London’s Infrastructure 2050: progress update - December 2016
Strategic Infrastructure Investment Programme for London
As a growing city, London requires a programme of infrastructure investment that is responsive to strategic requirements, that is integrated, and above all else, deliverable.
In response to this, work is underway developing a Strategic Infrastructure Investment Programme for London (SIIP), building upon work undertaken in 2014 developing the London Infrastructure Plan 2050 and informed by the Mayor’s revision of London’s major strategies including the Mayor’s Transport Strategy and the London Plan.
The Mayor commissioned development of the SIIP in order to:
- Identify strategic objectives, opportunities and challenges for infrastructure in London, particularly related to infrastructure delivery
- Develop an agreed evidence base of strategic infrastructure projects and requirements that will support London’s growth to 2035. This evidence base will draw from existing plans and strategies and other information about capacity and future demand.
- Identify integrated packages of projects that work successfully together in particular areas and in addressing pan-London objectives like improving air quality and achieving greater social inclusion.
Alongside this process, the Mayor has requested that a new strategic project assessment framework be developed– to ensure projects align with Mayoral policy and wider strategic objectives for London. This will represent the first time the Mayor has comprehensively assessed strategic infrastructure requirements across sectors at the project level.
Proposed projects will be included in the database that underpins the London Infrastructure Mapping Application
The project is supported by two working groups formed of infrastructure advisors (advisory group), including borough representation, and London’s largest infrastructure providers (utility group). Both groups will be chaired by Deputy Mayor for Planning, Regeneration and Skills Jules Pipe CBE.
The Advisory Group has been established to develop a framework to assess London's infrastructure requirements and provide recommendations on how infrastructure projects should be packaged, phased and delivered in order to support London's growth.
Jules Pipe CBE, Deputy Mayor for Planning, Regeneration & Skills, GLA (Chair)
Ian Birch, Transport Economist, Transport for London
Richard Brown, Research Director, Centre for London
Chris Choa, Vice President, AECOM
John Dickie, Director of Policy and Strategy, London First
Dr Liz Goodwin, Senior Fellow and Director Food Loss and Waste, World Resources Institute
Clare Hebbes, Head of Infrastructure, Development, Lendlease
Sue Kershaw, UK Infrastructure Head of Project and Programme Management, KPMG
Matthew Kuhn, ICE London Vice Chair and Programme Manager, Thames Estuary Asset 2100
Suzanne Moroney, Director, Institution for Civil Engineers (observer)
Oliver Steele, Economic Policy Manager, Mott MacDonald
Katharina Winbeck, Head of Transport, Environment and Infrastructure, London Councils
Saffron Woodcraft, Anthropologist, UCL Institute for Global Prosperity (IGP)
The Utility Group will review the programme as it is progressively developed and provide technical input, advice and data to support programme development. The group will have responsibility for validating and endorsing recommendations made by the advisory group.
Jules Pipe CBE, Deputy Mayor for Planning, Regeneration & Skills, GLA (Chair)
Mark Adolphus, Director of Connections, UKPN
Alistair Borthwick, Director of SSE Enterprise, SSE
Dan Butler, Head of Public Affairs, Virgin
Andrew Campling, General Manager – London & South East, BT
Bob Collington, Managing Director - Water, Thames Water
Paul Harwood, Director, Strategy & Planning – South, Network Rail
Wayne Hubbard, Chief Operating Officer, London Waste & Recycling Board
Martin Lunn, Head of Technical Strategy & Support, Essex & Sussex Water
Stephen Martin, Director of Asset Strategy, Affinity Water
Tracey McIntyre, Head of Operations – Replacement, SGN
Simon Moody, Deputy Director – London Area, Environment Agency
Lester Sonden, Wholesale Services Director, Sutton & East Surrey Water
Ed Syson, Director of Operations, National Grid
Lucinda Turner, Head of Borough Planning, Transport for London
Your thoughts on strategic challenges and opportunities
The SIIP will identify strategic challenges and opportunities related to the delivery of large infrastructure projects in the capital. It will start to provide a first level of response for the most acute ones. Some of these challenges and opportunities will be pan-London, some more specific to parts of London.
Our initial thoughts on strategic challenges and opportunities include
- Major-project interrelationships particularly in west London (logistics, skills issue, supply chain, environmental impacts)
- Capacity of local road networks in SW London and Upper Lee Valley
- Time-lag between infrastructure delivery in 2030s and growth required in 2020s
- Commuter rail capacity
- Water capacity in SE London
- Encouraging “good growth” through more active transport
- Improving climate change resilience
We are keen to hear your thoughts and ideas on strategic challenges and opportunities related to infrastructure delivery within the Capital, and also comment on project recommendations essential to London’s long-term growth. Please get in touch by emailing us.
London Infrastructure Mapping Application 2.0
Work continues developing Phase 2 of the London Infrastructure Mapping Application. The mapping application is an innovative tool designed to visualise a range of infrastructure related data in order to support improved coordination of medium and long term infrastructure planning and delivery throughout London.
Development of this tool would not be possible without the support and input of London’s infrastructure providers, including the Environment Agency, Thames Water, UKPN, SGN, National Grid and Network Rail.
We are currently in the process of enhancing functionalities and improving data.
Over the last six months we have held workshops with the Urban Land Institute, Environment Agency, London’s boroughs & TfL through Urban Design London, and the Institution of Civil Engineers resulting in some great ideas that will improve the tool. .
Our immediate priorities over the next few months will be improving the tool’s reliability and automating data updates, as well as identifying new technologies that could enhance the tool. We are also working with Transport for London to integrate databases used by other platforms such as London Works, which is designed to support improved coordination of roadworks throughout London.
If you wish to be involved in a Senior Users Group to support development of the tool and ensure it is developed in a way that meets your requirements please contact Larissa Suzuki, Project Manager via email.
London Finance Commission 2 - update
The Mayor of London reconvened the London Finance Commission (LFC) earlier this year to review and assess existing arrangements for government funding of London, including capital and revenue. The need for further devolution of fiscal and service delivery powers to London’s government has been made more urgent in light of the UK’s vote to leave the European Union.
The LFC will build on its first report published in 2013 which proposed devolving the full suite of property tax revenues – including council tax, stamp duty land tax and business rates – giving London the ability to invest in its own infrastructure and promote economic growth.
In its interim report published in October, the LFC restated its endorsement of these findings and also made a number of additional proposals including assigning a proportion of Income Tax and VAT to London and devolving London’s share of the apprenticeship levy to the capital. It made the case for a more ambitious programme of devolution, one which can support economic growth in London and across the UK.
The LFC is currently working on the final report which will draw on a range of evidence, including oral evidence sessions held in London, Birmingham and Manchester. It also held a session to take evidence from London’s diverse communities. The report is due to be released early next year.
A City for All Londoners
The Mayor recently published a vision document setting his policy directions for the next four years called A City for All Londoners.
This document outlines the capital’s top challenges and opportunities across priority policy areas, as well as the changes that City Hall wants to deliver over the next four years.
Included in this document is the Mayor’s commitment to develop a Strategic Infrastructure Investment Programme for London, increase public transport investment, deliver more housing and improve London’s air quality whilst moving towards a zero carbon city by 2050.
These priorities will shape the Mayor’s forward infrastructure agenda, and integrate with strategies under development including the London Plan and Mayor’s Transport Strategy.
National Infrastructure Commission and Autumn Statement
The Mayor welcomes the Government’s announcement of the new National Productivity Investment Fund (NPIF), which will provide £23 billion of spending between 2017/18 and 2021/22, on technology, housing and transport infrastructure. This investment will be targeted at improving the UK’s poor productivity and lower growth forecasts, resulting from Brexit.
The National Infrastructure Commission will be responsible for making recommendations to support this expenditure, and have recently announced a call for evidence for a national infrastructure assessment. The GLA recently inputted into the methodology that will be used to shape this assessment.
Responses to the call for evidence are to be submitted by February 2017. The GLA Group will make a comprehensive submission on behalf of London. If you wish to input into this submission please contact us.
Wider South East Collaboration
During the second half of 2016 progress was made on all strands of the Wider South East (WSE) collaboration work – including the strand on infrastructure improvement areas.
The following 13 strategic areas were endorsed by the WSE Political Steering Group as priorities for joint promotion and lobbying:
- East West Rail and new road link (Oxford -Cambridge)
- North Downs Rail Link (Gatwick – Reading)
- A27/M27/A259 and rail corridor (Dover – Southampton)
- West Anglia Mainline and Crossrail 2 North (London – Stansted-Cambridge-Peterborough)
- Great Eastern Mainline (London – Ipswich – Norwich)
- Thames Gateway Essex: C2C and A13 (London – South Essex / London Gateway Port)
- Thames Gateway Kent: Crossrail 1 extension East and HS1 route (London – North Kent – Channel Tunnel)
- Lower Thames Crossing
- Brighton Mainline (London – Gatwick – Brighton)
- South West Mainline and Crossrail 2 South West (London – Surrey / southern access to Heathrow)
- Great Western Mainline (London – Reading / western access to Heathrow)
- Midlands and West Coast Mainline (London – Luton – Bedford / Milton Keynes)
- Felixstowe – Nuneaton / Midlands
Their identification had been based on broad criteria including real strategic cross-boundary benefits essential for growth and connectivity for the wider area, local commitment and benefits, deliverability, and potential added value with focus on early wins.
All areas have strategic significance for considerable areas within the WSE in their own rights, but as the are at different stages in the development process, the support for individual schemes will be phased. WSE Officers are currently working on a lobbying programme for the 13 schemes, and they are talking to key partners within these areas including the Local Enterprise Partnerships, local/transport authorities, etc about evidence and added value the WSE collaboration can provide. Aspects of the lobbying programme include cost-benefits of individual strategic schemes, their current status and potential lobbying action and their timing.
For 2017 it is also being considered to widen this collaboration strand to include other strategic types of infrastructure including water and waste management.
Find out more about the WSE collaboration work.