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Culture_ Tourism and 2012 Forum - London Councils

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					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:        22 October 2009

Contact      Anne-marie Pickup, Principle Policy and Project Officer (Culture, Tourism and
Officer:     2012)

Telephone:   020 7934 9756        Email:    anne-marie.pickup@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.
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. We are delighted that David Brownlee joined the team on 1st September as Head of
   Culture, Sport and 2012 Legacy. David was previously at Arts Council England in various
   roles including Director of External Relations in the East Midlands and the National Director
   responsible for Public Engagement and Strategic Partnerships. Prior to ACE, David was
   Head of Arts & Entertainment for the London Borough of Lewisham.
3. I am also delighted to announce that Maya Martinez has joined the team as a part-time
   officer. Amongst other responsibilities, Maya will be prioritising updating the content of our
   section of the London Councils‟ website.


Update from Cultural Agencies
4. 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
5. Colleagues from these four agencies have produced a report on joint cultural agency work
   with local government in London. This is attached as appendix 1.


2018 World Cup – London
6. In June London Councils accepted an invitation from the Mayor of London to sit on London
   United. This group is working to deliver a compelling and winning bid for London to become a
   host city as part of the overall FIFA World Cup 2018 England bid. To date outline and
   preliminary bids have been submitted to England 2018 and two rounds of inspection visits
   have take place. London‟s final bid will be submitted 6 November 09.
7. London United‟s Host Concept has been developed to deliver against a theme of
   Engagement and Spread to ensure that we successfully spread the excitement and
   engagement beyond traditional audiences and football fans. We want to guarantee that we
   build new audiences for football through active participation and enjoyment by everyone.
   London United sees a London Borough Parks and Events programme as an important way
   to achieve this aim
8. We are currently in the process of sharing the Host City concept with London Boroughs
   Events managers and Parks Managers. A more detailed brief can be found in appendix 2
Watch the video


London Councils research on Minimising the Impact of the 2012 Games on Londoners
9. 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.
10. In order to achieve this, London‟s boroughs will need increased capacity and resources in
   order to deliver in key areas e.g. public realm, environmental and regulatory services.
11. London Councils does not believe that it is reasonable to expect London boroughs to
   absorb these specific, additional costs, nor is it reasonable for Londoners who are already
   contributing £625 million to stage the Games through increased Council Tax to pay any
   more.
12. We are in the process of commissioning research in to what the cost implications are likely
   to be for boroughs. Specifically the research project has the following objectives:
       a. To identify which local authority services may experience additional pressures
           before, during and after the Games.
       b. To estimate the scale of this additional pressure geographically (for example
           proximity of Games sites or to major transport hubs), above existing service
           capacity by service area and by any other relevant factors.
       c. To calculate any net cost implications of this for London local government.
       d. To suggest ways that the cost implications for boroughs could be mitigated
13. We will be taking the research forward over the next couple of months and we will keep
   members informed of progress.


Library Change Programme
14. The London Library Change Programme forms part of the wider Cultural Improvement
   Programme for London. It is seeking to transform the quality, effectiveness and efficiency
   of London‟s library services. London‟s Improvement and Efficiency Partnership (RIEP),
   Capital Ambition, is funding the Library Change Programme, together with contributions
   from MLA London and London Libraries.
15. 40% of the annual revenue funding for culture, tourism and sport from London boroughs
   supports libraries (c. £200 million per annum). Library services in London cost on average
   40% more per head of population than the English average (£18.34 average per person in
   England, £26.30 per person in London). In challenging economic times, increasing the
   impact and efficiency of Library Services in London seems a logical priority for support from
   London Councils.
16. As part of Phase 2 of the Library Change Programme, Capital Ambition has contributed
   £124K to support the following efficiency projects:
             Workforce benchmarking exercise – currently costs, structures and deployment of
              the Library workforce differs widely across 33 London boroughs, with too much
              time devoted to low-value processes. This project will provide options for efficiency
              savings and improvements to allow more customer-focused deployment of staff.
             Detailed examination of the Inter Library Loans Process – The total cost of ILL in
              London is £2m. This project is analysing the costs and structure of Inter Library
              loans in London and providing options for a shared or re-designed service.
             Developing common procurement standards (e.g. shelf ready stock) – looking at
              processes and standards employed by each of the 33 boroughs and providing
              options for shared services, efficiencies and alignment.
17. The Reports on these projects outlining a number of options for efficiencies and
   improvements across each of these three areas will be published in November. London
   Councils will be co-hosting a special Members Breakfast later this year to which all Forum
   members will be invited.


Arts Council New Structure
18. In July 2009 the Arts Council announced final details of their new organisational structure.
   This will save £6.5m a year in administration costs through a reduction in staff numbers,
   nine streamlined regional offices grouped in four 'areas', a smaller head office and
   executive board, and a centralised Grants for the Arts team based in Manchester. The
   London team will remain a distinct 'area' with the London Executive Director continuing to
   sit on the national executive board. Implementation of the changes is already underway,
   and every effort is being made to ensure that 'business as usual' continues with minimal
   disruption.
19. . The principal changes include:
           an overall reduction in staff numbers across the organisation of 21 per cent
           nine streamlined regional offices grouped in four areas – North; Midlands and South
            West; East and South East; London
           a smaller head office, which will also co-locate with the London regional office
           a smaller executive board – nine members instead of 14
           a centralised Grants for the arts process based in Manchester
20. The new structure allows the sharing of resources and knowledge more flexibly across the
   organisation and simplifies processes. Implementation of the changes will begin
   immediately and the new structure will be in place by April 2010. Further information is
   available on the website.


Local London Alive: Culture & Sport Playing Their Part in London’s Boroughs
21. London Councils is continuing to work with Steering Group of the Culture, Tourism and
   2012 Forum to develop a policy document/manifesto on culture for London Councils.
   There will be a verbal update from the Steering Group meeting that took place on 13th
   October as part of this item and further comments will be welcomed from Members by
   email (to david.brownlee@londoncouncils.gov.uk) until Thursday 5 November .
22. The draft document can be found at appendix 3.


Lottery Research
23. Over the past 15 years, the National Lottery has had a major impact on the funding and
   quality of Culture and Sport in London. Organisations and individuals in London have been
   awarded over £5 Billion (29% of all awards in England), which is appropriate for a Capital
   that is undoubtedly a national and international destination for culture. However, 20 of our
   33 authorities have been awarded less than the national average and of all the top tier
   authorities in England, London has 7 of the 10 lowest funded per head of population.
24. London Councils has presented its initial research on the Lottery to the Steering Group of
   the Culture, Tourism and 2012 Forum to discuss possible next steps for this work. There
   will be a verbal update from the Steering Group meeting that took place on 13th October.


Landmark London – 2012 Pin Badges
25. Londoners are 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.
26. The „Landmark London‟ vote is run as a partnership between LOCOG, London Councils
   and supported by the 33 London local authorities who have compiled a shortlist of the
   capital‟s best-loved landmarks.
27. Londoners have until midnight on Sunday 18 October to cast their vote. They can vote
   here: www.london2012.com/landmark
28. Landmarks up for the vote range from visitor attractions, theatres and museums to
   windmills, clock towers and bridges.


Mayor’s Cultural Strategy
29. Cultural Metropolis, the Mayor‟s „direction of travel‟ document on culture was published in
    December 2008. London Councils organised a consultation event at City Hall in February
    2009 (attended by nearly a 100 elected Members and senior from the boroughs) and
    submitted a response to the formal consultation.
30. Since then, 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). A number of sub-groups have also been set up to
    gather information on different themes for the Strategy.
31. The draft version of the Strategy is shortly to be circulated to the London Cultural Strategy
    Group based around the following chapters:


   Maintaining London‟s Position Through the Good Times and Bad
   Widening the Reach To Excellence
   Education, Skills and Progression Routes
   The Public Realm, Infrastructure and Environment
   The Cultural Olympics
   Delivering the Cultural Strategy


32. The document will then be subject to formal consultation with the London Assembly for 2
    months from January and then will be open for public consultation for 2 months.
33. Munira Mirza is attending the Forum meeting on the 22nd October to update Forum
    Members on the emerging priorities of the Cultural Strategy. As part of this visit Munira is
    seeking advice from Members on three questions related to the emerging strategy:

    1. The long-term ‘strategic’ recommendations, are aiming to achieve major shifts in
       terms of maximising support for culture in London. Are there any other potential
       recommendations that you believe could be crucial for the future of vibrant
       Cultural life in your Borough?

    2. Which of the 'specific', project-based recommendations do you think would have
       the biggest impact on Cultural life in your Borough?

    3. The papers states: ‘If the Cultural Strategy is going to work, then it will need to
       be done in partnership and with the full support of key partners from across
       London’s government and cultural sector.’ What do you think is the best way for
       Local Government collectively or boroughs on an individual basis to engage in
       the delivery of the strategy?

34. Please see appendix 4 for background information. Munira will also attend the CLOA
    meeting for Directors and Heads of Cultural Services on 1st December.
Tourism
35. „The Case for Tourism‟ reception was organised by London Councils and Visit London as
   part of their on-going work programme to support the work of boroughs in developing their
   tourism offer. The event formed part of the London Cultural Improvement Programme and
   was kindly hosted by the City of London at their award- winning Information Centre at St.
   Paul‟s. A briefing note giving an overview of the event will be circulated shortly.


Big Dance for London
36. Big Dance is the Legacy Trust UK programme for London. Building on the work already
   undertaken by the Big Dance over the past five years, the programme has been successful
   in receiving £2.89 million from the Legacy Trust UK to develop 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. Big Dance is one of the keynote projects in the
   run up to the Olympic & Paralympic Games in 2012, 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.
37. A detailed business plan has been developed and a sub-regional „hub‟ structure has been
   created 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.'
38. 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.
39. More information is available at http://www.bigdance2010.com/ .
40. To find out more about how your borough is involved, contact Catherine Hillis
   (Catherine.hillis@londoncouncils.gov.uk / 020 7934 9845)


Sporting Future for London
41. Following the launch of Sporting Futures in April, Kate Hoey the Mayor‟s Commissioner for
   Sport set up the London Community Sports Board. London Councils nominated Cllr John
   Fahy, LB Greenwich to represent London Councils on the board. The board first met in July
   to discuss the scope and Terms of Reference for the group. A second meeting of the board
   is due to take place mid-October.
42. London Councils is seeking to get greater clarity from the GLA as to the process currently
   being developed for the distribution of the £15.5 million allocated to 2012 Sport Legacy in
   London.
   Free Swimming Evaluation
   43. London Councils is keen to build an effective case on behalf of London Boroughs for future
       funding for Free Swimming by any future government. As such we are currently working to
       develop a more detailing survey on the impact of the Free Swimming Programme in
       London. The purpose of this survey would be collect additional information on issues like
       crowd control and security, repeat use of facilities, secondary spend, impact on centre
       memberships, increase in adult participation (families) etc. London Councils proposes to
       work with Leisure Facilities Managers to ensure the survey would be relevant and not too
       onerous to complete.




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: 2018 World Cup Briefing (draft)
Appendix 3: Local London Alive: Culture & Sport Playing Their Part in London‟s Boroughs (draft)
Appendix 4: Mayor‟s Cultural Strategy – Progress Report




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. A Passion for Excellence, Comprehensive Area Assessments and Culture & Sport
Strategic Dialogues
„A Passion for Excellence – An Improvement Strategy for Culture and Sport‟ was first published in
March 2008. It offered a framework for local government improvement in the area of culture and
sport, and was supported by DCMS, the Local Government Association, Improvement and
Development Agency, Chief Leisure Officers Association and the national Culture Agencies. In
March 2009 a report on progress in delivering the strategy was launched, alongside an action plan
for taking the strategy forward over the next year. These reports are available at
www.culture.gov.uk/images/publications/oneyearon_passionforexcellence.rtf

The Audit Commission have been sharing their approach to culture as part of Comprehensive
Area Assessments (CAAs). They have stressed that they are continuing to recognise the important
role of culture in delivering local priorities, and will consider how culture is included in Sustainable
Communities Strategies, national indicators etc. as part of CAAs. Previously the Cultural
Commentaries provided a mechanism to feed input and intelligence from Cultural Agencies into
assessments. „A Passion for Excellence‟ proposed replacing regional commentaries with Culture
and Sport Strategic Dialogues (CSSD). National NDPBs opted to go ahead with CSSDs.
However, it is accepted that each region may have a slightly different offer, and discussions are
underway about how this might work in London, and possible links to the current CSIT/ Peer
Challenge Programme
Contact: Abigail Moss Abigail.moss@mlalondon.org,uk 020 7549 1702



  Strategic dialogue
final version March 2009.doc


2. 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 new site www.londoncouncils.gov.uk/lcig has all the latest briefings and notes from the
meetings. 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.
Contact: Sue Thiedeman CSIM sue.thiedeman@redbridge.gov.uk 07852 915 789

3. Delivering Value through London’s Cultural Services (LCIP phase 2)
Cultural services in London will continue to go from strength to strength thanks to nearly £900,000
of new funding secured by the London Cultural Improvement Group. London‟s regional
improvement and efficiency partnership Capital Ambition has awarded £300,000, which will be
matched by £384,900 from LCIP partners along with a further £203,900 of „in kind‟ contributions.

The funding will be used for the second phase of LCIP‟s work programme, entitled „Delivering
Value through London‟s Cultural Services‟, which will build on success of the first phase, which
helped London become the leading region in England for cultural improvement.
The new programme aims to ensure that the capital‟s cultural services adapt and continue to
deliver to a high standard through the recession, while also making a positive contribution to the
lives of local people.
It will build capacity and support collaborative working in five key areas:

      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

      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 run by the
       Greater London Authority (GLA) to those with event responsibilities with a range of support
       to help them achieve improvements in their own borough, across borough boundaries and
       with the third sector

      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

      Improving Fundraising Capability - will facilitate improved inward investment in London‟s
       cultural services.

Moira Sinclair, Chair of the London Cultural Improvement Group and Executive Director of Arts
Council England, London, commented:
“This award is recognition of the partnership we have developed in London with all the cultural
agencies working together to support boroughs‟ self improvement, and of our commitment to
support them in addressing the priorities they have identified with us during the first phase of the
programme.
“In the recession the value which culture contributes to London‟s communities is even more
important, and this new phase of the programme will focus on demonstrating culture‟s contribution
to wider outcomes as well as making them better prepared to meet the challenges which lie
ahead.”
Councillor Merrick Cockell, Chairman of London Councils, said:
"Culture makes a major contribution to Londoners‟ quality of life and sense of community, as well
as being the key driver for tourism in the capital. This programme is further demonstration that
London boroughs and their partners are leading the drive to deliver real improvements for
communities across the capital."
Boris Johnson, Mayor of London said:
 “London's vibrant cultural life is what makes it such an exciting place to live, work and visit. This
excellent programme shows how important it is for organisations to work together, especially in a
time of recession, to ensure a whole host of cultural services are on offer and make a real
difference to the lives of Londoners.”
In supporting the bid, Martin Allison, National Cultural Advisor I&DeA, commented:
“London has been a tremendous success story – the region was so far behind and now it is a real
gem, I have nothing but praise.”

4. Library Change Programme (part of the London Cultural Improvement Programme)
Consultants are currently undertaking fieldwork towards Phase 2 of the London Library Change
Programme:
Phase 2
                 Organisation     Consultants                Contact
Strand
A workforce
benchmarking                             Abigail Diamond           Abigail.diamond@cfe.org.uk
                        CfE – Centre
study and                                Brian King
                        for Enterprise
options                                  Louise Peck               0116 229 3011
appraisal

                                         Ben Taylor
                                         Mick Fortune / Ken Chad
A review of                                                        ben.taylor@redquadrant.com
                                         Graham Field
common                  Red Quadrant
                                         Sarah Wilkie / Olivia
standards                                                          07931 317230
                                         Spence
                                         John Mallaghan
                                         Carl Ulbricht

                                    Ben Taylor
A review of
                                    Russell Pask               ben.taylor@redquadrant.com
Inter-library     Red Quadrant
                                    Sarah Wilkie / Olivia
loans             (as above)
                                    Spence                     07931 317230
                                    Mick Fortune / Ken Chad
                                    Carl Ulbricht
An indicative timescale for delivery of Phase 2 is as follows:
7 Sept                 Working Group meeting all 3 strands
2, 8, 11Sept:          Interim reports at London Library Change Programme Board, CLOA/London
                       Cultural Improvement Group, London Libraries
22 October:            Report to London Council‟s Culture, Tourism and 2012 Forum
9 Nov:                 Capital Ambition Efficiency Board – report against Mie tool efficiency
                       measurements
13 Nov:                Presentation at stakeholder conference

Please see embedded bulletin for more information:



LLCP Phase 2 Bulletin
 no.1 10 July 09.doc

Updates from the field team can be found via the London Library Change Programme‟s webpage:
http://www.mlalondon.org.uk/lmal/index.cfm?NavigationID=423.
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

5. 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 the scheme designed to give young people in England the opportunity to
experience at least five hours of high quality arts and culture every week, matching that for sport,
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 and the sector. 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), will reconvene in the autumn of 2009 as
part of the infrastructure developed by the LCIP Working with Children‟s Services activity.

Working with Children‟s Services strand of the London Cultural Improvement Programme
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.

As part of the menu of activity training on how culture delivers against Local Area Agreements
NI54 (services for disabled children) and NI110 (Young people‟s participation in positive activities)
will be offered on the 2nd December.
Contact: Sam Cairns samantha.cairns@mlalondon.org.uk 020 7549 1704 or
Elizabeth Crump elizabeth.crump@artscouncil.org.uk 020 7608 6110

6. Improvement Programme for London Events (part of the London Cultural Improvement
Programme)
The London Events Forum, which networks local authority events managers in London, have been
working with the LCIP to develop a new strand of the programme. This has been successful in
securing funding from the Arts Council and Capital Ambition to lead work to improve local
authorities‟ support for outdoor events. The programme includes research to review how local
authorities are currently granting permissions for events, the types of guidance they offer to
external event organisers, and where current barriers exist. Consultants Annie Grundy and Sarah
Anne Morton have been appointed to lead the research, and will be contacting events managers
across London, and reporting to the 1st October meeting of the London Events Forum. The
research is expected to be completed by December 2009, and will inform the other strands of the
programme, which include peer to peer mentoring, development of IT tools to increase efficiency
and communication between local authority departments involved in granting permissions for
events, and the publication of shared guidance for community and arts-led events organisers that
can be adapted for use by all local authorites.
For further information about this work contact Tara Lacomber: tara.lacomber@artscouncil.org.uk

7. Building Schools for the Future (BSF)
Twenty London boroughs are active in the Building Schools for the Future programme.
Partnership for Schools have recently changed the way in which Local Authorities enter the BSF
programme, and all remaining Boroughs in London are now eligible to join.

The BSF team at Sport England and Arts Council England are supporting each Local Authority in
setting up both an Arts and a Sports Stakeholder Group. 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.

Several schools have now opened with many more expected in September and several hundred in
the next two to three years, with the BSF team continuing to encourage creative consultation
across the school community, good design and a borough-wide, strategic overview of all planned
provision.
Contact:
BSF Programme Manager London: ian.sutton@sportengland.org
BSF Information and Partnerships Officer: mike.brooks@artscouncil.org.uk

8. Living Places London Partnership
London Living Places Partnership and the Mayor‟s Office has published a series of case studies of
regeneration best practice http://www.living-places.org.uk/living-places-in-action/the-
regions/london/

The case studies within Shaping Places through Culture demonstrate that good practice is
happening in many parts of the London Thames Gateway and elsewhere in London. They include
examples of the ways in which heritage, creative industries, cultural and sporting activities have
been integral to shaping the future of places across the capital through regeneration.

In March Living Places launched the national Culture and Sport Planning Toolkit – further
information can be found on the Living Places website at www.living-places.org.uk. On 1 October
2009 the London Living Places Partnership, together with the Mayor‟s Office, hosted an event at
London‟s Living Room for planners and cultural services staff to introduce them to the toolkit .
London Living Places has already provided direct funding for a number of development areas
including Deptford and Canning Town, and we will be supporting others in the coming year.
For further information contact abigail.moss@mlalondon.org.uk or
andrew.holden@mlalondon.org.uk or Tel: 020 7549 1708


Update from Arts Council England

9. Arts in Empty Spaces is a £500,000 national initiative to help artists turn vacant high street
shops into artistic and vibrant places. The scheme is supported by Arts Council England through
its Grants for the Arts programme, and works alongside the £3m allocation by 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. One London borough,
Hackney, will benefit from the CLG partnership funding in London, but other boroughs are eligible
to apply for the Arts Council funding if they have strong projects backed by themselves, property
owners or town centre managers. Local authorities with large numbers of empty shops are
encouraged to begin working with arts organisations to explore options for short-term leases,
planning waivers etc. Further guidance about this scheme is available from Georgina Arnold:
georgina.arnold@artscouncil.org.uk or on the website www.artscouncil.org.uk/actiononrecession.

10. Following the launch of the Future Jobs Fund by the Department for Work and Pensions
(DWP) 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. Youth Music is proposing a national bid for 540 jobs, and Creative and Cultural Skills are
planning a bid linked to the Creative Apprenticeship. In London, New Deal of the Mind is being
contracted to support organisations and partners in developing bids. Local authorities or cultural
organisations interested in submitting bids or being connected up with consortia bids can register
their interest on the Arts Council website or contact Georgina Arnold, as above.

11. Grants for the Arts: From March 2010 applications to 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 we will be suspending new applications to Grants for the arts between Monday 18
January 2010 and Friday 26 February 2010. Decisions will continue to be made throughout the
transition period and, so we can assess all applications in good time, applicants may want to
submit earlier or later than they were planning to. More information about the improvements to
Grants for the arts is available at www.artscouncil.org.uk/grantsfortheartschanges
Regularly Funded Organisations: Our current funding agreements with arts organisations come
to an end in March 2011, and it is possible we won‟t receive our funding allocation from
government until autumn 2010. As a result, we are considering options to issue provisional one
year funding agreements for 2010/11 in order to give arts organisations more time to plan ahead,
and allow time for consultation with local authorities on jointly funded organisations. In the
meantime, we have moved forward with proposals on self-assessment, peer review and new
criteria for regularly funded organisations and have been testing these proposals. Further
information is available on the website.



12. Action on Recession: Sustain, and Empty Spaces
Sustain, our £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 is our £500,000 initiative to help artists and arts organisations turn vacant high
street shops into vibrant artistic places. The programme is being run in partnership with the
Department for Communities and Local Government (CLG)‟s scheme Looking after our town
centres, which is investing £3 million to reinvigorate ailing town centres during the recession. For
further information about applying to this scheme in London, contact Georgina Arnold
georgina.arnold@artscouncil.org.uk or your lead officer. More details about the programme are
also available on available our website at www.artscouncil.org.uk/actiononrecession

13. National Indicator 11 provides the first ever statistically reliable data on levels of arts
engagement at local authority level, comparable across the country. The baseline arts
engagement data is published by the DCMS and available on their website. 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). For more information contact Sian.clarke@artscouncil.org.uk

14. 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. These include:
 Artists taking the lead supporting a major artist led commission in each region. The final
    shortlisted artists award in London will be announced on 22nd October
 2012 London Cultural Skills Fund – the final round of this £1.2 million fund closed in August,
    and included a number of local authority led applications. Announcements on awards are
    availabe 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 is 4th January 2010 and
    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. Four hubs are being
    developed to lead activity across London, and local authorities and other partners are
    encouraged to get in touch and get involved in planning for these at an early stage. Further
    information is availabe on the website at www.bigdance2010.com or by contacting
    Jacqueline.rose@artscouncil.org.uk.
   We are working with LOCOG to support opportunities offered by the Ceremonies, Live Sites,
    Open Weekend http://www.london2012.com/openweekend and other Major Projects, and
    continue working with the ODA to support park legacy planning, and projects such as the
    Olympic Park art commissions.

15. 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. It sets out recommended developer contributions to arts and museums facilities provision
per head of new population. This is particularly important in London, where there are challenges in
upgrading and developing spaces for arts and culture to ensure that everyone, including growing
communities, can access facilities wherever they live. The standard charge report was highlighted
as part of the Planning for Culture and Sport seminar on the 1st October seminar at City Hall. It is
hosted on the living places website (www.living-places.org.uk) as part of the Cultural and Sport
Planning Toolkit.

For more information about any of the above, or for details of the Arts Council lead officer contact
for your local authority, please get in touch with the Head of Resource Development:
louise.venn@artscouncil.org.uk

16. Well London is a three year programme, run by an alliance fo seven partners and funded by
£9.46m from the Big Lottery Fund, which aims to improve the health and well being of
communities in some of the most deprived areas of the capital. The culture strand of the
programme, Be Creative Be Well, is commissioning arts and creative activities that improve mental
and physical health. Recent awards include the Big Chair dance with older residents in Haringey,
the transformation of the Handcroft Road Centre in Croydon by local artists, and documentary
making in Queen‟s part that crosses generational divides. For further information visit
www.londonshealth.gov.uk/well_london.htm or contact Karen Taylor:
Karen.taylor@artscouncil.org.uk.

Sport England, London update

17. Following the launch of Sport England's strategy last year and the restructure to align resource
to deliver the strategy, the London Office is now at full compliment.
The members of the team are as follows:


Hannah Bladen: Regional Strategic Lead              Stuart Makepeace: Relationship Manager -
Hannah is responsible for the London Team           Facilities & Planning
and the wider strategic relationships across        Stuart is responsible for leading on all matters
sport in London                                     relating to facilities and planning in London.
Hannah's contact details:                           Stuart manages the London Office's two
Hannah Bladen                                       Planning Managers
Regional Strategic Lead                             Stuart's contact details are:
Tel: 0207 273 1562                                  Stuart Makepeace
Mobile: 07799 348201                                Relationship Manager - Facilities & Planning
E-mail: hannah.bladen@sportengland.org              (London office)
                                                    Tel: 020 7273 1736
                                                    Mobile: 07785 517445
                                                    E-mail: stuart.makepeace@sportengland.org
Joel Brookfield: Relationship Manager -
Local Government                                    Conal Stewart & Peter Durrans: Planning
Joel is responsible for leading on all matters       Managers
relating to Local Government and re-joined the       Conal and Peter remain with the London team
team this month. He is the main lead for NI8         as Planning Managers and are responsible for
issues and will operate at a strategic level with    all strategic and statutory planning issues.
all tiers of London local government.                Their contact details are below:
Joel's contact details are:                          Conal Stewart, Planning Manager
Joel Brookfield                                      Tel: 020 7273 1953
Relationship Manager - Local Government              E-mail: conal.stewart@sportengland.org
(London office)                                      Peter Durrans, Planning Manager
Tel: 020 7273 1959 (please note new number           Tel. 020 7273 1961
for Joel)                                            E-mail: peter.durrans@sportengland.org
Mobile: 07920 560 409
E-mail: joel.brookfield@sportengland.org
                                                     Alex Leigh & Gill Iden: Business Support
Julie Edwards: Relationship Manager -                officers
Community Sport                                      Alex and Gill are the London office's Business
Julie is responsible for working closely with the    Support officers.
London Pro Actives, National Governing Bodies        Their contact details are as follows:
of Sport and other key partners to gain              Alex Leigh
maximum benefit from the opportunities aimed         Tel. 020 7273 1951
at increasing participation in community sport.      E-mail: alex.leigh@sportengland.org
Julie's contact details are:                         Gill Iden
Julie Edwards                                        Tel. 020 7273 1956
Relationship Manager - Community Sport               E-mail: gill.iden@sportengland.org
(London office)
Tel. 020 7273 1541                                   Ian Sutton: BSF Culture Programme
Mobile: 07799 348208                                 Manager
E-mail: julie.edwards@sportengland.org               Ian is part funded by Sport England and the
                                                     Arts Council to oversee the Building Schools for
                                                     the Future programme in London.
                                                     His contact details are below:
                                                     Ian Sutton
                                                     BSF Culture Programme Manager
                                                     Tel. 020 7273 1957
                                                     E-mail: ian.sutton@sportengland.org

18. 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 Diagonstic 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 inidicators (Nis 9-11). Sport England will be offering all NI8
authorities two places on an in-depth training course in getting the most from the diagnostic.
Further details will be sent to authorities by the end of October

19. Active People 3

The Active People 3 survey was completed on October 15th having run from October 2008. For
most authorities this will mean another 500 residents have been contacted to take part. When
combined with the Active People 2 results this will allow most authorities the first opportunity to
directly compare their performance with their 2005/06 baselines. The results for Active People 3
will be released in mid December.

20. Connect Event

Sport England are bringing together all NI8 authorities along with National Governing Bodies of
Sport and the County Sport partnerships for an event on October 20th to underpin the working
relationships between all three as we seek to deliver more participation in community sport. This
event should help understand the key dependencies that all three have with each other; something
that hasn‟t been clearly articulated in the past. If you would like an update on the conference
themes and content please contact Joel Brookfield joel.brookfield@sportengland.org
_______________________________________________________________________
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 or Tina Morton tina.morton@mlalondon.org.uk or
telephone: 020 7549 1702/1701
Sport England, London Region: hannah.bladen@sportengland.org or telephone 0207 273 1562
Appendix 2




Leaders

London 2018 World Cup Bid

Report by:   Cllr Merrick Cockell       Job title:   Chairman, London Councils
Date:        12 July 2009
Contact      Anne-marie Pickup – Principal Policy and Project Officer
Officer:
Telephone:   020 7934 9756          Email:     anne-marie.pickup@londoncouncils.gov.uk




 Summary             This report is to update members on the ongoing activity by London
                     Councils to support London‟s bid to become a candidate host city for
                     England‟s bid to host the 2018 FIFA World Cup. (See previous briefing
                     dated 27.07.2009)



 Recommendations It is recommended that Leaders:


                        Note the information contained in this report
                        Submit letters of support for the bid in order to demonstrate London
                         borough‟s support. Guidelines for these letters are attached in
                         Appendix 1
Introduction

1. This briefing is to update members on the ongoing activity by London Councils to support
   London‟s bid to become a candidate host city for England‟s bid to host the 2018 FIFA World
   Cup. (See previous briefing dated 27.07.2009)
2. The involvement and support of London’s boroughs, parks and local stakeholder groups is
   critical to the success of London’s and ultimately, England’s bid to stage the World Cup in
   2018.
3. FIFA has set out on which criteria they will use to decide which nation will host the World Cup
   in 2018 in the document „Host City Bid Requirements.‟ The Host City Bid Requirements
   includes a number of areas that will likely impact on some, if not all, of London‟s local
   authorities. Satellite Fan Parks, Transport, the delivery of essential public services, the cultural
   programme, Visitor Information and Welcome, community engagement, and securing a lasting
   public legacy from hosting the World Cup in London are all areas where London local
   government have an important role.
4. For example given the number of visitors and spectators, it is clear that a number London‟s
   local authority‟s services are likely to be affected during the World Cup, including, but by no
   means limited to:


            Health and Safety
            Licensing
            Enforcement
            Street cleaning
            Trading Standards


5. Given the responsibilities that lie with London‟s boroughs London United is keen to
   demonstrate that the London bid is supported by London‟s local government.
6. In order to demonstrate this support London United would like to invite London borough
   leaders to submit letters of support for the bid.
   Background
7. England is bidding to stage the FIFA World Cup in either 2018 or 2022. The national bid‟s
   theme is: “England United, The World Invited” (See www.england2018bid.com)
8. The host nations of the 2018 and 2022 World Cups will be voted for by FIFA‟s Executive
   Committee in December 2010.
9. The FIFA World CupTM comprises 32 participating teams, with 64 matches played over 31
   days. During the World Cup in Germany in 2006, there were 19,000 media representatives,
   3.4 million spectators in stadiums and 18.4 million spectators in Fan Parks. 30 billion viewers
   in more than 240 countries watched at least one match.
10. The 2018 and 2022 bidding edition is considered to be the most competitive yet. There are 8
   nations bidding to host the World Cup in 2018 and another 2 (10 in total) to host the World Cup
   in 2022. In addition to England, these are Spain & Portugal (joint bid), Belgium & Holland (joint
   bid), Russia, Australia, USA, Japan, Indonesia, Qatar and South Korea.
11. Between now and May 2010, the FA‟s specially appointed bid organisation, England
   2018/2022 Bidding Nation Ltd (England 2018), aims to mount a bid that ultimately exceeds
   FIFA‟s criteria and also explains the worldwide legacy which a World Cup in England will
   leave.
12. England 2018 has invited England's regions and cities to submit their application to become a
   host city during the World Cup - obligations to include stadia, hotel accommodation, training
   facilities, integrated transport and security plans, live sites and fan parks, VIP hospitality,
   associated events and community-based legacy plans.
13. The overall timescales for England‟s Bid Submission are as follows:
                England 2018 Bid Process

         Host City Applicant Process
         •   Issue of Host City ITQ                   18 May 2009

         •   Submission of Preliminary Bids           25 Aug 2009

         •   London Inspection visits
                                                       st
                                                      1 &2
                                                             nd
                                                                  September
         •   Submission of Final Bids                 6 November 2009
         •   Final Evaluation of Bids                 27 November 2009
         •   Selection of Candidate Host Cities       14 December 2009



        Submission of England’s Technical Bid to FIFA 14 May 2010


             Bid assessed by FIFA Evaluation Team                  May-Dec 2010


                Presentations to 24 members of                     Dec 2010
                  FIFA Executive Committee



              First Bid Nation to secure 13 votes wins




Host City Applicant Process


14. There are 16 cities across England (including London) competing for up to approximately 16
   stadia places within England 2018‟s final bid to FIFA in May 2010. These are Birmingham,
   Bristol, Derby, Hull, Leeds, Leicester, Liverpool, London, Manchester, Milton Keynes,
   Newcastle, Nottingham, Plymouth, Portsmouth, Sheffield and Sunderland.
15. Successful cities need to demonstrate that they have the infrastructure necessary to meet or
   exceed FIFA‟s requirements. This includes stadiums, training venues, team base camps and
   Fan Parks. They will have excellent accommodation and transport services, and robust plans
   for safety, security and sustainability. Cities also have to demonstrate strong public backing for
   their bid, and the support of local stakeholders, local and regional media.
16. Cities can also bid to host competition-related events such as the Preliminary or Final Draw,
   the FIFA congress and Banquet, team seminars, referee and medical workshops. Cities can
   also invited to submit a proposal to host the IBC during a World Cup (likely contenders will be
   Manchester, Birmingham or London).
17. The Applicant Host City process has consisted of two draft submissions of each city‟s proposal
   in July and August this year, each followed by a set of England 2018 Team Inspection visits.
18. London, along with all other Applicant Host Cities will formally submit its final bid to England
   2018 on Monday 9th November 2009.

The London United Group


19. Whilst London is effectively already guaranteed Host City status because of Wembley
   Stadium, the challenge for the team co-ordinating London‟s bid submission is to make the case
   for the inclusion of additional match stadia, accommodation and training sites and offer unique
   proposals that promote citywide participation and maximise the benefit of becoming a host city.
20. London‟s formal application to England 2018 for London to become a Host City Candidate for
   the World Cup in 2018 is being delivered by „London United‟.
21. London United is a group of senior leaders within the key agencies involved in the strategic
   planning, co-ordination and delivery of major events in London. „London United‟ brings
   together a range of expertise from organisations such as the GLA, LDA, London Boroughs,
   Visit London, TfL, Met Police, football clubs and private sector partners.
22. In May 2009, the Mayor of London appointed Simon Greenberg, Communications & Public
   Affairs Director at Chelsea Football Club to Chair the London United Group.

London United Group Structure


                                                           CHAIR
                                                        Simon Greenberg
Mayor’s Representative
    ‟
David Ross




                                       LONDON UNITED 2018
   London      Regional     Safety &     Creative,          Football/     Transport    City Authority     Marketing &         Specialist
  Boroughs    Dev Agency    Security    Cultural Lead       Sport and                                   Communications        Advisors
                             Lead                           Stadiums



                                                            Arsenal                                                      Financial, Broadcast,
                                                           Tottenham                                                         Technology
                                                            Olympic


                                       London United
                                         Creative
                                        Sub-Group



             Olympic Park                                                             Leads on Sport,
                Legacy
              Company
23. Like all bidding cities across England, London United is working closely with the England 2018
      bid team to develop London‟s proposals. The Group has been meeting every 4-5 weeks since
      May „09 with the following remit.


               Provide strategic thought, creativity, advice and guidance on London‟s application to
                become a host city
               Assist with appointing and overseeing special advisors/resource within their respective
                agency/organisation to address FIFA‟s staging requirements and ensure the technical
                requirements are met
               Be the central point of liaison on behalf of London for England 2018
               Assist with raising the profile of the Bid across the wider industry and London


24. The Events for London team based within Visit London acts as the Secretariat and delivery
      partner for the London United Group.

Overview of London’s Bid Submission to England 2018


25. London is presenting an offering that positions the city and wider region as central to England
      2018‟s World Cup bid and as the natural gateway to other host cities across the country.
26. The London United group is committed to developing a bid that is inclusive of the entire city,
      engaging all boroughs, residents and organisations, while spreading the benefits of hosting the
      football World Cup across Greater London and the surrounding regions.
27. At the heart of London‟s proposal for 2018 is a commitment to maximising the vast potential of
      the FIFA World CupTM as a means of increasing participation in football and as an agent for
      social change through sports, social development, health and education programmes.
28. Under the London United umbrella, all 13 of London‟s professional football clubs are joining
      together (for the first time), through a coordinated effort led by City Hall. Their aim is to engage
      every child in London by 2018 through a range of social and community development
      programmes which will be launched to coincide with the 2010 FIFA World CupTM in South
      Africa.
29. London is currently proposing a multi-stadia (1+3) approach that includes three additional
      „match‟ stadia to Wembley (the planned new Tottenham Hotspur Stadium, Arsenal Emirates
      and Olympic Stadiums).1 This is of course subject to any decision made on the future of the
      Olympic Stadium.
30. Tottenham Hotspur‟s planned new stadium will have a net capacity to successfully stage
      games up until the quarter-finals stage of the Tournament, whilst the Olympic Stadium and


1
    Twickenham is still being considered for inclusion in London’s Final Submission
   Emirates stadia could both host semi-final games as well. Wembley is likely to host the
   Opening and Final games, as well as additional group games.
31. Although London‟s „1+3‟ stadia strategy could be seen as bullish, it is considered justifiable on
   the basis of the concentration of professional clubs in the capital (London is home to 13
   professional football clubs more than any other city in the world) and substantial social change
   that a World Cup could bring to London (London is home to 3 of the 4 most disadvantaged
   boroughs in the country; 15% of England‟s population lives in London but the capital has only
   3% of the country‟s playing fields).
32. London is putting forward a low-risk bid submission, with no new or significant capital
   expenditure planned. The World Cup in London will benefit from many of the new infrastructure
   and venues being developed in time for the London 2012 Olympic & Paralympic Games.

London as a Host City – Legal and Financial Implications


33. As with London‟s bid to host the 2012 Olympic and Paralympic Games, becoming a Host City
   within England‟s bid to host the 2018 World Cup, will require London to sign a Host City
   Contract with a sports global governing body, in this case FIFA. In London the signatory of this
   contract is the Mayor. However it is important to note there are elements of the contract which
   will potentially affect some if not all of London boroughs.
34. The hosting of any major event, of the scale of the FIFA World Cup, is likely to have some
   financial implications for the city hosting the event. London United is currently seeking
   clarifications from the FA and Central Governments as to where the liability for these costs will
   lie.
35. England 2018 commissioned PWC to undertake an economic impact study of a 2018 World
   Cup. The study has not yet been made widely available but it is reported that a World Cup in
   2018 is estimated to be worth £5billion to the national economy. Further work will be required
   to break this figure down and calculate the estimated benefit to London.
36. England 2018 recently appointed KPMG to undertake an independent and robust financial
   assessment of London‟s proposals as a Host City Applicant. This initial piece of work is
   expected to be completed in early November 2009 and will deliver an indicative host city
   budget in response to obligations set out in FIFA‟s Host City Agreement.
37. The main costs attributable to host cities include the cost of stadiums (including overlay), fan
   parks, marketing and city dressing and transport.

London United Hosting Concept


38. London Councils main area of activity in the development of the Host City Application has
   been the development of London United Hosting Concept.
39. London United is committed to developing a bid that is inclusive of the entire city, engaging all
   boroughs, residents and organisations, while spreading the benefits of hosting the football
   World Cup across Greater London and the surrounding regions.
40. The bid places strong emphasis on the promotion of football, sports education and social
   development opportunities, creating a tangible and meaningful legacy from being a World Cup
   host city. At the same time, it demonstrates the need and the know-how to successfully unlock
   one of the most complex cities in the world in order to deliver for a sporting hierarchy, FIFA,
   FIFA‟s marketing affiliates and England 2018 sponsors, local businesses and residents.
41. London United have developed a concept that invites all communities and visitors to engage in
   the excitement of the FIFA World Cup in London. It aims to foster and grow a love of football
   by celebrating the game at its most simple level.
42. London United want to unite and engage the whole of the city, its stadia and venues, its green
   and iconic spaces, its football clubs, communities and cultural offering. Not just one central
   iconic area. London United‟s aim is to develop a true festival of sport and culture that spreads
   from east to west, and north to south. To harness the love of football as well as the rich and
   diverse cultural and creative talents and assets that exist across London‟s 33 Boroughs.
London’s Theme - ‘Engagement and Spread’


43. London presents an offering that positions the city and wider region as central to England
   2018‟s World Cup bid and as the natural gateway to all other host cities across the country.
44. London‟s bid is focussed on a citywide celebration, spreading the excitement and World Cup-
   related activity across all boroughs, inviting every visitor and resident alike to participate, and
   one that showcases the city‟s truly diverse offering.
45. London United‟s aims in putting this bid together have been to:


      engage audiences beyond the stadia and beyond sport;
      spread the sporting and cultural benefits of the World Cup throughout the city;
      ensure that people from all demographics groups actively take part as much as watch and
       listen; and ultimately
      make the legacy tangible and meaningful


46. London United‟s hosting concept has been developed to ensure that the benefits of the World
   Cup are spread geographically, across stadia, across boroughs, across age groups and across
   communities.
47. It has been developed to ensure that the excitement and engagement is successfully spread
   beyond traditional audiences and football fans. London United wants to build new audiences
   for football through active participation and enjoyment by everyone.

Park Life Concept


48. Building on London‟s theme of „engagement and spread‟, the overall creative concept runs
   under the heading: Park Life.
49. It is a concept that places London‟s parks and urban spaces at the heart of engagement with
   the FIFA World Cup 2018. A concept that:


      will unify all of London‟s parks and urban spaces, just as it will unify local communities
      will deliver an sporting and cultural entertainment across the entire city, leveraging each
       borough‟s unique characteristics, cultural communities and event experience
      aligns with the City‟s commitment to raising environmental awareness and making sports
       and healthy living accessible to all

Delivering the Concept - A City-Wide Celebration
50. The Park Life concept translates into a citywide football celebration that plays on the
   uniqueness of London‟s Parks and world-famous iconic spaces such as Trafalgar Square. The
   festival would celebrate the food, music, fashion and cultural traditions of competing nations as
   well as their participation in the competition.
51. London United sees the London Borough Parks and Events programme as an important way
   to achieve this aim




London Borough Parks and Events programme


52. London has an incredible network of parks and iconic urban spaces which is unique and
   incomparable to any other city in the world. London‟s parks and urban squares help define
   neighbourhoods, each distinctive and representative of surrounding communities. These
   spaces often hold particular importance to the community and are an accessible resource that
   can host many forms of cultural offer They are also intrinsically linked to Londoner‟s love of
   football by providing public facilities across the capital where all levels of the game can be
   played by anyone.
53. London wants all parts of the city to feel that they are engaged with the World Cup in 2018.
   London is inviting all London boroughs to be part of the city-wide celebration.
54. The involvement of London‟s boroughs and parks would focus on bespoke programming and
   activity across London‟s extensive park network. It is envisaged that local boroughs or
   partnerships of boroughs, could develop Satellite Fan Parks with their own programme of
   sporting and cultural events that reaches out to and resonates with both local audiences as
   well as visitors.
55. Local boroughs would be encouraged to take ownership and lead on their own offering – under
   the overall London Host City framework. Boroughs will be encouraged to:


      Work in partnership with local professional and amateur football clubs, cultural and
       community groups to develop a festival programme.
      Consider the right mix of content depending on the location and the characteristics of their
       local communities which could include a live screenings, cultural festivals and other live
       entertainment as well as sports development activity and football matches. This will allow
       Boroughs to focus on community-driven activities and London’s diverse population. Every
       Borough and every local community could bring their own unique flavour and content to the
       stage, whilst aligned to the overall creative concept that is „Park Life‟.
      Look at existing community, sporting and cultural activity and events that may be suitable
       for repackaging, expanding or rebranding during a World Cup – or to create new concepts
       and proposals together with local partners.


56. Boroughs would be supported in the develop of their offer through the development of a
   Framework including a ‘toolkit’ of materials and ideas that allow the boroughs to create their
   own experience directed towards their own community needs and ‘theme’ their summer events
   and activities in collaboration with 2018 World Cup officially sanctioned plans and activity

Additional inter-linking elements of London’s bid


57. Environmental sustainability is a key theme of the national bid and cities are required to
   demonstrate a strong commitment to improving its environmental performance as part of the
   bidding and hosting process. The city‟s environmental strategy covers every element of
   London‟s bid submission and it will use the World Cup to further increase awareness of
   environmentally responsible event planning and management.
58. Transport for London have been working closely alongside all of the proposed stadiums,
   associated event venues and accommodation providers to develop an integrated transport
   strategy and robust transport management plans for general spectators, the FIFA family and
   other client groups during a World Cup. This includes a strategy of 100% of spectators using
   public transport.
59. Similarly the Metropolitan Police has taken a lead role in co-ordinating London‟s safety and
   security proposals with all relevant and emergency services including the London Fire Brigade
   and London Ambulance Services. The NHS London is also contributing to London‟s bid with
   the provision of health and medical services. London‟s transport and security services already
   manage up to 160,000 spectators in any one weekend during the football season.
60. London will learn from and build on the London 2012 City Operations structures currently in
   place and there is no doubt that there are considerable Olympic-driven programmes and
   developments that will be of great value to the London and England 2018 bid. For example,
   the Host City Volunteer Scheme that will provide a world-class city-wide-on-street welcome for
   ticket holders, visitors and residents.
61. London‟s 13 professional football clubs, together with Watford and Wycombe Wanderers are
   putting forward their stadia and training grounds as official Team training sites for the World
   Cup.
62. It is proposed that London‟s stadia will host a series of „open training sessions‟ giving the
   general public and media great access and providing resident fans of every participating nation
   the opportunity to watch their national heroes in training. The experience during the World Cup
   in Germany in 2006 showed that high profile teams such as Brazil can command audiences of
   20,000+ at such public training sessions.
63. The aim is also to use these „ticketed‟ open training sessions to engage new audiences and
   enable spectators to access additional entertainment and activity (e.g. exhibition games, taster
   sessions, health and fitness clinics, education seminars, careers fairs).
64. London is putting forward selected hotel clusters according to the needs and requirements of
   different FIFA client groups including VIPs, commercial affiliates, commercial hospitality
   packages, media, referees and match officials as well as general spectators. The national
   England 2018 bid team is leading on contracting sufficient hotel rooms across the country in
   response to FIFA‟s requirements.
65. London will include up to 14 high quality and experienced team base camps hotels and training
   sites in London and the surrounding regions in its final submission. Team Base Camps
   effectively serve as the home and headquarters for each participating team for the entire
   duration of the Games (and up to 20 days in advance of the first match). Non-football specific
   facilities such as Bisham Abbey National Sports Centre near Marlow and the new Surrey
   Sports Park at the University of Surrey in Guildford are also being put forward.
66. In the build up to the World Cup, there is an opportunity for cities to host one or more of the
   FIFA competition-related events such as the World Cup Preliminary and Final Draws, team
   seminars, the FIFA Congress, the official mascot launch, host broadcaster conferences and
   referee workshops. Recognising the need and desire to spread these events across the entire
   nation, London is focusing on proposals to host selected media-significant events including the
   Final Draw, the FIFA Congress and Banquet involving iconic venues such as The O2, ExCeL
   London and the Royal Albert Hall.

Consultation and Next Steps


67. At an officer level London United recently shared the Host City concept and Park Life proposal
   with London Boroughs Events managers and Parks Managers at a breakfast seminar to
   secure their buy-in and commitment to participate and again at the London Events Forum.
68. London United is keen to include examples of borough led events which could potentially re-
   packaged over a World Cup period in the final bid submission to England 2018 in November.
   Following that meeting we have encouraged officers to collaborate with other borough officer
   including culture, sports, events, parks colleagues to submit potential ideas to be included in
   the final London bid document.

Recommendations

   1. It is recommended that Leaders:
             Note the information contained in this report
             Submit letters of support for the bid in order to demonstrate London borough‟s
          support. Guidelines for these letters are attached in Appendix 1


Financial Implications for London Councils
None
Legal Implications for London Councils
None
Equalities Implications for London Councils
None
Appendix 3

Local London Alive: Culture & Sport Playing Their Part in
London’s Boroughs
1) Summary

Local Authorities are the largest contributors to the complex partnership that makes Cultural and
Sporting life in London amongst the most exciting in the world. A contribution of just £1.27 per
person per week by Local Authorities funds an incredible network of free libraries, parks, museums
and galleries and supports community theatres, leisure facilities and a vast range of third sector
organisations.

There is strong evidence to prove the impact of engagement with culture and sport on broader
outcomes and to show how much high quality provision is valued in local communities within
London.

There is a complex and varied picture of engagement and external investment in London. Whilst it
is home to many well-funded internationally iconic facilities, the amount and quality of local
provision varies hugely.

Whilst the vibrancy of London‟s cultural and sporting life is under threat in the current financial
climate, the sector also holds great hope for a strong, sustainable economic future and for holding
our communities together during this challenging period. London boroughs‟ role will be key to
managing the risk and realising the potential.

This document makes the case for culture and describes the agreed priorities for London Council‟s
work to support the individual needs of the boroughs around Culture, Sport and 2012 Legacy. It
has been developed through the input of the Forum (representing elected Members of London
Local Authorities) and the London Branch of the Chief Culture and Leisure Officers Association.

(Suggested that this is recast as an intro from the Chair of the Forum)
2) Why does Culture & Sport matter in London’s Boroughs?

Research clearly shows how the public values engagement in high quality cultural experiences.
There is also hard evidence to show the impact it has the success and happiness of our
Communities:

       Culture & Sport makes our local areas unique: it‟s why people want to live, work, study in
        or visit our local areas and is what makes our areas distinct. Culture is a hugely important
        factor in successful and sustainable regeneration. When asked about their local area, many
        residents cite cultural services as amongst the most important to them.2

Nationally there is a very strong correlation between levels of engagement with culture and sport
(NI 8, 9, 10 & 11) and overall satisfaction with a place to live in (NI 5). In London this correlation is
even stronger.




       Culture & Sport brings our communities together: culture can unite people of all ages
        and all backgrounds and drive social cohesion.

London residents who are satisfied with local libraries, theatres, concert halls, museums and
galleries and parks and open spaces are more likely to agree that their local area is a place where
people from different backgrounds get on well together (NI 1).




       Culture & Sport can change lives: it inspires and motivates people of all ages to actively
        participate in their community. This can have a positive impact on all areas of people‟s lives
        including skills, learning, confidence, health and well-being.

Creative Partnerships is the government‟s flagship creative learning programme, designed to
develop the skills of children and young people across England, raising their aspirations,
achievements, skills and life chances. In 2006 its first Ofsted report praised the programme for
improving pupils' personal and social skills, and generating good creative approaches and positive
attitudes by teachers, school leaders and creative practitioners. „Pupils made significant gains in
their personal and social development… In all the survey schools, there was evidence that pupils‟
achievement had improved during the period of involvement in Creative Partnerships…
Improvements in literacy, particularly writing, and speaking were significant in the majority of
schools visited.‟




       Culture drives the economy: the cultural and creative industries are the third largest
        employer in London. Culture is also the motivation for many visitors coming to London
        driving tourism and the visitor economy. And in times of economic difficulty, it is creativity
        and innovation that has the potential to lead recovery.
2
    Place Survey – stats to follow.
London is estimated to have 25% of the nation‟s creative sector workforce, 554,000 jobs, making it
probably the largest creative workforce of any city in the world. Its contribution to the city‟s
economy estimated at between £25 and £29 billion per annum..




    Culture is at the heart of the 2012 Games: The Olympic and Paralympic Games will have
     a fantastic impact on our City. The Cultural Olympiad has the potential to encompass the
     whole city in celebration and to make sure that all Londoners can feel that these truly are
     „Everyone‟s Games‟.

The DCMS Document „Before, during and after: making the most of the London 2012 Games‟
published in June 2008 sets targets for the 2012 Games‟ cultural and sporting legacy. This
includes helping „two million more people in England be more active by 2012‟ and „tens of
thousands more young people participating in cultural activities as a result of the 2012 Games‟.




    The local leadership of London boroughs is key to relevant and successful service:
     Because of the diversity of London and the complex way culture and sport is funded and
     delivered, London‟s 33 Local Authorities are best placed to broker partnerships and provide
     strategic leadership for popular, relevant and high quality services.

In London there is a stronger correlation between overall satisfaction with Council performance
and resident satisfaction with Council run or supported Museums, Galleries, Theatres and Concert
Halls than there is with bus services, refuse collection or doorstep recycling.
3) Culture & Sport in London today

Our Cultural and Sporting offer is a key ingredient in what makes London a truly world class
capital.

The way this offer is funded and delivered is highly complex, involving a vast range of Private,
Public and Third sector organisations. Many of these organisations support a customer base that
extends far beyond London. The creative and sporting economies have a greater importance in
the Capital than anywhere else in the UK.

With such a strong and diverse offer, it is not surprising that some areas of London have extremely
high levels of engagement in culture and sporting activities. At the same time, some areas of
London (including parts of Inner London) have some of the lowest levels engagement in cultural
activity in the country. As there are proven links between engaging in culture and sport and
benefits link to health, well-being and community cohesion, greater engagement could have a
major positive impact on quality of life for individuals and the vibrancy of our communities.

Local Authorities are the largest funders of Culture and Sport in England. London Councils
supports and helps to co-ordinate the work of 32 London Boroughs and the City of London. Each
of these democratic bodies has individual priorities and strategies for safeguarding and developing
the cultural lives of their areas that reflect their unique diversity, history and future aspirations.

The 33 Authorities acknowledge the need to maintain and enhance London‟s national and
international reputation for great cultural and sporting experiences. At the same time, London
boroughs need to focus on the cultural, social and economic benefits that culture and sport can
provide individual communities and localities.

There is no „one-size-fits-all‟ approach to developing culture and sport in London. Sometimes it
will make sense to work across London. At other times a sub-regional approach will prove most
effective. For much of the time, facilitating partnerships at a local level will deliver the outcomes
needed and desired by individual communities.

Like the rest of the country, London is facing major challenges linked to the financial downturn.
Thanks to the strength of the cultural and sporting sector and the boost that London 2012 should
provide, the sector could be key to ensuring that the capital and country as a whole returns to
growth swiftly and sustainably.

London‟s Borough‟s are at the heart of vibrant cultural life in London. Their role is varied, acting in
various combinations of fundraiser, funder, enabler and deliverer. They are central to strategic
development and effective partnerships.
London Boroughs are the biggest funders of cultural and sporting activities in London, making a
revenue investment of over £500m per year3. Whilst collectively this is a significant amount, in
2008/09 it only amounted to £66.13 per London resident or £1.27 per week.

This investment pays for:

        340 Libraries throughout London4

        270 Parks, gardens, heaths, commons & greens, largely funded by Local Government5

        Arts & Sport development services

        Leisure and Sporting facilities

        Local Government run theatres and Concert Halls

        A rich and diverse programme of Free Events

        Grants to Third Sector organisations



                                           Culture & Heritage,
                                           £79,696,000 , 16%                    All figures £,000
      Library Service,
    £202,816,000 , 40%




                                                                                   Recreation & Sport,
     Tourism, £6,900,000                                                           £94,240,000 , 18%
            , 1%                                             Open Spaces,
                                                           £126,196,000 , 25%




Local Government is the largest but not the only funder of Culture and Sport in London. At least
£1.1 Billion was invested by the Public Bodies (roughly half by Local Government) in the sector in



3
  CIPFA Revenue outturn data 2008-09, net service expenditure excluding Capital Charges
4
  MLA London: Facts & Figures, 2006 http://www.mlalondon.org.uk/uploads/documents/facts_&_figs.pdf
5
  Visit London website http://www.visitlondon.com/areas/parks/
2007/086. As well as private sector investment, significant funding is made through Non-
Departmental Public Bodies (NDPBs) and directly by central Government. Some NDPBs also
currently have responsibility for distributing funds from the National Lottery. In 2008/09, the
Greater London Authority also invested £34 Million in Culture and Sport.7

Some elements of culture and sport services are delivered directly Local Government (e.g.
Libraries). In many Authorities, other areas such as Leisure facility provision and Parks
Management is now largely externalised to commercial operators or Trusts. Much of London‟s
sports and arts infrastructure is reliant on Third Sector organisations. These range in size from
small community organisations to nationally recognised brands such as the Football Association
and the Royal Opera House.

The individual organisations in this flourishing but complex ecology are frequently supported by an
equally complex cocktail of local, regional and national funders. Many organisations are only
viable thanks to funding from a number of sources and many funders see the leverage from other
funders as fundamental to their ongoing investment. The withdrawal of a grant that only makes up
a small proportion of the turnover can lead to a collapse in the overall support for an organisation
that is delivering popular, high quality and cost-effective services for Londoners.

Cumulatively, the current investment delivers arguably the most exciting and Cultural and Sporting
sector in the world. The baseline data for the new National Indicators showed that attendance at
Libraries, Museums and Galleries was higher than any other region in England and engagement
with the Arts was also well above average. Participation in Sport and Physical Activity is below (NI
8) the national average.




6
  HM Treasury Public Expenditure Statistical Analyses 2009, Identifiable expenditure on recreation, culture
and religion http://www.hm-treasury.gov.uk/d/pesa09_chapter9.pdf
7
  CIPFA Revenue outturn data 2007-08, net service expenditure excluding Capital Charges
4) What are the challenges ahead and how will we overcome them?

The economic downturn could have huge negative impact on the cultural and sporting sector.
Conversely, the cultural and sporting sector in London could have a major positive social and
economic role in helping the country to move out of recession.

London‟s boroughs have a critical role to play. They must maintain and develop the outcomes the
sector delivers whilst reducing costs and increasing efficiency. They must make sure every pound
we spend or invest delivers value. They must listen and react to the needs of our communities
and partners as they face new challenges. They must maintain our position as trusted local
leaders at the same time as taking tough decisions.

The 32 boroughs and the City of London will have different local strengths, challenges and
strategies for the coming years. Working with London Councils, there are seven areas where
collective efforts will be crucial:

a) Increased funding where needed – capital & revenue

As outlined above, funding for Culture and Sport involves a range of Public and Private sources.
Current funding levels for Third Sector organisations are frequently based on historic figures.
Funding also has also largely been based on the needs or strengths of individual organisations
rather than the communities they serve.

London is perceived as the envy of many regions because of the amount of national funding for
Culture and Sport it receives. However, much of this funding is for national institutions that reach
far beyond the Capital for participants and audiences. Many of London‟s local communities are
not touched by this investment, which partially explains why some of London‟s local engagement
and satisfaction figures for Culture and Sport are amongst the worst in the England.

London needs to be viewed by national revenue funders as both a single World City and as a one
of England‟s largest and most complex regions, where many areas currently show clear symptoms
of long-term lack of focus and investment.

London is home to some of the world‟s most iconic and successful cultural and sporting assets. At
the same time, many communities in London have access to little or crumbing physical provision.

In order to maintain the services provided, central government must commit to support local
services and activity within communities, particularly the requirements around capital funding
needed in London to ensure quality provision at a local level. Many cultural facilities in London
urgently need capital investment at a time when investment from sources such as Section 106 is
becoming less likely. Building Schools for the Future is exploring new approaches such as co-
location of facilities; further dialogue is needed on other innovative approaches to capital asset
management to ensuring our cultural facilities are fit for purpose for our residents.

Since 1994, the National Lottery has been a major new funding stream for Culture & Sport.
Central London has seen a massive transformation thanks to Lottery investment in sport, arts and
heritage facilities and 2012 will see major transformation in part of East London. Many parts of
London, and many Lottery Players, have yet to see an investment in their communities. Leading
up to and from the Olympic and Paralympic Games, there needs to be a greater focus on the
benefits of Lottery funding reaching all communities in London. London‟s borough‟s are best
placed to ensure capital and revenue investment meets local priorities and benefits the broadest
range of citizens.

On behalf of London‟s boroughs, London Councils will campaign to ensure that all London‟s
communities will receive their fair share of funding for culture and sport (including Lottery funding)
and that historic inequities are redressed. London Councils will undertake further research to
provide evidence of urgent capital requirements for local service provision and what potential
funding opportunities to address these needs.

b) Delivering more for less - Improvement & Efficiency in Culture & Sport

London is increasingly being recognised as the leader in sector-led improvement for Culture &
Sport.

Boroughs have established networks to support improvement and work with other agencies to
develop these networks. The London Cultural Improvement Programme has established
innovative sector-led improvement and has already demonstrated real results through improved
CPA scores and increased collaboration. It seems inevitable that Local Government funding will
be under sustained pressure in the foreseeable future. London is well-placed to lead innovation
thanks to "Delivering Value Through London's Cultural Services" improvement programme funded
by Capital Ambition in January 2008.

It aims, in a difficult economic environment, to enable cultural services to deliver value by striking a
balance between process and efficiency and delivering effective services that are aligned closely
to wider outcomes and local area priorities. The programme introduces 5 new works strands:

      Working with Children's Services

      Heritage Change Programme

      London Events Network and Training

      Marketing Culture for the Visitor Economy

      Improving Fundraising Capability

Already under way is Phase 2 of the London Library Change Programme, which is
seeking to contribute to a transformation in the quality, effectiveness and efficiency of
London's library services.

However, in order to progress, the programme needs continued support and resource. As the
regional cultural agencies are working with reduced capacity, we need to find ways to receive the
valued specialist support local government receive from these agencies in order to support
improvement.
Given the additional costs of operating in London, it is not surprising that the average investment
by Local Government is marginally higher in London than the average for England as a whole (just
4% - £2.50 per resident per year). This additional cost is not uniform across all services. Spend
per head in London on Culture & Heritage, Recreation and Sport and Tourism is all already below
the English average:

  70.00

                  London Average      England Average
  60.00



  50.00



  40.00



  30.00



  20.00



  10.00



    -
          Culture & Heritage   Recreation &    Open Spaces   Tourism   Library Service   Total Cultural
                                  Sport                                                    Services



By reducing investment to the national average across Culture and Sport, over £19 Million could
be saved every year. It is crucial that the open and honest work looking at creative efficiencies
continues and develops.

On behalf of London‟s boroughs, London Councils will work to ensure there is continued additional
funding to support improvement and efficiency in Culture & Sport. London Council will also
continue to identify good practice from beyond the region and generate innovative new ideas for
ways of maintaining outcomes whilst reducing costs.

c) Maximising the Economic Impact of Culture and Sport

Cultural and creative industries are vital to London‟s economy. As the third largest employer in
London, these industries must be supported to ensure that the industry can weather difficult times.

Our Cultural offer is a key ingredient in what makes London a truly world class capital and the
creative economy has a greater importance in the Capital than anywhere else in the UK. London
is estimated to have 25% of the nation‟s creative sector workforce, 554,000 jobs, making it
probably the largest creative workforce of any city in the world. Its contribution to the city‟s
economy estimated at between £25 and £29 billion per annum.

London is the world‟s leading city destination, with an estimated 26.6 million overnight visits being
made to London during 2006. As business travel has decreased, London‟s cultural offer has
played a major role in helping to increase the numbers of leisure visitors to the UK during the
global recession.

2007 and 2008 both record figures for attendance and income from West End theatres. Figures
from The Society of London Theatre reveal total attendances to week ending 15 August 2009 to
be a further 4% up on last year to 8,786,394 and box office receipts are up 5% on the same
period.

The UK creative sector leads the world and London leads the UK‟s creative economy. Central
Government and other partners must prioritise the importance of culture in the economic downturn
and have a clear action plan for how culture will contribute to recovery.

        ‘There may seem to be no relation between culture and the economic crisis, but the
       fundamental way to cope with it comes from culture because it heals people’s painful
       hearts. During these economically difficult times, our lives would be much harsher without
       culture and art.’ - Yu In-cho, Minister of Culture, South Korea

In the time of economic downturn, local authority cultural services play a key role in providing
affordable local services for those who are experiencing economic hardship. Local parks, open
spaces, leisure centres and arts facilities can do much to improve quality of life and wellbeing.
Libraries deliver locally based learning, training and ICT opportunities. With the strain on the
public purse, non-statuary services are at risk – central, regional and local government must work
together in making the arguments as to why cultural services are more important now than ever.

On behalf of London‟s boroughs, London Councils will lobby for and support the development of
an action plan for how culture and sport can contribute to the recovery.
d) 2012 Legacy

Officially the Mayor holds the responsibility for delivering a social legacy from the 2012 Games in
London. This includes legacies in volunteering, health, sport and physical activity, business,
employment and skills, education and culture. However, while responsibility for this social legacy
in London lies with the Mayor, research commissioned by London Councils clearly shows that
Londoners believe that boroughs, central government and other organisations have major roles to
play.

London Councils is calling for an inclusive, shared approach to achieving a Pan- London Legacy. It
is essential that this approach recognises the huge role London boroughs play in engaging with
and representing their local communities as well as being responsible for the delivery of services.
Up to now, efforts to secure a social legacy for the whole of London has meant the drawing up of a
number of action plans which were coordinated by the London Coordination Working Group.

In practice, these plans have not made as much progress in identifying and delivering on the key
legacy outcomes needed for London as it would have been hoped for and governance of these
plans has been weak. In recent months there has been some recognition of the need to refresh
the legacy plans, with new plans being developed in a number of legacy areas, most notably
„Sporting Futures‟ and GO London, a new legacy plan for health. However, the governance
arrangements have not moved forward at a similar pace to provide the necessary shared
responsibility for the overview and challenge to these emerging legacy plans.

Securing a legacy for the 5 East and South East London Host Boroughs has recently benefited
from the development of a Legacy Masterplan Framework with clear accountability for who is
responsible for delivering each aspect of the legacy. The Mayor has also established a high level
Legacy Board. However, these Legacy bodies are focusing on legacy for East London rather than
the whole city.

As well as the social legacy promised to Londoners, the Games also have the potential to enhance
London‟s reputation as a world class city and therefore its ability to attract future large scale, world
events.

London Councils is calling for this partnership approach so that there is clear accountability in
terms of whose responsibility it is to deliver a social and physical legacy in London. London
boroughs will deliver the local activity that will create a social and physical legacy from the 2012
Games. This responsibility needs to be recognised with London boroughs having significant
representation and influence in shaping the pan-London Legacy.

On behalf of London‟s boroughs, London Councils will lobby for and support the development of a
legacy plan for 2012 that will deliver increased participation, stronger partnerships and a more
robust cultural sector.



e) Speaking for Diverse Voices
London is truly a world city: an international brand with an exciting and vibrant image arguably built
from our incredible cultural assets. But London is also home to 7.6 million people. It‟s a city
where 300 languages are spoken and there are 50 non-indigenous communities of more than
10,000 people. London is the powerhouse of the nation‟s economy, yet four of the Capital‟s 33
boroughs rank in the 10 most deprived in the UK. Unsurprisingly, some of London‟s boroughs
have the most culturally engaged populations in England. Others have the lowest.

A „one-size-fits-all‟ to developing culture and sport in London would be inappropriate. London
Council‟s role is to champion the role of local leadership and decision making to ensure our
diverse communities have the cultural and sporting opportunities they want and that culture and
sport play their maximum role in the social and economic well-being of the area.

Culture and sport still needs to be championed at a regional and national level and we are
delighted that the Mayor is strongly advocating the case for culture in „Cultural Metropolis‟ and in
the work towards a new Cultural Strategy. We also welcome „A Sporting Future for London‟,
published by The London Mayor and the Greater London Authority setting out their strategy and
commitment to transforming the sport and physical activity landscape in London over the next 3
years and beyond, using the catalyst of the 2012 Games. We recognise the key strategic lead the
GLA has within the cultural sector and appreciate the influence, impact and profile the Mayor
brings. We welcome the spirit of collaboration with local government in recent publications and
look forward to a new era of partnership working between the GLA and London‟s councils.

It is also important that the role of culture is also supported through the other GLA strategies –
particularly the London Plan, the Economic Development Strategy and the Youth Crime action
plan. The City Charter and Congress give us a means to turn this into reality.

Culture is the main reason visitors come to our capital. Increasingly tourist agencies are
acknowledging that they must promote the whole city and its rich and diverse offer across all
boroughs, not just the most well known cultural attractions. This will help keep bringing visitors
back to London to discover new „hidden gems‟. The 2012 Games give us a fantastic opportunity
to promote the whole city and its diverse offer. The agencies responsible for this work must be
ready to work with the boroughs to seize this opportunity. New technologies offer cost-efficient
ways to deliver this marketing. For example, London Councils has funded Visit London to develop
podcasts promoting local cultural clusters within a certain geographical areas.

London‟s councils are keen to work with other regional partners to find new ways to ensure that all
of their residents can access the rich cultural offer of the city. Particularly working with the GLA
and the GLA family, we will represent the needs of individual boroughs in the development of
schemes such as Culture Card to ensure that accessing culture is as affordable and as easy as
possible for all Londoners.

London‟s governance is different to other major cities in the UK, the breadth and diversity of our
cultural sector is unique and our geography and transport system means that people access
culture in a very different way. The impact of the roll out of national programmes such as Free
Swimming has therefore had very different delivery implications in London. We need to have early
conversations with central government in order to ensure that these programmes can be
effectively delivered in London. London Councils will ensure the expertise in our boroughs is used
of planning for the roll-out of national programmes in the capital.

On behalf of London‟s boroughs, London Councils will ensure that the needs of London‟s diverse
communities are addressed in key national and regional strategies, programmes and projects.

f) Sharing the benefits, sharing the investments

Robust studies (such as the Arts Council‟s Public Value research, the „arts debate‟) shows the link
between engagement in high quality cultural and sporting activities and broader outcomes such as
individual well being, health and community cohesion.

There is now a sharper focus on funding „outcomes‟ rather than activities in all areas of the public
sector, not just Local Government. This has led to the reorientation of public services around a
‟commissioning model„. In some services, such as adult social care and health, a commissioning
model has been in place for many years. Its arrival in children‟s services, learning and skills,
offender management, and other public services is more recent.

Culture and sport needs to respond to this new agenda by being more proactive in responding to
commissioning processes instigated by others. London Councils also has a role in making sure
other agencies in London understand the potential that Local Authorities and Third Sector cultural
and sporting organisations have to cost-effectively deliver the outcomes they are looking for.

On behalf of London‟s boroughs, London Councils will increase support for Culture and Sport from
other Agencies in London by highlighting the increased role the sector could be playing in
delivering their desired outcomes



g) Data & Intelligence

In the past five years, the sector has moved from being data poor to data rich. There is now so
much data being produced by so many sources in the sector that boroughs and partners could be
„dazzled‟ by its complexity. What is needed is co-ordination, guidance and interpretation that can
turn key statistics and trends into intelligence to guide strategy making and service development.

There is a lack of coordinated robust cultural data in London, which is essential if we are to
effectively plan and target services and evaluate the improvements and innovations we are
making. Whilst London boroughs are working together to achieve this, we do need appropriate
financial and human resource from both our central and regional government colleagues.

The new national Culture and Sport Evidence (CASE) programme led by the DCMS is warmly
welcomed. The programme is initially focussed on culture and sport participation research
questions: what leads people into or away from engaging in culture and sports and what do
communities and individuals get from culture and sport?
An element of this programme is looking at the regional and local evidence base. As London has
a different regional governance to the rest of England, there is a risk that the Capital‟s needs will
not be met.

On behalf of London‟s boroughs, London Councils will work the DCMS and NDPBs to ensure
there is a coherent, robust and practical evidence base for Culture & Sport in London.

5) Summary of priorities for London Councils

Between 2009 and 2011, on behalf of London’s boroughs, London Councils will:

1)     Campaign to ensure that all London‟s communities will receive their fair share of funding
       for culture and sport (including Lottery funding) and that historic inequities are redressed.
       London Councils will undertake further research to provide evidence of urgent capital
       requirements for local service provision and what potential funding opportunities to address
       these needs.

2)     Work to ensure there is continued additional funding to support improvement and efficiency
       in Culture & Sport. London Council will also continue to identify good practice from beyond
       the region and generate innovative new ideas for ways of maintaining outcomes whilst
       reducing costs.

3)     Lobby for and support the development of an action plan for how culture and sport can
       contribute to the recovery.

4)     Lobby for and support the development of a legacy plan for 2012 that will deliver increased
       participation, stronger partnerships and a more robust cultural sector.

5)     Ensure that the needs of London‟s diverse communities are addressed in key national and
       regional strategies, programmes and projects.

6)     Increase support for Culture and Sport from other Agencies in London by highlighting the
       increased role the sector could be playing in delivering their desired outcomes

7)     Work with the DCMS and NDPBs to ensure there is a coherent, robust and practical
       evidence base for Culture & Sport in London.
 Appendix 4

               Mayor’s Cultural Strategy – Progress Report


Introduction
In advance of the formal consultation, Munira Mirza, Mayoral Advisor on Arts and Culture will
update Members on the progress of the new Cultural Strategy and seek advice from Members on
three questions related to the emerging strategy:

   1.      The long-term „strategic‟ recommendations, are aiming to achieve major shifts in terms
           of maximising support for culture in London. Are there any other potential
           recommendations that you believe could be crucial for the future of vibrant Cultural life
           in your Borough?

   2.      Which of the 'specific', project-based recommendations do you think would have the
           biggest impact on Cultural life in your Borough?

   3.      The papers states: „If the Cultural Strategy is going to work, then it will need to be done
           in partnership and with the full support of key partners from across London‟s
           government and cultural sector.‟ What do you think is the best way for Local
           Government collectively or boroughs on an individual basis to engage in the delivery of
           the strategy?


1) Work to Date
The work on the revised Mayor‟s Cultural Strategy formally started at the end of 2008, with the
inaugural meeting of the London Cultural Strategy Group and the publication of the Direction of
Travel document, Cultural Metropolis.

Since then, members of the LCSG working alongside GLA officers, have undertaken a wide range
of activities in order to develop a closer understanding of London‟s cultural sector, identifying not
just its strengths but also challenges, frustrations and barriers, and working up potential actions
that the GLA, working with LCSG members and a range of partnering agencies, can look to
champion and implement. These activities have included the following:

       A series of working groups or else one-off „round table‟ events, most of which have been
        chaired by LCSG members, with secretariat support from GLA officers. These have been
        sessions intended to explore particular issues in much more detail, to take evidence from a
        wide range of stakeholders and develop ideas and recommendations that can then be
        taken back to the LCSG as a whole. Sessions have so far covered topics such as the
        following: pathways for young talent; the heritage sector; artists‟ studio space; internships
        and bursaries; arts and culture in the Outer London boroughs. In the annex to this paper is
        a list of all the working groups so far, and the names of those who have participated.

       Formal submissions to the Cultural Metropolis: more than 80 documented responses were
        received by the GLA, providing commentary and discussion on the points and priorities
        outlined in the CM. These have been collated, summarised and read and analysed within
        the Mayor‟s Office and by GLA officers. In many cases, those who submitted a response
        have then been contacted for an individual interview, in order to more fully discuss the
        issues they have raised.
      Conferences and events: The GLA has also hosted, in partnership with other agencies,
       events in which all representatives have been invited for a half-day, or longer to discuss a
       broad range of issues of shared interest. These have included a GLA/London Councils
       event for all of London‟s local authority leisure or arts officers, a music education
       conference for all of London‟s music services agencies, and a forthcoming event run in
       partnership with London Higher for all of London‟s HE Institutes.

      Quantitative research: it was recognised by the LCSG that if we are to make credible
       arguments on behalf of the sector, then the Strategy needs to be under-pinned by up-to-
       date and robust data and intelligence. To this end, GLA Economics have commissioned
       and undertaken research projects using ONS data to calculate the size and main features
       of London‟s creative sector, both in terms of turnover and workforce. This work will directly
       feed into the Cultural Strategy, and also be published, with technical appendixes, as a
       stand-alone GLA Economics publication.


In addition to the above, the Mayor‟s Advisor and GLA officers have undertaken a large number of
individual meetings, seminars, site visits, workshops and other activities in which stakeholders
have been given the opportunity to discuss the Cultural Strategy, and highlight priorities,
opportunities and concerns.


2) Main Themes of Strategy

A draft outline of the Cultural Strategy was presented for comment to the LCSG at the previous
meeting in June. It was agreed that the structure of the Strategy would cover the following major
themes:


Section One: Maintaining London’s Position Through the Good Times and Bad
London‟s cultural sector is world renowned, and brings widespread cultural and economic benefits
to London. Given the current economic challenges, arts and culture is likely to suffer, but it is more
important that ever for London government to support, champion and invest in its cultural sector.


Section Two: Widening the Reach To Excellence
Despite its world-class status, provision in much of London remains patchy, and not enough
Londoners are accessing and enjoying the full range of cultural activity that is taking place. We
should never look to compromise the artistic quality and inventiveness of London‟s sector, but
rather the challenge is to ensure that as many Londoners as possible are able to experience and
enjoy it.


Section Three: Education, Skills and Progression Routes
The future success of London‟s cultural sector depends on a continuous supply of the brightest
and best, and we need to get the policies right to ensure that young people as well as existing
professionals are well educated and highly skilled, and that for those with the talent and ambition
there are sufficient pathways into the sector, whatever their background.
Section Four: The Public Realm, Infrastructure and Environment
London‟s physical and natural environment is more than just a backdrop to the cultural sector, it is
an essential component of it, and we need to work to ensure that the two better support and
enhance one another.


Section Five: The Cultural Olympics
Regaining the enthusiasm and excitement around the 2012 Olympics, and mobilizing the sector
behind the Games. Working to ensure that 2012 becomes a once in a lifetime opportunity to create
a step change for the cultural sector, igniting London‟s cultural life and securing a lasting legacy.


Section Six: Delivering the Cultural Strategy
The Mayor does not have the cultural equivalent of TfL. If the Cultural Strategy is going to work,
then it will need to be done in partnership and with the full support of key partners from across
London‟s government and cultural sector.

3) Emerging Recommendations

In the course of undertaking the work described above, a large number of recommendations have
emerged. These are all ideas for action and intervention that have been suggested to us by
stakeholders in order to address concerns and exploit opportunities in order to better enable
London‟s cultural sector to flourish, remove blockages, maintain its world-class status and enrich
the lives of all those who live, work and visit London.

The recommendations that we are currently developing and working on are described below. It
has been helpful to divide these into two broad groups:

(i) Thematic, or „strategic‟ recommendations, which are more long-term in their nature, and will
require ongoing engagement, close co-ordination with other Mayoral strategies and teams, and
work with partners in order to achieve positive structural shifts in terms of maximising support for
culture in London, for instance in terms of regulation, promotion, funding channels etc

(ii) Specific, project-based recommendations, which in many ways are the actual instances of the
strategic recommendations, and cover the more short-term and tangible actions which the GLA will
look to lead on and potentially directly fund and deliver with GLA family and other partners. In
many cases work on these projects, often with individual LCSG members, is already underway.

Note that the list below is by no means exhaustive or closed, and we will be looking to refine and
add to it as we continue to develop the Strategy over the next few months.


Strategic Recommendations


      To continue to advocate for strong investment in London's arts and cultural sector from
       national government, to ensure that London's status as a global creative capital is not
       threatened (section 1)

      To argue and campaign against „red tape‟ and any excessive regulatory policies or
       practices, from the local to the EU level, which are unnecessarily inhibiting cultural
       expression, putting a burden on organisations and reducing London‟s international
       standing as a cultural centre (section 1)
     To work with the Promote London Council to develop a series of recommendations,
      campaigns and strategic interventions which put culture at the heart of London's
      promotional activities and brand messaging (section 1)

     To work with the London Plan Team to ensure that the planning guidance issued by GLA
      fully considers the kind of physical environment, high-quality design and use of public
      space that can best enable culture to flourish. Related to this, are the particular
      opportunities for public art and other cultural activities within the context of major
      infrastructure developments such as Crossrail (section 4)

     To engage with the London Skills and Employment Board to make the case for the cultural
      and creative sector and ensure that, where possible, mainstream investment in skills and
      employment can best support the needs of the sector (section 3)

     To make the case for public and private investment in capital projects, and maintain
      investment and support for high-quality physical infrastructure, accompanied with robust
      business planning, that underpin London‟s world-class arts and culture (section 4)

     To work across the GLA to help deliver on the Mayor‟s Outer London Borough
      Commission, in order to ensure that opportunities to enable arts and culture to flourish in
      London‟s outer boroughs are met (section 2)

     To use our Mayoral representation on the Cultural Olympiad Board in order to ensure that
      London is at the centrepiece of cultural activities leading up to the 2012 Games and
      beyond (section 5)

     To work closely with the existing bodies and channels (e.g. London Living places, CLOA,
      London Events Forum, London Councils, London Local Authority Arts Network and
      constituent sub-regional groups) in order to ensure that cultural policy for London takes
      place within the context of local authorities and can best support those autonomous bodies
      working to enhance the cultural offer for Londoners at the local level (section 2)

     To make sure that GLA and partners research resources and activities can provide high-
      quality and relevant data and intelligence for the cultural sector, so as to better inform
      policy and interventions in London in the years ahead (section 6)


Specific Recommendations

     Londoners Film Day: Film London, working in partnership with GLA and BFI, is putting
      together a major new event in spring 2010 to celebrate film for all Londoners. There will be
      premieres, free tickets and educational/cultural events at cinemas across London.

     Coach Parking voucher scheme: establishment of a system to enable coaches to more
      easily take visitors to cultural attractions with designated parking facilities, easing
      congestion and encouraging audience uptake

     Culture Card: a system which will enable and incentivise young Londoners to access
      different cultural and leisure activities

     Supplementary Education Expo on Latin: an event in which head teachers/educationalists
      get to meet and become better aware of programmes/activities on offer around Latin
      supplementary education
   Supplementary Education Project: funding to develop, profile and provide strategic support
    for supplementary education providers in key priority areas. For deprived young people
    with the baility to progress into further/higher education and skilled jobs

   Music Education Strategy: a series of projects intended to improve consistency of quality of
    music education for all children and young people. As part of this, a music education
    handbook will be published in September 2009, and the successful Rhythm of London
    event will take place again in 2010.

   Internships an bursaries: pulling together a consortium of bodies to provide, or link up to, a
    website offering internship opportunities and some bursaries for the most talented, while at
    the same time raising the quality and standards of the internship experience

   Fourth Plinth: to re-state the success of Fourth Plinth and confirm GLA's continued support
    for this programme

   London Cultural Observatory: establishing a group to help inform and improve quality of
    cultural sector's data research in London

   BFI National Film Centre: £5m of LDA funding towards the film centre proposed for the
    South Bank, although this is dependent on confirmation of DCMS funds

   Black Cultural Archives – development funding from the LDA as part of the regeneration of
    Brixton town centre

   Public realm improvements across London, undertaken with TfL, local authorities, and
    Design for London. For instance, Exhibition Road, which is being led by RBKC will hugely
    improve the experience for visitors to London‟s national museums. Others include: Lea
    Valley, East India Dock and the High Street 2012 initiatives

   The GLA is currently over-seeing a feasibility study for a „Blue Light Museum‟ – a new
    concept, bringing together the collections of the various emergency services

   Continue with the GLA‟s „green creative industries‟ programme, which has already
    addressed theatre, film and music, and will help to ensure that London‟s creative sector is
    leading the world in terms of energy efficiency and minimizing emissions which will be
    critical to future competitiveness

   Working with Film London to strengthen the London Borough Film Challenge, to ensure
    that all London boroughs, especially those in outer London, are able to participate

   Greater support for festivals and events across all of London, rather than simply in
    Trafalgar Square. This includes funding for specific festivals, such as London Jazz Festival,
    but also looks to build ambition in outer-London boroughs through new activities and pan-
    London campaigns in which individual venues and organisations can capitalize on
    promotional expenditure and other investment (e.g. Story of London).

   A feasibility study for the „Nuit Blanche‟ concept is currently being undertaken by the
    GLA/LDA, which will consult with boroughs and cultural organisations to assess appetite
    and potential for the idea to add value to existing cultural offer across London, particularly
    in outer London.
      Big Dance: in partnership with Arts Council and local authorities, Big Dance 2010 will look
       to build on previous successes in engaging with Londoners of all ages through the medium
       of dance

      Working with GLA/LDA‟s existing volunteering programmes and campaigns, particularly
       those linked to 2012 Olympics, in order to raise profile and interest for volunteering in
       London‟s cultural sector

      Developing an internship programme for talented young architects and Local Authority
       planning departments, in order to introduce more creative thinking into the planning
       process, and develop a greater understanding between London‟s design/architecture and
       planning professionals

      To run an event at GLA bringing together those working across GLA family, as well as
       planning officers and professionals so as to encourage understanding and appreciation of
       cultural sector concerns, such as design of physical realm, provision of artists‟ studios etc.

      Light London: GLA support and ongoing involvement with Light London, a cross-agency
       group established to improve the quality of lighting in London‟s public realm, and enhance
       the night-time appearance and use of many of London‟s buildings and public spaces

      Supporting major ODA art commissions for the Olympic park, to ensure that art, and artists,
       are at the heart of the 2012 site, both during the Games themselves and as part of its
       physical and cultural legacy

      GLA has convened and will continue to support the 2012 Cultural planning Group, liasing
       with key agencies and making sure that events and activities are co-ordinated effectively,
       and duplication and „clashing‟ is minimised

      The establishment of London Cultural Reference Group (formerly referred to as the
       Observatory) so that academics and other researchers/opinion formers in the cultural
       policy field can inform London‟s cultural policy and research activities


4) Next Steps

The Mayor’s Cultural Strategy is a statuory document, covered by the 1999 GLA Act and as such
there is a legally prescribed process by which it is produced and disseminated. We are also
determined to ensure that the LCSG has ownership of the Strategy, and is able to shape its
content and recommendations as much as possible.

The next steps and planned timetable for producing the Strategy is as follows, though note that
this maybe subject to change, depending on the workings of the Greater London Authority:

Beginning of November: A first draft of the Cultural Strategy will be circulated to all LCSG
members, for their individual comments and feedback

November 24: At the LCSG meeting, the Strategy is discussed and major themes and areas of
shared interest are debated

January 2010: The draft Cultural Strategy is submitted to London Assembly members for two-
month consultation
April: Formal public consultation, in which draft Cultural Strategy is circulated to all stakeholders
and made publicly available for comment

June: Following revisions, Cultural Strategy is presented to Mayor for his approval and sign-off
prior to publication

				
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