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CHAPTER FOUR

LOndOn’s ECOnOmy

The london plan 2011 london’S eConoMY

4.1 ThischaptersetsoutpoliciestosupportdeliveryoftheMayor’svisionandobjectives–particularlythosetoensurethatLondonis:

• A city that meets the challenges of economic and population growth

inwaysthatensureasustainable,goodandimprovingqualityoflifeandsufficienthighqualityhomesandneighbourhoodsforallLondoners,andhelptacklethehugeissueofdeprivationandinequalityamongLondoners,includinginequalityinhealthoutcomes;and

• An internationally competitive and successful city withastronganddiverseeconomyandanentrepreneurialspiritthatbenefitallLondonersandallpartsofLondon;acitythatisattheleadingedgeofinnovationandresearch,andwhichiscomfortablewith–andmakesthemostof–itsrichheritageandculturalresources.

ThesepolicieswillsupportdevelopmentandgrowthofLondon’sdiverseeconomyovertheyearsto2031,enablingittocontributetotheprosperityoftheUKandprovideLondonerswiththegoods,servicesandjobopportunitiestheywillneed.

4.2 Thischapter,whichcomplementstheMayor’sEconomicDevelopmentStrategy(EDS),dealswiththeneedsofdifferentsectorsoftheeconomyandtheirworkspacerequirements.Italsoprovidesapolicybaseforinnovation,withsupportfornewandemergingeconomicsectorsanda‘connected’economy.MakingsureallLondonersareabletoshareintheircity’ssuccessisakeypriority,andthischapterdealswiththecontributionplanningpolicycanmaketoimprovingopportunitiesforallLondoners.

Economic Context

POLiCy 4.1 dEvELOPing LOndOn’s ECOnOmy

StrategicA TheMayorwillworkwithpartnersto:

a promoteandenablethecontinueddevelopmentofastrong,sustainableandincreasinglydiverseeconomyacrossallpartsofLondon,ensuringtheavailabilityofsufficientandsuitableworkspacesintermsoftype,sizeandcost,supportinginfrastructureandsuitableenvironmentsforlargeremployersandsmallandmediumsizedenterprises,includingthevoluntaryandcommunitysectors

bdriveLondon’stransitiontoalowcarboneconomyandtosecuretherangeofbenefitsthiswillbring

c supportandpromoteouterLondonasanattractivelocationfornationalgovernmentaswellasbusinesses,givingaccesstothehighly-skilledLondonworkforce,relativelyaffordableworkspaceandthecompetitiveadvantagesofthewiderLondoneconomy

d supportandpromotethedistinctiveandcrucialcontributiontoLondon’seconomicsuccessmadebycentralLondonanditsspecialistclustersofeconomicactivity

e sustainthecontinuingregenerationofinnerLondonandredressitspersistentconcentrationsofdeprivation

f emphasisetheneedforgreaterrecognitionoftheimportanceofenterpriseandinnovation

gpromoteLondonasasuitablelocationforEuropeanandotherinternationalagenciesandbusinesses.

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4.3 ProvidingthebasisforthecontinuedgrowthandeconomicdevelopmentofallpartsofLondonisakeythemeofthisPlan.Thecapitalhashadahistoryofchangeandinnovation1,andthisislikelytoremainthecaseforthefuture.TheroleofplanningistofacilitatethatchangeinwayswhichensurethatallpartsofLondonandallkindsofenterprisescanflourishandcontributetotheprosperityofthewholecity,andallofitspeople.ThisisakeycontributortothestrategysetoutinChapter1.

4.4 ThisPlanaimstoensurethatLondoncontinuestoexcelasaworldcapitalforbusiness,whilealsosupportingthesuccessoflocaleconomiesandneighbourhoodsinallpartsofthecapital(seeChapterTwo).ParticularemphasisisplacedonsupportingthegreatercontributionouterLondoncanmaketothecapital’seconomicsuccess(policies2.6-2.8).TheMayorestablishedaCommissiontoidentifythescopeforsustainablegrowththere.ItconcludedthatouterLondoncouldmakeastrongercontributiontogrowthofthecapitalandthewidercityregion,providinganattractivelocationforsectorswhicharecurrentlylocatedinsurroundingpartsofsouth-eastEngland.InnerandcentralLondon’scontinuedsuccess,andthatofthesectorsoftheeconomythatclusterthere,willalwaysbecrucialtothecapitalandtotheUnitedKingdomasawhole(policies2.9and2.10-2.12).Inaddition,thisPlanidentifiesopportunityareasacrossLondonprovidingsignificantcapacityfornewemployment(Policy2.13andAnnex1).MuchofthiscapacityisineastLondon,wherethereisboththescopeandneedforadditionaleconomicdevelopment.

4.5 ThepoliciesinthisPlanarealsointendedtoprovidethebasisforsuccessofallkindsandsizesofenterprise.Londonhasaround800,000enterprisesrangingfromlarge,office

basedemployerstosmallandmedium-sizedones(whichrepresentabout48percentofLondonemployment)andthemorethan600,000self-employedLondoners;andfrommajorcorporationstothevoluntaryandcommunity(thereareatleast3,400socialenterprisesinLondon,providinganestimated104,500jobs)andpublicsectors(thepublicsectoremploys782,000inLondon–proportionatelymuchlessthaninotherregions).AlloftheseplayanimportantroleinLondon’seconomyanddevelopment,andwillcontinuetodoso.

4.6TheMayorwishestoencouragebroad-basedgrowth,andcontinuestosupportthesuccessofeconomicsectorslikefinancialandbusinessservices,includingthoseclusteredintheCityandthenorthoftheIsleofDogs,aswellasleisureservicesandretailwhichtogetherhavebeenatthecentreofLondon’seconomicsuccessoverthepastfourdecades.Atthesametime,hewillhelptobuildtheconditionsfornewsectorstoemergeandplaytheirpartinathrivinganddiversecityeconomy.Thisdoesnotmeantryingto‘pickwinners’,inthewaygovernmentstriedinthe1960sand1970s.RatherthePlanseekstoensuretherearetheworkspaces,environments,skilledworkforcesandinfrastructuresthatenterprisesofallkindsandsizesneedtodevelopandinnovate.

4.7 TheMayorisstronglycommittedtodrivingafundamentalshiftinLondon’seconomytowardsalowcarbonfuture.Thisisvitalbothtoensuringthecitymeetsthechallengesofclimatechange(seeChapter5),andtopositioningittorealisethebusinessbenefitsandopportunitiesbeingaworldleaderinthisareawillbring.Alowcarboneconomyisoneinwhicheconomicgrowthandbusinesssuccesscoexistwithreducingcarbonintensity.RealisingthisobjectivewillmeanaddressingtheissuesraisedinChapter5–minimisingresourceusewherewecan,

The london plan 2011 london’S eConoMY

maximisingefficiencywithwhatwedohavetouse,ensuringavailabilityofinfrastructureandnetworks.Thiswillinturnhelpdevelopamarketforlowcarbongoodsandservices,andsupportinnovation.Theplanningsystemcanalsoensureenterprisesworkinginthelowcarboneconomyhavethekindofworkspacestheyneed.TheMayor’sEconomicDevelopmentStrategysetsoutpoliciestocomplementthosehere–promotinglowcarbonbusinesspracticesandensuringavailabilityofthenecessaryskillsforexample.

4.8 Whilstavailabilityofworkspacesthatarebothsuitableandaffordableisakeyconcernforsmallandmedium-sizedenterprises(SMEs),inoveralltermsthereiscurrentlysufficientmarketprovision,thoughtherewillbeparticularlocationswithsignificantconstraintsthatneedaddressing,anditwillbeimportanttoensurethattherecontinuestobesufficientcapacityintothefuture.Insomecircumstances,suchasaroundcentralLondon,tomeettherequirementsofCAZ,workspacemayneedtobesecuredthroughplanningagreementsaspartofmixedusedevelopment.TheMayoralsorecognisesthatLondon’seconomyisdisproportionatelydependentonlargeremployers.ThisPlanreflectstheirimportancetoLondon’scontinuedprosperityandensuresthattheyhavetheroomtogrow.Thesetrendswillbemonitoredrigorously.

4.9 TheMayor’sEconomicDevelopmentStrategyprovidesfurtherdetailonrealisingLondon’spotentialforeconomicgrowth.ItmakescleartheMayor’soveralleconomicdevelopmentpolicyobjectivesto:

• promoteLondonastheworldcapitalofbusiness,theworld’stopinternationalvisitordestinationandtheworld’sleadinginternationalcentreoflearningandcreativity

• ensureLondonhasthemostcompetitivebusinessenvironmentintheworld

• supportLondontobecomeoneoftheworld’sleadinglowcarboncapitalsby2025

• giveallLondonerstheopportunitytotakepartinLondon’seconomicsuccess,accesssustainableemploymentandprogressintheircareers;and

• ensureprosperityisspreadacrossthecapital,addressingareasofdeprivationacrossthecityandinparticularfosteringeconomicandemploymentgrowthinouterLondon,maintainingtheglobalroleofcentralLondonandmaximisingthebenefitsofinvestment.

Economic Sectors and Workspaces

POLiCy 4.2 OFFiCEs

StrategicA TheMayorwillandboroughsandother

stakeholdersshould:

a supportthemanagementandmixedusedevelopmentandredevelopmentofofficeprovisiontoimproveLondon’scompetitivenessandtoaddressthewiderobjectivesofthisPlan,includingenhancingitsvariedattractionsforbusinessesofdifferenttypesandsizesincludingsmallandmediumsizedenterprises

b recogniseandaddressstrategicaswellaslocaldifferencesinimplementingthispolicyto:–meetthedistinctneedsofthecentral

Londonofficemarket,includingthenorthoftheIsleofDogs,bysustaininganddevelopingitsuniqueanddynamicclustersof‘worldcity’andotherspecialistfunctionsandbusinessenvironments,and

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–consolidateandextendthestrengthsofthediverseofficemarketselsewhereinthecapitalbypromotingtheircompetitiveadvantages,focusingnewdevelopmentonviablelocationswithgoodpublictransport,enhancingthebusinessenvironmentincludingthroughmixeduseredevelopment,andsupportingmanagedconversionofsurpluscapacitytomoreviable,complementaryuses

c encouragerenewalandmodernisationoftheexistingofficestockinviablelocationstoimproveitsqualityandflexibility

d seekincreasesinthecurrentstockwherethereisauthoritative,strategicandlocalevidenceofsustaineddemandforoffice-basedactivitiesinthecontextofpolicies2.7,2.9,2.13and2.15-2.17.

LDF preparationB LDFsshould:

a enhancetheenvironmentandofferofLondon’sofficelocationsintermsofphysicalattractiveness,amenities,ancillaryandsupportingactivitiesaswellasservices,accessibility,safetyandsecurity

bprovidethebasisforworkwiththeGLAGroup,investors,developers,landownersandpotentialoccupierstobringforwardandrenewdevelopmentcapacityasefficientlyaspossible,co-ordinatingtheiractivitiesandintereststoavoidplanningdelaysandfacilitatingsiteassembly,ifnecessary,throughthecompulsorypurchaseprocessandespeciallybeyondthecentralLondonofficemarket

c workwithsub-regionalpartnerstodevelopco-ordinated,phasedstrategiestomanagelongterm,structuralchangesintheofficemarket,focusing

newcapacitywherethereisstrategicaswellaslocalevidenceofdemand,encouragingrenewalandmodernisationinviablelocationsandsupportingchangesofsurplusofficespacetootheruses

dexaminethescopeforre-useofotherwisesurpluslargeofficespacesforsmallerunits.

4.10InrecentdecadesLondon’seconomyhasbeenincreasinglyservice-based,andthisislikelytocontinue.Asaresult,ensuringthereisenoughofficespaceoftherightkindintherightplacesisakeytaskfortheLondonplanningsystem.

4.11Resultsfromthe2009LondonOfficePolicyReview2indicatethatofficebasedemploymentmaygrowbysome303,000between2011and2031.Onthebasisofthis;acentralassumptionforofficeemploymentdensityof12sq.mperworker;net:grossdevelopmentratiosof75%-85%;andafrictionalvacancyrateofeightpercent,Londonmightneedanadditional3.9millionsqm(net)or4.6-5.2millionsq.m(gross)officefloorspaceby2031(seeTable4.1).However,particularlybeyondcentralLondon,historicperformancehasshownthatemploymentgrowthhasnottranslatedintoofficefloorspacedemand3.TheMayorisconcernedthattheplanningprocessshouldnotcompromisepotentialgrowth,so3.9millionsq.m(net)providesabroad,employmentbased,monitoringbenchmarkandwillbesetamongothersaddressingdevelopmenttrends,density,rents,take-upandvacancy.

The london plan 2011 london’S eConoMY

Table 4.1 Demand for office based employment and floorspace, 2011–2031

Location Office based employment growth Demand for office floorspace (million sqm)

Total % of total growth Net floorspace Gross floorspace(75% ratio)

Gross floorspace (85% ratio)

OuterLondon 59,000 20 0.77 1.03 0.91

InnerLondon* 67,000 22 0.86 1.15 1.01

CAZandthenorthoftheIsleofDogs

177,000 58 2.30 3.07 2.71

Londontotal 303,000 100 3.93 5.24 4.62

*ExcludingCAZandnorthofIsleofDogs.Source:GLA;derivedfromLondonOfficePolicyReview2009

4.12InformedbytherecommendationsoftheOuterLondonCommission(OLC)4,theMayorencouragestherenewalandmodernisationoftheofficestockinviablelocationsinouterandinnerLondonandurgesboroughstomanagechangesofsurplusofficespacetootheruses,providingoverallcapacityissustainedtomeetLondon’slong-termofficeneeds.ThefindingsoftheOLCandtheLondonOfficeReviewPanel(LORP)indicatethatthemostviablelocationsfortherenewalandmodernisationoftheofficestockinouterLondoninclude:• StrategicOuterLondonDevelopment

Centres(Policy2.16),particularlythestrategicofficecentresatCroydonandStratfordandelsewhereifjustifiedbydemand,forexampleatBrentCross

• mid-urbanbusinessparkssuchasthatwhichhasbeendevelopedatChiswick

• towncentrebasedofficequarters• conventionalbusinessparksbeyondthe

urbanarea,suchasthoseatStockleyParkandBedfontLakes,whichshouldworktowardsgreatertransportsustainability

• scienceandinnovationparks,rangingfromurbanincubatorunitstomorespaciousprovision

• existinglinearofficedevelopmentssuchasthe‘GoldenMile’inHounslow,whichshouldbemademoresustainableintransportterms

• locallyoriented,towncentrebasedofficeprovision,whichcanbeconsolidatedeffectivelytomeetlocalneeds,orwherenecessary,changedtootheruses.

4.13Localplansandstrategiesshouldsupporttheconversionofsurplusofficestootherusesandpromotemixedusedevelopmentinthelightofintegratedstrategicandlocalstudiesofofficedemand.InformedbytheindependentLondonOfficeReviewPanela‘plan,monitorandmanage’approachwillbeusedtoreconcileofficedemandandsupplyacrossthedevelopmentcycleslikelytobeencounteredovertheyearsto2031.Thismaywellprovidescopeforchangesfromsurplusofficetootheruses,especiallyhousing,providingoverallcapacityissustainedtomeetLondon’slong-termofficeneeds.Thescopeforre-useofotherwisesurpluslargeofficespaceforsmallerunitssuitableforSMEsshouldalsobeconsidered.

4.14IntheCAZandtheIsleofDogsthereremainsstronglong-termofficedemand,andasubstantialdevelopmentpipelinewhichispartlysubjecttotheimplementationofCrossrailandothersignificantinvestmentsintransportcapacity.Environmentalimprovementsintheselocationscontinuetobeneededtoenhanceitsattractionasaglobalbusinesslocation.

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POLiCy 4.3 mixEd UsE dEvELOPmEnT And OFFiCEs

StrategicA

aWithintheCentralActivitiesZoneandthenorthoftheIsleofDogsOpportunityArea(seeChapter2andAnnex1),increasesinofficefloorspaceshouldprovideforamixofusesincludinghousing,unlesssuchamixwoulddemonstrablyconflictwithotherpoliciesinthisplan

belsewhereinLondon,mixedusedevelopmentandredevelopmentshouldsupportconsolidationandenhancementstothequalityoftheremainingofficestockinthetypesofstrategicallyspecifiedlocationsidentifiedinparagraph4.12.

LDF preparationB LDFsshould:

a developpoliciesandstrategiestakingintoaccounttheabovespatialprinciples

bdeveloplocalapproachestomixedusedevelopmentandofficeprovisiontakingintoaccountthecontributionthat‘landuseswaps’,‘housingcredits’andoff-sitecontributionscanmake,especiallytosustainstrategicallyimportantclustersofcommercialactivitiessuchasthoseintheCityofLondonandthenorthoftheIsleofDogsOpportunityArea.InouterLondon,theconsolidationofsurplusofficeprovisioncanprovideopportunitiesto‘swap’newofficeprovisiontothemostviabletypesoflocationoutlinedinparagraph4.12.

4.15TheMayorencouragesmixedusedevelopment,withdifferentapproachesforplaceswherehighofficevalueswillgenerally

supportotheruses,andthosewherevaluesforotheruses(suchasresidential)maybehigherandsupportsomeofficespacerenewal.London’seconomicgrowthdependsheavilyonanefficientlabourmarketandthisinturnrequiresadequatehousingprovisiontosustainit.Thiscanbepartlyaddressedthroughmixedusedevelopment(seealsoChapter3).Theconceptsoflanduse‘swaps’and‘credits’(seeGlossary)cansupportthisprocessaspartoflocalapproachestoimplementationofthispolicyindifferingcircumstancesandmaybeco-ordinatedforapplicationacrossboroughboundariestosupportthebroaderobjectivesofthisPlan.

4.16BeyondCAZandthenorthoftheIsleofDogs,mixeduseredevelopmentcanplayaroleinpromotingselectiverenewalandmodernisationofthestockinappropriatelocations(seeparagraph4.12)anddeliveryofotherusesincludinghousingaspartofamanagedprocesstoconsolidatethestrengthsoftheofficemarket.Supplementaryguidancewillprovideguidanceonthisprocess5.

4.17WithintheCentralActivitiesZoneandthenorthoftheIsleofDogsOpportunityArea,strategicallyimportantofficedevelopmentshouldincludeotheruses,includinghousing.Asageneralprinciple,housingandotherusesshouldberequiredon-siteornearbytocreatemixeduseneighbourhoods.Exceptionstothisshouldonlybepermittedwheremixedusesmightcompromisebroaderobjectives,suchassustainingimportantclustersofbusinessactivity,forexampleinmuchoftheCityandthenorthoftheIsleofDogs,orwheregreaterhousingprovision,especiallyofaffordablefamilyhousing,canbesecuredbeyondthisarea.Insuchcircumstances,contributionstooff-sitehousingprovisionshouldberequiredaspartofaplanningagreement.

The london plan 2011 london’S eConoMY

POLiCy 4.4mAnAging indUsTRiAL LAnd And PREmisEs

StrategicA TheMayorwillworkwithboroughsand

otherpartnersto:

a adoptarigorousapproachtoindustriallandmanagementtoensureasufficientstockoflandandpremisestomeetthefutureneedsofdifferenttypesofindustrialandrelatedusesindifferentpartsofLondon,includingforgoodqualityandaffordablespace

bplan,monitorandmanagereleaseofsurplusindustriallandwherethisiscompatiblewitha)above,sothatitcancontributetostrategicandlocalplanningobjectives,especiallythosetoprovidemorehousing,and,inappropriatelocations,toprovidesocialinfrastructureandtocontributetotowncentrerenewal.

LDF preparationB LDFsshoulddemonstratehowtheborough

stockofindustriallandandpremisesinstrategicindustriallocations(Policy2.17),locallysignificantindustrialsitesandotherindustrialsiteswillbeplannedandmanagedinlocalcircumstancesinlinewiththisstrategicpolicyandthelocationstrategyinChapter2,takingaccountof:

a theneedtoidentifyandprotectlocallysignificantindustrialsiteswherejustifiedbyevidenceofdemand

b strategicandlocalcriteriatomanagetheseandotherindustrialsites

c theboroughlevelgroupingsfortransferofindustriallandtootheruses(seeMap4.1)andstrategicmonitoringbenchmarksforindustriallandreleaseinsupplementaryplanningguidance

d theneedforstrategicandlocalprovisionforwastemanagement,transportfacilities(includinginter-modalfreightinterchanges),logisticsandwholesalemarketswithinLondonandthewidercityregion;andtoaccommodatedemandforworkspaceforsmallandmediumsizedenterprisesandfornewandemergingindustrialsectorsincludingtheneedtoidentifysufficientcapacityforrenewableenergygeneration

e qualityandfitnessforpurposeofsitesf accessibilitytothestrategicroad

networkandpotentialfortransportofgoodsbyrailand/orwatertransport

gaccessibilitytothelocalworkforcebypublictransport,walkingandcycling

h integratedstrategicandlocalassessmentsofindustrialdemandtojustifyretentionandinformreleaseofindustrialcapacityinordertoachieveefficientuseofland

i thepotentialforsurplusindustriallandtohelpmeetstrategicandlocalrequirementsforamixofotherusessuchashousingand,inappropriatelocations,toprovidesocialinfrastructureandtocontributetotowncentrerenewal.

4.18Evenanincreasinglyservice-basedeconomyneedsspaceforlesshighvalueactivitiescrucialtosustainingthecity’smetabolism,including‘servicesfortheservicesector’,manufacturingandmaintenance,wastemanagementandrecycling,wholesaleandlogistics.SufficientspacetoaccommodatedemandforworkspacesuitableforSMEsandfornewandemergingindustriesisalsorequiredincludingfortheneedsofmicro-firms.

4.19TheMayorwillpromotearigorous,evidencebasedapproachtoreconciledemandandsupplyofindustriallandandtotakeaccountoftheneedsofindustrialandrelatedusesincludingwastemanagementin

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termsofclustering,capacity,environment,accessibilityandcostrequirementsthroughthreetypesoflocation:

•strategicindustriallocations(seePolicy 2.17)

•locallysignificantindustrialsites,and•otherindustrialsites.

4.20Tojustifystrategicrecognitionandprotection,locallysignificantindustrialsitesmustbedesignatedonthebasisofrobustevidencedemonstratingtheirparticularimportanceforlocalindustrialtypefunctions.InnerLondonsitesprovidingsustainabledistributionservicesfortheCentralActivities

ZoneandCanaryWharfmaybeparticularlyappropriateforthisdesignation.BoroughsshouldmakeexplicitinDPDsthetypesofusesconsideredappropriateinlocallysignificantindustrialsitesanddistinguishthesefrommorelocalindustrialareas.Indevelopingcriteriatoguidethemanagementoftheseandmorelocalcapacity,boroughsshouldtakeintoaccountguidanceintheMayor’sIndustrialCapacitySPG.

4.21Takingaccountoftrendsinthewiderangeofindustrialtypeactivitiesandscopeformoreefficientuseofindustrialcapacity,aswellasmorespecificrequirementsforwastemanagementandrecycling(Chapter5),

© Crown copyright. All rights reserved. Greater London Authority 100032216 (2011)

Restricted

Limited

ManagedManaged

London Subregion

Map 4.1 Borough level groupings for transfer of industrial land to other uses

i ManagedTransfer:Boroughsinthiscategorytypicallyhaveagreatersupplyofvacantindustrialsitesrelativetodemandandshouldgenerallyadoptarigorousbutsensitivelymanagedapproachtotransfer.

ii RestrictedTransfer:Boroughsinthiscategorytypicallyhavelowlevelsofindustriallandrelativetodemand

(particularlyforwastemanagementorlandforlogistics)and/orlowproportionsofindustriallandwithintheSILframework.Boroughsinthiscategoryareencouragedtoadoptamorerestrictiveapproachtotransfer.

iii LimitedTransfer:Anintermediatecategorybetweenthemanagedandrestrictedcategoriesabove.

THE LOndOn PLAn 2011 LOndOn’s ECOnOmy

researchsuggestsindustriallandusechangeshouldbemonitoredagainstbenchmarksbasedonanaverage,pan-Londonannualnetreleaseof41ha2006–20266.ThebroadboroughlevelgroupingsfortransferofindustriallandtootherusesinMap4.1indicatethatthescopefortransferisgreatestineastandpartsofnorthLondon,withmorerestrictedscopeforreleaseelsewhere.ThiswillrequirecarefulmanagementbyboroughsincollaborationwiththeMayor.

4.22Themonitoringbenchmarks,theboroughlevelgroupingsandimplementationofindustriallandreleasewillbekeptunderreviewandupdatedtorollthebenchmarksforwardtocovertheperiodupto2031throughsupplementaryguidance.WhereappropriatetheMayorwillworkwithpartnerstodevelopmoredetailedframeworkstomanagethereleaseofland,wherethiswillnotprejudicehiswiderplanningobjectives.

4.23Redevelopmentofsurplusindustriallandshouldaddressstrategicandlocalobjectivesparticularlyforhousing,andforsocialinfrastructuresuchaseducation,emergencyservicesandcommunityactivities.Inlocationsontheedgesoftowncentres,surplusindustriallandcouldbereleasedtosupportwidertowncentreobjectivessubjecttootherpoliciesinthePlan.

4.24TheMayorseekstoretainanefficientwholesalemarketfunctiontomeetLondon’srequirements.RedevelopmentofanyofthemarketsshouldnotcompromiseopportunitiestoconsolidatecompositewholesalemarketfunctionstomeetLondon’slongtermwholesalingneedsatWesternInternational,NewCoventGardenandNewSpitalfields7.

POLiCy 4.5LOndOn’s visiTOR inFRAsTRUCTURE

StrategicA TheMayorwill,andboroughsandrelevant

stakeholdersshould:

a supportLondon’svisitoreconomyandstimulateitsgrowth,takingintoaccounttheneedsofbusinessaswellasleisurevisitorsandseekingtoimprovetherangeandqualityofprovisionespeciallyinouterLondon

b seektoachieve40,000netadditionalhotelbedroomsby2031,ofwhichatleast10percent8shouldbewheelchairaccessible

c ensurethatnewvisitoraccommodationisinappropriatelocations:

– beyondtheCentralActivitiesZone(CAZ)itshouldbefocussedintowncentresandopportunityandintensificationareas,wherethereisgoodpublictransportaccesstocentralLondonandinternationalandnationaltransporttermini

– withintheCAZstrategicallyimportanthotelprovisionshouldbefocussedonitsopportunityareas,withsmallerscaleprovisioninCAZfringelocationswithgoodpublictransport.Furtherintensificationofprovisioninareasofexistingconcentrationshouldberesisted,exceptwherethiswillnotcompromiselocalamenityorthebalanceoflocallanduses.

Itmaybeappropriatetolocatevisitoraccommodationrelatedtomajorvisitorattractionsofsub-regionalorgreatersignificanceinlocationsotherthanthosesetoutinthisparagraph,butonlywhereitcanbeshownthatnosuitablesiteinoneoftheselocationsexistsand

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thatthereisaclearlinkinscale,natureandlocation(particularlydemonstratingsufficientproximitytominimisetheoverallneedtotravelandmaximisewalkingandcycling)betweentheaccommodationandtheattractionbeingserved.

d supportprovisionforbusinessvisitors,includinghighquality,largescaleconventionfacilitiesinoraroundtheCAZ

e recognisetheneedforapart-hotelsinthecontextofthebroaderpoliciesofthisPlan

f promote,enhanceandprotectthespecialcharacteristicsofmajorclustersofvisitorattractionsincludingthoseidentifiedinStrategicCulturalAreasinMap4.2.

Planning decisionsB Developmentsshould:

a contributetowardsthehotelprovisiontargetandensurethatatleast10percentofbedroomsarewheelchairaccessible

bbeconsistentwiththestrategiclocationprinciplessetoutabove

c notresultinthelossofstrategicallyimportanthotelcapacity9.

LDF preparationC LDFsshould:

a seektoensurethatallnewvisitoraccommodationmeetsthehigheststandardsofaccessibilityandinclusionandencourageapplicantstosubmitanaccessibilitymanagementplanwiththeirproposals

bpromotehighqualitydesignofnewvisitoraccommodationsothatitmaybeaccreditedbytheNationalQualityAssuranceScheme

c identifyopportunitiesforrenovationoftheexistingvisitoraccommodationstock

dpromoteandfacilitatedevelopmentofarangeofvisitoraccommodation,suchashotels,bedandbreakfastaccommodation,self-cateringfacilities,youthhostelsandcampingandcaravansites

e supportandencouragedevelopmentofgoodqualitybudgetcategoryhotels,especiallyinouterLondon.

4.25Visitorsplayanimportantpartinthecity’seconomy.In2007,Londonattractedover26millionovernightvisitors,comprising16millionfromoverseasand10millionfromtheUK10.Asignificantnumberoftheseareforbusinesspurposes.Thecapitalalsoreceivedatleast130milliondayvisitorsayear11.Togethertheyhelpedtosupport253,000jobs,nearly5.5percentofthetotalemploymentforLondon.

4.26TheMayor’sTourismVision12setsoutkeyobjectivestodevelopthequalityofaccommodation;enhancevisitorperceptionsofvalueformoneyandimprovetheinclusivityandaccessibilityofthevisitorexperience.ToensureadequatehotelprovisionthisPlansetsatargetof40,000netadditionalhotelroomsby203113,recognisingthatoverthisperiodLondonmay‘mature’asavisitordestinationleadingtoareductioninhistoricgrowthrates14.Thistrendwillbemonitoredclosely.

4.27Improvingtheavailabilityofhotelaccommodationthatisgenuinelyaccessibletoallisaparticularpriorityandatleast10percentofnewprovisionshouldbewheelchairaccessible.TheMayorwillprepareguidanceonaccessiblehotelaccommodationandontheimplementationofaccessibilitymanagementplans.

4.28Withtheirrichheritageanduniqueoffers,thestrategicculturalareas(seeMap4.2

THE LOndOn PLAn 2011 LOndOn’s ECOnOmy

andparagraph4.33)areidentifiedasLondon’smajorclustersofvisitorattractions.OtherlocationssuchasouterLondontowncentresandespeciallythoseidentifiedinPolicy2.16withspecialiststrengthsinleisure/tourism,shouldplayanincreasingroleinprovisionforvisitors15inordertoextendthebenefitsoftourismacrossthecapitalandreducepressuresoncentralLondon.Forexample,optionsforacruiselinerterminalinanappropriatelocationsuchasGreenwichPeninsula,andcapturingtheregenerationbenefitsofstrategicsportingattractions,shouldbeexplored.ThereisscopetodevelopLondon’shistoricenvironmentandnaturallandscapeasvisitorattractions,workingwiththenewLondonandPartnersagency,establishedtopromotethecapital,andwithotherpartnersto

takeamoreco-ordinatedapproachtodevelopingandmarketinggroupsofouterLondonattractions.

4.29Generally,developmentofvisitoraccommodationandotherancillaryprovisionrelatedtomajorvisitorattractionsshouldsupporttheprinciplesofPolicy4.5Ac.However,theremaybeexceptionalcircumstanceswhereaccommodationandotherancillaryprovisionrelatedtoamajorvisitorattractionmaybejustifiable.SuchexceptionsshouldonlybepermittedwhereitcanbeshownthatnositecomplyingwithPolicy4.5Acexists,andwhereclearlinksbetweentheattractionandtheproposedaccommodationcanbedemonstratedintermsofscale,natureandlocation.Anyproposalofthiskindwouldhavetobejustifiedintermsoftheotherpoliciesin

thisPlan,particularlythestrongsupport fortheGreenBeltandMetropolitanOpen

Landinpolicies7.16and7.17wheretheseareapplicable.

Map 4.2 London’s Strategic Cultural AreasMap 4.2 London’s Strategic Cultural Areas

© Crown copyright. All rights reserved. Greater London Authority 100032216 (2011)

1: West End2: South Bank/Bankside/London Bridge3: Barbican4: Wembley5: Greenwich Riverside6: South Kensington Museum Complex /Royal Albert Hall7: London’s Arcadia8: Olympic Park9: Lee Valley Regional Park

Site boundaries shown on the map are indicative and and include areas with other land uses, particularly in Outer London.

Strategic Cultural Areas

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4.30Providingaworld-classexperienceisvitaltoencouragingrepeatvisitorsandthequalityofLondon’svisitoraccommodationiscentraltothis.Accommodationprovidersareencouragedtojoinnationalqualityassuranceschemes16andtoextendtherangeofproductstomeetcustomerexpectationsatalllevelsincludingbudgetprovisionsuchasbedandbreakfast,youthhostels,andcampingandcaravansites.Inconsideringproposalsforapart-hotels,boroughsshouldtakeparticularaccountoftheirpotentialimpactsonhousingcapacity.TheMayoralsosupportsamoresustainableapproachtothewaythetourismindustryoperatesinLondon,seekingtoreducecarbondioxideemissions,wateruseandwastegenerationthroughhisGreenTourismforLondonprogramme17,throughhispublicLondoncyclehirescheme,andthroughtheLegibleLondonproject,makingiteasierforvisitorstofindtheirwayonfoot.

4.31EnhancingprovisionforbusinessvisitorsisaMayoralpriorityandrequiresimprovementsnotjusttothequalityofaccommodationbutalsotothewiderrangeofservicesrequiredbythissectionofthemarket,includingcapacityforhighquality,large-scaleconventioncentrefunctionsinoraroundtheCAZ.

POLiCy 4.6sUPPORT FOR And EnHAnCEmEnT OF ARTs, CULTURE, sPORT And EnTERTAinmEnT PROvisiOn

StrategicA TheMayorwill,andboroughsandother

stakeholdersshould,supportthecontinuedsuccessofLondon’sdiverserangeofarts,cultural,professionalsportingandentertainmententerprisesandthecultural,socialandeconomicbenefitsthattheyoffertoitsresidents,workersandvisitors.

Planning decisions BDevelopmentsshould:

a fulfilthesequentialapproachandwherenecessary,completeanimpactassessment(seePolicy4.7)

bbelocatedonsiteswherethereisgoodexistingorplannedaccessbypublictransport

c beaccessibletoallsectionsofthecommunity,includingdisabledandolderpeople

daddressdeficienciesinfacilitiesandprovideaculturalfocustofostermoresustainablelocalcommunities.

LDF preparation CInpreparingLDFs,boroughsshould:

a enhanceandprotectcreativeworkandperformancespacesandrelatedfacilitiesinparticularinareasofdefinedneed

b supportthetemporaryuseofvacantbuildingsforperformanceandcreativework

c designateanddevelopculturalquarterstoaccommodatenewarts,culturalandleisureactivities,enablingthemtocontributemoreeffectivelytoregeneration

dpromoteanddevelopexistingandnewculturalandvisitorattractionsespeciallyinouterLondonandwheretheycancontributetoregenerationandtowncentrerenewal

e developinnovativeapproachestomanagingpressuresonhighvolumevisitorareasandtheirenvironments

f identify,manageandco-ordinatestrategicandmorelocalclustersofeveningandnighttimeentertainmentactivitiesto– addressneed,– providepublictransport,policingand

environmentalservices;and

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– minimiseimpactonotherlandusestakingaccountofthecumulativeeffectsofnighttimeusesandsaturationlevelsbeyondwhichtheyhaveunacceptableimpactsontheenvironmentalstandardsbefittingaworldcityandqualityoflifeforlocalresidents

gprovideartsandculturalfacilitiesinmajormixedusedevelopments

h seektoenhancetheeconomiccontributionandcommunityroleofarts,cultural,professionalsportingandentertainmentfacilities.

4.32London’sculturalandcreativesectorsarecentraltothecity’seconomicandsocialsuccess18.TheMayor’sCultural Metropolis19seekstomaintainthecapital’sstatusasoneofgreatestworldcitiesforcultureandcreativity,andaddressestheneedtoincreasetheprovisionofartsandculturefacilitiesinouterLondon,providingtargetedsupportforthecreativeindustries.Supplementaryguidancewillprovidefurtherguidanceonidentificationofareaswheretherearedeficienciesinartsandculturalfacilities.

4.33London’sinternationallyrenownedhistoricenvironment,naturallandscapeandculturalinstitutions,includingmuseums,galleriesandtheatres,areadefiningpartofthecapital’sheritageaswellasmajorvisitorattractions.Strategicculturalareas(Map4.2andPolicy4.5Af)identify,protectandseektoenhancesignificantclustersoftheseinstitutionsandtheirsettingsincludingTheatrelandintheWestEnd,theSouthBank/Bankside/LondonBridge,theBarbican,Wembley,GreenwichRiverside,theSouthKensingtonmuseumscomplex/RoyalAlbertHall,‘London’sArcadia’20coveringstrategicheritagesitesinWestLondon,andtheOlympicPark/LeeValleyRegionalPark.Otherarts,culturalandheritagefacilitiesofmorethanlocalimportance,forexampleassociatedwiththe

AngelIslingtonandFairfieldHalls,shouldbeidentifiedinLDFs.TheMayorwillworkwithVisitLondonandothersindevelopingtheconcepttocoverotherstrategicclustersofvisitorattractions,takingaccountoftherecommendationsoftheOuterLondonCommission(seeparagraph2.35).

4.34Culturealsoplaysavaluableroleinplaceshaping,especiallybyengagingyoungerpeopleinwidercommunityactivity.ItisthereforeimportanttoexpandLondon’sculturalofferbeyondcentralLondonandespeciallytotowncentresandtheopportunitiesoftheOlympicParkandThamesGateway,aswellasmaintainingandenhancingthequalityoffacilitiesinandaroundCAZ.

4.35BoroughsshouldworkwitharangeofpartnerstodesignateanddevelopculturalquartersinLDFsandthroughdevelopmentbriefs,drawingonprioritiesoutlinedintheMayor’sCulturalStrategy.Thesequarterscanhelpmeettheneedforaffordableworkspaceforcreativeindustries,includingflexiblelive/workspace;encourageclustersofactivityandprovideacatalystforlocalregeneration.Takingaccountofstrategicprioritiesforplanningobligations(Policy8.2),boroughsareencouragedtoensureculturalobjectivesareaddressedinmajordevelopmentproposals.

4.36Londonisagreatcityfornighttimeentertainmentandsocialising,withauniqueselectionofbars,restaurants,performingartsvenues,cinemasandnightclubs.ThenighttimeeconomyalsoformsanimportantpartofLondon’seconomy21.TheMayorencouragesasupportiveapproachtoplanningthesediversenighttimeactivitiesinappropriatelocations.LDFsshouldrecogniseandaddresstheopportunitiesandchallengesposedbythestrategicallyimportantclustersofnighttimeactivitiesconcentratedinsome

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ofthemaintowncentresandpartsofCAZanditsfringe(seeMap4.3andAnnex2).ThestrategicclusterinCoventGarden/SohomakesaparticularcontributiontoLondon’sworldcityofferaswellasmeetingLondoners’needs.

4.37Boroughsshouldtakeanevidence-basedapproachtomanagingthenighttimeeconomythroughanintegratedrangeofmeasuresincludingplanning,licensing,policing,transportandstreetcleaning22.Thiswillrequiretheco-ordinationandco-operationoflocalauthoritiesandtheirpartners,aswellasresidents,businessesandtheircustomers.Integrationofplanningandlicensingpolicies,whileavoidingduplication,isessentialtomanageunacceptablecumulativeimpactsandsaturationofnighttimeeconomyactivitiesinanarea.Whenaddressingsaturation,licensing-basedpoliciescanbeusedtoformpartofanintegratedpackageofmeasures,andshould

bereviewedregularly23.Whenmanagingcumulativeimpact,boroughsareencouragedtoincludepoliciesinLDFstoinfluencethescaleandnatureofnighttimeeconomydevelopment,regardingtheuseclass,timeofoperation,sizeofpremisesandproportionsofretailfrontagesindifferentnighttimeeconomyareas.

4.38Localcircumstanceswilldeterminewhethernighttimeeconomyactivitiesshouldbeencouragedtodevelopinaspecificzone,orbespreadmorewidely.Inlargecentresthedevelopmentofanighttimeeconomy‘quarter’orzonemaybemoreappropriateformanagementpurposesandenableanappropriatemixofusestobeencouraged24.

4.39Boroughsshouldencourageadiverserangeofnighttimeactivities,expandingcultureandleisurevenuesotherthaneatinganddrinking.Thisdiversificationcanenableamixofactivitiesinthepublicrealmandhelp

© Crown copyright. All rights reserved. Greater London Authority 100032216 (2011)

Strategic clustersof night time activity

International importance

Regional/sub-regionalimportanceSpecialist provision of morethan local importance

Map 4.3 Night time economy clusters of strategic importance.

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keeppublicspacessafe.Itcanalsoattractawiderrangeofvisitorstotowncentresatnight,includingthosewhofeelexcludedfromalcohol-drivenentertainmentactivities.ThisisparticularlyimportanttoouterLondon,wherethereisadeficiencyinaccesstootherleisurefacilitiessuchascinemas.

POLiCy 4.7RETAiL And TOwn CEnTRE dEvELOPmEnT

StrategicA TheMayorsupportsastrong,partnership

approachtoassessingneedandbringingforwardcapacityforretail,commercial,cultureandleisuredevelopmentintowncentres(seePolicy2.15).

Planning decisionsBIntakingplanningdecisionsonproposed

retailandtowncentredevelopment,thefollowingprinciplesshouldbeapplied:

a thescaleofretail,commercial,cultureandleisuredevelopmentshouldberelatedtothesize,roleandfunctionofatowncentreanditscatchment

b retail,commercial,cultureandleisuredevelopmentshouldbefocusedonsiteswithintowncentres,orifnoin-centresitesareavailable,onsitesontheedgesofcentresthatare,orcanbe,wellintegratedwiththeexistingcentreandpublictransport

c proposalsfornew,orextensionstoexisting,edgeoroutofcentredevelopmentwillbesubjecttoanassessmentofimpact.

LDF preparation CInpreparingLDFs,boroughsshould:

a identifyfuturelevelsofretailandothercommercialfloorspaceneedinlightofintegratedstrategicandlocalassessments

bundertakeregulartowncentrehealthcheckstoinformstrategicandlocalpolicyandimplementation

c takeaproactivepartnershipapproachtoidentifycapacityandbringforwarddevelopmentwithinor,whereappropriate,ontheedgeoftowncentres

dfirmlyresistinappropriateoutofcentredevelopment

e manageexistingoutofcentreretailandleisuredevelopmentinlinewiththesequentialapproach,seekingtoreducecardependency,improvepublictransport,cyclingandwalkingaccessandpromotemoresustainableformsofdevelopment.

4.40London’slong-termhouseholdexpenditureisprojectedtorisefrom£89billionin2006toover£160billionby2031.Takingaccountofgrowthincommuterandtouristspending,retailersmakingmoreefficientuseofexistingspaceandnewformsofretailinglikee-tailing,itisestimatedthatLondonhasa‘grosstotal’needforanadditional1.8-2.9millionsq.mcomparisongoodsretailfloorspaceby203125.Whenschemesintheplanningpipelinearefactoredintotheanalysis,Londonwillstillneedanadditional1.3-2.2millionsq.mcomparisongoodsretailfloorspaceby2031.

4.41AlmosthalfthegrosstotalneedforadditionalcomparisongoodsretailfloorspaceisinouterLondonandaboutaquarterisintheCAZ.Guidanceonthemorelocaldistributionoftheserequirementswillbesetoutinsupplementaryguidanceontowncentres,retailandleisure.

4.42Convenienceretailexpenditureisexpectedtoincreaseby1.5percentperannumbetween2006and2031.ItisestimatedthatLondonwillrequireanadditional0.1-0.3millionsqmconvenienceretailfloorspaceingrossterms

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by2016,thoughthiswillbereducediftheexistingdevelopmentpipelineisbuiltout26.IntegratedstrategicandlocalassessmentsofneedandcapacityforcomparisonandconveniencegoodsretailwillbeanimportantpartoftheprocessforLDFpreparation.

4.43Tomeetidentifiedneedsandtosupportthevitalityandviabilityoftowncentres(seePolicy2.15),theMayorsupportsaproactiveapproachtomanaginggrowthwithinandontheedgesoftowncentres,andencouragesjointworkbetweenpublicandprivatesectorstoidentifyandbringforwardnewretail,leisureandcommercialdevelopmentopportunities.Boroughsareencouragedtoconsidertheuseofcompulsorypurchasepowerstofacilitatelandassemblyfortowncentredevelopmentwhereappropriate.Incarryingouttowncentrehealthchecks,boroughsshouldincludeanassessmentofthecapacityofeachtowncentretoaccommodateadditionalretailandothercommercialdevelopmentappropriatetoitsrolewithinthenetwork.ThissupplysideassessmentshouldbesetagainstanassessmentoftheneedfornewdevelopmentonaboroughandLondonwidebasis.Whereneedisestablished,boroughsshouldadoptasequentialapproachtoidentifyingsuitablesitestoaccommodateit.

4.44AreasinandaroundtowncentreswillbemostappropriateforhigherdensitydevelopmentinlinewiththelocationalstrategyinChapter2.Developmentofedge-of-centrelocationsshouldbewellintegratedwiththetowncentre,particularlyintermsofprovidingsafe,convenientandattractiveaccessbywalkingandcycling.

4.45New,orextensionstoexisting,outofcentreretailingandleisuredevelopmentcancompromisethestrong‘towncentresfirst’policy(seealsoPolicy2.15)whichisessentialtoLondon’sdevelopment

asasustainable,liveablecityaswellasexacerbatingroadtrafficcongestionand,forthelargenumbersofLondonerswhodonothaveacar,underminingthisPlan’ssocialinclusionpolicies.InappropriateoutofcentredevelopmentincludesthatwhichcausesharmtotheobjectivesofthisPlan,whichfailstofulfiltherequirementsofthesequentialtest,orwhichgivesrisetosignificantadverseimpacts(forexample,onthevitalityandviabilityofexistingtowncentres,accessibilitybyachoiceofmeansoftransportorimpactsonoveralltravelpatterns).

4.46Londonhasalegacyofout-andedge-of-centreretailandothertowncentretypeactivitieswhichareheavilycardependent.Theyshouldbemanagedinwaysthatreducethisdependencyandimprovepublictransport,cyclingandpedestrianaccess.Insomecircumstances,generallyrelatingtoedgeofcentredevelopments,theremaybepotentialforawidermixofusesandgreaterintegrationwithexistingcentres.

POLiCy 4.8 sUPPORTing A sUCCEssFUL And divERsE RETAiL sECTOR

StrategicA TheMayorwill,andboroughsandother

stakeholdersshould,supportasuccessful,competitiveanddiverseretailsectorwhichpromotessustainableaccesstothegoodsandservicesthatLondonersneedandthebroaderobjectivesofthespatialstructureofthisPlan,especiallytowncentres(Policy2.15).

Planning decisions and LDF preparation

BLDFsshouldtakeaproactiveapproachtoplanningforretailingand:

a bringforwardcapacityforadditionalcomparisongoodsretailingparticularly

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inInternational,MetropolitanandMajorcentres

b supportconvenienceretailparticularlyinDistrict,Neighbourhoodandmorelocalcentres,tosecureasustainablepatternofprovisionandstrong,lifetimeneighbourhoods(seePolicy7.1)

c provideapolicyframeworkformaintaining,managingandenhancinglocalandneighbourhoodshoppingandfacilitieswhichprovidelocalgoodsandservices,anddeveloppoliciestopreventthelossofretailandrelatedfacilitiesthatprovideessentialconvenienceandspecialistshopping

didentifyareasunder-servedinlocalconvenienceshoppingandservicesprovisionandsupportadditionalfacilitiesatanappropriatescaleinlocationsaccessiblebywalking,cyclingandpublictransporttoserveexistingornewresidentialcommunities

e supporttherangeofLondon’smarkets,includingstreet,farmers’and,whererelevant,strategicmarkets,complementingothermeasurestoimprovetheirmanagement,enhancetheirofferandcontributetothevitalityoftowncentres

f supportthedevelopmentofe-tailingandmoreefficientdeliverysystems.

4.47Avibrant,diverseretailsectorisessentialtoLondon’ssuccess.NotonlyisitvitaltoensuringthatLondonershaveaccesstothegoodsandservicestheyneed,butitplaysakeyroleinLondon’seconomy,employingover400,000people27andsupportingtheeconomicvitalityandhealthofthewholerangeoftowncentresacrossLondon,fromitsinternationalcentresintheWestEnd

andKnightsbridgetothelargenumberofsmallerlocalcentresandparadesofshopsinouterLondon.

4.48Largercentresareappropriatelocationsforaccommodatingmuchofthegrowthincomparisongoodsretailexpenditureandfloorspacebecausetheyarethemostaccessiblebypublictransportandhavegreatercapacitytoprovidechoiceandcompetition.Whileprovisiontomeetneedforconveniencegoodscanbemadeinlargercentres,smallercentres,especiallydistrict,neighbourhoodandmorelocalcentres,areparticularlysuitableforaccommodatinggrowthinconveniencefloorspace,providingthenewshopsareofappropriatescale.Thisisbecausetheyformadensernetworkandareparticularlyaccessiblebywalkingandcyclingaswellaspublictransport.Theavailabilityofaccessiblelocalshopsandrelatedusesmeetinglocalneedsforgoodsandservices(includingpostofficesandpublichouses)isalsoimportantinsecuring‘lifetimeneighbourhoods’(seePolicy7.1)–placesthatarewelcoming,accessibleandinvitingtoeveryoneregardlessofage,healthordisabilityandwhichprovidelocalfacilitiesavailabletoall.

4.49TheMayorrecognisesthatstreetandfarmers’marketscanmakevaluableanddistinctivecontributionstomeetingLondoners’varieddietaryrequirementsandextendingcompetitivechoiceandaccesstoarangeofgoods,aswellascontributingtothevitalityandwiderofferoftowncentres.StrategicmarketssuchasPortobelloRoad,Borough,andColumbiaRoadhaveawiderthansub-regionalofferandaresignificantattractionsforLondonersandvisitorsalike.Researchshowsthatwhilesomemarketsarethrivingothersfacearangeofchallenges28.Theplanningsystemcanhelpaddresssomeofthese,butbroaderactionsareoftenrequired,especiallyintermsofmanagementandinvestment.Theseareusuallylocalmattersbutgiventheimportanceofmarkets

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toLondoners,theyarecumulativelyofstrategicimportance.TheMayorencouragesandsupportsboroughsandotherstakeholdersintacklingtheseissuesinlightoflocalcircumstancesandinthecontextofhisbroaderpoliciestoenhancetowncentresandfosteravibrantretailsectorinthecapital.FurtherguidanceonmarketprovisionwillbeprovidedintheTownCentresSPG.

4.50Localretailstrategiesdevelopedinpartnershipbetweencommunities,theretailindustryandlocalauthoritiescanidentifyareasunder-servedbyessentialretailfacilitiesandestablishthemeanstostimulateinvestmentandregeneration.InLDFs,boroughsshouldconsideropportunitiesforneworexpandedlocalcentreswherethereiscapacitytomeettheneedsofexistingunder-servedareasornewresidentialcommunities.Co-ordinatedplanningandotherinterventionsmayberequiredtoretainfacilitiessuchascornershopsorsmallparades(suchasthoseinhousingestates)thatprovideanessentialsocialfunctionbutareonthemarginsofeconomicviability.Improvementsine-infrastructureshouldbeencouragedtoenhanceaccesstoacompetitivechoiceofgoodsandservicesforallcommunities.

POLiCy 4.9smALL sHOPs

Planning decisions AInconsideringproposalsforlargeretail

developments,theMayorwill,andBoroughsshould,considerimposingconditionsorseekingcontributionsthroughplanningobligationswhereappropriate,feasibleandviable,toprovideorsupportaffordableshopunitssuitableforsmallorindependentretailersandserviceoutletsand/ortostrengthenandpromotetheretailoffer,attractivenessandcompetitivenessofcentres.

LDF preparation BInLDFs,Boroughsshoulddeveloplocal

policieswhereappropriatetosupporttheprovisionofsmallshopunits.

4.51TheMayoriscommittedtosupportingtowncentres,adynamic,competitiveanddiverseretailsectorandsmallandmediumsizedenterprises.InpartsofLondon,smallshopsareinshortsupplyandaffordabilityisakeyconcern,particularlyforindependentretailersandsmallenterprises.Inconsideringproposalsforlargeretaildevelopments(typicallyover2,500sqm),theMayorandboroughsmayimposeplanningconditionsorseektonegotiateplanningobligationswhereappropriate,feasibleandviable,tomitigatethelossof,and/orprovideorsupportaffordableshopunitssuitableforsmallorindependenttraders.Thispolicycanalsobeusedtosupportimprovementsandmeasurestohelpstrengthentheretailoffer,attractivenessandcompetitivenessofcentresthroughstepstoimproveenvironmentalquality,asappropriateandhavingregardtoprovisionsonStateAid.Inrelationtodistrictandlocalcentres,boroughsmaywishtousealowerthresholdrecognisingthescaleofdevelopmentsthatmaybelikelyatsuchcentres.

4.52TheappropriatenessofapplicationofthispolicywilldependuponlocalcircumstancesandshouldbeweighedagainstotherstrategicprioritiesforplanningobligationssetoutinPolicy8.2,andtakeaccountofotherpoliciesonplaceshaping(Policy7.1)andtowncentres(2.15,4.7and4.8).Accountshouldalsobetakenofsitecharacteristicsandpracticalconsiderationsincludingdesignandlayout.Viabilityisalsoaconsideration,includingitsbearingondevelopmentcostsandotherpriorityplanningobligations.Whererelevant,thenumberandsizeofunitsshouldbedeterminedonthemeritsofeachcase.Tosecureaffordabilityinthelonger

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term,theobligationshouldincludemeasurestosecuretheiraffordabilityovertime.Supplementaryguidancewillprovidefurtheradviceonimplementingthispolicy.

New and emerging economic sectors

POLiCy 4.10nEw And EmERging ECOnOmiC sECTORs

Strategic, planning decisions and LDF preparation

ATheMayorwill,andboroughsandotherrelevantagenciesandstakeholdersshould:

a supportinnovationandresearch,includingstrongpromotionofLondonasaresearchlocationandencouragetheapplicationoftheproductsofresearchinthecapital’seconomicdevelopment

bgivestrongsupportforLondon’shigherandfurthereducationinstitutionsandtheirdevelopment,recognisingtheirneedsforaccommodationandthespecialstatusofthepartsofLondonwheretheyarelocated,particularlytheBloomsbury/EustonandStranduniversityprecincts

c workwithbusinessesand,whereappropriate,highereducationinstitutionsandotherrelevantresearchandinnovationagenciestoensureavailabilityofworkspaces

d supportthedevelopmentofgreenenterprisedistrictssuchasthatproposedintheThamesGateway

epromoteclustersofresearchandinnovationasfocalpointsforresearchandcollaborationbetweenbusinesses,HEIs,otherrelevantresearchandinnovationagenciesandindustry.

4.53Neweconomicsectorswillemergeandgrowinimportancebetweennowand2031.ThisPlanprovidestheplanning

frameworktocomplementtheEDSandsupportdevelopmentthroughtheplanningsystemincludinguseofplanningobligationsandlandacquisitionpowers,forexample,tosupportbiomedicalresearchanddevelopment.ThisPlan’smanagedapproachtoprovisionforofficesandindustrialtypeactivitieswillhelpunderpininnovativefirmsseekingaffordablepremises,aswellasensuringthereisadequatecapacitytoaccommodateinnovationamongmoreestablishedbusinessesandthosewhichhavebespokerequirementsforscienceandtechnologyparktypeenvironments(seepolicies2.7,2.17,4.2and4.4).

4.54TheMayorstronglysupportsmeasurestosecureanddevelopLondon’sleadingroleasacentreofhigherandfurthereducationofnationalandinternationalimportance.TheseareimportanteconomicsectorsintheirownrightwithakeyparttoplayindevelopingLondon’sworldcityoffer,aswellashavingconsiderablepotentialforgreatersynergiesinfosteringinnovationintheprivate,andotherpartsofthepublicsectorsuchastheNationalHealthService.Policy2.11underpinstheMayor’scommitmenttoaddressingtheiraccommodationneedsinthedistinctcircumstancesofcentralLondon,andmoregenerallythroughpolicies3.2,3.17and3.18.Hewillsupportabroadlybasedforumofacademicandotherstakeholderstoaddresstheseandotherrequirements.

4.55TheMayor’scommitmenttotacklingtheeffectsofclimatechangethroughnewdevelopmentandhissupportforretrofittingthesubstantialstockofexistingbuildingsmeanthatLondoniswellpositionedtoaccommodateexpansionofthe‘green’businesssector,withopportunitiesinrenewableenergy,lowcarbontechnology,wastereductionandrecycling.Forexample,theMayorispromotinga‘GreenEnterpriseDistrict’intheThamesGatewaystretching

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fromtheLowerLeetoLondonRiverside,aconceptthatcouldbeextendedtootherpartsofLondon.

POLiCy 4.11EnCOURAging A COnnECTEd ECOnOmy

Strategic ATheMayorandtheGLAGroupwill,andall

otherstrategicagenciesshould:

a facilitatetheprovisionanddeliveryoftheinformationandcommunicationstechnology(ICT)infrastructureamodernanddevelopingeconomyneeds,particularlytoensure:adequateandsuitablenetworkconnectivityacrossLondon(includingwelldesignedandlocatedstreet-basedapparatus);datacentrecapability;suitableelectricalpowersuppliesandsecurityandresilience;andaffordable,competitivebroadbandaccessmeetingtheneedsofenterprisesandindividuals

b supporttheuseofinformationandcommunicationstechnologytoenableeasyandrapidaccesstoinformationandservicesandsupportwaysofworkingthatdeliverwiderplanning,sustainabilityandqualityoflifebenefits.

4.56Successfulservice-basedeconomieslikeLondonincreasinglydependuponinfrastructurefacilitatingrapidtransferofinformation,speedyandeasyaccesstoadviceandservicesandaflexibleapproachtowhereworktakesplaceandwhen.Thiscanalsohelpdeliverwiderplanningobjectives,suchasreducingcongestionontrafficnetworksatpeakhoursbysupportingformsofhomeworkingandfacilitatinggreatereconomicdevelopmentinouterLondon.Increasingly,thiswillmeanlookingtotheinfrastructureneededtosupport‘ubiquitousnetworks’–thosesupportinguseofarange

ofdevicestoaccessICTservicesbeyonddesk-basedpersonalcomputers,andtheMayorwillexaminetheplanningissuesthesemightraise.

4.57TheMayorwishestoensuresufficientICTconnectivitytoenablecommunicationanddatatransferwithinLondon,andbetweenLondon,therestoftheUKandglobally.Hewillworkwithinfrastructureproviders,developersandotherstakeholderstosupportcompetitivechoiceandaccesstocommunicationstechnology,notjustinstrategicbusinesslocationsbutmorebroadlyforfirmsandresidentselsewhereininnerandouterLondon,andtoaddresse-exclusion,especiallyamongdisadvantagedgroups.Inparticular,hewillsupportthedevelopmentandextensionofhighspeedsymmetricalbroadbandnetworks.Inensuringrobuste-infrastructurecapacityadditionaldatacentres(facilitieshousingcomputerandassociatedsystems)mayberequired,togetherwithreliable,sustainableandresilientelectricitysupplies.Thesewillbeappropriateusesinpreferredindustriallocationsandindustrialbusinessparks.Appropriatelylocatedanddesignedstreet-basedapparatuswillalsobeneeded.

Improving opportunities for all

POLiCy 4.12imPROving OPPORTUniTiEs FOR ALL

StrategicA Workingwithstrategicpartners,principally

theLondonEnterprisePartnership,theMayorwillprovidethespatialcontexttoco-ordinatetherangeofnationalandlocalinitiativesnecessarytoimproveemploymentopportunitiesforLondoners,toremovebarrierstoemploymentandprogressionandtotacklelowparticipationinthelabourmarket.

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Planning decisions BStrategicdevelopmentproposals

shouldsupportlocalemployment,skillsdevelopmentandtrainingopportunities.

4.58Withagrowingworkingagepopulation,itwillbeessentialtoensurethatLondonersareabletoaccessjobsandotheropportunitieswithintheircity.Thiswillalsobringtransportandenvironmentalbenefitsbyreducingtheneedforlongerdistancecommuting.WhileLondonhasexperiencedgrowthintermsofeconomyandemployment,therearestilllargeinequalitiesinaccesstojobsandlevelsofworklessnessinthecapital.LondonersfromBlack,Asianandminorityethnic(BAME)groupsforinstancearemorethantwiceaslikelytobeunemployedasthosefromWhitegroups.

4.59ThefirststepinaddressingtheseissuesistobuildonLondon’sstrengths–itsworld-renownedhighereducationinstitutions,thehighestskilledworkforceinEurope,theknowledgebaseandcreativityofitsbusinesses.Secondly,thereisaclearneedtotacklesignificantlabourmarketbarrierssuchasthecostandavailabilityofchildcare,labourmarketdiscriminationandthemismatchbetweenlaboursupplyanddemandintermsofeducation,skillsorotherbarrierstosuccessinachangingeconomy,focusingparticularlyonkeytargetgroupsandcommunitieslivingwithinLondon’smostdisadvantagedareas.

4.60WorkingwithandthroughtheLondonEnterprisePartnership(LEP),theMayorwillinfluencedeliveryofskillsandemploymentsupportforpeoplewhoworkinLondon,toenhanceLondoners’chancesofemploymentandprovideamorehighlyskilledworkforcefororganisationsacrossthecity.Helpingpeoplewhoaredisadvantagedorexcludedfromtheworkplace,includingthosewhoareunemployedorwholackbasicskills,willbe

aparticularpriority.Inparticular,theMayorwillworkwithcentralGovernmenttoensurethatthenationalWorkProgrammemeetstheparticularneedsofLondoners.

4.61DeliveryoftheMayor’sEconomicDevelopmentStrategy(EDS)willbeessentialtoachievementoftheobjectivesofthisPlan,whichsetsoutthespatialdevelopmentpoliciesthatwillbeneeded.TheEDShighlightstheimportanceofextendingopportunitytoallLondonersandoutlinesactionsto:

• tackleworklessnessandgetmoreLondonersintowork

• addresstherootcausesoflowskills• promoteequalityandtackledeprivation• ensuremoreeffectiveeducation,training

andemploymentsupportforall• helppeoplegetintowork,stayin

employmentandprogressintheircareer• providemorepersonalisedsupportand

improvedelivery.

4.62WhilstrecognisingthattheLondonlabourmarketisrelativelyintegrated,andpeoplewillfindemploymentatvaryingdistancesfromwheretheylive,thereisanimportantrolefortheplanningsysteminensuringthatanadequatemixofbusinessesandpublicservices(andthereforeemploymentopportunities)areprovidedclosetothosecommunitieswhoparticularlybenefitfromlocaljobs.Inthesameway,planningcanhelptoremovemanybarrierstoemploymentandtrainingopportunitiesby:

• supportingprovisionforaffordablechildcarefacilities(seePolicy8.2)

• providingforbusinessstartupunits• providingfortrainingfacilitiesinnew

developmentscreatinghighlevelsofjobs,tohelptheskillsoflocalpeoplematchtheneedsofLondon’sgrowingeconomy

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• ensuringfacilitiesforemploymentarewell-designedandaccessibletoallsectionsofthecommunity(includingdisabledpeopleandolderpeople)

• locatingemploymentandtrainingfacilitieswithinwalking/cyclingandorpublictransportaccessoflocalcommunities.

Alongsidethis,London’stransportinfrastructureprovisionshouldensurethatLondon’sworkforcecanaccessjobsacrossthecapital.

4.63Thesephysicallyfocussedinitiativesshouldbecomplementedbybusinessadviceandskillsdevelopmentthathelpbusinessesandindividualstakeadvantageoftheopportunitiesavailabletothem.

4.64Boroughsareencouragedtoinvestigatewithdevelopersthepossibilityofprovidinglocalbusinessesandresidentstheopportunitytoapplyforemploymentduringtheconstructionofdevelopmentsandintheresultantenduse.

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Endnotes1 GLAEconomics.JointStrategicEvidenceBase.

GLA,2009

2 RamidusConsultingLimited,RogerTym&Partners.

LondonOfficePolicyReview2009.GLA,2009

3 RamidusConsultingLimited2009,ibid

4 MayorofLondon.TheMayor’sOuterLondon

CommissionReport,GLA2010

5 MayorofLondon.EIPDraftHousingSPG.GLA,

2010.MayorofLondon.TownCentreSPG.GLA,

forthcoming

6 URS,GVAGrimley.LondonIndustrialLandRelease

Benchmarks.GLA2007

7 URS.LondonWholesaleMarketsReview.GLA,2007

8 GrantThornton.AccessibleHotelsinLondon.GLA,

2010

9 Strategicallyimportanthotelcapacitywilldepend

onlocalcircumstances,buttypicallycomprises

developmentexceeding100,000m2intheCity;

20,000m2inCentralLondonand15,000m2outside

CentralLondon.

10 Theoverseasovernightvisitorfiguresaresourced

fromInternationalPassengerSurvey(IPS)andthe

domesticonesfromUnitedKingdomTourismSurvey

(UKTS).Bothfiguresincludebusinessvisitors.

11 ThedayvisitorfiguresaresourcedfromtheLDA

OmnibusSurvey2008andrepresentleisuretourism

dayvisitsonly.

12 MayorofLondon.LondonTourismVision2006–

2016.LDA,2006andMayorofLondon.London

TourismActionPlan2009-2013.LDA,2009

13 GrantThornton.HotelDemandStudy.GLA,2006and

GrantThornton.AccessibleHotelsinLondon.GLA,

2010

14 Ibid

15 LondonAssemblyReport.TourisminOuterLondon.

LondonAssembly,2006

16 InformationabouttheQualityAssessmentScheme

canbefoundathttp://www.qualityintourism.com/

asp/letsgetassessed.asp

17 GreenTourismforLondon,launchedbytheLDAand

withthesupportofVisitLondon,isthenewscheme

forhotels,guesthouses,attractionsandvenuesinthe

capital.

18 GLAEconomics.London’sCreativeSector:2007

Update.GLA,2007

19 MayorofLondon.CulturalMetropolis:theMayor’s

PrioritiesforCulture2009-2012.GLA,2010

20 London’sArcadiareferstotheparks,gardens,historic

buildingsandlandscapescenescoveringthestretch

oftheThamesrunningfromTeddingtontoKew.

21 GLAEconomics.SpendingTime:London’sLeisure

Economy.GLA,2003

22 Boroughsshouldmanagetheeveningandnight-

timeeconomyincentres,takingaccountofand

complementingthelocalauthority’sStatementof

LicensingPolicyandthepromotionofthelicensing

objectivesunderthelicensingAct2003.

23 DepartmentforCulture,MediaandSport.Revised

GuidanceIssuedundersection182oftheLicensing

Act2003.DCMS,2007(paragraph13.31)

24 MayorofLondon.BestPracticeGuidanceon

ManagingtheNightTimeEconomy.GLA,2007

25 ExperianBusinessStrategies.ConsumerExpenditure

andComparisonGoodsRetailFloorspaceNeedin

London.GLA,2009

26 ExperianBusinessStrategies.ConvenienceGoods

FloorspaceNeed.GLA,2005

27 GLAEconomics.JointStrategicEvidenceBase.GLA,

2009

28 LondonAssembly.London’sStreetMarkets.GLA,

2007.CLGSelectCommittee.MarketFailure,can

theTraditionalMarketSurvive?HouseofCommons,

2009.Regenerisconsulting,London’sRetailStreet

Markets.LDA,2010