NINE ELMS VAUXHALL PARTNERSHIP BUSINESS PLAN 2014/15
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NINE ELMS VAUXHALL PARTNERSHIP BUSINESS PLAN 2014/15
Foreword Last year we noted Nine Elms on the South Bank was starting a dramatic transformation process in becoming a thriving riverside community and business district, creating vital opportunities for new homes and jobs. Since then we have seen a considerable acceleration of progress on the ground, with more sites starting construction, impressive sales campaigns and a much higher profile for the area, all of which is translating into more investment needed to bring about the transformation. Our activities will deliver 25,000 permanent jobs, new and improved parks and public spaces, new schools and health facilities and 18,000 new homes catering for all levels of income. We are creating a new district for high rise living with two new town centres and transport improvements. Our challenge is one of stitching the area into its surroundings and the city in general. The Partnership is responsible for placemaking, ensuring the area works for existing and new residents, becomes a successful business district with cutting edge telecoms you would expect of such an area, a range of high quality and affordable homes, beautiful public realm and much improved transport connections. It is hard to think of anywhere else in country where so many public and private sector partners are working together to achieve such an aim. A major milestone for the Partnership was the Northern line extension public inquiry in November and December. We are keenly awaiting the inspector’s decision, due later this year. Other key events included construction beginning at Battersea Power Station and the new US Embassy site joining other developments on site including along Albert Embankment. We were also very pleased to win first place in Regeneration and Renewal’s Top 100 2013. The year ahead will see the fruition of benefits to local residents and businesses, with a new jobs brokerage service in place for employment and training opportunities, working with schools and colleges to highlight these opportunities and the Supply Nine Elms programme launched, strengthening our links with local businesses. We will begin work on the first phase of the linear park and take forward plans to transform Vauxhall Cross. We will also welcome our first new residents to the area and open new sections of Thames river path, making the most of our fantastic riverside location. This year will also see the opening of the RCA space at Riverlight, which will provide a welcome boost to our aspirations as a new cultural quarter for London, building on our cultural programme and renowned existing cultural offer in Vauxhall and neighbouring Battersea. We also intend to continue our participation in established Londonwide events such as Chelsea Fringe and the Mayor’s Thames Festival, truly living up to our potential as part of the South Bank. We are incredibly excited by the amazing opportunities coming up in the year ahead and looking forward to more local people and businesses accessing these training, employment and contract opportunities. We know the challenge is huge, but we are well equipped to create the area which the Evening Standard proclaimed is ‘set to become London’s hottest quarter’. Signed by the Cochairs of Nine Elms Vauxhall Strategy Board, Leaders of Wandsworth and Lambeth Councils
Map to be updated prior to printing with recent planning decisions and submissions
CONTENTS
1 OUR VISION..................................................................................................................
2 INTRODUCTION ............................................................................................................
3 PROGRESS AND CHALLENGES .......................................................................................
4 OUR PRIORITY OUTCOMES ...........................................................................................
5 OUR WORK PROGRAMME ............................................................................................
5.1 Employment and Business .............................................................................
5.2 Housing and Social Infrastructure ..................................................................
5.3 Public Realm ..................................................................................................
5.4 Transport .......................................................................................................
5.5 Utilities and Construction Logistics ................................................................
5.6 Communications and Community Engagement .............................................
6 DELIVERY AND RESOURCES ..........................................................................................
6.1 Governance ...................................................................................................
6.2 Resources ......................................................................................................
6.3 Performance Management ............................................................................
6.4 Risk Management ..........................................................................................
7. APPENDICES .................................................................................................................
� Appendix A 2014/1517/18 Action Plan
� Appendix B Update on Approved Schemes and S106 /
DIFs Agreements
� Appendix C Proposed Priority Programme 201418
� Appendix D DIFs Administration Budget 201416
� Appendix E Nine Elms Vauxhall Partnership
Governance and Delivery Structure1 OUR VISION ‘A new London Quarter for the benefit of the whole community.’ By 2030 the 195 hectares of Nine Elms and Vauxhall will become an exemplar and distinctive quarter of central London. As an integral part of the London offer, defined by Lambeth Bridge through Vauxhall to Battersea Power Station and Chelsea Bridge, high quality buildings and public spaces will provide opportunities for jobs and the choice of a variety of homes. New cultural and leisure development in this Thames River front location, supported by high quality services, especially public transport, will make this a successful and sustainable place where people will want to be. Nine Elms will be a prestigious destination for international investment anchored by the rejuvenated Battersea Power Station and the new US Embassy. A major new town centre at the former Power Station will provide the focus of much of the new economic activity. New Covent Garden food and flower market will be reconfigured to provide better facilities for its businesses and a public interface that will include new restaurants. This will provide the setting for a bustling 24/7 food quarter. Vauxhall Cross, which already benefits from an existing station, will be transformed into an attractive, walkable neighbourhood, with a mix of uses and public spaces with streets that are not dominated by traffic. A bold new linear park from Battersea Power Station through to Vauxhall will be a major feature in the sustainable development of the area together with improved green open spaces. The high quality public realm to be created here will be critical to ensuring that pedestrians and cyclists feel safe and secure. Convenient and attractive routes will connect the area together with existing neighbourhoods and the elegant Albert Embankment which is a defining characteristic of the South Bank. New sustainable development will lead the way in construction, provision of extensive green infrastructure, minimising the use of energy and encouraging carbon reduction including a district heating network serving the whole area. The Northern line extension from Kennington to Battersea and excellent public transport interchange facilities at Vauxhall will give the area essential new public transport connections. The development of the whole area is expected to provide 18,000 new homes and an estimated 25,000 new jobs.
2 INTRODUCTION This is the Partnership’s third business plan covering 2014/15 and looking ahead to 201518. It sets out our vision and actions required to support the transformation of the area and create a modern and sustainable city quarter. With delivery mainly by the private sector, the Partnership’s focus is on placemaking and working across multiple development sites and stitching these in to established areas. We will do this through working with our existing and new communities to develop the improved public realm and infrastructure needed. We will do this through improvements to the public realm, the establishment of a state of the art telecommunications network and by building on our vibrant cultural offer to complete the regeneration story of the South Bank. These activities will support the creation of a new business district and underpin all key actions in our plan particularly in terms of job and home creation. Our ambitions are high. We will create a cohesive, beautiful public realm of the highest quality to frame and add value to developments taking place, to attract and retain businesses, residents and visitors by improving linkages and permeability. The Linear Park, remodelled gyratory at Vauxhall Cross, new bridge, accessible river path and improved northsouth links to existing and improved open space will enable this. Investment in local people and amenities will ensure all will share in the redevelopment’s benefits; jobs, training, business (competing for contracts and provision of high quality commercial space) and a range of homes for all. 2.1 Background Nine Elms on the South Bank encompasses 195 hectares of land, stretching from Lambeth Bridge to Chelsea Bridge bounded for the main part by Wandsworth Road on one side and the River Thames on the other. The area is classified as an Opportunity Area in the Mayor’s London Plan, designating it as an area for major housing and employment growth. The Development Framework, setting out the planning conditions for the area, was adopted in 2012. In 2013 the Vauxhall Supplementary Planning Document was adopted which sets out the plans for Vauxhall as a welcoming place of growth and prosperity with a vibrant and distinct heart that will be associated with tall buildings of exceptional quality and public spaces to walk and spend time. The area has a long history of being a cultural and social destination, continuing to the present day, including the emerging gallery cluster and thriving nighttime economy of Vauxhall. Alongside this is the area’s industrial legacy sparked by the industrial revolution and proliferation of the railways. Today 14,556 people are employed within the local area, chiefly within public administration, charity, retail and hospitality sectors. Many of the warehouses and office blocks are at the end of their operational life and not fit for purpose especially along Nine Elms Lane. We have an existing population in and around the area of approximately 26,840 people in 11,428 households in various housing tenures. The area is also surrounded by housing estates and large residential populations. Out of the total population, 20,874 are of working age, and of these there are 930 that claim job seekers allowance (4.5%). There are parts of the Queenstown and Larkhall wards where this figure is almost 7% however (6.9% and 6.7% respectively). There are 4,083 young people that live in the area, with just under 50% of pupils achieving five A*Cs in their GCSEs.
Although Vauxhall is wellserved , the western part of our area is very much reliant on the road network and has a low public transport accessibility rating due to lack of investment in public transport, which needs improving. Access to the river north to south is also problematic. A package of transport interventions is needed in order to serve the new commercial and residential growth and ensuring residents elsewhere in our boroughs can access the employment and commercial opportunities. These include the Northern line extension (NLE), reducing traffic dominance at Vauxhall Cross by improving the public realm, accessibility and remodelling the Vauxhall gyratory, increased bus services, cycle routes and cycle hire stations, links through the rail corridor and additional river pier services. To accommodate these denser residential and commercial uses, considerable investment is also needed in utilities infrastructure, notably telecommunications, electricity and heating. There is also limited open green space within the area. The creation of a linear park, accessible river path, improved open space with improved strategic connecting links will tackle this and be one of our key priorities for the coming year as we focus on place making and ensuring existing areas are well connected. 3 PROGRESS AND CHALLENGES 3.1 Progress The area has started to be transformed. Several construction sites are visible markers of London’s continuing strong growth and attractiveness to foreign investment. The completion of St. George Tower and Phase 1 of Riverlight in 2014 means we will welcome our first new residents in nearly 400 homes. Battersea Power Station Phase 1 and the new US Embassy have both broken ground, demonstrating visible confidence in the area, and the Dutch Embassy has confirmed its relocation to our emerging Embassy Quarter. This is merely the beginning of delivery over a 20 year period. We have been successful to date in attracting high levels of investment and this needs to continue if we are to remain competitive. The Partnership will continue to lead on placemaking by supporting inward investment activity; developing our cultural offer; ensuring the delivery of transport improvements and beautiful new public realm; providing high standard telecommunications and utilities; delivering the necessary social infrastructure (health, education and affordable homes) as well as through our communications and marketing work and supporting the boroughs in community engagement. The funding and delivery of this infrastructure is linked to development being progressed. Making decisions on prioritisation and timing of key projects is therefore crucial. Transformation is happening at a much faster pace than originally anticipated, which, although positive has implications for the delivery of timely infrastructure. 13,792 homes and 6.3m sq. ft. commercial space have planning approval and we have seen a major increase in construction activity. In addition there are two national infrastructure projects planned – the NLE and Thames Tideway Tunnel (TTT). The focus in the previous year was on the building blocks for success – progressing the NLE to Public Inquiry, the delivery of local benefits (the design of our jobs brokerage service, approval of
affordable homes, design of the public realm) and the means of providing improved utilities and
construction logistics management.
Not all goals were met and progress was difficult in some areas. The Partnership allocated more
resources to take forward public realm and utilities improvements and measures are now in place to
accelerate delivery. Whilst progress was made, the bridge, linear park management, gyratory,
district heating network, phasing study, waste management and cultural strategy all fell short of
their challenging targets.
PROGRESS TO DATE
� Dedicated employment team in place working with employers, boroughs and Job Centre
Plus– and greater understanding of the timing and types of jobs coming forward enabling us
to equip local people with the means to compete for these jobs
� Affordable housing secured through the boroughs and developers working together
� Supply Nine Elms programme for local businesses up and running – providing the support
for them to compete for contracts including meeting the companies offering them
� Construction Logistics Framework and Charter in place – addressing the issue and
establishing the Partnership’s approach to ensuring the impact of construction traffic on
local people is minimised
� NLE TWAO submitted in April and Inquiry complete awaiting Inspector’s decision. Invitation
To Tenders (ITT) released
� Relationships strengthened – within and outside the partnership including around utilities
and construction logistics and future endusers such as the US and Dutch Embassies
� Cultural Strategy – some great strides made here, Strategy endorsed, Thames Festival and
Open House sponsorship, Royal College of Art partnering with Riverlight, cultural
programme developing
� Design Standards for public realm adopted
� Vauxhall Cross high up the political agenda with work continuing on agreeing the delivery
option for the gyratory between LBL and TfL
� Bridge Feasibility completed
� Close working with Network Rail on their Property Strategy for the area
� Cycling Strategy agreed – expect tripling of cycle trips in area on completion of development
� Missing Link international design competition held by Vauxhall One and RIBA and design and
funding options being developed – demonstrating the area’s high profile and aspiration
� Marketing and Communications Strategy produced, promoting the area as a whole,
supporting inward investment and disseminating messages locally, nationally and
internationally.
� Approach to community engagement agreed. Local communications strengthened – open
days, website, twitter, enewsletter and partnership communications, PR campaigns and
MIPIM attendance.
� BPS breaking ground after three decades, work begun on restoring the power station itself
� Dalian Wanda purchased One Nine Elms to bring the first fivestar Chineseowned hotel
outside of China to Vauxhall� Dutch Embassy purchased land at Embassy Gardens
� Development began on Albert Embankment with St James’ Corniche and Merano Residences
schemes
� Sales programmes going exceptionally well and enabling future phases to be brought
forward more swiftly
� Deconstruction of Gas Holders following their decommissioning
� Marco Polo House sold to Berkeley Homes
� 13 schemes now on site (as at March 2014)
3.2 Challenges
Even with significant progress being made, the Partnership is facing unique challenges in enabling an
unprecedented period of growth. Our outcomes tackle these challenges by creating an environment
where market and affordable homes are built, the new commercial and cultural district will thrive,
building on our existing success stories, local people will have access to local jobs and business
opportunities and high quality architecture and public space is developed.
Delivering against these actions is ever more critical as we move into the delivery stage of the
programme and see new residents and commercial uses (such as retail, offices and hotels) arrive in
the area and so local people make best use of the new facilities and opportunities on offer.
Infrastructure is funded through the developments themselves but all partners recognise the value
of collaborative working to ensure growth is optimised. This also includes the provision of schools,
health facilities, public realm and transport, planned in advance and delivered at the time of need
subject to funding.
We need to provide infrastructure at the right time to unlock potential and enable the area to
become an international exemplar of a modern sustainable city district, this is particularly true of
telecommunications and its vital role in creating an attractive business district.
Long term growth also brings with it challenges. Mitigating the impacts of construction and utilities
provision are a priority, working closely with all partners to deliver coordinated logistics approach, to
ensure we deliver a pleasant environment to work, live and visit through coming transitional years.
We also need to have clarity on funding and the type of delivery vehicles required to deliver these
aspects.
Our Challenges include:
� Delivering on our jobs outcomes – ensuring local people have the skills and opportunity to
access jobs and training both for constructionrelated and increasingly importantly, end user
jobs such as leisure, office and retail; and being able to monitor our success
� Delivering on our affordable homes outcomes – working on innovative solutions within an
Investment Plan to fund the delivery of our affordable homes targets
� Ensuring we succeed in placemaking and making culture integral to the entire area and
identifying the funding to enable us to do this
� Ensuring local people are aware and making use of the benefits and opportunities coming to
the area and identifying positively with the area� Ensuring we keep up with the momentum and competition from other areas in terms of
investment
� Delivering social infrastructure (primary schools, health facilities) in a timely fashion to cater
for the increase in population but also as attractors for future residents and businesses
wishing to locate to the area
� Construction logistics and utilities provision and their knockon effects to Nine Elms Lane,
the gyratory and surrounding areas
Momentum of development is expected to increase further; this business plan provides the
framework to take us to the next stage. To do this, we have developed seven priority outcomes and
14 key priorities.
4 Our Priority Outcomes
The next stage of the programme sees the focus shift from planning and strategy and more on to
people and placemaking, where we need to create affinity and affection with the place with are
creating.
4.1 Outcomes
� The creation of a new business district for London delivering 25,000 new jobs
� Creating 18,000 new homes, with a target of 3,000 affordable homes
� Ensuring local communities benefit from growth through training, employment and
support to local business to compete for new opportunities
� The creation and improvement of new and existing high quality, well connected,
accessible public spaces across multiple land ownerships
� Strategic investment in the area’s infrastructure to enable growth
� A successful neighbourhood with a range of high quality and accessible services
� An engaged and well informed community, building on our community’s strengths
� Strengthening the area’s identity through effective placemaking and delivering a high
quality cultural offer.
4.2 Priorities
In no particular order, the following priorities are in relatively early stages of development, are time
critical and need focused effort this year to become established:
� Inward investment building the case for Nine Elms on the South Bank as an internationally
competitive business district
� Vauxhall Cross – agreeing a transport solution which fulfils our ambitions to create a new,
pleasant, safe centre for Vauxhall whilst ensuring the transport interchange, including the
gyratory works effectively
� Nine Elms bridge – holding a design competition and seeking funding for a key transport link
� Linear park – delivering the first phase of linear park, a high quality new public realm within
an agreed management structure, and improving our existing parks and open spaces
� Strategic links – improving connectivity of and between the area’s new and existing open
spaces for pedestrians and cyclists, making the most of the river path and its ties to the
wider South Bank through means such as the Missing Link programme
� Utilities infrastructure – developing a coordinated approach to utilities infrastructure across
the development area and in particular finding solutions to the electricity primary substation
location , drainage system and excellent telecommunications provision� Cultural Strategy – funding and implementing our programme to take forward the area’s
cultural offer
� Planning the delivery of local services and social infrastructure – understanding the need and
planning for timely health, education and other public infrastructure requirements.
Also in no particular order, the following priorities have an agreed approach and are underway but
need focused effort to ensure we succeed in meeting our objectives:
� Employment brokerage – enabling local people to access local jobs through our coordination
service and monitoring its effectiveness
� Supporting local supply chains – raising awareness and competitiveness of local business to
bid for contracts through Supply Nine Elms and monitoring its effectiveness
� Northern line extension – supporting the case for the NLE in order to enable the required
growth in jobs and homes
� Construction logistics – monitoring the coordination function of our local information system
to ensure the resilience of the road network during the peak construction period
� Affordable homes – ensuring the targets for affordable homes are met, working with the
GLA to implement innovative solutions to the problem of delivering affordable homes in a
central London location
� Communications and community engagement – promoting the area and engaging with local
communities.
4.3 Linkages
The priorities listed above are not treated in isolation – extensive partnership working occurs across
projects and working groups i.e. culture in the design of public realm and key transport
infrastructure such as bridge and tube stations; telecommunications provision and its importance in
enabling a world class business district; jobs and business opportunities found not just in
development of homes and commercial space but in infrastructure projects (NLE/TTT) and the public
realm; the creation of the linear park and other new open spaces, including the improvement of
existing spaces, strategic links, and the impact on the public realm of utilities provision and
construction logistics. Communications and community engagement, working with and building on
the strengths of our existing and new communities, cuts across all our work and any consultation
proposals should be routed through this working group.
4.4 March 2015
Pursuing our objectives and delivering against our priorities will mean that, by March 2015, 386
homes (housing approximately 800 residents) will have been built for occupation and over 3,000sqm
of new commercial space let.
We will have welcomed our first new residents to the area at Riverlight and St George Tower. Spring
Mews, Riverlight Phase One and St George Wharf will be complete. Construction will have begun at
Sainsbury’s, Merano, The Corniche and Battersea Crest and be continuing at Embassy Gardens,
Battersea Power Station and the US Embassy. There will also be new commercial tenants in the area
joining the likes of Waitrose at Embassy Gardens.Our cultural calendar and emerging gallery quarter will be well established and help us build the affinity for the place for which we are striving. Residents and workers will be proud of their area, share in our aspirations and be aware of and benefit from the area’s many improvements. The first phase of our linear park will be on site and the Missing Link programme of public realm improvements will be progressed, firstly by identifying funding and then onto delivery. Our placemaking efforts will focus on our commercial centres at Vauxhall and the power station and the linkages between, including the Embassy Quarter and New Covent Garden’s food and flower markets and include both the daytime and evening economy, encouraging people to linger more after work. We will be making the most of one of our standout features, the 3km of Thames river path running through our area and improving the access to it, implementing a series of improvements, promoting and marketing its benefits. Following its approval, the NLE will be on site in 2015, as will the Thames Tideway Tunnel works. There will be integral connections to the utilities and construction logistics programme as well as local job and business opportunities arising from these schemes. Improvements will also be seen at Vauxhall underground station, Vauxhall Cross and the selected option for phased remodelling Vauxhall gyratory will be progressed. The pedestrian and cycle bridge will have been the subject of a design competition and funding sought. Pressing issues such as the location of a primary substation and solution to drainage water will have been explored and resolved and, as part of the range of utility and telecommunications provision expected of an exemplar business district, there will be plans for a range of telecommunications solutions on offer in the area. The following section provides more detail on our work programme, categorised according to working group. Appendix A outlines the next 12 months’ key milestones and, where known, those of the following three year term again arranged by working group. Appendix B outlines the agreed S106 and DIFs funding arrangements by development. Appendix C shows our programme of priority projects which will need further prioritisation depending on resources becoming available and decisions of the two local authorities on allocation of these resources. Appendix D outlines the DIFs administration budget and finally Appendix E outlines the Partnership and working group structure.
5 Our Work Programme
5.1 Employment and Business
Priority Outcomes:
� The creation of a new business district for London delivering 25,000 new jobs
� Ensuring local communities benefit from growth through training, employment and
support to local business to compete for new opportunities
Priority Projects:
Employment Brokerage, Supporting local supply chains
5.1.1 Context
Nine Elms Vauxhall will be more than just a prestigious new residential district – it will be a world
class, international business destination with up to 25,000 jobs from over six million sq. ft. of new
commercial space. The shift from primarily light industrial uses to a central activities zone
designation means the area will become a new economic engine for growth in central London and
an attractive place to invest. The Partnership commissioned a critical piece of work to ascertain the
area’s inward investment proposition and provide more intelligence as to what the area’s 25,000
new jobs would be. This enabled us to understand our existing jobs baseline, new jobs coming to
the area and those jobs moving here from elsewhere. This highlighted the importance of a high
standard of telecommunications provision and therefore ties into the utilities strand of our
Partnership’s work.
Economic growth will be focused on the two growth poles at Battersea Power Station (as a major
new town centre) and a more attractive, walkable district centre at Vauxhall with a third
concentration of activity around the new US Embassy and reconfigured New Covent Garden Market.
All three of these key areas are being revitalised and transformed. As well as 2,300 people already
working at its markets, NCGM is being redeveloped to become the vibrant heart of a new food
quarter for London. Wandsworth will be seeking to develop a business network for the economic
role of the Stewarts Road industrial area. Meanwhile, Vauxhall One Business Improvement District
(BID) in collaboration with EmploySE1 continues to support businesses in the Vauxhall area by
providing local employment opportunities to local residents.
Across the whole of Lambeth and Wandsworth, there are around 30,000 unemployed people with a
further 24,000 ‘economically inactive’ who say they would like to work. Within a radius of
approximately one mile there are 2,500 3,000 unemployed people. Through dedicated job
brokerage arrangements in both boroughs, local people will have access to skills development and
training, apprenticeships and jobs throughout the construction period and within the businesses
which will locate here. Our ambition is to aim for 20% of all jobs to be filled by residents of
Wandsworth and Lambeth. We will do this through an active partnership based approach as set out
in the Employment and Skills Framework agreed by the Strategy Board. Local businesses will also
have opportunities to secure contracts associated with the development and beyond through the
Supply Nine Elms programme. We have also begun working with our local schools, engaging with
them regarding the developments and future opportunities they will offer.
The area already has substantial existing employment uses and, through investment in new space
and facilities, we will seek to ensure that this use continues to grow and thrive, building on current
employment at NCGM, Stewarts Road and Vauxhall.5.1.2 What we have achieved
� 17 apprentices are on site, 11 previously unemployed residents placed in work on three NEV
Employment and Skills Plans (Riverlight, Embassy Gardens 1 and 81 Black Prince Road) (as of
27/9/13)
� Over 200 young people were introduced to the area during the year. Through a range of site
visits, work placements, the Expo event, Jobs Fair and other projects. Students were able to
develop employability skills and learn more about the exciting range of opportunities
available throughout the development area. (as of 27/9/13)
� Borough Job Brokerages in place and Joint Coordination Unit funding approved and being
established in order to deliver the NEV Employment and Skills Framework
� Employment, Training and Business Charter setting out the Partnership’s commitment to
local employment and business launched
� Skills forecasting model developed for Nine Elms Vauxhall that will feed in to programme
baseline
� Schools engagement begun, including site visits, talks and planned activities
� Business Case for Nine Elms on the South Bank produced setting out the commercial inward
investment proposition
� Local business supply chain seminars and events targeting SME’s attended by over 500
businesses
� Supply Nine Elms programme of support to assist local businesses established and first
events held.
5.1.3 Priorities for 2014/15
� Joint Coordination Unit established and operational as principal point for employer
engagement in the area, providing a one stop shop for employers
� At least eight Employment and Skills Plans to be operational by year end1. Agreed local labour
arrangements with the promoters of the NLE and TTT using the NEV infrastructure
� Agreed multiyear programme of employment and skills interventions based on the Skills
Forecasting Model; this will provide benchmarks and performance indicators against which
progress can be monitored with 201415 being the first year this will be done. To monitor the
proportion of jobs filled by residents from Lambeth and Wandsworth, protocols will need to
be agreed with contractors and end users in order to capture this data
� Using the labour and skills demand forecast, to establish a skills delivery partnership
consisting of the JCU, key agencies, funding bodies and providers to ensure that training
provision is in place to meet demand, with a particular focus on potential gaps in provision
and tying into the Mayor’s Plan for Jobs and Growth
� Secure employment agreements with the promoters of the Northern line extension and
Thames Tideway Tunnel and integrate into the work of the JCU
� Develop a forward schedule of end use labour demand and build into forward planning for
local employment support
� Agree and identify resources for an education link programme for 201415 engaging local
schools and colleges that will include site visits, work experience, a potential careers’ fair and
the development of pathways from education to employment.
1
Current assumption: Riverlight, Embassy Gardens 1, Power Station 1 and 2, 81 Black Prince Road, Merano
Residences, Corniche, Sainsbury’s� Supply Nine Elms programme, targeting SME’s, continuing consisting of regular Meet the
Buyer events, advisory support, establishment of database of suppliers and evaluation of
impact
� Engagement with developers and contractors to establish forward plan of procurement
opportunities
� Develop and refine the Business Case for Nine Elms on the South Bank into a marketable
inward investment proposition with a view to assisting developers to target occupiers from
the year end
� Promote suitable commercial space and new business opportunities in the area to local
businesses and entrepreneurs looking to start up and grow
� Publicise the area through various channels as a place of opportunity, enterprise and work,
drawing on examples of success in these areas.
� Develop forward looking resource plans for the above activities, including alignment with
national economic growth policies and the London Enterprise Panel’s Jobs and Growth Plan
5.1.4 Priorities for 201518
� Draw on first year of full delivery to establish delivery benchmarks against which employment,
education and business activities can be measured
� Maintaining and developing the Joint Coordination Unit into a high performing employer
facing service including for commercial end users
� Review and update multiyear programme of employment and skills interventions, including
the Skills Forecast when necessary,
� Continue to promote the employment opportunities in Nine Elms Vauxhall to local
communities in order to build a caseload of motivated and skilled candidates
� Develop the education link programme into an exemplar
� Maintain strong relationships with local business communities to maximize the commercial
opportunities of Nine Elms on the South Bank within Lambeth and Wandsworth5.2 Housing and Social Infrastructure
Priority Outcomes:
� Creating 18,000 new homes with a target of 3,000 affordable homes
� A successful neighbourhood with a range of high quality and accessible services
Priority Projects:
Affordable Homes, Planning the delivery of local services and social
infrastructure
5.2.1 Context
The benefits to the area of developing a proactive and planned approach to the delivery of housing
and social infrastructure, will not only see housing and services delivered when they are needed but
will be key aspects to developing successful communities and local neighbourhoods.
A priority outcome for the Partnership is the delivery of housing, including affordable housing that
helps meet local housing demand and encourages communities that have a broad social economic
profile. Another is the provision of schools and health and social care provision to support this new
neighbourhood. Delivering these outcomes will have benefits in terms of placemaking, generating
footfall in the area and attracting residents, including families, and businesses.
13,792 homes have planning permission with over 2,500 of these homes being affordable, with a
forecast of around 3,600 homes being built over the next three years. Provision is being made for
school, community and health facilities. A proportion of the housing delivered will be affordable with
the objective of delivering a minimum of 15% of housing as affordable in Wandsworth and up to 40%
in Lambeth after funding to deliver infrastructure has been accounted for.
It is notable that the latest Phasing Study undertaken in 2013 identified an anticipated increase in
the number of homes delivered in the area of over 2,000. Development has also accelerated with
residential units now being built out on eight sites across the area. Whilst the increase in homes to
be developed is positive the focus remains across the partnership of ensuring that a broad range of
needs are catered for and that local residents benefit from the transformation that is taking place.
Development also brings into sharper focus the need to develop and take forward plans to deliver
the schools and health facilities needed to support these new communities.
The latest Phasing Study has identified potentially 3,500 more children may be living in the area once
all the developments are built and occupied and therefore a projected need for up to four form
entry primary school provision in Wandsworth and a two form entry need in Lambeth. No
requirement for new secondary school provision has been identified although work is required to
determine whether existing provision will need to be expanded.
Firstly, the GLA, Lambeth and Wandsworth Boroughs are committed to delivering the maximum
level of affordable housing in the area with current projections identifying the potential to deliver
more than 3,000 affordable homes. The GLA and the Boroughs are undertaking a financial appraisal
which will review the potential to deliver affordable housing in the area against the targets that have
been set by the two boroughs. This vital work will address the difficulties of providing affordable
homes in the current marketplace in a prime, central London location and recommend innovative
solutions to bring in GLA and borough level investment to support affordable housing delivery along
with the capacity for developments in the area to fund affordable housing development. This work
will also inform investment decisions that the GLA will make as part of its 201518 Affordable
Housing Programme. The plan will consider how to further encourage sales to local residents,maintaining the affordability of low cost homeownership housing and more innovative approaches
that can be taken to help achieve affordable housing targets including utilisation of commuted sums
and Council assets.
Secondly, each Borough is or has negotiated for the delivery of space to provide for additional
primary school provision and health and social care services in the area. The level and timing of need
for school and health facilities is also becoming clearer, working with partners in the education and
health sectors. Whilst current projections identify the need for facilities by 2018 further work will be
undertaken in 2014/15 to refine population and child yield assumptions to inform strategic
investment statements. This work will better identify the timing of the delivery of provision across
the area and set out the potential capital and revenue costs so that the business case can be made
for the provision of additional resources to key funding bodies such as NHS England. The studies will
also be an opportunity to better define the types of health and education provision required.
5.2.2 What we have achieved
� Completion of the latest Phasing Study the findings of which will be utilised to better define
infrastructure requirements over the next 5 years and beyond;
� Planning approvals given for 13,792 homes of which 2,252 are affordable;
� Start on site on Ballymore Embassy Gardens with 98 of the 643 units in the first phase being
affordable housing and agreement of the second phase that will include 162 units of
affordable rent and shared ownership;
� Across the two Boroughs plans being developed to provide over 170 affordable homes on
Council owned sites; and
� Commissioning of a study intended to investigate investment and funding options to
optimise the delivery of affordable housing
5.2.3 Priorities for 2014/15
� Revise social infrastructure requirements and timing of delivery in light of updated Phasing
Study scenarios, funding availability, Census data and publish separate Health and Education
provision Investment and Delivery Strategies by September 2014 to inform capital
programme funding priorities for the two Councils and other funding bodies;
� Identify any temporary health/education provision required to meet population demands
over the next 35 years and/or reconfiguration and/or expansion of existing facilities;
� The health subgroup to work with developers in identifying potential suitable sites for
provision of health facilities;
� To progress plans for the development of affordable housing on Council owned sites (subject
to feasibilities etc.);
� GLA and the Boroughs to report on investment potential/options to support the delivery of
the area’s affordable housing and publish an Affordable Housing Investment and Delivery
Strategy by April 2014; and
� For Lambeth to conclude negotiations to expand existing primary school provision as part of
the redevelopment of Keybridge House.
5.2.4 Priorities for 201518
� Delivery plans in place to provide health and education facilities to meet forecast demand
with DIF funding requirements agreed to assist in the delivery of these facilities;
� Undertake and complete an update of the Phasing Study by September 2015;� Ensure that any plans for the provision of social infrastructure considers and makes provision
for utilisation of space for community uses;
� Consider a comprehensive health impact assessment for the area;
� Complete the first affordable units on Council owned sites in Wandsworth and in late 2015
see the first affordable housing units occupied on Embassy Gardens; and
� Ensure that emergency services capacity is sufficient to meet the demands and requirements
of the area and its emerging communities and services.5.3 Public Realm
Priority Outcomes:
� The creation and improvement of new and existing high quality, well connected,
accessible public spaces across multiple land ownerships
� Strengthening the area’s identity through effective placemaking and delivering a
high quality cultural offer
Priority Projects:
Linear Park, Cultural Strategy, Strategic Links
5.3.1 Context
The importance of delivering a high quality Public Realm cannot be underestimated. We want to
create public realm that serves the whole area, links the different developments, and makes the
most of the fantastic assets we have such as our riverside location, Battersea Park and Vauxhall
Pleasure Gardens. This will not only enhance the area for residents, businesses and visitors, but will
add value to developments, providing a catalyst for future delivery.
The area is poorly served by accessible and high quality public spaces, compounded by physical
severance caused by major roads and elevated heavy rail infrastructure and a street environment
that reflects its historic industrial use.
The northern edge of the area is bounded by the River Thames, the largest strategic open space
within the capital, which provides an enormous opportunity to enhance a significant and relatively
continuous stretch of river frontage from Battersea Park up to Albert Embankment. However the
river also acts as a barrier, with a 1.8km span between Chelsea and Vauxhall Bridges. The proposed
new pedestrian and cycle bridge is intended to overcome this barrier, providing a new connection
across the river. This will further improve Nine Elms on the South Bank’s links to the rest of central
London.
The need for high quality public realm improvements is a critical ingredient in the creation of a
successful business district and will be a major focus of the Partnership’s work in the coming year,
particularly in relation to strategic links and the river path.
Existing parks and open spaces at the edge of the area will be woven into surrounding
neighbourhoods through the delivery of safe and pleasant walking and cycling routes across borough
boundaries.
The redevelopment of the area will enable the creation and enhancement of new public spaces,
including flagship projects such as the bold new Linear Park, creating 4.5 hectares of new open space
along a one kilometre length linking Battersea Power Station in the west to Vauxhall Cross to the
east, continuing on to Archbishops Park through Vauxhall One’s Missing Link programme. To date,
progress on agreeing a joined up approach to management of the Linear Park has been slow.
However, we now have counsel advice which has outlined the mechanisms for enabling a workable
model, which is now being taken forward by landowners.
A diverse and exciting range of cultural and leisure activities of local and international significance
will be created and fostered, extending the offer provided by the South Bank through to Battersea.
This will lead to the establishment of Nine Elms on the South Bank as a major cultural destination,
offering unique, exciting experiences at Battersea Power Station, a thriving 24 hour economy aroundVauxhall, the new food quarter at the heart of NCGM and linking to the incredible opportunities
opening up through the relocation of the US Embassy.
5.3.2 What we have achieved
� Obtained Counsel advice to inform management models for the Linear Park
� Riverside Gardens, the first completed park space, opened in July 2013
� Creation of a project team and area wide Cultural Strategy
� Delivery of initial cultural activities in summer 2013 through Chelsea Fringe, the Major’s
Thames Festival, Open House and the Big Draw.
� Secured a key aspirational north/south link at Pascal Street as part of the TWAO.
5.3.3 Priorities for 2014/15
� Securing additional funding for cultural planning and activities, building upon the previous
years cultural programming and working with developers on taking forward their site
specific cultural plans
� Agreement on a coherent approach to management and maintenance of the Linear Park
� A more detailed understanding and broad agreement of the evolving design of the Linear
Park and how it will accommodate a number of different uses and functions in a coherent
way
� Progress design and delivery of prioritised strategic links, including the Thames River Path
with works on site and securing new north / south connections through the railway viaduct
and onto the river, including Vauxhall One’s Missing Link project.
5.3.4 Priorities for 201518
� Securing the strategic partnerships and funding to grow the areas cultural programme, and
encourage a range of new cultural tenants
� A cultural programme of innovative site responsive public art commissions and meanwhile
uses underway
� Linear Park Phase 1 completed and commencement of Linear Park Phase 2
� Completion of improvements to key strategic links and existing open spaces, including the
Thames River Path, and key segments of Vauxhall One’s Missing Link project
� Coherent and well functioning Linear Park management and maintenance structure in place
� Meanwhile uses and temporary routes established5.4 Transport
Priority Outcomes:
� The creation and improvement of new and existing high quality, well connected,
accessible public spaces across multiple land ownerships
� Strategic Investment in the area’s infrastructure to enable growth
Priority Projects:
Northern line extension, Vauxhall Cross, Nine Elms bridge
5.4.1 Context
Creating a new district of international significance, attracting business, residents and visitors
requires a step change in the accessibility, capacity and quality of transport throughout Nine Elms on
the South Bank. Vastly improved transport capacity is essential to enable and support intermediate
and longer term growth and to unlock the full potential of the area.
Currently Vauxhall is the focal point for transport services and infrastructure in the area. Vauxhall
Rail, Underground and Bus stations provide access to and interchange between national rail, the
Victoria Line and a wide range of bus services providing connections to central and south London.
Other infrastructure includes Battersea Park and Queenstown Road Network Rail stations located at
the western end of the area, bus services along Nine Elms Lane and the Thames pier at St George
Wharf in Vauxhall.
In addition a number of strategic roads run through the area (converging at Vauxhall Cross) and
traffic congestion is currently a problem during peak periods. Designated walking and cycling routes
exist, though these vary in quality and coverage. Physical barriers to movement exist in the form of
railway lines and arches and boundary walls. These increase severance across the area and limit the
number of northsouth connections. The Partnership has produced a Cycling Strategy for the area
which plans for safe and accessible provision throughout the area in anticipation of a tripling of cycle
trips in the area on completion of development.
The proposed Northern Line Extension (NLE) will improve transport links and public spaces in the
area and is essential to support the transformation of the area. The TWAO was submitted in 2013
and a decision is likely in 2014. An independent report on the economic impact of the Northern line
extension has shown it could generate substantial benefits to the area. The benefits and deliverables
cut across many of our working groups.
New residents, visitors and businesses will be coming to the area, before the NLE is operational and,
in addition to improvements to Vauxhall Cross, gyratory and Underground station, we need to
review other transport interventions to support these early pioneers. In addition cumulatively this
will be one of the biggest construction areas in London and measures need to be developed for
workers during the construction phase. It is intended to develop such methods through cross
working with the Utilities and Construction Logistics working group. Initial scoping work is also
planned for a number of the other transport improvements including bus services both within and
connecting to the area and including improvements to Battersea Park and Queenstown Road
stations, also examining the scope to improve bus links for residents in the south of each borough to
access the area.
The proposed pedestrian and cycle bridge could substantially increase the area’s sense of place. A
welldesigned bridge has the potential to provide a unique and attractive public realm, as well asaddressing pedestrian and cycle connectivity. Throughout central London between Vauxhall Bridge
and Tower Bridge there are opportunities for pedestrians and cyclists to cross the river every 300m
800m. West of Vauxhall Bridge, this gap extends to 1.5km. The recently completed feasibility study
into a new bridge between Nine Elms and Pimlico considers the bridge to have real benefits in
addressing the barrier of the river and opening up a new and important crossing for existing and
future communities on both sides of the Thames.
There is also a need to mitigate the impact of additional traffic and pedestrian trips associated with
the development. This is especially important for the highway network and public transport
infrastructure, during the construction of developments, NLE and Thames Tideway Tunnel. Close
work will be undertaken with both the construction logistics and utilities workstreams in order to
keep this to a minimum.
Therefore a package of strategic and supporting transport initiatives has been identified including:
� NLE from Kennington to Battersea Power Station via Nine Elms
� Remodelling of Vauxhall Cross
� A new pedestrian and cycle bridge from Nine Elms to Pimlico
� Station upgrade and stepfree improvements to Vauxhall Underground station
� Improvements to Network Rail stations at Vauxhall, Battersea Park and Queenstown Road
� Increased bus capacity and coverage throughout the area linking to other parts of the
boroughs
� Improvements to pedestrian routes and connections
� Substantial improvements to the cycling environment in the area, via a comprehensive,
developmentled draft Cycling Strategy
� Expansion of Barclays Cycle Hire
� Enhanced river services for freight and passenger transport
5.4.2 What we have achieved
� Transport and Works Act Order (TWAO) application for NLE submitted to the Secretary of
State in April 2013.
� Public Inquiry complete
� A number of layout options for improving Vauxhall Cross have been developed, in line with
the principles set out within the Vauxhall Supplementary Planning Document (SPD). TfL and
Lambeth have committed to reach an agreed solution. TfL has agreed additional funding (if
required) to enable the delivery of the wider project
� TfL has completed first phases of feasibility for the Nine Elms bridge
� £36 million contract let for the Vauxhall underground station step free access and capacity
works
� TfL have prepared a Cycling Strategy developed via consultation with landowners, the local
authorities and other stakeholders.
5.4.3 Priorities for 2014/15
� TWAO Decision taken and Powers granted for the NLE.
� Contract let for the construction of the NLE and design work progression for the stations
� Commencement of construction of the Vauxhall underground station capacity and step free
access works.
� Construction commencement on the NLE in early 2015,� Continue to engage with all key stakeholders/community groups in relation to NLE
� Identify and agree a preferred option for Vauxhall gyratory between TfL and Lambeth,
including its impact on the wider placemaking agenda, undertake public consultation and
commence detailed design.
� Discuss the options from the bridge feasibility study and agree the next steps.
� Continue to develop and monitor the wider package of transport measures/impacts
including upgrade works to National Rail stations and bus services
� First development related Barclays Cycle Hire docking stations delivered in the Nine Elms
area
� First bus service improvements in line with occupation of new developments, developed in
consultation with key stakeholders.
� Cycling Strategy – develop individual projects which stem from the strategy in collaboration
with stakeholders.
5.4.4 Priorities for 201518
� Continued construction of the NLE
� Completion of the Vauxhall station upgrade works.
� Enterprise Zone becomes operational subject to the Government laying the relevant
Regulations.
� Works commence at Vauxhall Cross and district centre.
� Improvements designed and underway at Battersea Park Rail Station
� Delivery of further bus capacity improvements
� Further Barclays Cycle Hire stations delivered through the area linked to the completion of
developments.
� Continued delivery of components of the Cycling Strategy.You can also read
