London Legacy Development Corporation
The London Legacy Development Corporation (LLDC or the Legacy Corporation) is a functional body of the Greater London Authority (GLA) Established in April 2012 as a Mayoral Development Corporation under the Localism Act 2011, it took over assets and projects of its predecessor body, the Olympic Park Legacy Company. LLDC became planning authority within its Mayoral development area on 1 October 2012 with extended boundaries beyond the Park. This includes both the Park itself and neighbouring districts like Hackney Wick, Fish Island, Bromley-by-Bow, Sugar House Lane, Carpenters Estate and Westfield Stratford City. LLDC’s Town Planning powers will return to the four local boroughs on 1 December 2024.
LLDC operates within the overall legislative and governance framework provided by the GLA Act 1999 and 2007 and the Localism Act 2011. The Mayor of London appoints members to its Board and allocates its budgets. It is based in Stratford, east London.
Our mission and success to date
LLDC’s mission is to use the opportunity of the London 2012 Games and the creation of Queen Elizabeth Olympic Park to change the lives of people in east London and drive growth and investment in London and the UK, by developing an inspiring and innovative place where people want – and can afford – to live, work and visit.
LLDC works closely with the four local boroughs of Hackney, Newham, Tower Hamlets and Waltham Forest and residents in neighbouring local communities, local organisations, businesses and regeneration agencies and national and international sporting, cultural and leisure organisations to deliver its strategic goals in a collaborative and integrated way.
Since its establishment in 2012, LLDC has overseen the physical transformation of Queen Elizabeth Olympic Park into a major visitor destination for local, regional, national and international visitors. All of the permanent venues from the Games are in successful operation, generating jobs and skills for local people, delivering over 100 major sporting and cultural events, and attracting millions of visits per year. The Park is also home to a growing collection of business developments, with major tenants taking space at Stratford Cross, and a thriving business and innovation centre at Here East.
Delivery of a strategic plan for new homes, public space and social infrastructure is well underway, with more than 11,500 homes delivered across the LLDC’s area to date, towards a target of 33,000.
LLDC has overseen the construction of East Bank, a unique collaboration at the heart of the Park between BBC, Sadler’s Wells, University of the Arts London’s London College of Fashion, University College London and the V&A. With both universities now open and the other buildings nearing completion. East Bank represents a £1.1bn investment in London’s cultural, educational and innovation infrastructure, and is anticipated to drive a £1.5bn return to the UK economy.
Through its socio-economic programmes LLDC continues to support significant and sustained job creation in and around Queen Elizabeth Olympic Park, working closely with the four Growth Boroughs. To date, over 25,000 new jobs have been delivered towards a target of 40,000 by 2036. LLDC continues to ensure that local people and priority groups are supported to access these opportunities, as well as the wider benefits of East Bank, through targeted engagement and the creation of diverse employment pathways.
LLDC has also supported the development of SHiFT, a catalyst for east London’s innovators, brings together start-ups, businesses and academics to improve local outcomes and set the standard for sustainable cities worldwide.
LLDC has a successful youth programme called Elevate, made up of two diverse groups of 14 to 25 year olds from the four local Boroughs, which regularly review and provide valuable input to our strategies, plans, design and development proposals. Elevate Board members currently serve as observers on the LLDC Board and Committees. A former Elevate Board member was appointed as an LLDC Board member in 2021.
A changing Queen Elizabeth Olympic Park
Queen Elizabeth Olympic Park will undergo significant change over the coming years, as it moves naturally from the initial master planning and development phase. New neighbourhoods, business and visitor attractions will need to be maintained and managed and the number of people living, studying, working in, and visiting, the Park will progressively expand as developments are completed and East Bank becomes operational.
This expansion will further cement the reputation of the Park as a destination of global significance, bringing with it the potential to stimulate further public and private sector investment and continue the transformation of this formerly deprived area of the capital into the place of opportunity envisaged in the original bid for the London 2012 Games.
Next phase of LLDC
As we move towards this next phase in the development of the Park, it will be crucial to ensure that the commitments made in the original London 2012 bid with the respect to the regeneration of east London continue to be fulfilled.
As set out in the Queen Elizabeth Olympic Park Strategy to 2025, LLDC has been developing plans for the delivery of continuing functions and the long-term operation and oversight of Queen Elizabeth Olympic Park. This process is sometimes referred to as Transition.
Under the Localism Act, the Mayor of London is required “…to review, from time to time, the continuing existence of any existing MDCs”. In September 2022, the Mayor agreed LLDC will remain a Mayoral Development Corporation and a functional body of the GLA, but with a reconstituted Board and governance structure, reduced functions and a more commercial focus in order to reduce the call on the public purse. He also agreed that LLDC’s Town Planning powers will return to the four local boroughs on 1 December 2024, and the LLDC Mayoral development area should reduce in line with the reduced functions.
The LLDC Board has emphasised the importance of maintaining the Park as a ‘Great Estate[1]’, to safeguard the integrity and quality of the place into the future. LLDC has always made clear that there would be some elements of LLDC’s current remit that would need to continue in the future. These include driving growth and inward investment to east London; overseeing world-class venues and the long-term estate and commercial management of Queen Elizabeth Olympic Park; realising the continuing delivery of legacy and inclusive economy aims; and driving delivery of high standard residential developments, including through two joint venture partnerships which will operate for the next ten years.
Structure
From April 2025 LLDC will be a smaller organisation without planning functions, however it will be no less dynamic or ambitious in its objectives. LLDC is in the process of reviewing its structure in line with its future focus and strategic objectives. The functional model includes: regeneration and partnerships; estates and neighbourhoods; development; and corporate services.
LLDC is committed is committed to building an equitable, diverse and inclusive workforce to ensure that we can provide a social, cultural and economic benefit drawn from the talent and potential that exists in east London.
Values
The Legacy Corporation is committed to working as one organisation, exhibiting the following values in its internal culture and in its work with partners:
- Ambition: we are dynamic, and open to new opportunities that are consistent with our underlying mission.
- Responsibility: we are accountable and transparent – taking ownership of our commitments, and delivering them effectively.
- Excellence: we are focused on delivery and achieve high professional standards in all we do.
- Collaboration: we form partnerships with other organisations based on trust and respect.
Governance and Decision Making
In November 2012, the Mayor delegated to the LLDC powers to promote economic development and wealth creation, social development and the improvement of the environment. The decision-making framework for LLDC is agreed by the LLDC Board and is documented in the Standing Orders and Scheme of Delegations.
The LLDC Board is responsible for setting strategic direction and overall policy within an overall framework set by the Mayor of London, providing leadership and support to the organisation, providing oversight and scrutiny, monitoring performance and corporate governance. The Board’s challenge role is an essential part of its governance of major capital and revenue budgets. The board and committees meet in public in accordance with the Local Government Act 1972.
The Chief Executive and the Executive Leads form the EMT, and are responsible and accountable for the delivery of the day-to-day operations of the LLDC.
The Mayor appoints the members of the LLDC Board, including the Chair. The Chair can appoint a Deputy Chair from the members of the Board. The Board members are independent of LLDC’s management. The Board approves the budget and business plan, and other major and strategic issues.
Members, depending on their knowledge, skills and experience, can be appointed to serve on one or more of LLDC’s committees. The proposed committee structure from April 2025 is:
- Audit Committee: ensures the efficient and effective discharge of the functions of the Legacy Corporation and entities and subsidiaries within its group, through the proper administration of the Legacy Corporation’s financial affairs including but not limited to proper arrangements in place for securing value for money, the maintenance, preparation and audit of accounts, internal controls, risk management, and oversight of internal and external audits.
- Investment Committee: ensures the efficient and effective discharge of the Legacy Corporation’s functions, through investment of public funds and use of assets and resources.
- Inclusive Economy Committee: ensures the efficient and effective discharge of the Legacy Corporation’s functions, through the advocacy and delivery of regeneration, community engagement, environmental sustainability, education and learning programmes.
[1] The Great Estates principle means keeping the (majority of the) current landholding together, strategically managed by a single entity which can: protect the integrity of the vision over the long term; control design and management quality through freehold ownership; plan for long term benefit rather than immediate gains; and ensure that revenue streams can be generated to cover the cost of maintenance.