DD2640 Interim Royal Docks Cultural Placemaking Programme Winter 2023-24

1.1.    The Royal Docks team (RDT) is currently in the process of developing its two-to-three-year delivery programme and will be taking a comprehensive Business Plan to the Royal Docks Enterprise Zone (EZ) Programme Board in December, for endorsement. Subsequently, the RDT will be seeking to update the programme as set out in MD2338 via a new MD and then seek DD approvals for project-level spends from April 2024 against each of its work areas for the next two-years.

1.2.    This DD requests the allocation of £52,200 revenue expenditure to fund projects planned for the winter 2023-24 cultural placemaking programme. This requires contracts to be in place between October and December 2023, for projects that will be in the development and delivery stages between October 2023 and March 2024. These projects are each within the cultural placemaking strategic strands of work: Royal Docks Originals and Our People and Stories. They support development of new commissions for the 2024 Royal Docks Originals Festival, public art contracts to maintain existing works in the Royal Docks, and ongoing work with Newham Heritage Month. The 2023-24 programme builds on the investment endorsed by the Royal Docks EZ Programme Board on 11 March 2022, and the Royal Docks Cultural Placemaking Strategy approved by the Royal Docks EZ Programme Board on 3 March 2021.
 
Income, Procurement and Delivery
1.3.    The RDT will complete procurement and full due diligence for the proposed projects, to ensure that services are properly procured, and that funding is distributed fairly and transparently, in a manner that ensures value for money, and in accordance with the GLA’s equality policy and equality legislation, subsidy control rules and the GLA Contracts and Funding Code. This will be done in conjunction with TfL Procurement and TfL Legal.

1.4.    The table below shows the budget breakdown for projects that require approved funding, and that are to be delivered by March 2024.

1.5.    If relevant and appropriate, the RDT will seek: sponsorship, funding, other income, concessions (e.g. food and drink stalls/marquee space at events) and benefits in kind (e.g. contributions to event programming or other content, to assist in the enhancement and promotion of events). All external income sought will be in accordance with GLA Financial Regulations and the GLA Sponsorship Policy. 

2.1.    The projects funded will deliver against the following strategic objectives in the Royal Docks EZ Delivery Plan:

•    People: To create a thriving, long-lasting creative and cultural ecosystem underpinned by strong networks and good partnerships. To collectively engage Royal Docks’ diverse communities, young people, creative practitioners, strategic partners and local businesses to generate a cultural offer that everyone feels a part of and can benefit from. 
•    Programme: To develop the Royal Docks as a global cultural destination and an inspiring home, with a year-round curated programme of events and activities, driven by innovation and imagination, bringing international artists and the curators of the best sporting and interactive experiences to the area.
•    Place: To support the establishment of Royal Docks as a distinctive and appealing cultural quarter, a cultural destination that attracts visitors and investment into the area and a major creation centre underpinned by high-quality infrastructure for creative production, innovation and programming.

2.2.    The winter 2023-24 cultural placemaking programme will deliver against the strategic objectives and expected outputs for the Delivery Plan as outlined in the table below. 

2.3.    The Royal Docks cultural placemaking programme has been refined to ensure that it is making a robust and holistic contribution to the Mayor of Newham’s and the Mayor of London’s strategies for recovery from the impacts on COVID-19 and the cost-of-living crisis. It will focus on:
•    young people – providing opportunities for career training, work experience, involvement in decision-making, and participation in the creation and production of professional arts and culture 
•    strong communities – delivering creative and social opportunities, involvement in decisions about the cultural programme, creative participation, and projects that support community cohesion and civic pride
•    local independent venues – supporting the development of programmes (including music), participation, and cultural programmes’ local venues
•    freelance creatives and local businesses – creating employment opportunities for local artists and creative, production and event workers and local suppliers, ensuring that the RDT actively support the London Living Wage
•    physical and mental wellbeing – providing simulating and relevant things to do and see, social opportunities, and events that promote physical health and wellbeing
•    the green economy – supporting internal RDT teams and incoming projects with a strong green-economy focus, and through the adoption of environmental policies across all work areas
•    a local world-class cultural centre – ensuring that the Royal Docks cultural placemaking and activation programme provides a local offer that is enriching and enjoyable for local people, enhancing their lives and offering opportunities.

2.4.    Key quantitative outputs for the winter programme of work to develop the future projects, and their relationship to recovery, are demonstrated in the table below:

3.1.    Under section 149 of the Equality Act 2010, as a public authority, the GLA must have ‘due regard’ of the need to: 
•    eliminate unlawful discrimination, harassment and victimisation 
•    advance equality of opportunity 
•    foster good relations between people who have a protected characteristic and those who do not. 

3.2.    The implications of this proposal have been assessed against the Public Sector Equality Duty. It is considered that it will have a positive impact through the provision of cultural activities and participation that are co-designed with Newham communities. It will also aim to provide health and wellbeing outcomes, provide jobs and support economic regeneration. Newham is among the 10 per cent most deprived boroughs in the UK, and one of the most culturally diverse. Poverty is at high levels, with 22 per cent of children living in low-income families, and 5.6 per cent experiencing bad or very bad health. The cost-of-living crisis and the COVID-19 pandemic have had significant impacts in the borough, and the proposed programme aims to support recovery with a focus on young people, communities, local business and freelance creative practitioners. No adverse implications for any group sharing a protected characteristic have been identified during this process.

3.3.    The projects within the Royal Docks EZ Delivery Plan will deliver against a range of Mayor of London policies and diversity commitments (see 4.2); and are aligned with the Mayor’s Equalities Framework to consider the requirements of relevant equalities groups. The Royal Docks Delivery Plan Impact Assessment will determine whether any persons with those characteristics will be unduly impacted by the activities described in this paper, and the course of action that should be taken in order to mitigate such impacts.

3.4.    The programme will be inclusive, with the majority of the programme free to attend/participate. Inclusivity will be achieved through co-design, programme content, and a broad and targeted approach to marketing channels and access facilities. All projects will work to bring different communities together, sharing cultures and supporting social integration.
 

4.1.    The Royal Docks cultural placemaking and activation programme will contribute to the following priorities from the Mayor of London’s Culture Strategy:
•    Love London – more people experiencing and creating culture on their doorstep
•    Culture and Good Growth – supporting, saving and sustaining cultural places and spaces 
•    Creative Londoners – investing in a diverse creative workforce for the future
•    World City – a global creative powerhouse today and in the future.

4.2.    In addition, the Royal Docks cultural placemaking and activation programme will help deliver the following Mayoral policies and strategies:
•    the Mayor’s Cultural Infrastructure Plan
•    the Mayor’s Vision for London as a 24-hour city, from good night to great night
•    the Mayor’s Response to the London Night Time Commission report
•    the Thames Estuary Production Corridor, the case for investment report
•    the Case for a River Thames Cultural Vision 
•    the Mayor’s Skills for Londoners Strategy 
•    the Mayor’s Equality, Diversity and Inclusion Strategy, Inclusive London 
•    the Mayor’s London Health Inequalities Strategy
•    the Mayor’s Economic Development Strategy for London
•    the London Plan
•    the Mayor’s London Environment Strategy
•    the Mayor’s Transport Strategy.

4.3.    There are no conflicts of interest to declare from anyone involved in the drafting or clearance of this Decision form. 

4.4.    The key risks are outlined below.

4.5.    A summary of the most significant project-level risks is reported to the Royal Docks EZ Programme Board on a quarterly basis. A risk register is maintained to continuously review programme delivery.
 

5.1.    The Executive Director of Housing and Land’s approval is sought for revenue expenditure up to £52,200 to develop and deliver activities as part of the 2023-24 Royal Docks cultural placemaking programme. The expenditure will occur during 2023-24 and will be funded from the Royal Docks EZ Business rate retention income received in 2023-24, as agreed in MD2338.  However, current projection shows that the forecast business rates receivable from the RD Enterprise Zone will be lower than originally projected, therefore there is a risk that there would be insufficient business rates income generated from the RD Enterprise Zone to fund the planned expenditure for the RD programme.   Any shortfall in income for 2023-24 will be met with funds from the Royal Docks Enterprise Zone Reserve Account, which holds sufficient balance to mitigate this risk.

5.2.    The programme net spend will reduce if the team is successful in receiving income referred to under paragraph 1.5. 

5.3.    The Royal Docks team will manage the programme and they sit within the Strategic Projects and Property unit part of the Housing and Land Directorate.
 

6.1.    The foregoing sections of this report indicate that the decisions requested of the Executive Director concern the exercise of the GLA’s general powers, falling within the GLA’s statutory powers to do such things considered to further or that are facilitative of, conductive or incidental to the promotion of economic development and wealth creation, social development or the promotion of the improvement of the environment, in Greater London.

6.2.    In implementing the proposals in respect of which a decision is sought, officers should comply with the GLA’s related statutory duties to:
•    pay due regard to the principle that there should be equality of opportunity for all people
•    consider how the proposals will promote the improvement of health of persons, health inequalities between persons and to contribute towards the achievement of sustainable development in the United Kingdom
•    consult with appropriate bodies.    

6.3.    In taking the decisions requested, the Executive Director must have due regard to the Public Sector Equality Duty under section 149 of the Equality Act 2010, namely the need to eliminate discrimination, harassment, victimisation and any other conduct prohibited by the Equality Act 2010, to advance equality of opportunity between persons who share a relevant protected characteristic (age, disability, gender reassignment, pregnancy and maternity, race, gender, religion or belief, sex, sexual orientation) and to foster good relations between persons who share a relevant protected characteristic and persons who do not share it. To this end, the Executive Director should have particular regard to section 3 (above) of this report.

6.4.    Section 1 of this report indicates that part of the sought budget will amount to the provision of grant funding and not payment for services. Officers must ensure that the funding is distributed fairly, transparently, in accordance with the GLA’s equality policy and subsidy control rules and in a manner that affords value for money, in accordance with the GLA Contracts and Funding Code. Officers must also ensure that appropriate funding agreement(s) are put in place and executed by the GLA and the recipient(s) before any commitment to funding is made.

6.5.    Section 1 of this report indicates that the GLA intends to procure services. Section 9 of the GLA Contracts & Funding Code requires the GLA to engage with TfL Procurement and seek a call-off from a suitable framework where possible before the commencement of the services. 

6.6.    Section 1 of this report indicates that the GLA intends to seek sponsorship. Section 13 of the GLA Contracts and Funding Code requires the GLA to abide by the GLA Sponsorship Policy before seeking sponsorship for an activity or event. 
 

7.1.    The planned delivery approach and next steps for the project are outlined in the table below.