M delays Digital portals: Development delays have meant that only the basic functionality of the EU Londoners and the Employment Rights portals could initially go-live, with M further functionality following later Actions Completed/Due in Q3 Action Comp? Revised Young Londoners Fund (Sports Unites) small grants decisions made Y Philanthropy review delivered Y Sports Strategy consultation closes Y Team London Awards Y Launch Minimum Viable Product version of the European Londoners Y Portal Team London Young Ambassadors: Museum of London Youth Summit on Y theme of Suffrage Team London Ambassadors (TLA): Successfully complete the summer Y programme TLA: Support Remembrance Centenary events Y Young Londoners Fund small grants decisions made (Team London) Y TLA: Procure contracts to support delivery of the 2019/20 programme Y Laureus Model City London coalitions established Y Host the Mayoral Citizenship Ceremony NFeb-19 Citizenship & Integration Initiative: Commission research on welcome NFeb-19 organisations Host Workforce Integration Network (WIN) Job Fair NFeb-19 Commission and build a prototype employment rights portal NMar-19 Publish WIN research findings NMar-19 Survey of Londoners Dataset with full results delivered to GLA NMar-19 Launch guidance for professionals supporting Young Londoners to access NMar-19 secure status Research on numbers of young Londoners with insecure status complete NMar-19 Launch guidance for professionals supporting Young Londoners to access NMar-19 secure status Team London Reward & Recognition: Delivery of pilot programme N Jun-19 Launch Political Literacy Resources for 16-18 year olds NSep-19 Due in Q4 Action Original Revised Launch Social Integration Design Lab Jan-19 Civil Society Leadership Programme Launch Jan-19 Second round of Citizen Led Engagement Programme launched Jan-19 Launch final version of employment rights portal Jan-19 Tender for phase 2 child poverty work (full scale school pilot) launched Jan-19 Launch Citizenship Ceremony guidance Nov-18 Feb-19 Launch #GetStatusSecure campaign Feb-19 Child Poverty Action Group provide final report and phase 1 close-down Feb-19 HeadStart Action (Pilot) Cohort 1 delivery complete Mar-19 Publish Workforce Integration Network Toolkit Mar-19 Full Launch of European Londoners Hub Mar-19 ESOL Plus end of pilot reports received and findings disseminated Mar-19 London Families Fund Phase 2 launched Mar-19 Community of Practice Project End Mar-19 Contract for phase 2 child poverty work awarded Mar-19 Summaries

3 11 26 Targets Projects Deliverables

Year-end Forecast v Budget

Cap £0.5m of £0.5m

There is revenue slippage on Sport Unites and on a range of social policy programmes. Finance Rev £8.7m of £11.2m

0% 20% 40% 60% 80% 100% Performance indicators

More Londoners volunteer as a result of GLA programmes PI-1

Past Years' Most Recent Cumulative 2018/19 2019/20 Data next End Target On track? Data Data Performance Target Target due 59,019 17,399 76,418 25,000 25,000 100,000 A April 2016 - April 2018 - April 2016 - April 2018 - April 2019 - March 2016 - Q4 March 2018 December 2018 December 2018 March 2019 March 2020 April 2020 

Notes

This PI captures volunteering via: Team London Ambassadors and Major Events; Team London Young Ambassadors; opportunities taken through the website and other Team London events; HeadStart; Enterprise Advisors; and projects that focus on the development of life skills through volunteering. The PI counts the number of instances of volunteering, rather than the number of individuals volunteering. The diversity and home borough of volunteers is also tracked.

Commentary - Overall, performance is ahead of profile for the Mayoral term. Q3 performance was, however, at 5,445 volunteers, somewhat below profile. - There remains an issue with the Team London website. Based on historical patterns we anticipate higher volunteering numbers when that launches in Q1 2019/20. The site is now in delivery using an Agile process.

PI-2: Measuring the impact of Sports Unites - The contract for the Evaluation Framework for Sport Unites will use the key measurements for social integration developed by through the combined work of the Social Integration Team and the Intelligence Unit. Their work will guide the approach to assessing social integration in the context of sport. Now that the Sports Strategy has been ratified by the Assembly and an evaluation partner is being appointed, this work is being progressed. target. inOctober. Hub theEuropean - Wesoftlaunched launchinFebruary. aplanned with January, Ama #GetStatusSecureisnotyetinplace. the marketingcampaign forYoung accessingonlineguidance ofindividuals - Thenumbers Commentary tocollect. aredifficult thesenumbers but support, the tomeasure preferable be site. Werecogniseitwould Thesewill Londoners. forEuropean accessing ouronlineportal accessingouronlin i) ofLondoners: This PIcountsthenumber Notes Projects were due to launch in January, so data were tolaunchinJanuary,sodata Projects weredue Commentary whichisbei social integrationimpact onth based annually, reported be figurewill Thesecond projects. throughtheir engaged families of on thenumber quarterly report will who Fund, Family theLondon thegranteesof by (inthedi abenefit reporting ii)theproportion and supported, developed This isanewmeasure.Itbeing Notes notexpe ratherthanlost-wedo deferred immigrationframework(pub itsproposed inpublishing delay will also be the point when we expect the Hub tohavein theHub whenweexpect thepoint will alsobe ofne thefirstquarter and increase inQ4

Past Years' PI-4 Past Years' PI-3 Data Data Number ofLondonersreceivingGLA backgrounds; (ii) the proportion that report abenefit London Family of Fund:Number fam the onlineportalfor forYoungLondoners onlineguidance accessing individuals N/A N/A / / / i 5 (i) 150 (i) 150 N/A N/A N/A December 2018 Most Recent Most Recent October - ii. 16,000 i. 405 Data Data European Londoners April - December April -December Performance Performance Cumulative Cumulative ii. 49,150 I. 1,097 ng undertaken by the IntelligenceUnit. by ng undertaken 2018 xt financial year around theUK'splanne around year xt financial ct the delay in portal functionalitytoha inportal ct thedelay with the input oftheIntelligenceUnit. with theinput ilies (I) supportedtodevelop relation support tosecuretheirimmigrat 55,000 (i. 5,000 Numbers of unique page views of the European Hub theEuropean of views page unique of Numbers [provisional] March 2019 March 2019 April 2018- April 2018- ii. 50,000) 2018/19 2018/19 not available at the time this report was prepared. wasprepared. atthetimethisreport notavailable Target Target creased functionality and inform functionalityand creased number of Londoners actually securing their status through GLA securingtheirstatusthroughGLA actually ofLondoners number lished in December) - and our expectations that use is being thatuseisbeing ourexpectations -and inDecember) lished versity oftheirrelationships) e guidance for Young Londoners with insecure status, and ii) ii) insecurestatus,and with forYoung Londoners e guidance be measured as the number asthenumber measured be 55,000 (i. 5,000 e evaluation of the London Family Fund projects and their and projects Fund Family e evaluationoftheLondon Londoners with insecure status are lower than profiled as thanprofiled insecurestatusarelower with Londoners [provisional] March 2020 March 2020 April 2019- rketing proposal was, at the time of writing, expected in was,atthetimeofwriting,expected rketing proposal April 2019- ii. 50,000) 2019/20 2019/20 Target Target with insecure status; (ii) individuals accessing accessing (ii)individuals status; insecure with d withdrawal fromtheEUinMarch.This withdrawal d ion status,brokendownby(i) ve a material effect on meeting the end ve amaterialeffectonmeetingtheend (ii) At Sept19 [provisional] (i) April 18- End Target On track? On Target End track? On Target End March 2020 April 2018- It will include i)th It willinclude ii. 100,000) (i. 10,000 March 20 110,000 (ii) 60% (ii) (i) 300 ships withpeoplefrom different ation. GiventheGovernment's . The first figure will be provi . Thefirstfigurewillbe of unique page views of the of views page unique of N/A e number offamilies e number N/A  A

will continue Data next Data next (ii) Q2, (i) Q1, (i) 19/20 19/10 due due Q4

to ded

Deliverables Strategy: The Mayor’s vision for social integration in London is widely communicated through and

D-1 underpinned by a comprehensive strategy that includes actions to turn that vision into reality

By when? Success measures

• The strategy is formally launched by spring 2018, and partners and London communities comment Spring positively that it sets out a vision around which Londoners can unite. [Completed] 2018 (and • New initiatives launched in the strategy are effectively delivered (to be reviewed at the end of each ongoing) financial year, complemented by evaluations of specific initiatives). • Teams across City Hall align their work with the goal of improving social integration.

Phase? On track? Commentary

Given the strategy has now been launched, the focus of this deliverable has shifted to delivery; ie. to monitor that new initiatives launched in the strategy are effectively delivered G and evaluated. The Mayor's flagship programmes in his social integration strategy, 'All of Us', are in delivery: - The Social Integration Design Lab launched in November and is open to expressions of  interest from local authorities. The first year of the programme will focus on enabling boroughs to work with social design experts and public sector innovators on social integration outcomes in regeneration delivery. - We have been recruiting to fixed-term programme delivery posts for the Workforce Delivery Integration Network and the Built Environment to start in Q4. - A soft public launch of the London Family Fund will go ahead in Q4, as projects begin to deliver. - Feedback has been provided to MHCLG to encourage their assessment of applicants for grant funding (e.g. Innovation Fund) to be aligned with the Mayor's approach to social integration. - Support has been provided to other GLA teams in the assessment of applications (Regen Good Growth and Culture Seeds) to ensure alignment with the Mayor's approach to social integration.

Social Evidence Base: Launch of a dashboard of social integration measures for London that allows City Hall to understand and track progress, plan strategically for what and how to improve social integration, D-2 and advocate for policy change by others

By when? Success measures

• A robust, widely-supported set of measures is established, and data are published and widely accessed and used. December • Methods for collecting new data to fill gaps in the evidence base are established and are producing 2018 useful findings. • Data sharing partnerships are established with London boroughs to share data on social integration and inform policy making. Phase? On track? Commentary

- Draft social integration measures were published in May 2018 and have been used by a A range of organisations, including civil society organisations and London boroughs, to inform their work on social integration. - Final social integration measures will be published in May 2019, following receipt of a final Delivery  dataset for The Survey of Londoners. This revised timetable reflects a project delay. - A scoping study for new data sources to measure social integration is nearing completion. This will be followed by several projects developing individual data sources, using both in- house and external data science expertise. hs?O rc?Commentary track? On Phase? Commentary track? On Phase? April 2019 By when? measures Success when? By Ongoing Delivery March March 2019 D-4 D-3 such asESOLand advice/information strategic partners,reducebarrier coor policy strategic Provide Migrants: and Refugees and celebratediversity and build shared identity citizenship among Londoners;facilitat involving policydevelopment, advoca a Implement Initiative: Integration and Citizenship individuals and familieswithnorecoursetopubl and individuals London’s improving issueswithand understanding resu theEUreferendum of theimpact as: managing astrategicrole Panel (MRAP)play (LSM Partnership StrategicMigration • TheLondon marginalisation post-Brexit. access the Government’s ‘settled status’. Outreach status’.Outreach access theGovernment’s‘settled reassura ofaPortaltoprovide delivery • Designand refugees toresettleinLondon. of tothecommunitysponsorship approach • London’s and employers toinfluence used and investment pilots Languages(ESOL) ofOther • EnglishforSpeakers Success measures to all. isestablish ofwork • Anewprogramme schools. reso literacy areaccessingpolitical • Youngpeople 2019. boroughs acrossLondon learningisshared and ceremonies, activeci embedding around • Innovationsaredeveloped Nationals. EEA+ vulnerable and Londoners young including ar practitioners • Policymakersand rights. residence and status toaccesstheircitizenship and people toyoung isavailable • Writtenguidance   A G - The new Deputy Mayor attended her firstLond Mayorattended - ThenewDeputy hasnotchanged. ofthedeliverable substance hasb of thedeliverable - Notethewording delivered. havebeen pilots Languages(ESOL) ofOther - EnglishforSpeakers February. thelargestMa - Plansareontrackfordelivering theseinQ4. topublish weplan and finalised being - Research on young Londoners; citizenship ceremonies; and London identity London and ceremonies; citizenship Londoners; - Researchonyoung This Londoners. target ofreaching10,000young currently still - We had planned tolaunchthe planned - Wehad

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#GetStatusSecure campaign in January but thecampaign inJanuarybut #GetStatusSecure campaign ic funds, and unaccompanied asylum-seeking children. asylum-seeking unaccompanied and ic funds, successful partnershipprog other potential providers of ESOL inLondon. ofESOL providers other potential urces through the London Curriculum in secondary insecondary Curriculum urces throughtheLondon dination on migration and, through working with with working through and, onmigration dination work ensures that advice work ensuresthatadvice approach to asylum accommodation and support, support, and toasylumaccommodation approach lt on Londoners at risk of marginalisation; and atriskofmarginalisation;and lt onLondoners P) and the Mayor’s Migrant and Refugee Advisory RefugeeAdvisory theMayor’sMigrantand P) and nce and advice to European Londoners seekingto Londoners toEuropean advice nce and schools to support young Londoners with insecure with Londoners young schools tosupport refugees is strengthened and able to help more more tohelp able and isstrengthened refugees tizenship models (e.g. volunteering) in citizenship incitizenship volunteering) (e.g. models tizenship are delivered. Learning is applied to future ESOL tofutureESOL Learningisapplied aredelivered. een amended so that it is more specific. The sothatitismorespecific. een amended production of guidance, to increase active active increase to ofguidance, production alongside work on voter registration in early onvoterregistrationinearly work alongside yoral citizenship ceremony in this country in inthiscountry ceremony citizenship yoral on Strategic Migration Partnership meeting. on StrategicMigration Partnership delay means thetrafficlightisamber. means delay Londoners withinsecurestatus, Londoners Londoners withinsecurestatus; and shape acitythatiswelcoming shape and reaches thoseatriskof ramme withcivilsociety

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is Phase? On track? On Phase? Commentary track? On Phase? Commentary track? On Phase? Evaluation June 2018 June 2019 By when? Success measures Success when? By measures Success when? By measures Success when? By Delivery Delivery January January

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 New G A pilot delivery phase (Phase 2); related (Phase2);related phase delivery pilot issuesrelatetothetimelin and - Mostrisks inQ4. commissioned will be pilot withschools,isnearingco pilot 1),to (phase oftheproject phase - Thescoping for Q3. - Thisisanewdeliverable - The amber rating is due to delays arisingfr todelays ratingisdue - Theamber project. the target(fromfourtoeight to amended titlehasbeen - Notethedeliverable intothisapproach. fed evaluationhasdirectly programme first phase develop a SocialPolicy,Equality for theCommunitiesand ofJanuary2019.Itwillf the end by launched tobe due was Programme Engagement Led theCitizen of round - Thesecond

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Projects PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture Child Poverty: School- CSP1 GGGG- See D-11. based interventions G

- The Political Literacy Resources work is delayed and a marketing campaign proposal for #GetStatusSecure in 2019 has not yet been pulled together, which is required to enable us to meet Citizenship and targets for take-up of our published guidance for young people and professionals. CSP2 AAAA Integration Initiative (CII) A - The Mayoral Citizenship Ceremony is on course to take place in February alongside the launch of the guidance for Citizenship ceremonies and the publication of the research report on the Citizenship ceremony pilots.

After wide engagement with sector partners, the Mayor's Civil Society Ambassadors programme was redesigned as the London Civil Society Leaders programme. This will allow us to make direct investment CSP3 Civil Society Action Plan AGAA A in to London's civil society workforce, while also developing an engagement mechanism for GLA. The project will be commissioned and begin delivery in Q4. Equality, Diversity and Inclusion (EDI): It is challenging to initiate projects to the original timescale due to delays in appointing members to the CSP4 AAGA Engagement and A EDI Mayoral Advisory Group. partnerships

The digital development phase has delayed final delivery but will result in a better final product and user Employment rights digital CSP5 AGGGexperience. It has also reduced some project costs allowing procurement of additional functionality, portal G which will deliver better than previously anticipated project outcomes.

Projects are underway, interim feedback has been positive, and a new ESOL coordinator is joining the CSP6 ESOL Plus G GGGGteam in February who can take forward learning from these pilots, and work across City Hall to pilot creatives ways to involve more people in ESOL learning and delivery.

- The build of the triage tool and map function are yet to be commissioned, posing a risk to delivery of full functionality of the hub by March. However, the Government's delay in publishing its immigration European Londoners framework means there will not be a significant impact on the project and we are still likely to hit targets. CSP7 AAAA Portal A - Microgrant recipients (small, grass roots organisations doing outreach to vulnerable Londoners) struggled with the GLA's application process, which delayed grant funding and the number of events that could be organised in Q3. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture - Delays in receiving the grant agreement from the Home Office led to delays in recruitment (the posts London Strategic are government funded), and capacity issues caused by long-term absence in the team have now been CSP8 Migration Partnership G GAGAresolved. (LSMP) - The work programme is operating effectively and the new chair has been briefed to take forward the partnership.

- The purpose of the Lab is to act as a resource for London’s boroughs, supporting them to embed social The Social Integration integration principles into the design and delivery of their local public services and policies. CSP9 GAGG Design Lab G - We have commissioned a delivery partner (We Are Snook) and the Design Lab was launched in Q3. A workshop for local authorities is planned for Q4.

Funding has been allocated to projects and project leads are setting up / delivering activities for the CSP10 The London Family Fund GGGG G coming year. We were, at the time of writing, due to soft launch the projects in January 2019.

Workforce Integration Commissioned research is on track. However, continued limited resource capacity, due to recruitment CSP11 AAAA Network (WIN) A delays, means the full programme of events and research will not be delivered within year.

- The citizen led engagement programme pilot ran from October 2017 - May 2018. The evaluation of the pilot provided a number of recommendations, including delivering an expanded version of the programme this year. We will do this via a two-tiered approach. - The first tier will deliver a minimum of 8 new community based research projects that build relationships Citizen-Led Engagement CSP13 AGAAand develop civic leadership in target communities. The second tier will build on the pilot and develop Programme A the existing peer researcher network, as well as using the network to help develop involving a new community engagement model. - Increased demands on the team's capacity have led to delays. The grants are now live and due to be awarded by the end of Q4.

- Several projects within this workstream have been commissioned or are in the commissioning process. Work is nearing completion for a scoping study of innovative data sources and ongoing for a project mapping community centres in London. - The final projects, which are now being commissioned, include qualitative research on the experience of children living in insecure private rented sector accommodation, and follow-on work from our innovative CSP14 Social Evidence Base AAGG A data sources scoping study. - Fieldwork for the Survey of Londoners is nearing completion. The final stages of the survey fieldwork will focus on securing a robust response rate from harder-to-reach neighbourhoods. Results, including the final Social Integration measures, will now be published in May 2019, rather than March 2019 as previously planned. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture - The website is currently on schedule and budget, albeit to a revised schedule. The Team London Team London Community Awards were delivered on time and budget and were well-received by attendees. The reward and Engagement: Website & recognition work experienced major delays due to the late delivery of the pilot project followed by the TLS1 Awareness; Reward & AGAA A entry into administration of our pilot partner (no GLA funds were lost). Recognition; 3rd Sector - Both our small grants and Thrive London grants have been awarded on time and to schedule, with Support and Grants project delivery stating imminently.

- The EURO 2020 project continues to grow in scale and scope as the event draws closer. - At the latest Steering Committee meeting in November 2018, all stakeholders agreed that the project is running well and on track to deliver well in 18 months' time. - Two new full time members of staff have joined the GLA EURO team. Alongside this, there will be additional resource in the form of 0.5FTE of the Engagement Manager - Major Events, and marketing support. TLS2 UEFA EURO 2020 GAGA G - L&P, TfL and the MPS are providing beneficial support to the project and joint-working is effective and helping to deliver against London's obligations. - Fan Zone sites and the mechanism for delivering free spectator public transport remain unconfirmed, therefore issues and risks are rated amber. -Expenditure is rated amber as forecast expenditure for 18/19 is lower than anticipated due to UEFA delays on the Commercial Inventory process and delayed spend on Fan Zones.

- Supported events continue to deliver to world class standards. Events currently in planning are on track. Discussions are ongoing with a variety of event prospects about future hosting opportunities. - Issues and risks are all manageable. An increasing workload as events approach is putting a strain on TLS3 Major Sports Events GAGG G team capacity, though additional support has recently been secured from the marketing team. Workforce resilience remains a major risk, particularly for the EURO 2020 Project Team. - Spend remains to budget.

- Recruitment to a newly created post within London Sport to manage the Major Events Community Engagement Fund has now concluded. - Roles, responsibilities and ways of working are in the process of being confirmed across the GLA Major Major Events TLS4 AGAGSports Events and Sport Unites teams and with London Sport. It is anticipated traffic lights will move to Engagement Fund A green once this is finalised. - Mobilisation of a number of projects immediately following commencement of the new role will be crucial to ensure positive outcomes in 2019. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- LEAN: The London Enterprise Adviser Network matches senior business professionals (Enterprise Advisers) with careers leaders to support them to develop a careers education strategy. The LEAN programme awarded contracts for 3 of 4 London regions; but procurement had to be repeated for the 4th London area due to a lack of applicants. GLA staff continue to work in the missing region in the interim and until the 4th delivery partner is contracted. A new delivery partner was selected in December; but has not yet been issued the contract so there is still a small element of risk until contract signature. Team London Social This has had a knock-on on spend, which is behind profile. TLS5 Mobility - HeadStart AGAA A - HeadStart Action: Following the success of cohort 1, cohort 2 is well underway and is working with 27 Action (Pilot) and LEAN pupils from St Thomas The Apostle College. The pupils worked with Football Beyond Borders and London Bubble on their social action project, which they presented at a showcase event in City Hall in November. Cohort 3 is also well underway and is working with pupils from Harris Academy (Peckham); the pupils will be presenting their social action projects at showcase event at City Hall. Lendlease delivered an employability workshop at their office in Elephant Park on 7 January. Interviews for work experience will be held in March and selected pupils will complete a one week placement with Lendlease in March.

Overall the Sport Unites programme is performing well. However, the overall amber rating reflects: - Sports Team understaffing delayed delivery and mobilisation. Although the staffing resource has improved, the team is still impacted by being understaffed for a significant period of the previous year. - Work to consult on and finalise the statutory Sport & Culture Strategy absorbed significant staff resource for several months over Q2 and Q3. In addition, the strategy consultation exercise has resulted in several additional commitments being added to the Sport Unites portfolio that were not anticipated TLS6 Sport Unites A AGAAwhen the original Sport Unites staffing and resourcing plan was devised: this includes responsibilities to deliver the Mayor's commitments in relation to the Young Londoners Fund, Social Prescribing, and communication and engagement with Londoners. - The team is mobilising several of the Sport Unites funding rounds, so we are confident that despite timeline slippage overall programme aims will be met. - The Sports Team is currently working up a revised staffing plan to ensure the programme can deliver in accordance with the expectations of the Mayor and the commitments made to the London Assembly. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The Visitor Welcome programme is delivering to time, budget and hitting targets for the number of Team London Social volunteers involved. There is, however, concern with the programme's failure to attract a diverse cohort Integration - Visitor of volunteers, with BAME and younger people underrepresented. There is a plan in place to address these TLS7 Welcome and Team G GAGGconcerns and deliver improvements. London Young - Team London Young Ambassadors is delivering strongly against all of its objectives. 256 social actions Ambassadors plans were logged against a PI of 182 (social action plans are the tool used by young people in schools to plan their volunteering projects) and 614 at risk young people worked with against a target of 150.

- The 2work projects aims to support young people aged 18-24, who face barriers to secure meaningful and sustained employment or education, through volunteering. - There are serious concerns that the project will not deliver as planned. The current delivery partner has notified us of their request to withdraw from the contract. The ESF Team and Team London had explored alternative options with the provider, namely delivering a reduced contract of outputs and funding over a smaller geographical area. - The GLA has worked with the provider to establish what outcomes will be achieved so that the young Volunteering as a Route TLS8 RRRRpeople that have been signed up to the project will be supported to complete the programme and secure to Work: 2Work R sustained employment. In circumstances where young people present more complex needs which are not within the scope of 2Work, they will be supported to access the services that are better equipped to help them. The GLA will revisit the market and tender for the remaining outcomes for the project to ensure that the overall project targets can be met. - The new tender will include learning from the previous delivery partner to ensure that this knowledge is encompassed in the proposed new delivery model. The specification has been written and the new tender opportunity will be published in Q4. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The Forces for London programme aims to support veterans who face barriers to secure meaningful and sustained employment or education through volunteering. - The project has started to improve its reach to recruit veterans and is attracting veterans from diverse backgrounds; a promotional push using social media channels has helped. - The volunteering figures are starting to improve after the delivery partner has embedded monthly group volunteering opportunities into the delivery. We are monitoring this approach to evaluate the impacts on volunteering numbers. Volunteering as a Route - The GLA has worked with the delivery partner to provide access to Team London organised TLS9 to Work: Forces for AAAA A volunteering events, such as Shrouds of the Somme event in November and activities during National London Volunteer Week in June 2018. Veterans volunteered in both of these events and each were a success. - The GLA has requested a volunteering action plan and will support the delivery partner with executing the plan where appropriate. The GLA has also stressed the importance of the participants working through the programme activities and achieving entry into employment and sustained employment outcomes; and the delivery partner has reviewed their projected delivery and reprofiled their targets. - The Q1 grant claim has been processed and the Q2 claim is due to be in submitted in January; and so the delivery partner is starting to catch up with the claim and payment cycle.

These grants have been awarded to 7 organisations as planned and project delivery has begun, including building partnerships with local organisations and developing referral routes for young people to take Young Londoners Fund: part in the various social action projects. So far 55 unique young people have started project activity TLS10 GGGG Young London Inspired G across 9 London boroughs. This is in line with our targets and numbers will increase as the projects move into the later stages of delivery. All actions for 18/19 are complete. Remaining funding will be paid in 19/20 and 20/21 as per funding schedules.

- HeadStart Action provides bespoke support to young people in disadvantaged areas, helping them to gain confidence through social action and developing employability and soft skills. - Team London entered into a funding agreement with The Challenge, which will project manage the programme, including managing the sub-delivery partners. An RFP (request for proposals) was made live Young Londoners Fund: requesting applications from small organisations who were interested in becoming a sub-delivery partner. TLS11 GGGG HeadStart Action G Interviews with shortlisted applicants have taken place and sub-delivery partners have been selected and grant agreements are in place. - There was a delay in notifying the applicants, to align with the notifications of the main YLF. The delay should not impact on delivery, however, hence the traffic light remains green. - Sub-delivery partners have been in the project mobilisation phase with delivery commencing in Q4. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture Sports Legacy The outstanding strands of the Mayor's Sports Legacy Programme (originated by the previous Mayor) are TLS12 GGGG Programme G all on track for timely completion.

- Round 2 of the grants opened in October as planned. In January 2019 the successful applications were Team London and Thrive signed off by the Deputy Mayor and they will shortly be notified the outcome of their applications. TLS13 GGGG LDN Grants G - Round 1 of the grants are delivering well and all reports have been submitted to our match funder in good time. Appendix 1e - Culture and Creative Industries: Overview What are the benefits we're pursuing for Londoners? 1) Increase access to and engagement with culture and the creative industries. 2) Protect and grow cultural and creative industries’ infrastructure. 3) How well are we doing? Governance and risk Targets and deliverables Timescales Spend AAAA    Updates Progress commentary Overview The Mayor presented his final Culture Strategy, Culture for all Londoners, to the London Assembly in December and, having been passed, it was subsequently published. The Unit continues to progress the launch of major new projects and policy. Managed decisions to amend the timing of some projects (Cultural Infrastructure Plan, Global Night Summit) have been taken to maximise profile, manage capacity and avoid clashes, resulting in amber ratings; but with controls and consultations in place. Progress has been made regarding the planning risks in the portfolio, with East Bank’s planning application submitted and Museum of London on track for public consultation.

1. Increase access to and engagement with culture and creative industries - Love London: The Mayor announced Waltham Forest’s London Borough of Culture 2019 programme, and Waltham Forest secured £820k in fundraising and sponsorship. Three of six Cultural Impact Awards were launched: in Merton, Camden and Lewisham. Culture Seeds awarded £99k to 21 projects. Sixteen Young Londoners Fund applications with an arts and culture focus were awarded £2m to support 9,800 young people. Public events including Diwali, Africa on the Square and New Year’s Eve attracted 161,700 attendees and 200 volunteers. The Roman Dead exhibition at Museum of London Docklands attracted 36,000 visitors; the third most successful exhibition at the Museum. - Creative Londoners: The Mayor committed £50k to scale up Film London’s Equal Access Network for workforce diversity, securing industry employers including Sony Pictures, HBO and FilmFour. He launched BECTU’s Theatre Diversity Action Plan, the biggest ever push to increase workforce diversity in theatre.

2. Protect and grow cultural and creative industries' infrastructure - Culture and Good Growth: The Mayor announced funding for the UK’s first Creative Enterprise Zones, establishing six new Zones in London. Culture at Risk successes included using Agent of Change guidelines to protect Corsica Studios, Southwark. East Bank’s planning application was submitted; a decision is expected by summer 2019. Foundation for Future London appointed new Co-Chairs. The Museum of London completed stage 2 design development for its New Museum; work commenced on stage 3. It raised £26m of a target £70m. Of 33 funded projects in the Mayor's Good Growth Fund, 18 have a strong cultural element, adding up to a major transformation programme for culture in London. - World City: London at Night: An Evidence Base for a 24 Hour City, published in November, is the most comprehensive publication of research about any city at night. A successful Film Production Finance Market secured multi-million future investment for London. World Cities Culture Forum held its seventh annual summit in San Francisco and published its triennial World Cities Culture Report - research on 35 cities using culture to progress urban policy making. Top risks and issues There is a risk that... The ambitious, complex and cross-cutting nature of the Night Time Commission's report recommendations impact on the GLA's ability to respond to them, with reputational impacts M [The Culture and Creative Industries Unit is working closely with the Mayor's Office and across the GLA to set the context for a GLA wide response, pooling expertise and resources.] Planning permission is not received to timescales or as per plans, impacting on a range of projects including East Bank, Museum of London and Creative Enterprise Zones M [GLA and partner governance structures are well-established for Museum of London and East Bank. Funding agreement negotiations for Creative Enterprise Zones will flag up potential planning issues for mitigation.] Issues A stabilisation restructure of the Culture and Creative Industries Unit resources was approved by the Assembly's Oversight Committee in September. Implementation is underway but movement of the team into posts will continue M to have some impact on capacity, which will be managed through review of priorities until completion

London Borough of Culture is a new programme and the GLA needs to continue work to ensure awareness among Londoners, visitors and funders. GLA is L working closely with Waltham Forest to help raise the profile of LBOC

Creative Land Trust: A Charity Commission registration has been submitted and while on track, a decision has not yet been received. The constitution of the Trust L and external funding committed is not contingent on registered charity status

Cultural Infrastructure Plan: Proactive reschedule of launch to avoid clash with other key deliverables such as LBOC, Night Time Commission Report and Creative L Land Trust Actions Completed/Due in Q3 Action Comp? Revised Launch of scale up of diversity programme Equal Access Network Y funding during London Film Festival and Mayor's Film Gala #BehindEveryGreatCity: Launch of LDN WMN free public art programme Y #BEGC: Courage and Communities final Kinovan engagement events Y LBOC: Mayoral launch of Waltham Forest's programme to international Y media East Bank planning application submitted Y Assessment of Good Growth Fund Round 2 applications Y Publish London At Night research Y Launch Cultural Infrastructure Plan GIS map and publish full Cultural Y Infrastructure Plan Announcement of successful Creative Enterprise Zones Y #BEGC: NEXXT STEP music EP launch and live gigs Y Cultural Impact Awards - Launch of Film Merton Y World Cities Culture Forum San Francisco summit and new report Y First Culture Seeds Community Session for successful projects Y Culture Strategy and implementation plan presented to London Y Assembly Public consultation for New Museum of London opens NMay-19 Global Night Summit: Reprioritisation of workstream [project will not NN/A now go ahead] Night Time Commission report delivered to the Mayor and published NJan-19 Due in Q4 Action Original Revised London Borough of Culture 2019 opening - Welcome to the Forest Jan-19 Creative Land Trust launch Jan-19 Feb-19 London Fashion Week Men's Jan-19 London Fashion Week Feb-19 Cultural Impact Awards: Launch of Barking and Dagenham New Town Feb-19 Culture Culture Seeds: Deliver grant rounds 5-21 (August to March) Mar-19 Cultural Infrastructure Plan Launch Mar-19 Summaries

5 18

Targets 3 Projects Deliverables

Year-end Forecast v Budget

Cap £0.5m of £2.5m

There is revenue slippage on Creative Enterprise Zones and the London Borough of Culture and capital slippage on the

Finance Creative Land Trust. Rev £9.0m of £10.3m

0% 20% 40% 60% 80% 100% Performance indicators

i) Jobs and ii) apprenticeships created through programmes supported by the Mayor’s culture & creative

PI-1 industries funding Past Years' Most Recent Cumulative 2018/19 2019/20 Data next End Target On track? Data Data Performance Target Target due

(i) 3,192 jobs (ii) 20 i) 3,192 jobs Ongoing with i) 5,709 jobs apprenticeships ii) 20 (iii) 75 trainees targets set ii) 71 i) 1,769 jobs i) 4,274 jobs apprentices (iv) 180 jobs through grant A apprenticeships (iii) 75 trainees through Film agreements Q4 London's Equal Access Network

April 2017 - October - April - December April 2018 - April 2019 - March 2018 December 2018 2018 March 2019 March 2020  Notes

- The scope of this indicator is primarily Film London (updated at Q2 to include separate Games London targets, now in funding agreement) and the British Fashion Council. Targets and measurement are written into the funding agreements for delivery partners. The majority of jobs arise from film and TV productions taking place in London over a number of months. - In October, the Mayor announced £50,000 funding to scale up Film London's Equal Access Network, which gets people into employment in the film industry. The GLA's funding will enable an estimated 180 people to get employment, which represents good value for money at £280 per job. A commensurate target has been added for 2019/20. - Creative Enterprise Zones outputs will also be captured by this indicator from 2019/20.

Commentary

- 1,769 jobs were generated in Q3 and the target for the year has been exceeded (indicator (i)). This was due to several large productions, which had a significant number of crew opportunities. The London Design Festival 2018 created 4 jobs (2 part time and 2 full time). - The British Fashion Council's fashion studio apprenticeship scheme (indicator (ii)) is a new scheme that has been created for the fashion industry. Government, via the Institute of Apprenticeships, has approved the standard (job role), and has approved the End Point Assessment but with conditions. Until the conditions of the EPA are met the apprenticeship cannot be launched. We hope that the conditions will be met by the end of March, and the apprenticeship will then be launched for use by fashion employers. This means the target of 20 apprentices in 2018/19 will be delayed until 2019/20, hence the overall amber rating. - Outputs against the 75 film/TV trainees taget (indicator (iii)) will be reported at the end of Q4. - FundingraisedremainsasreportedatQ2.CommitmentsmadetotheCreativeLandTrustwillbeannounced inQ4. Culture programme2019-2020and£801,000for#behindeverygreatcity,whichconcludedinDecember2018. delivery andisthereforeundertakinglessfundraising.Majorincomein2017/18included£300,000forLondon Boroughof - Fundingraisedin2018/19willbelowerthanthepreviousyearbecauseteamhasmovedfromdevelopment into Commentary - Programmesandopportunitiesfluctuateyearbyaccordingtopolicythereforesowillfundingreceived. Programme, Gigs,CulturalHeritageprogrammesandWorldCitiesCultureForum. Industries Unit.Thesecurrentlyinclude:FourthPlinth,LondonBoroughofCulture,CreativeLandTrust,2018Suffrage account allgrantfundingandsponsorshipsecuredforprogrammesthataredirectlydeliveredbytheCultureCreative - Toensurefundingleveragedcanbemeasuredconsistentlyandmeaningfully,themethodologydevelopedtakesinto Notes Past Years' March 2018 April 2017- PI-2 18m£ £198,000 £0 £1.82m Data Funding leveredintoculturalprojectsandprogrammesthroughmatch/complementaryfunding December 2018 Most Recent October - Data April -December Performance Cumulative 2018 It isnotpossible to setatarget 2018/19 Target 2019/20 Target N/A n agtOntrack? End Target N/A N/A N/A Data next due Q4 related towidereconomicimpact. - Notethereportedfigurefor2017/18hasbeenamendedfrom£850m.Thisistostripoutelementsof total that - LondonDesignFestival'sfinalfiguresfornewbusinessgeneratedin2018willbereportedQ4. London FashionWeekisbeingcollecteddirectlyfromparticipatingbusinessesandexpectedinQ4. - InQ3,theBritishFashionCouncilreported£2.6minordersachievedQ2and£7.3mQ3.Salesdatafrom September's performance abovebutwillbeonceconfirmed Market estimatedbetween$15mand$35mworthofbusinesswasdone-thesefiguresarenotyetincluded incumulative traffic lighthasmovedfromambertogreen).52producerand58financierdelegatesattended.Surveysfollowing the a riskinQ2asthepotentialimpactofBrexitoninwardinvestmentthrougheventwasunknown(thisexplains whythe - FilmLondon'sProductionFinanceMarkettookplaceinOctoberandwasfinanciallysuccessful.Thishadbeen flaggedas by somebigbudgetproductionsallcompletinginthequarter. - InQ3,FilmLondonreported£213minwardinvestmentinandTVproductionactivities.Thehighfigures weredriven - Progressissuchthattheannualtargetontracktobehit. Commentary - LondonGamesFestival:£11mperannum. annum asaresultofLondonFashionWeekandMen'sCollection(Men'sWeek) - BritishFashionCouncil:£1.2mperannuminexportordersachievedbyemergingdesigners;£110m per annum - FilmLondon:£8mofsales(exports)and£225minLondon-basedspendgeneratedbyproductionsattractedorsupported - LondonDesignFestival:£26mofnewbusinessperannum are writtenintothefundingagreementsfordeliverypartnersandasfollows: The scopeofthisindicatorisFilmLondon,BritishFashionCouncilandLondonDesignFestival.Targetsmeasurement Notes Past Years' March 2018 April 2017- PI-3 56 202 367 £381.2m £366.7m £220.2m £566m Data funded activities Value ofsales,exportsandinwardinvestmentsecuredmadebycreativebusinessesparticipatinginGLA- December 2018 Most Recent September - Data April -December Performance Cumulative 2018 March 2019 April 2018- 2018/19 Target March 2020 April 2019- 2019/20 £381.2m Target n agtOntrack? End Target N/A  G Data next due Q4 Deliverables

Set out a roadmap to 2030 (a ‘Cultural Infrastructure Plan’) to identify what cultural infrastructure the Mayor, partners and other stakeholders need to protect and/or put in place to support the future

D-1 growth of London as a cultural capital – and use the Mayor’s powers and influence to see that Plan implemented

By when? Success measures

• As part of the Culture Infrastructure Plan (CIP) workstream, publish an open source map of cultural January facilities across London. 2019 • Number of major new developments that include cultural facilities, as measured through London [launch now Development Database. [Note this will not now be progressed as measurement has proved not to be cost March 19] effective; it will be removed as a success measure in future.] • The Museum of London’s move to West Smithfield progresses on time and on budget.

Phase? On track? Commentary - The Cultural Infrastructure Map is in beta format and is being tested ahead of launch. - The launch of the Cultural Infrastructure Plan has been pushed back until March to avoid a A clash with announcements in other areas. - The Museum of London has successfully completed RIBA stage 2 (concept design) and is now working through stage 3 (developed design). Public consultation is due to happen in Delivery 2019 ahead of submitting the planning application to the City of London in autumn 2019,  with a decision expected in the Spring 2020. The Museum has secured £26m of its total fundraising target of £70m. - The deliverable is rated amber due primarily to the inherent risks in securing planning consents.

Through the Mayor’s planning powers and framework, strengthen protections for cultural facilities in London – especially those most at risk such as pubs and LGBT+ venues, and work with boroughs to D-2a support local compliance with new London Plan guidance/policy

By when? Success measures

• That the new London Plan includes a chapter on culture and heritage, setting out: protections for Jan-19 creative workspaces and pubs; a new Creative Enterprise Zone policy; and a new ‘agent of change rule’ to help live music venues, clubs and pubs coexist alongside residential development.

Phase? On track? Commentary G - Revisions, based upon consultation, now include spectator sports as part of policy HC5. - The draft London Plan, including the policies identified in this deliverable, went to the Examination in Public on 15 January. The full new London Plan will not be published until  later in 2019/20. However the new policies within it have already begun to be put into Delivery action. An example in Q3 was securing the re-provision of a West End nightclub space, in a building which was due to be demolished and redeveloped, following planning referral to the Mayor. The club contributes to a strategic cluster of night time activity of recognised international importance. hs?O rc? Commentary Ontrack? Phase? End Mayoral Commentary Ontrack? Phase? End Mayoral ywe?Successmeasures By when? Successmeasures By when? Delivery Delivery

Term D-3 Term D-2b Trust (CLT)tosecureaffordableworkspaceforthefuture. roots inthecapitalthroughatailoredsupportpackageforcreativesector;andCreativeLand Establish uptothreeCreativeEnterpriseZones(CEZs)helpartistsandcreativeindustriesputdown stakeholders tosupportowners,artistsandcreatives. advice andsignpostingbycoordinatingtheactionsofMayoralbodies,boroughsother Actively support‘cultureatrisk’tosafeguardculturalspacesandfacilitiesinLondonbyproviding

• SquarefootageandgeographicspreadofaffordableworkspaceprovidedthroughtheCLT. • EstimatesofcontributionstothelocaleconomycreativeindustriesinCEZsincrease. • Increaseinsquarefootageofaffordablecreativeworkspacesandartists’studiostheCEZs. • NumberofnewjobsinthecreativesectorCEZs. • SafeguardingexistingjobsintheCEZs. • Increasingthesquarefootageofartists’studiosandcreativeworkspaceinLondon. pubs, andLGBT+venues. • CulturalfacilitiesinLondonasmeasuredthroughanannualauditofnumbersof:livemusicvenues, • Supporttoculturalvenuesandspacesinlinewithannualtargetofcirca150.   A A - AdditionalfundingfromtheGoodGrowthFundand EuropeanSocialFundswillhelpdeliver be negotiatedinQ4andsuccessmeasuresupdatedfor 2019/20reporting. been successful,andwereannouncedinDecember.Funding agreementsandmilestoneswill joint bidbyTowerHamlets,HackneyandLondonLegacyDevelopmentCorporation)have Applications fromCroydon,Haringey,Hounslow,Lambeth,LewishamandHackneyWick(a response tothehighlevelofinterestandambitiousplansputforwardbylocalauthorities. - TheMayorhasincreasedhiscommitmenttosupportsixCreativeEnterpriseZones,in Club, anightclubforpeoplewithdisabilitiesinTowerHamletstoraise£13kfromCrowdfund Studios, Southwark;securing£125kfromthedeveloperforsoundproofing;helpingBubble - CultureatRisksuccessesincludedusingAgentofChangeguidelinestoprotectCorsica - Weareontracktomeetthetargetofsupportingcirca150venueseachyear. continue toneedprioritisecases. - Thedeliverableisratedamberasthereahighdemandforsupportandwetherefore venue inKingstonfollowingtheclosureofHippodrome. London; andsupportingasuccessfullicensingapplicationforPryzmtoretainlivemusic contracts andmilestonesareinnegotiation. amber asareprofilingoffundswillbenecessarynowthat theprojectsareselectedand £30 millioninadditionalfundingfromboroughsandstakeholders. Thedeliverableisrated affordable workspaceacrossthesixCreativeEnterprise Zones.TheZonesarealsoleveraging 3,500 jobs,1,000trainingopportunitiesandmorethan 40,000squaremetresofnew

hs?O rc? Commentary Ontrack? Phase? ywe?Successmeasures By when? Delivery 2019 &

2020 D-4 boroughs securingfundingtodeliverexemplaryprojects By 2020,therewillhavebeentwoMayoralsponsoredLondonBoroughsofCulture(LBOC)anduptosix • OneLondonboroughselectedasLBOC2019andonefor2020. and trackingofmeasuressuccess.] [Note wearedevelopinganevaluationframeworkfortheprogramme,whichwillsupportidentification • Numberofculturaleventsintheboroughsandattendance/participation. • HighprofilePRandmediacampaignstrongpublicawarenessoftheprogramme. • Fundingleveragedintosupporttheprogramme(aimingforcirca£2.5m). • Numberofboroughsengagingwiththeprogramme/enteringcompetition. • Numberandrangeofpartnersstakeholdersparticipatingintheprogramme.  A this majornewinitiative. reflect thetimingofgrantagreements;andalsowhileteamsworktoestablishprofile - Thedeliverableisratedamberasarequestwillbemadetoreprofilebudget2019/20 both LondonBoroughofCultureandEuro2020intheborough2020. - BrentCouncilandGLAcross-policyteamscontinuedworktomaximisetheopportunityof Merton. - ThreeofsixCulturalImpactAwardprojectslaunchedinQ3;Camden,Lewishamand eight fundedboroughs. - Anevaluationframeworkisindevelopment,ledbyTheAudienceAgencyworkingwithall Blackhorse Mills(£50keach). their fourheadlinesponsorsfortheprogramme:TheMall;TaylorWimpey;UberEatsand (£250k), PaulHamlynFoundation(£250k)andArtsCouncilEngland(£120k)secured - WalthamForestreceivedconfirmationofpartnerfundingfromtheHeritageLotteryFund - ApartnershipwithTfLproducedaculturaltubemapforWalthamForest. London BoroughofCulture2019,achievingwidepositivemediacoverage. - AsuccessfulmedialaunchwiththeMayortookplaceinWalthamForestOctoberfor

Projects PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

-'London at Night: An Evidence Base for a 24-Hour City' was published in November by GLA Intelligence with the Night Czar and Night Time Commission - the first of its kind to be published by a global city. The report addressed the London Assembly Economy Committee's call for research on the number of night time workers paid the London Living Wage. - The Night Czar: delivered a night surgery in Gants Hill, Redbridge with Assembly Member Keith Prince; met with all Met Police licensing officers to increase consistency of licensing practice across the capital; CCI1 24 Hour London A GAAAmet borough Leaders in Hounslow and Southwark to discuss their creation of Night Time Visions; with the Culture at Risk Office, supported over 100 night time businesses at risk of closure in 18/19 to date. - The project is rated amber due to: a) the need to carefully prioritise resource across workstreams - and the reprioritising of some activity to enable this (Global Night Summit); and b) the complex policy context of the 24 Hour London programme across licensing, policing, culture and economics. - The Night Time Commission was due to publish its report and recommendations on 31 January 2019, following which the GLA will consider responses across cross policy teams.

- British Fashion Council receives grant funding of £649,000 per year from the GLA to: increase economic impact; increase recognition of London as a capital of creativity; develop a sustainable and attractive business environment for fashion in the UK; ensure the future success of the fashion industry; CCI2 British Fashion Council GGGG G and build a more diverse workforce for the industry, through attracting, developing and retaining talent. - No major activity took place in Q3. London Fashion Week Men's took place successfully in January, and London Fashion Week is on track to take place in February; both will be reported on in Q4. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

This programme included four initiatives (alongside the statue of Millicent Fawcett in Parliament Square) as part of the Mayor's #BehindEveryGreatCity campaign to celebrate the anniversary of suffrage and Mayor's commitment to improving gender equality: - Courage & Communities (outer London touring film engagement project) ran from May to December 2018. Over 13,000 Londoners engaged with the programme at festivals, through workshops or in schools. Suffrage Statue & 2018 - LDN WMN (a pan London free public art project with Tate Collective) ran in October, profiling diverse CCI3 Centenary Suffrage G GGGGyoung women artists in 20 locations across London. Eight artworks will remain on public display in 2019, programme and at least two will remain on semi-permanent display in communities in Cricklewood and Camden. Eight community workshops and events took place across London. - NEXXT STEP, a mentoring programme, ran from September to December, curated by BBC 1Xtra DJ Sian Anderson. Ten young women participated in mentoring, producing a new #BehindEveryGreatCity EP, which launched at Warner Music. The EP is on iTunes/Spotify and has been played on BBC Radio 6. - Make A Stand (our touring exhibition of the 59 figures at the base of Millicent Fawcett statue) was exhibited for a month at the London School of Economics.

- Creative Enterprise Zones are a Mayoral initiative to ensure artists and small creative businesses can thrive in London, supporting the long-term provision of affordable workspace, enabling vital business support, and developing skills and enterprise to create jobs for local areas. - 25 boroughs applied to host the first zones with 11 bids selected to develop detailed action plans. In December the Mayor announced a total of six Creative Enterprise Zones: in Croydon, Haringey, Hounslow, Lambeth, Lewisham and Hackney Wick (a joint bid by Tower Hamlets, Hackney and London Legacy Development Corporation). Creative Enterprise Zones CCI4 GAAA- Together the Zones will create more than 3,500 new jobs and 1,000 new education, training and job (CEZs) A opportunities for local residents, along with more than 40,000 square meters of new affordable workspace. - Expenditure and deliverables are rated amber (and hence so is the overall RAG) as a reprofiling of funds will be necessary now that the projects are selected and contracts and milestones are negotiated. In addition, the lead officer for Creative Enterprise Zones left the GLA in June 2018 and the post has been covered by an agency worker in the interim. This creates a business continuity risk. Recruitment for the existing Senior Policy Officer role has commenced and the appointment will be made in Q4. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture The Cultural Infrastructure Map is in beta format and is being tested before it is finalised for launch. Three more data insights for theatres and rehearsal spaces, creative workspace and dance have been Culture Infrastructure completed and will feed into the map. Timescales for launch were moved to March 2019 to avoid clashes CCI5 AAGG Plan G with other major projects, and are dependent on successful beta testing of the map. The impact on the project is low as the launch date can be flexible and most data are being released to the public as it becomes available.

- Culture Seeds is the Mayor's micro-grants programme to support local talent, nurture bright ideas and connect communities at grassroots level through cultural activity. - The project is delivering well: there is a high demand for grants with a current success rate of just under 20% (319 applications received from all 33 London boroughs). - In Q3, Culture Seeds awarded a further £99,116 to 21 projects in 12 boroughs. This takes the total awarded to £281,714 to 64 projects in 27 London boroughs. Funded activity included visual arts workshops for children and young people with dyslexia in Croydon, storytelling and puppetry workshops CCI6 Culture Seeds GAGG G for refugee and asylum-seeking women in Greenwich, and dance workshops for older people living in social housing in Hounslow. - Eight Culture Seeds Roadshows took place in six London boroughs reaching 180 individuals and community-led organisations. - The first Culture Seeds Community Event took place at City Hall in November. This brought together successful applicants in a networking event with a focus on capacity building through fundraising training.

- GLA funding to Film London enables it to leverage significant additional funds and provide a substantial £1 billion return on investment. - In Q3, ahead of the Mayor's Gala screening at the London Film Festival, the Mayor announced £50,000 Film London and TV & funding to scale up Film London's Equal Access Network. The Network is getting more diverse Londoners CCI7 G GGGG Animation jobs in the film industry, while working with key industry employers to open up the sector to people from diverse backgrounds. New employers signed up to the Network included HBO, ITV, Film4, Sony Pictures and Pathe. The funding will get 180 people into jobs. The Mayor's Gala screening was "A Private War", about the late foreign correspondent Marie Colvin.

Production of the 13th sculpture, THE END by Heather Phillipson, is underway and it will be unveiled in CCI8 Fourth Plinth GGGG G March 2020. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- Film London will receive grant funding totalling £1.2m from 2018 to 2021 to invest in the games sector in London. - The project is on track to deliver as planned in April. A number of sponsors and partners have been CCI9 Games London GGGG G secured for 2019. The programme will include a celebration of BAME talent, a Games Production Finance Market which will leverage new investment for games SMEs, a networking event for women leaders in the games sector, and the BAFTA Video Games Awards.

- A successful media launch with the Mayor took place in Waltham Forest in October and wide, positive media coverage was achieved. A marketing and communications group continues to support the boroughs plans. - Waltham Forest secured £820k in fundraising and sponsorship. - A partnership with TfL has produced a cultural tube map for Waltham Forest. - The draft outcomes framework is in development, led by The Audience Agency. All eight boroughs have participated in evaluation sessions with the Audience Agency and are developing their individual evaluations to feed into the wider London Borough of Culture outcomes framework. London Borough of CCI10 GAGA- Three Cultural Impact Award projects have launched. Merton is working towards establishing a new Culture (LBOC) A local cinema in Mitcham. Camden Alive is a collaboration with Camden’s residents to establish a virtual Camden People’s Museum. Lewisham is staging a Festival of Creative Ageing, celebrating how culture can help people to live longer, happier, more independent lives. - Brent Council and GLA cross-policy teams continued work to maximise the opportunity of both London Borough of Culture and Euro 2020 in the borough in 2020. - Expenditure is rated amber as a request will be made to reprofile budget to 2019/20 to reflect the timing of grant agreements. The overall rating has been kept as amber while teams work to establish the profile of this new major initiative.

In 2019, London Design Festival is expected to reach 300,000 people, while delivering £26 million in new sales for 1,200 design businesses. The festival is on track to deliver in September. Q3 is a 'quiet' quarter CCI11 London Design Festival GGGG G in terms of delivery milestones, as the London Design Festival team develops event plans and holds discussions with sponsors. Monitoring results from 2018 festival will be available in Q4. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The manifesto commitment for a Love London pass envisioned a discount card giving Londoners access to London’s cultural riches. Through extensive research, we established that many discount offers already exist, and that community-led approaches are needed to deliver on this aim and to overcome the engagement barriers of cost, travel, time and relevance of activity. To support Londoners who have the least opportunities, culture needs to be relevant; ie. made by and with the communities it is for and 'on your doorstep'. CCI12 Love London RRRRR- This is why the Mayor's new £1million Culture Seeds fund was launched. It is achieving this engagement goal by delivering micro grants to grassroots projects across London so that Londoners themselves can lead cultural activities. Grants in the last quarter have included visual arts workshops for young people with dyslexia in Croydon, storytelling workshops for refugee and asylum-seeking women in Greenwich, and dance workshops for older people in social housing in Hounslow. - As a result of the research concluded that a culture discount card project will no longer be pursued. Relevant research undertaken will made available for learning and evaluation.

- The Roman Dead exhibition at Museum of London Docklands attracted over 36,000 visitors, making it the third most successful exhibition to date at the Museum. - A new display opened in November - Disease X looks to the future for the next unknown lethal disease, and explores the deadly epidemics of past centuries, one hundred years after the outbreak of the deadliest wave of ‘Spanish Flu’. - Planned exhibitions for 2019 were publicly announced - Beasts of London at Museum of London and Secret Rivers at Museum of London Docklands. Both were well received, with positive early sales for Beasts of London, a ticketed exhibition. Museum of London: CCI13 GGGG- Over 108,000 schoolchildren have taken part in Museum of London programmes so far in 2018/19, Annual Grant G 29% ahead of target. Programme highlights in last quarter included over 6,000 secondary school pupils in 17 schools across 12 boroughs taking part in Black History Month. - The Museum’s venue hire business delivered record commercial income over the Christmas season. - Culture Mile is a partnership between the City of London Corporation, Barbican, London Symphony Orchestra and Guildhall School of Music and Drama and the Museum of London, aimed at establishing the area as a destination for creativity, culture and learning. Recent projects included a collaboration with Poet in the City, Between the Storeys, using poetry and film to animate the stories, histories and experiences of different local communities. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- Busk In London has supported 2,500 performers and has provided 8,000 hours of performance opportunities in 2018/19 to date. Mayoral funding of £55k has leveraged £191k. Busk In London now manages pitches for 14 major landowners including Wembley Park and Battersea Power Station. 2018/19 CCI14 Music Programme GGGG G media coverage includes 20 broadcast pieces, 200+ media articles and 60+ international features. - A London Music Fund alumni from Havering has been awarded a place in the National Children's Orchestra.

- The World Cities Culture Forum is a global network of 38 world cities, led and chaired by the Deputy Mayor for Culture and Creative Industries. Its members are influential cultural officials, advocating for culture as a vital part of urban policy. - Its annual summit was held in November in San Francisco. Cultural policy makers from 32 cities came World Cities Culture CCI16 GGGGtogether to share best practice. During the summit the World Cities Culture Report was launched, the Forum G largest report to date profiling culture in 35 cities. Cities who had been on the Bloomberg and Google- funded Leadership Exchange programme presented on their findings. - Lisbon will be the host city for the 2019 annual summit (October 2019). - Work with the City of Amsterdam to host a delegation of European cities in London in Q4 continued.

- The Museum has successfully completed RIBA stage 2 and stage 3 designs are currently being developed. The next project milestone is submitting the planning application, which is planned for autumn 2019, before which the Museum will consult widely on proposals. - An agreement will be entered into with the City of London Corporation as to when GLA payments will start for the project in Q4 - expenditure is rated amber until confirmed. - The Museum’s fundraising campaign to raise £70m for the move to West Smithfield is ahead of Museum of London: CCI17 GAGAschedule with significant support of £10m from the Linbury Trust (a Sainsbury family trust) and £5m Relocation A from the Heritage Lottery Fund. This takes the total pledged to date to £26m, which includes £10m from the Goldsmiths’ Company and significant support from global law firm DLA Piper and a number of individual donors. These high profile partners have given the campaign a very firm foundation. - This project is rated amber due to the inherent risks of the planning process, with appropriate mitigations in place including expert advice and governance. There is no risk to the GLA's contribution which is capped at £70m.

COMPLETED CCI18 Culture Strategy G GGGGIn Q3 the London Assembly voted in favour of the Mayor's Culture Strategy and it was published in the new year. This project will be removed from the dashboard for Q4. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

The Creative Land Trust has been established as a company and a Chair has been recruited. An interim management team has been put in place to ensure that the organisation is ready to deliver as soon as it is CCI19 Creative Land Trust G GAGAlaunched in early 2019. A decision on the Trust's charity application has not yet been assessed, but the Trust is able to operate, access its funding and begin its work without charitable status and short term impact will not be affected. Appendix 1f - Environment: Overview

What are the benefits we're pursuing for Londoners?

For London to be the world’s first National Park City, where more than half of its area is green, where the natural 1) environment is protected, and where the network of green infrastructure is managed to the benefit of all Londoners.

London will become a zero-waste city. By 2026 no biodegradable or recyclable waste will be sent to landfill and by 2) 2030 65 per cent of London’s municipal waste well be recycled. London will be a zero carbon city by 2050, with energy efficient homes (with help targeted to low income 3) households), clean transport and clean energy.

How well are we doing?

Governance and risk Targets and deliverablesTimescales Spend AGGA

Updates Progress commentary Greener city - Plans to make London a National Park City (PI-1) are progressing well. Community Tree Grants of £450,000 were awarded to 29 projects to plant 40,000 trees across London this winter. An additional 49,000 trees were planted at London's biggest ever community tree planting event in December. Three proposals are being developed with partners to create new woodland. A new London Tree Cover map confirmed 21% of London is covered in trees. - The 1st round Greener City Fund Community Greenspace projects (PI-2) are nearing completion and a further £1.25m has been awarded through the 2nd grant round to support 78 projects. Round 2 includes £300k allocated to 29 schools in areas of poor air quality who will use green infrastructure to reduce exposure to pollution. Zero-waste city - Waste projects are on track. Good progress has been made through the Mayor’s partnership with Thames Water to install drinking fountains: there is confidence the partnership will meet its target (PI-3). However, there are risks to the delivery of interim milestones. The earlier partnership with ZSL delivered the target number of fountains. - The delivery of Reduction and Recycling Plans by each London Borough remains on track. Zero-carbon city - The EfL programme has a healthy pipeline of projects. We are in the final stages of competitive dialogue with bidders to establish a new energy company; we expect to enter into a contract in the summer. - We are assessing bids to appoint a service provider for the next Home Energy Efficiency Programme (the successor to RE:NEW); and finalising a Mayoral Decision for the next phase of Warmer Homes and Fuel Poverty Support Fund. - Cleaner Heat Cashback has had low take-up, so we are driving marketing through the trade and business sectors to target more businesses directly; and assessing barriers. RE:FIT is on track to meet its targets by the end of programme (31 August 2019). - The Decentralised Energy Enabling Project is operating to plan, with 20 mini-competitions undertaken and a pipeline of approximately 40 projects. Smart energy demonstrators and trials, including FlexLondon and Home Response, are on track to improve London's energy systems by 2020. Traffic lights - 'Governance and risk' is amber due to the below highlighted risks on the EfL Supply Company and Cleaner Heat Cashback offers. 'Targets and deliverables' are green as most programmes are delivering as expected and to budget, with some budget reprofiling to 2019/20 (hence the amber rating for 'spend'). Top risks and issues There is a risk that… Procurement of the EfL Supply Company is delayed or fails because of challenges faced M to the process or non-compliant bids Issues Take-up of Cleaner Heat Cashback pilot has been slow to date due to this being the first scheme of its kind in the UK. SMEs also have limited capacity and longer H decision-making timeframes

There have been delays in procurement and the completion of projects by housing M providers for Energy Leap, which has in turn significantly delayed the programme

Actions Completed/Due in Q3 Action Comp? Revised Undertake application competition for drinking fountain host sites Y Mass-tree planting weekend Y 2019 Community Green Space grants awarded Y Procure drinking fountain supplier in conjunction with Thames Water Y Due in Q4 Action Original Revised Procure drinking fountain supplier in conjunction with Thames Water Jan-19 Review of the Cleaner Heat Cashback Feb-19 ITT evaluation for the role of the London Homes Energy Efficiency Feb-19 Programme's Technical Assistance Team Summer EfLSCo contract signature Mar-19 19

Summaries

5 3 17 Targets Projects Deliverables

Year-end Forecast v Budget

Cap £9.7m of £14.5m There is revenue slippage reported on three programmes (Energy for London Homes Energy Efficiency Programme, New Mechanisms and RE:FIT) and capital slippage reported

Finance on two programmes (Cleaner Heath Cashback and Energy for Rev £33.3m of £35.7m London Supply Company).

0% 20% 40% 60% 80% 100% Performance indicators

National Park City: Plant thousands of trees by March 2020 through Mayor's Greener City Fund PI-1

Past Years' Most Recent Cumulative 2018/19 2019/20 On Track? / Data next End Target Data Data Performance Target Target Trend due

67,000 79,000 146,000 50,000 50,000 200,000 G Q4 New April 2016 - April - December April 2016 - April 2018 - April 2019 - April 2016 to March 2018 2018 December 2018 March 2019 March 2020 March 2020

Notes

- These figures only relate to tree planting funded directly through the Mayor's Greener City Fund. Figures for trees planted by other members of the GLA Group and members of the London Tree Partnership (NGOs, etc) are not included. - The Mayor is providing leadership on the London Environment Strategy ambition to increase tree cover across the capital, which requires the support of businesses, local authorities, civic environmental groups and local communities. Trees planted by the Mayor will make a contribution to the separate, and wider, 2050 target to increase the existing area of tree cover in London by 10%. - Future performance depends on site availability for tree planting. The final target reflects that we expect to over-achieve the 2018/19 target.

Commentary

79,000 trees were planted at London's biggest ever mass tree planting event in December 2018; this was made up of: 29,000 trees that were provided to householders, 25,000 provided to community groups and 25,000 planted at 4 community mass tree planting sites. A further 15,000 trees will be planted with funding from the Greener City Fund Community Tree planting strand - by the end of March 2019 across 21 London boroughs. By the end of the winter 2018/19 planting season, a total of 162,000 trees will have been planted. majority oftheseprojectshavebeen community-led projectsattheendof2017. Community - Fund City theGreener of round The first established. recently methods through thegreencovermapping createmoregreencove existingand tosafeguard opportunities development mechanisms,notably - Other anexistinggreenspace of functioning support 78 projects that will be delivere thatwillbe 78projects support of throughtheaddition spaces ofnew the establishment the number of green space projects awarded grant funding through the Mayor's Greener City Fund. City Greener throughtheMayor's grantfunding awarded projects greenspace of the number which willusegreeninfrastructureto Commentary thesuppo requires - Deliveringthisambition (so thatatleast50%ofLondonisgreenby2050). Environm throughtheLondon leadership isproviding - TheMayor Notes delivered from from delivered Past Years' PI-2 Outputs 18/19 Data National ParkCity:Atleast100communitygr N/A April - December April -December Most Recent Data 54 18 April - December April -December See 'most recent recent See 'most Performance Cumulative reduce exposure to pollution). topollution). exposure reduce completed, engaging8,000children.The se data'

to benefit 18 d in 2019/20 (includes £300k allocated to29sc £300kallocated in2019/20(includes d and regeneration schemes (not covere (not regenerationschemes and This includes13schoolprojects( rt of businesses, localauthorities,civi rt ofbusinesses,

a localcommunity. April - March April -March 2018/19 Target Greenspaces Grants strand, awarded £1.13mto54 awarded Grantsstrand, Greenspaces 2019 05 100 50 50 een spaceprojectssu

green infrastructure r. Theextentofgreencover ent Strategy to ensure London is greener than it is today isgreenerthanittoday toensureLondon ent Strategy March 2020 April 2019- 2019/20 Target

£2.8m matchfunding or pported byMarch2020

the improvement of the quality and or and ofthequality the improvement cond grantroundha d by this PI), provide thegreatest thisPI),provide by d c groups and communities.ThisPIrecords and c groups End Target March 2020 April 2018- hools in areas of poor air quality airquality hools inareasofpoor will be monitored every5years monitored will be On Track?/ On

was secured).The The funding supports supports The funding Trend s awarded£1.25mto New G Data next due Q4

- Traffic lights will be set once deliver isintrain.In setoncedeliver be - Trafficlightswill communications strategyarealsounderway. asapriori aretreated ensuringsiteworks and boroughs thisisbei However, ondelivery. effect have aknock-on would permission inreceivingplanning sought.Delays istobe permission planning and isunderway - Finalsiteassessment forinstallation. responsible ThamesWaterwillbe and - The aimistobegininstallingfountainsinApril2019(and has. hasnotye ofdelivery - Notetheprofile thismeasure. willcounttowards thispartnership by installed and offountainsinsta thenumber by measured be - Successwill for atleast25years. by matched committing £2.5m,whichwillbe Environment Strategyandhasannounced tacklethisissue, Tohelp packaging. plastic recyclable formofplasti form themostprevalent ce taking and into oceans,harmingwildlife tocuttingtheuseofsinglepackagi - TheMayoriscommitted Commentary Notes start Q119/20 scheduled to scheduled Past Years' Installation Installation PI-3 Data Waste ReductionandRecycling-Dr / / / / TBC N/A N/A N/A N/A start Q119/20 Most Recent scheduled to scheduled Installation Installation Data start Q119/20 Performance scheduled to scheduled Cumulative Installation Installation c packaging in our oceans and accelerated action is needed to phase outnon- tophase actionisneeded accelerated inouroceansand c packaging t been set (it is dependent on planning pe onplanning set(itisdependent t been apartnershipwithThames Waterto nturies to break down whilstreleasingto down nturies tobreak inking FountainsforLo Thames Water,whohavealsocommitte start Q119/20 the interim, progress is being assessed through project ENV13. throughproject assessed isbeing progress theinterim, scheduled to scheduled Installation Installation 2018/19 Target the Mayor has set out a number of actions in the London ofactionsintheLondon theMayorhassetoutanumber A competition has been run and completed forsites. completed runand hasbeen A competition ty by Thames Water. Development of branding and a and branding of Water.Development Thames by ty ng mitigated through pre-application engagement with London London with engagement throughpre-application ng mitigated complete installationbyQ1 lled throughout the life of the programme. Any fountain funded fountainfunded Any throughoutthelifeofprogramme. lled 31 March 2020 ng. Plastic packaging blights our streets and finds itsway finds ourstreetsand blights ng. Plasticpackaging 1 April 2019- 2019/20 Target ndon (installover100fountainsbyQ12021/22) installover100drinkingfountains- rmission) and will be confirmed onceit confirmed willbe rmission) and 1 April 2019- 30 June 2021 xic chemicals. Single use plastic bottles bottles xic chemicals.Singleuseplastic End Target d to maintain and cleanthefountains tomaintainand d 100 2021/22).Procurementisunderway On Track?/ On N/A Trend New Data next due Q4 older homestomakethemmoreenergy - InNovember2018,approval isexceedi accelerating.Demand week and hit,gi - Itislikelythe2018/19targetwillbe Commentary tothe applications processes costs.The energy reduce and thesehomes of the comfort households poor tofuel grantfunding provides Homes - Warmer the aimistosupport primary Thisprogramme's objective. measur efficiency energy where homes of thenumber - ThisPI - Notes 2019/20. Duetothetimerequirementsund - See alsoENV18. paperwork, theaimisto

Past Years' PI-4 Data homes byMarch2019 energyeffici install Homesscheme, Warmer the Through / 425 N/A December 2018 Most Recent 1 April - 31 Data complete theseinstallati scheme, and RetrofitWorks, wh RetrofitWorks, scheme, and was givenfor£1.925moffundi See 'most recent recent See 'most Performance Cumulative data' -efficient aspartofourFuelPovert ng expectations and thereisawaitinglist. and ng expectations ven thecurrentweeklytraj ertake surveys,agreemeasureswithcu ons bytheendofQ12019/20. 31 March 2019 1 April 2018- 2018/19 Target 2 480 625 fuel poor, with carbon savingsanancillarybenefit. withcarbon fuel poor, programme is delivered by the Energy Saving Trust, which SavingTrust,which theEnergy by isdelivered programme ich overseesinstallations. ng toinstallenergyefficien es installed -linkstotheMa es installed in London toinstallenergye in London 31 March 2020 1 April 2019- ency improvements in a minimum of 1,100 fuel poor minimumof1,100fuelpoor ina improvements ency 2019/20 Target ectory of installations, which is currently about 3 ectory ofinstallations,whichiscurrentlyabout y Action Plan and Zero Carbonby2050 y ActionPlanandZero 31 March 2020 1 April 2018- End Target stomers, installmeasuresandsignoff 1,105 cy measuresin480homes yor's commitmenttoinvestin fficiency measures to improve fficiency measurestoimprove On Track?/ On Trend New G Data next due Q4 0 a this PI) and enablingtheretrofitofover37,000 2018. per cent London’ campaign to switch London overtocleanener toswitchLondon campaign centLondon’ per - Nevertheless, by focusingresour - Nevertheless,by tariff thesolarfeed-in closureof thefull of announcement ofthis ratingsinceretrofitdelivery amber e ontheenergy affect amarked hasalsohad fire The Grenfell the Energy levelsof low continued and closure); forthcoming centrentreduct thesocialhousing'oneper Fund; Improvement tofruition. projects RE:NEWsupported tobring partners changessince ofpolicy ratingreflectstheimpact - Theamber ofcompletion formal evidence - Deliverywithintheextensionpe ofpr maintainapipeline installation and witha Assistance Teamiscontinuingwork to fruition, - 'Past Years' Data' has not been included sincethiswoul included - 'PastYears'Data'hasnotbeen projects areduetocomple currentlythepipe and projects Thisvariesbetween verified. toassignconfid isused pipeline project theGLA.Adetailed by hastobe astheevidence - Thereisoftenalaginthisprocess works and budget commitment). goingahead orwillbe implemented been eviden verified with homes of thenumber measures ThisPI - theirhousingstock. of efficiency theenergy toimprove works toprocure them toenable housing providers Commentary - This PIlinkstotheMayor'scommitment Notes onPImeasurement

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to bridge the gap until its successor programme is ready to isready untilitssuccessorprogramme thegap to bridge risks that risks December 2018 Most Recent September - the target will be missed are being minimalised. arebeing missed the targetwillbe Data te inMarchandApril2019. (Q3 ishistoricallyalow'perfo (Q3 See 'most recent recent See 'most

riod began in Q3. Performance inQ3. began riod Performance ces on the most engaged housing partners and the projects deemed theprojects and housing partners engaged ces onthemost Cumulative data' ojects ready for thesuccessorprogramme. for ojects ready homes, butwasextended(S (eg. a signed contract between ahousing contractbetween (eg. asigned sort (with no capital funding from theGL from funding nocapital sort (with selected number ofsocialhousingprovid number selected investinolderhomesto support thedeliveryof4,000furthe ded by meeting its funding-dependent European Investment Bank targets Bank Investment European itsfunding-dependent meeting by ded September 2018 - March 2019 2018/19 Target ,0 2,000 2,000 These include: the cessation of the Green Deal and Home Home Dealand theGreen thecessationof These include: d relate to the 'full' RE:NEW programme, whichclosed relatetothe'full'RE:NEWprogramme, d since this extension period started being a prime example. example. aprime being started since thisextensionperiod line is backloaded as a number of larger, more complicated oflarger,morecomplicated asanumber line isbackloaded ce thattheretrofitworkssuppo rming' quarter inthe programme). rming' quarter Company Obligation (ECO) subsid (ECO) Obligation Company gathered from the supported or thesupported from gathered fficiency retrofit market. These market. retrofit fficiency 2015, which have affected the ability and capacity ofhousing capacity and theability 2015, whichhaveaffected ence levels to when each project (and each home) can be canbe eachhome) (and eachproject ence levelstowhen ion' and solar feed in tariff reduction of 63 per cent (and cent(and of63per intariffreduction solarfeed ion' and gy. RE:NEW provides technical gy. RE:NEWprovides

is expected to ramp up in Q4 as more projects submit submit asmoreprojects inQ4 up toramp is expected 1 April - 30 April April-30 1 launch. In the extension period a reduced Technical areduced launch.Intheextensionperiod 2019/20 eptember 2018-April2019)with Target make themmoreenergy-effi 2019 A) remains difficult to predict, withthe topredict, A) remainsdifficult End Target Sept 2018- ers to bring more retrofits forward to moreretrofitsforward ers tobring provider and a contractor specifying the acontractorspecifying and provider April 2019 r homeretrofitsbyendApril2019 4,000 rted by the programme have theprogramme by rted factors all contribute tothe factors allcontribute ganisation and then verified thenverified ganisation and assistance expertise tosocial assistance expertise y for solid wallinsulation. y forsolid On Track?/ On cient aspartofthe‘100 Trend aninterimtarget(ie. New

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Deliverables

London confirmed as a National Park City (NPC) in 2019 D-1

By when? Success measures

- London is confirmed as the first National Park City on 22 July by National Park City Foundation in a process supported by World Urban Parks, ICLEI – Local Governments for Sustainability and the International Union for the Conservation of Nature (IUCN) - A National Park City Festival is held from 20-28 July which engages 1,000s of London across in Jul-19 hundreds of events to explore, celebrate and get actively involved in help to green London and improve the natural environment - Hundreds of greenspaces will be established and/or improved and of trees will be planted (Refer to PI-1 and PI-2)

Phase? On track? Commentary G -National Park City status is awarded by the independent National Park City Foundation and New endorsed by World Urban Parks, ICLEI and IUCN. We are working with the National Park City Foundation to ensure the Mayor’s policies and programmes for green infrastructure and the natural environment as set out in the London Environment Strategy are compatible with their International Charter for National Park Cities and are sufficient for London being confirmed as the first National Park City. -We are working with partners to support and curate a National Park City Festival as a public- facing celebration of London becoming the first National Park City, building on the success Planning of the 2018 National Park City week, when over 300 events were held. A small grants fund will be launched in February 2019 to support events. -There will be a "call to action" to Londoners to get actively involved in greening the city in addition to the community green space and tree-planting projects already funded through the Greener City Fund. -The third round of the National Park City Greener City Fund, which will support greenspace improvement and tree planting, is currently being designed. These grants will be launched in spring and summer 2019. hs?O rc?Commentary Ontrack? Phase? Commentary Ontrack? Phase? ywe?Successmeasures By when? Planning By when? Delivery 2019/20

D-3 Feb-20 D-2 Winter Each LondonboroughtodevelopReductionandRecyclingPlansby2020 EfLSCo supplycompanylaunchedbyDecember2019 - Supplycompanylaunched(opentoacquirecustomers) - Contractwithsuppliersigned - Ultimately,areductioninwasteandincreaserecyclingratesLondon. modelling etc. collection services,triallingserviceviapilotschemes,undertakingreviews,instigatingwaste they areimplementingactionssetoutintheseplans.Thismayincludeintroductionofnewwaste - EachLondonBoroughhasanapprovedReductionandRecyclingPlaninplacethereisevidencethat Success measures New New A G 2020. - Phase3:11RRPstobesubmittedendDecember2019andapprovedbyFebruary - Phase2:12RRPstobesubmittedendJune2019andapprovedbyAugust - Phase1:7RRPstobesubmittedbyendMarch2019andapprovedMay responsible forreview,commentandsign-off. have beenthroughappropriateinternalapprovalsbeforesubmissiontotheGLAwhowillbe Further reassurancehasbeensoughtfromeachboroughthatthesubmitteddocumentwill boroughs inthefirstphaseareontracktosubmittheirRRPsforreviewbyendofMarch. recent updatesobtainedfromboroughofficersandthroughLWARBcontactsindicatethat progress isasrequiredandsubmissionswillbeontimetoasuitablequality.Themost - BothLWARBandtheGLAaretrackingupdatesfromeachLondonboroughtoensure has contactedeachboroughtooffersupportandadviceinthedevelopmentoftheirRRPs. - Guidance,containingatemplatetofollowandFAQs,hasbeenissuedbytheGLA.LWARB phases ofsubmissions;thefirstsubmissionisduetoGLAbyendMarch2019. - ThedeliveryoftheseReductionandRecyclingPlans(RRPs)hasbeendividedintothree (assuming compliantbidsare received),butwillbeslightlydelayed. our procurementtimeline.The RAGratingisthereforeamber-thedeliverablewill bemet would behigh,thisextension wasaddedaspartofourriskmitigation.Thishaspushed back the likelihoodofreceivingcompliantbids.Sinceimpact ofreceivingnon-compliantbids a draftIS-BaFOtobiddersbeforeclosingdialogue.This wasdeemednecessarytomaximise - Thedialogueprocesshasbeenextendedbeyondits original timelinetoallowusrelease Offers (IS-BaFO)followingshortlyafter. dialogue wasexpectedtocloseimminently,withtheInvitation toSubmitBestandFinal - Atthetimeofwriting,GLAwasinfinalstages ofdialoguewithbidders.That Projects PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- Delivery of Cleaner Heat Cashback - the Mayor's commercial boiler scrappage scheme - is ongoing, with a range of stakeholder engagement and marketing activities being undertaken. Outreach and marketing through the trade and business sectors continues, with a broadening of the reach of this activity to try and more directly target businesses. This is being tested through the purchase of about 3,000 business contact details, with businesses contacted directly by e- mail. Paid adverts are being trialled also. ENV5 Cleaner Heat Cashback R A ARA- Further support has been put in place to give SMEs more assistance through the application process. - Take-up to date has, however, been slow (20 applications received, 6 being reviewed and 12 have been rejected) and a roundtable with stakeholders was held to get feedback on the scheme and identify any key barriers. Further research has been commissioned directly with SMEs and this will be undertaken early in Q4 to get feedback and test some further options to try and increase take-up.

- DEEP is a £3.5m project (50% funded by the European Regional Development Fund (ERDF) & 50% funded by GLA) providing public sector intervention to help realise larger-scale decentralised energy (DE) projects in London that the market is failing to develop and deliver. DEEP helps procure and directs technical, commercial, financial and other advisory and support services - via a framework - to help others bring into operation DE schemes that deliver significant CO2 reductions at market-competitive prices. The programme will directly contribute towards the Mayor’s aim for London to be a zero-carbon city by 2050 as well as succeeding the successful Decentralised Energy Project Delivery Unit (DEPDU) that ended on Decentralised Energy 31 March 2016. The project runs for 3.5 years through to September 2019. ENV6 AAAA Enabling Project (DEEP) A - The project is operating broadly to plan. 20 mini-competitions have been undertaken with a pipeline of approximately 40 projects. Twelve Support Agreements have been signed with DEEP beneficiaries to date. The London Heat Map upgrade will be complete shortly and also the London Heat Network manual upgrade will go out to tender. - The amber rating is due to a project change request having been submitted - but not yet approved - to extend the period over which it can gather its claimable outputs from September 2019 to December 2021. The project extension would also allow spend to be extended for a further 6 months through to the end of March 2020. This extension has been agreed in principle with the ERDF. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The Sustainable Drainage Systems (SuDS) Opportunity Mapping online tool was launched in December 2018 for local authorities and relevant risk management authorities. Works are also underway to create highway focussed SuDS training modules and design material for Local Authority highways departments and TfL. The creation of Sector Specific SuDS Guidance has been procured; 6 individual guidance documents will be delivered within 2019. ENV7 Drain London AGGA A - Good progress is being made, although the timescales originally proposed in the published London Sustainable Drainage Action Plan document (2016) have been revised. Expenditure profiles have also been amended with certain projects now extending into 2019/20. Identified risks are being appropriately managed; however, some are reliant on external factors with limited GLA influence.

The project has experienced several delays due to factors outside the GLA's control (chiefly that it is the housing providers that have responsibility for delivering the projects), this has also meant that the target number of homes has been reduced from 10 to 8, procurement being run by both ENV8 Energy Leap AAAG A housing provider and partners is underway and it is expected that the first installations will start in spring 2019, with projects complete by the end of summer 2019. At that point, data collection will commence, feeding into an evaluation report to be provided by the end of that year.

- At the time of writing, the GLA was in the final stages of dialogue with bidders. That dialogue was expected to close imminently, with the Invitation to Submit Best and Final Offers (IS-BaFO) following shortly after. Energy for Londoners - The dialogue process has been extended beyond its original timeline to allow us to release a ENV9 Supply Company A AAAGdraft IS-BaFO to bidders before closing dialogue. This was deemed necessary to maximise the (EfLSCo) likelihood of receiving compliant bids. Since the impact of receiving non-compliant bids would be high, this extension was added as part of our risk mitigation. This has pushed back our procurement timeline. The RAG rating is therefore amber - the deliverable will be met (assuming compliant bids are received), but will be slightly delayed.

Hydrogen For - HyFIVE's project delivery phase ended in March 2018, the FCHJU has approved the ENV10 Innovative Vehicles G GGGGconsortium's final claim and have accepted all reports that have been submitted over the course (HyFIVE) of the project. Public reports are published on www.hyfive.eu. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The GLA is considering the future of the Licence Lite (LL) project, based on gas-engine Combined Heat and Power (CHP), in light of electricity grid decarbonisation, air quality issues and the new London Environment Strategy policy moving towards heat pump based heat production. ENV11 Licence Lite A GAGA- An amber for expenditure is because the actual spend/budget will be different than the forecast - we are currently determining the exact variance (if any). The GLA is investing more resources in solar and community energy, plus the Energy Company can look at promoting local generation.

ENV12 National Park City G GGGG Covered in the performance indicator and deliverables sections.

- The Mayor is committed to campaigns and initiatives to cut the use of single use packaging. Single use plastic bottles are the most prevalent form of plastic packaging in our oceans and accelerated action is needed to phase out non-recyclable plastic packaging. To help tackle this issue, the Mayor has set out a number of actions in the London Environment Strategy, including support for a refill scheme for improving access to tap water and has developed two partnership programmes. - The first partnership is with ZSL and MIW Water Coolers to install 20 drinking fountains by the Plastic Bottle Reduction end of 2018. Due to the scheme's success, it was decided to extend it into 2019 and install an ENV13 AAGG & Waterfill A additional 8 throughout the spring 2019. - The second partnership is with Thames Water to install over 100 fountains by Q1 2021/22. Procurement of a fountain supplier for this partnership is underway and a competition has been run to choose prospective sites. Planning permission is to be sought imminently and the branding and communications approach are being developed. - We are confident of hitting the overall installation target by Q1 2021/22; but the delivery profile is dependent on the granting of planning permission. Procurement is underway but has been delayed. Expenditure is on target and capped at the £2.5m committed by the Mayor. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- Overall, the programme is performing well with healthy pipeline of projects. KPIs claimed at Q3 were: 3,522,427 kWh of energy and 1,715 tCO2 saved annually on 28 public sector buildings. Projections show overall programme KPIs will be met (by August 2019). - The main issue remains the proposed 10% penalty on ERDF funding due to a missing document ENV14 RE:FIT GAAG G during the audit of the 2013 TfL framework through which the RE:FIT Programme Delivery Unit was procured in 2015. This proposed penalty is disputed. In parallel the programme manager is looking at mitigation measures and reducing costs to minimise the effect of that penalty, should it be ultimately enforced.

- The programme is performing well with a healthy pipeline of projects, which should come to fruition before the end of the programme. Work has been undertaken to identify projects for the successor programme to RE:NEW ('London Homes Energy Efficiency Programme' - due to launch in spring/summer 2019), with 8 projects entering the pipeline. - Since the launch of RE:NEW Phase 3 (August 2014) the programme has delivered over £131m of leveraged investment into home energy efficiency and renewable energy retrofit and 71 landlords have signed up for support. Over 37,665 homes have been supported with energy efficiency measures saving over 32,469 tCO2 annually. ENV15 RE:NEW GAAG A - Against the extension period target of 4,000 homes, 356 have been recorded to date. This figure is expected to increase in Q4 (Q3 is historically a low quarter in the programme). - Issues and risks remain, primarily the reduction in government funding for energy efficiency measures in homes and the reduced numbers of professionals in boroughs and Housing Associations employed in this area. The programme attempts to mitigate these by targeting support where it most likely to provide results (in terms of the organisations worked with and the projects worked on). - The amber rating reflects the impact of policy changes since 2015 (see PI-5). PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- The aim of these demonstrators and pilots is to develop and improve London's energy systems. These changes will: support Londoners' and London businesses' to cut their energy bills; supply additional, flexible electrical power to local and national electricity networks (helping to meet Londoners’ variable demands for power); earn rewards for flexible use and supply of energy; and Smart, Flexible Energy ENV16 G GGGcontribute to a smarter, cleaner and more secure energy system for London. Demonstrators & Pilots G - The GLA is delivering its contractual responsibilities in line with external grant funding and collaboration agreements, including management of issues and risks, deliverables and expenditure. The GLA funded FlexLondon Challenge is on track to deliver five flexibility projects by summer 2019.

- The 2019 competition is on schedule and on budget. Interns have been recruited and advertising of the 3 awards is progressing as planned. Applications are already being submitted over a month before the deadline. Workshops are all planned and the 3 pre-applicant workshops ENV17 Mayor's Entrepreneur GGGG G have all been oversubscribed. Judging panels are in the process of being confirmed. - Funding for the 2020 competition is in process of being applied for from the Citi Foundation Pathways2Progress programme.

- It is expected that the scheme's original target of completing installations in 625 homes will by met by March 2019, with the remainder of installations (ie. those funded by the increase in capital funding approved in November 2018) completed by June 2019. 1,106 successful applications have been submitted, meaning funding for the scheme has been allocated. We are bringing forward proposals for phase 2 of the Warmer Homes programme with a Mayoral Decision imminent. - Data from installations completed to date shows that indicators for CO2 and energy bill savings are Warmer Homes (and below expectations. This is because, many of the homes that have been processed through the scheme ENV18 Fuel Poverty Support A AGAGhave been flats or smaller houses, where energy consumption and CO2 emissions are lower to start with. Fund) Therefore the savings per pound spent on energy efficiency improvements are lower. In addition, the poor condition of heating systems and homes in many cases has increased the complexity of jobs and therefore the amount that can be done with the available grant is lower than projected While this means emissions reductions are lower, the scheme is still securing improvements in comfort and energy bill savings for fuel poor homes. - Through Warmer Homes, we are collecting more in-depth data on homes’ condition, performance improvement and energy savings, which will help inform future delivery. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture

- Highlights in Q3 included the launch of the 1.5C Compatible Climate Action Plan by the Mayor, which provided detail on steps to be taken in London to meet the Mayor's Zero Carbon target by 2050. The Business Leaders programme continued to progress with 4 roundtables held on energy efficiency, renewable energy, waste and zero emission transport. These were attended by representatives from 11 high profiles businesses including Tesco and Sky and outcomes included the identification of actions that the businesses will take collectively in London to reduce their emissions. The 11 businesses also disclosed their London based emissions in December, a global first for businesses in a city. - A workshop took place with a range of stakeholders, including the boroughs and borough support Zero Carbon Policy organisations, to help develop recommendations for the GLA for supporting emissions reductions in the ENV19 AGAA Projects A commercial sector in London. Workshops for boroughs and other stakeholders were held on the new emissions factors methodology, accompanying its publication. Other London Plan research was also published including the energy monitoring report and launch of energy guidance and offsetting guidance published. - In this period the 2016 LEGGI Interim data was also published, showing greenhouse gas emissions for London. Work has been initiated with UCL to undertake solar mapping in London to further inform implementation of the solar action plan. - However, some projects, eg. commercial sector research and solar mapping, have had to be pushed back and budgets will not be fully spent in 2018/19, hence the amber ratings.

- The Better Futures project is an ERDF EU matched funded project, with a budget of £1.6 million to support London based SMEs and companies operating in the Cleantech sector to create a cleantech business incubator for London. - The project is on track to achieve its main targets for engaging with SMEs. The collaboration projects with research institutes are a little behind owing to paperwork requirements, but the projects are going well. - We have continued to collaborate with the London Sustainable Development Commission to recruit more women-led SMEs onto the programme, and we continue to promote the project at industry events ENV21 ERDF Better Futures G AGAGand through our networks to encourage more SMEs to join the programme. We have now appointed a consultant to undertake our interim evaluation and final summative assessment (albeit later than anticipated). - Delivery of ‘new products or processes to businesses’ has been slightly delayed. However, we have a pipeline of 21 business that we are supporting to develop new products or processes, so are confident the end target will be hit. We will be prioritising this deliverable for the remainder of the project. Evidencing internship collaborations has been problematic, even though they are happening, so we are addressing this with our ERDF Contract Manager and amending our forms and processes to enable us to capture the evidence more easily. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Commentary Ref RAG scales Risks ables diture The Mayor has a statutory duty to review all new waste contracts before they are released for tender by London Boroughs or Waste Disposal Authorities. - This is an ongoing responsibility as contracts expire and are re-let. - A register has been created showing when contracts are due to be renewed or let. This will be placed on the London Datastore - This register has allowed the waste team to ensure they have sufficient resource in place to receive, Review of Waste ENV22 G GAGGreview and respond to draft contracts. Contracts - Issues and Risks is rated as amber as contracts may be drafted that are not in accordance with the Mayor's requirements set out in the London Environment Strategy, such as sperate weekly food waste collection, collection of 6 dry recyclable materials. This will be mitigated by officers working with boroughs to explore options and offering support through Resource London. Resource London is a support programme for London waste authorities jointly funded by the London Waste and Recycling Board (LWARB) and WRAP. Appendix 2: Projects not aligned to a portfolio PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture

- A modernisation of the existing SafeStats crime and safety data platform is required due to outdated technology. - The project is expected to deliver as planned with procurement complete and the initial stages of the City CIT2 Safestats development GGGGdevelopment underway. There is sufficient budget to cover the minimum expected build. Intelligence G - The first and second phases of the project are complete and the third phase will be completed by mid- 2019. This third phase is building a minimum-viable product web application to display all of the SafeStats data in a user-friendly way, as well as refreshing Information Sharing Agreements.

Urban Analytics: Social City The project is in the planning stages and is not due to fully begin until Q1 2019. Delays in recruitment CIT3 AGGG infrastructure tool Intelligence G may have a knock-on effect on the project timetable.

The project is being delivered on schedule for its launch date of April 2019. Funding from the Mayor (MD2373) and from London Councils has been approved until 2022. The Chief Digital Officer has London Office of City recruited 11 councils to contribute to the budget of LOTI. An associate has been recruited by Bloomberg CIT4 Technology and GGGG Intelligence G Associates to help London Councils setup the governance arrangements, recruit staff, and establish Innovation (LOTI) funding agreements with the Mayor and the boroughs in keeping with the business plan agreed between the GLA and London Councils.

- The Mayor wants to support productivity and competitiveness by removing childcare as a barrier to work for parents who wish to re-enter the workforce; and he wants to increase the availability of quality childcare. - We will fund three key activities: Early Years Hubs will improve collaboration across settings; Our Early Years Leaders programme will support early years practitioners to progress in their careers and improve outcomes for children, particularly those that are disadvantaged; and an London Early Years Campaign will increase the awareness and take up of free early education for 2-year olds. Education & - The Hubs are on track to meet their aims, including their settings achieving the Bronze Award for the EDU1 Early Years Education GGGG Youth G Healthy Early Years London Programme. A successful bidder has been selected to deliver the Early Years leader programme, ready to start delivery in January 2019. The Early Years Leaders Programme will engage 30 early years coaches to support 90 practitioners during its delivery, until December 2020. - The London Early Years Campaign is well underway. Following a competitive grant process, 11 projects have been selected to pilot creative activities to improve awareness and take up of free early education for 2-year-olds, particularly those who currently are missing out on the offer. The London Early Years Campaign - Small Grants will be in delivery from February to October 2019 and will be underpinned by a pan-London Social Media Campaign run by the GLA. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture

- This strand of activity covers the Mayor's work with schools to: raise outcomes for London's pupils with a particular focus on STEM; challenge coasting or poor-performing schools of all types and support those schools that need it; and ensure that both teachers and school support staff alike are properly recognised, respected and rewarded. - At Q3, delivery and planning of the constituent elements were on track and key milestones were being delivered. - The first of the School for Success themed termly seminars on specific under-attaining groups was held - 'Boys on Track' (for black Caribbean and white free school meal eligible boys). This was well attended and debated the findings of commissioned research by LKMco. The spring term event now being planned is on Education & best practice around reducing school exclusions. EDU2 Education GGGG Youth G - The Teach London communication and digital campaign was launched at the beginning of December to promote the rewards of teaching in London and raise awareness of the help and routes available to prospective teachers through Teach London web pages and a brochure that helps schools with their own recruitment and retention. -The Equal Play Conference was successfully held on 29 October, attracting 150 delegates from business, education, charities and government. Outcomes included 50 pledges from organisations, 260 tweets using the #EqualPlay hashtag and 10 articles/blogs published. The event saw the launch of the Gender Action award for schools and V&A Equal Play Trail for families. - In respect of policy and influencing, The Fawcett Society subsequently launched a commission on Gender and the Early Years and the Care Inspectorate launched their own Equal Play initiative.

- Getting Ahead London helps talented senior leaders (current associate, acting, deputy or assistant heads) to become future headteachers or principals of some of the most rewarding and challenging primary, secondary, special or all-through schools in London. - Delivery continues, with the innovative coaching and mentoring model of one experienced headteacher Education & EDU3 Getting Ahead London GGGGcoach and three senior leaders on the programme. Youth G - The second plenary event for the programme is being planned for 25 February at Mercers' Hall with a keynote speaker from industry and a new focus is being developed for the end of year event on equipping the future heads for their first five years of headship, for example with key analysis on the lives of young Londoners (including risks of disengagement and youth violence) and current labour market context. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture

- The GLA is helping to increase schools' and colleges' access to good quality careers education and enable students to gain 100 hours work experience, by building on the London Ambitions strategy to shape successful career offers for all young Londoners. At Q3, 4 of the new World of Work Primary Trails were ready, with the final trail to be published in Q4. We are working on a marketing plan for further dissemination at February half term and the Easter break. - Applications are open for 10 new ESF funded Careers Clusters. - In November we agreed to start a phased closure of the London Ambitions portal, ensuring that Global Cities (London Education & communications to businesses, schools and other stakeholders is clear. The portal was set up in 2016 to EDU4 GGGA Ambition) Youth G help businesses link with schools. Following one of the specific actions in the Government’s 2017 National Careers Strategy, the Careers and Enterprise Company (CEC) launched a national online Activity Provider directory a year ago. CEC are now implementing the second phase of their directory which will offer a very similar service to secondary schools as the London Ambitions portal. The two sites will run in parallel for some time to make sure that portal businesses have time to register their information on the CECs Activity Provider directory and that we can redirect portal secondary schools. - Looking ahead, the Education and Youth team’s focus will be to support and develop careers resources for target groups such as primary school children, SEND careers provision, BAME and priority sectors.

- Grant agreements have been issued and inception meetings held with all 105 round 1 Young Londoners Fund (YLF) and Sport Unites Small Grants delivery organisations. The 33 small grant projects started delivery in October for three years. Medium and large grant projects were, at the time of writing, due to Young Londoners Fund: Education & EDU5 GGGGstart delivery in January 2019. Feedback is being sought on the round 1 application process and plans are Community Grants Youth G underway for the launch of round 2 in May 2019. A series of project development workshops are being held in February for applicants who were unsuccessful in round 1. - Full data on outputs is not yet available for many projects but will be logged in Q4. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture

- Stepping Stones supports vulnerable students moving from primary to secondary school. It was piloted in three schools and was shown to make a positive difference to academic attainment, behaviour and attendance. Through the Young Londoners Fund, the programme will run in 15 more London schools over two academic years. - At Q3, the programme is delivering as planned. The 15 Stepping Stones have now completed their first term of programme delivery. Whilst 12 out of 15 ran summer schools in July and August, the autumn term has been used to establish the programme in earnest, with a focus for most schools on establishing a peer Young Londoners Fund: mentoring scheme for Year 7 and Year 10 pupils. Education & EDU6 Stepping Stones GAGG- 12 out of 15 schools have received their first monitoring visit from the GLA - the rest of these visits will Youth G take place early in the new year. These visits have been important in terms of helping us understand how Stepping Stones is being run in each school context. - All schools have made contact with the programme’s external evaluator, Traverse Ltd, this term and are due to submit baseline data in January 2019. This data collection point with coincide with the schools’ second termly update to the GLA, where they will report retrospectively on activity in term 1. - The only issue to report is that four schools are yet to receive their first payment. This is due to delays in submitting their invoices, as well as technical issues with their setup on the GLA’s financial system. We are working to resolve these issues as soon as possible.

- The Impact for Youth programme (£2.5m) provides a range of support to organisations delivering activity funded through the Young Londoners Fund and to the wider youth sector. - At Q3, the project was on track. We are carrying out due diligence checks on and we have published a funding opportunity for local network organisations to bid to deliver Young Londoners Fund Local Networks. These will build on existing local community led networks to support YLF fund-holders to co- Young Londoners Fund: Education & ordinate and promote their activities to young people in their locality, facilitate multi-agency working and EDU7 GGGG Impact for Youth Youth G to ensure they link with existing local activity. The networks will also enable organisations to share best practice and ensure young people are effectively engaged in shaping and delivering programme. - Additionally, the networks will play a key role in helping the GLA to encourage and support smaller organisations to bid for funding under the 2019 YLF round. A total of 150 young people, facilitated by the Peer Outreach Team, were involved in assessing YLF bids and a member of the Peer Outreach Team was on the interview panel for the shortlisted large grants.

- The Youth Innovation Fund is piloting projects to support NEET (Not in Employment, Education or Training) young people aged 16 to 24 into sustained education and employment. - At Q3, both projects are behind on delivering their outputs. As this is an output related funded project, this means that there is also slippage on expenditure. - Care Leavers into Work: A recovery plan has been developed with the delivery partner and issues and Education & EDU8 Youth Innovation Fund ARRAchallenges have been escalated to the CEO. Regular meetings will take place with their senior Youth A management to find the best way forward. - Getting Back on Track: This project has been delayed due to the need to novate the grant agreement and source an alternative lead grantee. Although this has been resolved and a new lead grantee is in place there has been a further short delay with delivery now due to start in February rather than in November as planned. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture

- The London Curriculum is an education programme designed to help teachers bring the new national curriculum to life inspired by the capital’s cultural, heritage and scientific institutions. The programme offers free teaching resources that support learning inside and outside the classroom and showcase the educational offer of a wide range of London institutions. - At Q3, the project was delivering as expected and according to milestones. Highlights included a two- day event with LEGO for World Children's Day and over 360 primary children were welcomed to City Hall for a LEGO 'Build the Change: Imagine and build your dream school’ activity. - We also successfully delivered a further two of our award-winning RE:CODE London events for over 700 primary schoolchildren, including a session for SEND and Home Educated children. Education & EDU9 London Curriculum GGGG- In December, we held an event with Ofsted for 50 teachers to find out more about their recent changes Youth G to the curriculum and how to get a deeper understanding of what goes into developing a rich curriculum. The event was such a success, with another planned for January 2019. - Next quarter we will launch new resources for secondary schools on fashion and citizenship and are in the final stages of shaping the content and design of these exciting new additions to the programme. - The number of schools engaged with the programme continues to grow. As of January 2019, over 678 London primary and secondary schools, and over 1,356 London teachers, are engaged with the programme. The work we're doing with Ofsted on the curriculum, as well as other key 'moments or events' should have a positive impact on registration data.

- The Mayor's £45m Young Londoners Fund is made up of £30m for new projects in local communities over 3 years (Community Grants). The remaining £15m will be used to scale up existing City Hall projects. - At Q3, the project was delivering as expected. - The total investment to date through the Young Londoners Fund, including round 1 projects and City Hall scale up projects such as Stepping Stones and the extension MOPAC’s Gangs Exit programme, is £20.6m. It is supporting 179 projects in total which plan to engage more than 62,000 young people. Information on all YLF funded projects can be found by clicking the ‘Who we are funding’ button on www.london.gov.uk/young-londoners-fund. - Grant agreements have been issued and inception meetings held with all 105 round 1 Young Londoners Young Londoners Fund: Education & EDU10 GGGGFund (YLF) and Sport Unites Small Grants delivery organisations. The 33 small grant projects started Programme overview Youth G delivery in October for three years. Medium and large grant projects start delivery in January 2019. Feedback is being sought on the round 1 application process and plans are underway for the launch of round 2 in May 2019. A series of project development workshops are being held in February for applicants who were unsuccessful in round 1. - The majority of the YLF scale up projects are delivering on track with good progress against milestones. Sports Unites projects have exceeded targets and are delivering particularly well. The A&E Youth Work project has experienced some start-up delays related to contracting – this is now due to start in April, no significant overall impact on outputs is currently anticipated. Full data on outputs is not yet available for many projects but will be logged in Q4. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture

- The Events for London team delivers and supports an exciting and vibrant year-round programme of events. The programme supports the promotion of London's diverse cultures contributing both to the international profile of London and promoting the city as a destination in specific markets and bringing Londoners and communities together. - Events have progressed to plan for the year to date. Team resources have, however, been impacted by Events for London External the accumulative effect of ad-hoc events (ie. there being more events to deliver than expected) and staff EXT1 GAGG Programme 2018-19 Relations A turnover. This presents a risk to future events and explains the amber overall traffic light. - The following events scheduled within our core programme were successfully delivered: People’s Question Time (23 October); Africa on the Square (27 October); Diwali (28 October); Remembrance Day Events, including the annual service and additional activities, the Exhibition Gallery and launch of the newly named London Remembrance Gallery (9 November); Chanukah (5 December); and the Christmas Carol Service (17 December).

- Pride in London provides a platform for every part of London’s LGBT+ community (lesbian, gay, bisexual, trans, queer, questioning, intersex, non-binary, asexual, polysexual, genderqueer and gender variant people) to raise awareness of prominent LGBT+ issues and campaign for the freedoms that will allow the community to live their lives on a genuinely equal footing. To ensure all sectors of the LGBT+ Pride in London & LGBT+ External EXT3 GAGGcommunity are fully engaged, we are deepening our engagement with the LGBT+ BAME group through events 2018-2022 Relations G support of UK Black Pride, as well as hosting a Pride stakeholder reception at City Hall. - The date for 2019 Pride has been confirmed as 6 July. Planning for the project is well underway with multi-agency meetings already taking place, as well as meetings with key stakeholders, businesses and residents.

- Notting Hill Carnival is a celebration of Caribbean culture and one of London's highest profile public events, attracting people not only from across the capital, but the UK and overseas. With an estimated 1 million attendees over the weekend, it is Europe’s largest carnival event. The wider benefits of the event are: increased positive global reputation of London, a positive profile for London, encouraging economic investment, education and increased awareness of other communities in London encouraging social Supporting Notting Hill External integration and cohesion and increased skills through training, volunteering and employment EXT4 GAGG Carnival Relations G opportunities. As a community-led event close to the Black communities’ heart, support of this event also enables deeper community engagement. - Planning for the project is well underway with multi-agency meetings already taking place. CVT have been successful in their grant funding award bid to Kensington & Chelsea and will take on the role as the official organisers of Notting Hill Carnival for the next three years, through to, and including Notting Hill Carnival 2021. The GLA is seeking to develop a 3-year funding plan in line with this. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture

- New Year's Eve Fireworks 'Marking of Midnight' is one of London's largest outdoor events. The event helps to promote London as a world class city to work, visit and study, through the national and international coverage it receives. - The event has now taken place and was delivered safely and successfully, with significant media coverage, hence the overall green status. As noted previously, the budget is forecasting an overspend of about 5%. Final budget reconciliation is underway. External EXT2 New Year's Eve 2018 GGGA- Over 100,000 people from across the globe bought tickets to watch the firework. The soundtrack and Relations G creative design of the display aligned to the Mayor of London's #LondonIsOpen campaign, with languages and music from across Europe. There has been a significant response to this campaign message, with the responses split both positive and negative. The implementation of a new bag restriction policy, a 'Last Mile' approach with enhanced signage and pre-event information, and a significant increase in the numbers and roles of Team London volunteers helped to remove the issues of queuing and congestion outside the event areas experienced in 2017.

Work is progressing. Contractors have, however, flagged a delay to getting lift LP2 back in service, with FAC1 Lift Refurbishment Facilities AAAGG likely slippage of about a month. This will not affect the overall project completion date

- The project reduced its ‘issues and risks’ exposure during the last quarter by completing all recruitment of staff and members (still awaiting formal appointment of two members by Mayor) and by addressing reputational project management challenges. - An amber rating remains on ‘deliverables’, reduction in child obesity, given the complex actions required to address the issue, and pending the COTF action plan. London's Child Obesity - An amber rating for ‘expenditure’ reflects a £75k of slippage that is requested to be carried forward into HEA1 Health GGAA Taskforce G 2019/20. This is due to the Taskforce launching in October (rather than June) and delays to staff recruitment. - An Action Plan detailing the Taskforce priorities will be published in February (for consultation/feedback) and then May (full launch). The Taskforce has ambitions to run until 2030; however, the business plan, and appointments to the Taskforce, will run for the length of each Mayoral term. In the case of current appointees, they have been appointed until November 2020. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture

- Issues and risks: The NHS Long term plan has now been published and we are thinking about how to support integration of HIS asks into local NHS plans. Partnership engagement in the HIS, given competing priorities, resource constraints and delays in national strategic announcements continues to be a risk, with mitigations through the London Health Board and nurturing good relationships. - Deliverables: The GLA deliverables sit in other work plans. We have developed a mechanism for monitoring the progress of the actions in the implementation plan, which we will be reporting on annually. We have been developing a series of stakeholder guides to allow us to better communicate the HIS to a Health Inequalities wide range of stakeholders. These have been challenging in terms of staff time but are progressing and HEA2 Health AAAA Strategy A should be delivered in Q4. - Expenditure: The funds for the implementation of the HIS have been marked for slippage into the 2019/20. This is due to the delay in the launch of the strategy. - Partner mobilisation: We have taken a proposal for partnership mobilisation to the London Prevention Partnership Board (a sub-board of the London Health Board). This outlines proposals for system wide deep dives and a partnership implementation plan. Enacting this has been delayed as we have needed to develop approaches with a range of partners, and availability is often challenging. We are, however, now progressing and this should be delivered in Q4.

- Healthy Early Years London (HEYL) will support the Mayor's Health Inequalities Strategy to give children the best start in life by ensuring children learn, play and develop in healthy environments, aiming to engage all boroughs and 10% (1,330) settings by March 2020. - At Q3, the project is on track. Since settings engaged in March 2018, 32 of 33 boroughs are committing to provide support for HEYL, including 17/17 boroughs with the poorest child outcomes; 1 remaining borough is exploring alignment to their local programme; 856 settings (64% of March 2020 target) are currently participating in HEYL; 515 (60% of those registered) have achieved HEYL First Steps, 46 have a bronze award and 19 have silver. The Bloomberg Philanthropies Partnerships for Healthy Cities Programme Evaluation is now underway until December 2019. The Mayor launched HEYL in October 17, which spurred on interest and engagement. - Training and support continues for boroughs to support local induction, quality assurance and to Healthy Early Years HEA3 Health GAGAdevelop a HEYL moderation process; the first HEYL Strategic Advisory Group meeting took place in London G October. HEYL is gaining international recognition and was successfully presented to Bloomberg/WHO PHC Healthy Cities in Jordan (August 2018). LAs beyond London are keen to replicate the programme. - The main objectives now are to focus on supporting boroughs and settings to increase engagement; to gain buy in from the one remaining borough (Hackney) and for settings to progress through the awards, particularly in areas of inequality; to sustain training and support post March 19; to finalise a HEYL moderation process; to encourage participation in the HEYL evaluation and to organise the first HEYL celebration event and first Deputy Mayor visits. - Issues/risks include sustaining borough training and support post March 19, firming up HEYL staffing key to sustaining success, sustaining resources to continue the programme evaluation, implement a moderation process and to modify framework following Ofsted changes September 2019 and sustaining the programme beyond 2020. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture The refreshed programme will be ready for launch in the Spring. The team is working closely with Good Healthy Workplace HEA5 Health AAAAAWork Standard colleagues to align programmes, and prepare new web content and functionality. Beta Charter testing for new employers is starting as soon as possible.

- Thrive LDN is a citywide movement to improve the mental health and wellbeing of all Londoners. It is supported by the Mayor of London and led by the London Health Board. - This update covers all GLA-funded projects except the Youth Mental Health First Aid programme, which is reported through Young Londoners' Fund dashboard. At Q3, all projects have delivered key milestones and are on track to deliver against future milestones: HEA6 Thrive LDN Health G GGGG - The 2018 Are we OK London? campaign and culture festival have been delivered. The findings report will be published by the end of January 2019. - Right to Thrive research project is still in the delivery phase, due to be completed by end of Q4. - The Thrive LDN Champions' leadership development programme has been delayed slightly but is still due to launch by the end of Q4. - The This is Me campaign has delivery milestones throughout 2018-19. The project is on track.

-The Mayor’s Health Inequalities Strategy set an ambition to support more Londoners in vulnerable or deprived communities through social prescribing. Social prescribing is about helping people to find ways to improve their health and wellbeing by linking them up to services in their local area that meet their emotional, physical and social needs. The GLA is leading the development of a ten-year Social Prescribing Vision for London in partnership with the NHS, Healthy London Partnership and the London Social Prescribing Network Development and - The draft vision was published in January 2018 and the engagement period ends on 28 February 2019. Delivery of the Social We will be consulting with Londoners through Talk London and events with the voluntary sector, arts and HEA7 Health AAGG Prescribing Vision for G health stakeholders and London Sport. A final version will be published in April 2019. London - The Social Prescribing Vision is a partnership document. Issues such as NHS developments /announcements on social prescribing, following the launch of the NHS long-term plan, may impact on the timetable. As may the number/range of consultation responses. This is reflected in the amber traffic light for risks/issues. However, GLA has robust processes in place to ensure the Vision is launched in April and we remain on track. - GLA project delivery in 2019/2020 is likely to focus on the provision of social welfare legal advice and support for the voluntary sector to deliver social prescribing in London.

- The survey of services has been completed and showed significant variances across London. - An online toolkit has been developed by the Professional Reference Group and is now live on the HEA8 Mental Health in Schools Health G GAAGHealthy London Partnership website. - Work is ongoing to hold a Mental Health in Schools event in early 2019 and publicise the toolkit; but it has yet to be arranged, hence the amber rating for issues & risks and deliverables. PROJECT DETAILS QUARTER 3 PERFORMANCE Project Overall Time‐ Issues & Deliver‐ Expen‐ Project Name Team/Unit Commentary Ref RAG scales Risks ables diture - The procurement process has started and we have received strong applications from four organisations. The timescales and funding have been reprofiled and the project is expected to start in February with a Community Development HEA9 Health GAGGproportion of the budget carried forward to 2019/20. Learning Labs G - There is a risk a sufficient number of participants will not be recruited. We will therefore be starting this process soon and will recruit widely through a number of different networks. - A successful all-day event for participants was held on 4 December at City Hall. - A champions' event will be taking place at City Hall on 24 January. Our Time - Supporting - The toolkit was launched on 3 January and is now live and downloadable. HRO1 HR&OD GGGGG Future Leaders - An MD, which will establish cohort 2 and commission external research to make recommendations on the development of a positive action programme to support other underrepresented people, is in draft and is scheduled to go to CIB on 28 January. - The project continues to go well and a new upgraded guest wireless network is now in place. - A new Staff Wireless network will be launched in Q4. Transformation of GLA Technology - All core switches have now been upgraded without any disruption. TG1 GGAGG infrastructure Group - Firewall upgrades will be completed next quarter. There is some uncertainty around issues and risks as supporting flexible working may require further changes. Secure mail for MOPAC requires further testing of complex firewall requirements.

The project continues to go well. We exploring the launch a "Technology Champions" scheme to Moving GLA services to Technology TG2 GGAGGencourage more staff to make use of new services; and a training scheme will be extended throughout the the cloud Group year. There are, however, issues around meeting room availability for providing training. Appendix 3: Criteria for the setting of traffic light ratings on portfolio dashboards

A variety of different elements of delivery are given traffic light ratings through the portfolio dashboards. This appendix summarises the criteria used to determine these traffic lights.

Overview sheet

Governance and risk Green Governance and risk management arrangements are working well. Risks are unlikely to affect delivery. Amber Governance and risk management arrangements could be strengthened. Risks may affect delivery. Red Governance and risk management arrangements are immature and/or require significant improvement. Risks are likely to impede delivery. Targets and deliverables Green Progress is on track to hit targets and realise deliverables. Amber Progress is broadly on track, but achieving some targets/deliverables is at risk. Red As things stand, some significant targets/deliverables won't be achieved. Timescales Green The set timescales will be met across the all key elements of the portfolio. Amber There are some delays, but these are not critical. Red There are significant delays in one or more critical areas. Spend Green Spend is largely to profile; finances are well-managed. Amber Spend has deviated from profile. Pace of delivery may be affected; and/or some budgets may be insufficient. Red Spend has moved away significantly from profile. Delivery is affected; and/or critical budgets are insufficient.

Individual targets and deliverables

Targets Green There is confidence the end target, and any interim targets, will be met. Amber Some interim targets may be missed, but it is likely the main target will be hit, or not missed significantly. Requires careful monitoring. Red As things stand, it is likely the main target will be missed significantly. Deliverables Green There is confidence the ‘deliverable’ will be delivered on time and in full, with the expected impact. Amber The deliverable will be delivered in part but may be late. It will, broadly speaking, achieve most of its expected impact. Red The deliverable may not be delivered in full and/or could be significantly late. It will likely not have the expected impact.

Projects

Overall rating Green The project is expected to deliver as planned. Amber As things stand, the project may not deliver as planned. Red There are serious concerns the project will not deliver as planned. Issues and risk Green Issues and risks are simple and manageable. Amber Issues and risks are complex but largely manageable. Red Issues and risks are complex and require escalating if they are to be manageable. Targets and deliverables Green Delivery of outputs is on track. Amber Delivery against outputs is behind profile but is likely to catch-up. Red Output delivery will be significantly below target. Timescales Green Delivery is on track against the original timetable. Amber There are some delays in individual strands. Red There are substantial slippages that will impact significantly on the project’s completion date. Spend Green Spend is to profile. Amber Spend is expected to be on budget overall, but currently there is some variance from the profile. Red Spend is significantly over/under budget.

Risks

Risks are scored as per the methodology in the GLA’s Risk Management Framework. The impact is judged with reference to the portfolios outcomes, targets and deliverables: how likely and to what extent is the risk likely to impact on ambitions?

4 M M H H Highly Likely

3 L M H H Probable

2 L L M H PROBABILITY Improbable

1 L L M M Remote

1 2 3 4 Moderate Significant Substantial Catastrophic

IMPACT

Issues

Issues are judged with reference to the impact on the portfolios outcomes, targets and deliverables: how much impact is the issue having on ambitions (high, medium or low)? APPENDIX 4

Corporate Health Performance Indicators Quarter 3 - 2018/19

KEY Abbreviation Meaning

C&I Communities & Intelligence and External Affairs

DE&E Development, Enterprise & Environment

H&L Housing & Land

Res Resources and Corporate Management Team

MO The Mayor's Office

AS The Assembly Secretariat  Improved performance  No significant change in performance  Deteriorating performance Q3 CHPI Report Summary Page Theme Ref.PI Title Target Q3 Perf. RAG Trend Percentage of posts moving from 'approval to fill' 46% E1 to advert within 10 working days 90% R Q3, 2018/19  Percentage of agency staff that are covering posts 64% E2 on the establishment 80% R An organisation At 31 Dec  with efficient Spend on temporary agency staff as a percentage of 4.9% E3 total staffing costs 5.5% G and effective Sep-Nov, 18/19  support services Percentage of time for which the GLA network is 99.90% 99.95% E4 available G Q3, 2018/19  Percentage of time for which the GLA email service 99.90% 99.91% E5 is available from City Hall G Q3, 2018/19  Percentage reduction in usage of electricity and gas -5% 2% G1a at City Hall from a 2017/18 baseline R On 17/18 Q3, 2018/19  Percentage reduction in CO2 emissions from -57% G1b electricity and gas usage at City Hall, and from -48% G travel by City Hall staff, from a 1990 baseline Q3, 2018/19  A greener Percentage reduction in waste produced at City Hall -5% -6.8% G2a against a 2017/18 baseline G organisation -20% 20/21 Year to 30 Sep  83% 81% G2b Percentage of waste recycled A 90% ambition Year to 30 Sep  Number of pages printed on City Hall multi- 1,590,522 G3 functional devices 1.7m G Q3, 18/19  The average number of working days lost to 3.9 P1 sickness absence per member of staff 6.0 G Yr. to 31 Dec  Leavers in the past 12 months as a percentage of 15.5% P2 the total number of staff 15.0% A Yr. to 31 Dec  Percentage of fixed-term contracts as a proportion 15.0% 22% A people P3 of all fixed term and permanent staff in post A  focussed At 31 Dec 46% 57% organisation P4a Percentage of female staff within the workforce G London At 31 Dec  36% 25% P4b Percentage of BAME staff within the workforce R London 25%  12% 4.7% P4c Percentage of disabled staff within the workforce R London At 31 Dec  93% R1a Percentage of all invoices paid within 30 day 90% G Q3, 18/19  80% R1b Percentage of SME invoices paid in ten days 90% R Q3, 18/19  An organisation Volume of correspondence responded to within 20 87% R2 working days 90% A that is Q3, 18/19  responsive to Percentage of Freedom of Information requests 94% R3 responded to within 20 working days 90% G the public Q3, 18/19  12 R4a The number of data breaches within the GLA 10 A Year to 31 Dec  0 R4b The number of notifiable data breaches 0 G Year to 31 Dec  Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Percentage of posts moving from 'approval E1 90% 46% R 43% to fill' to advert within 10 working days Q3, 2018/19  Q1-3, 2018/19

7 of 15 posts Target AS 3 of 5 9 of 11

22 of 35 C&I 4 of 24 12 of 30

10 of 40 DE&E 4 of 15 10 of 30

4 of 7 H&L 4 of 10 4 of 14

4 of 8 MO 0 of 1 5 of 5

5 of 6 Res 4 of 10 8 of 14

52 of 111 GLA 19 of 65 48 of 104

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Q1 Q2 Q3

Commentary A target - 90% - has now been set for this indicator. Q3 was challenging as there was a significant increase in the total number of adverts going live: 92 adverts in Q3 (advertising 104 posts) compared with 61 adverts (65 posts) in Q2. Nevertheless, and while the target was missed, the average number of days from approval to fill to advert was 12 days in Q3, compared with 15 days in Q2. There continues to be a high number of newly established posts to advertise (53 of 104 posts in Q3) alongside the advertising of existing posts. To help meet the demands, a new Resourcing Operations Advisor was appointed in January and will support a reduction in the time take to move from approval to fill to advert. Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Percentage of agency staff that are covering E2 80% 64% R 52% posts on the establishment At 31 Dec Avg of end each Q

Target 4 of 4 agency staff AS 1 of 1 2 of 2

11 of 19 C&I 14 of 27 18 of 23

7 of 16 DE&E 7 of 16 5 of 14

1 of 2 H&L 2 of 3 3 of 4

1 of 4 MO 0 of 1 0 of 1

9 of 25 Res 12 of 31 21 of 33

33 of 70 Total 36 of 79 49 of 77

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Q1 Q2 Q3

Covering Established Post Not Covering Established Post All Temps Directorate <1 Yr >=1 Yr Total <1 Yr >=1 Yr Total AS2020002 C&I1441850523 DE&E50581914 H&L2130114 MO0001011 Res 15 6 21 8 4 12 33 GLA381149226 2877

Commentary This is a new indicator for the purposes of this report. It complements E3 and should be read alongside that PI. The reported proportion of agency staff that are covering posts within the establishment has improved to 64% (Q1 was 47%; Q2 was 46%). This is a result of a) working with business areas to the improve the accuracy of data, comprehensively capturing and reporting agency workers held against established posts; and b) an increase in the number of agency staff covering established vacancies. To reduce further the number of agency staff not held against established posts, HR&OD will work more closely with hiring managers to assess the need for agency staff (new requests and extensions for existing agency staff) that are not funded against establishedposts; and work to propose resourcing solutions to reduce the number agency staff. Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Spend on temporary agency staff as a 4.9% 5.1% E3 percentage of total staffing costs 5.5% G Sep-Nov, 18/19 Apr-Nov, 18/19

Target

AS

C&I

DE&E

H&L

MO

Res

GLA

0% 2% 4% 6% 8% 10% 12% 14%

Q1 Q2 Q3

Commentary A target - 5.5% - has now been set for this indicator. It reflects the aim of ensuring there is no significant increase in spend on agency staff as a proportion of all staffing costs. There was a small decrease in spend on agency staff as a proportion of all staffing costs in Q3 compared with Q2. Note a minor adjustment has been made to figures reported in the previous report. Q1 and Q2 performance has been amended from 5.6% and 5.2% to 5.7% and 5.0% respectively. The changes are due to restatements, which are made as part of ongoing checks and reconciliations. Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Percentage of time for which the GLA network 99.95% 99.89% E4 is available 99.90% G Q3, 2018/19 Q1-3, 2018/19 Percentage of time for which the GLA email 99.91% 99.86% E5 service is available from City Hall 99.90% G Q3, 2018/19 Q1-3, 2018/19

Target

Network

Email

99.0% 99.2% 99.4% 99.6% 99.8% 100.0% Q1 Q2 Q3

Commentary E4 The availability of the newly upgraded core GLA network has been excellent; 99.98% availability in Q3 meant there was less than 30 minutes downtime across the period. The Technology Group continues to proactively monitor and maintain the network to ensure the target is met and the highest levels of service are delivered to support the rest of the IT infrastructure. Note 'unavailability' in the context of this PI means total network failure; this PI does not capture problems such as a slowing of the network. Commentary E5 There were a small number of reported occasions in Q3 where monitoring systems were unable to connect to the Office 365 email service (indicating unavailability), which were caused by a problem with GLA firewalls and, separately, an issue with the Microsoft cloud email service. Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Percentage reduction in usage of electricity and -5% 2% -4% G1a gas at City Hall from a 2017/18 baseline R On 17/18 Q3, 2018/19 Q1-Q3, 2018/19

Utilities Usage In KwH 1,600,000

1,400,000 2%

1,200,000

1,000,000 -8%

800,000 -9%

600,000

400,000

200,000

0

Electricity Gas

Electricity (KwH) Gas (KwH) Total Quarter 16/17 17/18 18/19 16/17 17/18 18/19 16/17 17/18 18/19 Q1 757,260 808,788 770,587 204,586 158,081 115,669 961,846 966,869 886,256 Q2 719,200 823,542 774,168 20,068 52,843 20,415 739,268 876,385 794,583 Q3 800,410 884,642 884,677 442,296 387,221 413,525 1,242,706 1,271,863 1,298,202 Q4 820,510 920,085 577,607 552,308 1,398,117 1,472,393 Total 3,097,380 3,437,057 2,429,432 1,244,557 1,150,453 549,609 4,341,937 4,587,510 2,979,041

Commentary Utilities consumption for Q3 was 2% higher than the same quarter last year. October 2018 was colder than October 2017, prompting an increase in gas consumption in that month. November and December, however, were milder than 2017, yet gas consumption remained higher. The way this PI is presented has changed from the Q2 report: it is now reported as a percentage reduction from the same quarter in the previous year, rather than in kilowatts per hour. This is to make the data easier to interpret and performance more transparent. In addition, a new, but interim, target (a 5% reduction in usage from the same quarter in the previous year) has been set that makes this PI independent of G1b (carbon emissions) and encourages energy reduction. Consideration will be given to setting a longer- term target. Note electricity use at Trafalgar Square (about 10% of electricity usage) is estimated due to lack of data. Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Percentage reduction in CO2 emissions from -48% -57% -53% G1b electricity and gas usage at City Hall, and from G travel by City Hall staff, from a 1990 baseline -60% by '25 Q3, 2018/19 Q1-Q3, 2018/19

CO2 Emissions In Tonnes 600

500

400 -57% change -48% change

-52% change 300

200

100

0

Electricity Gas Flights 2025 Target

Electricity (tCO2) Gas (tCO2) Flights (tCO2) Total tCO2 Quarter 16/17 17/18 18/19 16/17 17/18 18/19 16/17 17/18 18/19 16/17 17/18 18/19 Q1 312 284 218 38 29 21 38 95 106 388 409 345 Q2 296 290 219 4 10 4 115 39 78 415 338 301 Q3 330 311 250 81 71 76 87 136 40 498 518 366 Q4 338 323 106 102 79 51 523 476 Total 1,276 1,208 688 229 212 101 319 322 224 1,824 1,742 1,013

Commentary The London Environment Strategy commits the GLA Group to a 60% reduction in carbon by 2025. The target is based on 1990 levels, although, given the GLA did not exist in 1990, the target has been calculated as being equivalent to a 50% reduction on 2005. Annual targets have been set, based on a linear path from 2005 levels and accounting for seasonal variation when profiled quarterly. Carbon emissions continued to decrease in Q3 and performance is exceeding the carbon reduction target for this financial year. From April 2019 onwards, the energy supply for both City Hall and Trafalgar Square will be switched to renewable sources. This will have a significant impact on our carbon emissions, which will then effectively be derived from just emissions from travel (for the purposes of thisPI). The way this PI is presented has changed from the Q2 report: it is now reported as a percentage reduction from the baseline, rather than in tonnes of CO2. This is to align the PI with the way the target is defined; and to make it more accessible. Note: a) performance is affected not just by energy consumption, but the decarbonisation of the electricity grid also; b) electricity use at Trafalgar Square (about 10% of electricity usage) is estimated due to lack of data. Ref.PI Title Target Q3 Perf. RAG Trend G2a Percentage reduction in waste produced at City Hall against a -5% -6.8% G 2017/18 baseline -20% 20/21 Year to 30 Sep  83% 81% G2b Percentage of waste recycled A 90% ambition Year to 30 Sep 

City Hall Waste and % Recycled (rolling years)

210,000 0.5% change 90% 0.2% change

205,000 88%

200,000 86%

195,000 -6.8% change 84%

190,000 82%

185,000 80%

180,000 78%

175,000 76%

170,000 74%

165,000 72%

160,000 70% Q3 17/18 Q4 17/18 Q1 18/19 Q2 18/19 Q3 18/19 Total Waste % Recycled

Commentary G2a Q3 saw a fall in waste across all waste streams. Comparing Q3 to Q2 (as distinct quarters), there was a fall due to the fact there was significant waste produced in Q2 as a result of the City Hall restack. This indicator and target is being reviewed; for example, there might be merit in focussing the 20% reduction on certain waste streams where there is greater scope for change; recommended waste streams include: residual waste, food waste, plastics and paper. It will also be explored if waste production can be related (broadly) to City Hall occupancy levels. Note a small amendment has been made to the Q2 total waste figure: from 206,997 to 207,530. Commentary G2b The recycling rate for Q3, as a distinct quarter (noting the chart shows performance over a rolling year), was 85% - meeting interim targets. However, without further, considerable falls in non-recyclable waste, it will be challenging to meet the ambition of recycling 90% of all City Hall waste. (Note interim targets have been introduced from this quarter, to reflect that the 90% target is a longer-term ambition, which will take time to achieve.) Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Number of pages printed on City Hall multi- 1,590,522 4,864,365 G3 functional devices 1.7m G Q3, 18/19 Q1-Q3, 18/19

Target

639,566 | Total = Q1 1,071,686 1,711,252

560,521 | Total = Q2 1,002,070 1,562,591

631,330 | Total = Q3 959,192 1,590,522

0 200,000 400,000 600,000 800,000 1,000,000 1,200,000 1,400,000 1,600,000 1,800,000

B&W Colour

Commentary The number of pages printed was slightly higher in Q3 than in Q2; in addition, there was a higher proportion of colour printing. Note 1.7m - the performance at Q1 - has now been set as the target for this PI. This is pending further review and analysis to understand what is an appropriate level of stretch for performance against the indicator. Ref.PI Title Target Q3 Perf. RAG Trend The average number of days lost to sickness absence per member 3.9 P1 of staff 6.0 G Yr. to 31 Dec 

Target

AS

C&I

DE&E

H&L

MO

Res

GLA

012345678 Q1 Q2 Q3

Commentary Sickness rates at the GLA continue to compare favourably to those of both the public sector (8.5 working day average) and private sector (5.6 working day average), as reported in the CIPD Health and Well-Being at Work Survey (May 2018). GLA managers are responsible for recording staff sickness on internal systems as part of their management duties; and consistency of recording can impact on reported performance. Where there is long-term sickness, that can also impact significantly on reported performance. The GLA offers a wide range of flexible working options to support staff - for example, dependency leave - which may well support low levels of sickness absence. Ref.PI Title Target Q3 Perf. RAG Trend Leavers in the past 12 months as a percentage of the total number 15.5% P2 of staff 15.0% A Yr. to 31 Dec 

Target 29 of 92 AS 29 of 92 26 of 92

45 of 232 C&I 45 of 232 48 of 246

35 of 271 DE&E 35 of 271 40 of 312

13 of 105 H&L 13 of 105 14 of 111

2 of 66 MO 2 of 66 4 of 66

27 of 187 Res 27 of 187 25 of 183

151 of 953 GLA 151 of 953 157 of 1010

0% 5% 10% 15% 20% 25% 30% 35% 40% Q1 Q2 Q3

Commentary "Leavers" includes both voluntary and involuntary leavers. Voluntary leavers are defined as resignations, retirement and voluntary redundancy; involuntary leavers as dismissals, end of fixed term contracts, involuntary redundancy and efficiency of service. The GLA has a higher turnover rate than the public sector comparator, as reported in the Xpert HR Labour Turnover Survey 2017, which is 15%. GLA turnover is, however, significantly lower than the private sector, which is 26%. A target has now been set based on the overall public sector as a comparator, as referred to above. A programme of work is being developed to establish the GLA as an exemplar employer and to ensure we attract and retain talent. This includes: • a re-statement of the GLA’s purpose and values • a re-thought approach to talent attraction and management, with a particular focus on diversity • a review of many fixed-term roles to consider whether they should be converted to permanent positions • a review of the pay and grading structure and consideration of the extent to which it is, or is not, limiting the GLA's ability to attract and retain the best, most diverse talent. Ref.PI Title Target Q3 Perf. RAG Trend Percentage of fixed-term contracts as a proportion of all fixed-term 15% 22% P3 and permanent staff in post A Provisional At 31 Dec 

Target 9 FTC of 87 total staff AS 11 of 92 8 of 92

63 of 230 C&I 73 of 232 69 of 246

75 of 243 DE&E 72 of 271 81 of 312

16 of 104 H&L 14 of 105 16 of 111

15 of 62 MO 15 of 66 15 of 66

32 of 188 Res 33 of 187 35 of 183

210 of 914 GLA 218 of 953 224 of 1010

0% 5% 10% 15% 20% 25% 30% 35% Q1 Q2 Q3

Commentary A review into fixed-term roles, considering the extent to which their ongoing use may hinder the GLA’s ability to attract talent (and whether a number of existing roles can be converted to permanent), is being developed. The new target that has been set therefore is provisional, pending this review. The target may change after the review has been completed, which is expected to be in March 2019. Note figures for the Mayor's Office include the 11+2 - staff appointed by the Mayor on contracts that terminate by operation of law at the end of the Mayoral term, unless terminated earlier by the Mayor (or the individual). Ref.PI Title B'mark Q3 Perf. RAG Trend 46% 57% P4a Percentage of female staff within the workforce G London At 31 Dec 

Benchmark

AS

C&I

DE&E

H&L

MO

Res

GLA

30% 35% 40% 45% 50% 55% 60% 65% 70% Q1 Q2 Q3

Commentary The GLA's representation of female staff compares favourably to that within London's economically active population (57% compared with 46%; the latter is ONS data). Female representation is 47% at GLA Senior Management Team level. The 2019 GLA gender pay gap action plan, which was published with the GLA 2017/18 gender pay gap analysis in January 2019, is intended to ensure the GLA continues to compare favourably to the London benchmark. The action plan includes initiatives to strengthen succession planning and talent management processes; and to review policies and practice for additional payments to ensure such payments are fair and transparent and that women, and other groups, are not disadvantaged. We are also developing and maintaining a pipeline of future senior women leaders by running further cohorts of Our Time to support the development of women, particularly those facing multiple barriers to progression. Ref.PI Title B'mark Q3 Perf. RAG Trend 36% 25% P4b Percentage of BAME staff within the workforce R London At 31 Dec 

Benchmark

AS

C&I

DE&E

H&L

MO

Res

GLA

0% 5% 10% 15% 20% 25% 30% 35% 40% 45% Q1 Q2 Q3

Commentary The percentage of BAME staff in the GLA falls below the representation in London's economically active population. The 2019 GLA ethnicity pay gap action plan, which was published with the 2018 ethnicity pay gap analysis in January, will address under-representation and promote an inclusive culture. Some of the interventions we have already undertaken to tackle the pay gap within the GLA include: supporting the establishment of a BAME staff network, which was instrumental in developing the action plan; and signing up to Business In The Community’s Race at Work Charter. In addition, Executive Directors are overseeing the delivery of directorate-level action plans to support the continued development of an inclusive GLA culture. Initiatives in the 2019 action plan include developing a pool of GLA BAME staff trained to participate in interviews at any level; and widening the use of specialist recruitment search firms to attract more diverse candidate pools. Ref.PI Title B'mark Q3 Perf. RAG Trend 12% 4.7% P4c Percentage of disabled staff within the workforce R London At 31 Dec 

Benchmark

AS

C&I

DE&E

H&L

MO

Res

GLA

0% 2% 4% 6% 8% 10% 12% Q1 Q2 Q3

Commentary The reported representation of disabled staff in the GLA falls below the level of representation in London's economically active population. The GLA recognises work is needed to address this as a priority; that includes improving the response rates for employee declarations so that data are more robust. The recent establishment of a GLA Disability Staff Network is a major step in the right direction and we will be working with the network to review our people policies and processes to ensure they promote inclusion. We are also working to achieve Disability Confident status. Disability Confident is a DWP sponsored scheme that supports employers to make the most of the talents and insights disabled people can bring to the workforce. Working towards it will enable us to improve our HR policies and processes as well as our inclusive culture. Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. 93% 92% R1a Percentage of all invoices paid within 30 days 90% G Q3, 18/19 Q1-Q3, 18/19

Target 195 of 206 total invoices AS 142 of 147 135 of 138

1,076 of 1,209 C&I 907 of 969 1,019 of 1,108

806 of 892 DE&E 622 of 683 633 of 661

522 of 558 H&L 438 of 450 492 of 504

103 of 118 MO 52 of 54 131 of 144

1,046 of 1,194 Res 915 of 1,004 797 of 896

3,748 of 4,177 GLA 3,076 of 3,307 3,207 of 3,451

80% 82% 84% 86% 88% 90% 92% 94% 96% 98% 100%

Q1 Q2 Q3

Commentary Performance has remained static and above target. See indicator R1b for information about work that is being undertaken to improve the speed with which invoices, particularly SME invoices, are paid. Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Percentage of invoices from SMEs paid within 80% 79% R1b ten days 90% R Q3, 18/19 Q1-Q3, 18/19

Target 21 of 23 total invoices AS 17 of 19 15 of 15

140 of 168 C&I 114 of 137 140 of 168

90 of 108 DE&E 69 of 87 94 of 119

65 of 83 H&L 55 of 63 42 of 48

01 of 02 MO 02 of 04 05 of 09

107 of 160 Res 115 of 158 109 of 150

424 of 544 GLA 372 of 468 405 of 509

40% 50% 60% 70% 80% 90% 100% Q1 Q2 Q3

Commentary Performance was broadly static across quarters 3 and 4: we have not yet seen the improvement we are striving for. Contributory factors included: • system issues: workflow problems in Q3 delayed prompt approval • substitutes: SAP substitutes were not comprehensively identified to cover absences over the festive period The Technical Accountancy team is undertaking a drive to support improved performance across the organisation through guidance, blogs, training and targeted intervention for poor performing areas. Furthermore, additional staffing resource will be put in place to provide advice and guidance, in the form of a TfL accounts payable officer based in City Hall for one day a week. Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Volume of correspondence responded to within 87% 88% R2 20 working days 90% A Q3, 18/19 Apr-Nov, 2018

Target 1,873 of 2,083 items of correspondence C&I 1,694 of 1,860 1,897 of 2,023

636 of 821 DE&E 604 of 784 555 of 613

381 of 426 H&L 331 of 363 306 of 339

627 of 873 MO 558 of 744 522 of 666

336 of 387 Res 305 of 336 329 of 355

108 of 205 VIP 268 of 491 257 of 437

3,769 of 3,769 Campaigns 1,594 of 1,594 00 of 00

7,730 of 8,564 GLA 5,354 of 6,172 3,866 of 4,433

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Q1 Q2 Q3

Commentary A new correspondence system will be rolled out later this year; and work is taking place to close outstanding cases ahead of the migration of correspondence items. This is being actioned through regular meetings with policy leads to discuss live cases. Demonstrations of the new system are being provided at the same time. Correspondence attributed to the Mayor's Office and the VIP category often requires input from across a number of different City Hall teams and functional bodies and tend to be more complex. This can, in turn, impact on response times. Note the Q2 figure reported in the previous report has been updated to reflect that performance is now available for the entire quarter (only July and August data were available previously). Note also VIP correspondence was only captured separately from May 2018 onwards. There were no incoming email campaigns received in Q3. Ref.PI Title Target Q3 Perf. RAG Trend YTD Perf. Percentage of Freedom of Information requests 94% 92% R3 responded to within 20 working days 90% G Q3, 18/19 Q1-Q3 18/19

Target 1 of 2 FOIs AS 3 of 3 3 of 3

14 of 18 C&I 15 of 17 18 of 23

36 of 40 DE&E 26 of 29 38 of 41

20 of 22 H&L 32 of 36 25 of 27

4 of 5 MO 4 of 4 13 of 13

177 of 191 Res 135 of 146 158 of 164

252 of 278 GLA 215 of 235 255 of 271

40% 50% 60% 70% 80% 90% 100% Q1 Q2 Q3

Commentary Performance remains strong despite significant increases in the volume of FOI requests received. To mitigate the risk the increase in volume poses to performance - arising in particular from the limited capacity of the Information Governance team - teams have been made aware they will now need to coordinate responses to requests relating to their areas of responsibility that require input from one or two or other teams (as well as continuing to own requests that fall solely within their team). The Information Governance team will continue to coordinate the most complex cases and to provide advice and guidance. In respect of the latter, there will be a series of lunchtime FOI refresher sessions and the ‘Top Tips’ page on the intranet has been updated. The team will also start circulating monthly Ref. PI Title Target Q3 Perf. RAG Trend 12 R4a The number of data breaches within the GLA 10 A Year to 31 Dec  0 R4b The number of notifiable data breaches 0 G  Year to 31 Dec

Q4, 17/18

Q1, 18/19

Q2, 18/19

Q3, 18/19

0123456 Not notifiable Notifiable

Commentary Article 33 of the GDPR places a duty on all organisations to notify the ICO about certain types of data breach within 72 hours of having become aware of it. Breaches are notifiable when the breach is likely to result in a risk to the rights and freedoms of the individuals concerned; for example discrimination, damage to reputation, financial loss, loss of confidentiality or any other significant economic or social disadvantage. This is assessed on a case by case basis. Of the four breaches in Q3: • one involved the theft of a laptop that contained encrypted personal data • the second an email accidentally sent to 6 recipients with email address visible to all recipients • a third breach involved the processing of personal data without a compliant privacy notice • the final breach involved the use of a digital image without appropriate consent Two of these involved a third-party data processor engaged by the GLA. None of the breaches reported in the past year have been 'notifiable', but the Information Governance team continues to work with the teams affected to learn lessons and to improve organisational awareness of the risks involved in handling personal data. The GLA aims to encourage the reporting of data breaches while working towards a state where breaches do not occur. The GLA's internal audit team undertook a review of GLA GDRP preparedness and the report, which was published in Q3, found our arrangements to be 'adequate'. The report recommendations are being taken forward and will required effort from across the organisation, including: identifying information contacts in each team; and senior managers providing assurance GDPR is being complied with in their area. Note a target has now been set for part (a) of this indicator.