LDA Annual report for the year ending March 2009 by taoyni



Annual Report for the year
ended 31 March 2009
Contents                                Page

Foreword from the LDA Chair                3
Foreword from the LDA Chief Executive      4
Creating an even greater London            5
International Promotion                    8
Business Support                          13
Climate Change                            19
Sustained Employment                      25
Regeneration                              29
Olympic Legacy                            32

Page 2 of 35
Foreword from the LDA Chair
Following my appointment in 2008, the LDA Board‟s immediate task was helping to re-
focus the Agency and to set a new strategic direction which was responsive to the
emerging priorities for London.

This process began with a review of the Agency‟s priorities, operating systems,
policies and processes.
For the LDA, 2008/2009 was a year of transition, which saw significant steps in
reshaping the Agency‟s governance and structure and demonstrating greater
transparency with a clear commitment to delivering better value for money.
As work progressed on a new economic development strategy for London, the Board
identified six themes to focus the Agency‟s investments. These themes - international
promotion, business support, climate change, sustained employment, regeneration,
and delivering the greatest benefit to London and Londoners from the 2012 Games -
will ensure that the LDA targets its available resources to where they are most needed.
With this fresh approach and a better balance of short term investment and long term
economic development, we are improving effectiveness and efficiency, and are now
better equipped to support Londoners and London‟s small and medium sized
businesses affected by the consequences of the economic downtrun.
Additionally, our investment focus has shifted to supporting a smaller number of larger
strategic projects with greater partnership working with London boroughs and the
voluntary and private sectors. This targeted intervention increases the impact of our
resources, which in turn will seek to deliver better value for money and create an even
greater London.

Harvey McGrath
London Development Agency

Page 3 of 35
Foreword from the LDA Chief Executive

Like all the world‟s great cities, London has had to withstand the challenges of the
recent economic downturn. The LDA has reacted quickly to meet the needs of the
capital‟s worklessness, to counter the skills deficit and to stimulate business growth.

The LDA is in a unique position to support the capital‟s long term economic growth and
this responsibility has never been more important or more critical. By using our
influence and investments we can unlock London‟s potential, ensuring that the capital
and its people emerge from the economic downturn stronger and more resilient.

Defining our six investment themes over the past year with clear criteria for investment
has refocused our priorities, setting out a more strategic process for delivering for
London and Londoners. We have continued our engagement with partners across
sectors, ensuring that all of our interventions are closely aligned and linked to local and
national agendas.

Despite the challenges faced, this year has also seen some great achievements for the
Agency. Some of the headlines include:
    Nearly 2,000 businesses created
    Over 50,000 people given employment support
    Over 1,200 homes created
    Over 13,000 jobs created
    Nearly 40,000 businesses supported.

The LDA has acted decisively in response to the challenges and opportunities of the
past year. This does not mean our work is based on short term targets or temporary
solutions; our priorities are based on providing a platform to build a lasting legacy
which will maximise our impact and the opportunities we provide for London. This year
has been an important step in rolling out this strategy and we remain more committed
than ever to deliver what London needs.

Sir Peter Rogers
Chief Executive
London Development Agency

Page 4 of 35
       Creating an even greater London
      Building an even greater London

London needs little introduction. It's an astonishing global city, with
something for everyone. World class and cosmopolitan London is a city of
enterprise, cultural diversity, change and growth.

London is a leading tourist destination and a microcosm of international cultural
diversity where more than 300 languages are spoken. As Europe's financial centre
London is a thriving business hub where one in three of the world's largest companies
have headquarters.

The global economic downturn heightened the acute economic, social and
environmental challenges the capital faces; worklessness, inhibiting business growth,
job losses, increasing living costs and the effects of climate change.

The role of the LDA is to meet these challenges by ensuring London‟s regeneration
and development is sustainable. By tackling climate change, delivering an Olympic
legacy, supporting business to grow and Londoners into long term jobs, London will
continue to be a leading global city, and our challenges will become opportunities.


Page 5 of 35
We report to the Mayor of London who appoints our Board Members, sets our strategy,
and approves our investment strategy and sets the Agency‟s performance targets. We
are funded by central government and subject to scrutiny by the London Assembly.

The LDA plays a key role in delivering a range of mayoral strategies:
    Economic Development Strategy
    London Skills and Employment Strategy
    Waste Strategy
    The London Plan
    Childcare Strategy
    Draft London Housing Strategy

Page 6 of 35
Performance Targets 2008/2009

Corporate       Full Year   Corporate Achieved
Target          Actuals     Target
Business        1,812       1,500     121 %
Business        37,386      25,700    145 %
Business        1,139       800       142 %
Employment      55,556      30,000    185%
Housing         1,216       1,400     87 %
Jobs            13,505      7,000     193 %
Number of       6,539       5,700     115 %
Skills Basic
Brownfield      150         150       100 %
Investment      £352.990 £300         117%
Levered In
Business        7,170       5,000     143%

Page 7 of 35
       International Promotion

London provides a wealth of opportunities for anyone wishing to visit, study and invest
in London. London has a global reputation as a top destination for culture, business,
education, sports, events and entertainment. The LDA works with a range of partners
to coordinate international promotion, as well as maintain and constantly improve
London‟s world city status.

Key achievements in 2008/2009

       The Agency provides £30 million to four separate organisations to promote
        London to international audiences targeting potential tourists, investors,
        students and film-makers (Visit London, Think London, Study London and Film
        London respectively).

       Think London helped to bring 178 new businesses from over 20 countries to
        London, creating or safeguarding nearly 4000 jobs.

       Launch of London Tourism Action Plan 2009 to 2013 following a two-month
        consultation with the capital‟s tourism industry.

       One year anniversary of the Green Tourism For London - helping hospitality
        businesses improve their environmental performance.

       Launch of Visit London‟s first ever global advertising campaign - “See the world,
        Visit London”- celebrating the capital‟s status as the next Olympic Host City and
        inviting the world to experience London.

Evaluation Inputs

The LDA carried out an evaluation of Film London in the winter of 2008. This was
initially driven by the need to evaluate the previous LDA investments in Film London
that stretched back to 2003 and also to inform the LDA as to the shape of any future
investment from March 2009. In the course of evaluating the project it became clear
that the LDA had not been able to fully capture Film London's impact on the London
economy. The evaluation assessed the impact of the project on the sector and
London's economy as a whole. In addition it developed a new methodology for
converting the gross spend of productions filming in London to the net spend that could

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be attributed directly to the actions of Film London. This was a major progress for a
cultural and creative project.

The findings were used as the basis for a subsequent strategic review of the LDA's
investment. This resulted in the LDA understanding and proactively setting what
services it needed to fund in the future. This was captured in an entirely new set
of metrics and a consolidation of objectives down to three in order to focus activities on
the priority key areas.

The evaluation also allowed Film London to improve their internal quality assurances
by implementing many of the customer feedback tools developed and used in the

Case Study -
London House

Promote the capital as the destination of choice to work, visit, live, trade and study.

London House was established by the LDA as a venue for London organisations in
Beijing to best promote London. During the Beijing Games, key corporate, political and
sporting figures attended a range of events designed to promote London across the
business, tourism, higher education and the creative sectors.

Page 9 of 35
London House was a venue for business seminars and networking opportunities. It
was used for press conferences and media opportunities with key UK figures including
Mayor Boris Johnson and Chair of London 2012 Sebastian Coe.

The LDA supported a number of events with a range of organisations during the
Games, including: a series of Think London business seminars and dinners with
Samsung, Bank of China and Metcom; a series of Film London post production
showcases; a Visit London open day highlighting the capital as a top tourist and
cultural destination; a Study London event demonstrating the capital‟s unrivalled
student offer.

Events culminated in a high profile Olympic Handover celebration on 24 August when
London officially became the next Host City.

London House, dubbed "a little bit of London in Beijing”, was a huge marketing
success and became the focal point of London‟s presence during the Games as the
Olympic baton was passed from Beijing to the host city of the 2012 Olympic and
Paralympic Games. It provided a successful preview of what London would offer in

"As the next Host City of the Olympic Games, London‟s presence in Beijing was a
fantastic opportunity for us to gain vital experience for the 2012 Games and a
showcase to the rest of the world of London as a destination in which to do business,
visit and study.”

London Mayor Boris Johnson

Case Study - Only in London
Despite the economic climate, London would be well positioned to remain as a
competitive and dynamic visitor brand.

The LDA supported the Christmas/New Year campaign with funding of £600,000 to
encourage visitors, both domestically and internationally to visit the capital over the
festive period.

The campaign offered key incentives on transport, accommodation and entertainment
such as theatre tickets to help boost visitor numbers to the capital.

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The “Only in London” global campaign focused on the unique and exceptional
experiences, sights and attractions that make the capital such a popular destination for
visitors from all over the world. It also encouraged Londoners to enjoy the distinctive
and rich diversity of their own city. The campaign theme was developed following Visit
London‟s extensive research into the city‟s key visitor markets. This found that people
were keen to come to the capital but wanted to be stimulated by London's unique
offering at a good value price.

Following the success of the winter campaign, an updated “Only in London” was rolled
out for the spring period with further investment of £2million.

The winter campaign returned an economic benefit to London of £6.7 million to the
economy. The return on investment in the UK was 12:1, and 22:1 for the European

Page 11 of 35
Case Study -Think London
Attract business and investment to London

Think London connects international businesses to London, helping them set up and
succeed and grow, creating local employment.

In 2008/2009 Think London helped 178 overseas owned companies set up business in
London and safeguard nearly 4,000 jobs.

“We‟ve worked with more than 90 companies in the creative industries this year. We‟ve
continued building relationships across the sector – and in a climate of change, we‟re
seeing exciting results.”

Sam Davies, Think London Business Growth Manager.

Page 12 of 35
    Business Support

The changing economic climate has had a real impact in London across many sectors
and businesses of all sizes. Through its delivery of the Mayor‟s Economic Recovery
Action Plan, the LDA has not only helped businesses adapt but supported businesses
to plan ahead and look forward with purpose and optimism.
Key achievements in 2008/2009

      Keeping London working, a major campaign funded and delivered by the LDA
       was launched to help London and Londoners find support through the economic
       downturn. Two issues of the publication were produced in 2008/2009.

      In October 2008, the LDA programme „Access to Finance‟ advised its 2,500th
       small business on raising finance.

      LDA Investment Readiness Programme raised £26 million of private equity
       investment by December 2008.

      By November 2008, 13,000 business support outputs were delivered by LDA
       funded support projects.

      By January 2009, 1,000 registered companies had used the best practice,
       advice, guidance and online tools for Diversity Works for London (DWfL)

      LDA investment of £350,000 supported the UK Centre for Medical Research
       and Innovation.

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Evaluation Inputs

In 2008 the LDA commissioned an independent interim evaluation of Business Link in
London, the Agency‟s largest business support service, freely available to those
starting up or running a small or medium sized business. Business Link provides
information and practical advice to help businesses tackle challenges directly or with
further expert assistance.

This was the first impact evaluation undertaken since delivery of the service under a
new national framework from April 2007. The interim evaluation report highlighted
areas for improvements, including stronger engagement with key stakeholders,
enhanced quality assurance processes, and the need for continued contact with clients
after referral to other services.

Key findings from the report have been used to implement changes to the way in which
Business Link offers its services to London‟s business community. This in turn has
increased the numbers of businesses accessing the service for help and strengthened
the LDA‟s support for the growth of London‟s small and medium businesses.

Case Study - Keeping London working

Helping London and Londoners not only deal with the economic downturn, but to best
position themselves for the long term recovery.

The LDA is giving top priority to Keeping London working - and announced plans for an
additional £23 million package of public sector support for small and medium
businesses in the capital and for Londoners.

Two issues of our Keeping London working campaign helped businesses get financial
advice, consolidate their service, break into new markets; and get advice on how to
upskill or recruit new staff. For more information please visit www.lda.gov.uk

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This campaign also signposted Londoners to information including how to access
advice from careers advisers and information on how to get access on vocational and
academic courses available in London.

A series of LDA-sponsored business recovery seminars by KPMG,
PricewaterhouseCoopers and Deloitte coincided with an LDA market awareness
campaign. Marketing material was distributed in local borough papers setting out
where to get advice on jobs and training.

“Specifically, I found the information about supply lines, tax considerations, employee
loyalty and issues of funding, particularly useful. I would definitely attend another

David Fireman, owner of the Mr Humbug sweet shop in Greenwich, was among 500
business owners who attended a business strategy seminar for SMEs in the retail
industry organised by the LDA in conjunction with KPMG.

Case study - Diversity Works for London (DWfL)
Allow businesses to harness and realise the benefits of a diverse workforce,
marketplace and supplier base.

Driven by the LDA, DWfL champions the business case for workforce and supplier
diversity and sharing of best practice.

During 2008/2009, DWfL launched the "Gold Standard" - a benchmark for companies
to ensure that they meet and exceed best practice. DWfL also launched a new online
toolkit that will help large companies implement and profit from diversity.


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      Over 750 companies have completed the Toolkit questionnaire.
      Over 75 organisations were assessed as being at the Gold standard.
      There are over 2000 registered users of the website.
      Over 1,000 business support sessions.

The programme and the Gold Standards have received public endorsement from
numerous organisations including Pearsons, KPMG, Ernst & Young, Deloitte, BT,
LloydsTSB, Shell, Wates, London First, Siemens, Faber Maunsell, Berwin Leighton
Paisner, Bechtel, and the Federation of Small Businesses.

"There are various forums out there that offer case studies and resources, but few
cover all aspects of diversity as the Gold Standard Diversity System does.”
Charles Mack, Equality and Diversity Manager, AECOM worldwide.

Case study - Business Link
Maintaining London's position as one of the world‟s leading economic powerhouses.

The LDA is responsible for providing Business Sector support in London.

Business Link in London is the main business advisory service, the London service
delivering in particular the Government‟s „Solutions for Business‟ portfolio.

Business Link London helps thousands of small businesses owners throughout the
capital not only manage through the current economic climate but also to become
more profitable by providing high quality, accessible business Information and
Diagnostic Brokerage (IDB) services.

Its free and impartial advice is available 24 hours a day, seven days a week and
focuses on five strategic priorities to help businesses more efficiently:

      Bolster the economic impact of small businesses.
      Increase the equality and diversity of their clients, suppliers and employees.
      Introduce new products like Open Access, Path Finder and Credit for Enterprise
      Intensify the sub regional focus.
      Reinforce professional practices and generate economies of scale freeing up
       resources for innovation.

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   333,513 unique visitors to the Business Link in London website.
   In April 2008, the call centre was receiving an average of 173 calls a day; by
       March 2009, this had risen to 262 a day – a 51% increase.
   Business Link doubled the number of established SMEs it reached – a total of
       87,888 received support in 2008/2009.

Visit the website www.businesslink.gov.uk

   Climate Change

London consumes as much energy as countries like Portugal or Greece
and produces over 40 million tonnes of carbon dioxide every year.

The LDA is supporting the delivery of pioneering and well-designed projects across
London to ensure that the Mayor‟s commitment to reducing carbon emissions in
London by 60% by 2025 is achieved.

The LDA is working to minimise both the resources London uses and the waste it
generates to help combat the effects of climate change without compromising quality
of life and business competitiveness.

Key achievements in 2008/2009

      The LDA‟s Green 500 had achieved 137 signatories.

      Established the Better Buildings Partnership.

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      London Borough of Lewisham‟s W25 “Eco Street” launched in conjunction with
       LDA‟s Green Homes Concierge service.

      Launch of the London Thames Gateway Heat Network

      Commissioned Ernst & Young to produce a “Prospectus for London the Low
       Carbon Capital” to inform the LDA‟s future work and how we support London in
       making the transition to a low carbon economy.

Evaluation Inputs
The total programme spend for the Home Energy Efficiency Programme (HEEP) is
£9m and therefore it will need to be evaluated externally. The programme will roll out
to all of London‟s 33 boroughs in financial years 2010/11 and 2011/12 and the
boroughs will be responsible for delivering HEEP on the ground.
Therefore, evaluating HEEP will be a two-stage process. In April 2010 we will have
procured a consultant to set up a process determining how the boroughs delivering
HEEP will self-evaluate their individual projects. This consultant will also look at the
reporting process and decide exactly what information the boroughs will need to collect
drawing from lessons learned and best practice collected from the technical trials and
demonstration projects. In October 2011 a consultant will be procured separately to
evaluate HEEP as a whole, assessing the overall impact of the LDA‟s intervention and
spend on the programme.

Case Study - Green Tourism
Supporting businesses to improve resource and energy management will help them
cut costs without compromising business competitiveness.

Green Tourism for London is based on the national Green Tourism Business Scheme
and adapted to cover the tourism industry in London.

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Independent auditors use 150 separate measures to measure performance, including
use of energy and water, waste disposal, purchasing procedures and how firms
promote public transport, cultural activities and London‟s open spaces.

Green Tourism for London was launched by the LDA and has three main themes:
    Help businesses improve resource and energy management.
    Help businesses cut costs.
    Raise awareness of their green credentials to visitors during the booking

More than 100 organisations in the capital‟s tourism industry signed up to the scheme
or expressed an interest.

The Cavendish Hotel in Jermyn Street, Central London, became the first to win a gold
award. The 230-room hotel introduced energy-efficient lighting, heating and lighting
controls and aerated shower heads in guests‟ rooms, „green‟ boilers to help reduce its
CO2 emissions to lower than half the average rate of 29kg per guest, per night.

"I would urge hoteliers to take up the challenge of entering for a Green Tourism for
London Award."
Ciaran Fahy, General Manager at the Cavendish HotelCase Study - Green500

To help businesses, organisations and commercial landlords cut their carbon footprint
and achieve a 60% reduction in London's Carbon dioxide emissions by 2025.

The Green500 programme is designed to target 500 of the biggest organisations in
London with the greatest carbon saving potential.


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The Green500 programme, launched in December 2007, has nearly 150 members.
The scheme rewards London's largest businesses and public sector organisations for
genuine carbon reduction.

Green500 has a target to cut London's emissions by 1.5 million tonnes over three
years, which will save around £2.5 million in energy bills.

Early signatories include Chelsea Football Club, EDF Energy, Marks & Spencer, The
John Lewis Partnership, Eversheds, T-Mobile, Guy's and St Thomas' Hospital, Ernst &
Young, Kings College London, London Zoo, Addison Lee and Islington Borough

Over the last year, 137 members of the Green500 have collectively saved 175,000
tonnes of carbon, equivalent to taking 100 double decker buses off London‟s streets.

“We are delighted to be the first mobile network to join Green500 and be part of such
an important initiative that aims to help organisations cut carbon emissions that can
have an adverse effect on the environment and improve energy-efficiency. ”
Allison Murray, Corporate Responsibility Manager, T-Mobile UK

Case Study - Better Buildings Partnership
Commercial buildings account for around one third of London‟s carbon dioxide
emissions and making these more energy efficient is one of the most cost-effective
ways to reduce them.

Launched in 2007, the Better Buildings Partnership (BBP) aims to develop solutions to
improve the sustainability of London‟s existing commercial buildings.

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The BBP is a unique collaboration between the commercial property industry and
associated organisations. It encourages commercial property owners and occupiers to
improve the energy efficiency of London's existing building stock.

The Partnership aims to cut 500,000 tonnes of carbon dioxide emissions in the next
three years. The Partnership announced a new initiative to retrofit buildings with
energy efficient measures - updating boiler controls and heating systems, energy
efficient lighting, improved insulation and solar panel water heating.

The BBP includes some of London‟s leading commercial property owners and allied
    British Land Company
    Canary Wharf
    GE Real Estate
    Grosvenor
    Hammerson
    Hermes
    Land Securities
    Legal and General
    Transport for London
    London Development Agency
    Quintain
    Workspace Group

“British Land already has in place a number of important initiatives to improve the
environmental performance of its London estates and therefore welcomes the Mayor‟s
initiatives to reduce carbon emissions from London‟s buildings. We look forward to
working in partnership with the Mayor, other landowners and occupiers to ensure the
success of the BBP.”
Peter Clarke, Executive Officer, British Land

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       Sustained Employment
Peter Clarke, Executive Officer, British Land

London's workforce plays a vital role in London's economic strength, its recovery and
future success. By tackling the challenges that prevent people from working such as
skills shortages, childcare cost and language barriers, the LDA has been helping
Londoners not only secure long-term employment but to contribute to and benefit from
the capital‟s success.
Key achievements in 2008/2009

      Over 25,000 individuals had participated in general skills training sessions
       funded by the LDA.

      Automotive upskilling in programme at Ford was completed exceeding project
       target of 3,177 skills outputs.

      1,400 students trained at Centre for Engineering Manufacturing Excellence
       (CEME) facility in East London.

      Over 2,000 people have achieved basic skills qualifications by participating in
       LDA funded projects.

      Launch of "London's Future. The Skills and Employment Strategy for London
       2008-2013” for the London Skills and Employment Board (LSEB).

      The Department for Children Schools and Families (DCSF) announced the
       continuation of the Childcare Affordability Programme from January 2009 -
       March 2011 ensuring high quality affordable childcare and a £12m LDA
       investment in cutting child poverty by supporting parents into sustained

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        Launch of Young Londoners Fund and London Youth Offer ensuring improved
         skills and employment opportunities for young people.

Evaluation Inputs
Sustained Employment: Impact Evaluation of LDA Objective 3 European Social Fund
(ESF) Co-Financing Programme 2005-07

The evaluation covered the six programmes within the LDA Objective 3 ESF Co-
Financing Programme 2005-07, all of which were funded 55% by LDA and 45% by
ESF. These were Opportunities Fund Round 1 (supported by ESF only, not the Single
Programme strand), Migrants Qualification Programme, RSP Productivity, RSP
Inclusion, ESF Co-Financing 2005-07, and On Your Marks. The majority of the 108
projects within these programme completed self evaluations using the LDA's ESF self
evaluation toolkit and these were fed into the overall impact evaluation. Individual
externally-commissioned impact evaluations were undertaken for each programme
and an overarching evaluation report summarised the findings.

It is an ESF requirement to undertake an evaluation of the ESF Co-
Financing programme and Government Office for London (GOL) accepted the
evaluation which was designed to meet the requirements of the LDA and the then
Department for Business Enterprise and Regulatory Reform (BERR).

The final evaluations were shared with GOL, in order for them to share them with
Central Government and the European Commission, and use them to inform the
development of future national and regional ESF programmes. In addition, they were
shared with the LDA's Development team and Evaluation team in order that they could
inform future LDA Co-Financing programmes.

Case Study - Childcare Affordability Programme
Support Londoners from lower income families to train or work by providing affordable
childcare, overcoming one of biggest barriers faced by parents who wish to return to

The Childcare Affordability Programme launched in 2005, aimed at providing London
families with low cost, high quality childcare to help parents return to work.


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        We have already helped 8,500 families back into the workplace.

        Around 500 families in five London boroughs are now receiving 100 per cent of
         their childcare costs as opposed to up to 80 per cent under the old scheme.

        In March 2008 the Government extended the LDA‟s Childcare Affordability
         Programme nationally.

"I have three small children and my youngest went to nursery at 8 months as I wanted
to get back to work and I now save an additional £30 a week through the Childcare
Affordability Programme.”

Kay, a mother from Greenwich, is able to work as a part-time administrator and save
on the cost of her weekly childcare.
For more case studies- visit the LDA website www.lda.gov.uk

Case Study - London Skills and Employment Board (LSEB)

Developing a new strategy for adult training in London which is driven by the needs of
employers and ensuring skills provision meets the existing and future needs of the
workforce reducing the current rates where over 600,000 Londoners have no


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Launch of the LSEB, chaired by the Mayor of London, and accountable to the
Secretary of State for Education and Skills. The Board provides London with the
leadership to boost adult skills and jobs in the capital and includes top London
business leaders, large employers, small businesses, education specialists, local
authorities and union representatives.

Launch of “London‟s Future”, a strategy developed by the LSEB to set out a series of
steps needed over the next five years to improve job and skills opportunities for
Londoners and the capital‟s employers.
For more information please visit. http://www.london.gov.uk/lseb/

   Creation of an evidence base, “The London Story”, and the strategy for
       employment and skills which includes refreshed data and up-to-date targets and
       indicators for the LSEB.

      Production of the LSEB Annual Report 2009.

      Rolling forward of LSEB Strategy to 2014 consultation.

The London Employer Accord is a key part of the LSEB‟s strategy and helps
employers gain easy access to the employment and skills provision, whilst at the same
time helping unemployed London residents back into work.

Travelodge is one company that has embraced the Accord model.
“Of the new recruits in Travelodge, 76% have come through the Accord and 61% of
those employees have been recruited from priority groups.”
Toni Morris-Ditty, Regional Director for London and South, Travelodge.
Case Study – London Youth Offer
Helping young Londoners gain new skills and raise their aspirations by providing more
places to go and more things to do.

The Mayor of London and the Government are working together to deliver a £79
million 'London Youth Offer' to help provide more activities and services for young
The package runs over two years from 2008 to 2010, with £20 million coming from the
LDA and £59 million from the Department for Children, Schools and Families (DCSF).
The £20 million funding package from the LDA is distributed as follows:
     £6 million “universal offer” to help young people stay healthy, safe and active
        though learning whilst making a positive contribution on society.

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       £8 million targeted offer to provide developmental and diversionary support for
        young people, allocated across all London boroughs using PAYP formula.
       Up to £5 million for the Young Londoners' Fund to improve the quality of and
        access to services for young people in London.

The Young Londoners‟ Fund received over 400 expressions of interest by its July 2008

The LDA is providing funding through two linked programmes:
    The Mayor‟s Youth Offer borough programme for the 33 London boroughs
    The Young Londoners‟ Fund programme which provides funding to 11 third
      sector organisations.

For more information- please visit the LDA website www.lda.gov.uk

Economic performance is never uniform across a city. Working closely with our
partners the LDA has a key role to play in ensuring new developments are sustainable
and provide opportunities for all communities in the capital ensuring London's long
term success.

Key achievements in 2008/2009

       Dagenham Docks new electricity sub station was switched on.

       Thames Gateway Economic Development Investment Plan (EDIP) was
        launched in September 2008.

       Tidal Basin Roadworks completed.

       Completion of demolition works on the site at Silvertown Way in Canning Town
        following successful land assembly by the LDA.

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      £600,000 allocated to take forward feasibility studies for projects as part of the
       Award winning East London Green Grid.

      Onsite refurbishment and construction started in September 2008 on Green
       Gate Homes to deliver 60 new homes.

      Managed the Mayor‟s Targeted Funding Stream bid round and made
       recommendations on the allocation of £330m of public funding to innovative
       housing projects across London.

      Launch of New Urban Agenda, outlining LDA‟s approach to housing,
       infrastructure, place-making and climate change.

      Central Refurbishment works at the National Sports Centre at Crystal
       Palace completed.

      Fit out of Closed Loop bottle recycling plant completed and plant powered up
       and recycling started.

      Designers appointed to work up the vision of the Lea River Park, an exciting
       new open space backed with £28 million from London Thames Gateway
       Development Corporation (LTGDC).
Case study - Crystal Palace
To revive Crystal Palace Park in the heart of south London as a high quality
metropolitan park for the 21st century with a vibrant and sustainable future.

The LDA has created a Crystal Palace Park Masterplan - a blueprint to create five new
gateways into the park improving access and facilities and releasing more than 40
acres of land to full public access as a Park, with over 600 new trees planted.
It includes a tree top walkway, an aquarium, tropical glasshouses and a tree canopy
mimicking the footprint of the old Palace. The concert bowl will be renovated, along
with the reconstruction of the former cricket pitch (and a new pavilion), sunken gardens
along the terraces, and the restoration of one of the famous Paxton fountains.
The Masterplan was developed by the LDA's Design for London with award winning
architects Latz + Partner. It has been endorsed by English Heritage as a National
Exemplar of "Constructive Conservation".

In December 2008 the Masterplan was given outline planning permission by the
London Borough of Bromley's Development Control Committee.

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The LDA has spent over £17 million on major refurbishments to the National Sports
Centre in the middle of the Park. Work has included bringing pool facilities to
international standards, ensuring all construction, plumbing and wiring are to current
building regulations, and removal of asbestos.

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Case Study - Thames Gateway Economic Development Investment Plan

To ensure that the Thames Gateway, Europe‟s most significant location for
development, realises its potential as a knowledge driven, well connected and globally
competitive region.

Neighbouring regional development authorities South East England Development
Agency (SEEDA), East of England Development Agency (EEDA) and the LDA worked
in partnership with others to produce a joint plan of strategic investment to deliver
economic growth to the Thames Gateway.

The Plan sets out priority strategic investments that will improve the economic
performance of the Gateway. It builds on the joint RDA Economic Statement for the
Thames Gateway (2006) and is aligned with the Regional Economic Strategies for
each of the three regions.

The EDIP outlines the economic potential and competitive performance of the
Gateway, defines four distinctive geographical locations of the Thames
Gateway and outlines the next steps.

   The three RDAs and Department for Communities & Local Government (DCLG)
       have committed to support investments in line with this plan by £200 million,
       with the aim of leveraging an additional £75 million from other sources.
   The Thames Gateway is the UK's largest growth area and the most significant
       area for development in the whole of Europe. It is vital that we get that
       development right and that we release effectively its huge potential. The
       Gateway has the potential to boost the UK economy by around £12 billion, so it
       is essential that all the regional development agencies around the Gateway
       work together to achieve the best outcome for residents, businesses, and the
       national economy.

For more information please visit www.lda.gov.uk

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Case Study - New Urban Agenda
To make critical links across the LDA, partners and the global community to ensure
London‟s development is sustainable and spread across the city, playing a key role
towards its long term success.

The New Urban Agenda was launched in 2009. Its key themes are:

      Transport and Development.
      Housing.
      Public Space.
      Environment and Climate Change.
      2012 Games.

For more information please visit www.lda.gov.uk

Launch of the New Urban Agenda debates, held across London and in various
formats, supporting our thinking on the way we understand and can best shape
development in London.

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          Olympic Legacy
          Building an even greater London

When London hosts the 2012 Olympic and Paralympic Games the eyes of the world
will be on the capital.

London 2012 presents an unrivalled opportunity to boost London's economy and leave
a lasting physical, social and environmental legacy. The LDA is helping to realise this
extraordinary legacy, so that all of us can maximise the exciting opportunities emerging
from the Games.

Key achievements in 2008/2009

       Summer 2008 consultation on the big ideas and challenges for the Olympic
        Park Legacy Masterplan Framework.

       Launch of „London Calling‟ in Beijing during the 2008 Olympic and Paralympics
        Games inviting ideas from business and all sectors to deliver the Olympic Park

       Over 50 events were held at the London House in Beijing, China - attracting
        10,000 visitors and potential inward investors over the 17 days of the 2008
        Olympic Games.

       By September 2008 we completed the London 2012 roadshow tour with over 42
        events involving over 70,000 people.

       Personal Best Graduation Ceremony took place in November 2008.

       The LDA's Opportunities Fund provided employment support to more than
        1,100 people and delivered almost 800 training places.

       In July 2008, the LDA won the Government Opportunity Magazine Collaborative
        Procurement award for developing the „CompeteFor‟ service.

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Evaluation Inputs
The LDA has played a wide-ranging role in the delivery of the 2012 Olympic and
Paralympic Games, from assembling the land for the Olympic site to leading London-
wide socio-economic programmes to maximise the employment, skills, tourism and
business benefits of the Games for Londoners, increase grassroots sports
participation, and support the Cultural Olympiad.

We are also working with key stakeholders in Government, the GLA, and the Olympic
Host Boroughs to help shape the long-term development of the Olympic Park and its
legacy use, and develop sustainable communities. We commissioned the first two
stages of a comprehensive impact evaluation study, to be undertaken over the period
2009 to 2011, to assess the economic impact and additionality of the Agency's
investment in all of our Olympic legacy programmes. Stages one and two of the study
involve establishing a robust research methodology, developing outcome-focused
evaluation plans, setting the baseline for each legacy programme, and assessing how
well our programmes are performing against their objectives.

The study will help the LDA to understand the impact of our interventions within the
context of what other stakeholders are doing, and identify as early as possible which
interventions and types of activities are working well or less well in order to quickly
inform delivery improvements to ensure we are doing all we can to maximise the
benefits of the Games for Londoners.

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Case study - Personal Best

Use the 2012 Olympic and Paralympic Games to inspire people not in work to fulfill
their potential whilst providing local communities with a lasting legacy.

Run by the LDA and the Learning and Skills Council (LSC), Personal Best uses the
appeal of the London 2012 Games to reach out to communities. Personal Best offers
an accredited training course, support to pursue further training, invaluable work
experience and exciting volunteering opportunities as the countdown to the Games

During 2008/2009 Personal Best was trialled in 11 London Boroughs with 875
Londoners taking part. 14.5% of participants moved onto either full or part time
employment and 23.5% into further learning. The programme has since been rolled out
to every London borough starting with Havering, Islington, Kensington and Chelsea,
Westminster, Camden, Hackney, Lambeth, Lewisham, Southwark and Brent.

"The Personal Best course brought out the best in me and improved my self
confidence as well as opening up doors into training and employment.”
Sara Osmanaj, assisted back into work through the LDA‟s Personal Best Programme.

Case Study - Redbridge Cycling Centre
Ensuring the physical legacy of the Games will benefit local communities.

Building the Redbridge Cycling Centre as part of the LDA's commitment to help people
relocate from the Olympic Park site.

The £4.5m, 2km circuit and off-road trail was the first completed piece of physical
sporting legacy in London linked to 2012. The previous site will be turned into the Velo
Park for the Games before being returned for public use giving Londoners one of the
best cycling facilities in the country.


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"It is encouraging to see the first practical example of the 2012 Olympics ensuring a
legacy site for one of our most successful sports. This track will provide cycling
opportunities for people with all levels of cycling ability and will be a truly accessible
Mayor‟s Commissioner for Sport, Kate Hoey
Case Study - CompeteFor


Encourage business growth by widening the access to 2012 contracts to local London

CompeteFor was designed by the LDA in close partnership with the London Business
Network and London 2012. It allows companies to register as potential 2012 suppliers
online. CompeteFor then notifies them of appropriate contracts that have been put out
to tender.

25,000 London suppliers registered of which 5,000 are local businesses and 75% are

Approximately 3,600 contract opportunities posted on www.CompeteFor.com since it
was launched in January 2008.

More than 45% of contracts awarded on CompeteFor have gone to London based

In 2008 CompeteFor won an Excellence in Public Procurement award from the
Government Opportunities magazine.


"CompeteFor is not only useful to find out about Games contracts. Signing up has
given me information about wider opportunities surrounding the Cultural Olympiad and
the expected increase in tourism in the area. I am planning ahead for London 2012
and aim to have another restaurant closer to the Olympic Park soon."

Mr Jospeh, owner of Banana Leaf - a South Indian restaurant in Ilford who signed up
after attending a business briefing organised by the London Business Network.

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For more information please visit www.competefor.com

A summarised version of this document is available in a range of other formats.

For more information please contact info@lda.gov.uk

London Development Agency
197 Blackfriars Road

Telephone: 020 7593 8000


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