Culture, Tourism and 2012 Forum
Chair‟s report Item no: 5
Report by: Cllr Barbara Campbell Job title: Deputy Chair, Culture, Tourism and 2012
Forum
Date: 1 February 2010
Contact Catherine Hillis, Policy and Project Manager (Culture, Tourism and 2012)
Officer:
Telephone: 020 7934 9845 Email: catherine.hillis@londoncouncils.gov.uk
Summary This report updates members of the Forum on the work undertaken by
London Councils around Culture, Tourism and 2012 not covered
elsewhere on the agenda.
Recommendations That members‟ of the Forum note and comment on the report.
Chair’s report
Introduction
1. This is an overview of the work of London Councils that I have overseen and important
cultural, tourism and 2012 issues for London that are not covered elsewhere on the
Forum‟s agenda.
Staffing
2. David Brownlee left London Councils on Friday 8th January to take up a new position as
Chief Executive of Network, the national network of audience development agencies. A
12-month fixed term contract has been advertised internally at London Councils and
interviews will be taking place shortly.
Update from Cultural Agencies
3. London Councils works closely with colleagues in the regional cultural agencies:
a. Museums, Libraries and Archives London
b. Arts Council London
c. Sport England, London
d. English Heritage London
4. Colleagues from these four agencies have produced a report on joint cultural agency work
with local government in London. This is attached as appendix one.
Playing Their Part: culture and sport’s contribution to local life in the capital
5. London Councils have been working with the Steering Group and full Culture, Tourism and
2012 Forum full to develop a cultural policy document. Many thanks to all Members of the
Forum who have contributed over the last few months. Following input from Members,
Playing Their Part is being launched on Monday 25 January.
6. Copies have been mailed to Members with a covering letter from the Chairman thanking
Forum Members for their input into the development of the document.
7. A copy is also given at appendix five.
8. There will be a presentation on the publication at today‟s meeting, including a discussion
on how we take this work forward.
9. London Councils is mailing some 500 copies to key stakeholders and distributing the
document further via electronic means.
10. We welcome input from Members on how this document might be distributed locally.
Further hard copies will be available at the meeting for Members of the Forum who wish to
take them for colleagues in their boroughs.
London 2012 Local Legacy Framework
11. The team at London Councils have been brainstorming the idea of a 2012 Local Legacy
Framework.
12. This is in no way meant to be another tier of targets and reporting but rather a way of
articulating a shared vision for 2012 Legacy from the 32 boroughs and the City of London.
13. Officers at London Councils have examined existing 2012 strategies, action plans and
legacy documents from London local authorities to identify shared priorities which have
then been collated into nine draft goals. The concept and draft goals were then tested with
the 2012 Lead Officer working group.
14. Appendix two outlines the vision for the Framework and gives a summary of the discussion
held with the 2012 Lead Officer working group.
15. We are keen to get Members feedback on both the concept of articulating our shared
vision for a 2012 Legacy and the draft goals themselves. If there is a feeling that this is a
worthwhile exercise, we would like to agree a process of taking the Legacy Goals forward
for further discussion with the Forum and potentially to take to Leaders after May.
Working with Children’s Services
16. Working with Children‟s Services (WWCS) is one of the work strands of phase two of the
London Cultural Improvement Programme Delivering Value through London‟s Cultural
Services. John McMahon has now been appointed as Project Manager.
17. The Working with Children‟s Services Programme will improve the quality and equality of
cultural provision across London for Children and Young People and will extend the reach
of activity and maximise investment across all boroughs. WWCS will develop a strategic
framework for delivering improved and efficient joint work (an overview of the Programme
is given at appendix one)
18. WWCS is currently convening its Board and inviting senior officers from Children‟s and
Cultural Services to steer this work. The Chairs of ALDCS (the Association of London
Directors of Children‟s Services) and CLOA have met and had a positive discussion on
closer working, specifically how Cultural Services can help deliver Children‟s Services‟
outcomes within the context of London Councils‟ priorities for Children & Young People
Forum. A number of representatives from CLOA have been nominated to sit on the Board
and the Chair of CLOA has asked the Chair of ALDCS for nominations
19. We also feel it is very important for Elected Members to be represented on the Board to
steer this work.
20. I have written to Cllr. Nick Stanton as Chair of London Councils‟ Children & Young People‟s
Forum to invite a representative from the Children & Young People Forum to be part of this
Board and we would also like to nominate a representative from the Culture, Tourism and
2012 Forum.
21. I would like to hear from colleagues who want to put themselves forward to sit on the
Working with Children‟s Services Board which will meet quarterly. I have advised the Vice
Chairs of the Forum and London Councils‟ political advisors to raise this in the Forum‟s
pre-meets today. If more than one nomination is received, Cllr. Merrick Cockell as Portfolio
Holder for the Forum will make the final decision.
Library Change Programme
22. Following a seminar for London Libraries on 13 November, Members attended a breakfast
briefing event on “Improving London‟s Libraries” on 1 December. The event was chaired by
Cllr Cockell and was very well attended.
23. The Capital Ambition Efficiency Board considered a funding bid for Phase 3 of the London
Library Change Programme on 12 January 2010.
24. The total bid to Capital Ambition was for £500K and they agreed to fund an initial payment
of £250K for the first part of this work, with the remainder of the funding pending the
outcome of this phase. The initial funding will pay for the project team and work on
business modelling.
25. The funding is dependant on the following:
Identify a lead Borough to host the project team
Refresh the London Library Change Programme Board to include senior local authority
representation reflecting the key challenges of phase three ( HR, Finance, IT and
Customer Access)
Agree a communications plan to manage the messages of this complex change
programme to a range of stakeholders in the context of political change at national and
local level.
26. The latest London Library Change Programme Bulletin is given at appendix three.
2018 World Cup – London
27. London‟s final bid to become a host city as part of the overall FIFA World Cup 2018 England
bid was submitted on 27 November 09 and on 16 December, it was announced that London
is now an official Candidate Host City for the World Cup.
28. We received 26 letters of support from London borough leaders which were submitted as part
of the bid.
29. The England 2018 bid has moved into a new phase („Phase 2‟) with Candidate Host Cities
now part of one national team competing internationally. The next phase of the campaign
is divided into two key workstreams:
Submission of England 2018’s final bid book on 14 May: The final submission will
be made up of about 1,800 pages with approximately half of that dedicated to individual
city proposals. All cities will need to work closely with the England 2018 technical team
before the final bid book goes to print in the first half of April.
Campaign marketing and international communications (with FIFA ExCo
Members as the key audience): England 2018‟s primary objective is to secure the
votes of at least 13 FIFA ExCo members. The majority of resources will be directed
towards that end, and all activities assessed with that in mind. Building and maintaining
public support will still be important for England 2018 and in particular candidate host
cities. The national strategy will be led by England 2018.
30. For London to be able to meet and manage the priorities of Phase 2, London United will be
split into a two tier structure. This will involve a London United Steering group (chaired by the
Mayor) and then several sub-groups. For more detail on London United plans for Phase 2
please see appendix four.
31. To date London Councils has been represented on London United by Anne-marie Pickup.
Moving forward the borough representative on the steering group will be a borough Chief
Executive. Anne-marie will continue to work on the sub-groups.
32. Culture Tourism and 2012 Forum Members will continue to be kept informed of the bid‟s
progress.
London Councils research on Minimising the Impact of the 2012 Games on Londoners
33. Making sure London functions effectively during the Games is a huge concern for
Londoners. London Councils believes that it is essential that residents are not unduly
inconvenienced while the city celebrates the Games being in London in 2012.
34. London Councils is holding a seminar for senior managers on 25th January called “Meeting
the Olympic Challenge”. The seminar is being held to:
highlight the key challenges to boroughs in terms of maintaining public services during
Games-time;
identify potential solutions to issues, particularly by using existing networks;
provide a round-table discussion allowing participants to frame an agenda for future
coordination.
35. The people attending the seminar will also have the opportunity to respond to the first draft
of the London Councils research on Minimising the Impact of the 2012 Games on
Londoners. A verbal feedback will be given to the forum at the meeting.
36. The final report is due to be produced by the 12 February 2010. It will be shared with
Forum members shortly after.
Comprehensive Area Assessments and London
37. The CAA results have now been announced and London‟s Cultural Services feature more
prominently than any other region.
38. The City of London was awarded a Green Flag for cultural services. London Local
Authorities in general have been very successful in securing Green Flags (which commend
innovation and delivery of outcomes), with a number of them involving culture and sport. A
number of former 2-Star London Local Authorities for culture have also been commended
for their improvement.
39. The IDeA will be publishing a report that analyses culture in the CAA in February. For
further information please contact: Abigail Moss Abigail.moss@mlalondon.org,uk /020
7549 1702
Landmark London – 2012 Pin Badges
40. Londoners were invited to vote for the landmark in their borough that they would most like
to see featured in a celebratory set of London 2012 „Landmark London‟ pin badges.
41. The „Landmark London‟ vote was run as a partnership between LOCOG, London Councils
and supported by the 33 London local authorities.
42. Following the announcement of the winners of the Landmark London public competition on
the 31st October 2009, LOCOG have been working with each Landmark to develop a
suitable design
43. The public launch of the 33 „Landmark London‟ pin badges will take place on 9 March 2010
at London Councils‟ Leaders Committee with Lord Seb Coe and Jonathon Edwards CBE.
Mayor’s Cultural Strategy
44. Since the consultation work on Cultural Metropolis, the Mayor‟s „direction of travel‟
document on culture, the Culture Team at the GLA have been progressing development of
the Strategy through the London Cultural Strategy Group (which is attended by Cllr.
Merrick Cockell and Cllr. Barbara Campbell). Munira Mirza attended the last Forum
meeting on the 22nd October to update Forum Members on the emerging priorities of the
Cultural Strategy.
45. The draft version of the Mayor‟s Cultural Strategy was circulated to the London Cultural
Strategy Group and discussed at the Group‟s meeting on 24 November 2009 with both Cllr.
Cockell and Cllr. Campbell in attendance.
46. The Cultural Strategy is timetabled to be submitted to the London Assembly in early
February for 2 months and will then be open for public consultation for 2 months from May
onwards.
47. London Councils will circulate to Forum Members a link to the draft document as soon as it
is available and will coordinate a response on behalf of the 32 boroughs and the City of
London.
London Councils Commissioning Consultation
48. Members of the Forum have been sent information on the London Councils Commissioning
Consultation. A reminder that the deadline for responses is Friday 29 January. More
information is available at: http://www.londoncouncils.gov.uk/grants/
Sporting Future for London
49. London Councils is represented on the London Community Sports Board by Cllr John
Fahy. The last meeting was held at the end of January 2010. Cllr John Fahy will give a
verbal update during the meeting.
Free Swimming Evaluation
50. London Councils has completed the development of the Free Swimming Evaluation survey.
The aim is to send this survey to Leisure Contract Managers in each borough by the end of
January.
Join In: local authorities and 2012
51. Copies of Join In, a London 2012 publication focusing on how local government can make
the most of the opportunities for the London 2012 Olympic and Paralympic Games will be
distributed at the meeting. The publication contains information for councillors and officers
on how local authorities can get involved in 2012 and will also be available online at
www.london2012.com/publications
Big Dance for London
52. Big Dance for London was launched by the Mayor on Wednesday 20 January. Further
information is available on the big Dance website - www.bigdance2010.com
53. Big Dance has received £2.89 million from the Legacy Trust UK to build on the work
already undertaken by the Big Dance over the past five years and deliver the Big Dance up
until 2012. Big Dance is a celebration of dance in all its styles and forms, and aims to get
as many people dancing as possible. It is being delivered by the Greater London Authority
in partnership with Arts Council England and supported by a partner advisory group that
brings together London Councils, MLA London, NHS London and Sport England London. A
sub-regional „hub‟ structure has been created so that every London borough can benefit
from the programme.
54. Each local authority has a Big Dance representative for their borough and the aim is for
each council to work in partnership with is hub to activate a programme of dance. To find
out more, please, contact the Big Dance Director, Jacqueline Rose
(Jacqueline.rose@artscouncil.org.uk ) or Catherine Hillis at London Councils.
Financial Implications for London Councils
There are no financial implications for London Councils
Legal Implications for London Councils
There are no financial implications for London Councils
Equalities Implications for London Councils
The terms of reference state that equalities considerations will be taken into account in all aspects
of the work of the Forums.
Appendices
Appendix 1: Cultural Agencies update
Appendix 2: 2012 Local Legacy Framework
Appendix 3: Frequently Asked Questions on Library Programme
Appendix 4: 2018 World Cup Briefing
Appendix 5: Playing Their Part
Background Papers
None
Appendix 1
Culture Agencies Update
A report by Museums, Libraries and Archives London, Arts Council London, and Sport
England, London, and English Heritage London
1. London Cultural Improvement Programme (phase 1)
The London Cultural Improvement Group continues to be well supported by Borough
representatives, Cultural Agencies, and other stakeholders; our website as part of the London
Councils main site www.londoncouncils.gov.uk/lcig has all the latest briefings and notes from the
meetings
Strands of the programme include an Advocacy Programme for local authority elected
members, which has held events for lead members on Culture Regeneration (May) and Cultural
Tourism (Sept), with further evidence gathering planned for members leading on Culture and
Children‟s Services in the New Year. The IDeA Cultural Leadership Programme was well attended
by Members from across the country and they were all impressed by their site visits to Lewisham,
however only one London Member attended the event. Capital Ambition are planning an induction
programme or new Members post the May 2010 elections and LCIG will ensure that Cultural
Portfolio holders are included in this.
Other strands of work include a cultural data improvement programme, with Capita Symons
having led work with cultural services performance managers to review current data needs and
gaps. The draft report is now out for consultation and should be signed off by the LCIP board in
January. The Improvement Group is in the process of establishing a Community of Practice for
performance managers responsible for Cultural Services, hosted by the IDeA and will lead to
improved co ordination and sharing of data and research and best practice. A training programme
to help cultural services measure their impact against wider social outcomes has been
developed and so far 17 boroughs have signed up to the programme. Webtools and borough
champions are currently being developed to support this work strand.
2. Delivering Value through London’s Cultural Services (LCIP phase 2)
Work around the some of the new strands listed below has now begun
John McMahon has been appointed as Project Manager for Working with Children’s
Services – which will help Children and Young People‟s services and Cultural services work
together to deliver better outcomes for children and young people, a Board is being set up and
will meet at the end of January.
Heritage Change Programme – will take a strategic approach to improving performance,
effectiveness, efficiency and standards of London‟s Local Authority Heritage Services
London Events Network and Training - will utilise the London Events Forum to help those
with event responsibilities with a range of support to enable them achieve improvements in
their own borough, across borough boundaries and with the third sector. An initial needs
analysis has now been completed. Capital Ambition has agreed to fund a further project
London’s Shop Window which is being led by a consortium of borough film offices to
establish an online application system for filming and broadcasting in the capital. This will lead
to increased film days, more efficient and effective systems and a boost to the local economy
as well as an increase in licence fees for participating boroughs. It will also prepare boroughs
for the increase in filming and broadcasting associated with the Olympic and Paralympic
Games in 2012.
Marketing Culture for the Visitor Economy – will improve marketing skills within cultural
services and boost London‟s visitor economy through effective marketing of London‟s cultural
offer. The initial workshop was held on 18 November and was oversubscribed and a second
workshop was held on 27 January. The workshops were very well received by all involved,
there will be three marketing training seminars tailored to address the priorities raised in the
workshops.
Improving Fundraising Capability - will facilitate improved inward investment in London‟s
cultural services, this project will commence in the New Year.
3. Library Change Programme (part of the London Cultural Improvement Programme)
Following a seminar for London Libraries on 13 November, Members attended a breakfast briefing
event on “Improving London‟s Libraries” on 1 December. The event was chaired by Cllr Cockell
and was very well attended.
The Capital Ambition Efficiency Board considered a funding bid for Phase 3 of the London Library
Change Programme on 12 January 2010
The total bid to Capital Ambition was for £500K and they agreed to fund an initial payment of
£250K for the first part of this work, with the remainder of the funding pending the outcome of this
phase. The initial funding will pay for the project team and work on business modelling.
The funding is dependant on the following:
Identify a lead Borough to host the project team
Refresh the London Library Change Programme Board to include senior local authority
representation reflecting the key challenges of phase three ( HR, Finance, IT and Customer
Access)
Agree a communications plan to manage the messages of this complex change programme to
a range of stakeholders in the context of political change at national and local level.
If you have any questions or would like to know more about the project, please contact
abigail.moss@mlalondon.org,uk or Tel: 020 7549 1702
4. Find Your Talent and the Working With Childrens’ Services strand of the London Cultural
Improvement Programme
The Cultural Offer Find Your Talent Pathfinder www.findyourtalent.org
Find your Talent is looking at how a cultural entitlement for children and young people could be
delivered, enriching existing provision and contributing to the five Every Child Matters outcomes.
Ten Find Your Talent Pathfinder projects were selected to run for three years from September
2008.
Tower Hamlets is the London Pathfinder and is currently implementing its year 2 business plan
which includes CPD support for teachers, children‟s workforce and the cultural sector through
specific art and culture forms. External evaluation of the 10 pathfinders is underway and being run
by Wafer Hadley and SQW Consulting in partnership.
MLA London, Arts Council England and Creative Partnerships are working with a range of national
and regional partners to support the implementation of the Tower Hamlets pathfinder. The original
oversight group, the Regional Development Group (RDG), is reconvening in December 2009 as
part of the infrastructure being developed by the LCIP Working with Children‟s Services activity.
London Cultural Improvement Programme: Working with Children‟s Services
Prompted by the large number of high quality unselected bids this regional support package forms
part of the LCIP. It has three main areas of work: Infrastructure, Efficiencies and Impact Measures,
and Capacity and Skills. It focuses on joined up working across cultural and children‟s services,
and from winter 2009 will offer a menu of activity including supporting 14-19 and working with
Education Business Partnerships, Special Educational Needs, BSF and families.
Contact: John McMahon, Project Manager Working with Children‟s Services
John.McMahon@mlalondon.org.uk, 07917 330048, or Sam Cairns
samantha.cairns@mlalondon.org.uk 020 7549 1704
5. Building Schools for the Future (BSF)
Partnership for Schools have changed the way in which Local Authorities enter the BSF
programme, and all Boroughs in London are now eligible to join. The BSF team at Sport England
and Arts Council England has successfully completed its work in supporting each Local Authority
in setting up an Arts and a Sports Stakeholder Group, both of which are now required by the
programme. With representatives from all the key sports or arts services and organisations at the
table, the stakeholder groups develop a vision for sport, arts and culture which is laid out in the
Strategy for Change (SFC) documents, determining the school and community use of the new
buildings. They consider demand for new cultural facilities in the area, and opportunities for local
communities and cultural organisations to share use of new school facilities out of school hours.
New culture guidance for BsF was published last year, and is aimed at local authorities, schools
and culture partners. The guidance was developed in partnership with the MLA and Arts Council,
and the Specialist Schools and Academies Trust. The publication - Requirements and guidance on
culture for local authorities entering the second half of the Building Schools for the Future
programme can be accessed at
http://www.partnershipsforschools.org.uk/documents/BSF_Guidance_Documents/Culture_Guidan
ce.doc. Partnerships for Schools is also developing a dedicated culture section on the website,
profiling case studies.
The BsF arts and sport team has now been disbanded, but the Arts Council and Sport England
remain supportive of local authorities work with the cultural stakeholder groups, and can be
contacted with updates and enquiries about potential cultural and community use of new school
facilities.
Contact: stephanie.williams@artscouncil.org.uk
6. Comprehensive Area Assessments
The CAA results have now been announced and London‟s Cultural Services feature more
prominently than any other region, City of London was awarded a Green Flag for cultural services
.London Local Authorities have been very successful in securing Green Flags (which commend
innovation and delivery of outcomes), with a number of them involving culture and sport. A number
of former 2-Star London Local Authorities for culture have also been commended for their
improvement. The IDeA will be publishing a report that analyses culture in the CAA in February.
Contact : Abigail Moss Abigail.moss@mlalondon.org,uk 020 7549 1702
7. Grants for the Arts applications
From March 2010 applications to the Arts Council‟s Grants for the arts will begin to be managed
from the Grants for the arts centre in Manchester, and from 1 March 2010 applications can be
submitted online. There will be no changes to our eligibility criteria or to our assessment criteria,
but we are also simplifying the information we require for applications of £10,000 or less, which will
mean that we can give them a decision in six weeks.
To ensure that the transition from one way of working to the other is as efficient and seamless as
possible have suspended new applications to Grants for the arts between Monday 18 January
2010 and Friday 26 February 2010. Local authorities in London continue to be consulted on
applications of relevance to their local areas, as part of the assessment process.
More information about the improvements to Grants for the arts is available at
www.artscouncil.org.uk/grantsfortheartschanges
Or contact louise.venn@artscouncil.org.uk
8. Creative Industries and the Recession
Sustain
Sustain, the Arts Council‟s £40million open application fund to provide extra support for
organisations under pressure as a result of the recession, has now closed. London organisations
have benefited from a number of awards, as detailed on our website
http://www.artscouncil.org.uk/funding/sustain/
Art in empty spaces: turning vacant spaces into creative places
Art in empty spaces is the Arts Council‟s national £500,000 initiative to help artists and arts
organisations turn vacant high street shops into vibrant artistic places. The scheme is supported
through the Grants for the Arts programme, and Individuals and organisations (including local
authorities) are invited to apply for grants to support artistic activity that transforms empty retail
units into creative spaces. The initiative works alongside funding from the Department for
Communities and Local Government to support the use of vacant shops by creative and
community groups as part of its „Looking after our Town Centres‟ initiative. CLG partnership
funding for in London has recently been extended from Hackney to cover a further five boroughs –
Croydon, Greenwich, Lewisham, Lambeth and Wandsworth. Other boroughs are also eligible to
apply for the Arts Council funding if they have strong projects backed by themselves, property
owners or town centre managers.
Further guidance about this scheme is available from Georgina Arnold:
georgina.arnold@artscouncil.org.uk or on the website www.artscouncil.org.uk/actiononrecession.
Information about available spaces can be shared via the Creative Space Agency website
www.creativespaceagency.com
9. Access to national indicator data on engagement in culture
Arts Council England, the Museums, Libraries and Archives Council and Sport England are
pleased to announce the relaunch of the Active People Diagnostic (APD) which now includes
Active People Culture. The APD is an online reporting and analysis tool that allows Local
Authorities to investigate participation and non-participation in culture and sports in their locality,
helping them make more effective decisions about how to deliver and develop their services. For
the first time, the APD includes a new 'Active People Culture' module on arts engagement,
museum & gallery attendance and library use - National Indicators 9-11. This data can be
investigated using a wide range of demographic characteristics allowing users to build up a
complex picture of participation and non-participation at several different geographical levels. To
register to use the APD free of charge go to http://www.webreport.se/apd/login.aspx. If you are
already a registered user then your password will still be valid. Additional guidance on using the
APD is available on the NI 11 Communities of Practice website (see above).
10. National Indicator 11 Support Programme
NI 11 provides the first ever statistically reliable data on levels of arts engagement at local
authority level, comparable across the country., with the latest results published in December
2009. London boroughs have some of the highest and lowest levels of the engagement in the
country. Five London boroughs have identified NI11 'engagement in the arts' as one of their 35
indicators for improvement in their LAA - Croydon, Greenwich, Harrow, Hounslow and
Waltham Forest. In addition, three local authorities have now chosed NI11 as a local indicator,
Lewisham, Merton and Hillingdon.
Arts Council England is running a national and regional support programme for local authorities
that have included NI11 in their LAA targets. This includes the facilitation of a dedicated site for
NI11 with the Improvement and Development Agency (www.communities.idea.gov.uk) and a
programme of specialist support in London, including REACH – an audience development training
programme that has involved 14 local authorities to date. We are currently planning a second
phase of REACH for 2010.
Further guidance, area based data and research on arts engagement is available on our website
at http://www.artscouncil.org.uk/about-us/research/arts-audiences/
For more information contact Sian.clarke@artscouncil.org.uk.
11. London 2012 and the Cultural Olympiad
The Arts Council is working with LOCOG and other partners to support a number of the major bid
projects for the Cultural Olympiad. Further information on these is available at 2012 web link is:
www.artscouncil.org.uk/london2012
Artists taking the lead launched in March 2009, when we challenged artists across the UK to
tell us their big ideas for these commissions. In October 2009 Arts Council England and
London 2012 announced that Alfie Dennen and Paula Le Dieu‟s Bus-Tops project has been
selected as the London winner of a £500,000 commission for Artists taking the lead, one of the
major projects for the London 2012 Cultural Olympiad. Bus-Tops is a digital art project that
will create LED (light emitting diode) canvases for roofs of bus shelters across the
capital, allowing Londoners to create temporary art installations through online
submissions. Local authorities will be key partners in the selection and development of
sites, and maximising the involvement of local communities. For more information, visit
www.artiststakingthelead.org.uk or contact lucy.murray@artscouncil.org.uk
2012 London Cultural Skills Fund – the final round of this £1.2 million fund closed last year
and included a number of local authority led applications. Announcements on awards are
available at http://www.artscouncil.org.uk/news/2012-london-cultural-skills-fund/
Unlimited is one of the major Cultural Olympiad projects that we are delivering with LOCOG,
and forms part of a wider programme to raise the profile of work by disabled artists and
disability-led organisations. The deadline for round one applications closed on 4th January
2010 and there will be advise sessions for artists and organisations interested in applying, later
this year. The programme has four pillars:
Unlimited Commissions: a £1.5million commission fund to support the production of quality
work by disabled and Deaf artists, and disabled and Deaf led arts organisations
Unlimited Talent: bespoke training and mentoring programme for successful applicants to
support the realisation of their commission
Unlimited Presents: work created through Unlimited Commissions will have the opportunity
to be showcased in London and across the UK
Unlimited International: supporting collaboration between artists in the UK and other
countries, and showcasing new work around the world. This pillar of the programme is
being led by the British Council and is still in development, full details will be announced in
2010
Unlimited is principally funded by the Olympic Lottery Distributor, and is delivered in
partnership between London 2012, Arts Council England, the Scottish Arts Council, Arts
Council of Wales, Arts Council of Northern Ireland and the British Council. further information
is available at http://www.artscouncil.org.uk/funding/unlimited/.
Big Dance is London‟s major Legacy Trust project and is being supported by the GLA and Arts
Council, with the next Big Dance week to be held on 3-11 July 2010. A detailed business plan
has been developed and a sub-regional „hub‟ structure has been created. Five hubs have been
created, each led by a dance organisation, so that every London borough can benefit from the
programme. Each local authority has a Big Dance representative for their borough and the aim
is for each council to work in partnership with is hub to activate a programme of dance. Exciting
programmes are already been developed by the hubs including plans for engaging young
people across the city in a Schools Dance Pledge and a touring dance bus. More information is
available at http://www.bigdance2010.com/ or by contacting
Jacqueline.rose@artscouncil.org.uk. If you have any comments or feedback on how your
borough is involved, please contact Catherine Hillis (Catherine.hillis@londoncouncils.gov.uk /
020 7934 9845)
The cultural agencies are continuing to work with LOCOG to support opportunities offered by
the Ceremonies, Live Sites, Open Weekend http://www.london2012.com/openweekend and
other Major Projects, and with the ODA to support park legacy planning, and projects such as
the Olympic Park art commissions.
13. Arts and Museums Standard Charge
Arts Council England and the Museums, Libraries and Archives Council have been working
together to develop a standard charge approach to arts and museums infrastructure planning and
delivery. This is very important in London, where there are particular development challenges in
upgrading and developing spaces for arts and culture to make sure that everyone, including
growing communities, can access facilities wherever they live. The standard charge report was
launched as part of the culture and sport planning toolkit, and is hosted on the living places
website (www.living-places.org.uk). It sets out recommended charges for arts facilities expansion
per head of new population. London Living Places is planning further support in 2010 on standard
charging and capital planning for culture, through a series of workshops between culture and
planning teams in local authorities.
For more information on this and the work of Living Places, please contact
louise.venn@artscouncil.org.uk or abigail.moss@mlalondon.org.uk
12. Future Jobs Fund
In May the Department for Work and Pensions (DWP) announced funding for 150,000 jobs for
young people in the creative industries that will come on line from the Autumn. Following the
launch there have been positive responses from cultural and creative organisations and local
authorities across London who are interested in offering potential jobs and submitting a bid to the
fund. For example, the National Skills Academy are planning a bid linked to the Creative
Apprenticeships. Local authorities are often playing a key role in co-ordinating local bids, and there
are opportunities for arts teams to link them to cultural partners in the borough.
In London, New Deal of the Mind have been contracted to support organisations and partners in
developing bids
Contact karen@newdealofthemind.com or georgina.arnold@artscouncil.org.uk
13. Arts Council consultation on future priorities
On the 19th January 2010 the Arts Council England launched Achieving Great Art for Everyone - a
consultation on future priorities for the arts. The results of the consultation will inform a ten-year
strategic framework and the Arts Council‟s future investment decisions. Achieving great art for
everyone sets out the Arts Council‟s understanding of the current arts landscape and pinpoints the
areas that the Council believes need development. This is the first time the Arts Council has
brought together all art forms and development areas into one set of long term priorities.
The consultation outlines five long term goals that will drive the Arts Council‟s development work,
inform its funding priorities and strengthen relationships with artists, organisations and audiences.
The consultation also includes proposals on new, more flexible, funding programmes to help
deliver these goals.
The London office is running a series of consultation seminars for stakeholders in February and
March 2010, and all local authority Directors of Culture have received information about these.
The consultation will run until 14 April 2010 with the framework being published in late 2010. To
download a copy of the consultation document visit www.artscouncil.org.uk/consultation.
For further information about the consultation seminars, please contact
Louise.venn@artscouncil.org.uk
14. Active Women
On Wednesday, 11 November, the Minister for Sport, Gerry Sutcliffe MP launched Sport England‟s
second themed round of lottery funding, Active Women.
Through Active Women, Sport England will invest a total of £10 million of Lottery funding in
projects that address key barriers to participation in sport amongst two target groups:
Women in disadvantaged communities (the 20% most deprived areas in the country, as
defined by the 2007 „Indices of Deprivation‟) – our challenge amongst this group is to stimulate
local demand for sport
Women caring for children under 16 – our challenge here is to identify and provide
appropriate and accessible sporting opportunities and facilities that will meet demand.
Projects need to demonstrate how they will increase the number of women playing sport from
either one or both of these groups. There are large opportunities for London-based projects to bid
for this funding given the focus on deprived areas.
For further details on the criteria and the application process please visit
http://www.sportengland.org/funding/active_women.aspx .
The deadline for Active Women stage one applications is 5pm on 3 February 2010.
15. Sustainable Facilities Fund
A further £10million for creating sustainable facilities has been made available by Sport England.
Outline applications have now been received and are being assessed.
The premise of this fund is an acknowledgment that whilst the building activity of the 1970s and
80s resulted in the development of a good network of community sports facilities it is clear that
much of the stock is now ageing and in need of reinvestment. There are limited options for match
funding and Sport England recognises that local authority expenditure on sports facilities is under
pressure from other policy priorities and the downturn in the economy.
Key features which projects must demonstrate are a robust needs and evidence base; strong
partnerships; multi-sport; the ability to deliver within a limited timescale; and finally, the grant must
make an impact against one or more of Sport England‟s strategic outcomes.
For more information on the fund please visit
http://www.sportengland.org/funding/sustainable_facilities.aspx
16. Connect – bringing together NGBs, Pro-Actives and local authorities
The 46 National Governing Bodies of Sport who have received funding from Sport England for the
period 2009 – 2013 are currently undertaking a review of their progress over the past six months.
This process is in line with their funding award and will be carried out bi annually. The full set of
results will be presented to Jennie Price and other members of the Executive Board of Sport
England at the beginning of December.
The outcome of the six monthly reviews combined with the valuable feedback received from local
authorities and CSPs at the recent „Connect‟ Events will steer the way forward for the continued
implementation of NGB plans at a national, regional and local level. The Connect events duly
highlighted the need to consider the „bottom up‟ desires and interests of the local authorities with
the „top down‟ content of the NGB plans.
“Sport needs local authorities far more than local authorities need sport,” said Sport England
chairman Richard Lewis. “We can be proud of sport for sport’s sake, but we need to convert it into
the local authorities’ agenda. It’s all very well for us to talk about our national plans, but it’s about
converting that into what is required on a local basis. This is challenging but it is Sport England’s
role to help make these conversations happen, not just at events like these but on a regular basis”.
Sport England is committed to working through the CSP (Pro Active) network to ensure that all
NGBs are able to link effectively with local authorities. To this effect Sport England met with the
London Pro Active Directors and NGB Lead Officers prior to the Christmas holiday period to brief
them on the outcome of the NGB reviews and assist their preparations to engage with local
authorities from early 2010 onwards.
For further information and downloads from the Connect events – videos of the speeches, copies
of the presentations, delegate lists and national governing body whole sport plan summaries –
please visit the following Sport England URL:
http://www.sportengland.org/about_us/our_news/making_the_connections.aspx
17. NI8 Support Activity
National Indicator 8 remains the most widespread of the cultural indicators with 13 authorities
currently having adopted it as an improvement target. Following on from the significant investment
into NI8 delivery projects in 2008/09, Sport England is organising further activity to help authorities
deliver their targets.
The Active People Diagnostic tool has been re-launched containing updated information from the
Active People 2 survey, greater analytical capability and also for the first time information on
performance in the other cultural indicators (NIs 9-11). Sport England have offered all NI8
authorities two places on an in-depth training course aimed at getting the most from the diagnostic
and understanding and using the sports market segments.
The day-long training sessions for London authorities took place on Thursday 14th and Friday 15th
January. Officers who attended have been asked to disseminate the knowledge in their own
borough and identify where it could be used. Sport England is happy ot provide limited assistance
for authorities seeking to use the tools for the preparation of plans and strategies.
For more information please contact Joel Brookfield joel.brookfield@sportengland.org or 020 7273
1959
18. Active People 3 – more people regularly playing sport
The headline results for Active People 3 were released on the 17th December. The key finding is
the number of adults in London who regularly play sport has risen by 53,800 over the past
year.
The latest Active People data shows that over 1.058 million Londoners aged 16 and over are now
taking part in sport at least three times a week.
Key findings from Sport England‟s Active People Survey 3 (APS3) for London include:
200,900 adults in London contribute at least one hour a week to volunteering in sport
1.529 million adults in London are members of a club where they do sport
Over 1.174 million adults in London have received tuition to improve their sporting
performance in the past 12 months
801,900 adults in the region have taken part in competitive sport during the past 12 months.
Nationally, Sport England is now 115,000 closer to its legacy target to get one million people
playing more sport by 2012/13. The encouraging picture comes despite a reduction in the overall
spend on sport and recreation during this challenging economic period. Sports with a higher cost
of participation, such as golf, sailing and snowsport, do however appear to be facing challenges in
retaining participants. Other indicators also suggest that many people are opting to do free leisure
activities or switching from formal settings to informal participation such as pay & play activities [iv].
Other findings from APS3 show that:
Individual sports are growing at a faster rate than team sports
The number of men playing sport three times a week has risen by 176,000 to 4.203 million
Regular participation among non-white adults has increased by 98,800 to 713,800.
Certain sports are underpinning the headline growth: cycling and athletics have delivered a
combined increase of over 240,000 weekly participants. Other sports which are showing notable
growth trends are:
Boxing, an increasingly high-profile sport, which is showing increases in participation in both
recreational and organised competitive boxing
Table tennis, which is showing strong growth among 16- to 34-year-olds and informal
participants
Canoeing, which appears to have benefitted from a larger number of people taking domestic
canoeing or kayaking holidays this summer
Netball, which is building on the success of the Back to Netball programme by developing
more opportunities for people who want to play the game in a more recreational/pay & play
setting.
Tennis, which has seen significant increases in participation in the three months since Andy
Murray‟s strong performance at Wimbledon, is also on course to achieve its year one growth
target.
For further information please contact Joel Brookfield.
_______________________________________________________________________
Contacts
Arts Council England, London:
louise.venn@artscouncil.org.uk or telephone: 0207 608 4125
English Heritage, London:
Claire.Craig@english-heritage.org.uk or telephone: 02079733771
MLA London
Abigail.moss@mlalondon.org.uk /
tina.morton@mlalondon.org.uk or telephone: 020 7549 1702/1701
Sport England, London Region:
joel.brookfield@sportengland.org or telephone 0207 273 1959
LCIP Working with Children’s Services
The Working with Children’s Services (WWCS) programme will improve the
quality and equality of cultural provision across London for Children and
Young People. Joint delivery will extend the reach of activity and
maximise investment. This will be achieved through the following:
1. Development of an infrastructure which facilitates joined up
working between Children’s Services and Cultural Services
2. Identification and collection of the data needed at a local level
to evidence impact, identify efficiencies and lever future
investment
3. Capacity building of professionals to understand complimentary
LAA priorities, national initiatives and each other’s skills and expertise
1. Infrastructure
a. Identifying a Champion in each borough who will link existing borough groups or chair a
borough cultural stakeholder, utilizing existing infrastructure and learning from the Sport
networks where possible;
b. Developing a regional structure to channel investment and align policy and strategy
effectively, linking with London Councils.
2. Evidence efficiencies and impact
a. trialling cost benefit approach identified in the Creative Services report in tandem with the
Impact Measures LCIP strand
b. Joining up auditing and mapping processes across Living Places, BSF, LAMP, CSIT, culture map,
giving comprehensive overview and a clear tool to collect data and evidence and plan
efficient delivery of services
c. Supporting CYPS commissioning process for cultural activities with advice and tools already
developed by cultural agencies
d. Train Cultural Services and cultural organisations to align their work to CYPS LAA targets and
NI indicators, specifically NI110 using existing MLA London training and IDeA Strategic
Commissioning work.
3. Capacity and skills
a. Working with Building Schools for the Future, and EBPs on Diplomas, to help them
understand the contribution of culture and how to work with the sector efficiently
b. Supporting Children’s Workforce and Cultural Learning staff through placements and
mentoring to deliver working in partnership and a wider cultural offer programme building on
Find Your Talent
c. Providing a menu of quality training and linked support centrally that borough stakeholder
groups can access, meeting local priorities and need as defined by cultural stakeholder
groups. This will include training and support for SEN, Families and Youth Services/Young
people at risk
Appendix 2
2012 – A local legacy?
Some common goals across London’s boroughs
• Why are we proposing this now?
• There is a gap in articulating a specific pan-London legacy.
• The GLA are about to appoint a new Legacy Lead focusing on socio-economic legacy – the
opportunity to influence this role.
• The opportunity to a take through this political process after the May elections.
• What could we do with this?
• This is in no way meant to be another tier of targets and reporting.
• Rather it is a „bottom-up‟ approach of articulating a shared vision; a potential menu of
borough legacy aims rather than anything prescriptive. Potentially this could streamline
reporting mechanisms.
• These draft goals could potentially be taken through a London Councils political process and
articulated to other stakeholders.
• How have we come up with these draft goals?
• London Councils‟ team brainstormed areas of potential commonality.
• Cross-referenced against (easily available) 2012 borough strategies & knowledge of what is
happening x-borough and regionally.
• 7 initial suggestions, now increased to 9.
• A potential way forward
• Taken through London Councils political process.
• Individual Authorities could choose to sign up to specific goals within this framework.
• Could be a reporting framework for highlighting borough contribution to legacy (to GLA and
GOE?)
• London Councils would monitor and report on progress of regional and sub-regional goals
• Are they the right goals? Too many? Have we missed anything crucial?
Draft Goals for a Local Legacy
1. A sustainable increase in local volunteering
2. Greater joint working between local authorities
3. An improved and more consistent quality of public spaces
4. A city that‟s easier to get around
5. Improved awareness of the needs of disabled people
6. A more welcoming city with improved access to information for Londoners and visitors
7. Increased participation in sport and physical activity
8. Increased participation in and awareness of London‟s cultural offer
9. Stronger businesses and more skilled workforce
Summary of discussion on Local Legacy at 2012 Lead Officer meeting 16/12/09
After the presentation, Lead Officers discussed both the concept of the Local Legacy framework
and the draft goals.
Discussion on concept of Local Legacy framework
• Very useful to have a high-level advocacy document that has political sign up and can be
used for lobbying with regional bodies.
• The document needs to be used as the highest political level and should be signed by
Leaders.
• It would be useful to define what legacy means to local government and to be able to
collectively articulate a unified combined message for lobbying.
• The framework should be presented to the next Culture, Tourism and 2012 Forum to get
initial political support.
• Could be a useful framework for holding pan-London agencies to account for their
commitments to legacy which are needed to deliver locally.
• Don‟t add in another level of bureaucracy for the boroughs.
• Make sure that you consult with the sub-regional partnerships.
• Unsure about using this for reporting – wary that there will be another tier of reporting
structures – although recognised it would be a useful structure for gathering case studies and
examples of local delivery.
• Could be a useful framework for structuring Lead Officer meetings and sharing information
and best practice between boroughs.
• This could be very useful for boroughs that have not already created a 2012 actions
plan/strategy as a menu to pick local goals from.
Discussion on draft goals
• There should be a specific goal about engaging young people or an articulation of how
young people will be engaged in all strands.
• There should be a goal about tourism/inward investment and how boroughs will use 2012 to
develop the local economy particularly using community links for tourism; this is something
that all boroughs could work on together.
• There could be a goal around community use of the Park post-Games.
• Not sure there should be a specific goal around disabled people – should inclusion not run
though all of the goals (although other officers raised the issue that if access for disabled
people is not highlighted it might get forgotten.
Next steps
• London Councils to circulate presentation, the draft goals and a summary of the discussion
to boroughs along with the background information on each borough‟s individual plan.
• Boroughs will have until 15 January to feedback; LC will then engage the Member Forum.
Appendix 3
London Library Change Programme
Phase 3: Making Transformational Change Happen
Bulletin no. 5: January 2010
1. What has happened so far in Phases 1 and 2 of the project?
Supported by Capital Ambition, the London Library Change Programme began in 2007 with
recognition of value for money issues, followed by a Phase 1 feasibility study. It is part of the
London Cultural Improvement Programme (www.londoncouncils.gov.uk/networks/lcip/programme)
and, working with all 33 London Boroughs, has the following aims:
to bring all 33 services up to the levels of the best
to reduce overheads and improve services through improved processes, increased
efficiency and shared services – whilst retaining local accountability and branding and
maintaining or improving the offer to customers
a systematic approach to having the right staff and skills in place to engage better with
communities.
At Phase 2 during November and December 2009 research by consultants on behalf of the
London Library Change Programme was considered at events, with over 100 senior library staff
and by Elected Members with responsibility for libraries. The research argues that significant
efficiency savings and improvement can be released by all boroughs meeting best practice
standards and by employing greater use of shared services across London.
The overall aim of the programme is to develop and implement a strategy for change. Over half of
the London boroughs have submitted action plans for individual service change, and others are in
development. The focus will be on peer support to reach best practice standards and shared
working practices, and the strategy will include expanded governance and projects that trial or
further develop existing ways of working across services.
2. What decisions have been made about Phase 3 of the project?
The Programme Board has been successful in a bid for support for a set-up period, during which
detailed business modelling will take place.
On 12 January 2010 the Capital Ambition Efficiency Board agreed to continue with this strategy of
supporting the sharing of services across libraries and of realising economies of scope and scale
by having common back office functions performed fewer times with better deployment of
expertise and technology. To this end they have agreed to support a set-up and development
phase (Phase 3 of the programme).
3. What will be happening during this set-up and development period?
The indicative timescale is:
January – March 2010:
Recruit project team
Test delivery models
Establish a design authority (a small group of experts to work with the programme team to
develop a technical architecture plan for London‟s library services)
Expand membership of the London Library Change Programme Board
April 2010:
Project team in place
Set up and roll out a best practice peer support programme
Develop a technical architecture plan
May – Oct 2010:
Options appraisals and business modelling for shared back office services
Draw down funding for systems trials (subject to additional funding being available)
Secure funding for transition phase
Agreements on business models and opt-in to Wave 1 by Members
4. What will be the outcomes?
These will depend on the level of involvement by local authorities; if 15 boroughs opt in, nearly half
of London will have centralised back office services around requests and a unified approach to
stock management and procurement
This will enable customers to get books more quickly and drive costs down
There will be single systems for renewals and requests
Best practice in deployment of staff will improve productivity, value for money and front line
services.
These steps will also help councils to meet financial challenges during a period when library
income is set to decline
5. What benefits are sought?
This programme will:
Raise the standard of all public library services to the level of the best
Create more effective, cost efficient processes that take full advantage of new technologies
Release staff from time consuming back office processes to allow more time for customer
focussed activities and community engagement
Improve services and extended choice for customers
Release the capacity for London‟s library services to meet wider local priorities
Allow London‟s Libraries to reach their full potential
6. What similar work is taking place elsewhere?
The Backbone project is underway in the East Region and is modelled on the London Library
Change Programme. It has recently received £120k in funding from the Regional Improvement
and Efficiency Partnership and will progress into an options appraisal and feasibility study as a first
stage. Similar work is taking place in the North West of England.
Private sector developments are underway, eg. John Laing Integrated Services is running a
seminar on Library Service Delivery Models on 20 January 2010
5 Library Boards (authorities) in Northern Ireland were recently merged into one, retaining
responsiveness to local need
In 1998 seven library boards in Metropolitan Toronto united into one library called the
Toronto Public Library, with 98 locations, the largest public library system in North
America serving a population of 2.3 million
New South Wales has commissioned Bookends Scenarios, a project exploring the possible futures
for NSW public libraries in the year 2030
Auckland is currently amalgamating 7 public library authorities into one and amalgamating 57
libraries. It is establishing a single acquisitions process and a single technical services unit. It
consulted LLCP about London‟s transformation programme.
In the US a library commentator has recently published an article1 that:
Examines trends
Predicts that there will be a pressure on public libraries to go down the shared service route
Predicts an increase in e book readers and e subscriptions
Predicts use of text indices and digital resources
Predicts this will lead, in the US at least, to smaller book stacks, smaller shop front libraries,
more home deliveries
7. Who will decide what happens to my borough’s library service?
Participation in the programme rests entirely with elected councillors in each borough. It is they
who make decisions about investment and improvement in their library service and whether and
when they participate any further in shared services. All London Library services can currently
draw on advice and support from MLA and the London Cultural Improvement Programme about
individual service improvement.
8. Who have we consulted and who has advised us?
Engagement and consultation has taken place on a variety of levels with every single London
Borough. High level expertise and differing opinions have all been taken on board. The set-up
period will provide a business case and offer to local authorities, and wider staff consultations will
happen then, in order to inform individual boroughs‟ decisions going forward.
9. Who will advise during this set-up and development period?
The current board consists of:
Andrew Holden (Programme Sponsor and Chair), Interim Director, MLA London
Faraz Baber, Programme Director (World City), London Councils
Rosemary Doyle, Head of Library & Heritage Services, LB Islington
Diana Edmonds, Assistant Director of Culture, Libraries and Learning, LB Haringey
1
See http://go-to-hellman.blogspot.com/2010/01/2020-fewer-libraries-more-
locations.html
Sue McKenzie, Head of Library, Arts & Heritage, LB Brent & President, London Libraries
Cllr Geraldine Reardon, London Libraries Nominated Board Member, LB Waltham Forest
Cllr Flick Rea, London Libraries Nominated Board Member, LB Camden
Conservative nominee (vacant)
David Ruse, Director of Libraries and Culture, LB Westminster
Caroline Stanger, Capital Ambition (ex officio)
New members will be added to this governance group for Phase 3 of the programme
A small group of experts will come together to form a design authority, which will look at the overall
technical architecture for London‟s library services.
10. Who is the Project Team?
The project team currently consists of:
Sue Thiedeman, London Cultural Services Improvement Manager
Abigail Moss, Development Manager, Improvement & Innovation, MLA London
(programme lead), abigail.moss@mlalondon.org.uk, 020 7549 1702
Tina Morton, Improvement & Innovation Manager, MLA London
A new team will be recruited to take the programme into this development and set-up phase. We
are currently in dialogue with partners about identifying a host organisation or borough for this
team. The London Library Change Programme will continue to be part of the London Cultural
Improvement Programme.
Appendix 4
World Cup 2018
Proposed New London United Structure
London United Steering Group – a small high level group chaired by the Mayor and
working closely with the England 2018 senior team to determine the overall campaign
strategy, international communications and marketing strategy. Focus will be on influenceing
FIFA ExCo members and international relationships/networks. It will meet every 4-6 weeks
from early February through to 2 December 2010.
London United Sub- groups In addition to the steering group it is proposed that a series
of sub-groups will be re-established to progress key workstreams with the following aims:
Work with England 2018 to develop and finalise the national narrative for city concepts
such as fan fests, legacy, transport, security etc. for inclusion in the Final Bid submission in
May.
Provide a renewed focus on generating public support for through relevant channels and
networks champion the Bid and marketing efforts organisations, wider industry
stakeholders and networks
Provide creative input and campaign strategy (including FIFA Evaluation Visit marketing
activities)
Each sub-group will be made of those already involved in developing London’s proposals
to date and experts in the relevant work area.