Mayor of london

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Structure and methodology

1.5 The Implementation Plan aims to be user-friendly, concise, transparent and easy to update. It is organised around two core sections:

1.6 At the centre of the first (chapter 2 plus Annex 1) is a range of strategic implementation actions for the GLA Group, partner organisations and delivery agencies covering all policy areas. This is based around a comprehensive investigation into the implementation dimension of all policies of the Plan. The implementation actions support and facilitate the implementation of the London Plan policies. They include significant investment initiatives and strategies, as well as important partnerships and research work. Specific guidance and support for boroughs in realising the London Plan through their LDFs is also included. For each implementation action, information about responsible delivery bodies, a timescale for delivery and a degree of certainty is provided. No attempt is made to prioritise individual actions over others. Rather an indication is given about the firmness of commitment expressed by key deliverers to each action and to the dependencies in terms of resources, local commitment, individual circumstances, Government decision/guidance, technical expertise or better partnership working. Potential barriers that have to be overcome in each case are being identified. Current economic circumstances and potential spending constraints in the public sector are also taken into account.

1.7 The second core section (chapter 3) addresses the strategic infrastructure required to support the growth set out in the London Plan (and particularly housing growth). Infrastructure that is of significance across borough boundaries, in terms of transport, utilities (water, energy, waste), telecommunications, social and green infrastructure is explored – initially on a broad London-wide basis. As far as possible this process includes identifying the potential infrastructure need based on transparent assumptions about future resource demand and other aspects. The provision of infrastructure to meet this need, cost and potential funding opportunities of strategic infrastructure are also addressed. Funding opportunities that apply across different types of infrastructure are the focus of chapter 4. However, it should be noted that in many cases budgets, funding mechanisms and priorities in the public sector are extremely uncertain. Therefore, the information provided is kept very brief and high-level.

Implementation Group

1.8 An Early Working Draft of this Implementation Plan was produced in September 2010 to illustrate the Mayor’s approach to implementation planning for the London Plan Examination in Public (EIP). Whilst the Implementation Plan itself was not subject to scrutiny, many EIP participants welcomed the Mayor’s approach and offered support for its further development.

1.9 An Implementation Group has been established to support the preparation and over time the review of the Implementation Plan. The Implementation Group aims to:

  1. assist in providing the Mayor with data or potential sources of data required for the development and updating of the Implementation Plan;

  2. assist in providing the Mayor with advice and analysis;

  3. assist in suggesting and delivering actions for inclusion in the Implementation Plan;

  4. assist in making policy recommendations to the Mayor on matters relating to implementation and infrastructure planning for possible inclusion in the London Plan and/or other strategies.

1.10 The Implementation Group is chaired and managed by GLA officers. Representatives are drawn from representatives of delivery agencies covering the different types of strategic infrastructure. Local authority officers and community representatives as well as other key stakeholders involved in infrastructure planning are also represented.

1.11 As the current focus is on strategic infrastructure, sub-groups have been formed for the different types of infrastructure. They will over time help to shape and refine the different sections. For the production of this draft input was largely sought from the delivery agencies that could provide data/information to establish a baseline. However, over time the role of representatives from local authorities and sub-regional bodies is likely to increase as closer links to the implementation and infrastructure aspects of local planning documents are sought.

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