London Councils’ Executive Committee
2012 Games Vision and Strategy
Report by:
Simon Edwards
Date:
15 October 2007
Contact Officer:
Simon Edwards
Telephone:
020 7934 9826
Item no: 4
Job title:
Head of Policy, 2012 Games
Email:
[email protected]
Summary
This report sets out a vision and strategy for London Councils
engagement with 2012 Games policy to ensure that boroughs are able to
maximise the opportunities that London’s hosting of the Games presents
and that benefits are spread across London to all communities.
Recommendations
Members are recommended to agree the : Vision statement
 Strategic objectives
 Policy objectives
 Political oversight
 Next steps
2012 Games Vision and Strategy
Introduction
1. The six weeks of the 2012 Olympic Games and Paralympic Games in London will offer the
prospect of a great spectacle with the focus of the world on London. London 2012, however,
is not just about spectacle or six weeks of sporting endeavour. The London Games are a
once in a lifetime opportunity to make a dramatic contribution to London’s development –
both directly in the East of London in terms of regeneration and housing, and across London
in terms of the wider stimulus the games Games provides in a range of areas.
2. There are both direct and indirect opportunities and benefits in key areas of policy that
hosting the Games presents for London, London councils, London communities and
individuals.
From direct opportunities/benefits for

Community sport participation

Volunteering

Culture

Inclusion including access for disabled people

Economic benefits for tourism, business promotion, employment, skills and training
To more indirect social benefits including

health and education

sustainable communities

sustainable development and procurement

transport and environment
3. There are also challenges around the funding of the Games, particularly the precept levvied
on Londoners, as well as significant issues about branding, working with sponsors and the
role of London local government in delivering legacy benefits.
4. There are significant policy issues which Games organisers, central government and regional
bodies cannot deliver alone. Much work has been done to set the framework and context
within which a lasting legacy can be delivered but it will be councils, working in partnership
with local partners and communities, who will be responsible for delivering lasting change
and leaving a legacy to be proud of.
5. This is closely linked of course to what London councils already do. Within this context the
Games should not be seen as a shift in priorities or a further burden imposed from above,
but an opportunity to use the catalytic effect of the event to deliver short, medium and long
term change in key priority areas for the communities councils serve. It is the delivery of a
lasting legacy in these priority areas on which the Games should be judged.
6. There are, however, risks of the Games diverting attention and resources from mainstream
services and activities which must be guarded against, and there are also risks that a lasting
legacy will not be delivered. Evidence from previous Games clearly shows that benefits do
not automatically accrue, especially if there is an approach which fails to plan for a lasting
legacy through engaging local government and communities.
7. The lessons are clear, that London Councils, London authorities, local partners and
communities need to be fully engaged in the planning and delivery of Games policy and need
to clearly define the outcomes that they want delivered.
8. It is essential, therefore, that we need to have a clear vision and strategy for how London
Councils can support boroughs to utilise the Games to further improve services in key priority
areas and reach out to hard to reach communities, to deliver a real and lasting legacy of
benefits for London.
9. This vision cannot be constructed in isolation, we need to define the policy priorities on which
to focus our resources, where we can add most value and have most impact, and set clear
strategic aims and objectives for the project as a whole which cascade down to each policy
priority.
Context
10. Two principal bodies have been created to stage the London 2012 Games: London
Organising Committee for the Olympic Games and Paralympic Games (LOCOG) and the
Olympic Delivery Authority (ODA). These organisations are essentially responsible for
building the Olympic Park and other venues and putting on the Games themselves.
11. These are headed by an Olympic Board comprising Olympics, London and South East
Minister Tessa Jowell, the Mayor of London Ken Livingstone, BOA Chairman Colin Moynihan
and London 2012 Organising Committee Chair Sebastian Coe. The Board provides
oversight, strategic coordination and monitoring of the total 2012 Games project, ensuring
the delivery of the commitments made to the International Olympic Committee (IOC) when
the Games were awarded to London and a sustainable legacy from the staging of the
Games.
12. The Olympic Board has set a number of high level objectives covering a range of policy for
the Nations and Regions groups at the national level which are replicated at the regional
level for London under the leadership of the Mayor of London. See Appendix A for a full list
of Olympic Objectives and Appendix B for a list of London related Olympic Objectives.
13. For each of these Olympic Objectives delivery plans have been drafted by key stakeholders
on the London Co-Ordination Working Group, with input from London Councils and boroughs
through the 2012 team. Sub-groups of key stakeholders are currently being set up to finalise
the delivery plans with clear lines of responsibility and accountability. If London Councils is
not at the table and engaged in this work then boroughs may well miss significant
opportunities to develop and engage in key aspects of Games policy in partnership with other
key stakeholders, which in turn directly relate to boroughs’ own work and priorities.
14. It is within this context that London Councils needs to consider the policy priorities on which
we will focus our attention and resources to assist boroughs to get the most out of the 2012
Games for our communities.
15. Our priorities need to reflect the structure of Games policy and the framework of objectives
for London, as this will drive the focus of attention and resources from key national, regional,
sub-regional and local organisations. Our objective is to maximise our impact within this
over-arching framework.
Where we are now
16. A 2012 Games team was established at London Councils just over 12 months ago with 4
clear policy priorities:a. Community sports participation
b. Volunteering
c. Culture
d. Inclusion – with a particular focus on disabled people
17. The 2012 Games team were resourced to specifically address these 4 policy priorities as
they represented obvious direct opportunities at that stage in the development of Games
policy and were not adequately covered by existing policy teams at London Councils.
Considerable work has been undertaken in these areas as well as on general issues of 2012
funding and branding over the last 12 months and members and officers have been kept up
to date with latest developments and achievements on an on-going basis through the
Culture, Tourism and 2012 Forum and our network of borough 2012 Lead Officers, as well
as our networks of officers for Culture, Sport, Volunteering and Inclusion, and regular
newsletter.
18. Tthese priorities were, however, decided prior to Olympic Objectives being formally set.
Also, from our engagement and consultation with councils and key partners it is clear that a
broader focus is required to help meet the needs of all boroughs.
Where we need to get to
Vision
19. The rest of this paper sets out a vision and framework of strategic aims within which we
should consider each policy objective and develop action plans.
20. We recommend that London Councils key guide in determining its work around the 2012
Games should be captured in the following statement :-
London councils are able to maximise the opportunities that the London 2012 Olympic
Games and Paralympic Games present to deliver improvements in key services, and
leave a lasting legacy post 2012 for all communities throughout London.
Strategic Objectives
21. To deliver on this vision we need a framework of strategic objectives which focus our
activities where we can add the most value and have the most impact. Following discussions
with boroughs at member and officer level we recommend that our strategic objectives are:1. Lobbying and Stakeholder Engagement – to ensure that London Councils and all
London authorities are fully engaged in the planning and development of 2012
Games policy
2. Communication and Support – to ensure that London councils are informed about
the developments and opportunities that the 2012 Games present and are
supported to maximise opportunities and deliver significant improvements in key
services across London
3. Legacy – to ensure there is a focus on a sustainable legacy post 2012 in all areas –
physical, social and environmental
22. It is within this overall framework in which each policy objective/priority should be considered,
individual outcomes set and actions put in place.
Policy Objectives
23. We need to define the priorities and activities for London Councils and boroughs where we
can add value, have impact and use the Games as a catalyst to further our existing policy
aims. With this in mind we are working to identify and develop objectives in each relevant
policy area. Attached at Appendix C is a long list of areas from which we propose a more
focused set of specifications and reasonable objectives
24. We also need to consider how each of these objectives relate to the Olympic Board
Objectives so that we can ensure we are able to influence, and engage fully in, key aspects
of 2012 Games policy in partnership with other key stakeholders to ensure that boroughs are
not marginalised. Once policy objectives have been agreed a matrix will be developed
showing the relationship between Olympic Board objectives and London Councils’ policy
priorities. This will be used to ensure a cross-cutting engagement with Olympic Delivery
plans for London where appropriate.
How do we get there
25. In order to ensure the most efficient use of resources within London Councils and boroughs
we do not recommend an enlargement of the 2012 Games team. Rather we recommend
that London Councils’ existing policy teams, member Forums and Committees, engage with
the 2012 Games by mainstreaming 2012 Games policy within their work plans, defining
policy priorities linked to 2012 and engaging with Olympic objectives and delivery plans
where appropriate.
26. Existing policy teams have policy knowledge and existing networks of borough officers and
members, which could be used to mainstream 2012 Games work within their areas, using
resources efficiently and avoiding duplication and excessive burdens on London Councils
and boroughs.
Political Oversight
27. This proposal would also require a rethink on political oversight. 2012 Games policy is
currently managed through the Culture, Tourism and 2012 Forum, chaired by Cllr Chris
Roberts whilst other policy teams have separate member reporting mechanisms. Our
proposal is that all teams retain their separate reporting mechanisms, to engage members
with knowledge and experience in individual policy areas, with the Executive and/or Leaders’
Committee responsible for overseeing the totality of London Councils’ 2012 Games work and
calling in policy teams to make connections across the piece.
Next Steps
28. If members approve this overall approach, the vision and objectives we propose that the next
steps are:a. Executive members are further engaged to compile a final list of 2012 objectives
in each policy area
b. A final Vision and Strategy paper is tabled at November Leaders’ Committee
c. Policy teams develop clear action plans to deliver agreed objectives and
incorporate into existing workplans
d. 2012 team co-ordinate project overall and facilitate policy teams to engage with
other key stakeholders including Delivery plan leads, LOCOG and GLA
e. 2012 Vision publication (working title - Local Delivery : London-wide Legacy) is
produced highlighting existing work of boroughs, their role at the heart of
communities and important role in 2012 Games policy if Legacy is to be delivered
f.
The publication is launched at an evening reception with Olympics Minister Tessa
Jowell, LOCOG Chair Seb Coe, London Councils Chairman, Cllr Chris Roberts
and Leaders at which we would showcase examples of borough working and
promote the role of London Councils and London local government in delivering a
lasting Leagcy
g. Progress against objectives is reported back to Executive/Leaders Committee
Monitoring, evaluation and review of the strategy
29. Much of the 2012 Games policy is still developing therefore we must retain flexibility within
the strategy and its resourcing, objectives and actions in order to respond as policy initiatives
and new priorities emerge. This strategy will very much be a living strategy, and will be
reviewed on an on-going basis.
30. There are four distinct periods that the strategy will be considered against: pre-Beijing (i.e.
2007 - summer 2008), London Olympiad (summer 2008 – summer 2012), London Games
(July – September 2012), and post London Games. The strategy will be refreshed for each of
these distinct periods, but as emphasised in the introduction, the entire focus of this strategy
is ultimately delivering a legacy benefit from the Games for all Londoners.
Financial Implications for London Councils
None
Legal Implications for London Councils
None
Equalities Implications
Work on the 2012 Games is focused on all communities across London with many of the
individual objectives focused directly at hard to reach and under-represented groups. This work
should have a significant impact on reducing inequalities in London across a range of policy
priorities.
Appendices
Appendix A
Objectives for 2012 set by Olympic Board
Appendix B
Summary of 2012 Objectives directly related to London
Appendix C
Draft list of London Councils’ Objectives for 2012 in each policy area