DD2627 Interim Royal Docks Cultural Placemaking Programme 2023-24

1.1.    The Royal Docks team is currently in the process of developing its two-year delivery programme and will be taking a comprehensive Business Plan to the Royal Docks Enterprise Zone (EZ) Programme Board in September 2023, for endorsement. Subsequently, the Royal Docks team 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 against each of its work areas for the next two-years. 

1.2.    This DD requests the reallocation of £615,000 from underspends on previous approvals, to fund projects planned for the 2023-24 cultural placemaking programme. This requires contracts to be in place by the end of March 2023. The reallocation of underspends will fund contracts for two production companies working on cultural projects between April and August, two international/community arts festival events taking place in the summer, a net-zero temporary structure as part of the Royal Docks Summer of Sustainability, and research and development for Royal Docks Originals’ new commissions. These activities all form part of the 2023-24 cultural placemaking programme plans which were considered and endorsed by the Royal Docks EZ Programme Board on 25 November 2022. 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.
 
1.3.    This DD also seeks to address historic underspends on approvals due to the impact of COVID-19 lockdowns and restrictions on live events in 2020 and 2021. Due to COVID lockdowns, projects planned for 2020 and 2021 were adapted, postponed or delivered in COVID-safe methods, with reduced expenditure. In addition, we are seeking to repurpose underspends on a few pilot projects from 2018 and 2019 (before the Royal Docks Cultural Placemaking Strategy was adopted) which were adapted with learnings from the early phase of work. 

Income, Procurement and Delivery

1.4.    The Royal Docks team 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 accordance with the GLA’s equality policy, subsidy control rules, in a manner that ensures value for money and in accordance with the GLA Contracts and Funding Code. This will be done in conjunction with TfL Procurement and TfL Legal.

1.5.    The detailed budget breakdown for projects is detailed below.

1.6.    Detailed information regarding the project budgets is available in Part 2 of this Decision Form. Below is a summary of projects requiring approved funding to be delivered by August 2023.

1.7.    In order to flexibly respond to income generating opportunities during the delivery of our programme, where appropriate we 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) to assist in the enhancement and promotion of our events. All external income sought will be in accordance with GLA financial regulations and the GLA Sponsorship Policy. 

1.8.    Therefore, this Decision Form seeks delegation to the Royal Docks Programme Director to receive and spend sponsorship and fundraising income, from suitable partners, without the need for a further Decision Form to enhance the interim Cultural Placemaking Programme for 2023-24. 
 

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 strategic objectives and expected outputs for the Delivery Plan are outlined in the table below. 

2.3    The Royal Docks cultural placemaking and activation programme has been refined to ensure that it is making a robust and holistic contribution to the COVID-19 recovery strategies of the Mayor of Newham and the Mayor of London. 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 we pay and actively support the London Living Wage
•    physical and mental wellbeing – providing stimulating and relevant things to do and see, social opportunities, and events that promote physical health and wellbeing
•    the green economy – supporting internal Royal Docks teams and incoming projects with a strong green economy focus, and through our adoption of environmental policies across all our work
•    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, and their relationship to COVID-19 recovery and the cost-of-living crisis, 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 and 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 Royal Docks EZ Delivery Plan projects 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. Impact assessments 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    This decision requests approval for reallocation of up to £615,000 of revenue expenditure from underspends previously approved under DD2308, DD2347, DD2450, DD2560, DD2528 and DD2563 to support the continuity of the Royal Docks’ cultural placemaking programmes and projects to be delivered in spring and summer of 2023. Detailed programmes and forecast spend are listed in section 1.6 of this decision.

5.2    This expenditure is part of the £212.5 million approved delivery plan budget confirmed in MD2338. The costs will be incurred in 2023/2024 from the Royal Docks 2023/24 budget that is funded from EZ Business Rates. The programmes and projects will be managed by the Royal Docks team within Strategic Property & Programmes team 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. 

6.5    Section 1 of this report indicates that the GLA intends to provide grant funding. Officers must 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.

6.6    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. 
6.7    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.