A Creative Industries Framework for West London

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					A Creative Industries Framework for West

  Commissioned by the West London Partnership

                 September 2005

          tom fleming / creative consultancy/
Executive Summary                                                                                           3

1.0 Introduction                                                                                            6
                                                1.1 The West London Creative Industries Development         6
                                                1.2 The Economic Importance of the Creative                 7
                                                1.3 Strategic Context: A Creative Industries Agenda for     8
                                                West London
                                                1.4 Towards a Partnership Approach                          11
                                                1.5 Defining the Creative Industries                        12
                                                1.6 West London: A Globally Significant Creative Sub-       13
                                                1.7 A Sub-Regional Approach?                                18

2.0 The Creative Industries Baseline:                                                                       19
Sector Size and Profile in West London
                                                2.1 Existing Sub-Regional Data                              20

3.0 Borough by Borough Sector Snapshots                                                                     31
                                                3.1 Brent: The Significance of Wembley and Emergent         31
                                                Small Creative Businesses
                                                3.2 Ealing: A Borough of Concentrated Creative              35
                                                3.3 Hammersmith & Fulham: Global Players, Local             41
                                                3.4 Harrow: Towards a More Spatially Concentrated           45
                                                3.5 Hillingdon: Infrastructure and Service Opportunities    46
                                                3.6 Hounslow: High Growth Digital Content                   48

4.0 Key Strategic Priorities for the Creative                                                               51
Industries in West London: A Framework
for Action
                                                4.1 Rationale for Strategic Priorities and Identification   52
                                                of Required Actions
                                                4.2 Role and Remit of the West London Creative              63
                                                Industries Steering Group
                                                4.3 Key Urgencies: Recommended Immediate Actions            65

Appendix 1: Support and development                                                                         69
Provision – Creative Industries Initiatives
in West London
Appendix 2: List of Consultees                                                                              77
Appendix 3: Selected Key Documents                                                                          80

                                                        2                     tom fleming / creative consultancy/
Executive Summary
This report provides a Framework to support the growth and development of the Creative
Industries in the West London sub-region (the Boroughs of Hammersmith & Fulham, Brent,
Ealing, Harrow, Hillingdon and Hounslow). It offers a means to better understand the dynamics
and profile of the Creative Industries, to identify opportunities for partnership and support, and
to conceptualise how West London can advance its position as a leading global centre of
creativity. It also indicates where policy and support might be more appropriately coordinated at
a national, regional or even local level, rather than on a sub-regional level. Therefore, it does not
operate as an implementation plan; rather, as a Framework that offers a steer to partners
seeking to support the sector in a coordinated and progressive way. It is written for the West
London Partnership, which brings together Chief Executives and Leaders of Local Authorities
through the West London Alliance, and representatives of corporate businesses and SMEs
through West London Business 1 . It is published by the West London Alliance, for the West
London partnership, with the support of the London development Agency.

The Creative Industries in West London is of critical importance to the sub-regional economy and
identity as well as being an essential provider of opportunities for future growth and for growth
that benefits a wider range of people and places. Indeed, West London benefits from an
increasingly globalised and globally significant concentration of Creative Industries activities. The
presence of multi-national creative companies (such as Warner Bros), of high performance
relatively young creative companies (such as Endemol), of internationally celebrated institutions
(such as the BBC), of iconic architecture and places (such as the new national stadium at
Wembley and diverse Southall), of a strong SME sector with a key specialism in high growth
digital content creation, and an innovative creative development sector (with excellent
organizations such as Connections Communications Centre); all contribute to a powerful Creative
Industries ecosystem, perhaps unparalleled for any non-central city region in the world.

However, it is clear that the Creative Industries in West London could be more successful: they
could be growing faster and more sustainably, they could be more inclusive, they could be more
innovative, their global connections could be better explored. A range of opportunities remain
under-explored a variety of barriers stand in the way of potential being realized, and an array of
threats could – if not adequately addressed – undermine the competitiveness and creativity of
West London as a globally significant Creative Industries city sub-region.

The fragmented nature of the sector and the complexity and diversity of regional and sub-
regional geographies, identities and opportunities, emphasize in particular the need to develop
connectivity, strategic partnership, networking and knowledge transfer to support business
growth within and between sub-sectors, between concentrations of activity and scattered
creative communities, and between the sector as a whole and the wider economy of the sub-
region, London and internationally.

A shared approach: The West London Creative Industries Steering
The West London Partnership has commissioned this Framework, acknowledging of the existing
and potential contribution of the Creative Industries to the sub-region’s economic aspirations.

The Framework introduces concepts and approaches that will help to:

       -   Remove inhibitors to the growth and success of creative businesses

    See www.westlondon.com

                                                  3                tom fleming / creative consultancy/
    -   Encourage competitiveness, critical mass, diversity, profile and reputation across the
        Creative Industries sector

    -   Enable a diverse range of partners to work closely together in pursuit of these aims
        through the West London Creative Industries Steering Group, a genuine
        partnership of public and private sector interests, which will work with a wider network of
        institutional and business partners in its delivery.

The Framework sets out 10 priority areas that require the strategic attention of the Steering
Group for a sustainable and growth-orientated Creative Industries sector in West London:

    1. Supporting the growth of digital content industries: focusing on the areas of the
       Creative Industries that offer highest growth potential and that have the most significant
       current presence in West London

    2. Supporting the retention and development of appropriate workspace facilities
       for a range of Creative Industries purposes: with a focus on concentrating activity
       in and around town centres and existing/emerging clusters, ensuring a mix of
       complementary activities can access appropriate workspace, and building towards a sub-
       region that offers several centres of critical mass as generators of dynamic sector
       growth. Greater demand/supply intelligence is required to justify the high costs of
       intervention here

    3. Encouraging and assisting specialist sector networks: to enhance collaboration,
       build confidence and advance sector intelligence

    4. Targeting Creative Industries value chains: to increase their productivity, improve
       their efficiency and facilitate innovation and creative exchange

    5. Building new market opportunities: including BME and international markets

    6. Showcasing sector assets and opportunities: both within the sector and to
       markets, investors and potential support partners

    7. Advancing learning and skills: including continuous professional development and
       opportunities for BME creatives

    8. Improving the breadth and reach of specialist business advice and support:
       ensuring existing programmes fulfill their potential, bridging gaps where necessary

    9. Focusing on IPR and investment: ensuring businesses recognize, protect and
       articulate their true value, assisting investors to exploit that value

    10. Enhancing the public realm: building creative places.

The Framework assists the steering group to consider strategic options in relation to each of the
10 priority areas. In some cases, the preferred option is simply to provide support to regional or
national initiatives, which may be more appropriately positioned to address deep-set issues that
are common to many locations. A key role for the steering group in this context is to build wider
and deeper understanding amongst the sub-region’s public sector, business support and industry

                                                4                tom fleming / creative consultancy/
led agencies and networks, to ensure that support and opportunities delivered at a national or
regional scale have a strong and effective sub-regional impact.

The Framework also introduces a number of urgencies that require immediate attention if the
Steering Group is to maximize opportunities to build partnership and increase sector potential.
These include the appointment and appropriate location of a Creative London hub manager for
West London, the co-ordination of a series of showcasing and networking initiatives to explore
further sub-regional sector dynamics and build a commonly appreciated West London sector
profile, and the development of a stronger business presence within the group.

The Framework takes as its central challenge how best to enable a wide range of companies and
institutions to work together, share ideas, trade products and services, and to connect with
development and market opportunities both in West London and elsewhere. Experience from
other regions and countries tells us that better and more intelligently networked business and
support activity increases competitiveness and raises industry performance and profile. A highly
networked creative economy, clearer and more confident about the ways in which it can connect
with market and support opportunities, which themselves are better coordinated, will engage
better with the regional, sub-regional and local public sector, which itself needs to become better
informed and more aware of how to capitalize on opportunities and exploit the value which
creative business brings to the places where they are successful and active.

                                                 5               tom fleming / creative consultancy/
1.0 Introduction
1.1 The West London Creative Industries Development Framework
The Framework has been managed by a Steering Group, working for the West London
Partnership, with representatives from a range of public and private sector stakeholders with a
leading role in Creative Industries development in West London, plus a small though increasing
contribution from businesses. A key aim of the Framework is to build a clear role and remit for
this broad sectoral steering group to work through a partnership that effectively advances the
growth and development of the Creative Industries in West London. This has required the
adoption of an ‘action approach’ to the research, with the establishment, facilitation and
management of the Steering Group a major outcome. The role, remit and membership of the
Steering Group is introduced in Section 4 of this Framework.

Other key aims for this Framework are to set out:

    -   The key characteristics of the Creative Industries in West London and relevant trends
        within the sector

    -   A quantitative overview of the levels, types and patterns of employment in the Creative
        Industries in West London

    -   The need and demand for training and skill development for employees and

    -   The level and pattern of provision to support the needs of the Creative Industries in West
        London, particularly that provided by the public sector, and any significant gaps or
        barriers to accessing it

    -   Significant barriers to growth and competitiveness for the Creative Industries in West

    -   Initiatives that will be necessary arising from the analysis of the gaps in provision and
        needs identified to achieve the aim of supporting the growth and competitiveness of the
        Creative Industries

    -   The organisational arrangements in West London necessary to ensure the promotion of
        the competitiveness and growth of the Creative Industries

    -   The range of future opportunities for partners to collaborate on specific initiatives to
        develop the Creative Industries and the resources potentially available to support this.

1.1.2 An Aerial View
The Framework provides an ‘aerial view’ of Creative Industries characteristics, issues, challenges
and opportunities in West London. It has not undertaken any new primary sector mapping. This
means that the quantitative overview is based on evidence previously gathered by other pieces of
research. This Framework highlights limitations of these approaches and gaps in data are
revealed – such as where no primary research has been undertaken. Therefore, a critical
overview of sub-regional Creative Industries data is provided. This is complemented by a broader
engagement with the Creative Industries – such as through an analysis of value-chain patterns,
barriers to growth, and support needs. A qualitative methodology was engaged here, exploring
sector development patterns and issues as expressed by a range of partners and stakeholders.

                                                6                tom fleming / creative consultancy/
1.2 The Economic Importance of the Creative Industries
The Creative Industries sector can be viewed as a key driver in the economic, social and
definitional transformation of UK cities, towns and specific urban districts. As will be shown, it is a
sector of huge significance for West London. It is rich in innovation, often underpinned by new
technology, focused through research and experimentation and place-driven (it is most successful
in specific milieu). What’s more, it employs many people, can make lots of money and,
significantly, it sells ideas: ideas of lifestyle; ideas of identity; and ideas of particular places and
spaces – districts, buildings, networks and clusters. It is unsurprising therefore that many
localities are seeking to maximise the potential of their local Creative Industries sector, to
develop and support new Creative Industries activity, and to ensure that the externalities of the
sector are captured, their potential maximised 2 .

It seems that it is now accepted that a strong and distinctive Creative Industries sector and wider
Cultural sector, can drive processes of regeneration, economic growth and transformation across
a range of geographic scales: stimulating investment in new (often non-Creative) jobs and
infrastructure; assisting towards ‘community-building’; improving the physical landscape (such as
through design features); and providing a place with a highly skilled workforce, a new
distinctiveness, and thus a ‘cultural currency’ that attracts visitors, levers investment and greatly
improves competitiveness and comparative advantage.

The last 10 years has seen the rise and rise of the Creative and Cultural Industries as key drivers
of change for the UK economy. The government’s two White Papers of the late 1990’s
“Opportunity for All in a World of Change” and “Our Competitive Future; Building the Knowledge
Economy” set out clearly an emerging recognition that nurturing creativity and enabling the
growth of the Creative economy would be a critical element in the UK’s economic success in the
emerging new knowledge based economy:
  “In the global marketplace, knowledge, skills and creativity are needed above all to give the
UK a competitive edge. These are distinctive assets of a knowledge driven economy.” 3
This presents the first occasion that the Government openly recognised the real and significant
contribution of the Creative Industries to the UK economy. The Government has since moved to
develop this position, leading a range of initiatives – from export development support (through
Trade Partners UK) to supporting Regional Development Agencies towards local cluster
development. Indeed, Regional Development Agencies and local authorities have responded to
the nationally projected elevated status of the Creative Industries sector to produce some of the
most innovative and most effective approaches to Creative Industries support and development.

This is because the Creative Industries is a key growth sector for the UK economy across every

     -    It is a large sector, contributing 7.9% to GDP in 2000. This compares with 0.8% for
          Agriculture and 3.4% for the Automotive industry 4 . It is of a similar size to the UK
          construction industry 5 , and is over a third of the size of the overall UK manufacturing
          sector 6 . The sector contributed £11.5 billion to the Balance of Trade in 2001 (twice that
          of the Pharmaceuticals sector) 7 , with an average increase of 13% p.a. 8

  Few regional development agencies and local authorities in the UK have not developed a position relative to the Creative
Industries – be it through mapping/audit processes, the establishment of specialist support services, subsidized managed
workspace, showcase/network initiatives etc.
  Our Competitive Future: Building the Knowledge Economy, DTI, 1998
  See www.tradepartners.gov.uk
  See www.tradepartners.gov.uk
  See www.foresight.gov.uk
   Pharmaceuticals contributed £5.5 billion to the Balance of Trade in 1997. See www.tradepartners.gov.uk

                                                            7                   tom fleming / creative consultancy/
    -    It is a fast-growing sector. The average UK Creative business grew by 9% from 1997-
         2001. Creative sector exports grew 13% p.a. from 1997-2000. By contrast, the UK
         manufacturing sector contributes 50% less to the economy than it did in the 1950s 9

    -    It is an innovative and transforming sector based on the development of new ideas and
         products with commercial potential. For example, wireless gaming is poised for explosive
         growth over the next few years. It is estimated that there will be 107 million active
         wireless gamers worldwide by 2006 (Strategy Analytics, 2001).

Creative Industries growth is a symbol of national and regional prosperity, a key marker of
differences between regions and their sub-regions, and a key determinant of growth potential in
other sectors. This Framework outlines the main opportunities and challenges for maximizing the
potential of the Creative Industries in West London.

1.3 Strategic Context: A Creative Industries Agenda for West London
This Framework is written to complement a wide-reaching strategic agenda that seeks to
advance the growth and development of the Creative Industries from the national to the local
level; and strategies and partnerships with a broader economic, social and education focus.
Crucial is complementarity with national Creative Industries policy – driven by the Department for
Culture, Media and Sport (DCMS) 10 and regional Creative Industries policy – driven by the
London Development Agency (LDA) Creative London Programme 11 ; regional economic and
planning policy and strategy – driven by the Greater London Authority (GLA) Mayor’s London
Plan 12 and the Economic Development Strategy – Sustaining Success; and the West London
Economic Development Strategy and the Sub-Regional Development Framework 13 .

In addition, this report is written to complement and support the wide-ranging work of Arts
Council England, London, which is implementing a range of national strategies at a regional and
sub-regional level. For example, Vision in Partnership outlines their strategic relationship with
local government and the Framework for Growth will outline strategic priorities for different
development needs of the Creative Industries and the broader cultural sector. At a regional level,
their London Local Authority Arts Forum and Network has a work programme that focuses on
workspaces and capital infrastructure, business support and training, and the public realm –
issues central to this Framework.

A range of headline documents with vital strategic significance to this sub-regional Creative
Industries Framework for West London are introduced in Section 2 of this report. A broader
range of relevant strategies, policies and partnerships is provided in Appendix 3.

It is clear even prior to the development of this Creative Industries Framework for West London
that the sector plays a major role in the economic and cultural life of the sub-region and that the
concentration, depth and breadth of Creative Industries activity in West London is a very
significant contributor to the Creative economy of London and thus the UK. The highest-profile
mapping research focusing on the Creative Industries sector of London is ‘Creativity, London’s

  Sources: DCMS Creative Industries Economic Estimates – Statistical Bulletin, July 2003; and DEFRA Economics and
Statistics – Agriculture in the UK, 2002.
  Sources: DCMS 2002 and http://news.bbc.co.uk
   See www.culture.gov.uk
   See www.creativelondon.org.uk
   See www.london.gov.uk
   See www.westlondon.com and www.westlondonalliance.org

                                                          8                   tom fleming / creative consultancy/
Core Business’ (GLA 2002), updated in 2004 as ‘London’s Creative Sector: 2004 Update’. These
reports celebrate London’s position as a global power in Creative production, with a £21 billion
annual output, employing over 600,000 people (40% of all Creative Industries jobs nationally,
with 62% in London and the Greater South-East), and expanding in output by 8.5% per year
(1995-2000). The reports state that the Creative Industries sector is presently the 3rd largest
sector in London (after Financial Services and Distribution, Hotels & Restaurants), is larger than
Manufacturing and Construction combined, and is vital for future wealth creation, social inclusion,
and for driving forward the identity of London and the UK. This is especially important given the
under-representation of women and Black or ethnic minority workers in a sector that should
provide them with considerable opportunities in a city that relies on its diversity as a key creative

The reports also state that there are sub-sectoral variations in growth and that the Creative
Industries sector is more prominent and is growing fastest in specific localities. Major employers
and areas of growth include sub-sectors related to what might broadly be termed the ‘digital
content industries’: businesses involved in “the creation, design and management of content for which
digital technology is a core enabler” 14 . These include interactive leisure software, television and radio and
some design activities. Major locations in West London where these activities are prominent include
a swathe of activity that stretches along the M4 and M40 corridors, past Heathrow airport to the
South East Region, and intensive concentrations of activity in every single West London Borough
– ranging from Film Studios to ‘back office’ facilities provision; international music publishing
companies to managed workspaces of micro design companies; high level higher education
knowledge transfer activities to very high quality further education facilities and programmes.
These contribute to a West London Creative economy where, for example:

     -    Hammersmith and Fulham has more creative jobs than any London Borough other than
          City of Westminster and Camden, benefiting from proximity to the West End and access
          to Heathrow. The Borough is home to large global creative companies such as the Walt
          Disney Corporation, United International Pictures, EMI, Polygram UK and Harper Collins;
          and of course the BBC

     -    Creative Industries growth in Hounslow is in the London Quartile with the most growth:
          173% (1995-2000), driven by radio and television, computer games, software and
          electronic publishing

     -    Nearly 70,000 people are employed in the Creative Industries in West London.

The GLA reports provide the headline figures and thus the strategic rationale for taking the
Creative Industries seriously in London. They provide the initial baseline for the Creative London
initiative and have been used to drive much more localized and nuanced approaches to gathering
sector and sub-sector intelligence across the Capital 15 . This Creative Industries Framework for
West London builds on this initial intelligence by complementing it with other local or sub-sectoral
studies, and it links intelligence on the distribution and growth profiles of the Creative Industries
to a range of strategic agendas and specific development propositions. For example, this
Framework uses the significance of the Creative Industries in West London as a starting point to
inform a range of strategic agendas that include:

  SEEDA 2004 (p.6)
  In addition, forthcoming research, undertaken by Trends Business Research for the GLA will uncover a far more
advanced statistical mapping of the sector that is able to identify activity at Ward level. This will reveal in more detail the
importance of the Creative Industries to the West London economy and highlight the spatial distribution of activity.

                                                               9                    tom fleming / creative consultancy/
** Creative London **
This Creative Industries Framework provides intelligence on how the proposed West London
Creative Hub should be configured, including a focus on how it should be managed and how
often divergent sub-regional and sub-sectoral priorities can be co-ordinated through a Hub
model. This Hub is one of 10 proposed across London, each established to support the growth
and development of the Creative Industries across 4 themes:

     -    Talent: enabling, nurturing and training emerging talent, leading to employment and
          enterprise opportunities
     -    Enterprise: Business support, investment readiness, access to finance
     -    Property: Access to appropriate and affordable workspace across the creative business
     -    Showcasing Promoting London's creative businesses, from the local to international
          level, and supporting export activities

The parameters, geographical focus, strategic emphasis, lead bodies, and resource allocation for
the West London Hub are yet to be defined by the LDA. This Framework and more particularly
the response of the Framework Steering Group, will assist in this process.

** The London Economic Development Strategy: Sustaining Success **
This Creative Industries Framework identifies opportunities for the Creative Industries across a
broad range of development criteria introduced in the Sustaining Success report. These include a
focus on:

     -    ‘Investing in London’s places and infrastructure’, based on an understanding that the
          Creative Industries require physical agglomeration and facilities for successful growth

     -    ‘Investment in people’, where skills development is crucial for competitiveness, and
          opportunities for London’s diverse population could and should provide the Creative
          Industries with a major advantage over other world cities

     -    ‘Investment in enterprise’, where the Creative Industries is the 3rd largest sector in
          London and is predominantly a small business sector dependent on networks of

     -    ‘Investment in the marketing and promotion of London’, recognising the power of the
          Creative Industries to transform and lead the identity of a place in ways that attract
          further creative activities, high growth businesses, a highly skilled workforce, students,
          and tourists. Examples range from Hollywood to districts such as Greenwich Village in
          New York and the Museum Quarter in Vienna.

** The Mayor’s London Plan and the West London Strategic Development
Framework 16 **
This Creative Industries Framework identifies where interventions in the Creative Industries of
West London will have a significant social, economic and environmental impact in line with
recommendations in the Mayor’s London Plan and the corresponding West London Strategic
Development Framework. This includes an emphasis on growing the sector in and around priority
town centre areas, Opportunity Areas 17 and Areas for Intensification. For example, The Mayor’s

 The LDA is also sponsoring a Sub Regional Economic Development Implementation Plan (SREDIP) for West London.
 These are: Park Royal, Wembley, White City, Hayes/West Drayton/Southall and Heathrow/Feltham/Bedfont Lakes, as
well as the intensification of Willesden junction. Together these have capacity for at least 70,000 extra jobs and 8,830
more homes (West London Development Framework p.34).

                                                           10                    tom fleming / creative consultancy/
Culture Strategy identifies a range of cultural uses appropriate for town centres and the ‘cultural
quarter’ concept outlined in the London Plan has potential to contribute to the regeneration of
selected town centres and other appropriate locations in West London as well as enhancing
broader cultural, leisure and entertainment provision.

** The West London Economic Development Strategy **
The West London Economic Development Strategy considers the sub-region’s key economic
drivers to be Heathrow Airport related activities, tourism and visitors, recreational and cultural
activities, food processing and Creative Industries. This Creative Industries Framework will
outline how the Creative Industries can perform effectively as one of these five key sub-regional
economic drivers.

** The West London Media Strategy **
This identifies the need for stronger clusters and networks across West London – to ensure an
efficient and coordinated approach to support delivery and to engender new industry-led
collaborations. This Creative Industries Development Framework builds on the intelligence and
strategic direction provided by the West London Media Strategy.

** A Range of Educational and Skills Agendas **
This Creative Industries Development Framework will advise on how partners should correspond
to the wide-ranging Creative education and skills agendas, strategies and projects in and beyond
the sub-region. These include a focus on the Framework for Regional Employment and Skills
Action (FRESA); sub-sector programmes such as the Skillset Sector Skills Agreement for Film,
Television and Interactive Media; forthcoming strategies from the recently formed Creative and
Cultural Skills Council 18 ; and specific opportunities generated by developments such as the new
£11.5 million Ealing Institute of Media at Ealing and West London College (which has
Skillset/BBC Screen Academy and Learning Skills Council Centre of Vocational Excellence 19

** Local Strategic Development Initiatives **
This Creative Industries Development Framework will correspond directly with a range of local
strategic initiatives. These include the City Growth Strategies of Park Royal/Wembley/White City
and Heathrow City; the new National Stadium at Wembley; and proposed Creative Industries
developments in, for example, Acton, Ealing and White City. Also of potential significance is the
Local Enterprise Growth Initiative (LEGI), which will provide flexible, devolved investment in
Neighbourhood Renewal Fund Areas. Partners may seek to develop a Creative Industries focus to
proposals – which are currently requested by GOL and the LDA. In addition, the prospect of the
2012 Olympics provides significant opportunities for the Creative Industries sector of West
London. This Framework will advise on how the sub-region might maximize potential here.

1.4 Towards a Partnership Approach
The above existing strategies and approaches are connected together through this Creative
Industries development Framework for West London. However, the Framework falls short of
advising in detail on any specific strategy or proposition. This is because the Framework has a
sub-regional and cross-sub-sectoral remit, thus preventing detailed analysis of any specific
agenda. Instead, this Framework operates to tie together key themes that operate across the
sub-region and sector, and provides an outline platform and mechanism to address these themes
in a more focused way: the Creative Industries Steering Group for West London. This is a
partnership predicated on a simple aim: to maximize the growth potential and positive
externalities of the Creative Industries in West London. The Steering Group will be positioned to

     See http://cove.lsc.gov.uk/index.cfm

                                                11                tom fleming / creative consultancy/
act on this Framework and to use the Framework to inform individual and partnership responses
to key development opportunities. Vital will be the increased contribution of commercial
businesses: public sector approaches to supporting the Creative Industries will not succeed
without the sector intelligence and ownership of Creative Industries businesses.

1.5 Defining the Creative Industries
This Framework employs a definition of the Creative Industries consistent with that of the
Department of Culture, Media and Sport (DCMS):
“Those activities which have their origin in individual creativity, skill and talent, and which have their
potential for wealth and job creation through the generation and exploitation of intellectual property. These
have been taken to include the following key sectors: advertising, architecture, art and antiques, crafts,
design, designer fashion, film, interactive leisure software, music, the performing arts, publishing, software
and television and radio” (DCMS 1999).

The Creative Industries sector is an aggregation of a complex collection of industrial and creative
sectors and sub-sectors, and its ‘boundaries’ are thus often contested. Recent analysis of the
sector has moved towards a ‘production chain analysis’, where the creative sub-sector (such as
‘design’ or ‘performing arts’) is of less relevance than the position in a production chain. The
DCMS Evidence Toolkit provides the main study resource here (DCMS 2004). Andy Pratt (2004)
of London School of Economics identifies a Creative Industries production chain as containing
four key links:
    -    Creation/content origination: the multiple “processes by which creative material and
         intellectual assets are originated and produced” (Pratt 2004 p.12). This ‘stage’ includes
         all creative forms – the images, ideas, compositions, designs, games, titles and packages

    -    Manufacture: “the making of ‘one-offs’, or prototypes, which may be reproduced later”
         (Pratt 2004 p.12), plus specialist goods used towards creative production – such as paint
         brushes, cameras and musical instruments

    -    Distribution and mass production: activities that channel content and services to
         markets – such as CD replication, shipping and (increasingly) digital delivery systems

    -    Exchange: the exhibition of creative products (for example, venue-based activities
         undertaken in theatres, concert halls and cinemas), and the retailing of products (such as
         books, CDs, games, or even products sold on the basis of a brand).

                                                      12                 tom fleming / creative consultancy/
Figure 1: The Creative Industries Production Chain 20

         CONTENT                     CONTENT                     CONTENT                    CONTENT
         CREATION                    MANUFACTURE                 DISTRIBUTION               EXCHANGE

         CREATES IDEA                DEVELOPS                    DISTRIBUTES                TICKETS,
                                     COPYRIGHTS                  COPYRIGHTS                 BOOKS, CDS,
         HOLDS IPR                                                                          DVD, RADIO,
                                     PACKAGES                    MARKETS/BR                 TV ETC.
                                     IPRS                        ANDS IPRS

         TECHNOLOGY                  PROG.                       DISTRIBUTION               NET. WAP/3G
         DRIVEN IDEAS                CONTENT                     PLATFORMS

This type of analysis is developed further throughout the Framework. It provides an emergent
methodology to assess the health of the Creative Industries sector by analysing specific chains
and relationships between chains. It also allows for nuanced appraisal of particular types of
creative business in terms of their potential scaleability: i.e. their potential for high growth at a
relatively low cost. This enables similarities between apparently divergent sub-sectors to be
drawn, while disparities within sub-sectors can be highlighted.

1.6 West London: A Globally Significant Creative Sub-Region?
The West London economy remains extremely important to London and the rest of the UK,
making an annual contribution of approximately £27 billion 21 . There is also a strong financial and
business service base and distinct clusters of IT, Creative Industries, pharmaceutical, logistics
and some manufacturing activities as well as others providing more local services. Heathrow
related activities are also key drivers of change. Projections for the London Plan suggests the
sub-regional economy might create 86,000 net new jobs by 2016 – a very significant addition to
an already densely developed area. Alongside this the London Plan anticipates minimum growth
of 59,400 additional homes between 1997 and 2016 22 .

The West London Development Framework sets out a challenge for the sub-region to manage
this growth so that it enhances rather than diminishes West London’s existing, generally high
quality of environment and that it goes into the places and takes the forms that will revitalise
areas of deprivation and poor environment. For example, there is a clear opportunity to direct
growth into the town centres and the areas with redevelopment or regeneration potential and to
make best use of the public transport system by locating more intensive development in places
with higher transport capacity. Challenges include:

   Adapted from Creative Industries Management : ‘Focus in the Value Chain’ 2004
   See West London Economic Development Strategy 2005.
   Currently the population of West London is approximately 1.5 million. The population of West London is expected to
grow by just over 100,000 to 1,535,000 by 2016 (8%), with the largest growth expected in Brent and Ealing.

                                                          13                   tom fleming / creative consultancy/
    -    Improving the already strong network of town centres as key focal points for
         development and improved sub-regional identity

    -    Engaging more fully and appropriately with an increasingly young and diverse population.
         Currently 38% of the population comes from Black and ethnic minority communities,
         compared with the London average of 30%

    -    Identifying ways of reducing deprivation levels and reducing polarization – such as by
         focusing on areas of high unemployment

    -    Building strategic connections with the greater South East region to maximize growth
         and development potential

    -    Ensuring a high quality public realm is developed as part of an physical intervention and
         improve the public realm and environment across the sub-region, focusing on areas
         where quality is particularly low.

Vital to each of these development agendas is the growth and sustainability of the Creative
Industries. From advancing career path opportunities for the sub-regional BME population to
ensuring an attention to high quality, innovative design, the Creative Industries stand as a
leading sector for West London. Furthermore, the West London Economic Development Strategy
outlines 4 key economic drivers and 4 key employment and development areas, each of which
have an important Creative Industries element and/or will impact significantly on the growth and
sustainability of the sector. These are introduced in brief in the table below:

Figure 2: The Strategic Importance of the Creative Industries in West London

Key Economic Drivers
Heathrow Airport              Heathrow Terminal 5 is currently under construction and scheduled for a
                              phased opening in 2008. National Rail and Underground services are being
                              extended to serve the new terminal. Terminal 5 will increase the passenger
                              capacity from around 65 million passengers per annum (mppa) to 90
                              mppa. Heathrow airport is a major locational determinant for Creative
                              Industries businesses in the sub-region, with flows of creative capital (from
                              people to ideas) increasingly global. Heathrow expansion will further
                              enhance the growth potential of the sub-regional Creative Industries,
                              allowing for advanced inter-connectivity in areas such as South Asian Film,
                              which is a major priority of the Heathrow City Growth Strategy.
Tourism and Visitor Economy   The West London Tourism Strategy and Action Plan recognizes the
                              importance of a range of cultural facilities and events to the sub-regional
                              tourism economy. It also recognizes the importance of improving the
                              image and identity of the sub-region and specific locations, and of
                              increasing the visitor experience across a range of spaces – from ‘the
                              street’ to specific landmark infrastructure and institutions. The Strategy
                              identifies how: “Ealing Studios, Riverside Studios and the BBC’s White
                              City development form the foundation of a strong media
                              and Creative Industries sector, with well-known
                              performance venues such as the Carling Apollo
                              Hammersmith and the Shepherds Bush Empire” (p.6). In addition, West
                              London offers “a number of lesser-known but high quality
                              heritage attractions, such as Syon House and
                              Gardens, Osterley Park, Chiswick House, the Gunnersbury
                              Park Estate, Pitzhanger Manor House and Gallery and the
                              William Morris Society Museum” (p.6).
Recreational and Cultural     The Mayor’s Cultural Strategy and a range of Borough cultural strategies

                                                  14                 tom fleming / creative consultancy/
Activities                   emphasis the importance of high quality and accessible recreational and
                             cultural facilities for cohesive, creative, and sustainable communities. In
                             addition, access and participation are recognised as crucial drivers of
                             aspiration for career-paths in the Creative Industries. Festivals play a
                             strong role here. For example, in West London major festivals for locals
                             and visitors alike include Ealing Summer Festival and the Hammersmith &
                             and Fulham Festival. The “London Mela” in Ealing alone attracts an
                             audience in the region of 80,000 and involves many hundreds of creative
                             practitioners (many voluntary) in its preparation. Such cultural ‘spaces’ and
                             other spaces such as community-targeted projects across the cultural
                             sector and Creative Industries are the generators of ideas, skills and
                             aspiration transferable to commercial Creative Industries development.
Creative Industries          Recognised as a major economic sector in their own right.

Key Employment and
Development Areas
Park Royal                   The largest industrial and business location in the UK and home to 2000
                             business. This includes many Creative businesses and the potential for a
                             transition from a focus on distribution and services (such as props) to new
                             content creation. The Creative Industries are recognized as a key sector by
                             the City Growth Strategy.
Wembley                      The 90,000 seater stadium is part of the £757m Wembley Stadium
                             development, with a 42 acre area around the stadium including sporting,
                             leisure, cultural, accommodation and commercial centres. Research is
                             currently underway to identify Creative Industries opportunities for the
                             development. The area is already home to Fountain Studios, the largest
                             television studio in the UK.

White City                   The White City Opportunity Area is a £600million development over
                             1.2million sq ft, expected to leave a legacy of 5000 jobs. Many of these will
                             be in the Creative Industries – with a focus on media and a range of digital
                             content industries to be developed through the master-planning exercise.
                             The presence of the BBC and supporting businesses is the key driver here.
                             For example, the new BBC Business Units at Indie North currently provide
                             300m2 of accommodation to media companies. In addition, the BEC
                             incubator units are provided to a range of small and start-up creative

These dynamics are outlined in brief below in the SWOT analysis of the Creative Industries in
West London. This precedes a closer analysis of the size and profile of the sector in Sections 2
and 3.

                                                 15                 tom fleming / creative consultancy/
Figure 3: A SWOT Overview of the Creative Industries in West London

      10 Strengths                   10 Weaknesses                    10 Opportunities                 10 Threats
                                                                                                   (excluding national
                                                                                                    economy trends)
1. Global creative              1. Under-developed                1. To make meaningful           1. The movement of
companies and                   value-chains between              value chain                     Creative Industries
institutions – such as the      larger and smaller                connections for a               activity to locations
BBC, Sky and Warner             companies and                     wider range of                  abroad – especially
Brothers                        between different                 complementary                   software, production and
                                creative sub-sectors –            businesses – including          distribution to areas such
2. Multiple highly              other than through informal       between the ’globals’ and the   as South Asia
innovative creative             clustering processes around       SMEs
micros and SMEs,                institutions such as the BBC                                      2. The ‘displacement’
many with a                                                       2. To build on existing         of micro and SME
specialism in                   2. Low levels of access           strengths to establish          activity to other
scaleable digital               and opportunity in high           the sub-region as a             parts of London and
content industries              growth parts of the               globally significant            beyond – due to the high
(there is enormous              sector for BMEs and (to a         centre of excellence in         cost of workspace,
                                lesser extent) women              new content creation            deficiencies in the support
strength in depth
                                                                                                  structure, etc.
here)                                                             that has a digital
                                3. Expensive and                  application – such as film,
                                                                                                  3. The failure of new
3. Major facilities             inappropriate                     television, animation, games
                                                                                                  high profile
providing valuable              workspace and
                                                                                                  developments to
resources and brands            facilities slows growth           3. To greatly improve
                                                                                                  embrace their
for the sub-region and          opportunities for                 business and specialist
                                                                                                  Creative Industries
beyond – especially in          emergent micros and               skills – including he
                                                                  capacity, reach and             and broader cultural
film, television and media.     SMEs – especially in
                                important town centre             specialism of the education     potential – from
Examples include Ealing
                                environments                      sector                          workspace to branding: the
Studios, Fountain Studios,
                                                                                                  Creative Industries are not
Arri (Hillingdon)
                                                                                                  yet fully understood by
                                4. Low levels of                  4. To lever resources
                                                                                                  many commercial
4. Strong cross-sub-            business skills are               for specialist                  developers in terms of the
regional value-chain            widespread, hampering             affordable workspace            range of benefits they
relationships in parts          growth potential and              and development                 bring to a development
of the sector – such as         investment readiness –            space – including a focus
connections between film        and specialist business           on major assets that have       4. The relocation of
and television production       support is struggling to bridge   expansion or improvement        1,800 BBC staff to
and service provision           relevant skills gaps              plans                           Manchester and the
                                                                                                  decision to outsource
5. Important                    5. Partnerships                   5. To improve                   the Technology
innovative skills and           between the public and            partnerships between            Department will
learning institutions           private sector are                public sector                   have implications for
and programmes –                fragile – businesses must         intermediaries and              West London jobs,
such as the Ealing Institute    lead the way in change, as        decision-makers, and            will threaten the
of Media, Connections           explored through the 2 West       the commercial                  robustness of a
Communications, Thames          London City Growth Strategies     Creative industries
Valley University, University                                                                     range of value chains
                                                                  sector – undertaking a          and will undermine
of Westminster and New          6. Significant specialist         business-led approach
Media Knowledge                 skills gaps are                                                   confidence generally
                                prevalent, requiring a                                            in the sub-regional
                                                                  6. To maximise
6. An available,                focused and bespoke                                               media sector – it will
                                                                  Creative Industries
flexible and relatively         approach to support and                                           also introduce multiple
                                                                  activity at major               small companies to the
highly skilled creative         development, especially in
                                                                  development                     sub-region, which is also
workforce – especially in       high growth activities such as
                                media. Specialised support is     sites/areas – providing         an opportunity
media and digital content
                                not consistently available        significant space and a high
                                across the region.                profile at sites such as        5. Partnerships
7. A diverse and                                                  Wembley and Heathrow,
highly creative                                                                                   between public and
                                                                  which in turn will have a
population with                 7. With exceptions such                                           private sector
                                                                  positive impact on
enormous potential to           as New Media                      productivity, innovation, and   concerns may not

                                                            16                   tom fleming / creative consultancy/
contribute more fully to an        Knowledge and Focus               cultural tourism                 reach required levels
expanding creative economy         West, Sub- and Cross-                                              – for example, private
                                   sub-sectoral networks             7. To build stronger             sector ownership of
8. A mix of high                   lack cohesiveness and             connections with                 projects and programmes
quality support and                                                  Creative Industries              may not be widespread
                                   dynamism - especially
infrastructure                     when led by the public sector     concentrations
initiatives – right across                                           elsewhere – in London            6. Opportunities for
the sub-region – with              8. Major sector assets            (such as the West End and        growth-orientated
important agencies and             are struggling to secure          North London), across the        private investment in
organizations such as the                                            South-East region, and           the Creative
                                   the required space,
Business Enterprise Centre                                           internationally (such as with    Industries may be
and West Focus in                  resources and
                                                                     South Asia for the media         compromised - by
Hammersmith, Action Acton,         partnerships to expand            sector)                          investors seeking ‘quick
Southall Regeneration              and/or upgrade –
                                                                                                      and easy wins’ through
Partnership                        opportunities to secure assets    8. To undertake                  lower risk propositions in
                                   for future generations of
                                                                     ongoing specialist               other sectors
9. Connectivity – with             creative production are being
                                   missed and assets could move      research and sector-
creative clusters in Soho and                                                                         7. National and
                                   elsewhere                         led intelligence
the South East region, plus
                                                                     gathering to keep                international
global links through
Heathrow                           9. Transport links are            West London ‘ahead of            consumption trends
                                   poor away from major              the game’ - a programme          will change, testing
10. Distinctive places             arterial routes –                 that continues to identify a     the flexibility of the
and spaces conducive               undermining connectivity and      productive and growth            West London
                                   isolating some activity           orientated niche for the sub-    Creative Industries
to creative production
                                                                     regional Creative Industries     sector – for example, the
and consumption –                                                    sector, focusing on digital
from the town centres to           10. Links between the                                              ability of content producers
                                                                     content issues
industrial estates, a full         community sector, the                                              to work across a range of
range of Creative Industries       cultural sector, and the                                           platforms may be key to
                                                                     9. To build creative             sustained success
activities is active in the sub-   commercial Creative
region.                                                              capital from the high
                                   Industries sector, are
                                                                     quality mix of town              8. The failure of
                                   not properly
                                                                     centres and                      public and private
                                   understood or
                                                                     commercial areas of              sector partnerships
                                   supported – this slows the
                                                                     opportunity – ensuring           to effectively support
                                   entry of appropriate
                                                                     that density and critical mass   major development
                                   candidates into the sector
                                                                     is achieved and that these       opportunities – the
                                                                     urban centres (these ‘real’      marrying of a range of
                                                                     places) drive the creative       strategic agendas may be
                                                                     brand of the sub-region          threatened by differing
                                                                                                      organizational, local,
                                                                     10. To establish West            sectoral and sub-sectoral
                                                                     London as a                      priorities
                                                                     recognised high skill
                                                                     creative sub-region -            9. Skills and Learning
                                                                     with skills and learning         programmes that
                                                                     opportunities for a much         lack flexibility,
                                                                     broader cross-section of the     specialism and
                                                                     population paramount
                                                                                                      connectivity to
                                                                                                      industry needs

                                                                                                      10. Inappropriate
                                                                                                      public sector
                                                                                                      intervention – such as
                                                                                                      the enforcement of
                                                                                                      industry networks that lack
                                                                                                      relevance and a sense of
                                                                                                      ownership for the sector

                                                                17                  tom fleming / creative consultancy/
1.7 A Sub-Regional Approach?
This sub-regional Framework is presented to support partners to be more strategically inter-
connected, to tackle common issues in a more coordinated manner, and to explore opportunities
with their collective knowledge, expertise, resources and resource-raising capacities. It is not
advocating that a sub-regional approach be adopted as a matter of course. This is because many
of the main Creative Industries drivers, trends, barriers, and means of overcoming barriers,
operate at least on a regional level, if not in response to interventions and influences that are
national and international. To advocate a sub-regional approach to addressing issues such as the
way much of the Creative Industries sector is culturally and structurally conditioned to provide far
greater opportunities to white and middle class practitioners, rather than BME and working class
practitioners, would be misguided, for such issues are best coordinated at a national level by
bodies capable of working sub-regionally and locally where necessary. Indeed, many issues
relevant to the Creative Industries in West London are equally relevant across the Capital, and
might therefore be approached more effectively through regional intervention.

Correspondingly, this Framework advises against adopting a sub-regional approach to every
Creative Industries development issue. It identifies where interventions will be most effective if
channeled through a sub-regional approach and advises how sub-regional partners can engage
with and support regional or national initiatives that focus on issues which are not exclusive to or
more important for the sub-region. There is a set of common development issues for the Creative
Industries sector evident across a range of locations and scales in the UK and beyond. For
example, issues relating to opportunities for BMEs, appropriate workspace, specialist business
support, investment and networks, are prevalent. This Framework outlines how these and other
issues can be effectively engaged with through a sub-regional focus, while recommending that
relatively less intensive supporting and partnership roles be allocated to issues for which
interventions are most effective at a different scale, such as the regional. In addition, this
framework emphasizes where certain issues – such as the availability of appropriate and
affordable workspace – have perhaps a greater significance in West London to other parts of the
Capital. Specific or more intensive interventions are recommended where this applies.

                                                18                tom fleming / creative consultancy/
2.0 The Creative Industries Baseline: Sector Size and Profile
in West London
There is no single, coherent, methodologically rigorous source of sub-regional Creative Industries
data that provides key sector figures for the West London sub-region. Data that does exist is
limited, to varying levels by the following 4 characteristics:

       - A lack of geographical breadth: For example, it does not cover the whole sub-region

       - A lack of sectoral breadth: It does not cover the entire Creative Industries sector

       - A lack of comparable data with the rest of London and other regions

       - A lack of methodological rigor.

For maximum rigor and accuracy, a highly nuanced and mixed method of counting is required.
Jobs and output data is available from the Annual Business Inquiry (ABI); job data is also
available through the Labour Force Survey (LFS); output data is provided by the Office of
national Statistics (ONS); plus a range of more piecemeal data sources. Each source undertakes a
different counting and definition mechanism – for example, the LFS focuses on residential data
and ABI measures workplace data. This provides two differing sets of data: one for all workers in
the Creative Industries of a given place and one for people living in a given place that work in the
Creative Industries. Systematic cross-checking and qualification processes are therefore required
(see GLA 2004 for more detail).

A further range of additional inconsistencies and shortcomings undermine data gathering – such
as the inflexibility, lack of precision and out-datedness of the Standard Industrial Classification
(SIC) and Standard Occupational Classification (SOC) figures for complex Creative Industries

Moreover, no data for West London has undertaken the DCMS Data Evidence Toolkit (DET)
approach that maps Creative Industries activity across the broad sector value chain (as
introduced above in 1.4 above). Data is thus confined to inflexible sub-sector categories, limiting
analysis of the ‘type of activity’ – such as ideas origination or distribution (see DCMS 2004a for
more detail).

Finally, existing data for West London underestimates the number and value of micro and sole
trader companies – many of which operate below the VAT threshold and thus outside the
datasets of a range of sources. The size and scope of these businesses can only be estimated
through intensive on-the-ground qualitative research such as that undertaken in other proposed
Creative London Hub areas of North London, Deptford/Greenwich and King’s Cross. An intensive
qualitative approach can also uncover intelligence on the profile of the sector – such as the
characteristics of value chains, barriers to growth, and market aspirations. For example,
complementary qualitative research in Deptford/Greenwich uncovered many sole trader and
micro creative businesses that are not possible to trace through standard methodologies and
data sets 23 . In total, 57% of creative businesses in the study area were uncovered by qualitative
methodology. Therefore, in theory, a very large proportion of small creative businesses in West
London are yet to be identified and counted: perhaps as many as 50% (a smaller proportion than
Deptford/Greenwich because of the relative lack of density across the West London sub-region).

   See Creative Lewisham Agency 2004: The Baseline Position of the Deptford/Creekside Creative London Hub: Exploring
the ‘Spaces of Creative Collaboration’

                                                         19                  tom fleming / creative consultancy/
However, as with all of the above sources and approaches, there is a danger of double-counting,
further emphasizing the need to problematise data.

Forthcoming Evidence
The LDA, with GLA Economics, has commissioned Trends Business Research to undertake a
Creative Industries Audit of Greater London, to be published in late Summer 2005. It was
anticipated that this research would be available for analysis here – providing very useful and
insightful comparative material. This data will provide data to Ward level that follows more
closely the DET approach. It will provide comparable data by sub-sector and place in the value-
chain to a level of detail previously unavailable. Shortcomings will remain – such as an under-
estimation of very small (often sole trader) companies, but the data will be a significant practical
tool for work that responds to this framework.

2.1 Existing Sub-Regional Data
The following provide headline figures of sub-regional data gleaned across a range of data
sources. These data sources are referenced with each figure. For reasons outlined above, data is
limited and inconsistent. There are currently three main data sources of Creative Industries
activity (with the fourth – the forthcoming GLA research) likely to most insightful and accurate.

These are:

     -    2002 GLA Economics Research – London’s Core Business. This has a cross-London
          approach, focusing on employment, output and productivity. It does not undertake a
          DET approach and fails to identify many small companies.

     -    2005 Exemplas Research - West London Sector Skills Series: The Media, Creative and
          Cultural Industries Sector. This adopts a narrow approach to the Creative Industries, with
          a focus on media activities 24 . Figures are from the ONS ABI, with an inflexibility across
          the value chain (due for example to the shortcomings of SIC and SOC data – even when
          analysed in great detail). In addition, some of their figures do not include statistics for
          sole traders. Much of this data is collated through existing data sources. However, the
          major purpose of the Exemplas report is to further advance collaboration between key
          partners and stakeholders – a very significant priority for learning and skills development
          in the sub-region (see 4.1.7).

     -    2004 Business Enterprise Centre (BEC) research – Draft Creative Hubs Investment Plan:
          the Inner West London Hub. The data is based on a combination of business databases
          such as the Inter Departmental Business Register (IDBR), and the Yellow Pages/Experian
          database for Hammersmith and Fulham from May 2004. These are particularly limited in
          their representation of the music sub-sector. A further anomaly is the omission of Ealing
          Studios’ surrounding businesses from some of the datasets. Finally, the data under-
          represents the increasingly important sole trader and micro economy and does not
          extend to the outer West London Boroughs. However, this research was limited due to
          the absence of sufficient funds to undertake new primary research.

  Exemplas is working with Skillset to develop a joined-up approach to learning and skills for the Audio Visual Sector,
which is a major part of the Creative Industries in the sub-region and of course the sole priority for Skillset. This explains
the relatively narrow approach.

                                                             20                     tom fleming / creative consultancy/
2.1.1 Headline Figures by Sector and Sub-region
GLA Economics (2004) estimates that the Creative Industries in West London is made up of up to
72,200 occupations. This is based on an estimate of each of the Boroughs reaching the maximum
limit of the categories illustrated below in Figure 4. It is likely therefore to be a considerable
under-estimation, because ‘hidden’ sole traders are not factored-in.

Figure 4: Creative Occupations Average of 2001 and 2002 (Source: GLA 2004)

       -    This figure is close to the Exemplas survey, which identifies 74,300 Creative Industries

       -    These figures represent close to 10% of the total workforce of West London. They match
            the total creative workforce for the whole Eastern region (EEDA 2004)

       -    Exemplas estimates that around 96% of ‘Media, Creative and Cultural Industry’
            establishments in West London are ‘micro businesses’, employing between 1 and 10
            people. This is above the figure of 87% for all industries in West London. This figure is
            likely to be an under-estimation, given the likelihood of many hidden creative sole
            traders. However, micro businesses account for just a quarter of overall sector
            employment in West London, with institutions such as the BBC and BSkyB employing
            large (though diminishing) numbers (although it is likely that many micros remain

       -    Exemplas estimates that 12% of creative businesses in West London are ‘small’ (11-49
            employees), with approximately 5,700 employees 25

       -    Figures are not available for many creative employees and sole traders who may work
            predominantly outside of the sub-region. Given high levels of cross-sub-regional travel-
            to-work migration, it is likely that West London is ‘home’ to many thousands of creative
            practitioners not counted through the ‘number of businesses’ category

     Approximately 8% of the total number employed.

                                                      21             tom fleming / creative consultancy/
       -    Total workforce figures suggest that the Creative Industries in West London represents
            approximately 13% of total Creative Industries jobs in London (where up to 60% of
            sector jobs are located in central London)

       -    The Borough of Hammersmith and Fulham has the highest number of Creative Industries
            businesses and occupations, as well as the largest share of total employment (more than
            20%, compared to the London average of around 7% - Exemplas 2005). IDBR and Yell
            data researched by BEC and Focus West identifies 26,587 Creative Industries employees
            in Hammersmith and Fulham. This compares to 3,719 for Brent and 4,746 for Ealing.
            Outer West London Boroughs were not included in the research

       -    By contrast, GLA Economics, using a broader set of data, gauge Creative Industries jobs
            by Borough to be:

Figure 5: Creative Industries Employee Jobs by Borough, 2000 (GLA 2002) 26

Hammersmith & Fulham                                 26,000
Hounslow                                             15,600
Ealing                                               8,500
Brent                                                6,300
Hillingdon                                           7,200
Harrow                                               3,700

This provides a West London total of 67,300, which is less than estimates by the GLA in 2004 and
Exemplas in 2005. However, it is also dependent upon a less sophisticated methodology, with
employees in many smaller businesses unlikely to be identified.

       -    Exemplas identify Hammersmith and Fulham as representing approximately 45% of total
            Creative Industries employment in West London. Next is Hounslow with 20%; then
            Ealing (12%); Brent and Harrow (8%); and Hillingdon (7%). The relative concentration
            of Creative Industries activity in Hammersmith and Fulham is graphically represented in
            Figure 6 below by BEC. This represents total media activity in the 4 London Boroughs of
            Hammersmith and Fulham, Kensington and Chelsea, Brent and Ealing. It therefore
            excludes outer-West Boroughs. The blue and green backgrounds signify the Boroughs
            relevant to this Framework (i.e. not Kensington and Chelsea):

     Using 2000 figures.

                                                  22               tom fleming / creative consultancy/
Figure 6: Total Media employment in inner-
West London. Source: BEC 2004.



                   Southall                            Park Royal


                                                                        S. Bush



24                                tom fleming / creative consultancy/
2.1.2 Data Limitations and Inconsistencies
It is clear that existing sub-regional data is inconsistent and limited. Variations in methodology,
geography and sub-sectoral emphasis make coherent and accurate analysis impractical. Much will
depend on the forthcoming GLA mapping data. This will provide data comparable at a regional
level; it will provide a far more nuanced appreciation of sector value chains; it will identify very
localized concentrations of activity; and it will identify a greater number of sole traders and micro

However, it is equally clear from existing data that the Creative Industries is a major sector in
West London, possibly employing more than 80,000 people, and that it employs more people and
engages more companies than any other sub-region in London with the obvious exception of
central London. Moreover, in specific locations, the sector employs a far greater proportion of
workers than the London average. If such data was disaggregated to a local (rather than
Borough) level, it is likely that the sector provides the dominant source of employment in certain
locations. Finally, despite a slight economic downturn and a common understanding that the
Creative Industries are more vulnerable to downward trends than any other sector (GLA 2004),
the Creative Industries in West London is projected to grow by 12.5% between 2004 and 2012,
providing approximately 8,000 new jobs (Exemplas 2005) 27 . The effective management of this
growth will be vital for the future sustainability of the sub-regional sector. Indeed, without
effective interventions across a range of policy areas, this growth is unlikely to be realized.

2.1.3 Sub-Sectoral Data: The Importance to West London of Digital Content
Sub-sectoral data is subject to the same limitations and inconsistencies as headline sub-regional
data. It is also troubled by definitional inconsistencies, with research approaches using divergent
sub-sectoral categories and none exploring a value-chain approach in line with the DET. This
makes comparison between existing research very difficult. However, a range of headline figures
– expressed here as key sector characteristics – can be extrapolated for the Creative Industries in
West London:

Figure 7 below shows estimated total Creative Industries employment in the UK and London,
2002. This includes occupations directly and indirectly connected to the origination, production,
distribution and retail of creative ideas and products: i.e. it takes the definition of Creative
Industries in its most general form, exploiting the length of the sector value chain:

   This compares favourably to forecasts by KPMG for a short to medium term slow down in Creative Industries growth
across the UK with a total employment growth 2000 – 2005 across all Creative Industries sectors of +2.3% (KPMG for the
Thames Gateway London Partnership 20003).
       Figure 7. Total Creative industries Employment in London and the UK 1994-2004 (GLA 2004)

Much can be extrapolated here, such as the varying growth/decline rates, the meaningfulness of
the DCMS definitions, and the reasons for different patterns in London relative to the whole of
the UK (inclusive of London). However, the focus here is on the significance within the Creative
Industries of what might broadly be termed the Digital Content Industries. Currently, by far the
largest group of activities (whether taken in terms of numbers of employed, numbers of
businesses), the part of the value chain that has the most high growth potential (for individual as
well as aggregated businesses) are businesses that focus on the development of Digital Content.
Digital Content is complex to define as it as it is less than 10 years old and has developed out of
the increasing convergence between sectors that used to have distinctive and separate value
chains such as film, television, animation, computer games, mobile technology, and software.
Figure 7 shows that over 60% of Creative Industries activity in London is in activities where the
digital application of content is key 28 .

A further interpretation can now be made: Skillset, in their 2004 Employment Census of the
Audio Visual Industries, gauge that 27% of Audio Visual activity in London takes place in West
London. This compares to 53% in Central London, 11% in South London, 7% in East London,

  Even if visual arts employment figures are introduced, this proportion will remain above 50%. In terms of GVA and
growth, it is likely to be a far higher proportion.

                                                          26                   tom fleming / creative consultancy/
and 2% in North London 29 . The 2004 Skillset Audio Visual Skills Action Plan for London – one of 7
FRESAs – shows that London accounts for:

     -    Just under 50% of the total UK Audio Visual workforce of 250,000

     -    28% of all companies in a sector worth £22.7bn nationally in 2000, and that includes
          some of the most economically productive activities in the UK 30

     -    Taking into account the incorporation of photo-imaging activities into Skillset’s footprint
          from 2004, Audio Visual activities will have a total national workforce of at least 400,000
          with a growth potential of 50,000.

The Audio Visual sector includes activities across television, some cinema, animation, radio, web
and internet, and games. It therefore has a significant overlap with a broader notion of the
Digital Content industries (which can include any creative content development process where
digital application is required). Correspondingly, West London contains by far the largest Digital
Content sector for any London sub-region outside of Central London. This is highly significant in
terms of understanding sub-regional sector potential, distinctiveness, and the required strategic

 A range of sub-regional and some local research reaffirm the significance of Digital Content
activities in West London over and above any other Creative Industries activity. For example:

     -   Exemplas (2004 p.5) identifies 38% of Creative Industries activity in West London to be
         in radio and television activities, with a further 27% in a range of digitally orientated
         activities (such as audio visual reproduction and ‘motion picture and video activities’)

     -   Significantly, Exemplas (2004 p.7) gauge that around 63% of all sector employment
         actually cuts across DCMS definitions as ‘non-sector-specific’. What connects activities
         within specific businesses are the technical and operational platforms. Convergence
         across a range of creative approaches and technologies is thus the main creative activity
         in West London This has implications for business support, training and a range of other
         support practices

     -   BEC estimate that non-digitally-orientated activities account for just 5% of Creative
         Industries activities across Brent, Ealing, Hammersmith and Fulham and Kensington and
         Chelsea. This is likely to be a significant over-estimate because activities such as design,
         performing arts, fashion and architecture are not considered. Nonetheless, digital content
         industries clearly dominate the sectoral profile, at least in Inner West London

     -   A range of studies provide illustrative evidence of the significance of the Digital Content
         Industries across the sub-region. These include 2003 research by ERA, which focuses on
         the potential for an advanced media hub at Ealing Green, centred around Ealing Studios,
         Ealing and West London College, and Thames Valley University; both of the City Growth
         Strategy baseline reports undertaken in the sub-region; and a range of feasibility studies,
         such as the redevelopment of Southall telephone exchange (BDP 2003).

  London accounts for 52% of the Audio Visual sector nationally.
  For instance, Gross Value Added (GVA) per job for film and video distribution was £203,000 in 2001, compared with
£27,400 per job for the UK service sector as a whole in 2000 (Skillset 2004b).

                                                         27                   tom fleming / creative consultancy/
2.1.4 The Contemporary Significance of Digital Content for a High Growth
Creative Economy
There are a number of specific reasons why Digital Content activities offer strong opportunities
for growth compared with other parts of the Creative Industries value chain. For example, unlike
most creative businesses that dedicate their energies to providing services, many of which are
costed and charged as ‘time-bound products’ (such as a design consultancy), digital content
producers are exploring new structures and production chains that provide access to rapidly
internationalising market opportunities. Key to these structures and value chains is the
understanding and exploitation of Intellectual Property Rights (IPR), which in its ability to provide
returns for businesses (and investors), can be likened to the role of patents in the technology and
software sectors. Businesses capable of identifying IPR that can be adequately protected, valued,
packaged and connected at low cost through (preferably numerous) distributors to the
consumer(s), are those that have the most scaleable propositions and that – for the purposes of
growth – have the most economic ‘value’ 31 .

In terms of Digital Content businesses, there are a number of other emerging reasons that add to
the growth potential and scalability of businesses active in this part of the Creative Industries
production chain:

Firstly the development of new platforms has led to an increase in the number of entry
points for businesses, which in turn has introduced a flexibility and scaleability into the sector
which is not so obvious in other parts of the Creative Industries. For example, within the Games
sub-sector, new platforms such as Interactive TV and Mobile Gaming offer start–up and small
scale opportunities for companies with a lower entry point of required development time and
investment relative to ‘traditional’ games markets such as for Consoles or PCs. While there is no
guarantee that success at this end of the market would enable a small firm to break into the
Games Console market, it brings potential investment opportunities to a wider range of often
smaller creative businesses, because smaller businesses that rapidly turnover new content can
grow very quickly, mirroring in many ways the ‘born globals’ of the technology sector 32 .

Secondly, digitalisation has led to considerable lowering of the costs of production in
traditional sectors, which in turn opens up both investment opportunities and development
opportunities. Within the Film sector, the shift towards shooting digitally rather than on celluloid
has considerably lowered the cost of production, which means that less investment is required to
make a film at an early stage. There are several implications of this: because less investment is
initially required, film-makers have more chance of retaining a bigger-slice of the rights in their
film; this in turn means that a film-maker has a greater chance of creating a sustainable stream
of income from exploitation of the IPR on future developments.

Thirdly, the growth of formats within the sector has led to an increase in the potential of
businesses to exploit secondary licenses of their work. This is particularly visible in TV and
Publishing, where English language products have a clear advantage and opportunity to exploit
large global markets including the US. While the rise of formats has not completely removed the
‘banking on a hit’ model of these sectors, it does mean that when a ‘hit’ is found (such as Harry

   Pratt, 2004b introduces this new age of opportunity for the Creative Industries through a focus on the influence of
technological change on content development: “Technological changes have created new organisational possibilities:
digitisation of separate analogue forms creates a new possibility of convergence of technologies, art forms, and
organisational structures, and critically, of producers and consumers” (p.3).
   However, it is not clear whether this ‘small is beautiful’ trend will continue. For example, in broadcasting it is possible
that larger production companies will acquire smaller companies, leaving remaining smaller companies to provide highly
specialised programming and associated services. Their ‘investable value’ and growth potential might therefore be short-

                                                              28                    tom fleming / creative consultancy/
Potter or Big Brother), there are now clear channels through which revenue can be maximised for
a sustained period of time.

2.1.5 Growth Opportunities Across the Creative Industries?
While the proliferation of new content-hungry platforms is of obvious potential benefit to new
generations of growth-focused Digital Content companies, IPRs in what might be termed more
‘traditional arts’ also have the potential to gain value. This means that ‘high growth potential’
is not the sole preserve of companies working directly through digital media, though
such businesses are far more likely to have such potential and to be in a position to establish
robust business models to that end. Opportunities for the ’traditional arts’ might be linked to the
demand from new television channels for increased ‘quality programming’, an increasingly media-
savvy consumer seeking to purchase visual art IPR through the internet, or an
opera/theatre/dance company building a protected portfolio for sale to television, radio and – by
extension – through alternative commercial routes such as merchandising.

Moreover, high growth Digital Content activities are absolutely dependent upon the co-location of
a much broader range of creative activities – including mainstream visual and performing arts.
Digital Content businesses operate more effectively and innovatively within a wider ‘creative
ecology’ where value chain relationships exist with ‘board and brushes’ activities. It is through
new technology/old technology synergies that many new ideas are generated, and/or it is from
‘old approaches’ that career paths in new approaches are forged. In addition, the presence of
healthy and diverse creative milieu that inter-connects a wide range of activities through an
overall ‘creative critical mass’ is far more likely to attract new high growth digital businesses –
enticed by the energy, creative possibilities and overall cultural ambiance. Research that
underlines the importance of having rich cross-sub-sectoral and inter-generational Creative
Industries activities for a sustainable high growth sector ranges from commentaries on building a
creative cluster or quarter (See Jayne and Bell 2003) to commentaries on attracting the highest
skilled and most tolerant citizens to an overall ‘creative city’ (See Landry 1999 and Florida 2002).

Therefore, though West London’s key strength lies in its Digital Content industries – this is where
the high growth and distinctive place in the market will be forged – this strength is absolutely
dependent on a strong and diverse creative ecology that includes visual arts, performing arts,
craft, design, fashion and so on.

2.1.6 Why a Digital Concentration in West London?
There are a number of additional factors that indicate why Digital Content industries play such a
vital role within the broader Creative Industries ecology of West London. Many of these will be
explored through the Borough-by-Borough snapshots in Section 3. They include a mix of
historical, geographical and infrastructural assets:

    -   The presence of the BBC has an enormous catalyzing influence on the creative
        ecology of the sub-region. As the BBC changes – operating across new platforms,
        engaging with new forms of content – so the range of supporting companies (large and
        small) change. The BBC is of course increasingly hungry for a range of content and
        service providers – especially due to the outsourcing of services and legal requirements
        to contract independent production companies. The complex sub-regional value chain
        impact of the BBC requires more detailed attention through additional research

    -   The presence of other large media companies and facilities is also significant:
        there are long-term ‘survivors’ such as Ealing Studios and (the relatively new) Fountain
        Studios in Wembley; plus newcomers such as the Discovery Channel at Chiswick Park
        and (relatively established) BSkyB nearby. Such companies require a large workforce of
        flexible content producers (often freelancers) to survive. Similarly, large publishing

                                                29                tom fleming / creative consultancy/
            companies in West London are content-hungry, even if a lot of content is produced in-

       -    The presence of a large and expanding technology sector that stretches across
            the South-East region with concentrations in a range of locations such as Bracknell and
            Guildford. Companies such as Microsoft, Nokia, Sony Ericsson and the cable operator NTL
            have made major investments in new access devices and distribution methods. New
            content is required here. With new business models that allow connectivity between
            content producer and technology providers, a global content and technology cluster is a
            realistic proposition for West London and the wider South-East (along the Thames Valley)

       -    The proximity to global markets and value chains, plus ease of access to
            central London: digital content by its very nature flows globally. This to an extent
            diminishes the importance of face-to-face trading and interaction. However, there are
            social and creative imperatives that this on occasion takes place, which in turn places an
            emphasis on issues of access and connectivity (including to flows of global capital)

       -    A highly skilled, innovating workforce that increasingly operates across different
            parts of the value chain to provide a range of services and products. The downsizing and
            increased outsourcing from large companies and institutions is a major influence here. So
            is the role of the Further and Higher Education sector and wider skills and learning sector
            in advancing the competency and innovativeness of the workforce, although progress
            can always be made here

       -    There is sufficient diversity in the types of Creative Industries activity in West
            London to allow for innovative hybrids that can keep the sub-region ahead of its
            competitors. The concentrations of web design, e-learning, music and games companies
            in Hammersmith; the emergent music sector in Brent; the strength of film at Ealing; the
            breadth of television production; the telecoms and technology clusters of the M4
            corridor; and the vibrant and often surprising mix of businesses from the town centres to
            the suburbs; all contribute to what might become a better connected creative ecosystem
            or vertically integrated system where ideas can cross-pollinate (with the support of public
            agencies and education institutions) to produce very advanced and distinctive content.

2.1.7 The Significance of Other Non-Digital Creative Industries Activities
Although it is clear that Digital Content industries – from broadcasting to web design – play a
dominant and defining role for the Creative Industries sector in West London, the sub-region has
strong concentrations of productive activity across the sector. Much of this is discussed in the
Borough-by-Borough snapshots undertaken in Section 3 below. For example, there is an
emergent fashion sector in Ealing, particularly concentrated in Southall. Creative practitioners
here specialize in South Asian fashions and new hybrid forms that combine UK and South Asian
styles. Other examples include the concentration of craft and design activities at Redlees House
in Isleworth, Hounslow; visual arts at ACAVA studios and other studio complexes; performing arts
across the numerous theatre and performance spaces and studios in the sub-region; widespread
independent music-making in Brent 33 .

It is here that links to the voluntary, community, not-for-profit and subsidized Arts and Cultural
Sector are at their strongest. The recently published report for the Western Wedge Partnership –
The Western Wedge: Assets, Challenges and the Way Ahead – provides an overview of these
activities in West London. Moreover, this report signals the important relationships between
activities such as illustration and dance and the commercial, often digital Creative Industries

     See the 2004 ‘Below the Surface’ Creative Industries Development report for Brent Council.

                                                             30                   tom fleming / creative consultancy/
sector: they all operate as part of a complex ecosystem where commercialization is always an
option and ideas generation and practice from local communities will one day be ideas generation
and practice for local businesses. It is important therefore not to separate small-scale, often
informal, old technology creative practice from a fast-moving, commercial, new technology
sector: the interdependence is crucial.

                                              31               tom fleming / creative consultancy/
3.0 Borough by Borough Sector Snapshots
This Section of the Framework provides a snapshot of each West London Borough in terms of
their sector profile. This is constructed as a type of SWOT analysis, taken to include:

       -    Major sub-sectoral and activity patterns

       -    Key businesses, institutions and concentrations of activity

       -    Sector development opportunities

       -    Sector development challenges

       -    Examples of projects and programmes requiring strategic attention from Steering Group

3.1 Brent: The Significance of Wembley and Emergent Small Creative

3.1.1 Major Sectoral and Activity Patterns
Brent is characterized by its mix of suburban and inner-city locations, with a range of light
industrial and retail concentrations, plus the huge flagship project of the New National Stadium at
Wembley. There are 3 main patterns of activity here, each largely unconnected:

       -    A very strong Arts and Cultural sector, supported by a relatively well-resourced and
            influential Borough team – Creative Development 34 , plus an emergent small Creative
            business economy (much of it BME-led) that operates across the Creative Industries
            value chain and shows little evidence of a sub-sectoral pattern. A range of festivals (such
            as Respect), key cultural institutions (such as the Centre for Patadars and the Tricycle
            Theatre), and arts initiatives (such as the Wembley Public Arts Strategy), all provide a
            diverse and progressive underpinning to the emergent small creative business economy
            and to the larger-scale commercial operations introduced below

       -    A significant presence of media companies and facilities – mainly located to the South of
            the Borough in Park Royal, plus the nationally significant Fountain Studios at Wembley

       -    An increasing though little-understood micro and freelance creative economy, located
            across the Borough but more populous in the suburban and town centre locations (rather
            than industrial areas and relatively deprived housing estates)

3.1.2 Key Businesses, Institutions and Concentrations of Activity
Major concentrations of activity are in Park Royal – the UK’s largest business park, and the
environs of the New National Stadium at Wembley:

Park Royal:
Park Royal is located across the boundaries of 3 Boroughs: Brent, Ealing and – towards Willesden Junction –
Hammersmith and Fulham. The Park Royal/Wembley/White City (PRWWC) City Growth Strategy (CGS)
area 35 (The ‘Western Arc’) is much larger area with a major concentration of Creative Industries activity of
regional if not national significance. PRWWC has over 670 Creative Industries businesses, employing over

     See www.brent.gov.uk/creativedevelopment
     See CG Phase II: Baseline Report Park Royal/Wembley/White City 2004 p.19

                                                          32                    tom fleming / creative consultancy/
20,000 people. Film and Television is one of the 4 sector priority areas for the CGS. The greatest
concentrations of employment are in reproduction of video recording, market research and public opinion
polling, motion picture and video distribution, and television activities. The presence of the BBC at White
City (and Outside Broadcasts at Park Royal) is a major driver for this sector locally and sub-regionally, giving
rise to many private freelancers and subcontractors. However, a number of film and video projects have
moved into the area over recent years.

Within the more contained Park Royal area, key to success as a centre for Creative Industries activity is
proximity to central London and the BBC; some relatively affordable though basically equipped space that
can be utilized flexibly; and increasingly strong opportunities for complementing other neighbouring
businesses. An example of how each of these factors benefits creative business development in Park Royal
is evident in the numerous props, lighting and camera storage and distribution companies in the locality.
Each can access markets and suppliers with relative ease, storage is plentiful and discrete (often hidden in
storage ‘sheds’), and support services are strengthening (through the CGS and Park Royal Partnership 36 ).

Indeed, there are over 134 companies in Park Royal that provide services to film, television, music and
media. It is West London’s, indeed London’s centre for prop and costume hire (e.g. Farley’s Hire), studio
stills and lighting rental (e.g. Park Royal Studios and Avolites); as well as a major concentration of post-
production (e.g. GM Editing) and studio provision (e.g. Black Island Studios). The Park Royal Partnership
provides a useful map of creative companies in the area, co-ordinated through a specialist Project
Development Officer.

There are major development opportunities for further Creative Industries expansion into Park Royal. They
relate to the potential for media development on the soon-to-be-demolished Guinness brewery site;
improvements to safety, cleanliness and the general public realm; improved production and office space
offered on more flexible terms; and more advanced networks and value chains. With regard to the latter,
there is a real need for ‘network spaces’ or ‘meeteries’ such as events, cafes and fora.

The PRWWC CGS and Park Royal Partnership are strategically leading this process (such as through the
&action property brokerage service for film and TV companies), although crucial to their approach is
a more vocal, connected and contributing creative business community: Park Royal will only grow as a
sustainable Creative Industries cluster with the support and leading edge of existing and incoming

The New National Stadium and Environs at Wembley
The 90,000 seater stadium is part of the £757m Wembley Stadium development, with a 42 acre area around
the stadium including sporting, leisure, cultural, accommodation and commercial centres. It is a
development of national if not international significance. There is significant potential to introduce a range of
Creative Industries and cultural uses to the wider development area (including land owned by the LDA).
Vital here will be locating activities within existing local and sub-regional value chain structures.

For example, next door to Wembley Stadium is Fountain Studios, the largest single television studio in the
UK. The studio employs over 40 people full-time and provides a facility for many hundreds of Creative
companies throughout the year. The studios specialize in live light entertainment shows – such as ‘The X
Factor’, ‘Pop Idol’ and ‘Test the Nation’. Uniquely, the studio can be divided for small shows such as ’The
Kumars at No 42. During the course of a year, Fountain Studios attracts audiences in excess of those
attracted by the old Wembley stadium over the same period of time. It is therefore a major contributor to
the local economy simply in terms of its impact on local shops and services. Of more significance to this
Framework are the many small creative companies (and some larger ones – such as the BBC and Celador)
that depend on Fountain studios for project opportunities. During shooting days, more than 300 creative
practitioners may be working on site – often freelancers from across the sub-region and beyond.

Fountain Studios, like other major generators of income and growth for the sub-regional creative economy,
should be considered a major asset and efforts to support it should be commensurate with its importance.
The studios have significant expansion plans (a 2nd studio is required to meet demand) – and the aspiration

     See www.parkroyal.org

                                                      33                  tom fleming / creative consultancy/
is to expand locally; they would benefit from complementary businesses clustering in the vicinity; and they
could contribute to strategic decision-making processes on issues such as property and skills.

It is important in Wembley and elsewhere that existing assets are acknowledged and supported prior to the
introduction of new activities. Fountain Studios are therefore an important component of the large-scale
development of Wembley. Complementing and supporting Fountain would advance the success of incoming

In addition, a range of other factors must be considered in the ‘Wembley creative proposition’. These

    -    The challenge of connecting community and commercial Creative Industries agendas

    -    Connecting commercial Creative Industries agendas to those of commercial property developers

    -    Ensuring the quality of the public realm outside the stadium befits a site of national significance

These and other issues are currently being considered in a study for Brent Council on potential cultural and
Creative Industries activity in the wider Wembley development. This report will show how Wembley can
provide a distinctive and unique range of capital development propositions that combine creative
workspace, showcase and spin-out space – towards a mix of creative developments that achieve
critical mass and complement exactly the aspirations for the broader Wembley development as
well as the aspirations for existing or neighbouring activities, including Fountain Studios.

3.1.3 Sector Development Opportunities in Brent
Below are the main sector development opportunities in Brent. Recommended actions, responses
or considerations are also introduced:

    -    The New National Stadium and environs at Wembley: a place for Creative workspace,
         performance space and facilities expansion in a high profile location. A Wembley, iconic
         architecture and a high quality public realm will provide a landscape for cultural sector
         activities to connect with commercial Creative Industries activity. This is currently being
         explored through research commissioned by Brent Council, which includes a focus on
         how Planning Gain monies can be used for cultural and creative purposes. This is being
         informed by discussions with the developers Quintain. Further more detailed research is
         required which will include a focus on the implications of the successful 2012 bid on
         cultural and Creative Industries issues in the area and the role of the LDA – a major land-
         owner close to the stadium

    -    Park Royal: an improved public realm (including a focus on safety) is required to attract a
         wider range of creative businesses; value chain relationships can be enhanced between
         firms in the locality and firms elsewhere; and a range of major development
         opportunities are forthcoming – such as for workspace and facilities at the old Guinness
         Brewery site. The Park Royal Partnership with PRWWC should work to ensure that
         interventions and developments are business-led

    -    BME Creatives: Brent is not maximizing its creative asset base, with many BME creatives
         unable to break into sustainable Creative Industries employment. Therefore, a major
         opportunity for sectoral growth and distinctiveness is being missed. Too often activities
         remain in the informal sector as ‘cultural activities’. Strong commitment is required from
         partners in skills and learning and business support, to appropriately target intervention,
         with a particular emphasis on higher growth Digital Content industries. A positive
         example of intervention is Working Broadband – a project led by ABI associates Ltd
         which is currently operating across Brent, Harrow and Hillingdon to facilitate creative

                                                      34                  tom fleming / creative consultancy/
            enterprise among BME communities. This is a £2.6 m Equal project (other partners
            include BBC, Channel 4, LDA) which aims to use broadband technology to improve
            opportunities and career prospects for BME groups. By exploiting fast broadband access,
            the project aims to showcase new creative talent from BME communities in Web film,
            Web radio, Bollywood, TV, Fashion and Music.

3.1.4 Sector Development Challenges in Brent
Main challenges include:

       -    Improving and increasing high quality Creative Industries workspace provision. This
            ranges from appropriate and affordable workspace for micro creative businesses to high-
            spec media space at Wembley and Park Royal. Currently, the Creative Industries in Brent
            have limited growth potential due to the inappropriateness of workspace, especially for
            content businesses, and the low levels of concentration of available workspace (other
            than Park Royal). Creative businesses benefit from physical clustering; in Brent,
            opportunities are few for clustering complementary business activities. Opportunities
            currently being explored for establishing a high profile presence of Creative Industries
            workspace at Wembley. Specialist workspace managers and intermediaries are to be
            recruited to test issues of demand to ensure any public investment can be legitimized

       -    Improving networks: Brent has an under-networked Creative economy – both internal to
            the Borough and with businesses across the sub-region. For example, connectivity
            between small Design firms in the Borough is weak, and such firms are unlikely to be in a
            position to forge relationships with potential client businesses in other parts of the
            Creative Industries (such as music companies). Park Royal is the most connected part of
            the Borough, largely through the work of the Park Royal Partnership. The Seer website 37
            will play an increasingly important role for arts and cultural organizations; a similar
            vehicle might be recommended for small and emergent creatives. Larger creative
            businesses and facilities – such as AFM Lighting Rental in Stonebridge – are well-
            networked within the industry (with clear trading relationships with the BBC, Ealing
            Studios etc.) and require less support. However, even they may benefit from improved
            connectivity with and awareness of micro businesses in the Borough

       -    Improving the creative asset base: developing opportunities that link BME entrepreneurs
            to relatively inactive and low income BME groups, is recognised by the local authority as
            a major challenge that must be faced if the local economy is to prosper and if levels of
            marginalization and deprivation are to be reduced. This is relevant to the Creative
            Industries, with few BME creatives accessing successful creative careers, and the links
            between the successful and the emergent particularly weak.

       -    Improving partnerships: such as between local authority departments so that
            opportunities to develop the creative economy are pursued alongside broader
            approaches to arts and cultural provision; and between business support providers so
            that signposting of businesses to services and businesses to businesses is more advanced

       -    Increasing specialism: access to high quality, flexible, specialist Creative Industries
            business support, is not locally available for creative businesses from a range of niche
            areas. Partnership with regional and sub-regional partners will be of assistance here, as
            will a more industry-sassy local business support offer

     See www.theseer.info

                                                    35               tom fleming / creative consultancy/
    -   Improving the public realm: Many areas in Brent do not have the same quality of public
        realm as other comparable areas in the sub-region. For example, some of the town
        centres suffer from cluttered streets and low levels of navigability. This is changing, with
        initiatives such as the ‘Café Quarter’ in Wembley and the Wembley Public Arts Strategy.
        An improved public realm elsewhere will establish Brent as a more attractive place to
        develop a creative business. Creative businesses should be consulted to identify the
        types of ‘creative landscape’ that match their commercial identities.

3.2 Ealing: A Borough of Concentrated Creative Locations

3.2.1 Major Sectoral and Activity patterns
Ealing has a range of very significant Creative Industries assets and opportunities. The Borough
includes much of the Park Royal – the UK’s largest business park and home to close to 170
creative businesses (see 3.1 above for more detail); Southall – the major concentration of South
Asian businesses and services in London and an increasingly dynamic centre of creative
production; Acton – with emergent micro creative companies and established facilities and
services companies (mostly for media activities); and Ealing Green – with the unique mix of
Ealing Studios, Ealing Institute of Media, Thames Valley University’s (TVU) Faculty of
Arts/‘London College of Music and Media’; and Pitzhanger Manor House and Gallery - a vital arts
and cultural resource for the Borough. Ealing is also home to significant numbers of creative
freelancers, many of whom will not have been identified through previous mapping
methodologies. More research is required to identify these workers and develop profiles of their
positions in sub-regional Creative Industries value chains.

Unlike Brent, which has a much smaller, more fragmented and emergent creative economy,
Ealing has for many years played a strong role as a centre for media production and support, as
well as a place of residence for media workers at large institutions such as the BBC. In part this is
due to the location of the Borough – connecting central London to Heathrow along the M4 and
M40 corridors (the Borough is at the heart of the ‘globally connected’ sub-region – see Section
2.2.3), and ease of access to the BBC at White City. However, it is also due to a combination of
established and emerging assets:

    -   The historic influence of Ealing Studios, the world’s oldest studios and a guarantor of
        media activity in the Borough. Recent and planned developments establish the studios
        and environs as more significant than at any time for 40 years

    -   The increasing sectoral specialism of the Further and Higher Education sectors,
        evidenced through high quality new developments (with Ealing Institute of Media leading
        the way) and a commitment to developing sub-regional and regional partnerships so that
        their influence and recruiting grounds have a long reach

    -   Relatively focused and committed public sector support across a range of areas, including
        a commitment to place business at the heart of processes that shape support – in
        particular the work of Southall Regeneration Partnership (which also manages the
        Heathrow City Growth Strategy), Action Acton, and ‘Creative Links’ (a strategy and
        partnership connecting major sector stakeholders across the Borough, focused through
        Ealing Green, with a growth, learning and skills agenda paramount).

3.2.2 Key Businesses, Institutions and Concentrations of Activity
Creative Industries activity is prominent across the Borough. Indeed, it is likely that suburban
streets from Northfileds to Pitshanger will house many ‘hidden’ creative freelancers. Unlike
Hammersmith and Fulham, Ealing does not have the profile of large global creative companies.
Rather, its key sector characteristics are a strong facilities infrastructure (Ealing Studios and a

                                                 36                tom fleming / creative consultancy/
range of studios at Park Royal); fast-growing media SMEs (with a very strong digital content
focus); creative services and equipment (in Park Royal and Acton); and an increasing number of
innovative, globalizing BME micro businesses operating across different Creative Industries sub-
sectors, with particular strengths in fashion and media services (such as web design).

Park Royal
Park Royal is featured in 3.1 above: it spans the 3 London Boroughs of Brent, Ealing and Hammersmith and
Fulham. Most of the site is in Ealing. It is probably the largest concentration of film and television facilities
and services in the UK. New Creative content is not a strength of Park Royal. Major companies in the Waling
part of the site include: Dukes Island Studios and Black Island Studios (collectively one of London’s largest
film and television studio complex offering six stages, commonly used for making adverts and videos); VFG
(camera, grip and lighting rental); and the BBC Resources Costume Hire Department. Non-film and
television activity includes Boden, the catalogue fashion company (which has just one shop – on the edge of
Park Royal).

Acton is an important sub-regional centre of emergent small creative businesses across the Creative
Industries, and for services and infrastructure companies (such as lighting rental) at the edge of Park Royal.
Action Acton 38 provides a range of specialist Creative Industries support services, working as part of the
Focus West Programme 39 – the sub-regional portal for media development. The Action Acton ‘Flash News’ –
an online newsletter – provides an important intelligence and networking function for the sector. In addition,
with LDA support, it will be an important provider of Creative Industries workspace for the sub-region. For
Acton to have a long-term significance as a concentration of Creative Industries activity, access to
appropriate and affordable workspace is required. Plans to develop a media centre model in Acton are
currently being proposed. However, workspace provision alone will not advance the sector in Acton as
desired: efforts are also required to improve inter-firm networking and collaboration. Currently, the creative
service companies in Acton (such as lighting rental and props) are well-networked as part of sub-regional
media value chains, yet small emergent content businesses in Acton (especially those that are BME-led) are
under-connected and relatively isolated.

Southall and Heathrow City
Southall presents a major Creative Industries development opportunity for West London. It is a hotbed of
creative energy and activity and an enormous generator of new creative products and ideas. New and
existing businesses in the area are shifting the emphasis from retail and distribution to ideas origination and
product development – especially in fashion, jewellery and media. With diverse cultural influences from
South Asia and the UK, new innovative hybrids are being developed that could drive Southall towards a role
as a ‘gateway’ and ‘catalyst’ for processes of creative exchange that connect South Asia to London and the
UK. However, for Southall to operate as a sustainable centre for creative production and as a destination
location for creative consumption (such as through the shops and venues), a range of difficult challenges
must be faced. These include:

     -   Improving the creative and business skills of practitioners, such as by widening access to learning
         and skills resources at important sub-regional assets such as Ealing Institute of Media

     -   Enhancing networks and value-chain relationships between the predominantly small and emergent
         creative producers and larger/more established retailers and distributors

     -   Improving workspace opportunities – activities are currently too scattered and much work is
         ‘hidden’ in residential addresses

  See www.actionacton.com
  See www.focuswest.co.uk: Focus West is part of a £2 million budget project funded until 2006 by the LDA and BBC.
Focus West's aim is to support the development of Inner West London's existing media cluster, to provide the
environment for long term growth of existing media SMES and of the West London media sector as a whole. Services
include online business advice, specialist events, and an on-line directory of creative businesses.

                                                         37                  tom fleming / creative consultancy/
       -    Increasing global connections and supporting international trade – particularly with South Asia.

       -    Encouraging more high growth digital content activity from BME creatives

       -    Improving strategic and value chain relationships with the rest of the sub-region –
            particularly high growth media activities further east

A number of initiatives are underway to address some of the above. The Southall Regeneration
Partnership 40 is leading a range of programmes, including the Heathrow City Growth Strategy 41 , which has
been provided by the LDA with £7 million for next 3 years. This spans 3 London Boroughs: Ealing, Hillingdon
and Hounslow. Projects include:

       -    Gateway Asia project 42 – to increase trade with Asia by £150 million over the next few years. Part
            of the focus is on creative/media/fashion/jewelry

       -    Heathrow City Gateways to Business Programme – with the Creative Industries one of 3 main
            sectors (with manufacturing and services). It works to maximize the enterprise and entrepreneurial
            opportunities and aspirations of the area – as outlined in the HCGS Action Plan 2004-07; harness
            the flair and ambition of the area’s ethnically and culturally diverse communities; deliver real and
            sustainable economic growth and prosperity over the next 35 years. This will be developed over 3
            cross-cutting hubs – Heathrow City Enterprise Hub (business support for start-ups, micros, BMEs);
            Heathrow City CREATIVE HUB (including incubation units, ICT and e-enabling training services; a
            Hub Manager is soon to be appointed), maximizing the strengths of Bollywood and Asian
            entertainment and tourism industries; and Heathrow City Trade Hub (on-line, bespoke package of
            business support products and services via the Gateway Asia portal)

       -    Routes to Work – a package of job brokerage, training etc. to help residents access the labour
            market; increasing more vocational training. This includes the implementation of a 2nd Labour
            Strategy for Heathrow

       -    Young Entrepreneur Action Programme – to create, embed and support a local entrepreneurial
            culture based on knowledge, choice and innovation to develop local competitive advantage. There
            are four strands: entrepreneurship in education; entrepreneur business counseling – one to one
            business counseling service inter-linked with business skills workshops and training courses;
            business development – enhancing the Prince’s Trust business programme through the
            appointment of a dedicated officer; and business incubators – 3 proposed at Southall Young Adult
            Centre, Cranford Community College, and St. Anselm’s

       -    Southall Business Centre – offering serviced offices, conference facilities, business support and an
            IT training suite to a range of companies that include some creatives

Vital is increasing participation and success for the BME creatives of West London. 40% of residents in
Heathrow city wards are of Indian descent, yet profiles of who owns and participates in small and micro
businesses show that white males dominate the Creative Industries, accounting for over 60% of sector
employment. This will require a widening of the sector baseline in Southall – providing opportunities in new
interactive media and digital content as well as existing strengths such as radio and printing/publishing.
Major activities across wider Heathrow matrix area include: software development, computer servicing,
marketing/advertising, totaling over 23,000 Creative Industries jobs. However, few of these jobs are in high
growth and scaleable content origination and development, and even less are BME-led.

There is also a need to improve premises and workspace for aspiring and growing creatives. Heathrow CGS
research shows that 40% find current premises inadequate. Many cannot access or afford appropriate

     See http://www.southall-partnership.org.uk/b_home.htm
     See http://www.southall-partnership.org.uk/b_home.htm
     See http://gatewayservices.co.uk/srp/

                                                             38             tom fleming / creative consultancy/
Ealing Green
Ealing Green is fast-emerging as one of the most important concentrations of Creative Industries activity in
London. Its importance is not through the number of businesses or jobs located there, although this is
significant – especially when filming is underway at Ealing Studios. Rather, its importance lies in the
increasing interconnection of different parts of the media value chain and business development chain: from
college entry to feature film within the same ‘super-campus’.

Substantial research has been undertaken to conceptualise how different stakeholders can work together to
establish a high profile, high quality and high productivity Creative Industries Hub for Ealing and West
London. Much of this operates as pre-feasibility for the expansion and improvement of Ealing Studios 43 and
direct feasibility and development work towards the new Ealing Institute of Media. Rather than undertake a
wholesale revisiting of the findings of previous research, the main features and assets of the ‘creative
components’ of Ealing Green are introduced below. Development opportunities and challenges are
introduced further below, outside of this box.

A: Ealing Studios 44 : The internationally famous Ealing Studios is a vital brand and resource for the
Creative Industries sector of West London and a crucial resource for the capital’s film industry. With Three
Mills in Newham, it is the only studio complex with easy access to central London capable of hosting feature
films; over 2,000 creative businesses utilise the 270,000 sq. ft of facilities and commercial opportunities at
the studios each year 45 ; it is a major source of inward investment (for example, Woody Allen is currently
making his second feature film at Ealing in 3 years); and recent investment by the owners (Manhattan Loft
Corporation 46 ) in the studios and on-site flexible business units has heated-up creative activity and enabled
an increasing on-site specialism in relatively high growth activities, especially animation.

Considerable feasibility work has been undertaken on development opportunities at the studio, with
improvements to the sound stages necessary to maintain a competitive edge in feature film development.
Additional work and ongoing discussions with key partners includes increasing workspace (together with
Phase 1, over 130,000 square feet of flexible new space in 10 new buildings), a visitor centre and public film
archive (in collaboration with the British Film Institute), and a heritage walkway linking the studios to
Walpole Park. However, the greatest development opportunity based on strong public/private sector
partnership lies in the British Telecom exchange building between the studios and Ealing Institute of Media.
This site has enormous potential as a type of much-needed creative incubator space that connects the
agendas of Ealing Studios, Ealing Institute of Media, and Thames Valley University. This is discussed in
‘Sector development Opportunities in Ealing’ below.

B: Ealing Institute of Media 47
Part of Ealing, Hammersmith and West London College, the new Ealing Institute of Media is a production,
learning and skills complex that greatly advances specialist media development opportunities in West
London and provides an essential creative skills resource at the heart of the Ealing Green ‘hub’. The
Institute, which opens in September 2005, offers an innovative spread of learning and skills opportunities,
with film and television, animation, interactive media and graphic art and design vertically integrated
through a focus on the generation of content 48 . Mainstream media courses are mixed with specialist short
courses, supported by guest lectures, employers’ fora and master classes to provide a rich mix of
opportunities for a student base that will expand from 300 students per year to up to 1,000 by 2008. Over
80% of students are from BME communities, thus establishing the Institute as a critical gateway for media
careers in a sector that remains disproportionately white.

The Institute has Skillset/UK Film Council Screen Academy status and LSC COVE status, which is of great

   The largest piece of work was undertaken by ERA (2003): ‘Creativity, Learning, Diversity, talent: Proposal to Develop a
Creative Industries Hub at Ealing Studios’ – prepared for the LDA.
   See www.ealingstudios.com
   See ERA 2003.
   See www.mannhattanloft.co.uk
   See www.hwlc.ac.uk
   Rather than horizontally integrated, where creative practice is limited to a particular part of the Creatiev Industries
Value Chain. With a vertically integrated approach, opportunities exist for creatives to work in an interdisciplinary way –
just as many creative businesses.

                                                            39                    tom fleming / creative consultancy/
significance in ensuring that aspirations to connect learning and skills agenda to industry needs are fully
met. Critical to the inclusive and innovative growth of West London’s Creative Industries sector – and
particularly its digital content sector – will be the role of the Institute as a generator of creative practitioners
able to drive the sub-region forwards as a centre of creative skills in high growth activities such as
interactive media. The Institute will be required to play a lead role as a generator of partnerships, a
facilitator of strategic change, and a lead intermediary that connects agendas such as business support,
business-led networks, and specialist workspace. With emergent partnerships across the sub-region (from
Acton High School to its role at the heart of the Ealing Green partnership), and an agenda that connects
new young creatives to a transforming industry, the Institute must play a lead sector development role. Its
potential to provide a lead interface with Creative London, Skillset, Film London, and other major regional
partners, should be pursued, although support will be required in advancing its governance capacity and
expertise. This is discussed below.

C: Thames Valley University (TVU) 49
TVU is working increasingly closely with local and sub-regional partners to develop a flexible and industry-
focused approach to formal learning in the Creative Industries, with a particular specialism in music, media
and the arts. Over 2,000 students benefit from a cross-disciplinary approach to creative learning. Over £4.5
million is being invested in the St. Mary’s campus in Ealing to improve specialist media provision. With 2
other campuses in the South-East (at Reading and Slough), TVU is also able to connect sector development
concerns in West London to a super-regional approach – such as through the dedicated approach to sector
support at the Slough Enterprise Hub (one of the specialist on-the-ground support projects of South East
England Development Agency 50 ).

TVU is also part of a successful Higher Education Innovation Fund (HEIF) bid, as part of the WestFocus
Consortium that includes Brunel, University of Westminster, Royal Holloway, Kingston, Roehampton, and St.
George’s Hospital Medical School. This will seek to improve the sub-regional innovation infrastructure
through a range of knowledge transfer and network initiatives. £12.5 million has been raised through HEIF,
with leverage anticipated from the RDAs. Outputs include 100 Higher Education start ups and spin ins
launched, 285 businesses started with innovation training, and 390 knowledge transfer programmes
undertaken 51 . A central activity will be targeted creative business network and exchange initiatives – led by
University of Westminster. WestFocus also provides a range of commercialization resources for the sub-
region’s creative (and other) businesses – such as the Seed Fund, Proof of Concept Fund and Venture Fund.
If connected to partners in business support, Further Education, and informal learning programmes,
WestFocus will have a valuable impact on processes of knowledge transfer and investment in a sub-region
that hasn’t maximized potential in this crucial area.

D: Pitzhanger Manor House and Gallery 52
Ealing Council’s Arts and Cultural Services department is run through Pitzhanger Manor House and Gallery.
Key concerns include providing visual arts development opportunities (including professional development
skills for artists), raising the profile of visual arts (such as through exhibitions), and widening opportunities
for BME creatives. This is a major cultural venue in West London. As well as exhibiting contemporary
professional artwork, the Manor also houses the largest collection of Martinware in the country. The Manor
is an important contributor to the ‘mix’ of cultural and Creative Industries assets at Ealing Green, operating
as an attractor of cultural tourism, a provider of important informal sector learning opportunities, and as a
venue for events. The ongoing redevelopment of the site will raise its profile and importance on a sub-
regional level.

3.2.3 Sector Development Opportunities in Ealing
Below are the main sector development opportunities in Ealing. Recommended actions,
responses or considerations are also introduced:

     See   www.tvu.ac.uk
     See   http://www.slough-hub.co.uk/
     See   http://www.hese.ac.uk/hese/news/downloads/heif2_successful_bids.pdf
     See   http://www.ealing.gov.uk/services/pm+gallery+and+house/gallery+history.asp

                                                            40                  tom fleming / creative consultancy/
-   Ealing Green: The concentration of activities and the emerging partnership at Ealing
    Green presents one of the most significant and unique development opportunities for the
    Creative industries in West London. The expertise, resources and profile of Ealing Green
    can provide specialist opportunities for creative businesses and aspiring creatives across
    the region if effectively connected to places and partnerships. For example, value-chain
    relationships between media companies in Southall and Ealing Studios can be developed
    to drive new products and ideas as part of an emergent ‘UK Bollywood’; and
    opportunities for young BME creatives can be increased at TVU and Ealing Institute of
    Media. However, Ealing Green will not operate to its huge potential if partners are not
    resourced to improve their offer. This is particularly important with regard to workspace:
    there is a lack of affordable and appropriately specialized workspace in West London –
    especially workspace that is effectively embedded within innovative commercial,
    educational and support infrastructure. Opportunities to develop affordable incubation
    workspace in the BT exchange building at Ealing green should therefore be pursued, with
    the partnership of local institutions each contributing to the management of any project
    feasibility and – eventually – to the management of any new workspace. The LDA should
    be pressed to play a lead role in investing in such a facility – if the feasibility work
    uncovers significant sector development potential at the site

    In addition, partners at Ealing Green provide a unique combination of high end
    commercial and high quality learning and skills provision. Each works across the sub-
    region and beyond in Creative industries activity. This sub-regional reach, cross-sectoral
    activity, and link between access and high growth, present Ealing Green as perhaps the
    most convincing location for any proposed Creative London Hub infrastructure. However,
    for this to be effective, partnerships across the sub-region – from Harrow to
    Hammersmith – will need to be improved. The work of the Creative Industries Steering
    Group for West London could provide support in advancing this and agreeing working
    relationships on behalf of Creative London. This is discussed further in Section 4

-   Park Royal: See the input on Brent in 3.1 above

-   Acton: Acton has the potential to operate as an important secondary concentration of
    Creative Industries activity, with an increasing focus on new digital content development.
    However, this will require improved workspace provision and better network and value
    chain support to connect activities more firmly to West London Creative Industries value

-   Southall and Heathrow City: Two main opportunities are dominant here – to increase
    participation and success in creative content origination and development for BME
    communities, with a focus on fashion, music and media; and to exploit global
    connections – particularly to South Asia. West London can become a global hub of South
    Asian influenced creative content, particularly in digital content. For this to occur,
    connectivity between ‘mainstream assets’ such as the BBC and Ealing Studios will need to
    be made with up-and-coming assets such as small globally focused media companies
    based in Southall. Currently Southall is too isolated from wider sub-regional creative
    value chains and support infrastructure and global development opportunities to fully
    exploit its creative potential. Connectivity and the brokerage of new trading relationships
    and strategic partnerships are key.

                                            41               tom fleming / creative consultancy/
3.2.4 Sector Development Challenges in Ealing
Main challenges include:

    -   Improving and increasing appropriate and affordable workspace: This is vital for
        emergent businesses if they are to move beyond a project-to-project ‘subsistence’
        approach to business development. It is also an important means of strategically
        connecting learning and skills to business support to value chain development. Specialist
        incubation and interface spaces can conflate each of these often disparate and
        uncoordinated activities. However. More intelligence on demand/supply issues is required
        here to better understand issues of ‘market failure’ in property provision and access

    -   Improving networks and value-chains: While networks and value chain relationships in
        Ealing are reasonably strong for established media companies (for example, there is a
        level of tacit knowledge in film and television industries of where to find the lighting
        companies), small, early stage creative content companies are very much under-
        connected and in some cases isolated to the extent that growth is severely impaired. This
        is despite the positive impact of network initiatives such as those brokered by Focus
        West. There is a strong need for more informal, business-led networks that allow
        different types of business to encounter each other and undertake exchange. However,
        these will only be forthcoming where there is a commercial rationale or benefit for
        participation – such as there is through the Wired Sussex networks in the South East or
        the Digital Media network in London’s City Fringe. There is also a need to face-up to new
        global challenges, where parts of the value chain can be developed more cheaply outside
        of West London and the UK: digital content development must take a lead role in the
        creative economy of Ealing if the Borough is to retain a strong and growing sector

    -    Increasing access to appropriate learning and skills opportunities: in line with the FRESA,
        driven by new partnerships (such as connecting Ealing Institute of Media to Southall),
        and focusing on effectively coordinating new opportunities such as the West London LSC
        Employer Skills Offer (see Section 4)

    -   Connecting digital and non-digital activity: such as linking visual arts activities in Acava’s
        Horn Lane facility (which has a specialism in digital arts) and Colville Road studios
        (Acton) with the programmes on Ealing College of Media. This will increase the growth
        potential of ‘traditional activities’ and provide new creative ideas to digitally orientated

3.3 Hammersmith and Fulham: Global Players, Local Challenges

3.3.1 Major Sectoral and Activity Patterns
Hammersmith and Fulham has the largest Creative Industries economy in West London across all
indicators. It is home to some of the largest creative globals in London, such as Haymarket
Publishing; major record labels EMI, Polydor and BMG; and new media companies such as AOL.
By far the major Creative Industries employer is the BBC at White City, which also provides
myriad employment and trade opportunities for small creative content and service companies.
Indeed, there are many very small Creative Industries companies in the Borough, each
contributing to complex value chains across a range of sub-sectors. Research by BEC (2004)
identifies 524 creative businesses in Hammersmith and Fulham with 1-10 employees (compared
to 661 in Ealing and 544 in Brent). Some of these are based on the fringes of Park Royal, of
which a small area is within the Borough boundaries. The Borough is also home to some of the
most successful and fastest-growing media independents in the UK. For example, Escape Studios
in Shepherd’s Bush has recently been upgraded and expanded through private sector investment

                                                  42                tom fleming / creative consultancy/
to greatly advance its role as an independent media cluster with significant anchor businesses
such as Endemol. In addition, the White City Opportunity Area presents a major opportunity to
develop appropriate workspace for flexible, vertically integrated networks of creative businesses.
The master-planning exercise will identify the potential for a media cluster on the site, in close
proximity to the BBC business units and BEC’s incubator units.

A range of sector support initiatives are active in the Borough. For example, Business Enterprise
Centre (BEC) 53 provides a range of business support and advice services and has led the West
London approach to Creative London, which has been articulated through the Draft Inner West
London Creative Hub Investment Plan. BEC has also refurbished the ground floor of a new
building in the BBC White City Media Village (through LDA and ERDF Objective 2 monies) for use
by media SMEs (see below). Focus West operates in partnership with BEC to provide specialist
on-line advice, networking and intelligence support for the film and media sector of West London.
Funded by the LDA and BBC, it is the specialist portal for the sector and plays an important role
as a connector and facilitator across the major high growth part of the Creative Industries. Focus
West also manages the West London Film fund. Connections Communications delivers a wide
range of media training and education programmes, focusing on young people, with a
commitment to attuning intervention relative to industry needs. Support is provided by a range of
funders, including the BBC. As discussed below, bridging gaps between large and high growth
media activities and aspiring local people, is a major challenge in Hammersmith and Fulham.

Hammersmith and Fulham also has a strong arts and cultural sector, with key assets such as the
Lyric Theatre at Hammersmith, the West Words Literature Project, the Bush Theatre and the
Bhaavan Centre. It is a Borough with great breadth and quality in arts and cultural activity and
the local authority has a small and stable Arts Development Team, located in the Education
Department of the Borough. However, unlike in other West London Borough, the Arts Team does
not own/manage venues or have significant delivery resources, so its role is limited to building
initiatives, levering resources, and advocating that arts and culture play a strategic role in
Borough and sub-regional programmes.

Lead creative sub-sectors in Hammersmith and Fulham are Publishing, Music and a broad range
of overlapping Media activities. The main creative challenges and thus opportunities lie between
large scale globally orientated activities and small scale, often emergent and fragile activity. The
core Creative Industries activity in Hammersmith and Fulham is very strong and provides West
London with its major high growth global opportunities. By contrast, much activity operates ‘at
the margins’, with multiple very small companies struggling to access the lucrative value-chains
of larger companies (the ‘oligopoly’ issue) and challenged by high workspace costs, low level
access to learning and skills opportunities, and under-developed specialist support.

3.3.2 Key Businesses, Institutions and Concentrations of Activity
As introduced above, Hammersmith and Fulham has a skewed Creative Industries sector, with
several very large companies and institutions operating across a range of activities, and an
equally diverse small business sector that is struggling to compete in an increasingly expensive
business location. From 20th Century Fox to an individual television producer, Hammersmith and
Fulham has the most complex and contrary Creative Industries profile of all of West London.
Other characteristics include:

       -    The Borough is also an increasingly important cultural and entertainment destination,
            with assets such as the Carling Apollo, Riverside Studios and Shepherd’s Bush Empire.

     See www.bectec.co.uk

                                                   43               tom fleming / creative consultancy/
         This presents opportunities in creative service activities such as promotion, events
         management and equipment/facilities hire

    -    Visual and Performing Arts are relatively strong in the Borough, with studio complexes
         such as Hetley Road, plus a mix of small design companies (particularly in fashion,
         furniture and product design). However, these activities are under increasing threat, due
         in large part to expensive property prices. Much activity is therefore residentially based

    -    A very strong and diverse media sector, with the BBC operating as a major attractor of
         freelance talent and micro business location in the Borough. Over 10,000 people are
         employed directly by the BBC. There are an additional 4,000 local jobs in television and
         film, most of which work in very small companies.

The BBC and White City
The BBC is not only the major Creative Industries employer in West London: it is also a very important
partner working to fulfill its responsibility to sector development as well as acting on its Corporate Social
Responsibility commitment (as outlined in its ‘Living on Air’ CSR Report), such as through the London
Community Mentoring Project. The actions of the BBC have a huge influence on sector development
patterns across the sub-region and particularly in Hammersmith and Fulham. For example, the relocation of
1,800 jobs to Manchester and other regions is likely to lever the relocation of some small creative
businesses dependent on relevant parts of the BBC. In addition, in-house training provided by the BBC
effectively upskills a much wider workforce because many professionals currently working freelance are the
beneficiaries of training undertaken while on the BBC payroll. Indeed, the BBC provides vital intelligence to
Skillset on sector skills issues, assisting in the forecasting of required skills.

This huge BBC influence stretches to physical development issues and facilities provision. The BBC is playing
a lead role in the transformation of White City through the W12 Media Village. The 17-acre BBC Media
Village complex now accommodates approximately 6,000 people in the five new buildings designed by Allies
and Morrison, plus the original BBC White City building of 1990 designed by Scott Brownrigg Turner. The
new buildings are: Broadcast Centre (40,491 square metres), which houses the BBC’s television playout
business; Media Centre (39,014 square metres), which provides office accommodation for BBC staff;
Energy Centre (7,719 square metres), which provides power, heating, cooling and other services to the
entire site; and two perimeter buildings which are available to be sublet to other media companies. The final
building on the White City site will be the BBC’s new music centre, The Music Box, planned to open in 2006
and designed by Foreign Office Architects. The Music Box will be home to the BBC’s London based music
ensembles – the BBC Symphony Orchestra, the BBC Symphony Chorus, the BBC Concert Orchestra and the
BBC Singers.

This huge development for White City has a range of impacts for local and sub-regional Creative Industries
activity. In addition to greatly enhancing the public realm and increasing the profile of media activity in West
London, the development provides new space for media companies as well as ‘freeing-up’ space vacated by
the BBC through the move to new premises.

3.3.3 Sector Development Opportunities in Hammersmith and Fulham
Below are the main sector development opportunities in Hammersmith and Fulham.
Recommended actions, responses or considerations are also introduced:

    -    Build purposeful connections between different levels and types of media activity so that
         there is a more sustainable ‘creative ecology’. This includes situating learning and skills
         opportunities close to commercial activities (such as through the WLMC introduced
         above); and building industry-led network and value chain initiatives that connect larger
         firms to new content and service firms. The latter is being developed by Focus West, yet
         far greater industry participation and ownership is required. Informal network activities at
         sector ‘hot spots’ such as Escape Studios could be key in providing meaningful and

                                                      44                  tom fleming / creative consultancy/
       credible entry points into the very fluid creative networks that currently operate below
       the reach of the public sector

   -   Invest in a broader range of flexible, bespoke business support activities. More research
       is required to test whether the existing support offer matches the requirements of a
       transforming media sector. It is particularly important to test the capacity of the existing
       offer to respond to changing needs of emergent digital content companies

   -   Make stronger connections between digital and non-digital activities. For example, the
       Borough has a relatively strong dance sector. This could contribute productively to
       animation companies. Links to innovation such as this should be pursued to truly
       maximize the value of the Borough’s creative asset base

   -   Focus on television, film and broadcasting. Although other creative activities are
       widespread in Hammersmith and Fulham, the real growth and the most significant
       concentration of activities is in this part of the value chain. Small companies will have an
       increasingly important role to play here, with the demand for more and more content a
       key driver of future growth. If the Borough and the wider sub-region can provide
       required content, West London will play a vital and distinctive role in global creative value

3.3.4 Sector Development Challenges in Hammersmith and Fulham
These include:

   -   The lack of flexible and appropriately serviced workspace which is affordable is a serious
       impediment to future activity

   -   The commercial and high growth Creative Industries sector is not sufficiently active in
       partnering the public sector as it seeks to develop effective intervention. Innovative and
       subtle approaches are required by public sector partners to entice leading companies to
       think and act locally

   -   Most creative businesses in Hammersmith and Fulham are focused more towards central
       London rather than the rest of West London. If the Borough is to maximize its growth
       potential in the Creative Industries and if the sub-region is to benefit from this,
       Hammersmith and Fulham will be required to operate more convincingly as a ‘sub-
       regional player’. This is because, for example, more and more sector development
       opportunities and services will be available in the wider sub-region. These include the
       compelling broad offer of Ealing Green and the increasing significance of high growth
       media companies in new build sites such as Chiswick Park in Hounslow

   -   Hammersmith and Fulham, like all the West London Boroughs, has sharp disparities in
       wealth and opportunity. For a sustainable Creative Industries sector that operates
       according to its full potential, learning, skills and support providers will need to work ever
       harder to reach and engage with the as yet untapped creative talent of local people

                                                45                tom fleming / creative consultancy/
3.4 Harrow: Towards a More Spatially Concentrated Sector

3.4.1 Major Sectoral and Activity Patterns
The Creative Industries is not a major economic sector in Harrow, nor is it likely to play a leading
role in the future. It is a largely suburban Borough, with some concentration of industry – driven
by Kodak, Colart (Windsor and Newton) and Thales Acoustics (formerly Racal) (all in
Wealdstone). The latter is a world recognised authority in the design and manufacture of
communications and audio ancillary equipment for both the military and commercial market
sectors. Activities are spread across the Creative Industries sector, with visual arts and
performing arts activity commonplace. However, much of this activity operates within the
informal, not-for-profit sector. However, there are no major creative companies and only a small
number of emergent, high growth content businesses (such as 2EXCITE Design Studio and KL

Support provision is correspondingly delivered on a cross-sectoral basis, with Harrow Means
Business (part of the Business Link network) providing business advice and support on behalf of
the Borough. This includes a network and information portal for business – Smart Connections 54
– which carries a directory of Creative Industries businesses (of which just 12 are listed)

The learning and skills sector provides the most direct link to specialist Creative Industries
development issues in Harrow. The University of Westminster Harrow campus is home to the
School of Media, Arts and Design 55 (as well as the Harrow Business School and the Harrow
School of Computer Science). A total of c5,000 students and 400 staff work at this site. The
University is a lead partner of the West Focus HEIF 2 bid introduced in 3.2 above. The School of
Media, arts and design includes a range of sector development assets. These include:

       -    Centre for Research and Education in Art and Media (CREAM), which was awarded RAE
            '4' rating (1996, 2001). Areas of special expertise include documentary film and
            television, photography, traditional arts and new histories, and contemporary arts in

       -    A cluster of dedicated fine art and illustration studio spaces with extensive additional
            resources including a well-equipped print room, a large wood, metal and plastic

       -    Media and journalism students work in a broadcast quality television studio, plus there is
            a separate studio for film and a dedicated print newsroom

       -    New Media Knowledge (NMK) 56 : a learning and business information resource for
            companies and individuals working in digital interactive media. NMK is a not-for-profit
            body in receipt of public funding, but operates across economic boundaries, bringing
            together knowledge and expertise from commercial companies, professional bodies and
            higher education to provide objective, independent guidance and promote the success of
            interactive media in the UK. Since it was established in 1998, NMK has been supported
            by the University of Westminster, as a direct commitment to high quality, commercially
            orientated digital media development. The University houses NMK's Innovation Labs
            (NMK’s main offices are in central London), providing office facilities, communications
            infrastructure and business support to a cluster of creative and technology start-ups.
            Specialist services are provided through events, bespoke training, research, knowledge

     See www.nmk.co.uk

                                                     46               tom fleming / creative consultancy/
         networks, and incubation (at the Harrow campus). The latter provides the most
         significant concentration of sector activity in the Borough.

3.4.2 Sectoral Development Opportunities in Harrow
These include:

    -    The proposed redevelopment of Harrow Town Centre (led by Alsop and Donaldsons),
         may connect the existing town centre through a refurbished station to Harrow on the Hill.
         Opportunities for new cultural provision are being explored, with the importance of high
         quality design and public art also high on the agenda (indeed, % for art is featured as a
         desirable intervention in the Borough’s Unitary Development Plan). This new high profile
         development would benefit from a Creative Industries presence – with workspace worthy
         of consideration. This will help to animate the development outside of normal retail and
         office hours, introduce a new kind of consumer to the town centre, and help to raise the
         profile of Harrow as a place conducive to innovative business development

    -    Creative networking initiatives – to connect relatively isolated businesses to each other.
         These are more effective if industry-led. It might be more plausible and effective to
         connect creative businesses in Harrow to businesses across the sub-region. This is
         because the breadth of services and opportunities in the local sector may be too limiting
         to provide significant development support

    -    Specialist business support – the Borough currently lacks targeted, bespoke support for
         the Creative Industries (other than through the University and NMK). The provision of a
         set of services – such as specialist seminars – offers a way of retaining and attracting
         creative talent. This might be necessary to reduce the ‘leakage’ of University of
         Westminster graduates

3.4.3 Sectoral Development Challenges in Harrow
These include:

        - A weak sectoral infrastructure across the Borough – including in networks, specialist
        support provision, workspace, and showcase space

        - A lack of critical mass in any part of the Creative Industries value chain makes growth
        very difficult unless markets can be forged elsewhere without the requirement of local
        creative services and complementary businesses

        - Like other West London Boroughs, learning and skills opportunities are not reaching
        relatively isolated and marginalized young creatives – especially from BME communities.

3.5 Hillingdon: Infrastructure and Service Opportunities

3.5.1 Major Sectoral and Activity Patterns
Like Harrow, Hillingdon is not a Borough with a strong concentration of Creative Industries
activity. Correspondingly, the sector is not prioritized in the Borough’s Strategy for a Sustainable
Economy. However, the sector is playing a greater development role in parts of the Borough –
particularly to the South – and it has the potential to make a very positive contribution to the
Borough across a range of Borough, sub-regional and regional strategic agenda. For example,

                                                 47                tom fleming / creative consultancy/
key priorities for Hillingdon 57 include addressing skills deficiencies for young people; increasing
business start-up rates (these are lower than London-wide levels for most sectors); enhancing
town centres (for example establishing Uxbridge as a major metropolitan centre in line with the
London Plan, and improving the range of opportunities in Hayes); improving accommodation for
high technology and innovation firms; and maximizing the value of Heathrow as a global hub and
gateway. As part of the Heathrow City CGS (see Section 3.2), some of these issues are being

Hillingdon does not have a dominant Creative Industries sub-sector and much of the activity is
emergent and low key. Some larger companies are present – such as ARRI Media in Uxbrdge, an
important photography and video facility and rental company; but most businesses are micros
and SMEs. Stockley Park, off Junction 4 of the M4, is the largest business park in the Borough,
but it contains very little Creative Industries activity. Indeed, operating at just 50% capacity, the
quality and appropriateness of premises for high growth creative purposes (such as in Digital
Content development) is questionable. Indeed, although there is a relative abundance of
available property in Hillingdon, much of it is not of the standard or flexibility for Creative
Industries activity. The Brunel University Science Park offers some of the highest quality
premises, and as part of the West Focus HEIF project (see Section 3.2), opportunities exist for
innovation-focused knowledge transfer in and around this Uxbridge site 58 .

Hillingdon also has a relatively strong capacity (and potential capacity) in cultural venues – for
performance (such as the Compass Theatre, Winston Churchill Hall and the Beck Theatre) and
visual arts (such as the Cow Byre Gallery at Manor Farm, the Atrium Gallery in Uxbridge Library,
Hayes library, Southlands Arts Centre, and the Beldham Gallery at Brunel University).

Strategic priorities for Hillingdon Council in economic development lie largely to the South of the
Borough, especially in Hayes (where the 3 wards with the highest unemployment are located).
Access to appropriate learning and skills opportunities is key. Currently the CGS is working to
identify opportunities here. Connectivity with sub-regional initiatives should be a priority.

3.5.2 Sectoral Development Opportunities in Hillingdon
These include:

       -    The urgent need to develop high quality learning and skills opportunities for young
            people – especially to the South of the Borough

       -    The relative abundance of space provides opportunities for the speculative build of high
            quality technology and innovation-orientated workspace. Proximity to Heathrow Airport
            provides a key comparative advantage for high growth digital industries

       -    The huge opportunity to lever Section 106 monies for arts and cultural use, plus Creative
            Industries development, through the Heathrow Airport expansion (managed through the
            Community Development Trust). It is vital that these monies are geared towards projects
            that have a legacy and can build capacity – bringing a range of sustainable benefits to
            the Borough. Appropriate high quality property is a priority

       -    The potential to develop artists studios and other Creative Industries workspace units at
            the Manor Farm site in the North of the Borough is the subject of long-running
            consideration. It is to be redeveloped through a £2 million Heritage Lottery Fund
            programme that may or may not have a strong workspace presence. The Borough does

     See Hillingdon Strategy for a Sustainable Economy 2005.
     See www.brunel.ac.uk

                                                               48    tom fleming / creative consultancy/
          not have any dedicated studio complexes, which perpetuates the stereotype of ‘sleepy
          suburbia’. Further consideration might be resourced through a feasibility study. There is
          also a need to develop stronger networks for visual arts practitioners and audiences, to
          widen the range of venues, introduce studio space 59 ), and improve general physical
          conditions, programming and outreach

     -    Potential Creative Industries workspace or alternative sector development at Blythe Road
          – the site of EMI’s first vinyl factory. Considerations are currently underway for a
          ‘National Music Academy’ at this site. This requires further feasibility research.

3.5.3 Sectoral Development Challenges in Hillingdon
These include:

         - Raising the profile of Creative Industries career path opportunities to disenfranchised
         young people, followed by the delivery of high quality learning, skills and support

         - Workspace in Hillingdon is too often low grade and inappropriate for Creative Industries
         use. It is also poorly networked to the wider sector. For Hillingdon to develop as a
         convincing Creative Industries location, attempts will be required to achieve a degree of
         concentrated activity – towards critical mass

         - Differences between the suburban and rurban North of the Borough and the urban South
         make developing an effective ‘Hillingdon brand’ difficult. An emphasis on the specific town
         centre locations might be more productive

         - Section 106 monies that have a sub-regional sector development focus would be of more
         benefit to Hillingdon than a local focus. This is because one of the key sectoral
         development challenges in the Borough is the relative isolatedness of practice. Connectivity
         with initiatives and networks across the sub-region is required to maximize the distinctive
         potential of Hillingdon (such as its potential workspace offer)

         - Business support (delivered by Gateway Enterprise 60 - as with Ealing and Hounslow)
         lacks sector specialism. This reduces the desirability of Hillingdon as a place to do creative

3.6 Hounslow: High Growth Digital Content Opportunities

3.6.1 Major Sectoral and activity Patterns
GLA Economics (2002) show that Creative Industries growth in Hounslow is faster than any other
part of West London, at 173% 1995-2000. This growth is likely to have slowed down since 2000,
but not considerably. Main areas of growth are related to Digital Content creation, with radio and
television, computer games, software and electronic publishing key. Considerable growth is also
likely in fashion and jewellery – centred around Southall. Like other West London Boroughs, the
physical, economic and cultural contrasts within Hounslow are sharp. The Hounslow Cultural
Strategy refers to the Borough as a “community of communities” as a way of encapsulating the
rich cultural diversity and contrasts between – for example – Feltham in the West and Chiswick in

   For example, the small, unincorporated group of young artists – ‘Contemporary Art West’ is seeking studio and
exhibition space in Hillingdon, advocating that Hillingdon undertake an approach to arts and cultural development that
connects more with the changing demography and increasingly ‘urban’ nature of the Borough.
   See www.gatewayenterprise.co.uk

                                                           49                   tom fleming / creative consultancy/
the East; or the white working class in areas such as East Bedfont and the large Asian population
in central Hounslow.

The Creative Industries sector is equally diverse, ranging from BSkB in Osterley (with
approximately 3,000 employees) to Redlees Studios 61 in Isleworth (with tenants specializing in
jewellery, glass, ceramics, painting, sculpture and mixed media); or from the newly arrived
Discovery Channel in Chiswick Park to the strong community arts and cultural offer of the newly
refurbished Waterman’s Arts Centre 62 in Brentford. Hounslow is one of the 3 Boroughs engaged
in the Heathrow City CGS programme (see 3.2 above), which includes a strong focus on building
new creative businesses – especially where international value chains can be explored (through
Heathrow) and where there is a rich current of emergent activity (such as in jewellery and media
from South Asian communities).

Critical is addressing the Borough’s generally ‘low wage economy’ by encouraging creative SMEs
to develop sustainable enterprises and attracting larger creative businesses (preferably with a
Digital Content focus – such as the Discovery Channel) to locate in the Borough and extend value
chain relationships with their smaller neighbours. Parallel to this is an urgent need to widen
opportunity for targeted learning and skills intervention, allowing local young people to explore
creative career paths as an alternative to the ‘traditional’ manufacturing, distribution and service
economy of the Borough. This is particularly urgent because the opportunity exists to establish
Hounslow as a key development location for high technology-orientated digital activities:
proximity to Heathrow and significant development sites (many brownfield) are leading factors.
Many of the associated new jobs could be accessed by local people provided a long-term,
industry-led approach to learning and skills is advanced.

3.6.2 Sectoral Development Opportunities in Hounslow
These include:

     -   To provide space and a skilled workforce for larger digital companies keen to be based in
         a truly global hub. With developments such as Chiswick Park 63 ongoing, Hounslow can
         play a hugely significant part in the sub-regional creative economy by focusing on
         attracting creative globals

     -   To maximize Creative Industries activity closer to Heathrow, working through the CGS.
         Opportunities for micros and SMEs are likely with ever more complex and fluid links with
         international markets

     -   To explore the potential of the Borough’s town centres for different types of activity. For
         example, Chiswick as a centre for advertising, design and some new media; contrasting
         with Hounslow, which would benefit from a broader ‘cultural consumption mix’ – such as
         through the sale of new creative products

     -   To build much stronger value chain relationships with larger media companies – such as
         BSkyB. Currently, value chain links with local service and content companies are
         negligible; most links are with non-content businesses such as producers and lighting
         engineers, however, these are based mainly outside of the Borough.

   Owned by the London Borough of Hounslow and managed by Community Initiative Partnerships (CIP) the Cultural,
Regeneration and Leisure trust for the borough. See www.redlees.org
   See www.watermans.org.uk
   See www.enjoy-work.com

                                                        50                  tom fleming / creative consultancy/
3.6.3 Sectoral Development Challenges in Hounslow
These include:

      - To address significant barriers to Creative Industries opportunity for local people by
      ensuring new approaches to learning and skills are reaching relatively marginalized
      locations. Key will be the coordination of regional and sub-regional initiatives at a local

      - To build committed relationships between currently disconnected small and large creative
      companies. This is crucial with regard to BSkyB: without a strong relationship with the
      locality, any sense of loyalty to Hounslow might diminish. This is particularly relevant given
      the appetite to attract a major media company to the Greenwich Peninsular

      - To build new markets for locally derived products and support the expansion of such
      products into sub-regional markets (and beyond) – such as in Asian-influenced media. For
      example, attendance of Bollywood films at the Leisure West multiplex cinema in Feltham is
      very high. This market could be orientated towards local products (such as in music and
      fashion). In addition, opportunities to develop new content operations that could provide
      the basis for a ‘UK Bollywood’ could provide a long-term opportunity for the Borough and
      sub-region. The Heathrow City CGS is focusing intensively on this

      - To improve workspace provision for creative SMEs. New high quality provision for larger
      companies is not being matched by small flexible units for the majority of creative

                                                 51                tom fleming / creative consultancy/
4.0 Key Strategic Priorities for the Creative Industries in
West London: A Framework for Action
This final section of the Framework summarises the set of key strategic priorities for the West
London sub-region. It operates as a primary call to action for sub-regional and regional partners.
This is particularly relevant to the role, remit and strategic aspirations of the West London
Creative Industries Steering Group, which are introduced in the second part of the Section.

There are 10 Strategic priorities for the successful growth and sustainability of the Creative
Industries across the West London sub-region. Each is inter-connected in the pursuit of 8 key
themes. This provides the basis for a strategic Framework for Creative Industries development
and support in West London – represented in Figure 8 below:

    10 Strategic Priorities

    Digital Content – the lead

    Workspace/Property –
    concentrating activity                                 8 Key Themes

    Networks – connectivity &
    collaboration                               A high growth creative economy

    Value chains – trade &                     A value-adding creative economy
                                          An inclusive and diverse creative economy
    Markets – local, sub –
    regional and beyond                         A high profile creative economy

    Showcasing – businesses                      A connected creative economy
    & for inward investment
                                                 A globalised creative economy
    Learning & Skills: CPD &
    young people                       A high skilled and adaptable creative workforce

    Bespoke business advice                      A richly mixed creative ecology
    & support
    IPR and Investment –
    realising value

    The public realm and
    concentrating activity

                                                52               tom fleming / creative consultancy/
4.1 Rationale for Strategic Priorities and Identification of Required
Key strategic priorities are summarised below. Each contributes to the engagement of the 8 key
themes. Priorities vary by location and sub-sector, yet the following have the greatest resonance
across the sub-region and represent areas where a collective strategic approach is achievable and

4.1.1 Digital Content: Focusing on Growth
West London is the major driver of new Digital Content creation in London (outside the West
End). This is due to combinations of factors that include the drive for content from global
technology providers, fragmentation of larger media companies into small content-orientated
operations, the increasing influence of spin-outs from the Higher Education sector. West London
has enormous potential to build on this position by targeting resources towards its distinctive new
content-producing assets. This is a matter of urgency because without an abundance of new
content, existing technology providers, facilities and services will gain less comparative advantage
from being based in West London, with far less expensive and equally globalised opportunities
from Ireland to India.

Unlike most creative businesses that dedicate their energies to providing services, many of which
are costed and charged as ‘time-bound products’ (such as a design consultancy), an increasing
number and proportion of creative businesses are exploring new structures and value chains that
provide access to rapidly internationalising market opportunities. Businesses capable of
identifying IPR that can be adequately protected, valued, packaged and connected at low cost
through (preferably numerous) distributors to the consumer(s), are those that have the most
scaleable propositions and that have the most economic ‘value’ 64 . They are also likely to be
digitalized through their presentation and transmission.

Products could include an idea, an image, a sound, a script, a combination of multiple media.
Their scaleability is of major importance:

        “The Creative Industries are undergoing major changes in Europe. The spreading of private
        electronic media has restructured the Creative Industries. Demand for product in radio and
        television is increasing as the number of broadcasters and channels increases. The digital
        revolution in radio, TV and especially the internet has transformed the Creative Industries.
        Today demand often exceeds supply. Some experts talk of distributors becoming
        subcontractors for content creators” (CIM 2001 p.3).

Add to the above platforms the ever-extending content-focused role of the mobile phone, and
this change in the Creative Industries ecosystem brings with it potential growth opportunities that
just a few years ago did not exist. Moreover, it brings potential growth opportunities to a wider
range of often smaller creative businesses, because smaller businesses that rapidly turnover new
content can grow very quickly, mirroring in many ways the ‘born globals’ of the technology
sector 65 . This is especially the case for English-speaking creatives and creatives that can make
connections with major content-hungry companies - thus providing the UK creative economy and
particular areas such as West London with an initial comparative advantage.

   Pratt, 2004b introduces this new age of opportunity for the Creative Industries through a focus on the influence of
technological change on content development: “Technological changes have created new organisational possibilities:
digitisation of separate analogue forms creates a new possibility of convergence of technologies, art forms, and
organisational structures, and critically, of producers and consumers” (p.3).
   However, it is not clear whether this ‘small is beautiful’ trend will continue. For example, in broadcasting it is possible
that larger production companies will acquire smaller companies, leaving remaining smaller companies to provide highly
specialised programming and associated services.

                                                              53                     tom fleming / creative consultancy/
In addition, while the proliferation of new content-hungry platforms is of obvious potential benefit
to new generations of growth-focused digital media creatives, IPRs in the more traditional arts
have the potential to gain value. Opportunities might be linked to the demand from new
television channels for increased ‘quality programming’, an increasingly media-savvy consumer
seeking to purchase visual art IPR through the internet, or an opera/theatre/dance company
building a protected portfolio for sale to television, radio and – by extension – through alternative
commercial routes such as merchandising. This in turn accelerates growth of non-content-
producing parts of the sector, where new content depends on facilities and services for its
creation. The growth in digital content market is therefore of value right across the Creative
Industries – from the sole trader visual artist to the expanding games company.

Therefore, it makes clear strategic sense to make intervention in high growth digital content
producers a major priority for West London. Indeed, the sub-region is already benefiting hugely
from business to business investment in content activities – with newer fast-growing production
companies such as Endemol ‘gathering in’ smaller companies and BBC investment in smaller
production companies, providing examples. By supporting digital content companies – such as
through workspace and specialist business support – other parts of the Creative Industries value
chain (such as the artists, film studios, and lighting rental companies) – all set to benefit.

This is because the innovative high growth creative content producers rely on a range of creative
and non-creative facilities and services and because they are predicated upon convergence, with
real growth and opportunity occurring with:

        “Cross-media content production companies owning, creating, developing and
        commercialising distribution channel independent IPR and content of creative processes (CIM

Businesses with the greatest opportunities for growth and that will be the most significant
catalysts for the wider Creative Industries sector in West London are those with:

    -    Access to distribution – preferably multiple distribution channels to spread the risk

    -    Access to IPRs – including a strong ownership history

    -    Access to human resources – of a very high standard, including intermediaries where

    -    Revenue generation capability – they can put the above together and make the
         business/project/product work.

A challenge for public and private sector partners in West London will be to prioritise actions that
make these assets and opportunities available to a wider range of existing, emergent and future
creative businesses. The West London Creative Industries Steering Group will play a lead role in
building on the recommendations of this report and identifying appropriate actions over the
longer term (see 4.2 below).

4.1.2 Workspace and Property: Concentrating Activity
A general sector-wide recognition exists that there is a widespread lack of appropriate Creative
Industries workspace in West London. This is despite the absence of any detailed demand/supply
studies for the overall Creative Industries sector. The main ‘gaps’ are often identified as ranging
from the under-provision of small, flexible, relatively low-cost studio and office space to larger-
scale modern offices capable of supporting a high growth global creative company. This is very

                                                    54                 tom fleming / creative consultancy/
important for stimulating distinctive and value-adding activity in the sub-region’s town centres.
For example, the Mayor’s London Plan states in 3.234 that:

   “the designation, development and management of cultural quarters can help address the need for
   affordable workspace for creative industries, provide flexible live/work space, encourage clusters of
   activity and provide a trigger for local regeneration. Cultural and creative activities are sometimes
   priced out of traditional areas. Where they contribute to wider regeneration and mixed-use policies,
   they should be sustained by the planning system and supported by wider economic and cultural
   development initiatives. Cheaper premises in or on the edge of town centres are especially

There are two main urgencies here:

        - Without access to appropriate, flexible (such as easy-in-easy-out) workspace, the
        diversity of the creative ecology is threatened and thus the growth potential of the entire
        sector is reduced. This is in part an issue of affordability, where many small and emergent
        creative businesses across all sub-sectors and activities simply will not be able to afford to
        build a business in West London. Currently, other parts of London (notably East London)
        have a far larger property infrastructure for creative micros. However, even here it is under
        threat from increasing property prices other than in a few marginal locations. In West
        London, the lack of provision is especially marked in town centre areas or areas close to
        transport routes. These are exactly the sorts of locations that will contribute more to
        business growth and will benefit more from Creative Industries activity (such as through a
        revitalized evening economy, improved identity and new services to existing businesses)

        - However, it is more a matter of appropriateness rather than simple affordability:
        affordable property does exist for many creative businesses, but it is often in a poor or
        inappropriate condition for many creative activities (especially high growth digital-
        orientated activities). Furthermore, too few premises are networked into specialist support
        programmes that help to incubate ideas, build connections between businesses and
        facilitate learning and skills programmes.

Correspondingly, two main priorities exist in this Framework:

        - To secure a far greater creative workspace portfolio for West London, focusing
        intervention in areas of existing concentration – therefore adding to that concentration,
        and prioritizing access, affordability, flexibility and connectivity

        - To drive support programmes through concentrations of workspace, with a focus on
        establishing the workspaces (and their complementary showcase, network and technical
        spaces) as the target locations for specialist support services. Concentrations of workspace
        with a range of support services therefore become the major hubs and anchors for the
        sub-regional creative economy.

There is a range of workspace and associated support projects under consideration or
being prioritized across the sub-region. Major considerations for the Steering Group

    -    The development of a dedicated media centre for Connections Communications. This can
         provide a very valuable connection between emergent greatly supported and enhanced
         local activity and the mainstream media sector. Match funding is sought after a
         successful ERDF Objective 2 bid

                                                    55                  tom fleming / creative consultancy/
    -    The purchase and redevelopment of the British Telecom building at Ealing Green –
         offering affordable, flexible workspace for emergent digital content creatives; through
         which are driven the support, learning and training and commercial
         expertise/connections of the partners clustered around Ealing Green. Feasibility funding
         is required for this vital part of the ‘Ealing Green hub’

    -    The development of a dedicated creative workspace scheme in Acton – to provide a
         foothold for emergent creative content businesses alongside the many service and
         facilities businesses in the locality (possibly in partnership with Connnections
         Communications – currently being explored with Creative London) 66

    -    The development of dedicated affordable workspace across the Heathrow City CGS area
         – to ensure a sustainable SME sector operates alongside some of the incoming globals
         attracted due to Heathrow. A priority is to support BME creatives to grow their

    -    The introduction of a mix of creative uses – including workspace – within the wider
         Wembley development. Research is currently underway to identify potential in this iconic
         and strategically important location

    -    The upgrading of Park Royal as a centre for Creative Industries growth, attending to the
         high quality needs of digitalizing companies as well as improving networks and
         infrastructure for service, distribution and facilities companies

    -    Feasibility testing is required across a range of propositions in outer West London –
         including artists’ studios in Hillingdon, development opportunities in Hayes and as part of
         the wider mix of Harrow town centre.

An additional opportunity exists through the support of Arts Council England, London, which is
working with local authorities and studio providers to promote best practice in the provision of
appropriate and as far as possible ‘affordable’ workspaces. The London Artists’ Workspace
Development Programme will collate information about existing workspace provision and
opportunities to expand and improve provision. A series of seminars is planned to present
research findings, case studies and good/best practice to key stakeholders – including local
authority planning and regeneration officers and property developers. Furthermore, Arts Council,
London, is working with Creative London to establish the Creative Space Agency (which was
piloted from March 2004). This will broker access to temporarily available space for creative
practitioners – as a way of reducing the shortage of available appropriate workspace in areas of
greatest demand. These initiatives will complement approaches to support the development of
appropriate Creative Industries workspace in West London.

4.1.3 Networks: Advancing Collaboration, Confidence and Intelligence
The Creative Industries sector is dependent upon and re-articulated through networks. It is a
sector that flourishes through connectivity, be it through brainstorming over a cup of coffee with
a neighbour; sharing a stand at a trade show for designer-makers; participating in a local
wireless project; or actively forming a studio providers' group. This is because at a local level it is

   This presents a very important opportunity for Connections Communications to establish a new ‘West London Centre of
Media Technology’ (WLMC). ERDF Objective 2 monies have been raised for this development, with match now sought
from the LDA and partners. The WLMC will advance the very crucial role of Connections Communications as the lead
provider of education and training programmes to local young people, and a significant contributor to continuous
professional development support for freelancers and SMEs. However, this proposition is yet to be fully developed.

                                                         56                   tom fleming / creative consultancy/
a sector made up of many individual sole traders, small companies and organisations, and larger
companies dependent upon smaller companies through creative value-chain relationships. The
sole traders and smaller companies rely on each other to enhance their visibility and voice; to
share knowledge and thus improve competitiveness; to develop partnerships (that may be
project-specific) for the pursuit of specific creative projects/products; to raise their profile en
masse; and to improve confidence by reducing isolation. The larger (often non- Creative
Industries) companies rely on the sole traders and smaller companies for specific creative
services (an increasingly common requirement with the growing appreciation of creativity-led
products and services, and the severance of in-house creative teams), and for enhancing the
locality in which they are based (such as through out-of-office services and the 'ambiance' they

Networks and their spatial expression - be they virtual, building-based, sub-sector-specific,
formalised, raggedly informal, social or business orientated - provide the local Creative Industries
sector with its infrastructure and dynamism; its sense of place and source of inspiration; and the
media for expression, exploration and the translation of ideas into commercial propositions.
However, Creative Industries networks in West London – whether internal to the Creative
Industries or non-sector focused – are under-developed, often inappropriate and in some cases
absent altogether. There are some strong and potentially strong Creative Industries networks in
the sub-region, but these are often very local (such as within a studio complex) or very niche.
This means that the sector will not grow to its full potential.

Major considerations for the Steering Group:

       -   Ensuring that existing network initiatives are better connected to each other, with gaps
           bridged only when it is clear that existing networks are operating to their full potential
           without satisfying industry network needs/ambitions. The ‘market place’ for Creative
           Industries networks is currently quite crowded, so an initial assessment is required to
           seek ways of making the existing offer work more effectively

       -   Developing local networks in places of high sector activity – such as the town centres,
           White City and Park Royal. Networks should focus on convergence: i.e. different though
           complementary businesses and organizations encouraged to connect with each other.
           This is where real innovation will occur and growth potential is most likely. Initiatives
           such as events, showcasing and mapping (e.g. providing a map of all local creative
           businesses) should be encouraged. Where possible, networks should be led by the
           businesses, with businesses organising events, establishing email networks and bloggers’
           sites, publishing information etc. This is key if the networks are to be meaningful for the
           businesses: ownership, identity and reputation are key

       -   Connecting local networks to other local networks – such as through larger-scale events,
           directories and marketing materials. This will help to build stronger relations between
           businesses and encourage intelligence on support initiatives to spread. It is important
           here to cross Borough boundaries

       -   Introducing very specialist peer-to-peer networks and groups, focusing on specialist
           topics such as IPR. These have proved successful through the Wired Networks in South
           East England (notably Sussex) 67 . Here, targeted seminars and email networks allow
           businesses to share knowledge on subjects such as appropriate business models and
           trading opportunities. Focus West could take a lead here

     See www.wiredsussex.com

                                                   57                tom fleming / creative consultancy/
    -    Learning and training-focused mentoring networks: establishing a ‘mentor bank’ of
         creative businesses which can be matched against the mentoring needs of other creative
         businesses and/or young people. This helps to facilitate a sector development ethos as
         well as to ensure significant knowledge transfer. The Further and Higher Education sector
         would be the most suitable lead here. It could work alongside West London Business to
         identify non-creative businesses that could provide appropriate support to the Creative
         Industries (such as through advice on business planning, markets, accounting etc.).

4.1.4 Value Chains: Diversifying Sector Structures
Networks – both informal and formal – will help to advance the robustness and flexibility of
Creative Industries value chains in West London. However, additional support is required to
ensure that trading and innovation patterns in the sub-region widen their reach and develop a
more sustainable approach. For example, value chains between the film/television studios of
West London and production companies and service providers, are reasonably strong. This
means that the locations and names of lighting and props companies, of sound engineers, of
make-up artists etc. are well-known, with businesses knowing where to go and who to talk to for
a limited range of services.

However, there are significant points of weakness within sub-regional Creative Industries supply-
chains. These are most marked at the most significant growth-orientated part of the sector: for
content (especially digitalising) producers and between content producers and distributors and
platform providers.

Major considerations for the Steering Group:

    -    Targeted initiatives that connect creative content producers to each other with trade and
         ideas generation a priority. This should focus on the most productive points of
         convergence – such as between visual artists and animation companies; or e-learning
         companies and web designers. This will depend upon the expertise of intermediaries
         such as business advisors in spotting potentially productive points of convergence. This
         will be made easier if different types of business are encouraged to network informally –
         perhaps within the same concentration of workspace facilities. Focus West could take a
         lead here, building on their existing programme where, for example, the website/portal
         operates as an important contact point for thousands of creative content SMEs 68 .
         Stronger partnership with other leading support providers will advance the reach and
         impact of Focus West here

    -    A Large firm / small firm initiative: a brokerage service to connect large creative
         companies to small creative companies. This should be based upon research into and
         collaboration with the larger companies to identify and agree where demand lies for
         creative content, products and services offered by smaller firms. This can in turn be
         brokered by an intermediary such as a business support provider, with the longer term
         aim of establishing sustainable links within the broader sub-regional creative ecology.
         Currently most potential links are unexplored, which leaves a structural imbalance in the
         creative economy

   The independent evaluation of this and a range of other Creative Industries programmes is recommended prior to
significant additional investment.

                                                         58                   tom fleming / creative consultancy/
       -    Connectivity with pan-London and national initiatives: For example, Arts Council England
            has recently launched its International Policy, which seeks to empower the arts
            community to work internationally. Local and sub-regional partnership is key here, with
            Arts Council, London, keen to engage with partners in West London to ensure
            international opportunities are pursued.

4.1.5 Building New Markets
In addition to building internal markets for the sub-regional Creative Industries sector through
value-chain initiatives, considerable scope exists to build on existing markets and introduce new
markets. This is particularly relevant for creative products in fashion, design and visual arts for
local markets; and to develop new international markets in film, television and radio – especially
for South Asian/UK products.

Major considerations for the Steering Group:

      - A more coherent approach to developing local and sub-regional markets for creative
      products through the coordination of Open Studios events and the establishment of a West
      London ‘Hidden Art’ programme and on-line gallery (as introduced by Mazorca Projects in East
      London 69 ). This would complement the community and not-for-profit focus of The Seer

      - The extension of Gateway Asia across the sub-region, with a section dedicated to Creative
      Industries – especially digital content. This should underpin attempts to drive the ‘UK
      Bollywood’ model.

4.1.6 Showcasing Sector Assets
A major reason for the under-development of markets, networks and value chains in the West
London Creative Industries sector is the low profile of a large proportion of sector activity –
especially amongst smaller businesses which are time- and resource-poor and thus unable to
commit intensively to showcasing. In addition, the quality, size and potential of the wider
Creative Industries sector of West London is not being promoted to both public and private sector
partners as a significant sub-regional strength, investment opportunity and policy priority.

Major considerations for the Steering Group:

      - Partners should seek to support existing showcasing programmes and ensure that new
      interventions offer a distinctive and value-adding proposition.

      - A series of showcasing events for creative businesses to be undertaken on a sub-regional
      level. These should focus on connecting small businesses to local markets. Different sub-
      sectors could feature and a ‘convergence event’ would be an innovative and distinctive
      proposition. West London business could lead this process. A longer-term objective should be
      to develop a West London showcase that targets overseas markets, although this might be
      more successful if organized on a regional level (with support from the LDA, GLA and possibly
      the DTI, British Council etc.)

      - A promotional document and event showcasing the Creative Industries sector of West

     See www.hiddenart.org

                                                   59               tom fleming / creative consultancy/
      London as a primary sector for the sub-regional economy, a major investment opportunity
      and a policy priority. This is a tool of inward investment that exposes the advantages of
      investing in business in this creative sub-region and raises the profile of the existing
      significance and future potential of the sector to public policy-makers – notably the LDA,
      Higher Education institutions and sector support bodies/organizations.

4.1.7 Advancing Learning and Skills
West London should establish itself further as a sub-region renowned for its high quality creative
skills resources (its workforce) and for its openness to new and aspiring creatives as a place of
opportunity. Much has already been achieved here, with a highly skilled media workforce and a
series of high quality learning and training initiatives. However, it is also key to recognize that
much of the learning and skills agenda for the Creative Industries is developed at a national or
regional level in response to headline sector trends and market requirements. Partners in West
London should not seek to develop competing programmes. Rather, the approach should be to
ensure national and regional policy is coordinated effectively to reach and benefit maximum
numbers of businesses and individuals.

As discussed throughout this Framework, Digital Content growth is the main priority in West
London – it offers the greatest growth potential and its success will allow other parts of the
Creative Industries value chain to flourish. Central to Digital Content development is the Audio
Visual sector and its spin-out activities. Skillset 70 identify a range of learning and skills
development issues here, including:

       -    The oversupply of aspirants – there are an estimated 60,000 people seeking entry to the
            sector in the UK every year, but not necessarily the right candidates for the right
            employment opportunities. Indeed, it is often the case in West London that creatives are
            seeking inappropriate career opportunities and not identifying where growth and demand
            will occur

       -    A rapid increase in SMEs and micro businesses –a result of the downsizing of the major
            broadcasters, subcontracting out of production, growth in the number of channels and
            the wider application of AV techniques to a variety of environments over the last 10
            years. This has contributed greatly to the need for company development and
            management and leadership skills (in London over half the Audio Visual workforce is

       -    The sector is fast-moving and dynamic –The sector is at the centre of technological and
            business convergence between the previously disparate sectors of media, computing, IT
            and telecommunications, and this is driving new skills needs – related to both technology
            and business

       -    A young workforce at odds with an aging population –A recent survey found that nearly
            half of all freelancers in the industry were aged 35 or under 71 . By contrast, in 2007, for
            the first time, the proportion of 55-65 year olds in the UK will outnumber the proportion
            of 16-28 year olds. The traditional reliance on a youthful workforce will therefore be
            challenged by a shortage of appropriate young people. Concurrently, there is a risk that
            older workers will find it difficult to obtain new work because of perceptions of outdated
            qualifications and skills

     See Skillset: Audio Visual Skills Action Plan for London, November 2003 – p 7-9
     See Skillset 2003

                                                              60                   tom fleming / creative consultancy/
       -    Low representation of BME workers –. For example, Skillset’s 2002 Employment Census
            revealed that just under 8% of the workforce in London is drawn from ethnic minority
            communities. While this is broadly equivalent to BME representation in the overall UK
            labour force, it is substantially below the levels of BME representation in London’s
            population, which currently stands at 29% and rising. Also, as the BME population has a
            younger demographic profile than the UK as a whole, candidates from BME communities
            could become an increasingly large proportion of the sector’s traditionally young labour

       -    Low representation of women in the workforce. In many high-end occupational groups,
            including lighting, broadcast engineering, special effects, camera and sound, women
            account for only around 10% or less of the workforce.

Each of these issues is pertinent to the learning and skills agenda in West London. They relate to
issues of professional development skills, access, aspiration, and connectedness. Partners will
need to work closely with Sector Skills bodies to ensure initiatives are rolled-out effectively in a
sub-regional and local level. Also vital is the FRESA and the Skills Partnership (led by the LDA),
engagement with Film London 72 , and the ‘Supporting Talent to Enterprise’ initiatives 73 . Of
equivalent importance is the development of effective knowledge networks and transfer projects
through the Higher Education sector – such as those being championed by the University of
Westminster in Harrow. HEIF 3 will play an important role in ensuring that existing partnerships
are improved, rather than necessarily broadening partnership yet further (to the detriment of
focus and action).

There is also an opportunity to coordinate and signpost learning and skills opportunities more
clearly. For example, the new Learning and Skills Offer of London West Learning and Skills
Council 74 will offer employers up to £1,000 of match-funded support for training and
development needs for a bespoke skills development intervention. It is crucial that this is
developed through networks and partnerships so that its value can be maximized. For example, if
convened across 10 businesses, a total of £10,000 can be provided for a specific shared skills
concern. Investments in individual sole trader businesses are therefore less likely to be
administered because it would not have the value-added effect of several businesses concurrently
receiving support. More generally, Exemplas is working closely with Skillset to develop a joint
offer to Audio Visual businesses, engaging employers to promote the £1,000 available as a
gateway to other support available through Skillset. This offer is being consistently honed to
improve its attractiveness to employers.

Major considerations for the Steering Group:

       -    Developing on-the-ground initiatives that improve career paths opportunities for groups
            under-represented in the sector – particularly BMEs and women. This will be based for
            the most part on the effective coordination of national and regional initiatives. ‘On-the-
            ground’ approaches might target specific localities where marginalization and dislocation
            are key strategic concerns. This requires a level of sophistication where, for example,
            profile-raising of careers will not be effective if inequalities within the sector persist:
            aspiring creatives will simply have nowhere to go. This issue, as with other macro
            societal issues, are more appropriately addressed at a national and regional level, with
            sub-regional partners required to respond to and support these agendas rather than
            introduce freestanding approaches

     See www.filmlondon.org.uk
     See www.step.org.uk
     See www.londonwest.org

                                                    61                tom fleming / creative consultancy/
       -    Introducing informal learning opportunities through mentoring and business support
            initiatives (from seminars on IPR to ticketing). These should be driven locally but
            coordinated sub-regionally to ensure complementarity with regional and national learning
            and skills priorities

       -    Ensuring education initiatives are embedded within the wider learning and skills
            partnerships – such as the forthcoming Creative Partnerships programmes in the sub-
            region 75

       -    Undertaking very bespoke interventions around specific sector development opportunities
            – such as in relation to new cultural provision and Creative Industries activity at Wembley

       -    Broadening partnerships for new knowledge transfer initiatives – such as future HEIF
            bids – so that the Higher Education sector plays a more prominent role across the sub-

       -    Supporting the Further Education sector to widen its reach into different communities
            across the sub-region

However, it is clear that many of the above issues are more productively resolved through
regional, if not national initiatives. The West London Creative Industries Steering Group should
take care to maximize the impact and value of national initiatives that – for example – seek to
increase opportunities for BMEs in the Creative Industries; rather than focus on introducing sub-
regional initiatives that will do little to overcome wider structural barriers.

4.1.8 Bespoke Business Advice and Support: Bridging the Gaps
While much of the present business support offer in West London provides an excellent service to
creative businesses, a range of gaps and shortcomings in provision persist. Many of these can be
addressed through interventions identified above and below. However, there is also an expressed
need to improve the quality and relevance of business advice, to engage more closely with the
sector to identify its specific needs, and to complement generic support methodologies with
innovative approaches that are more relevant and accessible to a client base of predominantly
small, fleet-of-foot businesses. Currently, much of the business support and advice in West
London – offered under Business Link for London contracts – lacks sector specialism and the
capacity to adapt to a rapidly transforming industry. It also operates outside of key sector
networks – those carriers of trends and intelligence that are so crucial to business growth.

Major considerations for the Steering Group:

Correspondingly, a long-tem objective for business advice and support is to build a network of
sector specialists (such as consultants) who can move flexibly across the sub-region to address
specific issues or undertake diagnostics that help to uncover gaps and opportunities. A short-term
agenda is to convene business support providers across the sub-region to establish a working
group that identifies a series of business advice and support gaps and opportunities and to
correspondingly exchange each other’s expertise so that it is pooled for the good of the whole
sub-region. The Creative London Hub and the wider activities of Creative London may provide
resources here.

     See www.creative-partnerships.com

                                                    62               tom fleming / creative consultancy/
4.1.9 IPR and Investment: Realising Sector Value
Creative businesses face very different investment challenges to businesses in other sectors. This
is due to relatively poor business and management skills, the relative dependence on ‘people as
assets’, the long lag times between idea creation and commercialisation, relatively
underdeveloped markets, stronger tendencies towards high levels of ownership, a project
dependency, and – of great significance – low levels of recognition from potential investment
communities. Investment in a creative business requires that the investee is able to identify value
in the business that can be extracted as value for the investor. Therefore, if a business is to come
into contact with a specific type of investment opportunity, it is imperative that the business has
the potential to provide the types of investment outcome required by that opportunity. This
requires a clearly defined and coherent approach to Creative Industries investment and support,
strategic connection and partnership with other vehicles and initiatives, and the flexibility to focus
on specific business profiles and the investment opportunities they might spark.

Creative London – through the Creative Capital Fund and the Creative Business Accelerator – is
leading a programme to advance and increase appropriate private sector investment in London’s
Creative Industries. This is complemented by the Own It programme 76 , which supports
businesses to identify, value and protect their intellectual property and thus secure potentially
scaleable assets for investment. This regional process is supported at a sub-regional level, with
business advisors and intermediaries working in Higher Education institutions, and supporting
developments in IPR exploitation, incubation, spin-out activity and specialized business support.

In addition, a sub-regional approach might consider:

      - Building an informal network of West London business angels – convened to explore
      Creative Industries investment opportunities. This will help to increase familiarity with the
      sector and therefore reduce perceptions of risk. West London Business could take the lead

      - Connecting larger businesses to smaller businesses – as discussed in 4.1.4 above. Creative
      businesses are the largest investor in other creative businesses (after families, friends and
      retail debt finance). Stronger sub-regional connectivity will increase sector investment and
      thus advance growth

      - Specialist business advice will be required to increase investment readiness levels and
      develop appropriate business model for certain types of business – especially where
      convergence requires a new approach to modeling. This is a longer term agenda.

4.1.10 The Public Realm: Generating Attractive Creative Milieu
The London Plan specifies the importance of town centres and Areas of Opportunity for a
sustainable and effective approach to growth. Policy 3D.4 states that The Mayor will work with
strategic partners to promote culture in the framework of the Mayor’s Cultural Strategy. UDP
policies are guided to:

          - identify, protect and enhance Strategic Cultural Areas and their settings

          - designate and develop Cultural Quarters

     See www.own-it.org

                                                    63               tom fleming / creative consultancy/
           - where appropriate, support evening and night-time entertainment activities in central
           London, City fringe areas and town centres and where appropriate manage their impact
           through policies such as Entertainment Management Zones

           - encourage ‘Percent for Art’ schemes and encourage arts and cultural facilities in major
           mixed-use developments

A range of ‘Strategic Cultural Areas’ are identified for introducing and protecting large-scale and
high quality cultural activity. These include Wembley.

In addition, the Sub-Regional Development Framework promotes the value of a high quality
public realm for attracting creative and other activity. These reports complement this Creative
Industries Framework because the concentration of activity is key to a well-networked and high
visibility sector. To attract and retain creative businesses requires a high quality, innovatively
designed public realm. Many areas of West London, including the town centres, have a low
quality public realm and correspondingly lack the ambiance and reputation necessary to propel
Creative Industries activity to a greater level of concentration and agglomeration. This is
particularly difficult because different types of sector activity are likely to find different types of
place attractive. Therefore, care must be taken to avoid prescribing a similar approach to the
public realm across different locations.

It is recommended that a short scoping study be developed that identifies a ‘desirable
Creative Industries public realm’ for each of the following locations.

Each is a sub-regional centre of sector activity with a different sectoral profile requiring different
types of public realm. Collectively, this study will provide guidelines for other locations within the
sub-region. Advice from CABE 77 could be sought to establish an appropriate framework here
(focusing on issues such as ‘legibility’, safety, and a range of aesthetic considerations).

Locations for a short ‘Creative public realm study’:

       -    Wembley (already underway and included in the Wembley Public Arts Strategy
       -    Hammersmith (partly undertaken through work on the Lyric Square)
       -    Park Royal (ongoing through the Park Royal Partnership, but not focusing exclusively on
            Creative Industries needs)
       -    Ealing Green
       -    Southall
       -    Hayes
       -    Hounslow
       -    Harrow town centre and/or Wealdstone

The West London Creative Industries Steering Group might also consider consulting with Arts
Council England for support in developing this scoping study. The London office has a dedicated
Public realm officer.

4.2 Role and Remit of the West London Creative Industries Steering
The West London Creative Industries Steering Group is a strategic body convened by the West
London Partnership consisting of public sector organizations, institutions, and agencies with a key
role to play in Creative Industries development in West London. It includes local authorities
(through the West London Alliance), Skillset, Arts Council England, Creative London (LDA), LSC,

     See www.cabe.org.uk

                                                    64                tom fleming / creative consultancy/
Connections Communications, Business Link for London, Park Royal Partnership, the City Growth
Strategies, BEC/Focus West, and education institutions; and a small number of leading
businesses (through West London Business), including the BBC and Ealing Studios. It has a
specific role and remit to establish West London as a global leader in Creative Industries activity.

This requires that the Steering Group:

    -   Identify strategic priorities for Creative Industries development and support in West
        London, using this Framework as an inception tool

    -   Advocate for more and appropriate sector support in West London

    -   Offer a coherent lead for sector development initiatives across the sub-region

    -   Establish agreement on specific sector development opportunities – such as for
        workspace, business support, and learning and skills

    -   Convene networks between on-the-ground partners to ensure a coherent approach to
        sector development is undertaken

    -   Commission appropriate research that will advance sector intelligence for practical sector
        development means

    -   Contribute to the management of future posts and programmes – see below – including
        the development of the Creative London Investment Plan and Hub Manager Post.

4.2.1 Extending Business Contribution
It is vital that businesses lead processes of sector development intervention in West London.
Without close liaison with business, intervention will lack appropriateness and ownership.
Businesses therefore play a prominent role within the Steering Group. However, it is not
recommended that the Steering Group consist of an equal number of businesses and public
sector partners. This is because the focus of the Steering Group is presently too general and
public sector policy-driven to provide a relevant and meaningful forum for representatives from
very busy businesses. Most businesses are not in a position to commit time and energy to the
Steering Group at its current stage of development. However, businesses should be invited to
play a prominent development role through the following:

    -   Each strategic priority area to be supported by a specialist advisor(s) from business. This
        would mean, for example, that Steering Group members will be charged with recruiting a
        relevant business(es) to offer targeted advice on each area, with each area timetabled
        for discussion over the course of a series of Steering Group meetings. If intensive detail
        is required, special meetings should be organized to ensure a fulsome business

    -   Businesses be recruited to lead on network and supply chain projects. It is particularly
        important here because too often networks are unconvincing to businesses due to a lack
        of consultation and encouragement to lead at the outset

    -   Specific pieces of research be commissioned to analyse in detail business development
        needs relative to a specific development area (such as in organising appropriate
        showcase initiatives).

                                                 65               tom fleming / creative consultancy/
This mixture of hands-on involvement and flexible consultancy is in-line with City Growth Strategy
priorities, bringing together business leaders through a flexible, pragmatic consultative and
partnership process.

4.3 Key Urgencies; Recommended Immediate Actions
In addition to the major considerations outlined above, the Steering Group is asked to consider
the sector intelligence, strategic priority areas and key development themes outlined in this
Framework and to correspondingly devise its own sets of priorities and actions. However, it is
clear that a set of outstanding urgencies exist that require the immediate attention of the
Steering Group – over and above the major ongoing considerations. These are outlined in brief
below as the conclusion to this Framework, providing recommended actions over 2005-06:

A: The Creative London Hub Management Post – Towards a Sector
Development Team for West London: Research undertaken for this Framework has
identified opportunities for hosting and maximizing the potential of the proposed Creative London
Hub Manager for West London. The development of this post is subject to potential shifts in
priorities and resources from Creative London and its success will be dependent upon being
supported by a range of strategic programmes and interventions in-line with those outlined in
this Framework. Care must also be taken here because the breadth of sector development issues
and of geographical concentration across the sub-region is such that a sector development team
would need to be amply resourced to play a meaningful role. This is especially the case because
sub-regional intervention is in some cases an unnecessary ‘additional layer’ on top of regional and
national intervention. The following is therefore a conditional position.

The Creative London Hub manager for West London is proposed by Creative London as sector
champion, advocate, broker and general intermediary, helping to coordinate sector intervention
on a sub-regional level and to drive forwards the wider development of a Hub programme.
However, research has exposed an aspiration amongst West London partners for the Hub
Manager to represent the first stage in a longer-term process of establishing a sub-regional
sector development organization/agency for West London. This will be a sector champion and
advocacy body, charged with raising the profile of the sector, connecting partners, brokering
relationships, levering new resources and opportunities. Unlike other sector development
agencies (such as CIDA 78 in east London or CIDS 79 in Manchester), it will not have a delivery
function except for showcase and network initiatives. Rather, it will ensure complementarity and
coherence in delivery across the sub-region; champion good practice in sector support; and work
to lever new resources for additional sector support. This model has more in common with the
Creative Lewisham Agency 80 .

For this model to be developed effectively will require that the Creative London Hub Manager be
hosted and located in a way that connects a range of strategic considerations on the ground. The
Hub Manager must be:

       -    Connected very strongly to businesses (especially high growth businesses), learning and
            skills bodies, education institutions, and support providers

       -    Connected sub-regionally – working with the above partners to ensure sector
            development opportunities are pursued with equal vigor across the sub-region

       -    Have a clear relationship with both Creative London and the Steering Group.

     The Cultural Industries Development Agency: www.cida.co.uk
     The Cultural Industries Development Service: www.cids.org.uk
     See www.creativelewishamagency.org.uk

                                                           66       tom fleming / creative consultancy/
Correspondingly, is recommended that the following be considered as development options for
the Creative London Hub Manager post:

    -   The post be managed by Creative London and the Steering Group with a longer term
        agenda to build a sector development team for West London

    -   The post be directly placed over the short term within West London Business to
        institutionalize the essential business-led focus of Creative Industries intervention in West
        London. This will require that West London Business diversify its Creative Industries
        membership base to advance Creative Industries issues and work in close partnership
        with the key agencies and partners with a track record in delivering effective sector
        development support – such as Focus West, Action Acton, and the increasing reach of
        partners at Ealing Green. West London Business will therefore be tasked with a
        facilitating, coordinating and brokering role with these key partners, assisting them to
        work together more effectively.

    -   The post be encouraged to locate within one of the major concentrations of Creative
        Industries activity in West London where the above strategic considerations are
        effectively engaged. The locations and strategic contexts where opportunities are most
        compelling are Ealing Green (with a strong partnership between Ealing Studios, TVU and
        Ealing Institute of Media offering sub-regional and cross-issue support; plus a longer-
        term opportunity for a base at the redeveloped British Telecom building); or Park Royal
        (with a cross-Borough agenda and a large and expanding sector). Hammersmith also
        provides an opportunity, buts its relatively central location will make a sub-regional
        approach difficult, and the mix of public and private sector partners is not as diverse or

    -   The post be charged with leading the next stage of the Creative London Investment Plan
        and aligning this with a business plan for building a larger sector development team for
        West London.

In the short-term, the Steering Group will need to agree on options introduced above; in the
longer term, the establishment of a sector development team for West London will ensure that
strategic and sub-sector interests at every local level are thoroughly engaged and satisfied.

B: A Programme of Showcase Event(s), Network Initiatives and a Sector
Vision Document: It is recommended that the Steering Group establish a Showcase and
Network Programme for the Creative Industries in West London – in advance of the Creative
London Hub Management post. This is necessary to build a sub-regional identity for the sector as
an inward investment tool and to begin to raise the profile of sectoral activity within and between
different parts of the sector. This will require the introduction of a project sub-group with a
strong business presence to lever investment and manage a programme consisting of some or all
of the following:

    -   A Creative Industries Conference for West London: a one-day event exploring
        development concerns from a business perspective and showcasing the breadth of
        creative activity in the sub-region

    -   A Digital Content Network or complementary investment in existing networks – recruiting
        major companies to resource a web-based portal and targeted events for digital content
        businesses of every size. This might be based on the Wired Sussex model, with a longer-
        term opportunity to be launched as a separate company.

                                                67                tom fleming / creative consultancy/
    -   A Creative Industries Showcase Document: a short document that provides an overview
        of the main sector assets and opportunities in the sub-region. This will be used to
        convince and galvanise public sector partners and to attract businesses seeking a London

C: A Focus on Establishing and Sustaining Appropriate and thus ‘Affordable’
Property for Creative Industries Businesses: There is a widely-held assumption in
West London and beyond that creative businesses are struggling to access appropriate
workspace that is affordable – especially in strategically significant places, which are also the
places where the Creative Industries are more likely to succeed and add more value: in and
around town centres. This Framework concludes that affordability is not the major issue here.
Rather, the affordability of appropriate property (such as property with high standard facilities,
good transport links, and specialist business support services) is the major issue. However, much
remains unclear here because a thorough demand/supply study for Creative Industries property
in the sub-region has not been undertaken. This Framework does not propose that a sub-region-
wide study is undertaken as a priority. Instead, it is recommended that a focused demand/supply
study on Creative Industries property be undertaken for the top 5 town centre locations in the
sub-region (places recommended in the Mayor’s London Plan as sites for cultural quarter
development), with a parallel study that focuses on the top 5 emerging locations for sector
activity. This will show for the first time the true nature of workspace accessibility, affordability
and appropriateness relative to a key determining factor: location. This will not only provide very
valuable intelligence when assessing specific workspace propositions – it will also help to inform
debates that focus on workspace provision and the role of the public sector across London and
beyond. It is likely that the LDA and Arts Council England would share an interest in pursuing the
gathering of this intelligence.

D: A Strategic engagement with the Western Wedge Partnership: A series of joint
meetings should be held to encourage joined-up approach to the support of commercial Creative
Industries support and arts and cultural sector support. This will in turn encourage a joined-up
approach within local authorities.

E: A Common Approach to 2012: The Olympic Games will provide significant opportunities
for the Creative Industries sector and wider cultural sector of West London – such as increased
business and new resources. It is recommended that the Steering Group (with the Western
Wedge Partnership) identify a set of common goals for West London to be articulated to the 2012
team, the LDA and the GLA. This will be informed by research to be commissioned by West
London Partnership through London Borough of Brent.

F: A Sub-regional Creative Industries Policy Statement: The Steering Group build a
Creative Industries policy statement that articulates the strategic priorities and key themes of this

G: Further Research and Consultancy: Each strategy area and project will require some
research and consultancy support, ranging from support in coordinating partnership to in-depth
feasibility. It is also recommended that the Steering Group commission a study that analyses the
Creative Industries sector profiles of the key areas of sector concentration in the sub-region
(listed in 4.1.10). This will complement forthcoming research commissioned by the GLA that
maps Creative Industries activity across London. As discussed in Section 2, this research will not
fully uncover the level of sole trader activity and informal activity. It will be of strategic value to
gather this intelligence in priority areas of West London. Otherwise the aspirations and

                                                  68                tom fleming / creative consultancy/
development needs of a significant part of the Creative Industries sector will be missed and

                                               69                tom fleming / creative consultancy/
           Appendix 1: Support and Development Provision - Creative Industries Initiatives in West
           The following provides an overview of main Creative Industries initiatives across the sub-region:

   Programme and lead                    Borough                    Aim                          Sub sector             Funding/                   Service                       Key partners
       organisation                                                                                                     timeline
1. Workspace
ACAVA                           H&F, Ealing, K&C     To provide opportunities for           Art including digital                  Providing studios and other services for   Camden Charity, Ar
                                                     people of all ages to access           arts                                   professional artists. Organise             Council H&F, RB K&
                                                     workshop and studio facilities,                                               exhibitions and public art commissions
                                                     explore a range of materials and                                              and runs educational and community
                                                     processes and exhibit their work.                                             arts projects.

Business Enterprise Centre      H&F                  To create a high class, high quality                                          Provision of affordable workspace for      BBC
                                                     resource which acts as a focus for                                            local creatives in BBC Media Village
                                                     local businesses and contributes to                                           Support to businesses in workspaces
                                                     improving their competitiveness
Chiswick Park                   Hounslow             High spec office space with further                                           Large office space, services and events
                                                     development planned                                                           for tenants. Tenants include Discovery
                                                                                                                                   Channel, France Telecom, CBS News,
                                                                                                                                   Corinthian TV
Ealing Studios                  Ealing               Home for the best British talent in    Film and TV                            - High end workspaces for film & TV
                                                     film, TV and interactive media                                                companies
                                                                                                                                   - Mentoring opportunities
New Media Knowledge             Harrow               Providing the knowledge                Digital interactive                    Affordable office space,
Incubation Lab, University of                        businesses need to realise their       media                                  communications infrastructure and
Westminster Harrow Campus                            creative and commercial potential.                                            business support to creative and
                                                                                                                                   technology start-ups (see also business
Park Royal Partnership,         Brent, Ealing, H&F   To encourage inward investment         Film and TV             LDA single     Property brokerage and networking          PRP, LDA, Kay’s
&action                                                                                                             programme      opportunities                              media
   Programme and lead                       Borough                         Aim                         Sub sector            Funding/                      Service                          Key partners
       organisation                                                                                                           timeline
Redlees Studios                    Hounslow                 To establish the studios as a          Art and design                          Studio space Professional Development         LB Hounslow
                                                            thriving centre for the production                                             Arts Education and Artist training
                                                            of high quality art, crafts and                                                Bi-Annual Open Studio Events
                                                            design and to raise the profile in                                             Gallery Area
                                                            the markets for the work of the
Southall Business                  Ealing                   To encourage entrepreneurship in                              LDA, LB Ealing   Provision of affordable workspaces,
Centre/Southall Regeneration                                Southall                                                                       business support, training, trade links
Stockley Park                      Hillingdon               Providing office space to large                                                Home to 30 companies employing 6500
                                                            companies.                                                                     people. These include British
                                                                                                                                           Telecommunications plc, Centric plc,
                                                                                                                                           Aspect Communications UK Ltd, Canon
                                                                                                                                           Europe Ltd, Documentation software
                                                                                                                                           Europe Ltd, AWD Technologies Ltd,
                                                                                                                                           Apple Computers UK Ltd.

West London Business               West London sub region   To support the growth and                                                      - Property info provision
                                                            success of West London business                                                - Property search service
                                                                                                                                           - Tailored support to businesses seeking
                                                                                                                                           commercial premises
Workspace                         Across London             To provide office, studio and light    CI and other sectors                    Office and studio space. In West              Local authorities
                                                            industrial workspace for small                                                 London these include Acton Business
                                                            businesses.                                                                    Centre, Archer Street Studios, Barley
                                                                                                                                           Mow Centre, Grand Union Centre,
                                                                                                                                           Ladbroke Hall, Pall Mall Deposit

2. Skills and learning
2a. Strategy
Audio Visual Skills Action Plan    Pan London               One of seven London FRESA              Audio visual                            A framework for integrated action by          Skillset, the
for London                                                  flagship projects. Seeks to bring a                                            Skillset, relevant public agencies and        London Sector Skill
                                                            co-ordinated and joined up                                                     industry                                      Forum, LDA, Learn
                                                            approach towards the provision of                                              to meet the skills, talent, and company       and Skills Council
                                                            skills, training and education for                                             development needs of the audio-visual
                                                            the audio-visual industries in                                                 sector in
                                                            London.                                                                        London.

Sector Skills Agreement for        England                  One of four pathfinder SSAs            Film, TV and                            Provides an overview of the size and
Film, Television and                                                                               Interactive media                       scope of the 3 sub sectors within the
Interactive Media                                                                                                                          Skillset footprint and outlining how skills
                                                                                                                                           needs can be met
Skills for Business Network –      Pan London               To ensure that Sector Skills           All sectors                             The plan explains how the network will:

                                                                                                  71                                       tom fleming / creative consultancy/
   Programme and lead              Borough                   Aim                          Sub sector             Funding/                        Service                          Key partners
       organisation                                                                                              timeline
London Regional Plan                         Councils are recognised as the                                                      - contribute to the development and
2004/07                                      coherent voice of employers in                                                      implementation of regional skills
                                             London and influence learning and                                                   strategies
                                             skills provision to respond to the                                                  - engage with and represent employers
                                             UK skills needs of the sectors                                                      and employer networks
                                                                                                                                 - communicate with regional partners
                                                                                                                                 - develop a consistent approach to the
                                                                                                                                 understanding, use and sharing of
                                                                                                                                 labour market information and
                                                                                                                                 - influence the provision of learning and
                                                                                                                                 - develop a regional cross-sector
                                                                                                                                 approach to generic skills
Supporting talent and        Pan London      To work towards the development         CI sector                                   Policy initiative emerging from the          LDA and local deliv
Enterprise (STEP)                            of a London framework for                                                           Mayor’s Commission on the Creative           partners
                                             learning for the creative industries                                                Industries to develop the non-formal
                                                                                                                                 learning sector and builds on the best
                                                                                                                                 practice of London’s leading,
                                                                                                                                 established non-formal learning

2b. Delivery
Digital arts training -                      Educational initiatives aim to          Art including digital                       Training, access and production. A           Action Acton,
ACAVA                                        promote individual expression and       arts                                        range of training courses for those          Artquest, West
                                             to promote career development                                                       assessing the possible benefits of digital   London NHS Menta
                                             (See also workspace above)                                                          technology for their work, and those         Health Trust,
                                                                                                                                 deeply involved with the technology          Campden Charities,
                                                                                                                                 who seek to keep ahead of                    Esmee Fairburn
                                                                                                                                 developments.                                Foundation, LB Eali
                                                                                                                                                                              LB H&F, RB K&C,
                                                                                                                                                                              LWLSC, Portobello
                                                                                                                                                                              film festival
Bush Studios                                 To provide ‘hands on’ approach          Music                                       Training in music production
                                             combining theory with practical
Connections Communications                   Promoting cultural diversity and        Media                   Project funding     Media training and education                 BBC, Film London,
(STEP Organisation)                          new opportunities in the media                                  from LSC, LDA,      programmes for young people and              Collage Arts, Nation
                                             industry                                                        DfES(UK Online),    communities as well as a programme of        Theatre, Park Roya
                                                                                                             ALG, ESF. LB H&F,   continuing professional development to       Partnership
                                                                                                             Regenasis; New      freelancers and media employees
                                                                                                             Deal for

                                                                                    72                                           tom fleming / creative consultancy/
   Programme and lead                  Borough                   Aim                             Sub sector            Funding/                         Service                        Key partners
       organisation                                                                                                    timeline
                                                                                                                  Communities, The
                                                                                                                  Big Lottery, The
                                                                                                                  Youth Justice Board
Ealing Hammersmith and        Ealing and H&F                                                                                            Digital media COVE. New centre             Ealing Studios, BBC
West London College                                                                                                                     opening in September 2005                  TVU
Kingwood City Learning        H&F                Promote the use of Information                                                         Digital video editing and other IT
Centre                                           and Communication Technology                                                           courses
                                                 (ICT) by providing innovative,
                                                 inspiring and inclusive learning
                                                 opportunities for all to raise
LAMDA                         H&F                To provide a premium classical            Music and performing                         Range of professional development
                                                 training for the cutting-edge             arts                                         courses for the arts as well as business
                                                 professional                                                                           development and EFL programmes
                                                                                                                                        using performing art tools
Employers Guide to Training   Pan London         To help employers identify and            All                    Public                Database of London training providers,     LSC, Connexions,
Provider - LSCs                                  locate quality training in their local                                                 guidance on how to evaluate a training     Jobcentre Plus, BL4
                                                 areas                                                                                  provider
Media Café                    H&F                To increase the employability and         Media                  Part of the           Provision for people training or re-       LB H&F
                                                 educational attainment of local                                  Community             training for work in the media, cultural
                                                 people and people from socially                                  Learning & Leisure    industries and sports sectors – skills
                                                 excluded groups                                                  Service of the        assessment, advice and guidance,
                                                                                                                  London Borough of     training
                                                                                                                  Hammersmith and
                                                                                                                  Fulham. Funded by
                                                                                                                  SRB, ESF, LSC
Transient Film Exchange                          To help demonstrate the positive                                 Prince's Trust and    Collaborations between local filmmakers
                                                 contribution that young refugees                                 The Diana Princess    and young people who receive training
                                                 can make to the UK and also build                                of Wales Memorial     in film and video production in order to
                                                 a better understanding of refugee                                Fund                  produce films
                                                 communities by utilising film and
                                                 video as a means of self
Thames Valley University      Ealing                                                       Art and design,                              Undergraduate and postgraduate             Ealing studios,
                                                                                           media, music and                             courses                                    EHWLC
West Thames College           Hounslow                                                                                                  Courses in media, art and design
William Morris Academy        H&F                Centre of excellence in sixth form                                                     Training in creative arts
YCTV (K&C and H&F)                               Film and TV training for young
YES                                              AV studios for young people

                                                                                          73                                            tom fleming / creative consultancy/
   Programme and lead                 Borough                       Aim                           Sub sector               Funding/                         Service                       Key partners
       organisation                                                                                                        timeline
Young Blood (H&F)                                    Training in performing arts,
                                                     writing, producing and directing

3. Business Support
Working Broadband - ABI      Pan London             To use new broadband technologies     Film, TV, radio,             Equal £2.6million    Showcasing new creative talent from        BBC, Channel 4, LD
Associate Ltd                                       to improve opportunities and career   Fashion, music                                    BME communities over the web
Action Acton                 Ealing                 Regenerating parts of Ealing          All CI businesses                                     Support to CI businesses, pre-start,
                                                    concentrating in particular on SRB/O2
                                                    area of the Vale                                                                            start-up and ongoing development


                                                                                                                                           B2B networking & supply chain
Business Enterprise Centre   H&F                     To create a high class, high quality    All sectors                                    General business advice and support
                                                     resource which acts as a focus for                                                     (see workspace and clusters for further
                                                     local businesses and contributes to                                                    details)
                                                     improving their competitiveness
Business Link                Pan London                                                      All sectors                                    Focuses on providing information,          LDA
                                                                                                                                            diagnosis and brokering services
LSC and Exemplas             West London             Exemplas is contracted to London        Audio Visual                                   See Aim.                                   LSC, Exemplas,
                                                     West Learning and Skills Council to                                                                                               Skillset.
                                                     act as a broker for its Employer
                                                     Skills Offer and engage with
                                                     employers across 6 of its priority
                                                     areas – which includes Media. This
                                                     in turn complements the work of
                                                     Skillset, through which strategic
                                                     partnership is underway to deliver
                                                     the Employer Skills Offer to Audio
                                                     Visual businesses.
Harrow in Business           Harrow                                                          All sectors                                    One to one advice, training, mentoring
                                                                                                                                            for start-up and existing businesses
New Media Knowledge,         Based at Westminster    Providing the knowledge                 Digital and interactive   Part funding from    Event management                           LDA, BBC,
University of Westminster    and Harrow campus       businesses need to realise their        media                     the LDA              Bespoke training
                                                     creative and commercial potential.                                                     Research and consultancy
                                                                                                                                            Knowledge networks
                                                                                                                                            Incubation (see workspace)
Southall Business Centre     Ealing                  To encourage entrepreneurship in        All sectors               LDA, LB Ealing,      Business Information Service

                                                                                            74                                              tom fleming / creative consultancy/
   Programme and lead                  Borough                   Aim                        Sub sector          Funding/                        Service                          Key partners
       organisation                                                                                             timeline
                                                 Southall                                                 SRP                   Business advice for start-ups
                                                                                                                                Business Coaching
                                                                                                                                Business Consultancy
                                                                                                                                Financial Services
                                                                                                                                Training, Events and Networking Clubs
Routes to Work - Southall                        To help residents access labour                                                Job brokerage and training
Regeneration Partnership                         market
Heathrow City Gateways to                        To maximize the enterprise and        CI one of 3 main                         Incubation units, ICT and e-enabling
Business - Southall                              entrepreneurial opportunities and     sectors.                                 training services, maximizing strengths
Regeneration Partnership -                       aspirations of the area                                                        of Bollywood and Asian entertainment
West London Business                             WLB is a Chamber of Commerce          All sectors                              The Chamber has very few members
                                                 covering six West London                                                       from the creative industries and sees
                                                 boroughs.                                                                      this as an area where they need to
                                                                                                                                develop. The Chamber would like to
                                                                                                                                develop a media network.

4. Networks/cluster
Focus West -BEC/NMK/HE                           To support the development of         Media              £2 million till 2006 - Business advice, support, consultancy       BBC, BEC, LDA, NM
consortia including University                   Inner West London's media cluster                        funded by LDA and and mentoring for media micros/SMEs,             West London Colleg
of Westminster -                                 and to provide the environment for                       BBC                  Loan Finance,
                                                 long term growth Three principal                                              - Networking events for creative
                                                 strands: new and emerging                                                     businesses (media)
                                                 markets; new products services
                                                 and improved productivity                                                     -Virtual network via

The Seer - LB Brent and RB       Brent and K&C   To enable artists and organisations   Art and design                           A database of registered artists and         LB Brent, RB
Kensington and Chelsea                           to flourish and work in                                                        organisations that live and work in          Kensington and
                                                 partnership.                                                                   Brent and K&C. The associated website        Chelsea, artists and
                                                                                                                                will provide an opportunity for artists to   designers
                                                                                                                                show their work via links to their own
                                                                                                                                websites or as a 'Featured Artist' and
                                                                                                                                promote their activities such as
                                                                                                                                performances and exhibitions, to wider
                                                                                                                                communities by posting information on
                                                                                                                                the events page. There will be news
                                                                                                                                and information about activities, events
                                                                                                                                and training and links to funding
                                                                                                                                organisations and art support groups'
Tradelink - Workspace                            To facilitate inter-trading and       All sectors                              On-line facility for Workspace tenants

                                                                                      75                                         tom fleming / creative consultancy/
   Programme and lead                  Borough                   Aim                          Sub sector             Funding/                          Service                       Key partners
       organisation                                                                                                  timeline
                                                 network support                                                                       across London to share information and
                                                                                                                                       expertise and advertise their products
                                                                                                                                       and services
5. Investment
5a. Sector specific
West London Film Fund            Pan London
Creative Seed Fund, LDA          Pan London      To fill the finance gap that exists                             £10 million fund      Start-up and early stage finance. Will
                                                 for young creative business             CI sector               with estimated £50    work hand in hand with Creative
                                                 pursuing start-ups capital and                                  million available     Business accelerator
                                                 small business looking for early                                from further public
                                                 stage funding                                                   and private sector
Creative Business Accelerator,   Pan London      To help creative practitioners          CI sector                                     Education, business advice mentoring,
LDA                                              develop financial awareness,                                                          links to investors
                                                 business planning and
                                                 management skills
Jump Start, LDA London           Pan London      Improving performance through                                   2-year and 5.4        - Up to 50% of project costs with a       Business Link,
Innovation Unit                                  innovation                                                      million Euro          maximum of £10,000 for London-based       Chambers of
                                                                                                                 programme             SMEs to connect with Higher education     Commerce and
                                                                                                                                       Institutes or Research and Technology     Innovation Centres
                                                                                                                                       - Up to £100,000 to inspire London’s
                                                                                                                                       minority business communities to
                                                                                                                                       improve access and uptake of
                                                                                                                                       -Up to £1 million to strengthen and
                                                                                                                                       enhance new and existing networks to
                                                                                                                                       promote London as a centre for
                                                                                                                                       Innovation and strengthen engagement
                                                                                                                                       of businesses in innovation.

Arts Council England             Pan London      Defined in the document                 Pan-arts and cultural   Multiple              Two main funding streams:                 A plethora of local
                                                 ‘Ambitions for the Arts’:               sector                  programmes of                                                   authorities, other
                                                      -    prioritise individual                                 varying investment         -    Grants for the Arts –           public sector bodies
                                                           artists                                               levels                          investing in the 27 regularly   etc.
                                                      -    work with funded                                                                      funded organizations in West
                                                           organizations to help                                                                 London
                                                           them thrive rather than
                                                           just survive                                                                     -    Strategic funds that target
                                                      -    place cultural diversity at                                                           sub-regional development
                                                           the heart of our work
                                                      -    prioritise young people

                                                                                       76                                              tom fleming / creative consultancy/
   Programme and lead        Borough                  Aim                       Sub sector       Funding/                       Service                        Key partners
       organisation                                                                              timeline
                                                 and creative
                                            -    Maximise growth in the
5b. Generic
London Seed Capital                    Early stage venture capital fund    All sectors       10 year fund        Only able to invest where its investment   SBS, London Busine
                                                                                             launched in 2002.   is at least matched by business angels.    Angels
                                                                                             £4,650,000 has      It can invest up to £465,000 in any one
                                                                                             been invested       company with a maximum of £100,000
                                                                                             Small Business      in the first round. Works closely with
                                                                                             Service             London Business Angels Network
London Business Angels,                To provide a complete service to    All sectors                           Introduction service for locally based)    London Seed Fund,
subsidiary wholly owned by             ‘match’ entrepreneurs seeking                                                                                        Private Investors
Greater London Enterprise              finance with potential investors                                          innovative entrepreneurial businesses

                                                                                                                 seeking growth capital between


                                                                                                                 Business Angels offer finance & in most
                                                                                                                 cases additional marketing, financial or
                                                                                                                 strategic management expertise to both
                                                                                                                 start up and growing businesses.

                                                                          77                                     tom fleming / creative consultancy/
       Appendix 2: List of Consultees

Name                             Organisation
Maher Anjum                      LDA
Graham Hitchen                   LDA
Neil Berry                       LDA
Andrew Gaskell                   LDA
Wendy Wyatt                      LDA
Victoria Buzza                   LB Brent
Caroline Jenkinson               LB Brent
Andy Donald                      LB Brent
Marianne Locke                   LB Brent
Paul Hayler                      University of Westminster
Nigel Cramb                      LB Hillingdon
Helena Webster                   LB Hillingdon
Steven Porter                    LB Harrow
Abdu Rashid-Craig                LB Hounslow
Patricia Stead                   LB Hammersmith and Fulham
David Hannah                     Hammersmith & West London College
Duncan Smith                     ACAVA
Paul Owens                       BOP
Ian Nichol                       West London Alliance
Emma Strong                      West London Alliance
David Panton                     ACME
Nii Sackey                       Bigga Fish
Andrew Ward                      Thames Valley University
Elizabeth Stern                  ACE London
Louise Venn                      ACE London
Tony Bellia                      LWLSC
Nigel Paine                      BBC
Rob Alcock                       BBC
David Howell                     Rubicon Regeneration
Neil Johnston                    Paddington Development Trust
David Powell                     David Powell Associates
David Mule                       Exemplas
Jo Evans                         West London Business
Alan Dix                         509 Arts
Julian Kossick                   Fountain Studios
Trisha Boland      Film London
Nick Underhill     Wired Sussex
Rachel Baker       CCI Skills
Orin Miller        BEC
Alan Freeman       GLA
Matthew Waite      GLA
Triston Wallace    Skillset
Jeremy Pelzer      Ealing Studios
Anna McKenzie      Business Enterprise Centre/Focus West
Brian Noble        Business Link for London
Jacqueline Davis   Connections Communications
Shelley Adams      Park Royal Partnership
Phillipa Berkley   Park Royal Partnership
Lisa Porter        City Growth Project – Park Royal Partnership
Ash Verma          Southall Partnership
Frank Wingate      West London Business
Jo Evans           West London Business

                        79               tom fleming / creative consultancy/
Appendix 3: Selected Key Documents
BBC (2004) Annual Report and Accounts 2003 – 2004
BBC (2004) Case Studies of the BBC’s Employee Community Involvement Scheme
BBC (2004) Living Public Value, On Air, Online and Beyond: Corporate Social Responsibility
Report 2003/04
Business Enterprise Centre (2004) Creative Hubs Investment Plan: Inner West London
Centre for Economic and Social Inclusion (2005) A scheme for full employment, Inclusion, Policy
Paper 3
City Growth Strategy (2004) Heathrow Action Plan 2004-2007
City Growth Strategy (2004) Heathrow – Programme Proposals 2004 - 2007
City Growth Strategy (2004) Heathrow Programme Review 2003-2004
City Growth Strategy (2004) Heathrow – Setting the Scene
City Growth Strategy (2004) Heathrow – Strategy Action Plan and Delivery
Connections Communications Centre and Lumiere (1999) Survey Report and Results
Connections Communications Centre (2005) West London Media centre: Business Plan
Corporate Citizenship Company (2005) BBC Organisational Impact of Employee Community
Ealing Studios (2003) Ealing Green Hub Proposal (ERA)
Exemplas (2005) Step Ahead Research: The Media, Creative and Cultural Industries Sector (West
London Sector Skills Series)
Focus West (2004) West London Media Sector Hub - Scoping & Mapping October 2004
GLA (2002) Creativity: London’s Core Business
GLA (2004a) London’s Creative Sector: Update
GLA (2004) The London Plan
GLA (2003) Mayor’s Cultural Strategy
Hunt Dobson Stringer (2005) West London Economic Development Strategy Implementation Plan
(prepared for West London Partnership in collaboration with the LDA)
London 2012 (2004) Transforming the Landscape: Culture in the Spotlight
London Borough of Brent (2004) Below the Surface: Cultural Industries Development Report for
Brent Council
London Borough of Brent (2004) Brent: Cultural Capital?
London Borough of Ealing (2003) Building a Cultural Future – a Framework for Action – A Local
Cultural Strategy for the London Borough of Ealing
London Borough of Ealing (2003) Ealing’s Community Strategy
London Borough of Hammersmith and Fulham (2004) Your Borough: A Cultural Strategy for
Hammersmith and Fulham
London    Borough   of   Harrow (2003) Harrow Cultural Strategy 2003-2008
London    Borough   of   Hillingdon (2003) Hillingdon Local Cultural Strategy
London    Borough   of   Hillingdon (2004) Strategy for a Sustainable Economy
London    Borough   of   Hounslow (2000) Hounslow Cultural Strategy 2000
London    Borough   of   Hounslow (2004) A Cultural Strategy for Hounslow – a Draft for
Consultation, July 2004
London Borough of Hounslow (2004) Hounslow Community Plan: Celebrating Diversity – Building
LDA (2004), Sustaining Success: Developing London’s Economy, Economic Development Strategy
LDA (2004) Creative London Vision and Plan
London Skills Commission (2004) Update on Implementation of the Framework for Employment
and Skills Action: The Regional Skills Picture October 2004
London Skills Commission (2004) Regional Skills and Employment Priorities for Action Oct 2004
Lumiere (2000) Media Companies in Hammersmith and Fulham

                                                    80              tom fleming / creative consultancy/
OCO Consulting (2004) City Growth Strategy – Phase 2 Inward Investment Review (prepared on
behalf of the Small Business Service)
Office of National Statistics (2005), Annual Local Area Labour Force Survey 2003/04
Regeneris Consulting (2004) CG Phase II baseline report Park Royal, Wembley, White City CG
Robert Huggins Associates and Rubicon (2004) West London Economic Development Strategy
(Prepared for West London Partnership in collaboration with the LDA, WLA and WLB)
Skills for Business Network (2004) London Regional Plan 2004 - 2007
Skillset and Burns Owens Partnership (2003) Audio Visual Skills Action Plan (on behalf of the
London Skills Commission)
Skillset and the UK Film Council (2003) A Bigger Future the UK Film Industry Skills Strategy
Skillset (2004) Overview of Anticipated Trends In the Future Use of Skills In the Audiovisual
Industry To 2010
Skillset - Workforce Development Plan
Skillset (2004) Sector Skills Agreement for Film, Television and Interactive Media
Southall Regeneration Partnership (2003) Feasibility Study for the Redevelopment of Southall
Telephone Exchange
Southall Regeneration Partnership (2004) Report on the Small and Medium Enterprises Survey
in India
Tom Fleming Creative Consultancy (2005) Western Wedge: Assets, Challenges and The Way
Ahead (commissioned by the LB Brent on behalf of the Western Wedge Partnership)
Total Synergy Consulting (2004) Gateway Asia India Market Research Survey
West London Business and Locum Destination Consulting (2005) West London Tourism Strategy
and Action Plan (prepared on behalf of the LDA)
West London Partnership (2004) West London Economic Development Strategy

                                             81               tom fleming / creative consultancy/

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