TGLP (Board) 2010/2/6
THAMES GATEWAY LONDON PARTNERSHIP
BOARD
Date: 29 June 2010
Subject: TfL Partnership: TGLP Proposal
Report By: Julian Sanchez: Policy and Programme Manager
1. Introduction
1.1 This note is to explain the changes to the sub regional LIP programme
which is being developed by Transport for London (TfL). The partnership
review is being undertaken between TfL and London Councils in order to reduce
the number of partnerships, thus reducing the costs and complexity for TfL by
streamlining the process for sub regional LIP funding. In effect TfL would be
delegating sub regional policy development, prioritisation and advocacy to the
sub regional partnerships.
1.2 TGLP have developed a proposed model in conjunction with officers from
across the sub region. Officers will brief individual members in more detail on
the proposal. However this paper is to raise the issue to the board, as there are
significant funds available from TfL for the host organisation, at £197,000 per
year for three years to deliver the sub regional transport secretariat. If the board
is in agreement with the proposals, the partnership could be agreed at the next
AGM and board in September 2010.
1.3 The key role for the host partnership is to both lobby and advocate for key
sub regional strategic schemes, but more fundamentally to broker agreement
with the borough members on strategic priorities across the sub region. The
proposed model aims to achieve these functions by operating through the
existing TGLP Transport and Connectivity workstream, which can be expanded
to include a representative from all of the borough partners.
1.4 The proposed model and role of TGLP rolls forward the previous
arrangements when TGLP was responsible for the transport programme
management for the sub region. However due to the outsourcing of the
programme management function, TGLP lost control of the overall policy
agenda. Under these proposals TGLP would continue to be focussed on lobbying
and advocacy. However TGLP would be responsible for achieving consensus
and brokering agreement on priorities. To an extent this is implicit within the
lobbying role and therefore the proposed model lends itself to the existing
structure and activities of the partnership.
2. Partnership Proposal
2.1 Core funding is available to the successful partnership to manage a sub
regional programme for a three year programme commencing in 2011. TfL will
fund the partnership to deliver transport expertise and scheme advocacy, across
the London Thames Gateway. However, funding for schemes would go directly
to the boroughs.
2.2 TfL and London Councils began the negotiating process in March 2010
with officers from boroughs through a series of partnership workshops. To date
borough officers have accepted a proposal from TGLP, that the partnership
would host a member led secretariat through its Transport and Connectivity
Standing Committee (TCSC), which could oversee the sub regional programme.
This committee would also determine sub regional transport policy and would
be supported by transport expertise through the borough officer group, which
would be filtered through the Executive Officer Advisory Group.
2.2 Proposed Model
TGLP Board
(Members)
Exec Officer Standing
Committee TfL Strategic
Advisory Group Ambassador
(Members)
Borough Officer Group
open to all the London TGLP
Thames Gateway Secretariat
boroughs
Other possible attendee’s
• TfL Policy Analysis
• TfL Better Routes &
Places
• Other London
borough’s
• LTGDC
• Operators
• Network rail
2.2 The model provides a twin track approach to transport policy and
strategy in the East sub-region. The governance would be through the TGLP
structure and the secretariat and would also be located within the partnership.
The Executive Officer group through the borough officer group would
coordinate the views and expertise of the boroughs, propose policy and strategy
and identify potential infrastructure improvements. The testing and
development of policies and proposals would be the responsibility of the
secretariat.
2.3 A requirement from TfL is to ensure that the transport partnerships are
representative of London boroughs and therefore an elected member from each
of the constituent boroughs is able to participate in decision making process to
ensure that the priorities put forward by the sub region to TfL/Mayor are
agreed. This governance structure is proposed in order for the partnership to
broker agreement with the boroughs across the sub region, in effect TfL would
be funding the partnership to encourage the Thames Gateway boroughs to
coalesce around agreed priorities in order to deliver MTS and the Sub Regional
Transport Strategy.
3. Pros/Cons and Risks
3.1 In terms of disadvantages, the work programme which the partnership
oversees would be increased, including the need to manage resources and
physically host the secretariat. However, the advantages to TGLP are greater.
Firstly, TGLP would have control over the policy agenda and therefore would be
able to ensure consistency with our core objectives. Secondly, the funding for
hosting the partnership is quite significant and therefore will provide adequate
recourses to develop knowledge and expertise within the partnership which can
support our communications and lobbying activities. Further, the proposed
secretariat including member representation, easily lends itself to the TGLP
model and therefore the proposals work with the grain of a well established
partnership. If TGLP do not host the transport partnership for the sub region
there is a risk that we lose control of the transport agenda and will have less
influence on strategic planning with TfL and the Mayor.
4. Recommendation
4.1 TGLP seek endorsement from the board that the proposals to host the
partnership and thus receive the funding and run the secretariat, can be taken
forward. This would enhance TGLP through the development of transport
expertise and knowledge, which can support the delivery of the key regeneration
priorities across the sub region.
5. Next Steps
5.1 The proposed timetable for the confirmation of the new partnership
arrangements takes on board the need for members, both new and existing to
have the opportunity to consider the proposals and to seek agreement at the
September 2010 Annual General Meeting and Board Meeting. TfL aim to agree
the new funding and partnership arrangements by December 2010 at the latest.
Julian Sanchez
June 2010