MD3386 Delivery Plan – Accommodation and Wider Support for Those Who Need It Most

Background

1.1.    The Greater London Authority (GLA) has been establishing refreshed delivery and governance arrangements over the last few months. 

1.2.    In undertaking these changes, we have:

·    defined a set of London-level, long-term outcomes which reflect Londoners’ aspirations for the city and towards which the GLA and the GLA Group are working, in partnership with others
·    agreed a small set of strategic, high-level, programmes which the Mayor will commission the GLA Group to deliver in order that the GLA and the GLA Group make the appropriate contributions towards the London-level outcomes.

1.3.    MD3274 ‘Updates to GLA Governance Documents’, published on 13 June 2024, marked the first formal step in implementing new portfolio and governance arrangements and set out approved revisions to the arrangements through which the Mayor exercises and, where appropriate, delegates his powers. It also laid out some changes to the way the GLA’s senior leadership works to ensure that the GLA is successful in exercising its strategic role and in securing delivery.

1.4.    The GLA is now bringing forward for approval delivery plans for the 14 strategic, high-level, programmes which are led by the GLA and involve functional bodies as appropriate. These are numbered 1-14 and set out below, along with delivery plans 15-21, where the relevant GLA Group organisation is taking a leadership role: 

1.    Building more homes
2.    Making best use of land
3.    Improving London’s housing stock
4.    Reducing inequalities
5.    Accommodation and wider support for those who need it most
6.    Reducing non-residential emissions
7.    Delivering a greener, more climate-resilient London
8.    Cleaning London’s air
9.    Supporting Londoners to benefit from growth
10.    Supporting and inspiring young London
11.    Boosting London’s growth sectors
12.    Helping local economies to thrive
13.    Upgrading London’s infrastructure
14.    Celebrating London
15.    Reducing violence and exploitation
16.    Building safer, more confident communities
17.    Supporting and overseeing reform of the Metropolitan Police Service (MPS)
18.    Improving the Criminal Justice System and supporting victims
19.    Healthy streets
20.    Decarbonising transport
21.    Providing more effective, accessible and affordable public transport.

1.5.    The Mayor has been issuing mandates for these proposed programmes to prospective Senior Responsible Owners (SROs). Mayoral mandates define what the Mayor wants to see from each of the programmes, including their scope, objectives, and cross-cutting priorities. Programmes and their associated delivery plans have been developed by the proposed programme SROs, working with the relevant Deputy Mayors, Mayoral Directors and others in response to the Mayor’s mandates. They have been developed to strike the right balance between setting out plans and retaining flexibility to respond to events and learning, as delivery progresses, recognising that agility is important in the context of a changing landscape.

1.6.    Delivery plans lay out the London-level outcomes to which each programme contributes. In considering the GLA’s specific role in contributing to the London-level outcomes, programme SROs have focused on the role of the GLA as London’s strategic regional authority. This has meant looking carefully at where activities most effectively sit within the London system and how the GLA can work with partners to unlock and drive progress. In some cases that will be through direct delivery or through funding. In others it will be through more indirect mechanisms such as system reconfiguration, coalition formation, technical support or capacity building.

1.7.    Resource allocations to each programme are based on the allocations contained in the GLA: Mayor Budget 2025-26. Changes required to delivery plans over time will be agreed by the Mayoral Delivery Board (MDB) or the Mayor in line with our governance arrangements.

1.8.    Delivery plans lay out how each programme makes a positive difference to the relevant London-level outcomes. Key programme outputs are also detailed and will be reported quarterly to MDB, which is responsible for monitoring the performance and delivery of each programme’s delivery plans. 

Overview of the Accommodation and Wider Support for Those Who Need It Most delivery plan

1.9.    The Mayoral mandate for the Accommodation and Wider Support for Those Who Need It Most programme is appended to this Decision form at Appendix 1. The proposed delivery plan is appended at Appendix 2 and presented by the Assistant Director, Housing Programmes and Partnerships, as the proposed SRO, for the Mayor’s approval. 

1.10.    By approving the plan, and the resources allocated to it, the Mayor is enabling the GLA, working with partners, to contribute to the core London-level outcomes:

·    Londoners are not homeless 
·    Londoners live in homes they can afford 
·    Londoners are treated fairly and with dignity.

1.11.    Many Londoners struggle to access safe and appropriate accommodation. This has an unacceptable human and financial cost – nearly 12, 000 people were seen sleeping rough in London in 2023-24 and London boroughs spent £4 million each day on temporary accommodation. 

1.12.    Three groups with particularly acute accommodation needs are people at risk of sleeping rough, survivors of domestic abuse, and vulnerable migrants. These groups can also face a range of needs, social exclusion, and multiple risk-factors, including for their safety, health and financial security. This means they often need access to a range of other relevant specialist advice and support services, including in relation to health, social welfare, immigration advice, employment and skills. The needs of these groups often intersect – for example, migrants represent over 50 per cent of the total London rough sleeping population. 

1.13.    The Accommodation and Wider Support for Those Who Need It Most delivery plan aims to ensure that Londoners who face barriers to accessing safe and appropriate accommodation have access to the right support, with a particular focus on people at risk of sleeping rough, survivors of domestic abuse with accommodation needs, and vulnerable migrants. It also has a focus on addressing unfair or discriminatory treatment of these groups because of protected characteristics. It has three strands:

·    support to access to safe and appropriate accommodation and in sustaining tenancies, recognising the likely range of risk-factors, including protected characteristics, and complex accommodation pathways  
·    support for provision of wider specialist support services, so that these vulnerable groups can access other specialist advice and support
·    sector support and system leadership, working with relevant leading sector actors to convene and support partners across the system to harness their collective expertise and resources, while recognising their different roles and needs.

1.14.    The proposed delivery plan sets out the budget for each project within the programme.

1.15.    All projects detailed in this delivery plan are already set out in detail within existing Mayoral Decisions and/or other relevant approvals. These are outlined below as follows:

1.    Prevent rough sleeping wherever possible (project 1.1) – approved under:

•    Cold Weather Fund – Mayoral Decisions (MD)2559 and MD3241
•    Controlling Migration Fund – MD2559 and MD3135
•    Rough Sleeping Initiative – MD2559, MD2789, MD2853, MD2957, MD3089, MD3135, MD3135, MD3161, MD3204, MD3331 and MD3351
•    Rough Sleeping Prevention and Recovery Grant - MD3331
•    Rough Sleeping Programme (GLA core budget) – approved under MD2789, MD2853, MD2957, MD2993, MD3043, MD3089, MD3135, MD3161, MD3241, MD3331 and MD3350

2.    Provide rapid, sustainable routes away from the streets for people who are sleeping rough (project 1.2) – approved under:

•    Controlling Migration Fund – MD2559 and MD3135
•    GLA Rough Sleeping Programme – MD2789, MD2853, MD2957, MD2993, MD3043, MD3089, MD3135, MD3161, MD3331 and MD3350.
•    Mayor’s Homelessness Change and Platform for Life Programme – MD1578
•    Mayor’s Move-On Programme - MD2467 and MD2052
•    Rough Sleeping Accommodation Programme – MD2738 and MD3331
•    Rough Sleeping Drug and Alcohol Treatment Grant – MD2993 and MD3331
•    Single Homelessness Accommodation Programme – MD3046
•    Rough Sleeping Initiative – MD2559, MD2789, MD2853, MD2957, MD3089, MD3135, MD3135, MD3161, MD3204 and MD3331
•    Rough Sleeping Prevention and Recovery Grant - MD3331
•    Rough Sleeping Programme (GLA core budget) – approved under MD2789, MD2853, MD2957, MD2993, MD3043, MD3089, MD3135, MD3161, MD3241, MD3331 and MD3350

3.    Domestic Abuse Safe Accommodation (DASA) programme (project 1.3) - approved under MD2867, MD3082 and MD332

4.    Domestic Abuse Supported Accommodation Homes Programme (DASAHP) (project 1.4) - approved under MD2707, MD2867, MD3082 and MD332

5.    Housing Moves (project 1.5) - approved under MD558, MD763, MD522, MD995, MD2209, and MD2951

6.    Welcome and integration support – Hong Kong and Ukraine (project 2.1) – approved under MD3281

7.    Building Immigration Advice Capacity (project 2.2) – approved under MD3223

8.    Provide strategic leadership and systems change to end rough sleeping and tackle all forms of homelessness (project 3.1) – approved under MD2559, MD2789, MD2853, MD2957, MD3089, MD3135, MD3135, MD3161, MD3204 and MD3331

9.    Deliver the DASA strategy 2025-27 and DASA Partnership Board (project 3.2) – approved under MD2902

10.    Migration system leadership (project 3.3) - approved under MD3223.

1.16.    The Assistant Director, Housing Programmes and Partnerships will ensure compliance with the obligations set out in The Openness of Local Government Bodies Regulations 2014 which describe when written records of decisions and their content need to be published. Director Decisions and Assistant Director Decisions will be required, where appropriate, to meet these transparency requirements, including in instances where GLA funds are paid to external organisations.

Transfers to/from other delivery plans

1.17.    Development of this delivery plan has prompted refinements to the published budget. As a consequence, Mayoral approval is sought for budget transfers between Accommodation and Wider Support for Those Who Need It Most and other programmes, in accordance with GLA governance processes.  

1.18.    Funding for the Loved and Wanted, Community Support project was included within the Accommodation and Wider Support for Those Who Need It Most programme when the GLA 2025-26 budget was approved in March 2025. It has since been decided that it is more appropriate for this programme to be included within the Reducing Inequalities programme. This MD seeks Mayoral approval to transfer this funding accordingly.

Securing additional funding for projects in the delivery plan

1.19.    Key to delivering the objectives and expected outcomes of the Accommodation and Wider Support for Those Who Need It Most delivery plan is securing funding to support the delivery of both new and existing projects. This funding may come from central government, but may also come from other sources including agencies, utilities providers, philanthropic funders and the private sector.

1.20.    Where additional funding from government (or other sources) is secured in the future to expand or extend existing approved schemes contained in the Accommodation and Wider Support for Those Who Need It Most delivery plan, listed in Appendix 4, and the parameters remain the same or similar as originally agreed with government (or the relevant body), this decision form seeks approval to delegate to the Assistant Director, Housing Programmes and Partnerships (in consultation with the Executive Director for Housing and Land and the Executive Director for Communities and Skills and the Mayoral Delivery Board) to agree the receipt of such funding after consulting with legal advisors and the GLA’s Chief Finance Officer and subsequently having secured agreement from the MDB. For the purposes of considering whether the parameters are similar as originally agreed with government (or the relevant body), the Assistant Director, Housing Programmes and Partnerships will have regard to whether the outcomes to be delivered have changed significantly or there is a significant change in attendant risks of the original scheme. If the outcomes to be delivered have changed significantly, or there is a significant change in attendant risks, or the decision is viewed as novel, contentious or repercussive, a Mayoral Decision will be required.

1.21.    Any decisions to accept additional funding will need to comply with the obligations set out in The Openness of Local Government Bodies Regulations 2014 as highlighted in paragraph 1.16 above. Any decisions to accept additional funding that do not require a formal decision form must be documented via a Record in Writing, as defined in MD3274 'Updates to GLA Governance Documents’, signed in June 2024, and will be reported publicly quarterly. 
Decision making in relation to affordable housing funding programmes for specialist and supported housing, and projects utilising returned Recycled Capital Grant and other specified forms of returned historic funding 

1.22.    The powers and functions of the GLA are exercised by the Mayor, as executive decision maker, on behalf of the GLA. Subject to some exceptions, the Greater London Authority Act 1999 (the ‘GLA Act’) provides that any functions exercisable on behalf of the GLA by the Mayor shall also be exercisable on behalf of the GLA by any member of staff of the GLA. MD3274 'Updates to GLA Governance Documents’, signed in June 2024, provides the default framework within which the Mayor’s powers are retained by him, delegated to others and exercised. It is a scheme of delegation; it sets down the rules and parameters for and within which decision-making in the GLA normally takes place.

1.23.    Under the Accommodation and Wider Support for Those Who Need It Most delivery plan, significant delivery of specialist and supported affordable housing is expected through existing government-funded programmes and any successor schemes.

1.24.    Due to the scale of the funding, and the large number of transactions and decisions required to manage these projects effectively, different decision-making criteria and rules apply to these projects than those which are set out in MD3274 'Updates to GLA Governance Documents’ signed in June 2024.

1.25.    These different decision-making criteria and rules are appended as Appendix 3, which broadly reconfirms arrangements that have historically been in place in respect of affordable housing schemes for specialist and supported housing, and also includes rules in respect of projects utilising returned Recycled Capital Grant and other specified forms of returned historic funding. Appendix 3 should be read alongside the ‘Mayoral Decision-Making in the GLA’ document which was approved via MD3274. 

Reinvesting returned funding

1.26.    In addition to funding secured from central government and external sources, securing the objectives and expected outcomes of the Accommodation and Wider Support for Those Who Need It Most delivery plan may also require the support of funding returned from approved GLA schemes and other specified sources of returned historic grant.

1.27.    The GLA has oversight of a range of different current and historic funding schemes that the Mayor has approved, or which were transferred to the GLA from the Homes and Communities Agency in 2012, and through which funding is sometimes, or may be, returned to the GLA. A list of these schemes is set out in Appendix 4 and other sources of returned historic grant are specified in Appendix 3. 

1.28.    These schemes operate in different ways, using a range of different funding methods – predominantly grant (recoverable in certain circumstances) and loans – and this means the amount and type of funding returned to the GLA through these funding schemes varies. 

1.29.    This decision form seeks approval to reinvest funding that has been (or will be) returned to the GLA into delivering projects that are already approved as part of the Accommodation and Wider Support for Those Who Need It Most delivery plan, without the need for a further Mayoral Decision. 

1.30.    The governance and delegations related to decisions to reinvest returned funding into affordable housing schemes for specialist and supported housing and projects utilising returned Recycled Capital Grant and other specified forms of returned historic funding are detailed in paragraphs 1.22-1.25 above and Appendix 3. 

1.31.    Decisions to reinvest returned funding into schemes already approved by the Mayor but that do not fall within the areas detailed in Appendix 3 will be delegated to the Executive Director, Housing and Land. or the Assistant Director, Housing Programmes and Partnerships, if this MD is approved. Such decisions will be made in line with the governance processes detailed in an existing decision listed in Appendix four.

1.32.    The Executive Director, Housing and Land, and the Assistant Director, Housing Programmes and Partnerships, as appropriate, will ensure compliance with the obligations set out in The Openness of Local Government Bodies Regulations 2014 which describe when written records of decisions and their content need to be published. Where any decisions to reinvest returned funding that do not require a formal Decision form are made, they must be documented via a Record in Writing, as defined in MD3274 'Updates to GLA Governance Documents’, signed in June 2024, and will be reported publicly quarterly.
 

2.1.    The delivery plan for the Accommodation and Wider Support for Those Who Need It Most programme describes how the GLA will aim to ensure that Londoners who face barriers to accessing safe and appropriate accommodation have access to the right support, with a particular focus on people at risk of sleeping rough, survivors of domestic abuse with accommodation needs, and vulnerable migrants. It also has a focus on addressing unfair or discriminatory treatment of these groups because of protected characteristics.

2.2.    The objectives and expected outcomes of the programme are set out in the Accommodation and Wider Support for Those Who Need It Most delivery plan which is appended as Appendix 2.

2.3.    The core London-level outcomes to which this programme will contribute are that Londoners are not homeless, Londoners live in homes they can afford, and Londoners are treated fairly and with dignity. 
 

3.1.    Under section 149 of the Equality Act 2010, the Mayor and GLA must comply with the public sector equality duty (PSED) and must have due regard to the need to:

·    eliminate unlawful discrimination, harassment and victimisation and any other conduct that is prohibited by or under the Equality Act
·    advance equality of opportunity between people who share a relevant protected characteristic and those who do not
·    foster good relations between people who share a relevant protected characteristic and those who do not.

3.2.    The ‘protected characteristics’ are: age, disability, gender re-assignment, pregnancy and maternity, marriage and civil partnership (but only in respect of the requirements to have due regard to the need to eliminate discrimination), race (ethnic or national origins, colour or nationality), religion or belief (including lack of belief), sex, and sexual orientation. 

3.3.    Consideration of the PSED is not a one-off task. The duty must be fulfilled before taking a decision, at the time of taking a decision, and after the decision has been taken, to ensure that equalities impacts are kept under ongoing review.

3.4.    The Accommodation and Wider Support for Those Who Need It Most delivery plan helps achieve a number of the Mayor’s statutory equality objectives, and progress on delivery of these objectives is reported on each year in the Mayor’s Annual Equality Report.

3.5.    Homelessness and housing insecurity disproportionately affects people from Black and minority ethnic communities, and research has highlighted how direct acts of racism, racial discrimination and institutional racism contribute to homelessness. Women are much more likely than men to be the victims of high-risk of severe domestic abuse and younger people are more likely to be subject to interpersonal violence. These groups will therefore benefit from the projects in the Accommodation and Wider Support for Those Who Need It Most delivery plan designed to support Londoners who face barriers to accessing safe and appropriate accommodation, with a focus in people sleeping rough, survivors of domestic abuse with accommodation needs and vulnerable migrants. Programmes related to migration improve access to services that, in turn, promote Londoners’ access to their rights and entitlements – tackling inequalities that post barriers to migrants, refugees and people seeking asylum and intersect with protected characteristics including race.

3.6.    Equalities considerations for the majority of projects in the Accommodation and Wider Support for Those Who Need It Most delivery plan have already been taken into account and are set out in the relevant decision forms referenced in Appendix 4.

3.7.    The Rough Sleeping Plan of Action (referenced in project 3.1 in the delivery plan) has been subject to an Equalities Impact Assessment (EqIA). The use of inclusive data design and specialist routes off the streets, as set out in the Rough Sleeping Plan of Action, are likely to benefit younger people, Deaf and disabled people, trans and gender non-conforming people, women and those from Black, Asian and minority ethnic communities. In addition, preventing rough sleeping for people leaving asylum accommodation should also improve outcomes for young refugees who face structural barriers when seeking homelessness support. 

3.8.    Where projects in the Accommodation and Wider Support for Those Who Need It Most delivery plan require further Mayoral Decisions or other formal approvals, equalities considerations will be finalised through these decisions, including a full EqIA where appropriate.
 

Risks and issues

4.1.    The following programme-level risks to the delivery of the Accommodation and Wider Support for Those Who Need It Most programme have been identified:

4.2.    The Assistant Director, Housing Programmes and Partnerships as the SRO for the Accommodation and Wider Support for Those Who Need It Most programme will be responsible for implementing and overseeing a risk framework for the programme. Project risks and mitigations will be managed as they are currently at a project level and reported periodically to the Programme Board. The Programme Board will also review the above programme-level risks and mitigations, reporting to Mayoral Delivery Board alongside progress against programme objectives as part of the GLA's quarterly reporting regime. 

Links to Mayoral strategies and priorities

4.3.    The programmes outlined in this decision support delivery of the following Mayoral strategies:

•    the Mayor’s Housing Strategy, including the key aims to build more homes for Londoners, deliver more genuinely affordable homes and tackle homelessness and help rough sleepers. In developing this delivery plan the continued relevance of the Housing Strategy has been kept under review
•    the Mayor’s Equality, Diversity and Inclusion Strategy, which sets out an aspiration to work with councils, government and the voluntary sector to prevent and relieve homelessness and to ensure there is a route of the streets for all people sleeping rough. This strategy also highlights migrants and refugees as a group who face additional inequalities that intersect with their protected characteristics
•    the Mayor’s Social Integration Strategy, which sets out a framework for how we all live together, shaped by the level of equality between people, the nature of our relationships, and our levels of community participation.

Consultations 

4.4.    For projects which already have a formal decision form in place, the consultation undertaken for these projects is set out in the relevant decision forms.

4.5.    The level and timing of consultation will vary for those projects not requiring a subsequent formal decision form. This will be a mixture of informal consultation with key stakeholders, as well as formal consultation.

4.6.    Where further Mayoral Decision forms will be required to progress the projects in the Accommodation and Wider Support for Those Who Need It Most delivery plan, consultation will be undertaken where appropriate; this will be shaped through engagement with relevant stakeholders such as delivery partners, community stakeholders and advisory groups.

4.7.    There are no conflicts of interest arising from those involved in the drafting and clearance of this decision form. As and when individual conflicts of interest arise during the delivery of initiatives contained in the Accommodation and Wider Support for Those Who Need It Most delivery plan, they will be handled in line with the GLA policy on registering and declaring interests.
 

5.1.    The programme budget is set out in the delivery plan and summarised in the table below:

5.2.    The budget allocated to this delivery plan is presented in the GLA: Mayor budget 2025-26, approved on 31 March 2025 under MD3330, as below:

5.3.    The budget will be transferred from this programme’s delivery plan to other programmes’ delivery plans and adjusted to reflect the change to income expectation in accordance with our governance processes, subject to Mayoral approval of this decision, as follows:

5.4.    The budget set out at paragraph 5.1 reflects the net effect of these budget transfers as well as other amendments such as anticipated income.

5.5.    Any budget commitments for future years are subject to the annual budget setting process.

5.6.    Any future transfers and movements within the budget for this programme, or between this and other programmes, will be handled in accordance with the GLA’s governance processes. 
 

6.1.    Under section 30(1) of the Greater London Authority Act 1999 (the GLA Act), the Mayor acting on behalf of the GLA has the power to do anything that he considers will further any one or more of the GLA’s principal purposes, which are:

•    promoting economic development and wealth creation in Greater London
•    promoting social development in Greater London
•    promoting the improvement of the environment in Greater London. 

6.2.    In deciding whether or how to exercise the general power in section 30(1), section 30 (4) of the GLA Act requires the GLA to have regard to the effect which the proposed exercise of the power would have on:

•    the health of persons in Greater London
•    health inequalities between persons living in Greater London
•    the achievement of sustainable development in the UK
•    climate change, and the consequences of climate change. 

6.3.    Where the GLA exercises the power under section 30(1), pursuant to section 30(5) it must do so in the way which it considers best calculated to:

•    promote improvements in the health of persons in Greater London
•    promote the reduction of health inequalities between persons living in Greater London
•    contribute towards the achievement of sustainable development in the United Kingdom
•    contribute towards the mitigation of, or adaptation to, climate change, in the United Kingdom.

6.4.    The GLA must also make arrangements with a view to securing that in the exercise of the power in section 30(1), there is due regard to the principle that there should be equality of opportunity for all people in accordance with section 33 of the GLA Act and consult with such bodies or persons as the GLA may consider appropriate in this particular case in accordance with section 32 of the GLA Act.

6.5.    Under section 34 of the GLA Act, the GLA, acting by the Mayor, the Assembly, or both jointly, may do anything that is calculated to facilitate, or is conducive or incidental to, the exercise of any functions of the GLA exercisable by the Mayor; or, as the case may be, by the Assembly, or by both acting jointly. The foregoing sections of this report indicate that the decisions requested by the Mayor concern the exercise of the GLA’s general powers under section 30 and section 34 of the GLA Act. 

6.6.    Under section 38 of the GLA Act, any function exercisable by the Mayor on behalf of the GLA may also be exercised by a member of the GLA’s staff – albeit subject to any conditions that the Mayor sees fit to impose. To this end, the Mayor may make the requested delegations to the Assistant Director, Housing Programmes and Partnerships, the Executive Director, Housing and Land and the Deputy Mayor for Housing and Residential Development, subject to the conditions set out above and requirements set out in this Mayoral Decision. 

6.7.    In taking the decisions requested of him, the Mayor must have due regard to the Public Sector Equality Duty (PSED) contained in section 149 of the Equality Act 2010. To this end, the Mayor should have particular regard to section three (above) of this report.

6.8.    If the Mayor makes the decisions sought, officers must also ensure that:

•    no reliance is placed on, nor commitments made in reliance of:
-    third party funding until legally binding commitments are secured for it and officers are satisfied that their proposed use of the same aligns with any conditions of award
-    future budgets remaining subject to the outcome of the budget setting process for future financial years, until those budget setting exercises are completed
-    “returned funding” without confirmation that it can be used as proposed and, where applicable, liaising with third party funders and varying current GLA funding agreements to reflect the reallocation of funding
•    where applicable, the Subsidy Control Act 2022 is observed
•    where expenditure concerns: 
-    purchase of services: they are procured in accordance with the GLA’s Contracts and Funding Code (the “Code”) and where applicable the Procurement Act 2023 (the “Act”); officers liaise with Transport for London’s procurement and supply chain team, which will determine the detail of the procurement strategy to be adopted in accordance with the Code and the Act; and put in place appropriate contractual documentation and ensure it is executed by the chosen service provider and GLA before the commencement of those services 
-    the award of grant funding such awards are made fairly, transparently, in accordance with the GLA’s equalities requirements and with the requirements of GLA’s Contracts and Funding Code and funding agreements are put in place between and executed by the GLA and recipients before any commitment to fund is made.

6.9.    If the Mayor makes the delegations sought above, those exercising those delegations must have regard to the obligations set out in The Openness of Local Government Bodies Regulations 2014 when taking decisions in accordance with the delegations set out in this decision form or any other delegations in existing Mayoral Decisions as set out in Appendices 3 and 4. In particular regulation 7 which provides that where a decision has been delegated to an officer either (a) under a specific express authorisation or (b) under a general authorisation and the effect of the decision is to award a contract or incur expenditure which, in either case, materially affects the GLA’s financial position, the officer to whom the delegation has been made must produce a written record of the decision (regulation 7(1) and (2)). Regulation 7(3) provides that the written record must be produced as soon as reasonably practicable after the decision has been taken and must contain the date the decision was taken, a record of the decision taken with reasons, details of options considered and rejected, if any, and where a decision is delegated under a specific express authorisation, any conflicts of interest. Regulation 8 requires the written record, together with any background papers, must as soon as reasonably practicable after the record is made, be made available for inspection by members of the public including on the GLA’s website.
 

7.1.    Timelines are as set out in the delivery plan appended as Appendix 2.