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Manny Lewis
Chief Executive Officer
London Development Agency

I am proud to be the Chief Executive of the London           My particular priorities for 2004-2005 are:
Development Agency (LDA) at such an important and            • delivering the programmes and projects in this
dynamic stage in our organisational development. This        plan to budget
comes at a time when we have the benefit of the              • achieving our targets
Mayor’s London Plan – the first comprehensive Spatial
                                                             • better integrating business support services
Development Strategy for London for several decades –
and a new draft Economic Development Strategy (EDS)          across London
for London that sets out practical steps towards             • addressing London’s labour market problems,
achieving the Mayor’s vision for an exemplary,               focusing particularly on youth unemployment
sustainable and inclusive World City. This Corporate         and participation among black and Asian Londoners and
Plan builds on these opportunities, describes our own        those from London’s other minority ethnic communities,
contribution to the key actions in the draft EDS and, in     whilst ensuring our work with partners reflects the skills
doing so, supports the Mayor’s detailed case for             requirements of businesses
investment in London.                                        • supporting London’s Olympic Bid
                                                             • completing the Mayor’s Economic Development
With our partners, we have achieved an enormous              Strategy for publication in October 2004
amount since our creation. A recent independent review       • strengthening our joint working with the rest
of the LDA referred to our progress in having ‘a solid
                                                             of the GLA Group
record of achievement in many areas, a good reputation
for our strategy and research work and tremendous            • improving our engagement with stakeholders
potential to lead on economic development in London’.        • improving our internal efficiency
Our role continues to change, but is increasingly focused    • achieving a successful outcome to our first Initial
on combining improved business growth and productivity       Performance Assessment.
whilst targeting deprived communities by overcoming
barriers to employment.                                      I hope that this Plan provides you with the detail you
                                                             need to work with us and I look forward to the success
We are now moving forward as an organisation. This           of the actions detailed within it. We welcome feedback,
Plan provides details of both our recent restructuring and   as we will be developing our Plan for 2005-2008 in the
how we intend to raise our performance to become             light of the final version of the Mayor’s Economic
recognised as the best Regional Development Agency           Development Strategy to be published in the autumn.
(RDA) by 2006. In particular, we have revised the way in
which we work, to encourage even greater participation
in the development of our policy as well as in
implementing our programmes.

This Corporate Plan explains what we aim to achieve,
how we have allocated our budgets and what our
performance targets are. In summary, around 80% of
our budget of £325 million is already committed, of which
over £10 million has been committed to ‘specialist’
equality projects.

                                                             London Development Agency Corporate Plan 2004-2007

1 Introduction                                      4
2 Our commitment to equality,
     sustainability and health                     12
3 LDA actions and milestones 2004-2005             18
     3.1 Investment in infrastructure and places   19
     3.2 Investment in people                      24
     3.3 Investment in knowledge and enterprise    29
     3.4 Marketing and promoting London            33
     3.5 Implementing the Economic                 35

Development Strategy
4 LDA activity by sub-region                       36
   4.1 East London                                 39
   4.2 Central London                              47
   4.3 West London                                 52
   4.4 South London                                57
   4.5 North London                                61

5  LDA corporate development                       65
6  How to work with us                             68
7  Finance and asset management strategy           74
8  Programme targets 2004-2005                     79
   (Tier 3 outputs)
9 How to contact us                                83
Appendix 1: Glossary                               86
Best Value Performance                             91
Improvement Plan 2004-2005

                                                        London Development Agency Corporate Plan 2004-2007

1.1 London’s Economy
London is one of the world’s great cities. It is the UK’s     Although London’s long-term economic health depends
most productive region and a major market for the rest of     primarily on the private sector, market failure and the
the country. Its role in fulfilling the Government’s          need to ensure that growth is sustainable and inclusive
ambitions for the economic development of the whole of        means that the public sector also has a vital role to play.
the UK is summarised in the Mayor’s ‘Case for London’.        Within the most internationally-facing regional
London’s high overall productivity reflects its exposure to   economies in the UK, our work is also shaped by short
competitive forces regionally, nationally and                 and medium-term opportunities, such as the 2012
internationally as well as its key underlying strengths,      Olympic bid, a potentially expanded pool of skilled labour
which include:                                                supplied from the EU accession countries and threats
• unrivalled links with international markets                 such as continued tensions worldwide.
• a highly trained and diverse workforce                      1.2 The Mayor’s Economic
• a world-class commercial property portfolio                      Development Strategy
• a world-renowned pool of higher education                   The purpose of the Economic Development Strategy
and research facilities.                                      is to identify where and how the public sector – working
                                                              with the private and voluntary sector – can make
But success cannot be taken for granted. Nor is it the        a difference to London’s long-term economic
whole story. London also has weaknesses, including            development. It is based on an assessment of London’s
high costs and pressure on its infrastructure and             strengths, weaknesses, opportunities and threats and
environment. These threaten Londoners’ welfare by             its success will depend on delivery by a broad range
undermining the source of London’s economic success           of partners. It sits within the overarching context of the
and by excluding an unacceptably high proportion of the       Mayor’s recently published London Plan and alongside
population from employment and an adequate standard           other Mayoral strategies, such as the Transport Strategy
of living.                                                    and his environmental strategies. The objectives for
                                                              London’s economic development proposed in the draft
                                                              Strategy are described in Table 1.

                                                              London Development Agency Corporate Plan 2004-2007
Table 1: Objectives for London’s economic development

Investment theme                   Strategic objectives for London’s economic development

Infrastructure and places          •        support the objectives of the London Plan
                                   •        deliver an improved and effective infrastructure for London’s future growth
                                            and development
                                   •        support the delivery of an adequate supply of commercial property and homes
                                   •        promote the development of a healthy, sustainable, safe and high quality urban

People                             •        tackle barriers to employment
                                   •        reduce disparities in labour market outcomes between groups
                                   •        improve the skills of the workforce
                                   •        address the impacts of the concentration of disadvantage.

Knowledge and enterprise           •        increase participation in the knowledge economy
                                   •        support small and medium sized enterprises (SMEs) to increase survival,
                                            productivity and employment potential
                                   •        maintain London’s position as a key business location
                                   •        support improvements in productivity initiatives through targeted sector

Marketing and                      •        invest in and deliver new products to support effective international
Promoting London                            marketing and Promotion reinforce and develop London’s status as a top
                                            international destination and gateway for the UK for tourism, inward investment,
                                            learning, trade and culture.

1.3 The LDA’s Corporate                                             our brokering and influencing powers to unlock other
Plan and our role                                                   available resources.
                                                                    The LDA’s contribution to achieving the strategic
Final publication of the Mayor’s new draft Economic                 objectives of the Economic Development Strategy
Development Strategy for London is due in the autumn.               is influenced by a number of key drivers, such as:
The LDA has an important role in delivering parts of the            • prevailing economic conditions over the plan period
Strategy, but it is not responsible for the direct delivery of      • the Mayor’s Case for London and the outcome of the
everything in it. Indeed, the LDA’s own resources                   Spending Review 2004
represent only a small percentage of the total resources            • how well we engage our partners in delivering the
available for economic development in London.                       Mayor's Economic Development Strategy.

This Corporate Plan presents the LDA’s contribution                 The programmes of activity set out in our Corporate Plan
to the delivery of the Mayor’s draft Economic                       last year are, in this year’s Plan, integrated into the four
Development Strategy. As the draft Strategy is finalised,           investment themes of the draft Economic Development
we will be discussing it with our key delivery partners             Strategy, set out in Section 3. Within the context of the
working with them to shape the final document and                   Mayor’s London Plan and its Sub-Regional Development
to align their future corporate plans with its action plan.         Frameworks, we will also be improving our strategic
In the meantime we, and our partners, are already                   engagement with London’s sub-regional partnerships to
delivering many of the actions proposed.                            implement the objectives of the Economic Development
                                                                    Strategy at sub-regional level. This is described in
Our Corporate Plan comes at a time when the London                  Section 4, which presents much of our work in London’s
economy is growing from the mild downturn in 2001-                  local economies – including the nine priority areas for
2002. As the Mayor’s agency for business and jobs, our              our investment we identified in our Corporate Plan last
work focuses on the longer-term aspects of London’s                 year.
economy as analysed in the Strategy – notably
increasing labour market participation amongst all
Londoners and raising the productivity of London’s
businesses. We will continue to focus our activity where
we can add value,
rather than trying to spread our limited resources across
the whole region. We will also work alongside others,
investing our own resources in strategic projects or using

                                                                    London Development Agency Corporate Plan 2004-2007
Depending on the size, nature, context and scope of the      The vision of the London Plan is to develop London
actions proposed, we will continue to work through our       as an exemplary sustainable world city, based on three
three roles.                                                 interwoven themes:
• Leadership with ideas.                                     • strong, diverse, long term economic growth
• Direct impact with resources working in close              • social inclusion – giving all Londoners the opportunity
collaborative partnership with key players.                  to share in London’s future success
• Adding leverage through our partners. As part              • fundamental improvements in London’s environment
of the GLA Group, we will lobby, influence and               and use of resources.
help secure investment from others (both private
and public) when and where it matters most.
                                                             The LDA was closely involved in the development
STRATEGIC POLICY LONDON PLAN                                 of the London Plan and will play a key role in its
(LONDON WIDE) and other Mayoral strategies,                  implementation. We are involved in the masterplanning
               eg. Transport & Environment                   and redevelopment aspects of a number of major
               strategies                                    schemes, including the Royal Docks Business Park, the
                                                             Wembley Stadium redevelopment, Holloway, Silvertown
                    (draft) ECONOMIC                         Dock and Crystal Palace Park. Our role in these
                    DEVELOPMENT STRATEGY                     schemes focuses on brokering and influencing future
                    ‘Sustaining Success’                     activities by:
                                                             • contributing to the development and delivery of
DELIVERY        LDA CORPORATE PLAN                           Sub-Regional Development Frameworks (SRDFs).
(LDA IN PARTNERSHIP)                                         For example, the LDA will continue its work
                                                             to develop and deliver the Thames Gateway
                    LDA directorate action plans             Investment and Development Framework
                                                             • promoting the vitality of local centres, including
1.4 Key drivers for the LDA’s                                by stimulating investment in the redevelopment
     work over 2004-2007                                     of London’s town centres, e.g. at Barking, Woolwich
The following summarises the main influences over            and Lewisham
the direction of our programme activity.                     • supporting London’s key economic sectors and,
a. The Mayor’s London Plan The Mayor’s London Plan –         in particular, supporting small and medium-sized
London’s spatial development strategy – was published        enterprises (SMEs) and facilitating local enterprise and
in February 2004 following extensive consultation and a      business development
formal Examination in Public. It will guide London’s         • equipping Londoners with the skills they need
physical development over the coming decade and              to enable them to participate in the economy
presents a coherent vision for London’s future based on      • facilitating an increase in housing supply – particularly
a practical response to the challenges facing the capital.   affordable housing
The rapid expansion of population and jobs in London,        • ensuring an appropriate balance between housing
which is without parallel in any other UK city, stems        and employment land as part of the Strategic Policy
from the capital’s exceptional dynamism, as well             Guidance (SPG) currently being drafted
as its competitiveness in the new era of economic            • ensuring that transport and infrastructure capacity
globalisation. This expansion offers unique opportunities    enables London’s existing and new businesses and local
to improve the social and economic life of all who live      communities to thrive and grow.
and work in London, but it also presents challenges,         b. The Government’s Sustainable Communities Plan
particularly for London’s physical and social                The Government launched the Sustainable Communities
infrastructure.                                              Plan in 2003. It sets out a long-term programme
                                                             of action for delivering sustainable communities in both
                                                             urban and rural areas. In the South East, it aims to
                                                             tackle housing supply issues and the quality of our public
                                                             spaces. The growth areas identified in the Sustainable
                                                             Communities Plan for London focus on the Thames
                                                             Gateway and London-Stansted-Cambridge corridor,
                                                             reinforcing the objectives for these areas contained in
                                                             the Mayor’s London Plan. To date, £130 million has
                                                             been allocated by the Office of the Deputy Prime
                                                             Minister (ODPM) for LDA-led projects in the London

                                                             London Development Agency Corporate Plan 2004-2007
The availability of substantial public and private capital    • Where the UDC promotes developments that give rise
funding to resource new infrastructure in the Gateway         to revenue commitments for the LDA, the UDC should
is a precursor of investment in high-density development      fund these commitments.
on the scale required. There continue to be challenges
associated with increasing housing supply (with strong        • The London Partnership Board should continue and
and practical recommendations from the Barker Review)         extend its role in providing strategic leadership across
and the broader professional skills agenda (the subject       the London Gateway, and the UDC should operate as
of a review by Sir John Egan). These reviews will affect      one of a number of delivery agencies, alongside the
future housing and regeneration delivery processes            LDA, English Partnerships and the Housing Corporation,
in the Gateway and London generally. We are actively          delivering to an agreed strategy within a confirmed
participating in these debates and are working with           division of responsibilities and a commitment to aligning
the Mayor and the GLA to lobby for the necessary              complementary programmes.
investment in transport, including CrossRail, the new
Thames Gateway river crossings and other                      • The priorities of the UDC should reflect the
improvements to surface transport.                            commitment to phased investment and development,
                                                              currently being developed through the Thames Gateway
c. The Thames Gateway UDC                                     strategy, in order to achieve optimal development and
The Government has recently announced its decision to         densities.
create a Thames Gateway Urban Development
Corporation (UDC) to drive delivery of the Sustainable        We are committed to working with all partners – and
Communities Plan. We made a joint response to the             especially our neighbouring Regional Development
consultation with the Mayor and Transport for London          Authorities (RDAs) – to realise our shared ambitions for
(TfL) regarding resourcing, roles and responsibilities,       the Gateway, which remains a key focus for our
LDA land assets and powers, planning powers, the              investment and activity.
relationship with transport authorities, boundaries,
strategic leadership across the Gateway, phasing of           d. London Olympic Bid 2012
investments, Board membership and staffing.                   Under the Mayor’s leadership, we are supporting the
                                                              Government’s decision to launch an Olympic bid based
Our position on the UDC is clear:                             in the Lee Valley. This has a significant impact on the
• The Mayor, LDA and TfL support the proposal for a           scale, nature and timing of our investment in this part of
Thames Gateway UDC. It is critical that clarity is            London, which we had identified as a priority area for
established quickly on the level of financial resources       economic development.
available to support the establishment and operations of
the UDC, as this will determine                               The rationale for our decision to invest in the Olympics
the scope and nature of the UDC’s activities.                 project was set out in our Plan last year, i.e. that the
                                                              Olympics will act as a major catalyst for local
• The roles and responsibilities in relation to the various   regeneration, stimulate the wider regeneration of the
strands of existing and anticipated physical development      Thames Gateway and bring substantial lasting economic
across the UDC area need to be agreed urgently. This is       development benefits to London and the UK as a whole.
of the utmost importance as the LDA has a considerable        We are supporting the Olympic bid by leading the
portfolio of activities across the Thames Gateway –           masterplanning and land assembly activities and
particularly in the Lee Valley, Royal Docks, Barking,         working with London 2012 to engage with local
London Riverside and Woolwich – and has a number of           communities and businesses to identify and capture
specific recommendations for these areas.                     local benefits.

• The LDA should continue to play a lead role in the          Our Board decided to limit the LDA’s investment in the
Lower Lee, with a phased approach and priorities              Olympics in any one year to 25% of our total programme
established with partner organisations, so that synergy       budget. This meant that we could provide the necessary
of actions is achieved.                                       support for the Olympics bid mainly by bringing together
                                                              existing investment already targeted for this area,
• The ODPM had previously indicated that the LDA’s            without cancelling or suspending any existing projects or
existing assets and powers would not be vested in the         programmes. We are also able to spread the impact on
UDC, unless otherwise agreed with the Mayor and the           future programme funding by phasing our investment
LDA Chair1, and we anticipate that this agreement will        over a lengthy period, allowing us to drive one of the
be formally affirmed and honoured.                            most extensive transformations of London for
                                                              generations without compromising delivery elsewhere in
                                                              the capital.

                                                              London Development Agency Corporate Plan 2004-2007
                                                             of new jobs and businesses. The manufacturing sector,
                                                             meanwhile, will benefit from high value technological
The bid will be decided in July 2005. In the run up,         modernisation. Overall, London’s growth and
we are broadening the scope of the project to prepare        competitiveness needs a balanced portfolio of
for the ‘Olympic + legacy’ and ‘non-Olympic’ scenarios       successful sector economies; and as London’s needs
and to maximise the local, regional and (in the case of      change, the level of investment in and prioritisation of
the Olympic scenario) national, economic development         sectors will be kept under review.
and regeneration benefits. Even if the bid is
unsuccessful, the LDA's work to help transform this area     Our specific actions for sector interventions such as the
of outstanding potential will continue.                      environmental industries are, in this Corporate Plan,
                                                             shown within the four new thematic headings of the
e. Outcomes of LDA-led sector commissions and Private        Mayor’s draft Economic Development Strategy.
Investment Commission                                        For example, business finance, advice, innovation and
One plank of the LDA’s support for improving growth and      commercialisation of knowledge appear under
productivity is through our targeted sector intervention     ‘knowledge and enterprise’; skills and other barriers to
programmes – outlined in Section 3. To guide our             labour market efficiency appear under ‘investment in
objectives in helping SMEs to survive and grow, raise        people’; the crucial need for business premises appears
productivity and realise their employment potential in key   under the theme of ‘infrastructure and places’; and
sectors the LDA established industry-led sector              marketing and branding London as an innovative and
commissions into:                                            world leading knowledge economy and our support of
                                                             the tourism and hospitality sector appears under the
• creative industries                                        theme of ‘promotion and marketing of London’.
• production industries
• education                                                  To capitalise on the business growth and job creation
• private investment.                                        opportunities arising from London’s extensive
                                                             international trade links, to continue building on the
The commissions identified that the public sector needs      strength of London’s diversity and to maintain London’s
to concentrate its activity on encouraging businesses        position as a key business location we will continue
to determine their own requirements. This will improve       to develop projects to support and enhance existing
awareness, reduce customer confusion and stimulate           inward investment and international trade activity.
demand-led business support that is more joined up.
Government recently reinforced this point in its             f. The continued transition from the Single Regeneration
proposals for the RDA lead with Business Link.               Budget to the Single Programme
Strengthening the activities of the London Business          When the LDA was established, we inherited
Support Network will help to achieve these objectives        responsibility from Government Office for London (GoL)
through activities sensitive to the requirements of          for managing the Single Regeneration Budget (SRB), an
specific sectors, geographic clusters or supply chains       extensive investment programme that continues to form
and using these channels where they are the most             a significant component of our activity and a major
effective routes to interface with business. Our proposed    contributor to our programme targets.
Best Value Review of business support services will          The timing and phasing of SRB investments was not
explore these issues further.                                always optimal. For example, major investments to
                                                             capture local economic benefits around King’s
During 2004-2005, we will ensure that the actions            Cross, Wembley and White City pre-dated the
contained in the recommendations of the two Education        market-led development, which is now taking off. Where
Commission reports have clear champions – in particular      possible, we are refocusing and re-phasing the
through partners to the Framework for Regional               investments, but in a number of cases, further
Employment and Skills Action (FRESA).                        intervention is required by us and our partners to ensure
                                                             that the local benefits of these major developments are
We will extend our Access to Finance initiative,             maximised.
recommended by the Private Investment Commission.
Wherever possible, we will deliver this through specific     As individual schemes end, we have been working with
sector programmes, e.g. for the creative and cultural        the local partnerships to develop ‘succession strategies’,
industries and the life sciences. We will also continue      for example to secure appropriate mainstream funding or
to develop strategies for sectors in need of strategic       to access Government regeneration funding, such as the
co-ordination and leadership, e.g. through the creation      Neighbourhood Renewal Fund and the New Deal for
of London Food, the development of the Creative              Communities.
Industries Commission into Creative London and the
implementation of the London Production Industries
Commission recommendations. The creative industry
sector in particular is fast growing and has the capacity
to produce a high rate of return on investment in terms
                                                             London Development Agency Corporate Plan 2004-2007
                                                               in sectors where there is greatest scope to do so,
                                                               London will enable the UK as a whole to raise its
Where schemes have a predominantly economic focus,             competitiveness.
a successful track record and are delivering against our       Our research with the Mayor and the ALG on ‘Making
strategic priorities, we are, subject to procurement and       Work Pay’, also confirmed that it is significantly less
funding constraints, building these into our future            attractive to come off benefits to enter the workforce
investment through the Single Programme. We are also           in London than in other regions. This is mainly due to the
proposing to undertake an evaluation exercise to identify      lack of affordable childcare, together with national fiscal
good practice that can be applied to our future work. The      policies that fail to address differences in regional costs.
results will feed into our wider ‘What Works and Why?’         Increasing the availability of affordable childcare is
research workstream.                                           therefore an essential task in order to reduce this key
                                                               barrier to women entering or returning to work. The draft
g. Our continued commitment to implementing the Best           Economic Development Strategy provides evidence
Value Review ‘Equalities for All’                              of the human consequences of London’s high cost
The analysis for the draft Economic Development                environment on the high number of London children
Strategy confirms the disproportionate economic                in poverty – especially in inner London and for women
disadvantage experienced by black and Asian                    remaining in poverty – including into retirement.
Londoners, those from London’s other minority ethnic
communities, women and disabled people. We have                1.5 Recent changes at the LDA
therefore set higher ethnicity targets in respect of           The LDA is currently moving forward from our start
programme beneficiaries and plan to strengthen our             up phase, characterised by the development of strategy,
efforts to achieve positive outcomes for women –               towards greater delivery and consolidation as an
particularly those already running or thinking of starting a   organisation. As a result, the LDA is changing. We have
business – and London’s disabled people.                       a new Chair and a new Chief Executive. We have
                                                               recently completed a realignment of our internal
Section 2 on our cross cutting themes summarises some          structure (outlined in Section 5) and Board Committees
specific actions, including the campaign to eliminate          to achieve a closer relationship with the four investment
employment discrimination. Section 8 outlines our              themes of the draft Economic Development Strategy.
overall programme targets. Based on evidence from the          Following the London mayoral elections, the Mayor will
census and labour market surveys we will, over 2004-           appoint the LDA’s Board. The current chairs of our
2005, develop these further into sub-regional targets.         Board and committees are indicated in Table 2.
We are working closely with other parts of the GLA
Group in addressing the diversity of our supply chains         We have recently completed a self-assessment of our
and using them as a way of achieving greater equality of       performance, which is summarised in Section 5. This
outcome. Our current review of our commissioning               allowed us to highlight our many achievements and to
system and procurement processes, explained in                 confirm our priorities for organisational change and
Section 6, will play an important practical part in            continuous improvement as we move towards greater
underpinning our commitment to implement the                   delivery. Sections 6 and 8 describe the major steps
recommendations of the ‘Equalities for All’ Best Value         towards achieving this. Section 6 describes our new
Review.As an employer, we have made considerable               systems for commissioning and selecting projects.
progress in strengthening the diversity of our workforce       Section 8 describes the proposals for a new target
and continue to aim to achieve Level 5 of the Local            regime that can facilitate more effective working
Government Equality Standard by 2005.                          with our partners.
h. The Government’s aims to raise productivity and to
reduce poverty

Although London has the highest regional productivity in
the UK, London’s high cost base means that potentially
good businesses are prevented from growing, or
sometimes even surviving. Whilst colleagues in TfL
will contribute very significantly to productivity gains
through transport efficiencies, our work will focus on
improving access to finance to fund investment, raising
the knowledge and higher level skills base in under-
performing sectors and helping mitigate the effect of the
high cost of premises for SMEs. By raising productivity

                                                               London Development Agency Corporate Plan 2004-2007
Table 2: LDA Board, Committees and executive team
Non-Executive (and Chair)                           Executive team
Board                                               Senior Management Team (SMT)
Chair: Honor Chapman, CBE                           CEO Manny Lewis
Vice Chair: Dame Judith Mayhew Jonas, DBE           Dr. Marc Stephens
Vice Chair: Mary Reilly                             Tony Winterbottom
                                                    Helen Hughes
Corporate Affairs Committee                         Director of Communications
Members: LDA Chair + Chairs of all Committees       Director of Strategy
Chair: Honor Chapman, CBE                           Director of Corporate Planning
                                                    Director of Law & Corporate Governance
Performance and Audit Committee
Chair: Mary Reilly
                                                    Resources and Equality
Business and Skills Committee                       Executive Director: Helen Hughes
Chair: Dame Judith Mayhew-Jonas, DBE
                                                    Business and Skills
Regeneration and Development Committee              Executive Director: Dr. Marc Stephens
Chair: Cllr. Dame Sally Powell, DBE
                                                    Regeneration and Development
Equality Monitoring and Review Group                Executive Director: Tony Winterbottom
Chair: Yvonne Thompson

Health and Sustainability Advisory Group
Chair: Victor Anderson

                                                           London Development Agency Corporate Plan 2004-2007
SUSTAINABILITY AND HEALTH                                      2.1 Equality
                                                               London’s economic development is undermined by
Equality, sustainable development and health are               a persistent inequality of opportunity. Our joint research
statutory cross-cutting themes for all the LDA’s activities.   with the GLA on ‘Regeneration and Disproportionality’
Project examples are given throughout Sections 3 and 4.        provides evidence of this. Our aim is to contribute
The purpose of this section is to draw together the            to equality of outcome by raising the economic
reasons underlying our investment and to highlight some        participation rates of black and Asian Londoners,
more specialist project work.                                  potential workers from London’s other minority ethnic
                                                               communities, women and disabled people. Most of our
Our Best Value Reviews of all three cross-cutting              work will contribute to this greater equality of outcome
themes provide a framework for our role and priorities.        and, reflecting our commitment to mainstream equality,
We have recently improved the profile of our three             we have projects that fall into all four of the investment
cross-cutting themes through the creation of an Equality       themes set out in Section 3.
Monitoring and Review Group and a Health and
Sustainability Advisory Group, which will be expert            Some of our projects have a disproportionately high
sources of policy and advice to our Board and its              effect and are defined as ‘specialist’ equality projects
Committees. We have already developed impact                   (see examples in Table 3). We will be designing further
assessment tools for equality and sustainability and aim       projects aimed specifically at improving employment
to develop an integrated impact assessment tool over           rates amongst disabled people and aim to improve
the next year as part of our commitment                        reporting to demonstrate the full value of our work
to incorporating these cross-cutting themes in the             benefiting women. A specific aim for 2004-2005 is to
mainstream of our work.                                        underpin the DTI’s framework for women’s enterprise by
                                                               developing a strategy specific to the needs of London’s
                                                               female entrepreneurs.

                                                               London Development Agency Corporate Plan 2004-2007
London Development Agency Corporate Plan 2004-2007
Table 3: Examples of LDA specialist activity – equality

Investment themes           Examples of LDA specialist activity

Infrastructure and places   Rich Mix Centre, Bernie Grant Centre, Stephen Lawrence Centre and Talawa Theatre
                            These projects will directly benefit London’s black and Asian communities by enabling them to be drivers for local economic regeneration through both business support
                            and the education and training of young people in fields such as construction and design, the arts and creative industries.

                            Offley Works
                            The LDA is investing in property to create much needed small business units targeted at small and medium-sized enterprises (SMEs) run by black and Asian
                            Londoners and those from London's other minority ethnic communities. The aim is to help increase business survival, productivity and employment potential.

People                      Affordable childcare
                            The LDA will invest over £3 million to develop childcare projects and affordable childcare places across London.

                            Learning to earning
                            This is a pan-London project, providing training in childcare skills and support for predominantly unemployed women to access work in the childcare sector. The project
                            will offer a flexible programme, including training in information, communications and technology (ICT), child protection, first aid and play activities. It will also provide
                            additional support for basic skills and work placements. Peabody Trust will deliver the project on behalf of the Digital Learning Ring/Thresholds SRB partnership.

Knowledge and enterprise    Procurement Development
                            The LDA aims to tackle the barriers to accessing contracts in the public sector faced by many SMEs run by black and Asian Londoners and those from London’s other
                            minority ethnic communities. This project will identify and assess the purchasing practices and policies of the GLA functional bodies and then design and implement a
                            training programme to enable them to compete more effectively and competitively and in line with general procurement standards.

                            Diversity Works
                            The campaign’s key objectives are to highlight workplace discrimination on the basis of race, gender, disability, age and sexuality, promote the number of businesses
                            taking measures to diversify their workforce and eliminate employment discrimination, demonstrate the business value of a diverse workforce and showcase best
                            practice amongst London’s businesses.

                            Women in enterprise
                            In conjunction with the Asian-e Foundation, this project offers mentoring support and training to black and Asian women and women from London’s other minority ethnic
                            communities who are interested in going into enterprise. Training in essential business, management and ICT skills is provided. All programme mentors are black and
                            Asian women and those from London's other minority ethnic communities who own and manage their own successful enterprises.

                            Enterprising women
                            A customised training and mentoring programme to increase the number of women entering self-employment/employment specifically within the IT industry.

                            Access to cultural industries
                            Will offer women ex-offenders, and women with experience of the mental health system, training for employment in performing arts. Activities will include basic skills,
                            work experience and pre-vocational support, including modules in film, video and theatre technical skills, as well as a year-long access course.

                            Women in new media
                            Offers home-based self-employment for women in web design and production. Initially training will be offered that is accredited to NVQ level 3 and will include business
                            skills. Subsequently, beneficiaries will have the opportunity to join a network of freelance contractors producing websites at home.

Marketing and               Notting Hill Carnival
promoting London            This contributes £93 million and the equivalent of 3,000 jobs to London’s economy each year. It has a huge untapped potential to contribute even more. Closely
                            interwoven with our activities for tourism and for the creative industries (detailed in section 3.3), we will be working with the Mayor to create a Carnival Development
                            Programme. This will co-ordinate public investment, lever in private investment and sponsorship, build on the associated skills and business development potential and
                            together, through better management of the Carnival brand, act as a focus for growth of businesses owned, in the main, by African or Caribbean Londoners.

                                                                                                                                London Development Agency Corporate Plan 2004-2007
Our Best Value Review of Equality in 2001-2002                2.2 Sustainable development
identified three roles for the LDA in achieving our goal of   London’s economic development and regeneration
improving equality of outcome.                                depends on and must result in an improved quality of life
                                                              for Londoners. To that end, we have been working with
• As an employer, we assess all our policies and              the London Sustainable Development Commission to
processes relevant to meeting our statutory duty to           carry out a Sustainability Appraisal of the draft Economic
promote race equality. In addition, the LDA maintains a       Development Strategy. This work has both strengthened
watching brief on its progress towards the Equality           the Strategy itself and helped us translate the London
Standard for Local Government and our aim remains to          Sustainable Development Framework into a tool for
meet Level 5 by 2005.                                         integrating sustainability into our economic development
                                                              and regeneration activities. We have also been working
• As a funder and partner, we have used our analysis of       with the Government Office for London (GoL) to ensure
the census and labour force information to develop            a common approach to sustainable development across
targets for gender, disability and ethnicity for all our      European programmes and the Single Programme.
business and skills activities. These targets guide the       Sustainability needs to permeate all our activities. Our
design and delivery of our programmes. We have also           Best Value Review of Sustainability, completed in 2003,
set geographically-based equality targets to reflect the      developed an Improvement Action Plan that is starting to
distribution of London’s black, Asian and other minority      guide our work.
ethnic populations, undertaken equality impact
assessments for our programme investment decisions            Key priorities for 2004-2005 include:
and are delivering focused interventions to achieve           • developing a set of sustainable economic development
these targets and outcomes. These are currently set out       principles to support programme
in the Programme Investment Plans and will be restated        and project development and delivery
in the sub-regional economic strategies that we will          • supporting staff and partners in integrating
develop to supersede them.                                    sustainability into projects
                                                              • developing a set of tools and guidance
• As an influencer, we have a great opportunity to meet       for sustainable design and construction
our goal of improving the equality of outcome for             • developing a corporate environmental statement
London’s black, Asian and other minority ethnic-owned         and action plan.
businesses and local communities. For example, in
addition to our Diversity Works project, we are auditing      As well as ensuring all projects consider sustainability
the levels of representation of black and Asian               impacts, a number of our activities specifically seek to
Londoners, those from ethnic communities, women and           address sustainability as a core principle. Our work to
disabled people on the decision-making committees of          develop the environment sector, for example, aims to
the beneficiaries of our funding.                             improve London’s capacity to tackle its environmental
                                                              problems whilst also generating new wealth and
Our key priorities for 2004-2005 are to:                      employment in the capital.
• develop a gender equality strategy
• work towards achieving Level 5 of the Local
Government Equality Standard by 2005
• carry out impact assessments to guide future
• develop projects to raise employment participation
rates amongst disabled Londoners, e.g. implement
an employment and learning opportunities programme
targeted at disabled people.
• implement the Diversity Works Campaign.

                                                              London Development Agency Corporate Plan 2004-2007
Table 4: Examples of LDA specialist activity – sustainability

Investment themes                 Examples of LDA specialist activity

Infrastructure and places         As part of maintaining London’s position as a world class city, our physical development and infrastructure
                                  activity will create exemplars of high quality and sustainable design, improving the urban landscape and
                                  creating a sense of place and vitality throughout the capital. In addition, we are working to ensure that the
                                  Olympics masterplanning fully integrates sustainability issues, in line with the Mayor’s environmental priorities
                                  and the London Sustainable Development Framework. A high quality urban environment is crucial to ensuring
                                  that London is a place where people want to live and to visit, and where businesses want to locate.

People                            A core element of the LDA’s work is to provide Londoners with the capacity to access economic opportunity.
                                  This is delivered through our skills programme, through our support for business sectors that offer employment
                                  at a range of skills levels and through our area regeneration activity that seeks to link areas of deprivation with
                                  areas of economic opportunity.

Knowledge and enterprise          Meeting London’s environmental challenges is essential if we are to be a truly sustainable world city. Our work
                                  in the environmental sector will support the Mayor’s five environmental strategies for air quality, bio-diversity,
                                  energy, ambient noise and waste. Our investment aims to develop a high value-added sector, for example by
                                  stimulating commercially viable waste reprocessing activities, with around £3 million to be invested in 2004-

and promoting London              Our area-based programmes – complemented by our investment in the creative industries and tourism – will
                                  support both the Mayor’s cultural strategy and his World Squares initiative. They will do this by creating a
                                  vibrant public realm that will be ‘owned’ and used by local people, including for cultural events, and by
                                  stimulating local investment. A high quality urban environment is crucial to ensuring that London is a place
                                  where people want to live and to visit, and where businesses want to locate.

LDA contribution to delivering the Mayor’s environmental                    (iii) Maximising environmental benefit though our own
strategies                                                                  development activity. We will seek to ensure that all LDA
The LDA will continue to work closely with the GLA’s                        development activity maximises opportunities to
environment team to identify opportunities for the LDA’s                    contribute towards the Mayor’s priorities, delivering
economic development activity to deliver environmental                      environmental benefit in areas such as energy efficiency,
goals. Our work in this area covers four main themes.                       renewable energy integration and use of recycled
                                                                            materials in construction. We will support the Mayor’s
(i) Developing London’s environment sector.                                 climate change agency and develop energy solutions in
The LDA’s initial focus is on recycling and reprocessing                    our regeneration work with partners and developers that
enterprise development through both support for                             reduce the level of CO2 emissions.
the sector and the Mayor’s Green Procurement Code.
The next stage will be a focus on new enterprise                            (iv) Integrating sustainability through our programmes.
opportunities for environmental goods and services                          We are working with the London Sustainable
specifically tailored to meet the requirements of                           Development Commission and GoL to develop a
sustainable design and construction. We will work to                        common understanding of sustainable economic
raise skills levels in sustainable design, construction and                 development. During 2004, we will be integrating
regeneration amongst London’s workforces.                                   sustainability impact assessment in our appraisal and
                                                                            commissioning processes and working with partners to
(ii) Promoting environmental management amongst                             ensure that all projects maximise potential environmental
SMEs. We are working with Business Link, the GLA, the                       benefits.
Small Business Service, GoL and the Environment
Agency to co-ordinate the provision of environmental
advice to SMEs and enhance its impact. The focus for
2004-2005 will be on streamlining services for business,
linked with the London Business Support Network. In
addition we will be piloting advice provision within
specific sectors and areas and improving our capacity to
monitor and evaluate environmental and economic
impact of such advice. This activity will be rolled out and
expanded in future years.

                                                                            London Development Agency Corporate Plan 2004-2007
2.3 Health                                                    • Health as a means of regenerating local areas,
Promoting the health of Londoners in our work is both a       particularly in the context of the NHS Capital Investment
statutory obligation for the Mayor and a cross-cutting        Programme in London and its need to focus on the east,
theme for the LDA. The analysis in the draft Economic         both to accommodate future population growth and to
Development Strategy restates the persistent inequality       address the inequalities in health outcomes that are
in health outcomes for groups of Londoners. Tackling          most prevalent here.
the barriers to labour market participation of those          (ii) To promote public health to support the development
experiencing physical and mental ill-health will both         of London’s human capital.
address one of the causes of ill-health and stimulate         For a summary of our Best Value Review of Health, see
London’s economic development.                                Appendix 1.

The LDA is a member of the London Health                      Our aims for the next three years are clear:
Commission, the Thames Gateway London Partnership
Health Network and the NHS Pan-London Regeneration            • To strengthen our capacity to contribute to emerging
Network. We already invest in a wide range of health          public health policies and work more closely with
related projects, including:                                  London’s health sector bodies.
                                                              We plan to allocate a senior member of staff to
•SRB programmes: all of which include at least one            champion our work across the LDA and with key
community health project (two SRB programmes are              regional players.
NHS-led)                                                      • To embed health in the mainstream of all our activity,
                                                              especially through tools such as impact assessments for
• workforce development projects to help create               larger projects, including those relating to physical
pathways to work in local health-sector jobs                  regeneration, and through project selection criteria.
                                                              • To use our influencing role around the health-related
• a jointly-funded NHS-LDA Healthy Urban Development          objectives of the Economic
Unit (HUDU) to help London NHS agencies, especially           Development Strategy.
Primary Care Trusts (PCTs), understand and participate        • To invest in projects where we will make a real
in local regeneration and the London Plan                     difference contributing not only to wider economic
                                                              growth but also supporting the provision of London’s
• a significant programme of collaborations with London       essential ‘social infrastructure’.
medical schools and hospitals to support                      • To maximise the ‘local health legacy’ of a successful
the commercialisation of NHS research and the                 2012 Olympic bid.
development of the life sciences sector in London.
Our recently completed Best Value Review of Health has
identified the key drivers that will guide our two roles in
health and where, as an economic development agency,
we can add value, through more targeted investment.

(i) To promote regeneration and economic development
through exploiting the large opportunities available
working with London’s health sector.

• The health sector as a major source of employment,
from entry level through to higher level skills and
especially in the Thames Gateway/East regeneration
areas prioritised by the LDA. Given the anticipated
increase in London’s population, government policy,
rising expectations and longevity, this employment
growth is set to continue.

• The huge purchasing power of the sector offers
big opportunities for London's businesses. These
opportunities range from major construction
programmes, to very high tech goods and services –
including research – to the personal services and routine
products that are a necessary part of caring for people.
Our activity in promoting London and encouraging
targeted inward investment could further enhance
business and job opportunities.

                                                              London Development Agency Corporate Plan 2004-2007
3. LDA ACTIONS AND MILESTONES 2004-2005                       3.1 Investment in infrastructure and places

This section sets out our activity by the four investment     If London’s economic development potential
themes of the draft Economic Development Strategy,            is to be realised, it needs significant investment
i.e. investment in London’s:                                  in both its infrastructure and places. The Mayor’s
                                                              London Plan establishes the strategic policy context
• infrastructure and places                                   for this investment. In particular, it sets out the scale
(section 3.1)                                                 of expected growth over the period to 2016, showing
• people                                                      a forecast population increase of 800,000 and 636,000
(section 3.2)                                                 new jobs. Against that background, the London Plan
• knowledge and enterprise                                    sets out a land use strategy to manage and influence
(section 3.3)                                                 these market and demographic forces so that growth
• marketing and promotion                                     can be accommodated where it is most appropriate and
(section 3.4)                                                 needed.

In addition to working with partners to                       The Mayor’s Transport Strategy underpins the aims of
lead the regional agenda for each of these themes, we         the London Plan by meeting the future transport needs
intervene at sub-regional and local level to address          required to support the capital’s growth.
particular needs and opportunities. In consultation with      We will continue to work closely with colleagues in TfL in
our partners, we identified a number of priority areas that   securing the key infrastructure required to bring forward
we will continue to focus on during 2004-2005. In             our local regeneration proposals detailed in Section 4.
Section 4 we present our work geographically,                 The Mayor’s draft Economic Development Strategy
highlighting our                                              addresses the specific investments needed to meet the
key interventions in each of London’s five sub-regions.       challenges of population and employment growth and to
                                                              realise the full potential of Londoners’ diversity.
                                                              The Strategy identifies the following four objectives:

                                                              • to support the objectives of the London Plan
                                                              • to deliver an improved and effective infrastructure for
                                                              London’s future growth and development
                                                              • to support the delivery of an adequate supply of
                                                              commercial property and homes
                                                              • to promote the development of a healthy, sustainable,
                                                              safe and high quality urban environment.

                                                              The LDA has a critical role to play in facilitating the
                                                              delivery of these objectives. In the introduction, we
                                                              outlined a number of key drivers – namely the London
                                                              Plan, the Sustainable Communities Plan and the UDC
                                                              for the Thames Gateway. This section outlines our policy
                                                              in relation to building communities and enhancing public
                                                              spaces and concludes with a table that presents our key
                                                              actions and milestones for 2004-2005.

                                                              London Development Agency Corporate Plan 2004-2007
Building communities                                          management. Implementation of most of these schemes
                                                              will begin during the Corporate Plan period. The
The high cost of housing in London is a major issue           remaining schemes are at an early stage, where we are
preventing the capital’s economic development, with           ‘designing in’ open spaces and a high quality public
businesses making it clear that it is hindering               realm. Our regional and local promotion of Business
competitiveness. The Mayor’s London Plan, the                 Improvement Districts (BIDs) and area management will
Government’s Sustainable Communities Plan and                 improve and maintain some spaces over the long term.
thedraft Economic Development Strategy all recognise          A number of early schemes have been identified for
the urgent need for new housing, particularly affordable      Phase 3 of the Mayor’s ‘100 Public Spaces’ Programme.
housing, to sustain London’s place as a successful and        This includes parts of the Holloway Road area, parts of
inclusive capital city. We will use our new role as           Deptford and Ilford town centres, East Thamesmead
statutory consultee in planning applications both to          Business Park and its associated nature conservation
support these aims and to ensure that high quality,           areas, Finsbury Park, Silvertown Dock, London Bridge,
sustainable mixed use developments are achieved.              Wembley and environmental improvements in the
The Government, recognising that properly planned             London-Stansted-Cambridge corridor and the Olympics
public and private investment in housing can be a             legacy to the environmental amenity of the Lee Valley.
catalyst for delivering other economic development,
expects RDAs
to play a greater role in addressing regional housing
priorities. Facilitating an increase in the overall supply
of housing through direct and indirect interventions,
in partnership with other stakeholders, is a critically
important role that the LDA is particularly well positioned
to undertake. The LDA has already invested £2.5 million
in a strategic assessment of the potential of the
Gateway, identifying infrastructure requirements and
working with the Housing Corporation, the Mayor and
others to develop a model that shows how the
Government’s existing aspirations to develop housing in
this area can be greatly exceeded by practical and cost-
effective measures
to overcome barriers to the development of exciting
new communities.
Of course, the Thames Gateway is only one element of
an important agenda for London. Consequently, over the
next three years the LDA will:
• contribute to the development and implementation
of the 2003 London Housing Strategy and its 2005
successor strategy
• work in partnership with new and existing stakeholder
and development organisations in the Thames Gateway,
including our fellow RDAs SEEDA and EEDA, and the
new UDC, to deliver the objectives of the Mayor and
Government for growth and sustainable communities
• maximise the beneficial impact of our investment
by working with other stakeholders, such as the
Government Office, the Housing Corporation, local
authorities, housing associations, private developers
and other housing bodies
• exercise our land assembly, remediation and disposal
powers to facilitate an increase in housing supply
• ensure that housing interventions contribute to
economic development and inclusion outcomes.
Facilitating, where required, employment opportunities,
childcare facilities, learning and business growth,
particularly for London’s economically excluded groups.
Public spaces
As part of our physical regeneration activities, we are
working closely with the GLA and other public and
private sector partners to create or enhance public
spaces and to improve their maintenance and
                                                              London Development Agency Corporate Plan 2004-2007
Investment in infrastructure and places. Key LDA actions and milestones 2004-2005

Economic                       Economic Development               Timing   LDA Role    Key LDA Actions 2004-2005
Development                    Strategy: Draft Actions
Strategy: Draft                for London
Strategic Objective

Support of the delivery        Ensure an adequate supply          MT       LDA =       1. Progress sustainable mixed use developments in key
of an adequate supply          and mix of housing that is                  Influence   schemes including Silvertown Dock, Gallions Reach,
of commercial property         accessible to all income levels                         Royal Arsenal, Wembley, Holloway Road area
and homes                      and is suitable to met the
                               diverse needs of London’s

                               Ensure that London maintains       MT       LDA =       2. Complete Phase 1 Royal Docks Business Park
                               an appropriate balance of land              Partner     3. Progress development of London Riverside
                               uses and retains essential                              Sustainable Industries Park
                               employment sites while                                  4. Commence next phase of Beam Reach
                               facilitating changes of                                 development
                               use in appropriate locations                            5. Creative London launches Space Agency
                                                                                       (pilot phase) delivering on SME premises needs

Promote thedevelopment         Support the objectives of the      MT       LDA =       6. Investigate market opportunities for stimulating
of a healthy, safe,            Mayor’s Environmental                       Partner     demand of recycled products, including waste
sustainable and high quality   Strategies                                              electrical and electronic equipment and plastics
urban environment                                                                      7. Promote business efficiency through efficient
                                                                                       resource use and examine and address the business
                                                                                       support needs of the waste reprocessing sector

                               Develop an integrated              ST       LDA =       8.Complete Business Plan for London Centre for
                               approach to regeneration                    Lead        Excellence in Urban Regeneration and launch pilot
                               and to the fostering of                                 activities
                               regeneration expertise and
                               the sharing of best practice                            9. Undertake SRB Evaluation Project

                                                                                       10. Mid-term evaluation of LDA2 interventions

                                                                                       11. LDA2 Best Practice Events

                               Develop and implement              ST       LDA =       12. Contribute to GLA work on Supplementary Planning
                               initiatives to improve the                  Influence   Guidance (SPG) for Sustainable Design and
                               design and management                                   Construction and translate into guidance for LDA
                               of public spaces and places                             programme delivery
                               while ensuring issues of energy
                               efficiency, safety, health,                             13. Develop detailed proposals for the future of Crystal
                               biodiversity, and sustainable                           Palace Park in order to achieve local regeneration
                               design and construction                                 objectives and encompassing a range of existing
                               practices are taken into account                        facilities and future possibilities for development

                                                                                       14. Roll out Business Improvement Districts (BIDs)
                                                                                       across London
                                                                                       15. Secure planning approval for a ‘world square’ as
                                                                                       part of the Silvertown Quays development scheme
                                                                                       16. Roll out delivery of public spaces identified for east
                                                                                       London by the ‘Green Grid’ proposals
                                                                                       17. Continue to develop plans for a new London park
                                                                                       as part of Lee Valley Olympic and non Olympic
                                                                                       masterplanning and regeneration scenarios
                                                                                       18. Progress public space initiatives through Business
                                                                                       Improvement District (BID) and area management
                                                                                       19. Publicise and disseminate the LDA’s ‘Design for
                                                                                       Biodiversity’ Tool Kit

                                                                           London Development Agency Corporate Plan 2004-2007
Investment in infrastructure and places Key LDA actions and milestones 2004-2005 cont.

Economic                       Economic Development                 Timing   LDA Role    Key LDA Actions 2004-2005
Development                    Strategy: Draft Actions
Strategy: Draft                for London
Strategic Objective

Promote the development of     Take action to encourage             MT       LDA =       20. Launch a campaign to encourage better
a healthy, safe, sustainable   developers and all                            Influence   environmental performance from the business
and high quality               businesses to procure                                     community
urban environment              environmentally-friendly                                  21. All LDA development to adhere to sustainable
                               goods and services                                        development principles

                               Support the adoption of              MT       LDA =       22. Creative London’s Future Design
                               sustainable construction                                  Programme Implementation
                               and design practices and
                               address the strategic
                               location needs of waster,
                               recycling and other
                               environment industries

                               Develop and implement                MT       LDA =       23. Develop and roll out LDA Development Finance
                               new forms of partnership to                   Lead        and Asset Management Strategy
                               attract private and other new                             24. Support the take-up and implementation of
                               resources to achieve                                      Government initiatives to facilitate investment in places
                               development objectives                                    and infrastructure

Support the objectives of      Ensure co-ordinated strategy       ST         LDA =       25. Progress Thames Gateway Development and
the London Plan                development and delivery                      Partner     Investment Framework (TGDIF) including modelling
                               across London, and in the Thames                          development scenarios and transport implications.
                               Gateway in particular (including                          Clarify lead delivery responsibilities for development in
                               inter-regional co-ordination where                        key locations
                                                                                         26. Contribute to development of sub-regional planning
                                                                                         frameworks for north, south, west and central London

                               Apply London Plan policies to        MT       LDA =       27. Assume new statutory consultee planning role
                               help deliver a sustainable pattern            Partner
                               of development in London                                  28. Complete Barking Reach masterplan

                                                                                         29. Complete Creekmouth and South Dagenham area

                                                                                         30. Complete Rainham Conservation Park Concept
                                                                                         Design and Business Plan

                                                                                         31. Complete Woolwich Town Centre, East
                                                                                         Thamesmead and West Thamesmead
                                                                                         development studies

                                                                                         32. Complete Chequers Corner CPO

                                                                                         33. Complete Silvertown Dock planning application
                                                                                         and decision

                               Ensure joined-up interventions       ST       LDA =       34. Embed role of new LDA ‘sub-regional champions’
                               In the fields of physical                     Lead        to improve external engagement with sub-regional
                               development, skills and                                   partners and strengthen internal co-ordination across
                               business support                                          the LDA

                                                                                         35. Work with sub-regional partners to define
                                                                                         Sub-Regional Economic Development Strategies for
                                                                                         north, south, west and central London to cascade and
                                                                                         implement the Mayor’s new EDS

                                                                                         36. Where possible, focus ongoing SRB delivery on
                                                                                         EDS priorities by providing guidance and support on
                                                                                         delivery planning. Develop ‘succession strategies’ for
                                                                                         final year schemes

                                                                                         37. Creative London Hubs contracted at three key sites

                                                                                         38. Roll out LDA priority area investment programmes
                                                                                         and further integrate with EDS business and skills
                                                                             London Development Agency Corporate Plan 2004-2007
Investment in infrastructure and places Key LDA actions and milestones 2004-2005 cont.
Economic                       Economic Development               Timing   LDA Role   Key LDA Actions 2004-2005
Development                    Strategy: Draft Actions
Strategy: Draft                for London
Strategic Objective

Deliver an improved and        Make the economic, social          ST       LDA =      39. Work with TfL to complete the strategic study of
effective infrastructure for   and environmental case and                  Partner    transport, including major infrastructure and upgrades/
London’s future growth         ensure the delivery of major                           extensions/improvements to existing rail, light rail and
and development                projects that are critical                             other transit services in Thames Gateway to feed into
                               to London’s growth such                                TGDIF (see LDA Action 25)
                               as CrossRail and the Thames
                               Gateway crossings, Wembley                             40. Support the Mayor in continuing to make the
                               Stadium, as well as securing                           economic development case for CrossRail and East
                               funding for vital improvements                         London Line extension and contribute to development
                               to the existing transport system                       of financing models

                                                                                      41. Follow up Thames Gateway Bridge economic
                                                                                      impact assessment (completed 2003-2004) with further
                                                                                      preparatory work ahead of the public enquiry (currently
                                                                                      scheduled for January 2005)

                                                                                      42. Work with Wembley National Stadium Limited
                                                                                      and TfL to progress Wembley Stadium infrastructure
                                                                                      and enabling works, including through WITT

                               Implement the Mayor’s              MT       LDA =      43. Continue to work with TfL to influence delivery
                               Transport Strategy                          Partner    priorities from an economic development and
                                                                                      Regeneration perspective, e.g. DLR extension to

                                                                                      44. Progress Holloway Road area regeneration and
                                                                                      infrastructure improvements

                               Maximise the use                   MT       LDA =      45. Finalise masterplanners’ guidance
                               of London’s 100% broadb                     Partner    for strategic provision of telecommunications
                               and availability                                       (Thames Gateway and rest of London).

                                                                                      46. Roll out Broadband Aggregation project

                               Maximise the economic,             LT       LDA =      47. Roll out LDA priority area programmes for King’s
                               social and environmental                    Lead       Cross/Finsbury Park (King’s Cross
                               benefits from investments                              redevelopment/CTRL),
                               in infrastructure                                      Wembley/Park Royal (Wembley Stadium
                                                                                      redevelopment) Southall/Hayes (Heathrow Expansion)
                                                                                      Upper Lee (London-Stansted-Cambridge corridor
                                                                                      opportunity), South Central (South Bank redevelopment
                                                                                      and Elephant and Castle) to capture local benefits of
                                                                                      market led development and infrastructure investment

                                                                                      48. Identify successful approaches to capturing
                                                                                      economic and social benefits from major international

                                                                                      49. Secure JPAT approval for Olympic masterplan

                                                                                      50. Develop ‘non Olympic’ Lee Valley masterplan and
                                                                                      regeneration strategy

                                                                                      51. Agree and implement Agency wide action plan
                                                                                      for Olympic Bid benefit capture

                                                                                      52. Develop strategies to engage local businesses
                                                                                      in Olympic and non-Olympic planning scenarios

                               Address labour shortages           MT       LDA =      53. Continue the development of the FRESA
                               In the development and                      Lead       Construction Flagship
                               construction sectors, and
                               build the capacity of London                                54. Launch Thames Gateway Construction
                                firms to respond to supply                                 Academy project
                               chain opportunities, to
                               avoid delays to key projects

                                                                           London Development Agency Corporate Plan 2004-2007
3.2 Investment in people                                      We can achieve this, in particular, through our business
                                                              sector work and by improving the integration of the
London’s population is its most important economic            Economic Development Strategy and the work of the
asset. Long-term economic growth will need to be based        Learning and Skills Councils (LSCs).
on the energies and skills of the capital’s resident
workforce. However, achieving sustainable growth will         The LDA does not have responsibility for the direct
depend crucially on how London addresses its deep-            delivery of high-volume skills and education. We play a
seated problems of labour market disadvantage.                regional leadership role, not just getting the existing
Because of these problems – which affect large sections       organisational structures to work together better, but
of London’s population and to a disproportionate extent       also creating a new dynamic at regional and local level.
some of London’s specific ethnic groups, women and            The aim is to generate a powerful focus on long-term
disabled people – the capital has one of the lowest           economic and social development in the range and
employment rates in Great Britain. The Mayor’s draft          quality of skills, business support and labour market
Economic Development Strategy analyses the key                services. We will continue to develop pilot and flagship
issues, sets out a strategic approach to London’s labour      programmes that have regional significance and the
market and identifies the following four interlocking aims:   potential to be mainstreamed widely. In this way, we will
                                                              catalyse the activities of delivery bodies providing the
• to tackle barriers to employment                            strategic Framework for Skills and Employment (FRESA)
• to reduce disparities in labour market outcomes             planning and funding; offer leadership and strategic co-
between groups                                                ordination of the activity of regional partners.
•to improve the skills of the workforce
• to address the impacts of the concentration of              As a result of the work the LDA has done in the Thames
disadvantage.                                                 Gateway, Wembley, White City and King’s Cross,
                                                              demand for construction and related skills will last well
Skills                                                        into the future. A critical objective of the LDA is to
The high value added nature of London’s economy               capitalise on this and get Londoners into the jobs being
makes a skilled workforce critical, not only to individual    generated from London’s capital investments.
prosperity but also – through London’s vital gateway role
– to the economic success of the UK as a whole. As with       In response to the specific proposals within the Skills
the higher level skills and business support described        White Paper, we will build on the existing partnerships in
under Section 3.1 (investment in infrastructure and           London, such as the London Skills Commission, which
places), greater overall productivity and competitiveness     oversees the FRESA and its implementation teams as
also rely on London’s businesses being able to draw           well as London’s existing business support agencies and
from a workforce equipped with good basic skills in           innovation strategies. Our priority initiatives will therefore
numeracy, language, IT and literacy.                          continue both to set the regional agenda – including
                                                              shaping the work of others through leadership of the
Local people need skills that enable them to take full        Regional Skills Productivity Partnership – and to
advantage of the opportunities that economic growth is        implement targeted FRESA action programmes in
already creating, thereby increasing participation in         construction, health, media skills, ICT for SMEs, basic
London’s labour force and reducing levels of economic         skills, refugees and asylum seekers, higher level
exclusion. Our aim in workforce development is an             science, technology, engineering and maths (STEM)
integrated strategy that links the related innovation,        skills.
enterprise, competitiveness and investment agendas.

                                                              We will lead major initiatives with our partners to enable
                                                              black, Asian, other minority ethnic Londoners, disabled
                                                              people and women who are unemployed to access
                                                              learning opportunities and jobs to address the
                                                              disproportionately higher levels of unemployment faced
                                                              by these groups.

                                                              London Development Agency Corporate Plan 2004-2007
Affordable childcare
The LDA leads on the issue of childcare for the other
RDAs and is committed to support successful delivery of
the Neighbourhood Nurseries Initiative and the Mayor’s
developing strategies on childcare and young people.
Disparities in provision perpetuate cycles of poverty from
generation to generation, affecting disproportionately the
children of black and Asian Londoners and those from
London’s other minority ethnic communities, as well as
having a significant negative impact on women’s lifetime
earnings and pension benefits. A key way in which we
intend to reduce these inequalities of outcome is by
ensuring a greater supply of affordable and accessible
childcare on a 24:7 basis – especially in the most
deprived parts of London.

Labour market discrimination
Another barrier to employment remains direct and
indirect discrimination. Through Diversity Works, the
LDA-led campaign against employment discrimination,
we will highlight workplace discrimination on the basis of
race, gender, disability, age and sexuality; promote the
number of businesses taking measures
to diversify their workforce and eliminate employment
discrimination; demonstrating the business value
of a diverse workforce. The campaign will provide
an opportunity for the LDA and other parts of the
GLA group to develop and share best business practice.

                                                             London Development Agency Corporate Plan 2004-2007
Investment in people. Key LDA actions and milestones 2004-2005
Economic                   Economic Development                   Timing   LDA Role    Key LDA Actions 2004-2005
Development                Strategy: Draft Actions
Strategy: Draft            for London
Strategic Objective

Tackle barriers            Improve accessibility, affordability    ST      LDA =       55. Conclude three tranches of funding support
to employment              and availability of childcare                   Lead        for Neighbourhood Nurseries Initiative

                                                                                       56. Establish London Childcare Partnership, London
                                                                                       Childcare Portal supported by consultation forums

                                                                                       57. Hold pan London Childcare event

                                                                                       58. Conclude research and capacity building
                                                                                       for cultural and social enterprise childcare solutions

                                                                                       59. Identify mechanisms to pool childcare funding
                                                                                       for childcare to help reduce administrative costs

                           Act to reduce and, where possible, ST           LDA =       60. Launch Neighbourhood Learning Centres Strategy
                           eradicate barriers to women,                    Partner
                           disabled people and those from                              61. Develop management level programmes
                           black and other ethnic backgrounds                          for key equality groups
                           from entering employment
                           in high level positions                                     62. Launch new ESF Objective 3 co-financing

                                                                                       63. Identify and develop approaches to promoting the
                                                                                       competitive advantages of diversity from other
                                                                                       successful and diverse world cities

                                                                                       64. Launch FRESA Basic Skills programme

                           Increase the accessibility             MT       LDA =       65. Lobby for changes in the tax and benefits system
                           of lower paid employment                        Influence
                           through better use                                          66. Raise the awareness/take-up of in-work benefits,
                           of in-work support                                          including the Working Families Tax Credit

                                                                                       67. Establish London Refugees & Asylum Seekers

                           Encourage the expansion of             ST       LDA =       68. Embed LDA flexible family friendly employment
                           flexible and family friendly                    Influence   policies and ensure the benefits of these practices are
                           employment practices in                                     promoted to business and best practice is identified
                           the public and private sector                               and shared through a London conference

                           Support active labour market           ST       LDA =       69. Enhance Welfare to Work programmes
                           Approaches to developing                        Influence
                           Pathways to employment                                      70. Complete LDA policy position on engagement
                                                                                       re: Transitional Employment

                                                                                       71. Build partnerships to deliver Job Brokerage
                                                                                       programme and highlight best practice models

                                                                                       72. Pilot market based approaches to training provision

                                                                                       73. Establish London Shadow Executive
                                                                                       Implementation Group

                                                                                       74. Employer Partnership Project – Development of a
                                                                                       formal employer partnership providing training, learning
                                                                                       and employment opportunities for black and Asian
                                                                                       Londoners and those from London’s other minority
                                                                                       ethnic communities

                                                                                       75. Continued development of Frameworks for the
                                                                                       delivery of job brokerage programmes in the LDA
                                                                                       priority areas

Key: Timing: ST = Short Term, MT = Medium Term, LT = Long Term

                                                                           London Development Agency Corporate Plan 2004-2007
Investment in people. Key LDA actions and milestones 2004-2005 cont.

Economic                       Economic Development             Timing   LDA Role   Key LDA Actions 2004-2005
Development                    Strategy: Draft Actions
Strategy: Draft                for London
Strategic Objective

Tackle barriers                Improve the standard             ST       LDA =      76. Early delivery Creative London Hubs will be
to employment                  of training and business                  Partner    contracted to provide joined up training, business and
                               support to meet the needs                            Intellectual Property
                               of the wider community                               (IP) support to Creative Industries and local
                                                                                    communities at three London sites. Sites will be
                                                                                    selected based upon their ability to provide support
                                                                                    that meets the needs of the local community

                                                                                    77. Support the development of voluntary and
                                                                                    community sector training providers

                                                                                    78. Establish London Funders Group
                                                                                    Development Programme

                                                                                    79. Launch capacity building initiative to improve the
                                                                                    quality of training providers in the voluntary and
                                                                                    community sector

Reduce disparities in labour   Ensure that employment           ST       LDA =      80. Implement third annual round of the European
market outcomes                programmes proportionately                Partner    Social Fund (ESF) Global programme with Greater
between groups                 benefit disadvantaged                                London Enterprise (GLE)
                               groups in London
                                                                                    81. Launch of City Fringe training in health and social
                                                                                    care sector

                                                                                    82. Launch a BME creative industries networking
                                                                                    initiative targeting creative individuals and SMEs

                                                                                    83. Establish London Refugees and Asylum Seekers
                                                                                    lead body for London

                                                                                    84. Launch City Fringe Pathways to Jobs capacity
                                                                                    building initiative

                                                                                    85. Implement Asian-e Women in Enterprise. A modular
                                                                                    training and mentoring programme encouraging Asian
                                                                                    women into self-employment

                                                                                    86. Monitor and evaluate mainstream programmes and
                                                                                    review the appropriateness of existing target
                                                                                    frameworks of all mainstream labour market
                                                                                    programmes and policies

                               Target interventions to address   ST      LDA =      87. Integrate skills and employment mapping tool
                               specific barriers to the labour           Partner    (STOMP) into the planning and review of future
                               market faced by particular groups                    non-mainstream programme funding

                                                                                    88. Explore ways to ensure qualifications held amongst
                                                                                    migrant populations are recognised

                                                                                    89. Contract delivery of local business and skills
                                                                                    support projects for Wembley, Park Royal, South
                                                                                    Central and King’s Cross/Finsbury Park

                                                                                    90. Build a partnership to promote the Diversity
                                                                                    Works Campaign

                               Ensure that all London’s         ST       LDA =      91. Publish and distribute e-recruitment guide for
                               employers are ready to implement          Partner    employers with Employers Forum on Disability ‘Barrier
                               Part III of the Disability                           free recruitment: recruiting disabled people’ online to
                               Discrimination Act                                   London businesses.

                                                                                    92. Ensure disability is embedded in Diversity
                                                                                    Works Campaign

                                                                         London Development Agency Corporate Plan 2004-2007
Investment in people. Key LDA actions and milestones 2004-2005 cont.

Economic               Economic Development               Timing   LDA Role    Key LDA Actions 2004-2005
Development            Strategy: Draft Actions
Strategy: Draft        for London
Strategic Objective

Improve skills         Promote and improve links          ST       LDA =       93. Establish Regional Skills Partnership deliver
of the workforce       between education and business              Partner     the skills for business agenda and launch the
                                                                               ‘From Education to Employment‘ Forum

                       Make the case for increased        MT       LDA =       95. Launch Creative London ‘Open College’ initiative
                       educational resources particularly          Influence
                       to help those facing additional                         96. Lobby on behalf of London Schools, Colleges and
                       economic burdens, including                             HEIs for increased resources
                       women, ethnic minority
                       populations and disabled people                         97. Publish ‘The educational experiences and
                                                                               achievements of black boys in London schools’

                       Support training for those         MT       LDA =       98. Implement NHS Skills Escalator programme
                       re-entering employment after                Influence
                       periods of inactivity, promote
                       progression and ensure
                       sustainability of outcomes

                       Ensure London’s businesses         ST       LDA =       99. Establish Regional Skills Partnership to
                       are fully engaged in identifying            Lead        deliver the skills for business agenda and launch
                       skill needs and developing                              the ‘From Education to Employment’ Forum
                       provision and initiatives                               (FRESA Objective 3)
                       to address them

Address the impacts    Ensure that existing and           ST       LDA =       100. Ensure that planned housing development
of the concentration   planned housing                             Influence   achieves a mixed use and balanced communities
of disadvantage        developments lead to                                    linked to employment opportunities and includes
                       balance, healthy and sustainable                        transport infrastructure and childcare provision
                       communities, including provision
                       of safe play areas and amenities

                       Increase participation and         ST       LDA =       101. Support the development of London-wide
                       attainment of disadvantaged pupils          Partner     programmes and networks for black and other minority
                                                                               ethnic school staff and BME parents/carers

                       Ensure disadvantaged               ST       LDA =       102. Ensure that young people have access
                       young people are able to                    Influence   to appropriate employment and training
                       participate fully in society                            information and advisory services

                                                                   London Development Agency Corporate Plan 2004-2007
3.3 Investment in knowledge and enterprise                   Production industries

In addition to investing in people, places and               The important contribution of the production industries to
infrastructure, there are a number of additional factors     the national economy was recognised by the
that prevent firms performing as efficiently and             Government in its Manufacturing Strategy, launched
effectively as possible and justify public sector            in 2002 as a framework for action to support the sector’s
intervention. The Mayor’s draft Economic Development         competitiveness. The London Production Industries
Strategy highlights these and identifies four key            Commission is developing a pan-London strategy to
objectives:                                                  sustain and enhance the competitiveness of businesses
                                                             in the sector and to identify a London-wide programme
• to increase participation in the knowledge economy         of interventions to support its modernisation.
• to support SMEs in order to increase survival rates,       The priorities are likely to confirm our current emphasis
productivity and employment potential                        on lean processes and better commercialisation of the
• to maintain London’s position as a key                     existing knowledge base.
business location
• to support improvements in productivity through            Life Sciences
targeted sector interventions.                               Our strategy for Life Sciences in London was published
                                                             in 2003. The needs of this high-growth sector, which are
Most SMEs face similar challenges to survival and            similar in many ways to those of the creative and
growth, so much of our activity crosses sectors.             production industries, form our priorities for intervention:
Nonetheless, the focus for our business support and          i.e. to secure the development of networked incubators,
development includes those sectors we have prioritised       to create effective links with London’s leading edge
in our earlier Corporate Plans, such as the creative and     hospitals and research communities, and to broker the
production industries and the life sciences and              seed funding necessary for start up and growing
environmental sectors. The LDA will also continue            businesses.
to promote London as a tourist destination and support
the tourism sector. More details can be found in Section     Environmental industries
3.4, where we describe our work in marketing and             LDA investment will focus on developing the capacity of
promoting London.                                            London’s economy to capture the enterprise
                                                             opportunities arising from moves to improve the
Creative industries                                          environmental quality of the capital. We will work with
The Creative Industries Commission has recommended           partners both to stimulate demand for environmental
a strategy for intervention through ‘Creative London’.       goods and services and to increase the capacity of
Creative London’s objectives will be achieved mainly by      London's businesses to meet that demand.
investing through Creative Hubs. These are physically-
based centres of good practice, driven by local              Innovation
communities and creative economies, which are critical       The Treasury-led innovation review (Lambert Review)
factors in the development of local creative clusters.       recommends an enhanced role for innovation in the
They will be at the heart of many of the activities in the   regions – co-ordinated and led by the RDAs. The LDA is
area, providing creative, commercial and learning            committed to encouraging innovation throughout all our
opportunities for the local community, particularly for      business and sector support. Our Innovation Strategy
young people and disadvantaged groups.                       and Action Plan for London (April 2003) emphasises
                                                             intervention that encourages competitiveness, creativity
                                                             and enterprise; increases knowledge transfer and
                                                             innovation in business; and promotes London’s
                                                             universities as one of the capital’s key global strengths.

                                                             London Development Agency Corporate Plan 2004-2007
Investment in knowledge and enterprise. Key LDA actions and milestones 2004-2005

Economic                     Economic Development              Timing   LDA Role   Key LDA Actions 2004-2005
Development                  Strategy: Draft Actions
Strategy: Draft              for London
Strategic Objective

Increase participation       Increase the take up of           MT       LDA =      103. Create and sustain effective innovation networks,
in the knowledge economy     product, process or service                Lead       e.g. through London Innovation Conference
                             innovation in a wider variety
                             and number of business                                104. Launch FRESA ICT for SMEs programme

                                                                                   105. Launch investment readiness and technology
                                                                                   gateway funds for SMEs

                                                                                   106. Launch a network for creative entrepreneurs from
                                                                                   London’s black, Asian and other minority ethnic

                                                                                   107. Promote uptake of Government-funded knowledge
                                                                                   transfer schemes and Launch ‘Innovative Actions’

                                                                                   108. Launch Creative London Property
                                                                                   Advisory Service for those seeking workspace and
                                                                                   showcasing space

                                                                                   119. Roll-out new support for investment in Assisted
                                                                                   Areas Capital Grant product in conjunction with DTI

                                                                                   110. Develop the SME Premises Development Fund

                                                                                   111. Promote SME access to IT, including broadband,
                                                                                   and foster common IT platforms – e.g. by encouraging
                                                                                   cost and information sharing in business networks

                                                                                   112. Launch Creative London Intellectual Property (IP)
                                                                                   pilot advisory service

                                                                                   113. Launch King’s College Incubator to promote
                                                                                   commercialisation of knowledge

                                                                                   114. Develop NHS London Innovations Hub

                                                                                   115. Complete London Centre for Genetic
                                                                                   Medicine business Plan

                                                                                   116. Launch FRESA Higher Level Skills STEM

                             Increase access to finance        ST       LDA =      117. Complete Venture Capital Fund (Access to
                             for businesses facing a barrier            Lead       Finance for Social Enterprises) Round 2
                             (such as start-ups or black
                             and other minority owned                              118. Launch Pan-London Loan and Early Stage Equity
                             businesses)                                           funds within Access to Finance programme, with
                                                                                   creative, technology and life science sector strands

Support SMEs to increase     Increase the supply of SME        MT       LDA =      119. Agree terms for London Innovation Centre
survival, productivity and   accommodation                              Partner
employment potential                                                               120. Launch Invest North London

                                                                                   121. Support provision of science parks in London
                                                                                   including Whitechapel Specialist Life Science Centre,
                                                                                   Phase III London Business Innovation Centre opening,
                                                                                   St. George’s Clinical Research Facility and Launch of
                                                                                   Centre of Cell

                                                                                   122. Bringing forward and supporting early letting of
                                                                                   sites, e.g. via joint public-private ventures.

                                                                                   123. Creative London Hub roll-out delivering local level
                                                                                   affordable specialist incubation space

                                                                                   124. Launch and roll out new support for investment
                                                                                   in Assisted Areas Capital Grant product in conjunction
                                                                                   with DTI to support capital investment in productive

                                                                        London Development Agency Corporate Plan 2004-2007
Investment in knowledge and enterprise. Key LDA actions and milestones 2004-2005 cont.

Economic                     Economic Development              Timing   LDA Role   Key LDA Actions 2004-2005
Development                  Strategy: Draft Actions
Strategy: Draft              for London
Strategic Objective

Support SMEs to increase     Deliver customer responsive,      ST       LDA =      125. Complete delivery of London Business Support
survival, productivity and   high impact business advice                Partner    Network strategy
employment potential         to SMEs
                                                                                   126. Roll out of London e-Business Club

                                                                                   127. Work with BLFL to develop brokerage role and
                                                                                   promote the private delivery of business support

                                                                                   128. Procurement Development Programme launched
                                                                                   providing specialist training in procurement procedures
                                                                                   and reducing barriers to expansion and diversification
                                                                                   for SMEs owned by entrepreneurs who are black, Asian
                                                                                   or from London’s other minority ethnic communities

                                                                                   129. Implement ‘EQUAL’, a BME Knowledge Centre
                                                                                   to improve the service delivery of mainstream services
                                                                                   to black, Asian or other minority ethnic business

                             Support development of            ST       LDA =      130. Set up Social Enterprise Task Force
                             and advice to social enterprise            Partner
                             and voluntary organisations                           131. Roll out Project Synergy, a pan-London strategic
                                                                                   project for specialist voluntary business support

                                                                                   132. Broaden the supplier base of public sector
                                                                                   purchasing to include the voluntry and community

Maintain London’s position   Maintain London’s position        MT       LDA =      133. Complete co-location of TPUK with the LDA
as a key business location   as key destination for inward              Partner
                             investment                                            134. Launch combined replacement for RSA and
                                                                                   Enterprise Grant

                                                                                   135. Publish the ICC Commission findings and
                                                                                   recommendations for an International Convention
                                                                                   Centre in London

                                                                                   136. Continue to develop and implement inward
                                                                                   investment and business retention services delivered
                                                                                   by a network of sub-regional delivery organisations in
                                                                                   partnership with London First Centre and the LDA

                                                                                   137. Develop memorandum of understanding to align
                                                                                   our strategy with UK Trade and Investment

                             Retain businesses in London       MT       LDA =      138. Strengthen co-ordination among public sector
                             where economically efficient               Partner    agencies involved in business retention – including
                             and feasible                                          training and business advice – at the sub-regional level

                                                                                   139. Ensure effective joint trade union business
                                                                                   dialogue on the key economic issues facing London

                             Promote enterprise in areas       ST       LDA =      140. Launch of creative hubs and delivery of
                             with low business start-up                 Lead       mainstream business advice
                             and survival rates
                                                                                   141. Roll out local business support initiatives through
                                                                                   LDA priority area investment programmes

                                                                                   142. Roll out City Growth Strategy Phases 1 and 2
                                                                                   (Haringey, Heathrow, South Central, City Fringe)

                                                                                   143. Establish an international network to identify best
                                                                                   practice in approaches to enterprise development in
                                                                                   urban deprived areas and facilitate the transfer of
                                                                                   successful models to London

                                                                        London Development Agency Corporate Plan 2004-2007
Investment in knowledge and enterprise. Key LDA actions and milestones 2004-2005 cont.
Economic                      Economic Development            Timing   LDA Role   Key LDA Actions 2004-2005
Development                   Strategy: Draft Actions
Strategy: Draft               for London
Strategic Objective

Support improvements          Support successful clusters     MT       LDA =      144. Launch Creative London, roll out Creative Hubs
in productivity through       such as creative industries,             Lead       initiative and Creative Industries STEP programme
targeted sector interventions tourism and technology-
                              Intensive sectors                                   145. Launch Production Industries Commission Action

                                                                                  146. Implement Skills and Employment Framework
                                                                                  for Tourism

                                                                                  147. Publish economic impact study for London’s HE
                                                                                  sector and action plan and implement London Higher
                                                                                  Education Public Affairs Programme

                              Promote green industries        ST       LDA =      148. Evaluate successful approaches to stimulating
                              and services to help meet                Lead       creative industries and facilitate the transfer of best
                              the Mayor’s target of 10,000                        practice to London
                              jobs and ensure the promotion
                              of resource efficiency and                          149. Progress development of London Riverside
                              goods and services to improve                       Sustainable Industries Park
                              business productivity and
                              environmental sustainability                        150. Commence Green Procurement Code and Supply

                                                                                  151. Roll out LEAN Manufacturing initiative from CEME

                                                                                  152. Finalise Waste Sector Business Support Contract

                                                                                  153. Complete feasibility study in London’s bio
                                                                                  processing sub-sector

                                                                                  154. Implement Bio-London

                                                                                  155. Continue to build upon the successful productivity
                                                                                  improvements and efficiencies gained by companies
                                                                                  supported by the Manufacturing Advisory Service

                                                                                  156. Finalise contract to provide business support
                                                                                  service to the new waste recycling and reprocessing
                                                                                  sector contractor

                                                                                  157. Publish second annual review of London’s
                                                                                  Environment Sector

                                                                                  158. Support development of new and emerging
                                                                                  environmental technologies, including waste recycling
                                                                                  and sustainable energy technologies

                                                                                  159. Stimulate demand through green procurement,
                                                                                  environmental management and higher building and
                                                                                  design construction standards

                                                                                  160. Investigate market opportunities for stimulating
                                                                                  demand of recycled products, including waste electrical
                                                                                  and electronic equipment and plastics

                                                                                  161. Promote business efficiency through efficient
                                                                                  resource use and examine and address the business
                                                                                  support needs of the waste reprocessing sector

                                                                                  162. Launch London’s food strategy

                                                                       London Development Agency Corporate Plan 2004-2007
3.4 Marketing and                                            The LDA continues to support inward investment and
promoting London                                             business retention services across London. Working with
                                                             London First Centre and the various sub-regional
London’s continuing ability to attract both people and       delivery organisations, we help new businesses
international investment is central to the achievement of    establish their operations and provide support initiatives
all the objectives of the Economic Development               to retain existing businesses, thus creating new jobs and
Strategy. London is a gateway to Britain and has a           safeguarding valued investment and employment.
unique offer: if visitors and investors did not come to      Through our participation in major international
London, many would not come to the UK at all. To             promotional events, such as MIPIM, we are ensuring
benefit the UK, London therefore needs to promote itself     that London’s international profile is maintained and that
internationally.                                             attention is drawn to locations with greater needs –
                                                             particularly opportunities in east London.
London also needs to promote itself at home. London’s
visitor economy, for example, attracts significant custom    During 2004-2005 we will complete our co-location with
from other UK locations.                                     UK Trade and Investment (UKTI) London, the LDA’s
                                                             partner organisation that provides direct support to
Finally, London needs to promote itself to Londoners         SMEs and assists them in developing export and
and London based businesses, so that they not only           international trade opportunities. The LDA will continue
spend and re-invest in the city, but also develop a sense    working with UKTI London to develop sector based
of civic pride and commitment. To do this, the cultural      overseas trade initiatives and customised support,
and social benefits of living in a world city must be made   including for businesses run by black and Asian
available to all Londoners.                                  Londoners and those from London’s other minority
                                                             ethnic communities.
As part of our efforts, we will continue our leadership
of Team London, which provides a major focus upon            The LDA has worked with the London Tourist Board
which London can be promoted by business.                    to help it restructure into the new body, ‘Visit London’, to
                                                             promote tourism on the LDA’s behalf. London now has a
The Mayor’s draft Economic Development Strategy              top quality marketing body, dedicated solely to raising
analyses the issues facing London and identifies two         the profile of the city at home and abroad and to
key objectives:                                              representing the views of the industry back to the LDA.
                                                             The LDA, which provides the majority of Visit London’s
• to invest in and deliver new products to support           funds, has developed a new business plan with them
effective international marketing and promotion              and monitors their performance.
• to reinforce and develop London’s status as a top
international destination and gateway for the UK             The LDA has provided significant funds for London’s
for tourism, inward investment, learning, trade              Tourism Industry Recovery Plan. As part of the recovery
and culture.                                                 plan, London is being promoted to Londoners for the first
                                                             time through Totally London Month and the Totally
In addition to local regeneration objectives, one of the     London Tour.
objectives of our support for the London 2012 Olympic
bid is to strengthen London’s international profile as       The LDA is also promoting business tourism through
a host location for world sporting events, thus              initiatives such as the ‘London Leadership Forum on
contributing to the city’s international promotion.          Business Tourism’, which brings together industry
Our involvement in the Wembley Stadium                       leaders to establish a set of priorities for action. One of
redevelopment and, more recently, our work in relation       the main priorities identified by industry was the lack of
to Crystal Palace Park, also contribute to the               an International Conference Centre in London. The LDA
development of London’s international sporting assets.       has now established a Commission to investigate the
                                                             feasibility and viability such a centre. A Chair has been
                                                             recruited and the Commission will begin its work in early

                                                             We have a critical role to play in facilitating the delivery
                                                             of these objectives. The table on page 34 presents our
                                                             main actions and milestones for 2004-2005. The list
                                                             is not comprehensive but shows key milestones that
                                                             represent the flavour of our interventions.

                                                             London Development Agency Corporate Plan 2004-2007
Marketing and promoting London. Key LDA actions 2004-2005

Economic                     Economic Development              Timing   LDA Role   Key LDA Actions 2004-2005
Development                  Strategy: Draft Actions
Strategy: Draft              for London
Strategic Objective

Invest in and deliver new     Counter negative                 MT       LDA =      163. Deliver shared marketing resources for Team
products to support effective perceptions of London                     Partner    London including photographic library, film library
international marketing                                                            and exhibition kit and to reflect new London
and promotion                                                                      Unlimited brand identity

                                                                                   164. Complete marketing audit and analysis for London

                             Raise level of foreign direct     LT       LDA =      165. Deliver integrated trade events strategy
                             investment in London                       Partner    through Visit London including MIPIM

                                                                                   166. Capture and maximise the benefit for all sectors of
                                                                                   all key events in London, e.g. London Film Festival and
                                                                                   London Fashion Week

                                                                                   167. Launch new London film screenings trade event
                                                                                   with Film London

                                                                                   168. Launch Creative Team London

                             Attract international students    MT       LDA =      169. Launch ‘Study London’ and attract increased
                             to London and maximise returns             Partner    numbers of international students to London
                                                                                   Higher Education Institutions (HEIs)

                             Benchmark London’s offer with     MT       LDA =      170. Develop a range of market indicators and track
                             other international cities                 Partner    London’s performance

Reinforce and develop        Develop London’s capacity         MT       LDA =      171. Identify preferred permanent showcasing venue
London’s status as an        to compete for business and                Lead       to accommodate London Fashion Week and the
international tourism        convention tourism and to                             fashion sector in general
destination                  host major events
                                                                                   172. Publish the Commission findings and
                                                                                   recommendations for an International Convention
                                                                                   Centre in London

                             Strengthen London’s gateway       ST       LDA =      173. Deliver, through Visit London, high quality
                             role to promote the rest of UK             Partner    business and visitor tourism marketing to drive
                                                                                   tourism numbers

                                                                                   174. Define and deliver London’s gateway role in the
                                                                                   context of the Visit Britain Strategy

                             Increase the appeal of less       ST       LDA =      175. Roll-out sub-regional tourism plans and local
                             visited parts of London                    Partner    economic impact model

                                                                                   176. Development of an integrated London Visitor
                                                                                   Information Strategy

                                                                                   177. Promote London’s spatial and social diversity

                             Counter unexpected downturns      ST       LDA =      178. Develop a London-wide contingency plan to
                             in tourism and investment                  Partner    counter unexpected downturns in tourism

                                                                                   179. Raise the quality of offer by promoting industry
                                                                                   participation in the NQAS national quality schemes

                             Improve the quality of London’s   MT       LDA =      180. Benchmark visitor accommodation in London
                             visitor accommodation                      Lead       and encourage an increase in the supply and quality
                                                                                   of accommodation

Key: Timing: ST = Short Term, MT = Medium Term, LT = Long Term

                                                                        London Development Agency Corporate Plan 2004-2007
3.5 Implementing the Mayor’s                                          shared understanding, priorities and partnerships
Economic Development Strategy                                         between the public, private and voluntary sectors bring
                                                                      to economic development. Section 6 outlines how it will
In addition to working with partners to deliver the                   be easier to do business with us.
objectives identified for each of the four Economic
Development Strategy themes, we have a key role to                    The LDA is a leading partner in GLA Economics, the
play in ensuring that overall progress is made and that,              economic unit for the GLA group. GLA Economics
taken together, our intervention is effective. The                    provides a robust statistical, factual and forecasting
Economic Development Strategy lays down a number of                   basis for policy-making and service delivery. Together
criteria that are key to the success of the strategy and              with the LDA economics and strategy professionals, the
being able to maximise the benefit of expenditure on                  unit offers a sound basis for the development of LDA
economic development. These are:                                      programmes. For example, the Economic Development
                                                                      Strategy is based on the body of evidence generated by
• developing a shared vision for London                               both our own economists and GLA Economics.
• sharing and understanding the available funds
for economic development investment                                   The LDA’s tasks can be grouped under the following
• lobbying central Government for increased and better                objectives:
aligned resources for delivery                                        • to enhance our understanding of what works and why
• maximising public sector investment and private sector              in terms of economic development activity
leverage in line with agreed objectives.                              to guide future investment decisions
                                                                      • to ensure the corporate or business plans of our
This Corporate Plan represents our contribution to the                delivery partners reflect the requirements and objectives
delivery of the Strategy.                                             identified by the Economic Development Strategy
                                                                      • to develop a monitoring and evaluation procedure for
We have a clear understanding of the need to work in                  the Strategy.
partnership if the Strategy’s objectives are to be                    We will take the lead in the delivery of these objectives.
delivered effectively. This is in part due to the scale and           This section sets out our main actions and milestones.
range of the interventions required, in part a result of the          The list is not comprehensive but shows key milestones
multiple and fragmented nature of London’s economic                   that represent the flavour of our interventions.
development infrastructure and, perhaps most
importantly, in part a recognition of the strengths that

Implementing the Mayor’s Economic Development Strategy. Key LDA actions 2004-2005
Economic                     Economic Development            Timing   LDA Role    Key LDA Actions 2004-2005
Development                  Strategy: Draft Actions
Strategy: Draft              for London
Strategic Objective

Ensuring the effectiveness   Maintain an understanding       MT       LDA =       181. Complete business plan for London Centre of
of interventions             of what works in terms                   Lead        Excellence in Urban Regeneration and launch pilot
in the economy               of economic development                              initiatives
                                                                                  182. Improve the understanding of the performance
                                                                                  of the London Economy and how best to interact with it

                                                                                  183. Undertake SRB Evaluation Project

                                                                                  184. Facilitate practitioner based learning networks

                                                                                  185. Evaluate economic development international best
                                                                                  practice models and facilitate their transferability to
                                                                                  London where appropriate

                             Ensure all stakeholders’        MT       LDA =       186. Expand Charter Partner Group
                             organisational corporate                 Lead
                             or business plans reflect the                        187. Use LDA Charter Partner forum for collaborative
                             requirements and objectives                          business planning including preparation of 2005-2008
                             identified by this Strategy.                         LDA Corporate Plan

                                                                                  188. Design and implement new LDA relationship
                                                                                  management approach

                                                                      London Development Agency Corporate Plan 2004-2007
                           Develop a monitoring and        ST    LDA =     189. Complete EDS consultation and publish final
                           evaluation procedure for              Lead      Strategy
                           this strategy
                                                                           190. Develop a better understanding of the distribution
                                                                           of public expenditure in Economic Development

                                                                           191. Establish EDS delivery monitoring process

                                                                           192. Report on first year of implementation

Key: Timing: ST = Short Term, MT = Medium Term, LT = Long Term

                                                                 London Development Agency Corporate Plan 2004-2007
The London Plan addresses the steps needed to ensure            We have used the boundaries adopted by the London
London’s long-term economic, social and environmental           Plan and LSCs to present our work here. However, we
well-being and proposes Sub-Regional Development                will continue to work across boundaries within London
Frameworks to implement its objectives at local level.          and with the neighbouring RDAs – for example, to deal
The Mayor’s Economic Development Strategy focuses               with inter-regional issues such as transport
on the economic priorities of the London Plan and, sitting      infrastructure. Similarly, much of our activity in business
within the context of the Sub-Regional Development              and skills, marketing and promotion is carried out on
Frameworks, we propose to develop sub-regional                  a pan-London basis, which has local and sub-regional
economic strategies.                                            benefits that are not fully reflected in this section.
                                                                We will continue to target our area-specific regeneration
This section shows how we are already starting to               and economic development activity on areas of need
translate the objectives of the London Plan and priorities      and opportunity. These tend to be areas of high
of the draft Economic Development Strategy into action          deprivation, or areas close to them where our
at sub-regional and local level in each of London’s five        interventions can benefit neighbouring deprived
sub-regions (east, west, central, south and north).             communities.

This table shows which boroughs are included in each sub-region. Taking in parts of both the central and east sub-
regions, we have shown the LDA’s priority area of the City Fringe within the east sub-region:

Table 5: London Boroughs by sub-region

Central       Islington                Camden                 Westminster                Kensington and Chelsea
              Wandsworth               Lambeth                Southwark

East          The City                 Tower Hamlets          Hackney                    Newham
              Redbridge                Havering               Bexley                     Barking and Dagenham
              Greenwich                Lewisham

West          Hounslow                 Ealing                 Brent
              Harrow                   Hillingdon             Hammersmith and Fulham

South         Richmond                 Kingston               Merton
              Sutton                   Croydon                Bromley

North         Barnet                   Enfield                Haringey
              Waltham Forest

                                                                London Development Agency Corporate Plan 2004-2007
Engaging strategically at a sub-regional level                 competitive element securing the best overall value for
                                                               our investment, but also give us the flexibility to phase
We are committed to significantly improving our                our investments to achieve maximum overall impact and
engagement with sub-regional partners. This activity,          to respond more quickly to changing needs and
one of our priorities for 2004-2005, will be championed        opportunities.
by Claudette Forbes, our Director of Regeneration, who
will provide overall leadership. In the main, we will focus    • The LDA’s business and skills, regeneration and
on reinforcing existing                                        development and marketing and promotion budgets will
partnership arrangements.                                      be marshalled in a more joined up way to support our
                                                               delivery in priority areas and to contribute to the area
We want to engage more actively and effectively in each        regeneration funding allocations.
of the sub-regions in order to:
• consult on and implement the Mayor’s regional                • We will emphasise our brokering and influencing role at
Economic Development Strategy                                  a local level and move away from being seen simply as
• work with the GLA to develop Sub-Regional                    the programme ‘banker’. The LDA has more than
Development Frameworks (SRDFs) to implement                    funding to offer: we have knowledge, ideas, regeneration
the London Plan                                                experience, skills expertise, business retention teams,
• develop sub-regional economic strategies that not only       innovation experts, physical development teams, CPO
reinforce the regional Strategy but respond to particular      and planning consultee powers and influence with
sub-regional needs and opportunities and inform our            national, regional and local partners. Our aim is to bring
medium and long-term planning                                  the full range of these ‘tools’ to bear in our priority areas.
• draw on partner knowledge and expertise to inform our
own investments and delivery.                                  • The LDA and its partners also need to unlock other
                                                               sources of funding. In each of our geographical priority
In each sub-region we expect to be working with the            areas we will join with partners to identify other existing
relevant local authorities, businesses (large and small),      and potential sources of funding and investment
the voluntary sector, the health sector, the higher            (including Government, public agencies and the private
education sector, the LSCs, Business Link for London           sector).
and other groups and partners that could add value to
the development of sub-regional strategies.                    • City Growth Strategies are a business-led approach to
                                                               creating jobs and enterprise in inner cities. They focus
We anticipate continuing to have contractual                   on the competitive economic advantages and potential
relationships with a range of organisations for delivery of    of inner cities to attract new companies and investment,
specific services – for example, as we currently do for        as well as supporting the growth and retention of existing
the sub-regional delivery of inward investment. It may be      businesses. We will make the City Growth Strategies
that other services arise as a result of the dialogue that     a central plank of our activity in our priority areas. We
we will set up. We also anticipate working more closely        will enhance, support and deliver the four growth
on planning issues. From April 2004, the LDA assumes           strategies for Heathrow City, London South Central, City
a statutory consultee role on planning and, together with      Fringe and Haringey. For example, Heathrow Airport is a
our existing compulsory purchase powers, this will             major economic driver and we will work with partners,
enable us to intervene selectively to support economic         including BAA, to capture the benefits for west London.
                                                               • We intend to focus LDA staff and investment resources
Refocusing LDA investments in our priority areas               on major, large scale high impact initiatives, including,
Within each sub-region, we will continue to focus our          in some cases, establishing on-site teams to co-ordinate
major area regeneration investments in the ‘priority           our investment. This does not mean that we will stop
areas’ that                                                    funding smaller, locally led projects. Where such projects
                                                               are a priority for us and our partners, we will explore
we have identified on the basis of need and opportunity.       efficient, effective and ‘user-friendly’ mechanisms
We will be building on the work we have undertaken to          to allocate funding and monitor performance, applying
date by embedding these priority areas in a strategic          a joined up approach. Section 6 provides details.
sub-regional context, as outlined above, and by
refocusing our area interventions in the following             LDA sub-regional activity
important ways.                                                Our first task has been to set out clear summaries of our
                                                               activity in each of the sub-regions. For each sub-region,
• Individual budgets for each of our priority areas will not   we have identified the key drivers and opportunities and
be guaranteed. We will have an overall budget for our          outlined the range of LDA activity, including listing the
priority area work and make indicative allocations for         major investments we have planned for 2004-2005.
each priority area for planning purposes but we will           The lists of projects are not comprehensive. They are
make project investment decisions based on the quality         designed to highlight the key interventions we have
of the proposed projects. This will provide not only a         planned and give a flavour of our overall activity.
                                                               London Development Agency Corporate Plan 2004-2007
For more information on any of these projects and             Despite intense development and regeneration activity
initiatives, please contact us – see Section 9 for details.   over the past 20 years, the sub-region as a whole still
                                                              contains the most economically and socially deprived
4.1 East London sub-region                                    areas in the country, with particular concentrations in
                                                              Tower Hamlets, Hackney and Newham. It is vital that the
Context                                                       Olympic and Thames Gateway opportunities engage
The east sub-region for the LDA is defined in the London      and benefit existing local communities by tackling long
Plan. It is the largest of London’s sub-regions, covering     term problems of widespread social and economic
10 boroughs on both sides of the river (Lewisham,             exclusion.
Greenwich, Bexley, City of London, Hackney, Tower
Hamlets, Newham, Redbridge, Barking & Dagenham                The London Plan Sub-Regional Framework indicates the
and Havering). This area is contiguous with the East          potential of the east sub-region to accommodate at least
London LSC area of operation.                                 104,000 homes and 249,000 new jobs by 2016. Over
                                                              half of these jobs are expected to be located in the Isle
At its core, there is a development area (London              of Dogs and Stratford. In terms of the wider Thames
Thames Gateway) encompassing six ‘Zones of Change’            Gateway, the Sustainable Communities Plan suggests
identified by the Government in its Sustainable               that at least 180,000 jobs and 120,000 homes could
Communities Action Plan (SCAP). The wider Thames              be delivered by 2016. Of these, according to the
Gateway is area identified by the Government as one of        Communities Plan, 59,500 homes will be in the six
four national priority areas for accommodating housing        Zones of Change in the London part of the Thames
growth. The wider Thames Gateway comprises 80,000             Gateway. However, the LDA, working with the Mayor,
hectares (197,684 acres) of land set within London, Kent      Housing Corporation and others has shown that, given
and Essex. London Thames Gateway is approximately             adequate infrastructure, at least 90,000 units could be
one tenth of the wider Thames Gateway area, but has           delivered. In relation to the London Thames Gateway,
the potential to accommodate a much larger share of the       i.e. the core development area within the east sub-
Government’s planned housing growth.                          region, the Mayor and LDA believe that the capacity is
                                                              significantly greater than has previously been estimated.
The decline of shipping, port activity and related industry   Our investment plans acknowledge this greater ultimate
left east London in an acute state of structural economic     potential, while remaining consistent with the
decline for several decades. But continuing pressure for      Communities Plan announcements.
development to sustain London’s economic growth has,
since the 1980s, led to increased interest in the sub-        Improved infrastructure, especially transport, will be
region, with major redevelopment of the former docks          essential to deliver the Thames Gateway vision. The TfL
for commercial and residential purposes, starting with        business plan includes proposals over the next 15 years
the riverside sites but now extending across much of the      for new river crossings, CrossRail, extensions to the
area. Market pressure and government regeneration has         DLR, CTRL, East London Line extension and East
created dynamic development across much of the inner          London Transit and Greenwich Waterfront dedicated bus
east part of the London Thames Gateway.                       routes. Other significant infrastructure developments
                                                              include flood prevention measures, energy, water and
A substantial proportion of London’s Opportunity Areas        communications infrastructure and social infrastructure
(as identified in the London Plan) are in east London –       necessary to support population growth, including
including City Fringe, Lower Lee Valley, Stratford,           schools, hospitals, police and fire services. Decisions to
Belvedere/Erith, Royal Docks, London Riverside and            fund these schemes or not will affect the pace at which
Greenwich Riverside and Peninsula – which has the             the vision for the Thames Gateway can be progressed.
potential to deliver much of London’s medium term
growth for residential and commercial property. Over
a third of London’s strategic employment locations are
within the east sub-region. However, many of these fall
short of current commercial and industrial requirements.
Poor access and environment constrain
their development.

There are opportunities for significant town centre
development to provide local and regional retail, leisure,
cultural and educational facilities. Both Stratford and
Ilford have been identified as key metropolitan centres,
while Bexleyheath, Barking, Dalston, Woolwich,
Lewisham and Romford also offer opportunities
for growth.

                                                              London Development Agency Corporate Plan 2004-2007
Drivers for change                                             • the Mayor’s main priority area for development,
                                                               regeneration and infrastructure improvement, including
The principal market drivers in east London are:               commitment to ensuring that overall housing growth
                                                               should deliver affordable housing,
• the strength of the financial services district centred on   at 50% of the overall units created
the Isle of Dogs, which forms a major growth pole driving      • potential linkages with both the wider Thames Gateway
and shaping the further development of the sub-region,         area outside London and with the Stansted-Cambridge
including the potential of the rest of the inner part of the   corridor.
London Thames Gateway
• the market potential for housing and commercial              LDA activity in east London
development (arising from London’s growth needs) and           The LDA’s activity in east London includes region-wide
the potential to unlock this by large scale brownfield land    initiatives (outlined in Section 3), sub-regional specific
assembly and the major infrastructure planned for this         interventions and local investment in priority areas.
area, including the Thames Gateway crossings and               Over the following pages, we present a summary
CrossRail                                                      of the LDA’s sub-regional and local activity that
• the impact of regeneration investment and market             is planned for east London. The lists of projects are not
pressure in Stratford, Greenwich Peninsula and the             designed to be exhaustive but to give a flavour of our
Royal Docks, which is currently re-shaping the character       work and major projects for 2004-2005. This activity
of the rest of the inner-east part of the London Gateway       is grouped as follows:
• the long-term decline of manufacturing and industry
historically related to the Docks, where there is              • infrastructure and places – Thames Gateway
a complex interplay of decline and release of land;            Development and Investment Framework (TGDIF)
a proliferation of poor quality low value added activities,    • people – skills and employment initiatives
based on the supply of cheap land and premises; the            for east London
restructuring and continued success                            • knowledge and enterprise – inward investment
of some companies based on London’s strengths.                 and business support initiatives for east London
                                                               • LDA priority areas – City Fringe; Lower Lee Valley
The principal policy drivers for east London are:              and Royal Docks; London Riverside; Thames
• central, regional and local commitment to support the        Gateway South (Woolwich North Bexley)
market potential for new growth through planning, land
assembly and development support including:                    Infrastructure and places
• specific commitment of development funding via the           The overall development strategy for the London
Sustainable Communities Action Plan (SCAP) along with          Thames Gateway is being led by a London Partnership
the creation of a UDC in parts of the London Thames            Board, chaired jointly by the Mayor and the Minister for
Gateway                                                        London. This Board comprises the GLA Group (including
• strategic collaboration in the London Gateway through        the LDA), the ODPM, the Boroughs, Housing
a Partnership Board chaired jointly by the Minister and        Corporation, NHS, English Partnerships and developers’
the Mayor for London and comprising the GLA, LDA,              representatives. The ‘Thames Gateway Development
TfL, the ODPM, the Housing Corporation, English                and Investment Framework’ (TGDIF), produced by the
Partnerships, the Boroughs,                                    GLA for the partnership, sets out this overall strategy.
the NHS and the private sector                                 The LDA has made a substantial contribution to this
• national commitment to London’s Olympic Bid, focused         strategy development and is leading work on the
in the Lower Lee Valley, underpinned by LDA sponsored          investment modelling and delivery planning that
masterplanning and land assembly and the creation of           underpins the TGDIF. The investment model and the
the London 2012 Olympic Bid Company                            emerging implementation plans are informed by a large
• national, regional and local commitment to                   number of infrastructure and area studies. These provide
Neighbourhood Renewal, bringing substantial                    a detailed analysis of the potential for development,
investment and intervention designed to address the            identify current constraints and propose how these
profound levels of deprivation and social exclusion that       should be addressed.
exist in the communities within the London Thames

                                                               London Development Agency Corporate Plan 2004-2007
Over the next three years the LDA’s work to support the        key sectors, such as the creative industries, to balance
London Partnership will:                                       the strength of the financial services sector.
• inform practical investment decisions by Government          Through the SRB, the LDA is also supporting ‘A New
(through Spending Reviews) and provide a basis for co-         Manor’ (Woodberry Down, Hackney), a housing renewal
ordination of priorities and programmes between the            and community development programme (£2 million
main developers in the London Gateway                          allocated for 2004-2005) and ‘Silwood’, the
• continue to develop the analytical base via strategic        redevelopment of a housing estate in Lewisham
studies, including on the main physical and social             (£5.2 million allocated 2004-2005).
infrastructure issues that influence potential quantity and
quality of development, thereby informing choices about        People
where, when and in what form development can and               The LDA’s interventions in east London are designed to
should take place                                              complement existing skills and employment activities led
• identify LDA priority areas for investment and provide       by other partners. The emerging skills and employment
the analytical basis through which these priorities can be     strategy currently being championed by the LDA,
identified and implementation programmes established           Thames Gateway London Partnership (TGLP) and LSC
with partners                                                  East is looking at the wider set of business support
• manage and monitor a site database, providing                services, physical development and inward investment
comprehensive shared intelligence about existing and           activities that has defined our vision, which is:
proposed development                                           ‘To develop a healthy labour market in the London
• provide a management tool for co-ordinating all              Thames Gateway Area equipping residents with the
corporate activity in the London Gateway, including the        skills to compete in the labour market and providing
LDA’s own development, business and skills                     benefits to employers and the wider community.’ The
programmes, within an integrated programme                     LDA’s leadership role will be applied, amongst other
• inform the work programme of the new UDC, and                activities, to matching construction skills with demand,
agree a division of labour for implementation                  building on the approach at London’s Centre for
arrangements                                                   Engineering and Manufacturing Excellence (CEME) in
• work with investors, developers and the construction         Dagenham to develop high quality skills.
industry to identify and mitigate barriers to private sector
investment and delivery.                                       The Thames Gateway Skills Action Plan translates the
                                                               vision of the Framework for Regional Employment and
The GLA Group estimates that the London Gateway has            Skills Action (FRESA) into a sub-regional plan. It aims
the capacity to secure the development of 91,000 homes         to meet the needs of employers, those in work, looking
by 2016. The LDA will, working within the London               for work or excluded from the labour market, and to
Partnership and by continuing the work programme               ensure providers and stakeholders are effectively
outlined above, agree with ODPM the targets for the            co-ordinated and delivering appropriate services.
period 2004-2006, and establish co-ordinated delivery          Sub-region wide initiatives include Thames Gateway
arrangements in relation to those targets.                     JobNet; a job brokerage programme delivered by
                                                               a network of organisations that collectively cover seven
In the immediate future, the LDA will also work with           boroughs. This programme helps unemployed people
partners to maximise short term development                    in east and south east London to access employment
opportunities to deliver Communities Plan outcomes             opportunities arising from the economic growth
in town centres and other development areas that               associated with the major capital developments
already have good transport links and infrastructure. Key      underway in the Thames Gateway.
projects include Deptford (Deptford station
redevelopment and creative hub feasibility) and
Lewisham, where the focus will be on site assembly in
Creekside and site acquisition/redevelopment in the
vicinity of Lewisham Town Centre (including through
‘SRB Urban Renaissance’ in Lewisham – £0.9 million
allocated 2004-2005 – and the ‘Lewisham Gateway’
project). In addition, we will be taking forward the
redevelopment of some of the existing housing estates
to the north of Lewisham and examining the feasibility of
the Convoys Wharf business/recycling park. Other key
projects include Barking (see London Riverside),
Woolwich (see Thames Gateway South) and Stratford
(see Lower Lee). We will also be assessing opportunities
in the Greenwich Peninsula and the Isle of Dogs. In the
City Fringe, the focus of our development work will be to
support SMEs and to strengthen the property base of

                                                               London Development Agency Corporate Plan 2004-2007
The lack of affordable childcare is a barrier to             Development of the creative industries in east London is
employment and the LDA is promoting access to                a priority for the LDA. Interventions include ‘Design into
affordable childcare across London. As part of this work,    Manufacturing’ projects targeted at the clothing and
we are providing gap funding for the Government’s            furniture sectors, support for the development of a
Neighbourhood Nurseries Initiatives (NNI). In east           creative hub in Deptford and Greenwich, partnership
London we are supporting the Fernbank Nursery in             with the creative HEI partnership, investment in the film
Hackney (in partnership with the NHS) and the Clapton        cluster at Three Mills (Lower Lee Valley) and
Park Early Years Centre.                                     development of cultural and creative workspace in
The LDA will work with the Stephen Lawrence Trust to
develop mechanisms to tackle underachievement                East London LDA priority area: City Fringe
amongst black and Asian Londoners and those from             The City Fringe borders the northern and eastern
London's other minority ethnic communities – and             boundaries of the City of London and includes parts of
particularly Afro-Caribbean young people – through           the boroughs of Camden, Islington, Hackney and Tower
mentoring and community engagement programmes.               Hamlets. The City’s square mile is recognised as a world
The capital funding for the Stephen Lawrence Centre          class financial services centre and the City Fringe itself
has been approved and the LDA is working closely with        is also an area of significant, concentrated economic
the Trust to develop the business plan.                      activity, with a proliferation of new starts, sole traders,
Through the SRB, we are supporting a number of               SMEs with many businesses owned by black and Asian
community capacity building and support programmes.          Londoners and those from London's other minority
These include ‘New Beginnings, New Settlements’ (£1          ethnic communities. The area also includes 10 of the
million allocated for 2004-2005) and ‘Communities in         20% most deprived wards in the country, in terms of
Business’ (£2.6 million allocated for 2004-2005) in Tower    levels of employment, in spite of having the highest
Hamlets; ‘Creating a Confident Community’ (£0.5 million      concentration of businesses and jobs outside the City
allocated for 2004-2005) in the Isle of Dogs; and ‘Forest    and the West End. The City Fringe economy has
Gate & Plaistow Sustainable Communities’ (£2.5 million       emerging strengths in key sectors including financial &
funding allocated for 2004-2005).                            business services, creative Industries and catering,
                                                             hospitality and retail. The public sector – in particular
Knowledge and enterprise and promoting London                health and social care – is also important.

Our aims in east London are to promote inward                Working with partners, the LDA has commissioned two
investment and business retention, improve companies’        key programme themes.
investment readiness, modernise and diversify the
manufacturing base, strengthen supply chains between         i) Pathways to employment. This includes projects that
the important emerging design and creative sectors, and      deal with the mismatch between available skills and
improve business and property infrastructure.                demand, those lacking in basic skills, the high levels
                                                             of economic inactivity and the lack of affordable and
Working with Gateway to London, the LDA is actively          accessible childcare provision. Activities will also include
promoting east London as a business location for             a series of sector specific interventions, including
overseas companies, including, for example, attracting       an assessment of the workforce development and
companies to the new Royals Business Park. We are            recruitment needs of the health and social care sector
also helping companies establish and expand their            in the City Fringe.
operations in east London through Regional Selective
Assistance grants. With large parts of east London in the    ii) Business development. Key projects within the
European Objective 2 area, businesses are able to            business theme will reduce the disparity between the
benefit from the LDA’s new Access to Finance                 market supply of commercial space and the demand
programme, which provides loan, grant and equity             for this from the businesses in the area by developing
finance for small businesses – particularly new              social enterprises to provide sector specific commercial
technology and creative businesses, and businesses           workspace particularly for new businesses and by
and social enterprises owned by black and Asian              working with planning authorities and potential
Londoners and those from London's other minority             developers. The competitiveness of emerging
ethnic communities.                                          businesses will be increased through the provision of
                                                             appropriate (affordable) space, increased access to the
In partnership with Ford, the LDA will continue to support   ‘market’ of the City Fringe and to new technologies.
CEME in Dagenham, including the CEME Lean
Development Programme to promote business efficiency         Key projects for 2004-2005 are highlighted in Table 6.
(to be piloted with Visteon) and a ‘virtual’ education and
research centre.

                                                             London Development Agency Corporate Plan 2004-2007
Table 6: City Fringe major projects for 2004-2005                            East London LDA priority area: Lower Lee Valley and
                                                                             Royal Docks
Infrastructure and places
• Dalston Lane Leisure (mixed use development scheme)
                                                                             The Lower Lee area straddles the four London boroughs
• Fashion Space (refurbishment to provide supported workspace to             of Tower Hamlets, Newham, Waltham Forest and
fashion industry)                                                            Hackney. It forms part of the Stratford/Leeside/Royals
• Arts Admin Digital Media Space (building refurbishment                     Zone of Change. The Lower Lee has the potential to
to provide much-needed affordable work space for digital
media companies) high priority project under development
                                                                             contribute to and benefit from the growth at the edge of
                                                                             the City of London, the development of Docklands and
People                                                                       the forthcoming transformation of Stratford. Until now,
                                                                             this potential has been held back by the need for
• Pathways to Jobs (various schemes targeting support for people
                                                                             substantial investment in infrastructure, land assembly
from local deprived communities to access employment) £1.6million
approved                                                                     and remediation. There is also a need to invest in local
                                                                             training, employment and business support to ensure
• Rich Mix Centre (Project to capitalise on London’s diversity with new      that local businesses and communities can participate
centre for cultural activity and business support) £1.5million approved
                                                                             in this growth. The decision to bid for the 2012 Olympics
• Capacity Building In The City Fringe (support for non profit training      is providing the catalyst for this investment.
and employment providers including voluntary and community
organisations and social enterprises) high priority project under            To date we have concentrated on working with
                                                                             stakeholders to produce an Area Development
• Health and Social Care in the City Fringe (improving recruitment and       Framework for the Lower Lee and to contribute to the
training of local people into health and social care sector) high priority   Olympics masterplanning, including scenario planning
project under development                                                    for the Olympic and non-Olympic case to ensure that,
Knowledge and enterprise
                                                                             whatever the outcome of the Olympic Bid, the LDA will
                                                                             be able to drive forward the regeneration of this area.
• Queen Mary Technology Centre, Whitechapel (major PFI innovation            Work will continue on this during 2004-2005, particularly
centre project) live project                                                 in relation to the non-Olympic scenario. In parallel with
                                                                             the masterplanning we have begun site assembly – both
• Rapid Prototyping & Incubator Centre (Collaboration with
London Metropolitan University to redevelop car parking site into rapid      for the Olympics and for business development in the
prototyping and business incubation centre) high priority project under      lower part of the Lee Valley – and we are continuing our
development                                                                  work in the Royal Docks.
• Arts Admin Digital Media Space (building refurbishment to provide
much-needed affordable work space for digital media companies) high          The Royal Docks area of opportunity at the south
priority project under development                                           of the Lower Lee Valley encompasses a number of
                                                                             major development sites between Canning Town and
• Film London (creative industries project)
                                                                             Beckton, including the communities of Silvertown and
• Fashion Space (refurbishment to provide supported workspace to             North Woolwich. The LDA owns over 121 hectares (300
fashion industry)                                                            acres) of development land and 38 hectares (94 acres)
                                                                             of dock areas and is seeking to facilitate a range of
• City Fringe Creative Hub (high priority project under development)
                                                                             mixed use developments. These include Silvertown
                                                                             Dock, providing a new town centre for the area with over
                                                                             5,000 residential units, 75,000m2 of commercial and
                                                                             leisure floorspace and the new international aquarium.
                                                                             The Royals Business Park, which will provide
                                                                             150,000m2 of employment space and will be the largest
                                                                             business park within the M25, is being marketed for
                                                                             office use.

                                                                             The Docklands campus of the University of East London
                                                                             (UEL), which is built on LDA owned land, will be home
                                                                             to over 1,000 students. It represents a major focus for
                                                                             the LDA’s work in stimulating innovation, which also
                                                                             includes the Thames Gateway Technology Centre and
                                                                             the Knowledge Dock. A Regional Selective Assistance
                                                                             grant is supporting London City Airport expansion.
                                                                             Key projects for 2004-2005 are highlighted in Table 7.

                                                                             London Development Agency Corporate Plan 2004-2007
Table 7: Lower Lee Valley and Royal Docks major                           East London LDA priority area: London Riverside
projects for 2004-2005
                                                                          The core development area of London Riverside covers
Infrastructure and places                                                 the southern parts of the boroughs of Barking &
• Olympic Land Assembly (site assembly to support Olympic bid and
                                                                          Dagenham and Havering and extends across six square
Lee Valley regeneration) £60million approved
                                                                          kilometres south of the A13 from Barking Creek in the
• Canning Town Development (site assembly and infrastructure) high        west to Rainham Marshes in the east. This includes two
priority project under development                                        areas of opportunity in the London Plan and is the same
• Ailsa Street (mixed use development) high priority project under
                                                                          as the area covered by the Urban Strategy for London
development – seeking Sustainable Communities Funding                     Riverside. There is a wider beneficiary area for skills
                                                                          projects covering the whole of both boroughs.
• Charles Street Silvertown Dock (development site acquisition) with
Sustainable Communities Plan funding
                                                                          The Urban Strategy aims to deliver 20,000 homes and
• Royal Docks Business Park (On completion, this will be the capital’s    up to 25,000 jobs over a 15-year period. This is being
largest business park). Live project joint venture with DevSec and        delivered through large-scale redevelopment of old
Standard Life                                                             industrial and utilities land for mixed use high density
                                                                          projects providing employment, housing and
• Silvertown Way (land assembly for mixed use development)
high priority project with Sustainable Communities Plan funding           environmental amenity. The LDA is working with the
                                                                          GLA and local authorities to continue to masterplan the
• Thames Barrier Park East Housing Development (project under             area’s mixed use sites to facilitate an appropriate
                                                                          combination of housing and employment and to deliver
• Excel (development scheme)                                              local skills, employment and business support initiatives.

• Silvertown Dock (mixed use development scheme). Live project.           The LDA has already been involved in establishing the
                                                                          Barking Town Centre Partnership and town centre
• SRB ‘Stratford Tomorrow’s City’ (regeneration scheme tackling           framework; and we will continue to take forward this
social exclusion, environmental improvements and business support)        redevelopment work to provide housing and improved
£0.8million allocated                                                     leisure, retail and creative workspace. Under the
                                                                          Communities Plan, £8 million of funding has been
• SRB ‘Access to Excellence’ (Newham) (local regeneration
scheme including capturing benefits of Stratford/Royals Arc               provided for site assembly around Barking town centre
of Opportunity development) £2.2million allocated                         and the LDA will lever further investment to enable
                                                                          more site assembly in the town centre area.
• Thames Gateway Jobnet Programme Lower Lee
(consolidation and strengthening of job brokerage services) £0.4million
approved                                                                  Key projects for 2004-2005 are highlighted in Table 8.

• Bromley by Bow Training (local training initiative)
£0.1million approved

• East London Childcare Institute: Outer East Project
£0.2million approved

• Health in the Gateway (FRESA) £0.2million approved

• Thames Gateway Skill & Employ Action-FRESA
£0.2million approved

Knowledge and enterprise

• Lower Lee - Business & Skills Prospectus (package of local
business, employment and training support) high priority
project under development

• Creative Hub Feasibility (high priority project
under development)

• RSA City Airport expansion (high priority project
under development)

• Business support for companies affected by Olympic masterplanning
(live project ongoing)

                                                                          London Development Agency Corporate Plan 2004-2007
Table 8: London Riverside major projects for 2004-2005                     East London LDA priority area: Thames Gateway South

Infrastructure and places                                                  The Thames Gateway-South is an area from Charlton to
                                                                           Crayford along the riverside of the boroughs of
• Development of core employment sites including Beam Reach,
Dagenham Dock and Ferry Lane                                               Greenwich and Bexley. It is strategically placed between
                                                                           the Greenwich Peninsula and the M25/Ebbsfleet
• Dagenham Dock mixed use development (including                           Channel Tunnel link. The south of the Thames Gateway
Environmental Technology Resource Centre and Sustainable Industrial
Park) Project under development
                                                                           lags behind the north of the river in terms of both
                                                                           economic growth and co-ordinated intervention. This has
• Dagenham Dock Roads (upgrading roads to adoption standard for            left the area with an unclear image and vulnerable to
local industrial estate) combined funding: ERDF, LDA, s.106 and            decline. Per capita productivity and skill levels are below
Communities Plan
                                                                           the London average.
• Barking Fresh Wharf Estate (remediation works on industrial site
adjacent to River Roding), £1.6million approved                            The area offers both physical space for new economic
                                                                           activity and capacity within the existing workforce and
• Chequers Corner (Compulsory Purchase of sites at Chequers Corner
                                                                           business base for improved performance. There is room
to assemble land for the South Dagenham mixed use development)
£1.7million approved                                                       for local sector growth and inward investment and, if the
                                                                           skills of local people are increased (nearly one third
• Barking town centre redevelopment (seeking Sustainable                   of area residents have no formal qualifications), there
Communities Plan funding)
                                                                           is an available workforce.
• Assistance with masterplanning of housing intensification areas at
Barking Reach, Creekmouth to Castle Green, Rainham and A1306               Key projects for 2004-2005 are highlighted in Table 9.
strip (live project)
                                                                           Table 9: Thames Gateway South major projects for 2004-2005
• Ferry Lane (upgrading industrial area) £0.2million approved
                                                                           Infrastructure and places
• SRB ‘Heart of Thames Gateway’ Merged Scheme (2004-2005                   • Royal Arsenal, Woolwich (continuing restoration and redevelopment
priorities include A1306 road improvements, Gateway to London              works)
inward investment, employment area branding and community
engagement) £4.2million allocated in total                                 • Woolwich town centre masterplanning (live project)
• Beam Park (mixed use development scheme at South                         • White Hart Triangle (business park project in partnership with Tilfen
Dagenham) live project                                                     Land and Greenwich Council) live project

• Courier Road (masterplanning and remediation)                            • SRB ‘South Greenwich - Building New Links’ (Kidbrooke) estate
                                                                           redevelopment £3.5million allocated
• Malthouse (site acquisition for creative hub business space) high
priority project under development                                         • East Thamesmead Innovation Centre and Business Park (project
                                                                           under development)
• Marsh View (site remediation as part of Ferry Lane upgrading
industrial area) £0.3million approved                                      • Thames Gateway South Development (various area development
                                                                           framework studies including Belvedere, Erith, Charlton Riverside)
• Employment and branding of area and community engagement, £4.2           £0.4million approved
million allocated
People                                                                     • Thames Gateway South Business and Skills Package (package of
                                                                           local initiatives) high priority project under development
• Heart of Thames Gateway Skills & Pathways (skills programme
targeting local people) £0.9million approved                               • SRB ’Health Benefits‘ (Greenwich) (local regeneration programme
                                                                           with health focus) £1.9million allocated
• Thames Gateway Jobnet London Riverside (support for local
employment brokerage) £0.5million approved                                 • Thames Gateway Jobnet Woolwich/Bexley £0.2million approved

• CEME-Education and Business Support £0.4million approved                 • Greenwich and Bexley Education Business Partnership (high priority
                                                                           project under development)
• Effective Choices Realistic Expectations (training and employment
support targeted at young people in Barking & Dagenham and                 Knowledge and enterprise
Newham) £0.2million approved
                                                                           • SRB ‘Delivering London’s Manufacturing in Thames Gateway’ (local
Knowledge and enterprise                                                   business and employment programme designed
                                                                           to mitigate industrial decline) £1.7million allocated
• London Riverside Business Support Programme (package of local
business support including business centres) high priority project under   • LDA2 Manufacturers’ Link and Creative Link (project with University
development                                                                of Greenwich to improve production processes, business management
                                                                           and innovation amongst local firms) £0.3million approved
• CEME-Education and Business Support £0.4million approved
                                                                           • Workforce Development and Labour Market Access - Bexley
• MaltHouse Creative Hub £0.4million approved                              (local business support scheme) high priority project under
• Lean Academy (production industries project) high priority project
under development

                                                                           London Development Agency Corporate Plan 2004-2007
4.2 Central London sub-region                              Although the central London sub-region contains some
                                                           of the most densely populated areas of London, it has
Context                                                    the capacity for significant growth. By 2016 this sub-
The central London sub-region is made up of seven          region could have 107,000 new homes and 239,000 new
Boroughs – Kensington & Chelsea, Camden, Islington,        jobs. Much of this growth will be accommodated within
Wandsworth, Lambeth, Southwark and the City of             the sub-region’s six Opportunity Areas, six Areas for
Westminster. While central London may be one of the        Intensification and three Strategic Employment
smallest London sub-regions in terms of land area,         Locations, as defined in the Mayor’s London Plan.
it has a population of over 1.5 million, and an expected   The sub-region also contains the largest part of
population growth rate of over 14%, which is second        London’s Central Activities Zone (CAZ) and two of the
only to the east sub-region.                               nine priority areas identified by the LDA – King’s
                                                           Cross/Finsbury Park and London South Central (City
Compared with the other sub-regions, central London        Fringe is described in section 4.1).
is perhaps the most diverse and dynamic. It also
contains concentrations of businesses and land use that    Central London is also the focus for London’s transport
are important not only to London as a whole, but also      network and improvements in the capacity of the public
nationally and internationally. It accommodates seats      transport system will be required to accommodate
of national and regional government, internationally       forecast growth. Investment in public transport will also
renowned higher education and research and                 be needed to stimulate the proposed new development
development institutions and has strong clusters           and regeneration sites.
of legal and medical professions, business and financial
sectors, culture & arts, heritage and tourism. In stark    One of the key challenges for this sub-region will be to
contrast, the central sub-region also contains some        manage its anticipated growth and regeneration so that
of the highest and most extensive concentrations           existing communities and small businesses are not
of deprived communities in the country.                    displaced, and so that the benefits of growth and
                                                           regeneration are shared with the sub-region’s deprived
                                                           communities. The growth and regeneration activity will
                                                           also need to be carried out in a way that promotes and
                                                           protects the vital mix of culture, leisure, government
                                                           processes, commerce, historic buildings, housing and
                                                           open space that is crucial for attracting residents, visitors
                                                           and businesses to this sub-region.

                                                           London Development Agency Corporate Plan 2004-2007
Drivers for change                                            Infrastructure and places
The principal market drivers in central London are:
• world’s leading financial and business services centre      The development strategy for central London is to
                                                              support growth within the six Opportunity Areas, six
• London’s most competitive sub-region.                       Areas for Intensification and three Strategic Employment
                                                              Locations, as defined in the Mayor’s London Plan.
• national/international centre of excellence for education   The LDA’s direct interventions will be concentrated
and research and development (R&D), including strong          within the CAZ and on the two areas in the sub-region
cluster of world class higher education and research          identified by the LDA as priorities for our economic
institutions                                                  development intervention – namely King’s
                                                              Cross/Finsbury Park and London South Central.
• national/international tourism, leisure and cultural        The LDA will also continue to support and promote the
destination                                                   roll-out of BIDs.

• established national/international retail, centred on the   Much of the physical development in central London will
West End and Knightsbridge but with supporting                continue to be market led. However, the LDA will
metropolitan centres across the sub-region                    maintain its brokering and facilitating role in relation to a
                                                              number of key schemes; and has committed to invest in
• strong market demand for both commercial and                the redevelopment and regeneration scheme around
residential development, especially in the Central            Holloway and the South Bank Centre. The LDA will also
Activities Zone (CAZ), including City/City Fringe, King’s     take a strategic interest in longer term development
Cross, South Central and Paddington                           proposals to be led by the private sector, including
                                                              Elephant and Castle, Battersea Power Station and
• centre of international excellence for the creative and     Brixton Town Centre, with a view to increasing direct
cultural industries                                           intervention in the future beyond this plan period.
The principal policy drivers in central London are:
                                                              The London Plan identifies a number of areas for
• location of national government and public sector           intensification and regeneration in the central sub-region
headquarters/facilities                                       which do not fall within the LDA’s priority areas. These
                                                              include Paddington, Brixton, Tottenham Court Rd,
• focus for national transport improvements as gateway        Euston and Victoria. These, together with the rest of the
to UK                                                         CAZ are the focus of a range of LDA interventions
                                                              designed to support business, enterprise and
• focus for national/EU regeneration/neighbourhood            employment across the whole sub-region. Current
renewal support                                               projects, in addition to those highlighted in our priority
                                                              areas, include the B-ELECTRIC Creative Hub at Brixton
• designation of key areas for intensification and            and support for securing a permanent home for the
regeneration and CAZ in London Plan                           Talawa Theatre Company.

• huge potential to lever in private sector investment,       People
particularly through planning gain and Business               In addition, to activity in our two priority areas here,
Improvement District (BID) initiatives.                       we will continue to support our SRB schemes, including
                                                              ‘New Life for Paddington’ (£1.4 million allocated for
LDA activity in central London                                2004-2005) , ‘Raising the Dalgarno’ (£0.2 million
The LDA’s activity in central London comprises regional       allocated for 2004-2005), ‘Golborne United’
initiatives, sub-regional specific interventions and local    (£0.5 million allocated for 2004-2005), and ‘New
investment in priority areas. Over the following pages,       Opportunities for Westminster’ employment and
we present the LDA’s activity and investment in central       enterprise programmes outside these priority areas.
                                                              Across the central London sub-region as a whole, the
London under the following headings:                          LDA is working with key stakeholders on a sector basis
• infrastructure and places                                   to link the City Fringe activity (see east London section)
                                                              at a sub-regional level and to extend existing research
• people – skills and employment initiatives for              into hospitality, retail and tourism.
central London

• knowledge and enterprise – inward investment and
business support initiatives for central London

• LDA priority areas: King’s Cross/Finsbury Park and
London South Central.

                                                              London Development Agency Corporate Plan 2004-2007
Current research is mapping gaps in the labour market         contribution to meeting the housing and business
and investigating the nature and the levels of current        accommodation requirements of London’s anticipated
support to create a common baseline that will inform the      growth in population and employment. The ongoing
establishment of a Skills and Employment Strategy             developments around King’s Cross, Holloway and
Forum for hospitality, leisure, travel and tourism. The       Finsbury Park will transform the area.
forum will oversee implementation of a programme of
skills and employment training.                               At the same time, the high-density resident population
                                                              is characterised by considerable diversity, low skill levels
Knowledge and enterprise                                      and low rates of employment. Ten Camden and
Central London has some of the world’s finest higher          Islington wards adjacent to the major developments are
education institutions and knowledge centres, and the         amongst the 10% most deprived wards in England. Our
most vibrant and successful cultural and creative             interventions are designed to help ensure that local
businesses. Growth is particularly fast in the latter,        communities can benefit from the economic
putting pressure on the availability and cost of premises.    development on their doorstep.
To address this need, the LDA is working, for example,
with Central St. Martin’s, one of the world’s leading         Key projects for 2004-2005 are highlighted in Table 10.
centres for fashion and design, to develop a new
Innovation Centre which would support and incubate            Table 10: King’s Cross/Finsbury Park major projects
new businesses working across the traditional arts,           for 2004-2005
design, physical science and human science sectors.
The LDA is also supporting the Intelligent Media Institute    Infrastructure and places
                                                              • Holloway Road area (mixed use redevelopment and regeneration
(University College, Imperial College, the London
                                                              scheme in collaboration with TfL)
Institute) to deliver collaborative industrial research in    £4.5million approved
the emerging area of intelligent media.
                                                              • SRB ‘The Circle Initiative’ (Business Improvement District
                                                              pilots in central London) £1.5million allocated across
The London Plan designates the South Bank area                central sub-region
adjacent to the Thames as one of the capital’s four
‘Strategic Cultural Areas’, accommodating internationally     • Business Improvement District (area management and
important cultural institutions, including museums,           public realm)
galleries and theatres. Plans for this area include the       • Property intelligence to address under-use of employment sites
need to sustain the wealth of cultural and visitor
attractions, including specific support for the South Bank    People
Centre complex, while ensuring that the resulting             • Tracks Triangle (Employment advice and guidance for local
                                                              unemployed to access local employment opportunities) £0.4million
benefits are linked into growth strategies for areas to the
south. In particular, action is being taken to build on the
potential for growth of the cultural and creative sectors     • SRB Southwark’s ‘Campaign Against Hate Crimes’
around Elephant and Castle, Brixton and surrounding           £0.3million allocated
areas. The idea of a ‘Brixton Cultural and Creative Hub’      • SRB ‘All Change @ Camden Central’ (local regeneration scheme)
has recently been launched, and the LDA is working            £1.5million allocated
closely with industry and public sector partners to
support this important development.                           • Local Labour in construction (job brokerage with Camden and
                                                              Islington, Job Centre Plus and LSC) £0.2million approved
Central London LDA priority area:                             • King’s Cross/Finsbury Park Prospectus (package of local business
King’s Cross/Finsbury Park                                    support and employment initiatives targeting barriers to employment)
The King’s Cross/Finsbury Park corridor runs through          high priority project under development
the two boroughs of Camden and Islington, from Euston
                                                              • SRB ‘A New Future for Finsbury Park’ £4.5million allocated
Road in the south, through the King’s Cross rail lands
and north, adjacent to the King’s Cross mainline, through     Knowledge and enterprise
Highbury to Finsbury Park.
                                                              • King’s Cross/Finsbury Park Prospectus (package of local business
                                                              support and employment initiatives) high priority project under
The area is of strategic importance because it combines       development
substantial opportunity with significant disadvantage.
The land from King’s Cross northwards constitutes the         • SRB ‘The Circle Initiative’ (Business Improvement District
                                                              pilots in central London) £1.5million allocated across central sub-region
largest single development site amongst the inner
London Boroughs and will make a significant                   • Creative Industries Hub (high priority project under development
                                                              targeting advice and guidance to SMEs, BME businesses and social

                                                              London Development Agency Corporate Plan 2004-2007
Central London LDA priority area:                           Table 11: South Central major projects for 2004-2005
London South Central
                                                            Infrastructure and places
                                                            • South Bank Centre Redevelopment £2million approved
London South Central is an area south of the Thames
stretching from Tower Bridge in the east to Battersea       • Public Space initiatives at Elephant and Castle, and Emma Cons
Power Station in the west, taking in Elephant and Castle    Gardens (high priority project)
to the south. It has been identified in the draft London
                                                            • SRB ‘Elephant Links’ Partnership (local economic, physical and
Plan as an area ‘likely to experience general               social regeneration scheme) £5million approved overall
intensification of development’ over the next few years,
with four Opportunity Areas at London Bridge, Waterloo,     • SRB ‘More London Bridge’ (local regeneration and economic
Elephant and Castle and Vauxhall. The Plan also             development) £2.5million allocated
designates the area adjacent to the Thames as one of
                                                            • Potters Field feasibility (project under development)
the capital’s four ‘Strategic Cultural Areas’,
accommodating internationally important cultural            • SRB ‘The Circle Initiative’ (Business Improvement District
institutions including museums, galleries and theatres.     pilots in central London) £1.5million allocated across central sub-region

                                                            • Business Improvement Districts (on-going project)
The area exhibits high levels of deprivation, with 10 of
the 11 wards in the area ranked in the top 20% most         • SRB Cross River - London South Central Connection (local
deprived nationally and five of those wards ranked in the   regeneration and community engagement scheme)
                                                            £3million allocated
top 10% (IMD, 2000). The area suffers from significant
skills shortages in its resident population, one of the     • London Plan Opportunity Area framework development
major barriers preventing local people taking the
numerous new job opportunities or improving their           • SRB ‘Opportunity into Reality’ - Waterloo Project (development of key
                                                            local sites including South Bank public realm, Coin St developments
current employment.                                         and Jubilee Gardens) £4million allocated

The London South Central area performs a key role in        People
supporting many of the major city centre functions          • Central London Employment & Enterprise Renewal (training and
                                                            enterprise support initiative across London South Central) £1million
focused north of the river. Key sectors include cultural
and creative industries, business services,
medical/social care (with two major London hospital         • SRB ‘Elephant Links’ Partnership (local economic, physical and
sites), public administration, tourism and entertainment.   social regeneration scheme) £5million approved overall
Much of the employment in the area is concentrated in       • Development of business and skills projects in London South Central
larger companies, although recent evidence suggests         (package of local business and skills support) high priority project
that micro and small business growth rates are              under development
                                                            Knowledge and enterprise
Key projects for 2004-2005 are highlighted in Table 11.     • SRB ‘Opportunity into Reality’ - Waterloo Project (development of key
                                                            local sites) £4million approved

                                                            • SRB ‘Elephant Links Partnership’ (local economic, physical and
                                                            social regeneration scheme) £5million approved overall

                                                            • City Growth Strategy implementation

                                                            • Creative Hub development as part of LSC programme
                                                            (Bankside/South Bank/E&C/Kennington and Brixton) project under

                                                            • Offley Works (Property refurbishment and development for mixed use
                                                            including business units targeted at businesses led by black, Asian and
                                                            other minority ethnic entrepreneurs). Live project £0.5 million

                                                            For more information on any of these projects and
                                                            initiatives, please contact us – see Section 9 for contact

                                                            London Development Agency Corporate Plan 2004-2007
4.3 West London sub-region                                    This sub-region also has significant levels of deprivation,
Context                                                       although this tends to occur in certain pockets rather
                                                              than throughout all the boroughs. Deprivation tends to
The west London sub-region comprises six boroughs –           occur in inner areas, such as Acton and Park Royal, and
Hammersmith & Fulham, Brent, Ealing, Harrow,                  more local pockets, such as Hayes and Feltham.
Hillingdon and Hounslow.
The economy of west London is complex, dynamic and            The sub-region is set for relatively strong growth in
robust. As part of the ‘western wedge’ it has strong          both population (an estimated 9,000 people a year) and
economic linkages with central London and with the            employment (an estimated 5,700 jobs a year). By 2016,
wider economy of the South East of England, especially        the sub-region could accommodate 45,000 additional
the adjacent Thames Valley economy.                           homes and 86,000 new jobs.

With a high level of strategic accessibility, west London     There is, however, a relatively limited amount of
operates within an increasingly global economy.               development land in this sub-region; so much of the
Many of the companies in this sub-region have strong          planned growth will need to be realised through higher
global connections, either as part of multinational           density developments that exploit locations with good
companies or as major exporters and/or importers of           existing or potential public transport services.
goods and services. There are concentrations of
employment in air transport (and other industries             The priorities for west London are to help maintain the
associated with Heathrow Airport), creative industries,       success of the growth sectors by improving transport
research and development, distribution and finance &          linkages, ensuring high quality commercial and
business services. It is also home to the UK’s largest        residential property availability, improving public services
concentration of IT activity, with the industry’s top 10      and the natural environment, and supporting the
global players all having operations here.                    provision of the skilled workforce that is increasingly
                                                              required. Other priorities include linking areas of
This sub-region has five Opportunity Areas, one Area for      deprivation with employment opportunities through
Intensification and 17 (one quarter of the total) Strategic   labour market and skills initiatives, and maximising the
Employment Locations, as defined in the Mayor’s               benefits from the new national stadium at Wembley and
London Plan. West London also contains two of the nine        the growth potential around Heathrow Airport.
areas identified by the LDA across the capital as
priorities for intervention – Park Royal/Wembley and
Southall/Hayes/ Heathrow City.

                                                              London Development Agency Corporate Plan 2004-2007
Drivers for change                                            • attractive suburban neighbourhoods as a key driver to
The principal market drivers in west London are:              housing and thriving commercial economies.
• the redevelopment of 22 hectares (55 acres) of land
surrounding the new Wembley Stadium by Quintain               LDA activity in west London
Estates & Development Limited for mixed uses, focused         The LDA’s activity in west London comprises regional
on leisure, entertainment, housing and retail                 initiatives, sub-regional specific interventions and local
                                                              investment in priority areas. Over the following pages,
• the major shopping and transport node development at        we present the LDA’s activity and investment in west
White City by Chelsfield, creating sustainable                London under the following headings:
employment opportunities for people from areas of west
London                                                        • infrastructure and places – including Wembley Stadium
• the substantial growth of the fresh food industry in Park
Royal, serving local and regional markets                     • people – skills and employment initiatives for west
• the consolidation of broadcasting activities at BBC
White City (Viva City), acting as catalyst for a major        • knowledge and enterprise – inward investment and
cluster of media and related activities                       business support initiatives for west London

• the development of Heathrow Terminal 5, endorsing           • LDA priority areas: Wembley/Park Royal/White City
west London’s unique position as the tourism gateway to       and Southall Hayes/Heathrow, Heathrow City
the rest of London and beyond; this will be
complemented by improvements to the surface access            Infrastructure and places
to Heathrow through the stopping rail services                The LDA development strategy for west London is
into Paddington                                               geared towards maximising the area’s strengths as a
                                                              mature and increasingly global economy. The LDA will
• Southall – the biggest Asian shopping centre in             support London Plan policy priorities for the sub-region
Europe, and a catalyst for tourism and creative               for five Opportunity Areas, one Area for Intensification
industries in west London                                     and 17 Strategic Employment Locations. The LDA’s
                                                              direct interventions will concentrate on two of the LDA’s
• Thames Valley – for ICT and new technologies,               nine strategic priority areas, at Park Royal/Wembley and
involving close co-operation between Brunel University        Southall/Hayes. Wherever possible, growth programmes
and the private sector.                                       will be linked to measures designed to assist
The principal policy drivers in west London are:              regeneration of deprived communities, such as those at
                                                              Harlesden, White City, Southall, and Feltham. The LDA
• West London Economic Development Strategy,                  will work with development partners to secure the
                                                              infrastructure necessary for the Wembley Stadium
• West London Sub-Regional Framework and                      redevelopment and to progress the major mixed used
action plan                                                   development scheme surrounding the Stadium. We will
                                                              also continue to strengthen the management and
• Opportunity Area Frameworks for Wembley, White              development of business districts at Park Royal and
City, Park Royal, Heathrow/Feltham/Bedfont Lakes,             Wembley and act as a strategic partner to support the
Hayes/West Drayton/Southall, and Stockley                     Heathrow City growth proposals.
Business Park
• the designation of Willesden Junction as an Area for        Firms in west London are more likely to report skill
Intensification in the Mayor’s London Plan                    shortages in the workforce than in any other London
                                                              LSC area, particularly in high level ICT and technical
• City Growth Strategies for Heathrow City and                skills. The residential areas that immediately border
Wembley/Park Royal/White City                                 Wembley/Park Royal/White City are characterised by an
                                                              increasingly transient population, high levels of
• the new National Stadium at Wembley                         economic inactivity, and low household income. Of the
                                                              123 wards in the six boroughs comprising west London,
• West Focus – higher education network led by                17 of the 20 wards with the worst rates of unemployment
Brunel University                                             are in the Wembley/Park Royal/White City area. While
                                                              there is a significant pool of local labour in these areas
• Heathrow Inward Investment Centre                           (a working age population of 493,000) about 60% of
                                                              employees commute from outside the area. Up to a
• the number of key strategic town centres within the         quarter of the population lacks basic literacy and
sub-region                                                    numeracy skills, with a large proportion, particularly men,
                                                              having no qualifications at all.
                                                              London Development Agency Corporate Plan 2004-2007
Through the SRB, we are supporting ‘Renewal – Turning        West London LDA priority area: Wembley/Park
Adversity into Opportunity’, a west London project           Royal/White City
targeting employment support for refugees and recent
arrivals (£1.5 million allocated 2004-2005). Our skills      The Wembley/Park Royal/White City programme is
and employment activity in west London will focus            targeted at improving the image and identity of the Brent,
primarily in our priority areas, i.e. Wembley/Park           Ealing and Hammersmith & Fulham area as a high
Royal/White City and Southall/Hayes/Heathrow City,           quality business location with well-developed
building on good practice and ‘scaling up’ interventions     commercial links to the wider west London sub-region
through multi-agency working.                                and beyond, and at developing the employment and
                                                             business base of the area.
The ‘FRESA NHS Skills Escalator Programme’ will be
tested out in the NHS Strategic Health Authority areas       In recent years, the Wembley/Park Royal/White City
of north east & north west London and mechanisms             economy has seen a surge in employment against a
identified for rolling the programme out across London.      background of significant structural change. During the
                                                             period 1998 to 2001, the number of jobs in the area,
Knowledge and enterprise                                     particularly in distribution and hospitality, banking,
Promotion of inward investment and business expansion        finance and insurance, the public sector and
activities will leverage the opportunities created by        manufacturing, grew more rapidly than the London
Heathrow. Sector-based work in west London will look to      average. In particular, employment in the food and drink
build on the strengths of key sub-sectors – in particular    processing manufacturing sub-sector has grown by over
media and food – to support the continued renewal of         50%. However, the area is susceptible to closures,
both Park Royal and the strategically important              contraction and relocation; and firms continue to respond
Heathrow corridor.                                           to competitive pressures by automation and outsourcing.
                                                             Despite the clustering effect from the co-location of
The LDA has supported the west London media                  companies in some industries – especially in food
strategy, which aims at growing creative businesses          manufacturing – collaboration and trading between firms
around the BBC and White City and building on the            in the area is limited. There are relatively few developed
legacy of the old Ealing Studios and the wealth of further   networks of firms, and it appears difficult to sustain those
education institutions in Acton and Ealing. The LDA is       that do exist. VAT registrations are high, yet business
also working directly with the seven higher education        survival rates are low, and mechanisms for encouraging
institutions leading the ‘WestFocus’ knowledge-              local entrepreneurship, particularly among women,
exchange and business support strategy. Work in the          disabled people and young black and
film and media sectors will also include support for the     Asian Londoners and those from London’s other minority
hub of Asian-led businesses in Southall.                     ethnic communities, have not proved to be very
The implementation of an SME innovation support
programme in Objective 2 areas (Wembley/Park Royal)          The Park Royal/Wembley programme was launched in
will facilitate and foster relationships between business    September 2003, setting out the LDA ambition to deliver
and higher education to support the commercialisation of     a range of cross-borough and local programmes in
the existing knowledge base. This will involve:              Brent, Ealing and Hammersmith & Fulham. The
                                                             programme seeks to increase the competitiveness of
• providing strategic support for Southall as Europe’s       firms in Park Royal and Wembley, as well as increase
largest Asian shopping centre, and a catalyst for tourism    the employment opportunities for communities across
and creative industries in west London                       the three boroughs.

• supporting sector strategies to build on the White City    Key projects for 2004-2005 are highlighted
development driver, concentrating on media, tourism,         in Table 12.
hospitality and leisure

• supporting local communities in programmes to link
with and share in economic growth at Park Royal, White
City and Wembley.

                                                             London Development Agency Corporate Plan 2004-2007
Table 12: Wembley/Park Royal/White City: major projects for 2004-          The area’s potential for competitiveness is marked
                                                                           by its good geographical location. The target area
Infrastructure and places                                                  has a distinct economy, which in many instances faces
• Wembley Stadium redevelopment and infrastructure improvements            westwards along the Thames Valley, associated with
(support for National Stadium and surrounding development and              high value and knowledge based industries. The area is
                                                                           strategically well located at the heart of the country’s
• Park Royal Wembley Infrastructure Monitoring (technical project          national and international transport infrastructure and
management for infrastructure development) high priority project under     Southall Hayes offers potential to associated industries.
development                                                                However, the area shows evidence of lagging behind the
                                                                           economic performance of the surrounding sub-region.
• SRB ‘Destination Wembley’ (local regeneration and renewal including
infrastructure improvements) £2.2million approved                          Residents experience higher deprivation levels, lower
                                                                           employment rates and generally have poor basic and
People                                                                     employability skills. The high proportion of ethnic
• Refugees into Jobs (Brent, Ealing, Hammersmith and
Fulham re-qualification and job brokerage programme) £0.2million
                                                                           minorities and refugees pose challenges, including
approved                                                                   language and cultural barriers. The area has a low
                                                                           density of businesses, low start up rates and poor
• Central Middlesex Hospital Workforce Development                         provision of suitable business accommodation.
(outreach work, training and job brokerage for local people) £0.2million
                                                                           Transport is congested and links between residential
                                                                           and economic opportunity areas are poor.
• Helping Wembley Work! (intensive employment support for local
deprived communities, including language to work programme)                The programme seeks to draw together existing public
£1.1million approved
                                                                           sector activities to target both the economic need and
• Acton Job Brokerage £0.2million approved                                 opportunity presented by the area. Activity will focus
                                                                           around increasing the density of businesses in the area
• White City Opportunities (local employment and skills programme          through key sector development where growth potential
targeting key local sectors) £1.4million approved
                                                                           is greatest, including the food processing, creative
• STRIVE- Next step: Broadening the Horizon (intensive training and        and cultural industries, environmental technologies
support programme) £0.5million approved                                    and construction.
• SRB ‘White City & Bridging the Divides’ (economic, social and
environmental regeneration programme) £2.1million allocated
                                                                           Key projects for 2004-2005 are highlighted
                                                                           in Table 13.
• SRB ‘Park Royal Connect’ (local training and recruitment programme)
£1million allocated                                                        Table 13: Southall/Hayes major projects for 2004-2005

Knowledge and enterprise                                                   Infrastructure and places
• Fast Track West London (private sector BME led programme linking         • City Growth Strategy implementation
business needs and local people from disadvantaged communities)
£0.2million approved                                                       • Minet Tip Reclamation and Southall Gasworks (support and advice to
                                                                           optimise economic development impact) reviewing feasibility
• White City Opportunities (local employment and skills programme
targeting key local sectors) high priority project under development       • University of Aviation Business (feasibility study for collaboration
                                                                           between local FE and HE institutions with airport employers) reviewing
• Park Royal/Wembley Business & Estates Programme (one-stop shop           feasibility
for business advice) £1.4million approved
West London LDA priority area: Southall/Hayes –                            • Heathrow City Business (package of local business development
                                                                           support) high priority project under development
Heathrow City
                                                                           Knowledge and enterprise
The Heathrow City programme aims to promote the                            • Heathrow City Employment (package of local skills and employment
economic development of 10 wards straddling the                            initiatives) high priority project under development
three local authority districts of Ealing, Hillingdon and

Heathrow, which employs 55,000 people, is forecast to
become even more significant following airport
expansion. The programme will promote opportunities
offered by supply chains, international trading links
and the location of national and international companies.
The three boroughs broadly offer more jobs than
required by residents, but, due to mismatches in skills,
inward commuting and poor radial transport, there is a
disparity between supply and demand. Forecast
increases in higher level occupations will only widen this
                                                                           London Development Agency Corporate Plan 2004-2007
4.4 South London sub-region                                     Drivers for change
                                                                The principal market drivers in south London are:
Context                                                         • good radial connections and orbital links to other
South London comprises six boroughs, Bromley,                   sub-regions/regions
Croydon, Merton, Sutton, Kingston and Richmond. It has
a population of 1.3 million.                                    • cluster of national/international
                                                                business headquarters
South London is a relatively prosperous sub-region, with
lower levels of deprivation, high environmental quality, a      • established retail offers in Kingston, Croydon, Bromley
diverse economy, a major office location in Croydon             and Sutton supported by a network of town centres
town centre and the economic benefits of being relatively
close to Gatwick Airport. The sub-region has strong             • strong market demand for residential development with
radial and orbital linkages to the other areas of Greater       consequential pressure on employment sites
London and to areas south of London. The sub-region
also contains important local economies in services such        • established supply chain networks to central London
as retail, leisure and logistics and in new industrial
sectors.                                                        • strong business focused university at Kingston

South London has experienced strong residential                 • potential for development around Wandle Valley area
development in recent years and it is proposed that by
2016 the sub-region could contain 42,000 additional             • major leisure destination at Chessington.
homes. With respect to jobs, historical trends and              The principal policy drivers in south London are:
current capacity suggest that by 2016, an additional
36,000 jobs could be created.                                   • planned transport improvements including Tramlink
                                                                extensions, Thameslink 2000, CrossRail and extension
For south London the Mayor’s London Plan identifies             of East London Line
one Opportunity Area (Croydon town centre), one Area
for Intensification (South Wimbledon/Collier’s Wood) and        • strong sub-regional partnerships, including public and
ten Strategic Employment Locations. Although Croydon            private sectors
town centre is the sub-region’s only identified
Opportunity Area, it is recognised as London’s largest          • established links with South East regional economic
‘Metropolitan’ centre and one of the capital’s few              partners, including Gatwick Airport.
strategic office centres outside central London. We have
already committed to investing in City Growth Strategies        LDA activity in south London
in the north Croydon area to complement that in                 The LDA’s activity in south London comprises regional
Deptford and other parts of London.                             initiatives, sub-regional specific interventions and local
                                                                investment in priority areas.
Significant transport infrastructure projects are proposed
for south London. These will improve local access to            Over the following pages, we present the LDA’s
town centres and employment locations and will                  activity and investment in south London under the
encourage wider economic investment that will bring             following headings:
benefits to the entire sub-region. South London’s
development opportunities are mostly small scale,               • infrastructure and places – (Crystal Palace, Wandle
compared with other London sub-regions, and are                 Valley/South Wimbledon, town centres)
concentrated in the town centres and along the Wandle
Valley corridor. Nevertheless, south London can make a          • people – skills and employment initiatives for South
considerable contribution to accommodating further              London
economic development, particularly where transport
infrastructure improvements are proposed.                       • knowledge and enterprise – inward investment and
                                                                business support initiatives for south London
Making use of the good regional and inter-regional
transport connections, many businesses in south                 • Wandle Valley/South Wimbledon.
London are in a supply-chain relationship with the
central London economy. This is particularly the case
with businesses in the Wandle Valley. Wandle Valley
has strategic economic importance and is characterised
by a discontinuous chain of older industrial areas and
relatively small industrial sites. Although it is the part of
south London in most need of renewal, taken as a whole
it represents a strategic opportunity for the whole sub-
                                                                London Development Agency Corporate Plan 2004-2007
Infrastructure and places                                       • The future of the Listed sports hall. Previous work has
The LDA will support the work of partners in securing           identified that the building has no future as a sports
modest growth in the sub-region, strengthening its              facility in its current form. Further, it has been
economic base and maximising the impact of                      established that re-engineering it will be vastly more
development on programmes to regenerate                         expensive than the construction of a new facility.
deprived areas.                                                 Thorough study and a strong case will be made before
The LDA’s infrastructure and places priorities will reflect     any application for Listed Building Consent to demolish
those set out in the London Plan, including one                 is submitted.
Opportunity Area (Croydon town centre), one Area for
Intensification (South Wimbledon/Collier’s Wood) and            • How to link these proposals with the wider regeneration
ten Strategic Employment Locations. The LDA will make           and development in the wards surrounding the Park.
a limited financial contribution to programmes in south         Wards to the south and south-east are considered to be
London in this corporate plan period, although the work         particularly in need. The current SRB programme ends
on the sub-regional strategy is likely to identify              imminently. A City Growth Strategy submission based on
programme opportunities for the medium term. The LDA            Crystal Palace was made recently but failed. A strategy
will seek to lend strategic weight to local initiatives where   for the identification of need and the role of the park as a
they contribute to LDA priority objectives.                     catalyst is required prior to reformulating an intervention
a. Crystal Palace Park
Direct LDA programme activity will include intervening in       •The development of appropriate business strategies.
the future development of Crystal Palace to secure its          Suitable bodies need to be established to receive and
future as a strategic sports facility for London and the        operate the National Sports Centre and park upon
UK. Following negotiations between the London                   transfer of the leases. This may require the creation of
Borough of Bromley, Sport England, the Mayor and the            special purpose vehicles, trusts etc. The LDA will
LDA, Sport England has agreed to extend its lease of            participate in the procurement of a new operator for the
the National Sports Centre for a further two years, after       National Sports Centre from the end of September 2004.
which the lease and responsibility will transfer to the
LDA. This means that the athletics running track will be        b. Wandle Valley/South Wimbledon
refurbished in time for the IAAF athletics Grand Prix, a        The Wandle Valley area represents a strategic
key London-hosted international sporting event                  opportunity for the whole sub-region. It is characterised
(particularly important in the run-up to the Olympic Bid        by a discontinuous chain of older industrial areas and
decision). The LDA also has the option to take a transfer       relatively small industrial sites. Traditional manufacturing
of the whole of Crystal Palace Park from the London             remains important but newer industries are emerging,
Borough of Bromley within five years.                           including those related to the media and aviation.
                                                                Improved sub-regional and local transport links could
During 2004-2005, the LDA will have five main areas of          help rejuvenate the area. Collier’s Wood/South
focus for its work on the Crystal Palace Park in five main      Wimbledon is particularly important as an Area for
activities.                                                     Intensification. This contains four major opportunities for
                                                                intensification and brownfield redevelopment – Wandle
•The preparation of a development brief for the Park as a       Valley Sewerage Works, Wimbledon Football Club and
whole. Initially, a development framework will be               dog track sites, Durnsford Road industrial estate, and
prepared for discussion with stakeholders and local             Collier’s Wood itself. There are opportunities to connect
groups. Both need and demand will be identified. The            local communities with the development potential of the
Crystal Palace Dialogue Group has recently agreed a             area to address the surrounding pockets of deprivation.
high level framework within which development might             There is also potential for intensification around
occur. The development brief may include options, but in        Mitcham/Willow Lane and the LDA is working with sub-
any event extensive consultation will be required before        regional partners to bring development of this
a planning application is made.                                 area forward.

• Preparation for the development of a new sports
facility. Some work has been done and cost estimates
made. Key issues to be finalised are the facilities mix,
location and funding. A consequence will be the need to
restore parkland or undertake appropriate development
on the site of redundant facilities. The LDA will lead this
process with stakeholders and local groups.

                                                                London Development Agency Corporate Plan 2004-2007
c. Town centres                                               will enhance the quality of information, guidance and
The town centres across the south sub-region represent        training support given to south London residents.
a valuable regional asset drawing in people from both
within and outside London. The need to reinvest in town       Other initiatives include Kinesis (SME access to skills
centres to maintain their vibrancy and appeal                 development), Roehampton Employment Hub,
is a key issue. A number of projects support this             Mottingham and Cottingham Learning Shops and
work including:                                               Train2Work Eco skills development. Through the SRB,
• Kingston BID (BID) development                              the LDA is supporting ‘From Disadvantage to
                                                              Opportunity in north west Croydon’ (a project targeting
• Sutton town centre/Sutton Partnership feasibility work      support for refugees and asylum seekers in deprived
                                                              wards) for which £1.3 million has been allocated for
• ‘Towards a Thriving Merton’.                                2004-2005.

People                                                        Knowledge and enterprise
The LDA’s approach in south London is very much               The LDA is working to build the innovative capabilities
on an individual borough basis through Local Strategic        of SMEs in south London – and in particular in the
Partnerships (LSPs) and through links with LSC London         Wandle Valley – in the face of strong competition from
South, Jobcentre Plus and the South London                    manufacturers in the Gatwick corridor. This is being
Learning Partnership. Through this partnership approach       achieved through the South London Business Innovation
we have identified some key barriers to employment for        Centre and is likely to include the establishment of
south London residents, including the need for more           a network of support centres.
quality childcare places and basic skills support. In south
London, 16% of residents have entry-level literacy levels     An important part of the innovation potential of this
below the levels expected to be achieved by an                area emanates from the creative sector. The LDA will
11-year-old.                                                  support the development of a Creative Hub that will
                                                              serve businesses in Croydon, Bromley and Crystal
The LDA has been working with DfES Surestart to               Palace in particular. The LDA will continue to support
support additional affordable childcare places across         inward investment and business growth opportunities
London, including support for south London nurseries to       through South London Business.
help parents access the labour market. In Merton, we
have supported 24 additional childcare places through         For more information on any of these projects and
the Lavender Park nursery. In April, we will be               initiatives, please contact us – see Section 9 for details.
supporting an additional 30 childcare places in Sutton at
Carshalton Further Education College. We are also
working with Jobcentre Plus to promote family tax credits
to parents, supporting both sustainability within
employment and pathways back into employment.

Working with LSC London South and South London
Learning Partnership, the LDA is creating a pan London
Basic Skills teacher training and recruitment centre. The
centre will help training providers meet the demand of
their residents to support workforce development and
access to employment. In partnership with LSC London
South, we are also developing a hospitality and tourism
skills and employment programme for London. The
programme will be launched in partnership with LSC
London South in June 2004. Information at the event
will include detailed analysis of the mismatch between
available skills and demand within the sector in the
south London area.

We will be working with partners to develop a framework
around skills and employment for south London that is in
line with the regional FRESA. A number of LDA funded
skills and employment projects in the area will inform
that work – including a Croydon LSP worker to interface
with LDA and develop information on the needs of
communities, a skills audit into the strengths and needs
of the Voluntary Sector, and development of a capacity
building programme to support the Voluntary sector. This
                                                              London Development Agency Corporate Plan 2004-2007
4.5 North London sub-region                                 North London contains three Opportunity Areas (Upper
                                                            Lee Valley, Tottenham Hale and Cricklewood/Brent
Context                                                     Cross), three Areas for Intensification (Mill Hill East,
North London consists of four Boroughs, Barnet, Enfield,    Colindale and Haringey Heartlands/Wood Green) and
Haringey and Waltham Forest. It has a total population      10 Strategic Employment Locations, as set out in the
of 1.1 million.                                             Mayor’s London Plan. The Upper Lee Valley is not only
                                                            an identified Opportunity Area, but is also one of the nine
The north London sub-region is expected to experience       areas identified by the LDA across the capital as
relatively strong growth in population (an estimated        priorities for intervention.
9,300 people a year), but a relatively modest growth in
jobs (an estimated 1,700 jobs a year). With these levels    North London also represents the London section of the
of growth, the sub-region could contain 47,000 additional   London-Stansted-Cambridge corridor identified by
homes and 26,000 new jobs by 2016.                          Government in the Sustainable Communities Plan as a
                                                            key area for development. Under this plan, opportunities
North London has had mixed economic success                 for development and regeneration will be maximised
recently, with some strong jobs growth, notably in          by exploiting the strategic transport links of Stratford
Barnet, but some areas of continued decline and             and Stansted.
deprivation, such as in the Upper Lee Valley and the
industrial areas around the North Circular Road.            The bid for the 2012 Olympic Games is expected to act
                                                            as a valuable catalyst for the regeneration of parts of the
Although the sub-region has the strength of a diverse       sub-region, mainly the Upper Lee Valley. These benefits
population, it also has unemployment at a higher rate       will need to be managed both to maximise their effect
than the London average. Tottenham and Lower                and to ensure their extension into the surrounding areas
Edmonton are two areas where unemployment levels            of the sub-region.
are particularly high. With this in mind, economic
success for North London will only be sustainable if it
brings inclusion and prosperity for all its population.

There are over 42,000 firms based in north London, the
majority of which are SMEs. These companies are of
great importance to the local economy, because there is
a low proportion of private and public limited companies
in the sub-region compared with the London average.

                                                            London Development Agency Corporate Plan 2004-2007
Drivers for change                                           and Cricklewood/Brent Cross), three Areas for
The principal market drivers in north London are:            Intensification (Mill Hill East, Colindale and Haringey
• sectors with strong growth potential, including the        Heartlands/Wood Green) and 10 Strategic Employment
higher value manufacturing sector, creative                  Locations. The London Plan policies complement the
sports/leisure and emerging green industries                 Government’s wider programme under the Sustainable
                                                             Communities Action Plan (SCAP) which identifies the
• markets benefiting from location relative to Stansted,     London-Stansted-Cambridge corridor as a key area for
Stratford and the M25                                        development, the southern end of which lies within the
                                                             north London sub-region.
• good location for transport and logistics companies.
                                                             The LDA will concentrate on:
• availability of land for housing and commercial            •working with strategic partners to develop a longer term
development                                                  investment programme that will mature beyond the
                                                             current corporate plan period
The principal policy drivers in north London are:            • ensuring that the strategic link between the Upper Lee
• potential from forecast growth/development around          and the Lower Lee is properly articulated (and in
London Stansted/Cambridge Corridor                           particular that developments in Waltham Forest are
                                                             properly integrated with Stratford City and the Olympics
• the North London Strategic Alliance Strategy and           proposals)
action plan launched in 2003                                 • supporting business growth, including manufacturing
                                                             and innovation, through brownfield redevelopment
• the Opportunity Area Framework for the                     concentrated on Enfield and the surrounding area
Upper Lee Valley                                             •offering limited support to partners to assist in unlocking
                                                             development potential for housing and employment at
• designation of Mill Hill East, Colindale, Cricklewood,     Brent Cross and Haringey Heartlands
Brent Cross and Haringey Heartlands as                       •working with partners to promote a development
areas of intensification                                     strategy for Tottenham Hale.

• City Growth Strategies for Haringey                        People
                                                             The skills and employment approach in north London
• Middlesex University and potential expansions to           has been developed through partnership between the
Tottenham Hale                                               key agencies involved in the Upper Lee Valley area. This
                                                             approach has enabled a multi-agency Employment,
• the creation of the North London Inward                    Skills and Business programme (ESB programme) to
Investment company                                           begin to be formed for the whole Upper Lee Valley. The
                                                             ESB programme will address the skills needs of key
• Olympics 2012 bid, including business relocation           employment sectors, the transition to work for young
options.                                                     people and the multiple disadvantages faced by
                                                             many adults. The target key employment sectors are
LDA activity in north London                                 health, construction, the creative industries and
The LDA’s activity in north London comprises regional        social enterprises.
initiatives, sub-regional specific interventions and local
investment in priority areas. Over the following pages,      The transition to work element will help young people
we present the LDA’s activity and investment in north        (14-19) achieve a seamless progression from education
London under the following headings:                         to work, building on projects developed by the Education
                                                             Business Partnership consortium. The programme that
• infrastructure and places                                  will support disadvantaged adults (19+) will be built
                                                             around an employment and training framework led by
• people – skills and employment initiatives for north       Urban Futures. This encompasses a wide range of
London                                                       services to address the complex and multiple issues
                                                             faced by adults, including the needs for basic skills,
• knowledge and enterprise – inward investment and           vocational training, job placements and life skills. The
business support initiatives                                 programme will also provide an over-arching framework
                                                             at sub-regional level, linking up all employment and skills
• LDA priority areas – Upper Lee.                            interventions, encompassing such projects as ‘Health
                                                             Ladder to Social Inclusion’.
Infrastructure and places
The development strategy in the north London sub-
region is to support growth proposals reflecting the
priorities set out in the London Plan, including three
Opportunity Areas (Upper Lee Valley, Tottenham Hale
                                                             London Development Agency Corporate Plan 2004-2007
Through the SRB, the LDA is supporting ‘Missing Links’        The LDA aims to help create a thriving economic
(a north London training and employment programme)            corridor in north London, fully exploiting its strategic links
for which £0.5 million has been allocated for 2004-2005,      with other parts of the capital and beyond and
and ‘Putting New Heart Into Grahame Park, Barnet’ (a          characterised by innovation and a wide range of
community capacity building and regeneration scheme)          opportunities for local people and business.
for which £0.4 million has been allocated for 2004-2005.
                                                              Our activity in the Upper Lee is focused on improving the
Knowledge and enterprise                                      business performance and competitiveness of the area.
To promote north London as a business location for            It is a comprehensive and integrated economic
overseas and UK owned companies we will be                    development programme of capital investment,
supporting the development and growth of Invest North         employment support and business growth services that
London, the new inward investment agency for north            are designed to have a major impact on the sub-regional
London.                                                       economy. In doing so, it will also deliver a number of
                                                              benefits that improve the life of many individuals and
There are strong connections between the clothing and         households – particularly in the priority wards of Enfield,
furniture sub-sectors in this area, in City Fringe and in     Haringey and Waltham Forest.
east London. Work will continue to strengthen supply
chains across these and related sectors, including            Key projects for 2004-2005 are highlighted
support for the London Apparel Resource Centre in             in Table 14.
                                                              Table 14: Upper Lee major projects for 2004-2005
                                                              Infrastructure and places
In addition, the LDA will seek to bring further               •Sports Club Orient (Score) Development £0.2million approved
environmental improvements to north London,
particularly in the Upper Lee Valley, where                   •SRB ‘Joining Up Northumberland Park’, Tottenham (Neighbourhood
                                                              management, local regeneration and economic development scheme)
manufacturing competitiveness is undermined by                £0.9million allocated
problems linked to the appearance of run-down estates.
As part of our innovation programme the SME                   •Access Tottenham Hale (infrastructure and physical development
Innovation support programme will run the Objective 2         project) high priority project under development
areas programme (Upper Lee).
                                                              •Bernie Grant Centre (This Centre will deliver dedicated arts,
                                                              education, training and enterprise programmes, targeted at local black
The LDA proposes to have sub-regional ‘locum’ tourism         people in the Haringey area and thus contribute to the much needed
development managers to co-ordinate and implement             physical, social and economic regeneration) £3million approved
the LDA’s sub-regional tourism agenda.
                                                              •Physical development projects to upgrade industrial areas (high
                                                              priority projects under development)
The development of a Creative Hub will serve the whole
of the north London sub-region, in particular it will co-     •Clyde Road Site (initial work to contribute to preparation of masterplan
                                                              for mixed use development) high priority project under development
ordinate the work taking place in Wood Green/Haringey
Heartlands (the Chocolate Factory) and Tottenham (the         People
Bernie Grant Centre).                                         •SRB ‘New Opportunities for Walthamstow’ (local regeneration,
                                                              environmental, employment and community safety programme)
                                                              £1.3million allocated
North London LDA priority area: Upper Lee
The Upper Lee encompasses an area that runs from the          •Upper Lee Valley Skills and Employment (package of local skills and
M25 in the north to Leyton in the south, taking in a 13km     employment support) high priority project under development
corridor of mainly industrial and commercial uses,
                                                              •SRB ‘West Green Learning Neighbourhood’ (Haringey local
bordering onto the Lee Valley Regional Park and its
                                                              neighbourhood renewal) £1.3million allocated
large reservoirs. It cuts through three local authorities –
the London Boroughs of Enfield, Haringey and                  Knowledge and enterprise
Waltham Forest.                                               •Upper Lee Valley Business Development (package of local business
                                                              support) high priority project under development
It has large swathes of brownfield development land
arising from the contraction of London’s manufacturing
base. The Upper Lee Valley boroughs currently have
about 80 large private sector employers that need to be
attracted and to stay in the area.

                                                              London Development Agency Corporate Plan 2004-2007
5. LDA CORPORATE DEVELOPMENT                                                   The LDA is currently moving from start up to consolidation whilst our
                                                                               operating environment continues to change. At the same time, the
This section outlines how we are moving towards consolidation from             skills of our staff are evolving to respond to the lead role identified by
our start-up phase. In particular, it highlights our programme for             Government for the RDAs, including, most recently, the lead on
improving our delivery and becoming a more effective player in                 business support.
London’s economic development.                                                 We have organised our teams and set budgets in close alignment with
                                                                               the Mayor’s draft Economic Development Strategy, enabling us to
                                                                               implement its priorities for London’s economic development. Table 15
                                                                               outlines our new executive structure and the activities to be led within
                                                                               each of our three directorates. Section 9 provides more detail on who
                                                                               to contact on specific issues.

Table 15: LDA executive structure

Chief Executive’s Office (Manny Lewis – CEO) strategy, policy and corporate planning, Mayor and Government relations, communications, marketing
and promotion of London, international initiatives

Directorate                  Business & Skills                  Regeneration and Development        Resources and Equality

Executive                    Dr. Marc Stephens                  Tony Winterbottom                   Helen Hughes

Responsible                  Skills and Employment:             Regeneration:                       Equality & Diversity
for:                         Pathways to work                   Regeneration policy
                             Childcare                                                              Finance/programme
                             Workforce development skills       Inner London                        reporting
                             Employment policy.
                                                                Outer London                        Information and
                             Business Development:                                                  Knowledge Management
                             Enterprise support                 Thames Gateway
                                                                                                    Human Resources &
                             Inward investment and              Development                         Development
                             business retention                 Development policy
                                                                                                    Corporate Services
                             Business growth and finance        Sustainable development
                                                                                                    Law, Governance and
                             Business policy and economics      Thames Gateway projects             Procurement

                             Sector Development:                Rest of London projects
                             Production (including food)
                                                                Olympic Bid
                                                                Finance and asset management
                             Creative industries



                             Life sciences

                                                                               London Development Agency Corporate Plan 2004-2007
We have recently completed a self-assessment of our                             • re-aligning our organisational structure to the themes of
performance as part of an Audit Commission appraisal                            the Economic Development Strategy (see Section 9)
system. The independent findings of our peers included                          • improving our risk management, commissioning and
many positive comments on the expertise of our staff,                           appraisal processes (Section 6)
some major areas of our work to date and the                                    • reviewing our delegation levels to improve decision-
tremendous potential we have to lead London’s                                   response times
economic development. The foundations we laid in our                            • reviewing our procurement procedures to make them
early years, together with our current reviews of systems                       faster and simpler
and processes, embedded within a new LDA culture, are                           • starting a comprehensive engagement strategy so that
all set to deliver further improvements in performance.                         we listen to and understand our stakeholders better
We are aware that we need to improve in three critical                          • setting new standards of ‘customer care’, with
areas (prioritisation, stakeholder relations and people,                        response times being a maximum of 10 working days for
systems and processes) with communication running                               replying to a letter (or e-mail) and answering our
through all of them and therefore forming a fourth strand.                      telephones within six rings
We have put in place a programme of change designed                             • starting to scope our Best Value Reviews of
to improve the way in which we do business and to                               Communication and HR – two key areas for
achieve even better results. So that everyone can                               development over the next year
recognise that these changes are interlinked and all                            • launching a culture change and leadership
contribute to our overall aim of improving our                                  management programme for staff
performance, we have named the programme ‘Inspire’.                             • continuing to develop our Charter Partner programme,
The main actions are set out in Table 16, with further                          which brings together key regional delivery partners and
details contained in our Best Value Performance                                 stakeholders – representing the full range of public,
Improvement Plan (Appendix 1).                                                  private and voluntary sector partners – to inform our own
We have already started many aspects of this process of                         strategy and corporate planning and also to engage in
change – with some of the most visible being:                                   joint business planning.

Table 16: Main actions of the LDA’s INSPIRE programme of change

Key Area for                Objective                                                       Actions

Prioritisation              1. To communicate clearly what business we                      • decide priorities
                            are in, what we do, what we do not and why                      • improve communications and revise our
                            (by reference to the EDS action plan and Corporate Plan).       Communications Strategy
                                                                                            Best Value Review (BVR) 2004-2005.
                            2. To improve regional planning and working
                            with partners, and design programmes based                      • develop explicit risk-adjusted rate of return on
                            on impact and value for money.                                  investment using output measures

                            3. To develop a single culture and set of values.               • develop evaluation to identify what works and why
                                                                                            as a guide to future investment
                            4. To mainstream the Mayoral cross-cutting
                            themes in policy development and implementation.                • develop sub-regional economic strategies

                                                                                            • agree regional targets (from the EDS)

                                                                                            • mainstream cross cutting themes – to be developed
                                                                                            (three year action plans from all three cross-cutting

Stakeholder Relations       5. To design programmes with partners to                        • revise consultation framework to improve outreach
& Participation             increase engagement.                                            • increase the scale of our activity (without excluding
                                                                                            smaller partner organisations)

                                                                                            • engage our partners to encourage them to participate
                                                                                            in our work
                                                                                            • develop and embed customer standards
                                                                                            • simplify, increase transparency and openness in our
                                                                                            ways of working
                                                                                            • enhance and embed a stakeholder engagement

People, Systems             6. To match the LDA’s capacity to our business                  • develop systems to match our priorities and culture
& processes                 needs and reduce turnover.                                      • improve management leadership skills

                            7. To ensure that all our systems are fit for purpose           • develop an HR strategy (BVR 2004-2005)
                                                                                            • refocus staff development programmes to address
                                                                                            key gaps
                                                                                            • embed work-life balance policies and systems.

                                                                                London Development Agency Corporate Plan 2004-2007
6. HOW TO WORK WITH US                                     6.1 Our corporate planning
                                                           and budgeting process
Stakeholder engagement is a central part of our
programme for improving delivery and overall               Our Corporate Plan flows directly from the Economic
performance. We have therefore reviewed how we work        Development Strategy and is the LDA’s business plan
with our partners and the approach outlined here           for implementing our contribution to the Strategy’s
clarifies the two ways of ‘doing business’ with the LDA.   objectives.
This replaces the LDA’s Commissioning Framework and
refines our project appraisal system, strengthening, in    The formal planning and budgeting cycle each year is
particular, our approach to and the management of risk.    set out in the GLA Act. Partners can participate in the
It will enable us to focus more positively on our          preparation of next year’s Corporate Plan at key stages
contribution to implementing the objectives in the         highlighted in the calendar on page 70.
Economic Development Strategy, strengthen cross
agency working and encourage greater participation of      6.2 From organising principles to an integrated approach
our partners in the development of policy and the design   to investment
and delivery of programmes. We also hope it will make it
simpler for you to work with us.                           In recent years, the LDA has invested its Single
                                                           Programme according to three organising principles –
                                                           Area Interventions, Sector Strategies and Regional
                                                           Priorities. In response to feedback from partners, we
                                                           have recently reviewed this system and adopted a new,
                                                           integrated investment approach. Commitments under
                                                           the SRB and LDA2 programmes will remain unaffected.

                                                           This Corporate Plan, as detailed in the preceding
                                                           sections, sets out our ongoing commitments and our
                                                           strategic priorities for the next three years. In addition to
                                                           our corporate development priorities, our priorities are
                                                           structured around the four investment themes from the
                                                           Mayor’s Economic Development Strategy and target
                                                           outputs and outcomes have been developed
                                                           (Section 8). Subject to budget availability, we will support
                                                           well-designed projects that demonstrate their ability to
                                                           deliver these outputs and outcomes and value for
                                                           money. We will do this in two main ways:

                                                           • LDA led investment

                                                           • competitive bidding.

                                                           For both routes we either enter into formal delivery
                                                           contracts or provide funding defined legally as a ‘grant’
                                                           which set out the outcomes expected from the project.

                                                           London Development Agency Corporate Plan 2004-2007
Preparation of 2005-2008 London Development Agency Corporate Plan

Apr            May/Jun              July              Aug   Sept              Oct                Nov              Dec/Jan               Feb             Mar

Mayor’s        Partners             Mayor                   LDA prepares      Mayoral response   Revised draft    London                LDA Board       Secretary
Economic       contribution to      (and DTI)               draft Corporate   followed by        LDA Corporate    Assembly and          and Mayor       of State
Development    development of       ssue formal             Plan 2005-2008    partner and        Plan submitted   public consultation   approve final   approves
Strategy       three year           RDA corporate           for submission    stakeholder        to Mayor         on Mayor’s            LDA budget      LDA targets
consultation   Corporate            plan and budget         to the LDA        consultation on                     consolidated          and Corporate
period ends.   lan 2005-2008        guidance for            Board and         LDA Corporate                       budget                Plan            LDA
               (In 2004 this will   2005-2008               Mayor             Plan 2005-2008                                                            publishes
               be focused on                                                                                                                            2005-2008
               agreeing                                                                                                                                 Corporate
               implementation                                                                                                                           Plan
               of the EDS action
               plan following
               its consultation

               LDA publishes
               Plan 2004-2007

                                                                                                          London Development Agency Corporate Plan 2004-2007
6.3 LDA led investment                                          6.5 Project selection
                                                                The LDA has undertaken a major review of how we
We will invest our funds in activities that are consistent      appraise and select projects. Our new processes are
with our priorities, offer significant impact in regeneration   being piloted throughout April 2004 and we aim they will
terms and deliver a positive return on investment. We           be fully operational in the early summer. We are
are clear about what we want, but our objectives can            committed to continuous improvement and we hope that
frequently be achieved in many different ways. We will          partners will find these new processes clearer and more
therefore consider the best ways of delivering the              helpful.
desired results on a case-by-case basis using options
appraisal. Some projects will be solely directed and            The new project appraisal process has a gateway
controlled by the LDA. In others, we will contract with         approach, which involves an initial examination of a
one or more partners to deliver agreed outputs and              proposition to assess how well it fits with the LDA’s
outcomes. Where appropriate, we may develop or                  remit, objectives and priorities. An initial risk assessment
encourage others to develop joint funding consortia with        will also be undertaken at this stage. Only projects that
other investors.                                                are successful in meeting our requirements at this first
                                                                stage of the appraisal process will proceed to full
We recognise that we do not have a monopoly on good             appraisal. This approach ensures that neither partners
ideas; and we are open to suggestions from groups,              nor the LDA spend time and resources developing
organisations and consortia from the public, private,           projects that are unlikely to secure LDA funding.
voluntary and community sectors about how best to               Full appraisal will include an assessment of impact
deliver any of our priorities. We are committed to              against our cross-cutting themes, which will form a major
broadening our pool of supply-side partners and, in             factor in our investment decision. We will provide a
particular, we want to increase the capacity of voluntary       reasoned decision on unsuccessful proposals and we
sector partners to work with us as delivery bodies. We          will respond to partners as quickly as possible.
can give no guarantees, as funding available to support
speculative proposals is very limited, but we will consider     6.6 Understanding and managing risk
all propositions put to us. Projects that do not fit closely    The nature of LDA investment is to support regeneration
with our strategic priorities will be rejected, but those       initiatives across London that would not otherwise take
with significant potential will be considered further in line   place. This means that most of our investments are, by
with our new appraisal process. A project proposal form         definition, high risk. These risks are not only financial,
is available on the LDA’s website ( We          but can also relate to project delivery and to partnership
are now starting the 2005-2008 corporate planning               working.
process and we are keen to hear your ideas.
                                                                It is imperative that the LDA does not waste funds by
6.4 Competitive bidding rounds                                  committing to projects that are unrealistic or are not in
                                                                a position to deliver their stated objectives. We
We will establish an investment fund for funding rounds         acknowledge that perceptions of such risks can be
in support of specific LDA objectives. Given existing           wrong, which has the effect of narrowing our supplier
commitments, this pot will be relatively small in 2004-         base. But by adopting an explicit approach to the
2005. However, we will issue calls for applications,            identification and management of risk, we aim to deal
inviting partners to propose initiatives with defined           with all partners fairly. Our revised appraisal process for
outputs and outcomes in support of specific themes,             projects (whether the proposal is led by the LDA or by
sectors or areas. We will publish guidance for potential        partners) will focus on the risks specifically associated
applicants for each bidding round and we will run pre-          with the proposal.
submission induction sessions to explain the process,
timescales and requirements.                                    The LDA recognises that many innovative regeneration
                                                                initiatives have inherent risks and we are committed to
                                                                an explicit and robust approach to risk management.
                                                                This approach covers the activities involved in the
                                                                planning, controlling and monitoring of projects and will
                                                                address identified threats and problems in order to
                                                                maximise the likelihood of the project achieving its stated
                                                                objectives. We propose to work closely with partners in
                                                                addressing issues of risk for our mutual benefit. Further
                                                                detail on the LDA’s approach to risk can be found in our
                                                                Corporate Risk Strategy.

                                                                London Development Agency Corporate Plan 2004-2007
6.7 Our commitment to partners                               by direct mail and on the LDA website. We are in the
We are committed to working with partners in a               process of developing an information resource for
constructive, transparent and supportive way. We have        partners on our website that includes details of funded
established a support programme to help groups and           organisations, opportunities for accessing funding
organisations seeking LDA funding not only to                (including details of competitive bidding rounds as they
understand our strategy, our structures and our              arise) and the application process. Application forms and
processes but also to build their capacity if necessary.     detailed guidance will also be available.
We will run partner briefing seminars and information
sessions on a regular basis and these will be advertised

Table 17: Working with our partners

LDA-led investment

What this means                                              Partners can work with us by

Most of the LDA’s investment and activities will fall into   • shaping the Mayor’s Economic Development
this category.                                               Strategy and setting London’s long term priorities
                                                             and target outcomes
We will lead the development of programmes and
projects in line with the Economic Development Strategy      • influencing the LDA’s Corporate Plan through the
and the action plans described in this Corporate Plan.       consultation processes

This will include the LDA playing a leading role in:         • reflecting these priorities in your own business planning
                                                             and project development
• major regional and sub-regional projects such
as Wembley Stadium redevelopment, supporting                 • contributing ideas and knowledge to the development
London’s Olympics bid, Crystal Palace Park, working          of sub-regional economic development strategies
with the Mayor and Visit London
to promote London tourism and championing                    • participating in regional strategy development,
a London-wide employment anti-discrimination                 including through commissions, boards and
campaign                                                     working groups

• priority area and sector programmes                        • contributing to the development of masterplans
(to be developed into sub-regional plans)                    so that they represent the widest views of local people
                                                             and businesses,
• strategic acquisitions
                                                             • responding to invitations to tender to deliver project
• improving the regional intelligence base for economic      specifications – listed on LDA website and advertised in
development (including working with GLA Economics,           press
developing regional strategies, establishing a Regional
Centre of Excellence for Urban Regeneration and              • making proposals to us on the ways in which the EDS
working with sub-regional partnerships to cascade the        objectives can be delivered at an effective scale and
regional Economic Development Strategy into sub-             working up detailed outcome-focused plans that can be
regional economic development strategies).                   tendered for either your organisation or others
                                                             to deliver

                                                             • becoming joint venture partners.

                                                             London Development Agency Corporate Plan 2004-2007
Table 17: Working with our partners cont.

Competitive Bidding Rounds

What this means                                              Partners can work with us by

In 2004-2005, subject to funding availability, we will run   • suggesting themes for bidding rounds
at least one competitive bidding round. In future years,
we plan to run additional rounds.                            • submitting proposals to the bidding rounds once details
                                                             are published (either alone or as part of a consortium).
These bidding rounds will have specific investment
criteria. Currently under consideration for 2004-2005 are
the following: specialist workspace for black and Asian
Londoners and those from London's other minority
ethnic communities, projects targeting disabled
Londoners to help them access employment and/or
business opportunities and sector specific
skills programmes.

The bidding guidance will make it clear what we are
looking for and whether there are any preconditions such
as the size of project or its geographical area
or the type, match funding criteria and requirements to
encourage a consortia approach to delivery.

                                                             London Development Agency Corporate Plan 2004-2007
7. Finance and asset management strategy

7.1 How the LDA is funded
The LDA is funded by central Government through the
Mayor. Our core funding is administered in grant form by
GoL on behalf of the DTI, the Government’s sponsoring
department for all nine of the English RDAs.

7.2 LDA ‘legacy’ commitments
When the LDA was established in July 2000, we
inherited substantial financial commitments for ‘legacy
schemes’ – principally London’s Single Regeneration
Budget and English Partnerships’ London regional land
and property programme – stretching up to seven years
the future.
The chart below illustrates this transition from ‘legacy’
to new ‘Single Programme’ funded activity.
Since then, these legacy commitments have begun
to decline year on year and are being replaced by our
‘Single Programme’ investments, which directly
reflect the LDA’s statutory purposes, strategic
objectives and priorities.

                                                            London Development Agency Corporate Plan 2004-2007
7.3 Current investment pipeline                              As Figure 2 shows, the total of approved and planned
                                                             projects for 2004-2005 exceeds our available investment
The LDA total grant income for 2004-2005 is £343             budget. In practice, some of these projects may be
million, of which £325 million is allocated for programme    delayed or fall through, so we adopt an ‘over-
investment (including £10 million for programme delivery     programming’ approach to ensure full spend. The LDA
staff and office costs) and £18 million for Policy &         will have greater financial flexibility to consider new
Programme Support, which are the core running costs of       investment priorities from 2005-2006 onwards.
the LDA.
                                                             Whilst the Executive Director, Resources and Equality,
The expected headline grant income budgets for               has oversight of the entire programme and its
2005-2006 and 2006-2007 are £363 million and £362            performance reporting to the Board and the GLA, for
million respectively.                                        day-to-day management purposes, we allocate budgets
                                                             to each of our directorates and teams. The Executive
Through its work with partners, the LDA has a well           Director for each directorate sets an investment
developed delivery programme, described in earlier           allocation for each of the programmes and sub-
sections of this Corporate Plan. Overall, the level of       programmes for which they are responsible. Each of
demand for LDA interventions exceeds the level of            these investment allocations has annual ‘Tier 3’ output
resources available and the key management task is to        targets attached (see Section 8).
identify priorities, make choices, adjust the timing and
phasing of investments and secure additional or              Each directorate will manage its own pipeline of projects
alternative funding wherever possible in order to            in order to ensure that resources are spent as forecast
optimise the overall contribution of the LDA’s activity to   and that Tier 3 Outputs are generated. Managing
London’s economic development.                               over-programming will mean that the Executive Director
                                                             may make changes to the programme allocations during
As explained in Section 6, the LDA appraises all its         the year, increasing some and decreasing others in
proposed investments prior to approval. Figure 2 shows       response to programme performance.
the volume of ‘approved’ projects that we currently have
as a proportion of our total budget for the 2004-2007
planning period.
                                                             7.4 LDA programme budgets
                                                             Table 18 sets out the programme investment budgets
                                                             that have been allocated to the LDA’s directorates for
                                                             financial year 2004-2005 and the planned allocations for
                                                             financial year 2005-2006 and financial year 2006-2007
                                                             (excluding core running costs and programme support
                                                             recharges). The planned expenditure is not an approved
                                                             amount and all projects will be appraised for their return
                                                             on investment in accordance with the new process
                                                             described in Section 6.

                                                             London Development Agency Corporate Plan 2004-2007
7.5 Managing our physical assets                                 Forward strategy
In the course of its physical development work, the LDA          The LDA will continue to acquire land assets where this
acquires and disposes of land and property assets. They          will contribute to the delivery of our strategic objectives –
are used to facilitate the delivery of the LDA’s economic        in particular to support the priorities set out in the
development and regeneration work – predominantly in             investment plans for our area interventions and sectoral
the Lee Valley and wider Thames Gateway. As a result,            strategies. In 2004-2007, much of our new acquisition
the LDA is a major development land owner.                       activity will continue to be in support of London’s bid to
As at 1 March 2004, our land and property portfolio was          host the 2012 Olympic Games. We will continue to
as follows:                                                      acquire strategic land assets in the Olympic zone and
                                                                 will be working up key relocation strategies to meet the
London Riverside 112 hectares           (277 acres)              tight timetables set.
Lower Lee (Royal Docks)                 156.8 hectares           (387.6 acres)
Upper Lee         21.3 hectares         (52.6 acres)             Use of LDA Compulsory Purchase Order
Woolwich          45.4 hectares         (112.2 acres)            (CPO) powers
Total             335.5 hectares        (829.4 acres)2           Our Board has adopted a clear policy that sets the
                                                                 framework for the use of our compulsory purchase order
Our estate management policy is to safeguard and                 (CPO) powers. In summary, we will be prepared to
protect these property interests, whilst making sure that        exercise our CPO powers as a last resort where these
sites and properties are available to deliver our strategic      are necessary to ensure the acquisition of key sites
objectives. To ensure that management of our                     identified on the basis of the LDA’s Economic
geographically diverse estate is efficient and effective we      Development Strategy, Corporate Plan and detailed
have outsourced some services for specific areas of our          investment plans. This will also include our role in the
portfolio. This has included bringing in specialist              facilitation of housing development.
consultants to manage our land holdings in the London
Riverside and Royal Docks areas. We intend to continue           To date, the LDA has served two CPO orders, both
to use outsourcing to make the best use of our internal          during 2003-2004. The first is for Chequers Corner,
expertise and resources.                                         Dagenham (served on 14 October 2003) and the second
                                                                 for High Road Wembley/South Way Wembley (served
Once sites have been acquired they will usually only be          on 23 February 2004). During 2004-2005 we will follow
developed after an appropriate masterplan is in place,           through on these processes.
any remediation work has been carried out and the
necessary infrastructure is ready. Consequently, sites           Asset disposals and capital receipts
can be held vacant for long periods. In this context, a          We adopt the most appropriate mechanism for disposing
key responsibility for the Estates Management team is to         of our development assets to ensure effective
maximise the opportunities for short-term income                 regeneration and economic development, in line with our
generation while the sites await development.                    strategic objectives. We are under a legal obligation to
                                                                 obtain best consideration for all our disposals and take
In relation to the Royal Docks holdings, we have set up a        external advice to ensure that this is the case.
specialist company to manage the particular issues
arising from our ownership of the water areas and dock           Sustainability, biodiversity and urban design
walls. Given the on-going disposal of long leaseholds in         We seeking to ensure that our objectives e.g. to secure
the Docks, we have transferred shares in the                     positive outcomes as regards health, sustainability,
Management Company (RoDMA) to incoming tenants to                biodiversity, equality and design – are, wherever
ensure that the ongoing liability passes to the occupiers        possible, built into the contractual terms of development
and liabilities falling on the LDA are minimised over the        agreements, as well as being delivered through our own
long term.                                                       development projects.

                                                                 To assist this process, we work with specialist bodies
                                                                 such as English Nature, the GLA’s Biodiversity Team,
                                                                 The Architecture and Urbanism Unit, English Heritage
                                                                 and the Commission for Architecture and the Built
                                                                 Environment (CABE), to develop best practice models.

2 Figures rounded. Much of this is subject to long leaseholds in which case there are minimal continuing obligations on
the LDA. Potential indirect interests exist through property-based projects funded by the LDA in the form of residual
interests reverting to the LDA contingent on certain specific events.

                                                                 London Development Agency Corporate Plan 2004-2007
                                                                  The LDA is accountable for its performance to the Mayor
This section outlines our annual programme targets for            and the DTI and has agreed a framework of
2004-2005 and the new regionally-based target                     performance targets to monitor its direct performance.
framework due to take effect next April. Corporate health         This framework will change from 2005, when our targets
targets are set out in our Best Value Performance                 will be more closely aligned to the regional outcomes
Improvement Plan (Appendix 1)                                     expressed in the Mayor’s Economic Development
The consultation on the Mayor’s Economic Development              Strategy and will contribute to a more regionally-specific
Strategy for London and new target proposals represent            set of Public Service Agreement targets for government
a major opportunity to develop regional outcomes-                 departments and will be a better indication of our impact.
focused targets around which we can collaborate with              Until then, our performance target framework currently
our partners in the delivery of the Strategy and the              comprises three tiers:
Mayor’s Vision for London.

Tier 1 – Long term strategic objectives:
• economic growth
• knowledge and learning
• diversity, inclusion and renewal
• sustainable development.

Tier 2 – Medium term macro economic ‘outcome’ indicators for London:
• sustainable economic performance e.g. growth in work-based gross value added (GVA) per capita per annum
• employment e.g. the increase in International Labour Organisation (ILO) employment rate
• productivity e.g. the increase in GVA per hour worked
• enterprise e.g. the increase in VAT registrations in the 20% most deprived wards
• investment e.g. the number of jobs created and secured through inward investment
• skills e.g. increasing the number of 19-year-olds achieving at least NVQ Level 2
• innovation e.g. the value of R&D spend by sector
• regeneration e.g. the proportion of households below average income
• urban e.g. as a proxy of urban demand and vibrancy: retail vacancy levels as a proportion of total retail stock, housing
over the economic cycles at an average rate of 23,000 net new homes per annum with a minimum
of 10,000 being affordable
• physical development e.g. reclamation and re-use of brownfield land
• strategic added value e.g. the proportion of public sector economic development investment aligned
to these Tier 2 outcomes and the Mayor’s Economic Development Strategy
• equality and diversity e.g. equality and diversity outcomes within each of these Tier 2 indicators
• development of social enterprises e.g. access to finance for social enterprise
• green economy e.g. the ratio of London’s gross domestic product (GDP) to carbon emissions.

Tier 3 – Annual delivery outputs for the LDA:
infrastructure and places
• brownfield land remediated
• housing units
• workspace.

• jobs created/safeguarded
• learning opportunities
• people into jobs
• childcare places.

knowledge and enterprise:
• businesses created/attracted
• business interventions
• private sector investment.

                                                                  London Development Agency Corporate Plan 2004-2007
Pending the agreement of our new outcomes-focused             • As a measure of our influence, we have maintained our
targets from 2005, the existing Tier 3 annual targets         overall target to lever £250 million of private investment
apply for 2004-2005 and are presented in Table 19 .           to make our own funds go further.
These have been prepared in the light of our programme
plans for 2004-2005, our experience in 2003-2004 and          • We have increased our target for black and Asian
figures reported by our partners. There are a number of       Londoners and those from London’s other minority
changes from last year’s targets.                             ethnic communities from 29% to 40% against the output
                                                              indicators of people accessing jobs and learning
• We are the only RDA that has set a target for childcare.    opportunities. Targets for 2004-2005 have also been set
This is particularly critical in London, where our research   to reflect the specific diversity at local area level. They
has demonstrated that the high costs of childcare act as      will be included in our sub-regional economic
a greater barrier to labour market participation than in      frameworks as these are developed during the next
other regions. We aim to create 800 places.                   year. The difficulty of monitoring jobs created against
                                                              ethnicity has led us to agree with the Mayor to focus
• Based on our achievement in 2003-2004 and our               instead on our other targets – especially that of people
increasing focus on employment, we have increased by          accessing employment.
more than half the number of jobs to be created or
safeguarded directly by our activity – from 8,000 to          • We have reduced the target for women-owned
12,500. At the same time, we have set a further target of     businesses created/attracted and business support
8,000 for activity which results in people accessing jobs.    activity from 33% to 15%, reflecting better knowledge on
                                                              the number of women owned businesses based on the
• Our achievements in 2003-2004 have allowed us to            London Annual
increase our target for learning opportunities by over        Business Survey.
60% from last year’s target, to 30,000.
                                                              • We have maintained our target for disabled people
• In support of the Mayor’s London Plan, we have              benefiting from our programmes (at 10% for learning
maintained our target of facilitating the creation of 1,500   opportunities and people accessing jobs and 5% for our
housing units in 2004-2005 and have increased our             business activity) and aim to develop specific projects to
target for remediating brownfield land to 50 hectares.        ensure that these targets are achieved. It is intended to
                                                              increase our targets over time to build on future success.
• Consistent with our increasing emphasis on business-
facing activity – and in line with our forecast last year –
we aim to create 150,000m2 of employment space for
London’s businesses and increase our target for the
creation and attraction of businesses to 1,500 (from our
target of 900 for 2003-2004). To help businesses survive
and grow, we will continue to provide 15,000 business
advice interventions – working closely with Business
Link and the private sector.

                                                              London Development Agency Corporate Plan 2004-2007
Table 19: LDA performance targets 2004-2005 (Tier 3 Outputs)

                                                                                            Directorate Targets                                          LDA Equality Targets

Tier 3 Indicator and Summary Definition                                   LDA Total     Business             Regeneration       CEO,          Of which          Of which        Of which
                                                                          Target        & Skills             & Development      Resources     BME               Women           Disabled
                                                                          2004-2005     Directorate          Directorate        & Equality    (%)               (%)             (%)

Investment in Infrastructure and Places

Brownfield Land Remediated (Hectares). Land which is                      50 Hectares   0                    50                 0
or was occupied by a permanent structure and associated
fixed surface infrastructure in both built up and rural setting
that is made fit for use by removing physical constraints to
development or improving the land for another use.

Workspace (m2). Square metres of net lettable business space              150,000       20,000               130,000            0
where some form of LDA support has been necessary.
Ancillary areas (stairways, hallways, entrance areas etc.)
are excluded.

Housing Units Facilitated. Where the LDA can demonstrate                  1,500         0                    1,500              0
as far as possible that without its intervention, housing units
would have not otherwise been forthcoming, available for use
or significantly improved. A unit includes new build and conversion.

Investment in People
Jobs Created or Safeguarded. New jobs that have a life                    12,500*       6,000*               6,500              0
expectancy of at least 12 months and are full time
(based on a 30 hour week). Part time jobs can be counted
in part. Certain exclusions apply. Safeguarded jobs counted
on same basis where job would have been lost within one
year if the project did not go ahead.
* of which 2,000 Inward Investment and 700 RSA

People into Jobs. Interventions, excluding learning opportunities,        8,000         300                  7,700              0             40%               50%             5%
which demonstrably lead to the accessing of employment or career
progression where employment is over 16 hours a week
for at least 13 weeks.

Learning Opportunities. Direct action from the LDA to provide             30,000        23,000               6,000              1,000         40%               50%             10%
training places which are counted where an individual person
engages in learning for 40 or more hours, spread over a maximum
of a one-year period.

Childcare Places. Direct action from the LDA to increase and sustain      800                                800                0             0
the number of childcare places, direct to individuals or through
employers/providers or to support capital investments in developing
childcare spaces. A Childcare place is where revenue investment
has provided an additional place for a child for a minimum of one year.
In the case of capital investment the number of childcare spaces
provided in the first year of investment will be counted.

                                                                                                                             London Development Agency Corporate Plan 2004-2007
Investment in Knowledge and Enterprise
Businesses Created/Attracted/Retained/Expanded. New businesses             1,500*   800     690        10            29%          15%        5%
starting full time operation within the region and sustained
for 12 months or business retained within the region as a result
of direct activity. Expansion refers to an increase in the workforce
of at least 5%.
* of which 50 Inward Investment

Business Interventions. The provision of non-financial support             15,000   5,000   7,000      3,000         29%          15%        5%
to businesses e.g. advice sessions or consultancy.

Private Sector Investment Stimulated in 20% most deprived                  250*             75         150           25
wards (£ million). Contributions in cash or kind from the private
sector that are secured as a direct result of LDA investment
into wards within the bottom 20% of the Indices of Multiple Deprivation.
* of which 2.4 million form RSA

                                                                                                    London Development Agency Corporate Plan 2004-2007

This section is designed to make it easier for people to
contact and work with us. All publications and
information are available in alternative formats
on request.

Via our website: and select the contact
us button

By post:
London Development Agency, Devon House, 58-60 St
Katharine’s Way, London, E1W 1JX

By telephone:
020 7954 4500 for our enquiries line
020 7954 + the four digit extension number for individual
members of staff listed overleaf
By e-mail:

                                                            London Development Agency Corporate Plan 2004-2007
Figure 3, our structure chart, shows how the LDA is
organised and provides key contact names. Other team
contacts are given below:

CEO’s Office                                           Resources and Equality
CEO’s Office                           4533            Law and Governance                 4524
Media Enquiries                        4552/4682       Finance                            4575
Publications                           4679            Payables and receivables           4550
Strategy                               4685            Equalities                         4579
Corporate Planning                     4654            HR management                      4160
London Promotion                       4083            IT                                 4526
International Intiatives               4627            Knowledge management               4634
                                                       Programme office                   4528
Skills and Employment                                  Facilities management              4562
Childcare and pathways to jobs         4607            Business Manager                   4188
Workforce development                  4591
Skills and employment policy           4609            Business and enterprise support
Business Manager                       4188            Enterprise support                 4726
                                                       Inward investment and
Business sectors                                       business retention                 4726
Innovation and technology               4715           Business growth and finance        4726
Creative industries                     4171           Business policy and economics      4726
Tourism                                 4558           Business Manager                   4188
Production and environmental industries 4242
Business Manager                        4188           Regeneration
                                                       Regeneration policy                4091
Development                                            Inner London regeneration          4187
Development policy                     4137            Outer London regeneration          4091
Development finance                                    Thames Gateway regeneration        4637
and asset management                   4576            Business Manager                   4188
Thames Gateway projects                4504
Rest of London projects                4543
Asset Management                       4576
Business Manager                       4188

                                                       London Development Agency Corporate Plan 2004-2007
LDA Structure Chart

                                                                             Honor Chapman, CBE

                               Executive Assistant tbc                                                                          Personal Assistant Ian McBride 4615

                                                                       Chief Executive Manny Lewis 4606

                    Personal Assistant Lindsay Blake 4617                                                                       Personal Assistant Sally Dagli 4606

        Director of                    Director of London                Director of Strategy              Executive Director               Executive Director                   Executive Director
  Communications (interim)          Promotion & Int’l Initiatives       & Corporate Planning               Business & Skills            Regeneration & Development             Resources & Equality
    Chris Walker 4702                   Greg Clark 4604                          tbc                      Marc Stephens 4156              Tony Winterbottom 4548                Helen Hughes 4567

       Head of Media                   Head of Promotion               Head of Executive Office           Business Manager                   Business Manager                   Business Manager
       Jane Ball 4552                      & Investment                 Orin Alexander 4533               David Adam 4188                   Isobel Leaviss 4188                 Claire Belgard 4188
                                       Kirstie Bennett 4083

 Head of Marketing (interim)      Head of International Initiatives       Head of Strategy          Director of Skills & Employment       Director of Regeneration              Director of Finance
    Gaby Weidlich 4212               Patrick McVeigh 4604                 Erika Lewis 4685                Maxine Jones 4640                Claudette Forbes 4208                Jonathan Kalemera

Head of Government Relations                                          Head of Corporate Planning    Director of Sector Development       Director of Special Projects         Head of Info, Systems
   Claire McMaster 4612                                                 & Performance Review                      tbc                                 tbc                  & Knowledge Management
                                                                         Isabelle Wragg 4654                                                                                           tbc

                                                                                                   Director of Business Development       Director of Development                 Head of HRD
                                                                                                        Melbourne Barrett 4726             Gareth Blacker 4561                 & Corporate Services
                                                                                                                                                                                Simon Fuchs 4160

                                                                                                                                         Head of Asset Management        Director of Law, Governance
                                                                                                                                            Guy Thornett 4576                     & Procurement
                                                                                                                                                                               Thelma Stober 4524

                                                                                                                                                                        Director of Equality & Diversity

                                                                                                                                                                   Head of Programme Performance
                                                                                                                                                                               Sam Jones 4620

                                                                                                                             London Development Agency Corporate Plan 2004-2007
APPENDIX 1: GLOSSARY                                          BLFL: Business Link for London.
                                                              Brownfield land: Both land and premises are included in
ACBN: Afro-Caribbean Business Network.                        this term, which refers to a site that has previously been
Access: This term refers to the methods by which people       used or developed and is not currently fully in use,
with a range of needs (such as disabled people, people        although it may be partially occupied or utilised. It may
with children or people whose first language is not           also be vacant, derelict or contaminated. This excludes
English) discover and use services and information. For       open spaces and land where the remains of previous
disabled people, access in London means the freedom           use have blended into the landscape, or have been
to participate in the economy, in how London is planned       overtaken by nature conservation value or amenity use
and in the social and cultural life of the community.         and cannot be regarded as requiring development.

Access to Finance: This programme is available to             Business Improvement Districts (BIDs): This concept
SMEs in specific parts of London. It offers businesses        was originally developed in the USA for increasing
advice from private sector specialists, increases the         investment within defined areas of a city, such as town
awareness of finance options and offers loan facilitation.    centres. This is achieved through changes to local
The programme is run in conjunction with Business Link        taxation, based on a supplementary rate levied on
for London.                                                   businesses within that defined area.

Affordable housing: Housing designed to meet the needs        CABE: Commission for Architecture and the
of households whose incomes are insufficient to allow         Built Environment.
them to access decent and appropriate housing in their
borough. Affordable housing comprises social housing,         Carbon dioxide (CO2): Carbon dioxide is a naturally
intermediate housing and, in some cases, low cost             occurring gas, comprising 0.04% of the atmosphere. The
market housing.                                               burning of fossil fuels releases carbon dioxide fixed by
                                                              plants many millions of years ago and this has increased
ALG: Association of London Government.                        its concentration in the atmosphere by some 12 per cent
                                                              over the past century. It contributes about 60% of the
Ambient noise: This is ongoing sound in the                   potential global warming effect of man-made emissions
environment, such as that caused by transport and             of greenhouse gases.
industry. It is distinct from sound caused by individual
events, such as a noisy all-night party. Unless stated        CBI: Confederation of British Industry.
otherwise, noise includes vibration.
                                                              CEBR: Centre for Economics and Business
Amenity: An amenity is an element of a location or            Research Ltd.
neighbourhood that helps to make it attractive or
enjoyable for residents and visitors.                         CEME: London’s Centre for Engineering and
AOC: Association of Colleges                                  Manufacturing Excellence located in Dagenham and
                                                              created in partnership with Ford.
Area for Intensification: Areas that have significant
potential for increases in residential, employment and        Central Activities Zone (CAZ): The CAZ is the area
other uses through development of sites at higher             in central and east London where planning policy
densities with more mixed and intensive use.                  promotes finance, specialist retail, tourist and cultural
Areas for Regeneration: Defined in the Mayor’s London         uses and activities.
Plan, These areas are the wards in greatest socio-
economic need, defined on the basis of the 20% most           CITB: Construction Industry Training Board.
deprived wards in the London Index.                           City Fringe: The areas bordering the City of London
                                                              including Camden, Islington, Hackney, Tower Hamlets
Assisted Areas: The DTI designates Assisted Areas (on         and the Corporation of London.
the basis of unemployment and other economic criteria)
for regional aid to industry.                                 City Growth Strategies (CGS): A business-led approach
                                                              to creating jobs and enterprise in inner cities.
Biodiversity: This refers to the variety of plants, animals   Cluster: The tendency of firms to improve their
and other living things in a particular area or region. It    commercial performance through direct and indirect
encompasses habitat diversity, species diversity and          forms of collaboration, or sharing of resources,
genetic diversity. Biodiversity has value in its own right    customers and inputs, often resulting in advantages from
and has social and economic value for human society.          being in close proximity with one another.

                                                              London Development Agency Corporate Plan 2004-2007
Community Strategies: These are tactics for promoting      Energy efficiency: This is about making the best or most
or improving the economic, social and environmental        efficient use of energy in order to achieve a given output
well-being of the area of a local authority. Such          of goods or services, and of comfort and convenience.
strategies are to be prepared allowing for local           This does not necessitate the use of less energy, in
communities (based upon geography and/or interest) to      which respect it differs from the concept of energy
articulate their aspirations, needs and priorities.        conservation.
Congestion charging: This refers to applying charges to
reduce the number of vehicles and level of congestion in   EP: English Partnerships. The Government’s national
congested areas. The Mayor has introduced a scheme         regeneration agency, accountable to national
to charge vehicles within a defined area of central        government
                                                           Equality: This is the vision or aim of creating a society
CPO powers: Compulsory Purchase Order powers.              free from discrimination, where equality of opportunity is
                                                           available to individuals and groups, enabling them to live
Creative London: A new initiative that will champion and   their lives free from discrimination and oppression.
support London's creative industries.
                                                           Equal opportunities: The development of practices that
Crossrail 1: The first line in the Crossrail project,      promote the possibility of fair and equal chances for all
Crossrail 1 is an east–west, cross-central London rail     to develop their full potential in all aspects of life and the
link between Paddington and Whitechapel serving            removal of barriers of discrimination and oppression
Heathrow Airport, Canary Wharf and Stratford. It will      experienced by certain groups.
serve major development and regeneration corridors,
and improve access to large areas of central and           Equality of outcome: This goes further than equality of
suburban London.                                           opportunity, where different outcomes for all people are
                                                           not the result of discrimination and oppression or other
Crossrail 2 (formerly known as the Hackney–Southwest       inequalities of opportunity.
Line): This line is to link Hackney and south-west
London. The precise route, the character and the role of   European Objective 2: Funding types of investment in
the link have not yet been assessed.                       physical regeneration, infrastructure and business
                                                           development – from local capacity building and small
CTRL: Channel Tunnel Rail Link                             business start up, to improving business
                                                           competitiveness of SMEs and sites and premises.
DfES: Department for Education and Skills.
Disabled people: A disabled person is someone who has      FDI: Foreign Direct Investment.
an impairment, experiences externally imposed barriers
and self-identifies as a disabled person.                  FE: Further Education.

Diversity Works: The Mayor’s campaign against              FRESA: Framework for Regional Employment and Skills
employment discrimination.                                 Action.

DLR: Docklands Light Railway                               GLA: Greater London Authority.

DTI: Department of Trade and Industry. (Sponsor            GLE: Greater London Economics.
department of the Regional Development Agencies)
                                                           GOL: Government Office for London.
DWP: Department for Work and Pensions.
                                                           Green belt: Green belts are a national policy designation
EBP: Education Business Partnership.                       that helps to contain development, protect the
                                                           countryside and promote brownfield development, and
EDS: Economic Development Strategy.                        assists in urban renaissance. Development on green belt
e-economy/e-commerce: A sector of business                 land is allowed only in exceptional circumstances.
which comprises companies deriving at least some           Green industries: The business sector that produces
portion of their revenues from Internet related products   goods or services that are less harmful to the
and services.                                              environment, compared to other, generally more
                                                           commonly used goods and services.
EEDA: East of England Development Agency.
                                                           HEI: Higher Education Institution.
EERA: East of England Regional Assembly.
                                                           HEIF: Higher Education Innovation Fund.

                                                           London Development Agency Corporate Plan 2004-2007
HIA: Health Impact Assessment.                              London Riverside: The area lies in the boroughs of
                                                            Barking & Dagenham and Havering. It is at the southern
Housing Corporation: A statutory public body that reports   end of these boroughs and sits on the north bank of the
to the Office of the Deputy Prime Minister and whose        Thames forming part of the wider Thames Gateway
role is to fund and regulate Registered Social Landlords    area.
in England.
                                                            LSC: Learning and Skills Council.
Hubs: Networks that provide new and established
firms with better access to knowledge (mentoring and        LSDC: London Sustainable Development Commission.
technology), investment, flexible workspace and
mutual support.                                             London South Central: The area south of the Thames
                                                            stretching from Tower Bridge in the east to Battersea
ICC Commission: International Convention Centre             Power Station in the west, taking in Elephant and Castle
Commission.                                                 to the south.

ICT: Information and Communications Technology.             LVSC: London Voluntary Service Council.
                                                            Mixed-use development: Development for a variety of
ILM: Intermediate Labour Market.                            activities on single sites or across wider areas, such as
                                                            town centres.
JPAT: Joint Planning Authorities Team.
                                                            National Strategy for Neighbourhood Renewal:
LAM: Local Area Management.                                 An action plan setting out a range of governmental
                                                            initiatives aiming to narrow the gap between deprived
LBIC: London BioScience Innovation Centre.                  areas and the rest of the country.

LCCI: London Chamber of Commerce and Industry.              NNI: Neighbourhood Nurseries Initiatives.

LDA2: A new programme supporting the development            New Deal for Communities: An initiative managed by
and delivery of local economic development and              GOL that supports the intensive regeneration schemes
regeneration initiatives in London.                         that deal with problems such as poor educational
                                                            attainment and poor job prospects in a small number of
Local Strategic Partnerships (LSPs): Cross-sector,          deprived local authorities.
cross-agency umbrella partnerships in London, led by
the London boroughs which are focused and committed         ODPM: The Office of the Deputy Prime Minister – the
to improving the quality of life and governance in a        government department responsible for planning, local
particular locality. They seek to enable services to be     government and regional development.
aligned in a way that effectively meets the needs and
aspirations of those who use them.                          OECD: Organisation for Economic Co-operation
                                                            and Development.
London 2012: The brand for London’s bid for the
2012 Olympics.                                              Open space: All land in London that is predominantly
                                                            undeveloped, other than by buildings or structures that
London Development Agency (LDA): The LDA is one of          are ancillary to the open space use. The definition
nine Regional Development Agencies (RDAs),                  covers a broad range of types of open space within
established by the government to promote economic           London, whether in public or private ownership and
development and regeneration. It is also part of London     whether public access is unrestricted, limited or
Government and accountable to the Mayor of London.          restricted.
It consults and works with the GLA, London Charter
Partners and a wide range of public and private             Opportunity Areas: London’s few opportunities for
sector partners.                                            accommodating large scale development to provide
                                                            substantial numbers of new employment and housing,
London Health Commission (LHC): The Mayor’s                 each typically more than 5,000 jobs and/or 2,500 homes,
advisory body on health matters.                            with a mixed and intensive use of land and assisted by
                                                            good public transport accessibility.
London Plan: The Mayor’s spatial development plan
for London.                                                 PIC: Private Investment Commission.

                                                            PIP: Programme Investment Plans.

                                                            Priority Areas: Nine areas identified by the LDA across
                                                            the capital as priorities for intervention.
                                                            London Development Agency Corporate Plan 2004-2007
Public realm: This is the space between and within           Social exclusion: A term for what can happen when
buildings that are publicly accessible, including streets,   people or areas suffer from a combination of linked
squares, forecourts, parks and open spaces.                  problems, such as unemployment, poor skills, low
                                                             incomes, poor housing, high crime environments, bad
RDA: Regional Development Agency.                            health and family breakdown.

Recycling: Recycling involves the reprocessing of waste,     Social inclusion: The position from where someone can
either into the same product or a different one. Many        access and benefit from the full range of opportunities
non-hazardous wastes such as paper, glass, cardboard,        available to members of society. It aims to remove
plastics and metals can be recycled. Hazardous wastes        barriers for people or for areas that experience a
such as solvents can also be recycled by specialist          combination of linked problems such as unemployment,
companies, or by in-house equipment.                         poor skills, low incomes, poor housing, high crime
                                                             environments, bad health and family breakdown.
Renewable energy: Energy derived from a source that is
continually replenished, such as wind, wave, solar,          South East Region: The South East Region runs in an
hydroelectric and energy from plant material, but not        arc around London from Kent at the south east
fossil fuels or nuclear energy. Although not strictly        extremity, along the coast to Hampshire, Southampton
renewable, geothermal energy is generally included.          and Portsmouth in the south west, and then to Milton
                                                             Keynes and Buckinghamshire in the north. In total, it
Royal Docks: The area to the south of the borough of         encompasses 19 counties and unitary authorities, and
Newham currently undergoing regeneration.                    55 district authorities.

RSP: Regional Skills Partnership.                            Spatial Development Strategy (SDS): This strategy is
                                                             prepared by the Mayor, replacing the strategic planning
RTO: Research and Technology Organisation.                   guidance for London (RPG3). The Mayor has chosen to
                                                             call the Spatial Development Strategy ‘the London Plan’.
SBS: Small Business Service.
                                                             SRB: Single Regeneration Budget.
Science parks: This refers to primarily office based
developments, strongly branded and managed in                Strategic Employment Locations (SELs): Defined in the
association with academic and research institutions,         Mayor’s London Plan, these comprise Preferred
ranging from incubator units with well-developed             Industrial Locations, Industrial Business Parks and
collective services (usually in highly urban locations and   Science Parks. They exist to ensure that London
good public transport access) to more extensive              provides sufficient quality sites, in appropriate locations,
developments (possibly in parkland settings capable of       to meet the needs of the general business, industrial and
improved public transport access) of a quality               warehousing sectors.
comparable and competitive with those beyond London.
                                                             Sub-Regions: Sub-regions are the primary geographical
Section 106 Agreements: These agreements confer              features for implementing strategic policy at the sub-
planning obligations on persons with an interest in land     regional level. The sub-regions are composed of: Central
in order to achieve the implementation of relevant           – Camden, Islington, Kensington & Chelsea, Lambeth,
planning policies as authorised by Section 106 of the        Southwark, Wandsworth, and Westminster. East –
Town and Country Planning Act 1990.                          Barking & Dagenham, Bexley, City, Greenwich,
                                                             Hackney, Havering, Lewisham, Newham, Redbridge and
SEEDA: South East England Development Agency.                Tower Hamlets. South – Bromley, Croydon, Kingston,
                                                             Merton, Richmond and Sutton. West – Brent, Ealing,
SEERA: South East England Regional Assembly.                 Hammersmith & Fulham, Hillingdon, Harrow and
                                                             Hounslow. North – Barnet, Enfield, Haringey and
SEL: Social Enterprise London.                               Waltham Forest.

Single Programme or Single Pot: From 2002-03 onwards         Sub-Regional Development Frameworks Policy: Set out
the LDA has been able to apply money received from           in the Mayor’s London Plan, these provide direction and
any funding source to any strategic purpose, rather than     focus for implementation for each of the five identified
being linked to a particular funding stream.                 sub-regions, to be produced by the Mayor in partnership
                                                             with boroughs and other stakeholders. The frameworks
SMEs: Small and medium sized enterprises (under 250          will provide guidance on Opportunity, Intensification and
employees or turnover of less than 50 million Euros)         Regeneration Areas, town centres, suburbs and
Social Enterprise: Businesses that combine the               Strategic Employment Locations. The frameworks will be
entrepreneurial skills of the private sector with a strong   consistent with, and provide further guidance on, the
social mission that is characteristic of the social          policies in this plan.
economy as a whole.
                                                             London Development Agency Corporate Plan 2004-2007
Sustainable Communities Action Plan (SCAP):
The Office of the Deputy Prime Minister’s action plan
that aims to create thriving, vibrant, sustainable
communities. Including providing homes for our key
workers, regenerating our towns and cities, providing
parks for our families and children.

Sustainable development: This covers development that
meets the needs of the present without compromising
the ability of future generations to meet their own needs.

Team London: A wide range of London-based bodies
from business, tourism, government, education and the
arts who are responsible for co-ordinating the capital’s
promotional efforts.

TGDIF: Thames Gateway Development and Investment

TGLP: Thames Gateway London Partnership.

Thames Gateway: This is an area extending from the
Blackwall Tunnel eastwards, both north and south of the
Thames, into Kent and Essex.

TPUK: Trade Partners UK.

Transport for London (TfL): One of the GLA group
organisations, accountable to the Mayor, with
responsibility for delivering an integrated and sustainable
transport strategy for London.

UDC: Urban Development Corporation.

Unitary Development Plans (UDPs): Statutory plans
produced by each borough which integrate strategic and
local planning responsibilities through policies and
proposals for the development and use of land in their

Urban renaissance: Urban renaissance is the
rediscovery of the opportunities offered by cities to
accommodate a changing population, work and leisure
patterns, through the creation of practical, attractive,
safe and efficient urban areas which offer a vibrant and
desirable quality of life.

Visit London: The restructured London Tourist Board
who will be working to promote the London tourism
industry with the LDA.

WITT: Wembley Infrastructure Technical Team.
Zones of Change: Areas identified by the Government in
its Sustainable Communities Action Plan that are
most likely to see significant growth over the next 15 to
20 years.

                                                              London Development Agency Corporate Plan 2004-2007

1   Introduction                             92
2   Corporate health indicators –            93
    how we did last year and our targets
    for the next three years
3   Our performance reviews in 2003-2004     96
    Health IT/e-government
4   Our plans for improving performance     100
    in 2004-2005 INSPIRE programme of change
    performance review programme
5   Contract compliance statement           106

                                                  London Development Agency Corporate Plan 2004-2007

The London Development Agency as a member of the          Section 5 is a statement of compliance on staff
GLA Group is part of London’s regionally-elected          transfer contracts.
government and is therefore defined as a Best Value
Authority.                                                Our financial and programme outturn information for
                                                          2003-2004 will be contained in our Annual Report due to
Section 2 of this Best Value Performance Improvement      be published in the early autumn. Our budget and
Plan provides results on our Corporate Health (or Best    planned budget for 2004-2005 through to 2006-2007 is
Value) Performance Indicators and shows our targets for   set out in the main body of the Corporate Plan for 2004-
2004-2005 through to 2006-2007. Summaries of the          2007.
reviews we carried out last year of our performance in
health and IT/e-government using the Best Value           More detail is available on our website
methodology are outlined in Section 3.                    or by contacting Isabelle Wragg on 020 7954 4654.

Our proposed improvement priorities for 2004-2005
are outlined in Section 4 – addressing improvements
identified as a result of our self-assessment of
performance and includes our formal Best Value
Review programme.

                                                          London Development Agency Corporate Plan 2004-2007
We have eleven Best Value Performance Indicator            During the year ahead the LDA will focus more effort on
(BVPIs), which are measures of corporate health. They      improving performance in this area. This will be achieved
complement our programme indicators, which are set in      by regular reporting of performance during the year to
our Corporate Plan each year. Final programme results      the Senior Management Team, stressing the importance
are recorded in our annual report.                         of this indicator to authorising officers across the LDA
                                                           and reviewing processes to identify and eliminate any
BVPI 2: Level of the Local Government Equality             bottlenecks that may exist.
Standard to which the LDA conforms
                                                           BVPI 11a: Percentage of top 5% earners who are
Performance achieved for 2003-2004 was 85% of Level        women. NB definition changed in 2002-2003
1 and 96% of Level 2, therefore we are still working
towards achieving our target of Level 3. The               Figure 5: BVPI 11a
restructuring of the LDA resulted in a further self-
assessment of the Equality Standard. An independent
self-assessment of Level 3 is due by June 2004. The        TARGET EXCEEDED – As a result of our restructuring,
LDA is, however, already 100% compliant for Level 4,       we have made very good progress against our longer-
but this can only be claimed when the preceding levels     term aim; to increase the number of women in senior
are in place.                                              positions to the same percentage as the percentage of
                                                           women who are economically active in London (52%).
Level 5 represents the stage where an authority has        We have also increased the percentage of BME women
achieved targets, reviewed them and set new targets. It    in senior positions. Making further improvements will
is seen as exemplary for its equality programme.           depend significantly on opportunities that arise from staff
Following the Best Value Review of Equality, the LDA       turnover.
aims to develop its implementation plan to achieve Level
5 by 31st March 2005, and maintain this level for
subsequent years.

BVPI 8: Percentage of invoices for commercial goods
and services paid within 30 days of being received by
the LDA

The target for 2003-2004 was the Government-set target
of 97.5%.

Figure 4: BVPI 8

                                                           London Development Agency Corporate Plan 2004-2007
BVPI 11b: Percentage of the top 5% of earners from        BVPI 14: Percentage of employees retiring early as a
black, Asian and other minority ethnic communities (New   percentage of the total workforce (excluding ill health
indicator from 2002-2003)                                 retirements

Figure 6: BVPI 11b                                        TARGET EXCEEDED – Performance achieved for
                                                          2003-2004 was 0%, well below our target of 2.5%. Our
TARGET EXCEEDED - The recent restructuring has            restructuring provided opportunities for a few members
enabled us to exceed our longer-term aim; to ensure the   of staff approaching retirement age to retire early.
percentage of top earners from black, Asian and other     However, this will not take effect until 2004-2005.
minority ethnic groups is representative of London’s      Thereafter, it is anticipated that there will continue to be
economically active population identified in the 2001     early retirements towards the average as the LDA
census who are from these communities. (25.8%).           matures as an organisation. The LDA aims to maintain
                                                          this achievement in the following years 2004-2007
BVPI 12: Number of working days lost due to sickness
absence                                                   BVPI 15: Percentage of employees retiring on grounds
                                                          of ill health as a percentage of the total workforce

Figure 7: BVPI 12                                         TARGET EXCEEDED - No employees retiring on the
TARGET EXCEEDED and we aim to keep within this            grounds of ill health, thus a recorded figure of 0%, was
target in future years.                                   well below the target of 2.5%. The LDA aims to continue
                                                          this trend, and remain below 2.5% for 2004-2007

                                                          BVPI 16: Percentage of employees declaring that they
                                                          meet the definition of disability under the Disability
                                                          Discrimination Act 1995 as compared with the
                                                          percentage of economically active disabled people in the
                                                          authority area.

                                                          Figure 8: BVPI 16

                                                          To achieve our 2003-2004 target of 5% of staff meeting
                                                          the definition of disability, we set a target to increase the
                                                          number of recruits meeting the definition to 9%. By
                                                          setting this recruitment target, we aimed to achieve our
                                                          longer-term aim, i.e. to ensure the percentage of
                                                          disabled employees reflects the economically active
                                                          disabled population in London. (The 2001 Census
                                                          identifies that 11% of London’s disabled Londoners of
                                                          working age are economically active). This continues to
                                                          be our aim and we will redouble our efforts to appoint
                                                          from a wider range of applicants

                                                          London Development Agency Corporate Plan 2004-2007
BVPI 17: Percentage of employees from minority ethnic        BVPI 157: Number of types of interactions that are
communities compared with the percentage of                  enabled for electronic delivery as a percentage of the
economically active minority ethnic community                types of interactions that are legally permissible for
population in the authority area. (NB Targets for 2004 –     electronic delivery
2007 contain sub-targets for each main
census group)                                                Figure 11: BVPI 157

Figure 9: BVPI 17                                            TARGET MET - Our Best Value Review in 2003-2004
                                                             enabled us to develop a toolkit with the IDeA. We have
TARGET EXCEEDED: 27% of staff in place at 31March            used this to measure our performance and to set our
2004 are black, Asian or from London’s other minority        target towards achieving the Government’s aim of
ethnic communities compared with the 25.8%                   achieving 100% e-enablement by 2005.
economically active BME Londoners (From 2001                 (NB no target set prior to 2003-2004)
Census). On average, 26% of new recruits have been
from minority ethnic groups since 1 April 2003.

The aim is to maintain the percentage of ethnic minority
staff reflects the economically active minority ethnic
population of London and, over the longer term,
reflecting the full diversity of London’s ethnicity.

BVPI 156: Percentage of authority buildings open to the
public in which all public areas are suitable for and
accessible to disabled people

Figure 10: BVPI 156

Although we have made progress since last year, we
didn’t meet our 2003-2004 target – largely due to the fact
that reception areas are not in our direct control but are
leased. Further modifications for disabled staff and
visitors will be made as required under the Disability
Discrimination Act, 1995 and we are currently reviewing
all our accommodation needs.

                                                             London Development Agency Corporate Plan 2004-2007
3.1 The LDA’s role in health                                    • Business growth – building on the NHS’ major
                                                                purchasing programme – ranging from high tech R&D
The rationale for the LDA’s intervention in health              activities to routine goods and services required for
                                                                caring for people, there are major procurement
The health sector is set to grow in London. The reasons         opportunities for London’s SMEs.
are partly driven by demography – a rising population
and increased longevity and partly due to rising                • Local area regeneration - linking our activities aimed at
expectations and the Government’s commitment to                 building local communities with the large scale NHS
increasing the quality of the service provided and a            capital programmes and new health facilities
narrowing of the inequality of health outcomes. These           in areas such as Thames Gateway – prioritised by
inequalities are particularly marked in London and exert        the LDA.
a negative impact on London’s economic development.             (ii) To promote public health to support the development
                                                                of London’s human capital and to embed health as a
This Best Value Review examined the LDA’s existing              cross-cutting theme.
investment– amounting to at least £8 million each year
across a wide range of health related activity. It looked at    Key themes and related recommendations
the wider health sector and the opportunities for synergy
with the LDA’s remit as an economic development                 1. Setting the Agency’s strategic direction
agency. As the only RDA with a statutory responsibility
to have regard for the health of its region, it also looks at   • Clarify the LDA’s twin roles: contributing to improving
the lead role of the LDA in the RDA network.                    the health of Londoners and supporting the health
                                                                sector’s contribution to economic development.
The Review developed a framework which articulated
the LDA’s role to guide future investment. As a result, we      • Commit more resources to keep pace with
will be better equipped to focus our investment where we        opportunities to develop the sector and enhance the
can add value and therefore result in greater efficiency        policy role.
and effectiveness.
                                                                • Disseminate the learning about what makes for
The LDA’s twin roles in health                                  effective healthy economic development and the
                                                                reduction of health inequalities.
The Review identified two roles for the LDA in health:
                                                                2. Embedding health in everything we do
(i) To promote regeneration and economic development
through exploiting the large opportunities available            • Develop a methodology to embed health as a cross-
through working with London’s health sector, including:         cutting practice using Health Impact Assessments and
                                                                an impact tool, that integrates all our cross cutting
• Economic inclusion - job creation and progression             themes.
routes: Future employment growth forecasts within large
sector currently employing nearly 200,000 people,               • Ensure with partners that the opportunity represented
supporting local economies: highly inclusive in terms of        by the Olympic bid to improve the health of Londoners is
gender, BME representation and London residents. In             captured.
particular, health skills and employment issues that can
be pump-primed through the LDA, working with FE and             • Demonstrate the LDA’s contribution to the health of
HE institutions and NHS.                                        Londoners through its own employment practices.

• Innovation, competitiveness and productivity – the            • Identify and clarify roles, responsibilities and
enabler of innovation and potential for wealth generation       accountabilities in the staff and Board structures of the
through commercialising NHS activities, food sector             LDA.

                                                                London Development Agency Corporate Plan 2004-2007
3. Supporting the health sector’s contribution to             • Records Management (RM) – a records management
London’s economic development                                 programme to control records throughout their entire life
                                                              cycle – from creation to maintenance to final disposition.
• Build existing health projects into a coherent,             As the Review progressed it became apparent that a
visible, sector initiative comparable to other LDA sector     third stream: Workflow (a tracking system for managing,
programmes.                                                   monitoring and automating business processes), was a
                                                              key requirement of the LDA (in particular for the CEO’s
4. Working and communicating with external partners           office and the Corporate Governance team).

• Communicate to health sector stakeholders the               Drivers and enablers
LDA’s strategic priorities in health and the support it can
offer.                                                        Government policy
                                                              The Modernising Government White Paper states that
How we will achieve this                                      by 2005 Local Authorities will have, where possible, all
                                                              services electronically enabled. A recent consultation
To champion our activity across the LDA, to liaise at a       paper referred to the use of CRM to ensure effective and
strategic level with key regional partners, develop policy    consistent customer relationship. The Mayor expects e-
and to provide effective leadership on health in the RDA      government to make a significant contribution to
network, we have created a new post be created in the         achieving his wider vision for London with high quality
Chief Executive’s Office (CEO). (Opportunities will be        and efficient public services.
explored as to whether we might be able to share this
role with the Core GLA). This post will be responsible for    Legislation
promoting public health to support the development of
London’s human capital and to embed health as a cross-        By January 2005, under the Freedom of Information Act,
cutting theme by:                                             the LDA must provide access to all electronic and
                                                              manual records (including e-mails, reports and notes),
• leading on health policy for the RDA network                unless covered by an exemption. The LDA is also
                                                              subject to the Public Records Act and must adhere to
• developing Health Impact Assessments as part of             their rules concerning the archiving of records. Under the
an integrated assessment tool for project selection in the    Data Protection Act the LDA must protect an individual’s
LDA                                                           right to privacy.

• establish training and awareness programmes for             National Projects
LDA staff
                                                              The ODPM is in the course of or has just finished
• building partnerships and relationships with key health     running several national projects – Customer
and other agencies to lever health benefits.                  Relationship Management, Knowledge Management and
In addition, to guide and deliver activities relating to      Workflow – that will help organisations to implement both
our remit, a champion will be identified within the           the systems to support these functions and the
LDA’s Business and Skills and Regeneration and                organisational change necessary. The CRM project was
Development directorates.                                     particularly informative for that part of the Review.

3.2 Best Value Review of IT and

Purpose and focus of the Review

This Review examined the LDA’s current electronic
interaction with partners and stakeholders and looked at
how to make doing business with us a lot easier.
The Review initially focused on two particular
work streams:

• Customer Relationship Management (CRM) – a system
that allows us to monitor, maintain its customer1
relationships and that will enable the LDA to
understand, anticipate and manage the current and
future needs of our stakeholders

                                                              London Development Agency Corporate Plan 2004-2007
Findings and recommendations                                 The key risks to the LDA of not having a uniform
                                                             corporate approach were identified as:
Records management
                                                             • failure to comply with Data Protection Act
The Review team found that there was no clear
governance, ownership, policy or responsibility for          • contacts remaining personal and potential loss of
records management at the LDA. Staff were unclear in         contacts as a result of staff turnover
their responsibilities and open access to all files was
difficult to achieve with considerable duplication           • duplication of effort in IT creating individual databases
and inefficiency.                                            and effort in maintaining them

In order to comply with the Freedom of Information Act       • difficulty in implementing the change to a corporate-
and to improve the LDA’s records management, it was          wide key-account management structure
clear that a records and information strategy was
needed with a well thought-out implementation plan.          • difficulty in being consistent and proactive in the way
                                                             the LDA manages its relationships
The key recommendations of the Review are:
1. To create a corporate framework and culture for           • working against the LDA’s aim to develop a uniform
records management.                                          culture as part of its overall change management
                                                             process (INSPIRE) (see Appendix 1, Section 4)
2. To develop core tools for a records and information       In response to this, the Review Team set about
management programme (policy, corporate file structure,      exploring options. It examined various packages on the
and records retention schedule).                             market and how some of these were being applied and
                                                             at what cost by other organisations such as the IDeA
3. The tools should be implemented with an enabling          and other Regional Development Agencies (SWRDA,
technology (electronic document and records                  EEDA, EMDA, SEEDA). It selected a CRM system, used
management system) that will provide seamless                by EEDA, as a pilot initially to fulfil the needs of the
management of all documents and information                  LDA’s Communications Team but having the potential to
assets in one integrated solution and have                   be implemented on an LDA-wide basis offering good
Workflow capabilities                                        functionality and value for money. The pilot will run for
                                                             six months and then be reviewed with a decision on its
4. To develop and implement a specific Freedom of            effectiveness.
Information Act (FOI) compliance toolkit.
                                                             In addition to recommendations that will result from
Workflow                                                     reviewing the pilot CRM system, the main long-term
There is currently no corporate workflow system at the       recommendations from the review are:
LDA and many processes that could be automated are
done manually, e.g. chasing responses to letters to the      1. To establish a CRM project team and develop a
CEO’s office, following up on actions from Board             project programme. This team should assess the needs
meetings for the Corporate Governance team.                  of the whole organisation, build a business case and
The key recommendation of the Review is:                     develop the LDA’s customer relationship management
                                                             strategy including identifying clear accountability and
1. To incorporate a workflow system as part of               responsibility. The CRM activities should also be
the project to develop the LDA’s records                     integrated with the INSPIRE programme.
management system.
                                                             2. To ensure the LDA’s IT team enable effective
Customer Relationship Management (CRM)                       implementation of Records Management, Customer
                                                             Relationship Management and Workflow across the
The review analysed feedback from a variety of               LDA, in a way that they operate seamlessly together, as
sources2. It was apparent that whilst individuals have       if they were a single piece of software with a single user
good relationships with external stakeholders, the overall   interface (such as an Intranet-based employee portal) to
view was that it needed to reform its external facing        ensure employee uptake.
approaches, in particular customer response standards.
The team found that there is currently no corporate CRM      3. To identify an Executive Director within the LDA to
system and no corporate approach to CRM. The LDA             champion this work and to achieve the appropriate level
has a mixture of solutions on a team or individual basis     of integration, with support provided by the LDA’s Head
with only the Business Team having an externally-            of Information Systems and Knowledge Management by
hosted technical CRM package.                                taking on overall functional responsibility for delivery of
                                                             CRM, RM and workflow systems.

                                                             London Development Agency Corporate Plan 2004-2007
4. To build legal compliance and customer service
standards into the solutions arrived at for these three
systems. With an officer from the LDA’s legal team to
have responsibility for ensuring compliance with the
Data Protection Act, Freedom of Information Act, Public
Records Act and all other relevant legislation. By
enabling these three systems, and underpinning them
with clear customer standards, our interface with our
stakeholders will be more responsive and efficient.

1 ‘Customer’ is used in this instance as shorthand for the
wide range of external interactions the LDA has e.g.
stakeholders, delivery partners, government contacts,
businesses, individuals.

                                                             London Development Agency Corporate Plan 2004-2007
4. OUR PLANS FOR IMPROVING                                   Our self-assessment confirmed that we need to focus
PERFORMANCE IN 2004-2005                                     improvement in four key areas.
                                                             • Prioritisation
4.1 Strategic objectives for 2004-2005
                                                             • Stakeholder relations
Our strategic objectives for 2004-2005 are:
                                                             • People, systems and processes
• delivering the programmes and projects in our
Corporate Plan to budget                                     • Communication

• achieving our targets                                      We have already put in train many of the improvements
                                                             required within an overall programme of change
• better integrating business support services across        management titled INSPIRE. The outline action plan for
London                                                       this programme is set out on page 96.

• addressing London’s labour market problems, focusing       In the light of the self-assessment, we have looked again
particularly on youth unemployment and participation         at our original programme for Best Value Reviews to be
among black and Asian Londoners and those from               started in 2004-2005. Our programme therefore has
London’s other minority ethnic communities, whilst           prioritised the reviews on communication and human
ensuring our work with partners reflects the skills          resources. Another early priority is to review the
requirements of businesses                                   effectiveness of business advice services in London,
                                                             following the Government’s announcement that the
• supporting London’s Olympic Bid                            RDAs should provide leadership in the support services
                                                             offered to London’s small and medium-sized enterprises
• completing the Mayor’s Economic Development                (SMEs). As our land acquisition programme to support
Strategy for publication in October                          the 2012 Olympic bid has increased our land holdings,
                                                             we will review our asset management strategy for these
• strengthening our joint working with the rest of the GLA   as well as using the Mayor’s London Plan (published in
Group                                                        February 2004) and his Economic Development Strategy
                                                             (due to be published in October 2004), to assist in
• improving our engagement with stakeholders                 the development of sub-regional economic development
• improving our internal efficiency

• achieving a successful outcome to our first Initial

Performance Assessment.
To help us achieve greater effectiveness and efficiency,
we have recently completed a self-assessment as part of
the process of an Initial Performance Assessment (IPA)
being undertaken with the Audit Commission. Our self-
assessment is on our web-site and the
Audit Commission anticipates publishing its assessment
of our performance in November 2004.

                                                             London Development Agency Corporate Plan 2004-2007

Theme for improvement   Objective                        By May 2004                   By March 2005                      By March 2006              Lead


1. Communication aims   To communicate clearly what      Defined aims and priorities   Set new budget around              Reviewed business          Board
and priorities          business we are in, what we do   clearly.                      published EDS Action Plan          objectives
                        and what we do not do and why.
                        (Using the EDS Action Plan
                        and Corporate Plan)

                        Developed an explicit system                                                                                                 SMT
                        for project and budget
                        prioritisation – within the
                        overall priorities set by the
                        Board as part of the Corporate
                        Planning process.

                        Scoping of BVR of                                              Develop revised                    Test effectiveness         Director of
                        Communication completed                                        Communications Strategy from       of messages                Communication
                        and review started.                                            the BVR of Communications in
                                                                                       2004-2005 to ensure all LDA
                        Instituted Board newsletter                                    messages are clear, consistent
                                                                                       and effective.
                                                                                                                          Integrate existing performance
                        Completed EDS consultation                                                                        eporting systems into a single
                        and begun to incorporate                                                                          system
                        findings into final version.

                        LDA Corporate Plan improving
                        our focus and making our
                        priorities clear.

                                                                                       Embed risk management and                                     Director of Finance
                                                                                       quantify the impact on the
                                                                                       LDA’s risk profile of individual

                        Cascaded staff objectives from                                 Set new targets using the                                     Executive Directors
                        the EDS and Corporate Plan                                     published EDS

                        Set quarterly milestones in
                        Corporate Plan for all staff
                        from the draft EDS action plan

                                                                                                                  London Development Agency Corporate Plan 2004-2007

Theme for improvement         Objective                         By May 2004                      By March 2005                      By March 2006       Lead

2. Regional planning,         To improve regional planning      Workshop to agree new            Develop regional targets with                          Director of Strategy and
evaluation and impact         and working with partners         egional targets.                 partners against the EDS                               Corporate Planning
                                                                                                 action plan
                                                                Sub-regional partnerships
                                                                tasked to develop sub-regional   Introduce a programme of
                                                                economic strategies.             evaluation and link it to the
                                                                                                 work of the IIK Unit

                                                                                                 Agree sub-regional economic                            Director of Regeneration

                              To design programmes based        Review progress of LDA           Develop robust programme-                              Directors of Business and
                              on impact and value for           Efficiency task group            specific benchmarks                                    Skills Promotion and
                              money.                                                                                                                    Regeneration and
                                                                                                 Increase project scale (without                        Development
                                                                                                 excluding smaller partners)

3. Culture and values         To develop a single culture and   Appointed CASS to lead           Ensure staff and stakeholders                          Director of Communication
                              set of values                     Inspire’s cultural leadership    are clear about the way LDA
                                                                change programme                 does business.

                                                                Reviewed and publicised          Monitored adherence to                                 Director of Governance
                                                                customer standards               customer standards.

                                                                Review accommodation needs       Develop a uniform culture of                           SMT
                                                                as an expression of LDA          propriety for LDA systems and
                                                                culture                          procedures

4. Mainstream cross-cutting   To mainstream cross-cutting       Introduced integrated appraisal Decide future location of the                           Board
themes                        themes in policy design and       tool into project selection     LDA
                              implementation                    processes.
                                                                                                Enhanced means of                                       Director of Strategy
                                                                Provided resources to champion mainstreaming to be developed                            and Policy
                                                                the cross-cutting themes        for inclusion in 2005-2008
                                                                in the Corporate Plan.          Corporate Plan from all three
                                                                                                cross cutting BVRs and in
                                                                                                context of defined LDA role
                                                                                                and aims.

                                                                                                                            London Development Agency Corporate Plan 2004-2007

Theme for improvement      Objective                          By May 2004                    By March 2005                     By March 2006       Lead

5. Partner participation   To design programmes with          New stakeholder engagement     Improve consultation                                  Director of Communication
                           partners to increase engagement.   strategy and visit programme   framework to improve partner
                                                              begun by CE and Chair          participation

                                                              Agreed key ‘customer’ contacts
                                                              and account management
                                                              with each part of the GLA      Introduce CRM system based
                                                              Group                          on evaluation of pilot

                                                              Completed IT/e-government
                                                              BVR and piloted CRM system

                                                                                             Obtain agreement from DTI                             Director of Governance
                                                                                             that partner participation in
                                                                                             programme design does not
                                                                                             breach state aid rules
                                                                                             on procurement.

                                                                                                                       London Development Agency Corporate Plan 2004-2007
Theme for improvement      Objective                        By May 2004                     By March 2005                     By March 2006             Lead

6. People                  To match our staff capacity to   Revised LDA directorate         Develop action plan from the      Embed work life balance   Executive Director Resources
                           our business needs and           structure.                      BVR of HR in 2004-2005            policies and systems      and Equality
                           increase staff retention of
                           permanent staff and reduce       Appointed new SMT.              Streamline SPMS scheme.
                           use of temporary staff and
                           consultants.                     Appointed business managers     New head of HR/facilities
                                                            to improve administrative       management and external
                                                            capacity.                       communications appointed

                                                            Appointed internal              Unify information systems and
                                                            communications manager.         knowledge management
                                                                                            functions and appoint head of
                                                            Assessed need for               service.
                                                            remuneration committee
                                                            (Higgs recommendations)         Improve management
                                                                                            leadership skills.

                                                                                            Produce staff development
                                                                                            scheme to address on key skills
                                                                                            gaps (project specification,
                                                                                            analysis and management).

                                                                                            Increase number of disabled
                                                                                            people as a proportion of staff

7. Systems and processes   To ensure that all our systems   Simplified commissioning and    Improve Portfolio Director                                  Executive Director Resources
                           are fit for purpose              appraisal systems improving     system                                                      and Equality
                                                            risk identification and
                                                            transparent partner selection   New finance system
                                                            Streamlined our procurement
                                                            processes and increased         Set key performance indicators
                                                            delegations to managers         for all systems.

                                                            Established a Senior Managers Review integration of systems
                                                            Forum to engage heads         with one another.
                                                            of service and directors
                                                            In our corporate working.     Embed team meetings as a
                                                                                          means of reviewing performance
                                                                                          and providing two-way flow
                                                                                          of information.

                                                                                            Develop a manual so staff                                   Business Managers
                                                                                            And stakeholders know
                                                                                            how we do things and
                                                                                            how they can participate.

                                                                                                                      London Development Agency Corporate Plan 2004-2007

Review                                       Purpose for undertaking review                                   LDA project sponsor                 review start date

Business development and promotion           To make advice and support to London’s SMEs more effective.      Mel. Barrett                        April 2004

Communication                                To improve the effectiveness of our processes for internal       Greg. Clark                         April 2004
                                             and external communication.

Human Resources                              To develop a strategy that will equip the LDA with the skills,   Simon Fuchs                         May 2004
                                             capacity and diversity needed for its future work programme.

Finance/ Corporate Services and facilities   To improve specific systems to make our service                  Helen Hughes                        June 2004.
                                             delivery more effective.

Regional priorities and                      To contribute to the development of effective                    Patrick McVeigh                     January 2005
sub-regional strategies                      sub-regional economic strategies.

Land and asset management                    To develop the LDA’s strategy for its land and property          Tony Winterbottom                   November 2004
                                             activity in order to maximise its contribution
                                             to our overall objectives.

                                                                                                                        London Development Agency Corporate Plan 2004-2007

5.1 No contracts were issued which involved the
transfer of staff
The London Development Agency is responsible for
the preparation of this Best Value Performance Plan
and for the information, assessments and assumptions
set out within it. It is to be read on conjunction with our
Corporate Plan for 2004-2007. We are satisfied that
the Plan is an accurate, fair and balanced reflection of
our work and that the Best Value objectives are
realistic and achievable.

                                                              London Development Agency Corporate Plan 2004-2007

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