Planning for political transition in May 2021: A guide for Mayoral and Assembly candidates - London.gov.uk
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Planning for political transition in May 2021:
A guide for Mayoral and Assembly candidates
January 2021
1 Introduction
1.1 It is the responsibility of Greater London Authority (GLA) officers to prepare in an appropriately
proportionate way for political change as a potential outcome of the GLA elections on 6 May 2021.
This is to ensure that the incoming Mayor and Assembly Members are supported to take office and
start work as quickly as possible. The term of office for those elected on 6 May 2021 will, unusually,
be only three years (2021-2024) as set out in the Coronavirus Act 2020.
1.2 Planning for transition cannot impinge on the delivery of the incumbent Mayor’s priorities, on
support to the incumbent London Assembly or its Members, or on effective, transparent and
accountable governance over the transition period.
1.3 This is the first of two guides for individuals and political parties who are seeking election as Mayor
or to the Assembly in 2021. The second guide will be published in early April.
1.4 This guide covers:
• principles applying to and arrangements for engagement between candidates and GLA Group
officers in the months leading up to the elections;
• the Mayor’s role and principal statutory duties and powers;
• the role of the London Assembly; and
• GLA organisational structure.
1.5 The second guide to be published in early April will cover:
• the activity that an incoming Mayor and Assembly Members can expect in the days
immediately after the results of the elections are declared;
• proposed induction arrangements for the new Mayoralty and Assembly Members;
• the significant number of appointments to be made by an incoming Mayor and the rules which
apply to these;
• key issues the new Mayoralty will need to consider over the first few months; and
• decisions and diary pressures which will or are likely to arise over the first few weeks.
1.6 In normal times it would be expected for the new Mayor and Assembly Members to come into office
on Sunday 9th May, following declaration of the election results on Friday 7th May. It is too early to
be clear what impact the Covid-19 rules and guidance prevailing in May will have on these timings
and on how we run our transition activity. We will provide what greater clarity we can in our April
guide.
12 Engagement with candidates in the run up to the elections
Principles applying to contact with all candidates
2.1 The GLA consists of the Mayor of London and the 25-member London Assembly. It has five
‘functional bodies’ which, with the GLA, make up the GLA Group.
2.2 The functional bodies are: Transport for London (TfL); The Mayor’s Office for Policing and Crime
(MOPAC); The London Fire Commissioner (LFC); and two time-limited Mayoral Development
Corporations – the London Legacy Development Corporation (LLDC) in east London and the Old
Oak and Park Royal Development Corporation (OPDC) in west London.
2.3 Engagement between all Mayoral and Assembly candidates and senior officers across the GLA Group
in the run-up to the elections will be subject to the principles of transparency, and the proper and
proportionate use of each organisation’s resources.
2.4 The GLA’s Openness and Transparency Policy makes it clear that all of the GLA’s information should
be accessible, unless it is exempt under the Freedom of Information Act 2000 or Environmental
Information Regulations 2005, or to make it accessible would be prohibitively costly. TfL, MOPAC,
LFC, LLDC and OPDC all conduct themselves in a transparent and accountable way to all
stakeholders.
2.5 The websites of the GLA and its five functional bodies host summary and detailed information across
the full spectrum of their activities and it is anticipated that the information freely available on these
websites will provide a substantial amount of the information Mayoral and Assembly candidates and
their campaign teams will be seeking.
2.6 The GLA’s website at www.london.gov.uk hosts summary and detailed information across the full
spectrum of the GLA’s activities – both the current Mayor’s priorities and programmes and the work
of the current London Assembly. It also makes accessible a wide range of publications and hosts the
London Datastore, a portal to hundreds of datasets relating to London. The GLA’s governance,
structure, finances and performance are also detailed on the website. A set of specific links to data
and analysis on the impact of Covid-19 on London, on London’s economy and demography, social
analysis and other data are included in Annex 1.
2.7 The websites of the five functional bodies are:
• TfL – www.tfl.gov.uk/
• MOPAC – www.london.gov.uk/what-we-do/mayors-office-policing-and-crime-mopac
• LFC – www.london-fire.gov.uk/about-us/
• LLDC – www.queenelizabetholympicpark.co.uk/
• OPDC – www.london.gov.uk/about-us/organisations-we-work/old-oak-and-park-royal-
development-corporation-opdc
2.8 The GLA’s Use of Resources guidance operates at all times and across all areas of GLA business and
is therefore directly relevant to the contact with all Mayoral and Assembly candidates. One of its
2central tenets is that GLA staff must avoid any action or behaviour which is not politically neutral
when on work related time or when using GLA-funded resources and facilities. In addition, politically
restricted GLA staff cannot carry out restricted activities in their private time either. These principles
apply across all organisations in the GLA Group.
To quote directly from the Use of Resources guidance: ‘Requests to any of the GLA Group bodies for
information from candidates and their parties will be dealt with in an even-handed, neutral and
professional manner. Officers may provide factual information but must not (at any time) involve
themselves or the Authority’s resources directly in the preparation of elections-related material or
communications issues. Officers will not offer opinions on candidates’ policies or proposals or be, as
employees (noting that the rules on political restriction for relevant staff apply at all times [i.e.
including outside of working hours]) in any way involved in the development of those policies …’
[para 67]
2.9 Engagement with candidates must be balanced with officers’ work to continue to support the
incumbent Mayor and the incumbent Assembly and its Members, as well as to prepare for the
Mayoral and Assembly elections. This engagement therefore has to remain proportionate and
necessarily somewhat limited in scope.
Engagement with Mayoral candidates
2.10 Senior officers at the GLA and organisations across the GLA Group are available to engage with
Mayoral candidates and their campaign teams in a proportionate and structured way in the run up
to the elections.
2.11 The GLA Chief Officer is offering all candidates and/or their campaign teams a first meeting in
February or March. These can be organised by emailing her at mary.harpley@london.gov.uk.
2.12 Mayoral candidates seeking a first meeting with senior officers at the other organisations in the GLA
group should make contact with the relevant Chief Officer via the following emails. All requests from
candidates for contact with officers in these organisations need to be made by email to only these
contacts:
• TfL – Elections@tfl.gov.uk
• MOPAC – Diana.Luchford@mopac.london.gov.uk
• LFC – helen.newton@london-fire.gov.uk
• LLDC – Lyngarner@londonlegacy.co.uk
• OPDC – David.Lunts@opdc.london.gov.uk
The detail of discussions between candidates and officers will be kept confidential.
2.13 A further meeting with the GLA Chief Officer will be offered to the main Mayoral candidates only,
once the second guide for candidates has been issued in April. This meeting will be for the purpose
of discussing a candidate’s early priorities were they to be elected. GLA officers will identify these
main candidates by reference to their electoral prospects according to published opinion polls at the
time. Officers will be clear with all candidates at this point who they have assessed as main candidates
and on what basis.
2.14 Requests by Mayoral candidates or their teams for additional meetings or information outside of or
as a follow-up to the meetings described above should be directed to the GLA Chief Officer or to
the named contact in each of the GLA Group organisations. Any request for information or briefing
will be judged on its merits, with reference to the principles above. Responses may include
signposting candidates to existing information or refusing the request.
3Engagement with Assembly candidates
2.15 The Chief Officer, the Executive Director of the Assembly Secretariat and senior Assembly secretariat
staff are available to answer prospective candidates’ questions on the Assembly’s work programme
and operation. The detail of discussions between candidates and officers will be kept confidential.
Preparing for potential policy and organisational change
2.16 Senior officers will consider the priority policies of the main Mayoral candidates that fall within the
purview of the GLA or another of the organisations in the GLA Group. The focus will be on reviewing
these at a high-level and assessing the potential implications for existing work-streams and initiatives
not yet under contract in preparation for very early discussions with the elected Mayor and their
team.
2.17 Changes in policies and programmes may, to a greater or lesser extent, affect the roles of teams
which serve the Mayor and the Assembly and, potentially, the wider organisational staff structure.
2.18 In the run-up to the elections, senior officers will consider the case for not filling specific staff
vacancies and for recruitment freezes in one or more business areas in order to provide post-election
flexibility, while still taking account of the existing GLA work programme.
43 The Mayor’s role
3.1 The Mayor’s three principal purposes in law are the promotion in Greater London of:
• economic development and wealth creation;
• social development; and
• the improvement of the environment.
3.2 Section 30 of the Greater London Authority Act 1999 (“GLA Act”, as amended) gives a general power
to the GLA, exercisable by the Mayor, to do anything which the GLA considers will further any one or
more of these purposes.
To do this, the Mayor’s statutory powers and duties include:
• acting as the GLA’s executive;
• appointing the 13-strong Mayoral team in the GLA;
• making appointments to senior roles in the GLA’s five functional bodies – TfL, MOPAC, LFC,
LLDC and OPDC – which, with the GLA, make up the GLA Group;
• setting the GLA Group budget and the GLA council tax precept;
• setting London’s transport fares on an annual basis;
• making planning decisions in respect of significant applications;
• producing a Police and Crime Plan which sets the direction for the Metropolitan Police Service;
and
• publishing seven statutory strategies: London Plan; Transport Strategy; Housing Strategy;
Environment Strategy; Economic Development Strategy; Health Inequalities Strategy; and
Culture Strategy.
3.3 The Mayor’s general power is subject to a number of limits and conditions. For example, GLA
expenditure generally cannot replicate things TfL, MOPAC, or the London Fire Commissioner (LFC)
can do. Nor can the Mayor fund education, social or health services, although certain aspects such as
academy schools and public health can be GLA-funded. The Mayor’s general power cannot be used to
legislate or regulate or compel third parties to do things without there being a pre-existing specific
legal power to do so. Additionally, certain decisions require the Mayor to consult the London
Assembly or obtain its consent. The Mayor retains a power of direction over TfL, the LFC, LLDC and
OPDC and acts as the sole member of MOPAC.
3.4 Beyond the requirements of the GLA Act, much of the Mayor's activity is discretionary and relies on
the office’s electoral mandate, status and influence. A central aspect of the Mayor’s role is leadership,
bringing together stakeholders – including London boroughs, national government, health, other
public sector organisations, businesses and civic society – to deliver policies, initiatives and
programmes which benefit London and Londoners.
The GLA Group budget and the GLA council tax precept
3.5 As this guide is being published the annual cycle of setting the GLA Group budget and the GLA
council tax precept is drawing to a close.
3.6 The current Mayor’s draft consolidated GLA Group budget 2021/22 is published here. The Mayor is
expected to publish the final version of his GLA Group Budget 2021/22 on 17th February in advance
5of the Assembly’s final budget meeting on 25th February and it will be available here.
3.7 At present, the total gross expenditure for the GLA Group for 2021/22 is £13.745 billion revenue and
£5.572 billion capital.
3.8 All proposals are subject to change in the final draft budget for a number of reasons, not least: the
uncertainty as to the impact of the tax base forecasts from the 33 London billing authorities (the 32
London boroughs plus the City of London Corporation) for business rates and council tax income for
2021-22 and their estimated outturn data for 2020-21 in light of the impact of Covid-19 on Londoners
and London’s economy; and the fact that an agreement has yet to be reached with the Department for
Transport on the level of Government support relating to TfL for 2021-22, following the significant
reduction in fares income, again as a result of the pandemic.
3.9 As part of the annual budget setting process, it is the role of the Mayor to set the GLA council tax
precept and to allocate council tax and business rates income across the GLA Group. The Assembly
can amend the level of council tax precept by a two-thirds majority vote at the final budget meeting,
provided it remains within certain parameters set by legislation and by central government regarding
the local government financial settlement and council tax referendums.
3.10 The funding allocations for each constituent body of the GLA Group will be reviewed once this
information is available which in turn will determine the savings needed to be made by each.
3.11 The draft budgets for the GLA and the five functional bodies are available separately at these links:
• GLA
• TfL
• MOPAC
• LFC
• LLDC
• OPDC
3.13 These will each be finalised once the Mayor has issued the final version of his consolidated Group
Budget 2021/22 and after the final budget meeting of the Assembly. They will be available on the
respective websites.
3.14 Although the GLA group spending plans will be financially balanced for 2021-22, there are some
significant financial challenges over the medium term – not least as a result of the impact of Covid-
19. These challenges are set out not only in the draft consolidated GLA Group budget, but also in the
draft budgets of the GLA and the five functional bodies.
3.15 The Chancellor’s Budget on 3 March is expected to provide further information which might affect the
GLA’s finances and those of the other organisations in the GLA Group. A further update will be
provided in the April guide.
Accountability
3.16 The Mayor is accountable to the public and must:
• attend London Assembly Mayor’s Question Time meetings ten times a year to answer
questions from Assembly Members;
• hold a State of London Debate in between April and June each year and hold People’s
Question Time twice a year;
• publish an annual report in the run-up to the State of London Debate;
6• publish an annual equalities report; and
• follow transparency arrangements set out by the Government.
74 Mayor’s principal statutory duties and powers
This section sets out background information on the Mayor’s principal statutory duties and powers.
Culture and sport
4.1 The Mayor has a statutory duty to publish a Culture Strategy which contains their policies related to
culture, media and sport and which is delivered through a range of policies and programmes to
improve social and economic outcomes for Londoners. The current Culture Strategy is here and the
current Sports strategy is here.
4.2 Under the GLA Act the Mayor is required to convene the Cultural Strategy Group for London (known
as the Mayor’s Cultural Leadership Board). This Board is required to keep the Culture Strategy under
review and may submit proposed revisions of it to the Mayor.
4.3 Under the Museum of London Act 1965 (as subsequently amended) and the GLA Act, the Mayor has
a statutory duty to provide revenue and capital funding to the Museum of London. This was devolved
from the Department for Digital, Culture, Media and Sport in 2008. The Mayor also appoints nine
trustees to the Museum of London Board.
4.4 The Mayor also has powers to appoint the Chair and three members to Arts Council England’s London
Area Council. The Chair sits on Arts Council England’s non-executive board, the National Council.
Spatial development and planning
4.5 The Mayor has a statutory duty to prepare and publish a spatial development strategy known as the
London Plan – a strategic plan, setting out an economic, transport, environmental and social
framework for development in London. The Mayor also has a duty to monitor this Plan and to ensure
that the Local Plans of London boroughs are in general conformity with it. In December 2020, the
Mayor formally approved a new London Plan, the ‘Publication London Plan’. It can be found here.
4.6 The Mayor has powers to intervene in applications of ‘potential strategic importance’ that are made
to boroughs as local planning authorities. These applications are defined in the Town and Country
Planning (Mayor of London) Order 2008 and include: developments of 150 units or more; those over
30 storeys high; and those on Green Belt/Metropolitan Open Land. The Mayor can either: allow the
local planning authority to determine the application; direct them to refuse it; or ‘call in’ the
application for the Mayor’s own determination.
4.7 For the Mayor to ‘call in’ applications they must have a significant impact on the London Plan,
significant effects on more than one London borough, and there must be sound planning reasons for
intervention.
Business and economy
4.8 The Mayor has a statutory duty to publish an Economic Development Strategy, which includes an
assessment of the economic conditions of Greater London, and policies and proposals for economic
development and regeneration, specifically including: promoting business investment, efficiency and
competitiveness; promoting employment; and promoting the development of skills relevant to
employment. The current Economic Development Strategy is here.
4.9 The Mayor under the Localism Act 2011 has the power to set up Mayoral Development Corporations
(MDCs) for regeneration purposes, covering a specified area or areas of land. The Mayor may make
8an MDC the local planning authority for its area, and it may provide infrastructure, widely defined to
include roads, utilities, health and educational facilities, and community and recreational facilities.
An MDC can acquire land and do so by compulsory purchase if authorised by the Secretary of State.
To date, two MDCs have been established: London Legacy Development Corporation (LLDC) and Old
Oak and Park Royal Development Corporation (OPDC). The Mayor appoints their Chairs and board
members to reflect specific stakeholders.
4.10 The Mayor chairs the London Enterprise and Action Partnership (LEAP), which provides strategic
oversight and support in developing and realising a long-term vision for economic development and
job creation in London. Working in partnership with the LEAP, the Mayor directs investments, secured
via London’s Growth Deal with central government, in a variety of economic growth, regeneration
and place shaping programmes across London.
Skills
4.11 In line with the GLA’s general duty to promote economic and social development, the Mayor can take
a strategic view over adult skills in London. The Mayor can also convene stakeholders (e.g. through
the current Skills for Londoners Board) and aim to influence national policymakers. The Mayor can
use GLA budgets, including EU funding, to deliver bespoke London projects.
4.12 The Adult Education Budget (AEB) supports a range of non-apprenticeship adult skills provision.
Control over London’s share of the AEB was delegated to the Mayor in 2019. This represents the
Mayor’s only direct delivery lever in skills and the GLA’s single largest revenue budget. As a result of
the delegation conditions, all decisions relating to AEB policy and processes in London must be
signed off by the Mayor.
Fire and Resilience
4.13 The Mayor is responsible for overseeing the work of the London Fire Commissioner (LFC) who leads
the London Fire Brigade. The Mayor appoints the London Fire Commissioner directly, and significant
strategic documents such as the London Safety Plan and spending decisions are signed off by the
Mayor or the Deputy Mayor for Fire and Resilience (who is appointed by the Mayor and to whom the
Mayor can delegate powers).
4.14 The LFB is undergoing a period of significant change in response to the Grenfell Tower fire, the
recommendations of the Grenfell Tower Inquiry (GTI) phase 1 report, and the conclusions of the
inspection in 2020 by Her Majesty's Inspectorate of Constabulary and Fire & Rescue Services
(HMICFRS).
4.15 The Mayor also has a key role in London’s wider resilience work as convenor of the London Resilience
Forum. This forum brings together key representatives from the wider London Resilience Partnership,
which includes over 170 organisations which each have specific responsibilities for preparing for and
responding to emergencies.
Environment
4.16 The Mayor has a statutory duty to publish an Environment Strategy. This sets out the Mayor’s policies
and proposals in relation to: biodiversity; municipal waste management; climate change mitigation
and energy; adaptation to climate change; air quality and ambient noise; and any other pertinent
environmental matters. It must also include a general assessment of London’s environment, as
relevant to the Mayor’s and the GLA’s functions. The current Environment Strategy is here.
4.17 Under the Environment Act 1995 the Mayor has supervision in the Greater London area of the Local
9Air Quality Management (LAQM) process, which requires London boroughs to monitor and review
air pollution. Exceedances of air quality standards require boroughs to declare an Air Quality
Management Area and have an associated action plan. Boroughs must have regard to the air quality
provisions in the Mayor’s Environment Strategy when exercising their LAQM functions and the Mayor
has the power to require boroughs to take action.
4.18 The Mayor also has the power to require local authorities to act in general conformity with the
provisions of the Environment Strategy on municipal waste. Powers held by the Mayor to guide
London’s spatial development through the London Plan and to manage London’s transport through
TfL are also directly relevant to their powers around the environment.
Health
4.19 The Mayor has a statutory duty to produce and deliver a Health Inequalities Strategy to improve the
health and wellbeing of Londoners and to address the root causes of ill health and health inequalities.
The current Health Inequalities Strategy is here.
4.20 The Mayor has no direct control or responsibility over the NHS or over local authorities for delivery of
social care, but some of the Mayor’s other powers and duties can have a significant effect on the
determinants of Londoners’ health. In addition, the Mayor is able to work alongside the NHS in
London, the London regional team of Public Health England, and with local councils, to improve the
health and wellbeing of Londoners.
4.21 The Mayor chairs the London Health Board and is a signatory and contributor to the delivery of the
Health and Care Vision for London. This sets out the priorities for joint and shared action for health
and care in London. These include some specific health issues such as suicide prevention and mental
health, childhood obesity and sexual health; a range of social policy issues such as violence reduction,
homelessness and improving air quality; and some structural issues including securing the right
workforce for health and care in London.
Housing
4.22 The Mayor has a statutory duty to prepare, publish and keep under review a Housing Strategy. This
must set out an assessment of housing conditions in London and the need for further housing
provision, policies and proposals to meet needs and improve housing conditions, as well as measures
that other bodies are to be encouraged to take to achieve the aims of the strategy. The current
Housing Strategy is here.
4.23 The Mayor’s direct housing delivery powers were expanded under the GLA Act 2007 and the Localism
Act 2011. The Mayor inherited powers from central government related to housing investment
programmes and land and property assets to support the building of affordable homes, job creation
and regeneration. Powers include the power to acquire land by compulsory purchase; and the ability
to receive grants from central Government.
4.24 The Mayor must set out a statement of spending proposals for each Government spending round,
which include proposals as to how the GLA will provide financial assistance for housing, the amount
of housing financial assistance to be given for different activities or purposes and the number, type
and location of houses to be provided as a result; this statement also includes an estimate of how
much should be allocated to boroughs and the Mayor’s expectations as to how they will use this
money.
10Policing
4.25 The Mayor is responsible for: setting the strategic direction for policing in London; agreeing the
annual police budget; overseeing the performance of the Metropolitan Police Service (MPS) on
behalf of Londoners; appointing the Commissioner with the Home Secretary; and commissioning key
crime reduction projects and services for victims of crime.
4.26 The Mayor’s Office for Policing and Crime (MOPAC) supports the Mayor in delivering these
responsibilities, providing specialist expertise on commissioning, community engagement,
professional standards and police complaints, governance and oversight, finance, audit, statistics and
research, and policy and communications. The Mayor can appoint a Deputy Mayor for Policing and
Crime, to whom the Mayor can delegate many of their powers. The current Police and Crime Plan is
here.
4.27 The Violence Reduction Unit builds on existing partnerships to bring together specialists to work
together to reduce violence in the capital by taking a public health approach.
Transport
4.28 The Mayor has a statutory duty to develop a Transport Strategy and TfL plans, delivers and is
responsible for the operation of most of London’s transport services within the framework set out in
this Transport Strategy. TfL’s annual Business Plan sets out a five- year programme of spending to
achieve the goals set out in the Transport Strategy. The current Transport Strategy is here.
4.29 The Mayor can decide to chair the board of TfL personally and appoints its board members to
reflect specific stakeholders.
115 Role of the London Assembly
5.1 The role of the London Assembly is to hold the Mayor to account and raise issues of importance
to Londoners. Under the statutory requirements set out in the GLA Act 1999 (as amended) the
Mayor must:
• submit budget proposals to the London Assembly annually, which the Assembly can
amend at the final stage with a two-thirds majority;
• submit drafts of the seven statutory strategies to the Assembly which the Assembly can
reject with a two-thirds majority;
• submit nominations for certain appointments to the Assembly, for which the Assembly
can hold confirmation hearings (and, in the case of the nominations for London Fire
Commissioner, Deputy Mayor for Fire and Resilience and Deputy Mayor for Policing and
Crime, can reject by a two-thirds majority in certain circumstances); and
• report significant decisions to the Assembly in the run-up to each of the ten Mayor’s
Question Times (MQTs) held every year and attend all ten sessions and answer questions
posed at these;
• attend scrutiny sessions and provide documents if summoned by the Assembly.
5.2 The Assembly scrutinises the work of the Mayor through several topic-specific Committees, as
well as via Plenary meetings and Mayor’s Question Time. Again, considerable detail is available
on the GLA website here.
126 The GLA’s organisational structure
6.1 The GLA is organised into seven Directorates.
6.2 The Housing & Land Directorate is organised and staffed to deliver the five priority areas set
out in the Mayor’s London Housing Strategy:
• Building homes for Londoners;
• Delivering genuinely affordable homes;
• High quality homes and inclusive neighbourhoods;
• A fairer deal for private renters and leaseholders; and
• Tackling homelessness and helping rough sleepers.
6.3 The Good Growth Directorate supports the Mayor’s vision of good growth. Units in the
Directorate deliver this in two ways:
• Firstly, through policies to improve the built and wider environment. This includes
programmes around: air quality; green spaces; the climate and ecological emergency;
improved local places and high streets; cultural and creative opportunities; public realm;
and infrastructure to support a better functioning city;
• Secondly, through interventions to support and drive London’s future economy to ensure
it is fairer and more inclusive. This includes programmes, policies and strategies around:
London’s business environment: attracting and supporting businesses; and making
London the best place to work for all employees.
6.4 The Communities and Skills (C&S) Directorate brings together a broad suite of activity which
is focused on London’s people. It covers a mixture of policy, programme delivery and service
delivery areas related to social policy, health, education and youth, volunteering, community sport
and skills and employment.
6.5 The Strategy and Communications Directorate brings together a broad suite of activity
focused on strategic research, engagement with Londoners, events, response to incidents, and
oversight of the London Fire Brigade. It includes the Government Relations team.
6.6 The Resources Directorate is responsible for a range of corporate functions. The Chief Officer’s
Directorate is responsible for Human Resources.
6.7 Officers in the Assembly Secretariat support the work of both individual Assembly Members
and of the Assembly in the administration of the meetings of the Assembly and its Committees,
in research and other activity to support the Assembly’s scrutiny of the Mayor, and in engaging
with and communicating to Londoners.
6.8 The Mayor, the Assembly and most GLA officers are currently based at City Hall, with some
teams in Union Street at the LFC headquarters and at The Crystal at The Royal Docks. However,
in the second half of 2021 the Mayor and the London Assembly will be leaving City Hall and
moving to The Crystal which will become the new City Hall. Some GLA officers will continue to
be based at Union Street.
136.9 The current GLA senior staffing structure is as below:
14ANNEX 1
Analysis and data for London
The City Intelligence Unit produces a range of published outputs which provide useful analyses and
datasets used to provide a transparent evidence base for the Mayor and Londoners. These are published
on the London Datastore and also on london.gov
The following links go direct to a selection of regularly updated and topical outputs:
Impact of covid-19
A short daily summary of cases and deaths , Daily Covid-19 cases report, Daily deaths reports
Analyses for the London Recovery Board
Mobility data – London-wide, borough
Labour market analysis
Macroeconomic scenarios for London's economy post Covid-19
Socio-Economic impact analysis
London Community Response survey
Summaries of external research
Economy
London’s Economy Today
Labour Market Updates
London’s Economic Outlook (bi-annual publication, latest issue Autumn 2020)
Demography
Demography home page
Population projections
Social Analysis
Social Evidence Base
Economic Fairness measures
Education Report
Opinion Polling
Poll results
Housing data and analysis
Housing analysis
Other recent publications of interest include:
The Evidence Base for London's Local Industrial Strategy–Final report (published in February 2020 and
still a comprehensive baseline study of the London Economy pre-Covid-19)
Equality, Diversity and Inclusion Evidence Base for London
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