From involving young people in planning to big cultural institutions, LYN GARNER leaves a real Olympic legacy. After stepping down as CEO of the London Legacy Development Corporation and Future of London chair, she talks about challenging times for the sector.
As chief executive of the London Legacy Development Corporation (LLDC) since 2018, Lyn Garner has played a pivotal role in shaping the post-Olympics landscape in east London.
Now, as she hands over to new LLDC chief executive Shazia Hussain and ends her eight-year tenure as chair of Future of London’s board, Lyn reflects on the growing challenges of urban regeneration and how the sector is responding positively.
But first, she is definitely not retiring!
Lyn remains involved in city development as chair of the London Stadium, which is moving under Greater London Authority (GLA) control. She also joined the government’s New Towns Task Force and will chair the Bristol Temple Quarter regeneration project.
A vision for East London
One of Lyn’s proudest achievements at LLDC is East Bank – a world-class cultural quarter integrating institutions such as Sadler’s Wells, the V&A, and the BBC, with two university campuses at University College London and UAL: London College of Fashion.
“From first spades in the ground, it’s unusual in our world to be able to see something all the way through,” she says.
Ensuring local involvement in designing and delivering the post-Olympic site was a key priority. LLDC embedded inclusive growth principles into its approach, requiring institutions to engage with schools, activate public spaces and hire local labour.
“We’ve baked in strategic objectives into partners leases’, so they have to make a big impact locally,” Lyn explains. “We are very ambitious to ensure that local people feel these buildings were for them. I’ve come to understand the importance of culture in bringing people together from all walks of life.”
Elevating young people’s voices
A standout community initiative at LLDC is Elevate, which has engaged over 3,000 young people to provide career opportunities and ensure their voices influence park developments.
The chair of Elevate now has a seat on the LLDC board, and a former chair, Gabrielle Appiah, was elected as a full board member and until recently sat on the Planning Committee. “Young people were active consultees on our planning applications and informed how the park has developed, our board decision making is also enhanced by local young voices,” Lyn notes.
Prioritising safety in public spaces
The safety of women and girls in public spaces became a critical focus after the murders of Sarah Everard near Clapham Common, and sisters Nicole Smallman and Bibaa Henry in Fryent Country Park in Brent. Lyn and the team recognised LLDC’s responsibility to create safer environments.
“As the owners of a huge public space, we had an opportunity to step into a leadership position,” she explains.
LLDC worked closely with young people, women’s groups, and community leaders to design safer, more inclusive spaces. The resulting planning guidance has since influenced policies across London. “It’s worked well, and LLDC can be hugely proud of that,” she says.
Facing the housing challenge
As the GLA’s Senior Professional Lead, Lyn led the implementation of recommendations from Lord Kerslake’s housing review. “We’ve come quite a long way with the recommendations, bringing the GLA group together in a more collaborative way, as Lord Kerslake called for,” she explains.
While some organisations struggled to meet the 50% affordable housing target, new agreements have helped align public land projects.
“During this period, we’ve faced some of the most challenging times for decades, with the highest inflation in 30 years and new building safety regulations,” Lyn says. “At times like these, it’s even more important to be working together to harness skills and creativity.”
Housing affordability and viability in tough times
So, given current economic challenges, is the goal of 50% affordable housing on public land still realistic?
“It’s a good question. I think we need to aim high and remain flexible. We must push and challenge to get the best we can from our schemes while remaining pragmatic.” Lyn argues.
She acknowledges the struggle, even on public land, but believes pragmatism is key to keeping projects moving.
“When I arrived, it was obvious that we needed more transparency and control over our own land. I decided we should be entering into joint ventures rather than development agreements.
“We have a seat at the table, so if there are fluctuations in the market, we can be part of the solution, taking calculated risk with private partners, and benefitting from rewards at the end of the project.”
This approach seems likely to inform the new City Hall developer’s strategy, which is another key Kerslake recommendation. “The Mayor is minded towards joint venture vehicles, and at times like this, the private sector also likes joint ventures so there’s a share of risk and reward.”
New towns in London?
Lyn is now advising the New Towns Task Force on the role of development corporations in housing delivery. BusinessLDN recently proposed that new towns could help address London’s housing crisis by identifying suitable areas for urban extension and greenbelt land development.
“I can’t see any reason why there can’t be New Towns in London but we will have to wait to see the final report from the Taskforce in the summer,” Lyn says.
With limited public funding, are new towns still a viable solution?
“New towns have to be capable of delivering at pace and at scale, so in choosing new town areas, that is going to be front of mind,” she explains. “It’s tough, so we will have to be clever about how we use funds.”
Urban extensions, she argues, could offer a pragmatic solution by leveraging existing infrastructure and economic growth potential.
“The built environment sector puts a huge amount back in terms of economic growth, especially in London. So yes, I think new towns can be a big part of the solution.”
Future of London’s network value
After eight years as chair of Future of London, Lyn has passed the baton to Caroline Harper at Be First. What does she see as Future of London’s value to the sector?
“It’s a great networking organisation for London, which is particularly valuable in tough times. As individual organisations strapped for cash, we’re often tempted to cut such expenditure. But when budgets are tight this is a false economy.
“Reduced revenue means we must be innovative. The best way to do that is to come together as skilled professionals to make sure that we’re capitalising on creativity and best practice.”
Looking ahead, Lyn sees Future of London playing a crucial role in addressing the UK’s housing targets.
“There’s a huge opportunity around the corner with the government demonstrating it’s serious about investing in huge numbers of new homes We have a way to go but things are moving quickly in the right direction.”
However, she warns of a significant skills gap in the sector.
“The private sector is gearing up and the public sector will need to follow. We struggle with skills gaps so now is the time to grow our skills base across the entire built environment sector.
“The model of Future of London, with its unique blend of public and private sector membership, is well placed to help deliver that and the model could work in other places very easily.”
Is a Future of Bristol on the cards? Watch this space.