Culture
Group
and
Tourism
Culture and Neighbourhood
Renewal Research Project
Report by:
Nina Bhakri
Date:
6 April 2004
Contact
Officer:
Nina Bhakri
Telephone:
020 7034 9938
Summary:
Job
title:
Emai
l:
Steering
Item
no:
10
Policy Officer
[email protected]
This report follows from the interim report
presented to the Culture and Tourism Steering
Group on 2 October 2003.
The report completes the picture of Neighbourhood
Renewal Fund (NRF) spend on culture across London
during 2002/03 through using the data originally
unavailable for the first interim report.
The report also updates Members on progress made
against the recommendations put forward in the
first interim report.
Recommendation It is recommended that Members note the report
and agree that officers now:
s:
1. Work with boroughs to identify cultural
champions who could be used to promote the
role of culture in regeneration.
2. Work with boroughs to identify how they can
best
implement
the
DCMS
“Guidance
on
Integrating Community Strategies”.
3. Undertake work to identify how Cultural
Strategies can be incorporated at a local
strategic level through the LSP structures.
Report Page 2
Background
1. This report follows from the interim report presented to the
Culture and Tourism Steering Group on 2 October 2003.
2. Only data missing in the first interim report from LB
Hackney, LB Newham, LB Lewisham and LB Hammersmith and
Fulham is discussed here.
3. The first interim report presented a partial overview of
culture projects and initiatives funded through the
Neighbourhood Renewal Fund (NRF) and recommendations for
more detailed follow up work. Recommendations included:
 The collation of data missing from the London boroughs of
Newham, Lewisham and Hackney.
 The need to organise a workshop with London boroughs and
key funding bodies to raise awareness of the role of
culture in regeneration.
 The identification of examples of cultural projects and
initiatives which have impacted on local regeneration and
neighbourhood renewal strategies and are examples of good
practice in integrated approaches incorporating culture
and regeneration.
 Identifying the barriers which currently impede a closer
synergy between culture and regeneration.
 The development of a toolkit on good practice in
developing cultural projects set within a regeneration
context.
4. An update on progress against each of the above
recommendations is provided in this report.
5. Through using the additional data, the report adds to the
existing picture of NRF culture projects presented in the
first interim report. This is presented in the section” NRF
spend on culture in London (NRF) boroughs across seven
thematic areas”.
6. The subsequent section illustrates the innovative and good
practice approaches being applied in a number of boroughs to
develop and implement an integrated, strategic approach to
culture and regeneration.
Limitations of this report
7. This report has only used data from the Neighbourhood
Renewal Fund for 2002-2003 across London NRF boroughs. The
picture presented therefore is only a partial overview of
the impact of culture on regeneration. There are other
funding streams supporting regeneration and culture at the
neighbourhood level - for example, funding from the LDA to
Report Page 3
support the creative industries and funding from the
National Lottery and Arts Council.
8. In undertaking the research, it was difficult to categorise
and measure the quantitative impact of cultural projects
within thematic priorities of the NRF. This is further
compounded as the impact of cultural projects can cut across
thematic categories identified for NRF spend.
Progress since the interim report
9. Progress against each of the recommendations highlighted in
the interim report (2 October 2003) is as follows:
The need to organise a workshop with London boroughs and key
funding bodies to raise awareness of the role of culture in
regeneration.

The ALG Culture and Tourism Steering Group held a seminar on 2 December
2003. The seminar brought together lead members and lead officers in culture
and regeneration along with private sector developer Argent St George, the
Department for Culture Media and Sport (DCMS) and Government Office for
London (GOL) to debate current issues surrounding culture and its relation to
regeneration.

A report of the points raised in the seminar along with key recommendations and
the potential role of the ALG in helping to drive forward the recommendations is
attached in Appendix 1.
The identification of examples of cultural projects and
initiatives which have impacted on local regeneration and
neighbourhood renewal strategies and which can illustrate
examples of good practice in integrated approaches
incorporating a culture and regeneration strategy.

The ALG seminar and data collated for the purposes of this
report have pointed to a number of cultural initiatives
successfully developed in a regeneration context. Their
successful impact on local, social and economic regeneration
is largely due to their integrated approaches incorporating
private, public, voluntary and community based partnerships
and developments which arise directly from the needs of
local communities and stakeholders.

This report highlights successful projects and initiatives
applying these concepts.
Identifying the barriers which currently impede a closer
synergy between culture and regeneration.
Report Page 4

The ALG seminar enabled key policy and decision makers
across the sectors to highlight the challenges they face in
developing integrated cultural initiatives and projects in a
regeneration context.
The development of a toolkit on good practice for
integrating cultural and community strategies.

DCMS is consulting on their recently produced “Draft
Guidance on integrating Cultural and Community Strategies”.1
The guidance will be presented and discussed at the ALG
Culture and Tourism Steering Group meeting on the 6 April
2004.
NRF spend on culture in London (NRF) boroughs across seven thematic
areas
10. Appendix 3 illustrates the distribution of NRF spend on culture across all London
(NRF) boroughs. Eleven per cent of total NRF allocated in 2002-2003 was spent
on projects related to culture across the London (NRF) boroughs (see Appendix
2). The four largest spenders on NRF cultural activities are:
LB Newham
LB Tower Hamlets
LB Lewisham
LB Islington
(34% of NRF spent on culture)
(7% of NRF spent on culture)
(24% of NRF spent on culture)
(8% of NRF spent on culture)
11. Appendix 4 illustrates the total NRF spend on culture in proportion to total NRF
allocated for each (NRF) London borough. The data shows that even in those
LSPs with the largest proportion of NRF spend allocated to culture, there is still
potential for further growth.
12. NRF is allocated to be spent across seven thematic areas (Housing, Education,
Capacity Building, Health, Employment and Other). The report illustrates how
culture contributes to these thematic areas.
13. Appendix 5 illustrates the thematic distribution of NRF spending for cultural
projects and initiatives across the London (NRF) boroughs. NRF spend within
each thematic priority across the London (NRF) boroughs is illustrated in the
charts in Appendix 6.
14. In descending order, the areas of spend under the seven thematic areas are as
follows:
Guidance on integrating Cultural and Community Strategies; Produced for DCMS
Local Government Team; January 2004
1
Report Page 5
i.
ii.
iii.
iv.
v.
vi.
vii.
Housing and the Environment
Education
Other
Capacity Building
Crime
Health
Employment
(27%)
(24%)
(17%)
(12%)
(9%)
(6%)
(5%)
Housing and the environment
15. Projects under housing represent the greatest area of NRF cultural spend
particularly by:
i.
ii.
LB Newham
LB Islington
(84.6%)
(11.8%)
16. The projects under this category are primarily designed to increase and improve
green spaces and to make them more accessible as recreational facilities through
creating amenity areas. These projects provide an important mechanism for
transforming the built environment in deprived neighbourhoods and enable
access to green spaces and recreational areas for a diverse range of
communities. These green spaces are also important contributors to local
community identity providing a local community focus for local cultural activities
and crucial breathing spaces in deprived neighbourhoods.
LB Newham has developed a range of environmental initiatives (led by the
Culture and Community Department), which apply a community driven and cross
sector approach to enable social inclusion.
 The youth facilities partnership – outdoor / open spaces project will use
community forums to identify and develop and manage allocated funding
for local outdoor facilities. Forums will also link with other services through
mainstream budgets.
 The Beckton Schools Environment Project tackles local environmental
issues through using the arts. The project will facilitate development work
within and around local primary schools and residents to raise awareness
of local environmental issues and their solutions.
 The Barrington Playing Fields initiative led by the Leisure Department will
widen access to leisure facilities for young people and aim to encourage
healthy lifestyles and civic responsibility through participation.
 The Sensory Garden Project is a multi agency project involving Sure Start
and the Council. The initiative will develop a sensory garden for Sure Start
clients and their families. The facility will create a safe open play area and
a local community focal point.
Education
Report Page 6
17. Additional data under the education theme supports the points made in the first
report regarding the use of community based venues such as libraries and
schools in providing a focal point and gateway to education and lifelong learning.
However, a number of innovative initiatives are also highlighted by the new data
which illustrate projects adopting a partnership approach between cultural
organisations and service sectors. LB Newham’s Creative Partnerships project for
example fosters links between cultural organisations and schools. Cultural
organisations will bring their expertise into schools and expose young people to
cultural and creative work which will challenge their attitudes, perceptions and
assumptions.
Capacity Building – Promoting citizenship amongst young people and
engaging young people through culture
18. Additional data highlights initiatives to re-engage young people through:
Working directly with young people to identify and develop their access to
community based leisure and cultural activities relevant to their needs and
interests.
LB Newham has identified significant barriers related to the access and
participation of young people to quality leisure facilities in Newham. The “Sporting
Chances for Newham’ Young People” project led by the Culture and Community
Department will undertake a large marketing campaign for young people at arts
and leisure facilities to increase participation amongst young people and those
groups within the community whose levels of participation are significantly low.
Using culturally relevant media to promote citizenship and community pride
amongst young people.
LB Newham has identified music as the medium which binds together diverse
groups of young people. “Making Music” led by the Culture and Community
Department will take music recording facilities to the people in the form of
outreach work by taking existing providers to local venues.
LB Newham has also used the views of young people to identify the factors
which lead to anti social behaviour and the activities which could reduce rates of
anti social behaviour. Consequently, the Emmanuel Youth Project linked to
Connections uses music to engage young people through developing a music
studio.
Enhancing community cohesion amongst young people from black and ethnic
minority communities through culturally relevant media.
LB Newham initiative “CT links and Urban Development Music DJ” will provide
positive role models for BEM young people by encouraging them to address the
negative messages from Hip Hop culture.
Report Page 7
LB Newham aims to strengthen community cohesion through working with local
BEM organisations to plan a “community cohesion festival”.
Using locally developed arts and cultural initiatives to build community cohesion
through partnership.
LB Newham has initiated the Youth Facilities Partnership comprised of local
groups, the Council and local schools to identify local outdoor facilities which
could be used by young people.
LB Newham project “Stand Up, Be heard or dare to dream” will through three
partner organisations take outreach sessions of singing drama and dance to local
estates.
Sport and neighbourhood Renewal
19. The first interim report outlined a mix of projects aimed to promote sports to:
 Build community and social cohesion
 Improve health
 Reduce crime
20. The additional data collated for this report shows a number of initiatives using
sport these ways, as outlined below.
Partnerships comprising the community and the council to increase access to
local sports facilities
LB Newham has initiated a number of partnerships with the Council, local community
groups and agencies to develop a joined approach in identifying, developing and
funding local sports facilities meeting the needs of specific groups (Sporting Chances
for Newham’s Young People). The Youth Facilities Partnership will work through its
community forums to identify the need for local facilities and their associated
development costs. A link across councils departments will be established through
mainstream budgets.
Using sport as a tool to tackle cross cutting themes such as improving health,
education, employment and community cohesion.
The Newham Sportal will aim to improve health amongst young people by encouraging
their participation in sporting and other physical activities. A range of innovative
approaches will be applied by developing a specific website dedicated to this area.
Culture, employment and neighbourhood renewal
21. The first interim report outlined how cultural projects have improved local
economies. The additional data collated here draws attention to the potential for
Report Page 8
developing local economies through growth in specific cultural sectors such as the
creative industries.
LB Newham in recognition of the growing number of studios, film and media services
and the significant employment opportunities they are bringing to the local community
has set up a creative film and media centre.
LB Lewisham is developing a cluster of initiatives and specific business support to
build the creative sector in Lewisham through its project “Embedding Creative
Lewisham”
Innovative and good practice approaches
Partnership Working
22.
The multi faceted nature of social exclusion requires a
cohesive and integrated approach. Cross sector multi agency
partnerships are important in using this approach to deliver
change at the local level.
23.
The additional data collated for this report has
highlighted important examples of good practice in
developing cultural and regeneration initiatives through
integrated partnerships involving a cross sector of council
services, local communities and local agencies.
LB Hackney has established a Cultural Forum which is a sub
partnership of its Local Strategic Partnership. The Forum has a
strategic role in linking the Hackney 2020 vision into the LSP.
Thus ensuring that culture is interwoven into the regeneration
agenda at a corporate and strategic level.
LB Newham has set up a Local Action Partnership Board dedicated
to developing culture as part of the overall structure of its
LSP.
Public / private sector partnerships
24.
The private sector plays a significant role in the
physical renewal of local neighbourhoods. Development plans
in the Kings Cross area illustrate how public private sector
partnerships can be applied to ensure an integrated approach
which is driven by the needs of all local stakeholders.
LB Lewisham is developing access and support to SMEs in the
creative industries sector to implement its strategy for a
“Creative Lewisham”.
Report Page 9
LB Newham strategic partnership is working closely with the
private sector to ensure that local regeneration plans
incorporate a cultural element.
A community driven approach
25.
Local communities are important stakeholders in their
neighbourhoods. Many of the successful initiatives cited in
this report and the first interim report have at their core
mechanisms to understand and harness the needs of local
communities and to work in close partnership with them to
develop and implement jointly prepared plans, strategies,
actions and projects.
The public / private partnership in LB Camden is a key instrument
in linking local communities to planners and decision makers at a
strategic level. Consultation has been the key mechanism in
understanding local needs and incorporating these into the
planning process.
Strategic links to culture and regeneration
26.
The removal of the need for local authorities to
develop local cultural strategies has the potential to
weaken culture’s strategic profile, particularly within a
regeneration context. There are however, notable examples
of local authorities using existing tools as vehicles to
mobilise culture into regeneration and community plans
through Local Strategic Partnerships and the community
planning processes. LB Hackney has, for example, developed a
2020 vision for Hackney which sets out priorities and
actions incorporating culture and regeneration. This vision
is also reflected in the borough’s Neighbourhood Renewal
Strategy.
Equalities Considerations
27.
Future work in this area should continue to focus on
promoting equality in access to cultural facilities.
Recommendations
28.
It is recommended that Members note the report and
agree that officers now:
Report Page 10
1. Work with boroughs to identify cultural champions who could
be used to promote the role of culture in regeneration.
2. Work with boroughs to identify how they can best implement
the DCMS “Guidance on Integrating Community Strategies”.
3. Undertake work to identify how Cultural Strategies can be
incorporated at a local strategic level through the LSP
structures.
Background papers
Guidance on integrating Cultural and Community Strategies;
Produced for DCMS Local Government Team; January 2004
NRF Statements of Use (all London boroughs eligible for NRF),
2002/03
Report Page 11
Appendix 1
ALG SEMINAR: REGENERATION THROUGH CULTURE AND TOURISM
1. Summary
Landmark cultural initiatives have marked the urban regeneration of our
neighbourhoods, towns and cities. The impact of culture led regeneration particularly
on social and economic inclusion is currently being examined and debated widely.
Identifying, collecting and disseminating quantitative data on cultures impact on the
regeneration and renewal agenda is of particular concern along with the tools to
enable a more evident integration of culture into regeneration at a policy and strategic
level.
The ALG seminar on the 2 December 2003 brought together lead members and
officers in culture and regeneration, along with a number of private sector developers
including Argent St George, the Department for Culture Media and Sport and
Government Office for London to debate the current issues surrounding culture and
its relation to regeneration.
This report highlights the points raised by the seminar, along with recommendations
for the potential role of the ALG in helping to drive forward the agenda on
regeneration through culture.
2. Background
Recent years have seen a number of landmark initiatives which have transformed the
physical and economic landscape of our urban areas. This development has been
paralleled by a need to strengthen awareness of how and why investment in
regeneration should be underpinned and shaped by the social and cultural needs of
communities of people to reflect an integrated approach encompassing social,
economic and physical regeneration.
It is the embodiment of these principles which have been shown to ensure not only
sustainable regeneration but sustainable, cohesive communities where people want
to live and work, enjoy their leisure time and identify with pride.
The impact and role of culture as contributing to these principles has been widely
debated and has led to a strengthened call for culture to be integrated into
mainstream social, economic and physical regeneration initiatives.
However, despite the development of significant initiatives there is still a need to
strengthen the evidence pointing to the impact of culture on the regeneration
agenda. There is also a need to integrate culture into regeneration policies more
evidently and to apply a holistic approach incorporating the social, economic and
environmental dimensions of regeneration. This begins with the communities of
Report Page 12
people who will live, work and identify with places - in essence, to develop “places
for people”.
3. ALG Seminar “Regeneration Through Culture and Tourism”
The ALG seminar on the 2 December 2003 provided an opportunity to bring together
the private sector, local government and regional bodies to:

Raise awareness of the role of culture in promoting economic and social
regeneration, social inclusion and community cohesion through examples of both
large-scale national iconic projects and local neighbourhood area based projects.

Bring together the private and public sector to identify the key challenges in
promoting greater synergy between culture, tourism and regeneration policies and
strategies.

Identify recommendations to enable greater synergy between culture and
regeneration.
4. The Picture So Far
Illustrations of landmark initiatives spanning both large-scale iconic projects down to
local area based initiatives provided examples of what can be achieved through
genuine partnership with the private and public sector and local communities.
National impact
Argent St George is one of the most successful office and mixed use developers of the
1990s and is best known for its 17 acre Brindly Place development in Birmingham. Built
around two new public squares Brindly Place has been pivotal to the transformation of
central Birmingham. It has won many awards and is widely regarded as an outstanding
example of a traditionally master planned mixed use urban regeneration scheme.
St George plc is London’s leading mixed use developer and part of
the Berkley Group plc. St George is renowned for its successful
partnerships with local authorities, Housing Associations and
Universities to deliver a variety of affordable housing.
This unique partnership has enabled “the creation of places” and quality working and
living environments which have gained national and international recognition (Brindley
Place- Birmingham; London International Freight Exchange; Spitafields in East
London).
Current work includes the regeneration of Kings Cross presenting one of the most
exciting and significant development and regeneration opportunities within London, the
UK and Europe.
Report Page 13
Local Impact
Promoting creativity and Business Enterprise through the cultural industries
sector
Mazorca Projects established by Dieneke Ferguson in Hackney in 1989 originally
acted as a management consultancy promoting local and international cultural
industries. The Hidden Art brand began life in 1994 as a small open studios event to
promote the work of 43 Hackney-based designer-makers. As the UK’s design scene
has flourished the demand for good design has also grown with exciting opportunities
for more businesses. It has however often proved difficult for individuals and small
companies to begin translating creativity into practical output without assistance.
A decade on, Mazorca and Hidden Art has developed into a unique network supporting
and promoting over 1,800 designer-makers, and building links across an industry
characterised by highly creative people and ideas. Opportunities have been created for
designer-makers for a decade through improving their access to information,
encouraging the exchange of ideas and expertise and offering a platform to exhibit and
sell designs to customers and enabling them to develop from sole traders into small
businesses and beyond. All kinds of businesses, from contemporary design practices
to traditional manufacturing firms rely on Hidden Art to help them to develop
professionally and commercially.
Neighbourhood Renewal and regeneration through culture
The ALG, in recognition of the importance of culture in regeneration, has undertaken a
preliminary analysis of how Neighbourhood Renewal funding (NRF) has been spent on
culture and tourism projects. Innovative initiatives have been highlighted which
illustrate the impact of arts and sports and their role, value and contribution to
neighbourhood renewal, regeneration, social inclusion and community cohesion at the
local level.
These initiatives include for example London Borough of Camden’s re-development of
estate based areas for sport and leisure facilities and improvements to pockets of
open spaces on estates. A number of London boroughs have also developed
programmes of local festivals and community events to celebrate diversity and
cohesively bring together fragmented communities. The development of cultural
quarters in Newham and Lewisham has enabled the social and economic regeneration
of deprived areas. An important opportunity has also been utilised for a diverse range
of agencies to work together with local communities to ensure joint working and
maximised use of existing local facilities. The London Borough of Newham’s cultural
work is particularly notable for substantial cross working and partnership projects
developed across leisure, regeneration and education departments.
Report Page 14
5. The Impact
Economic
This is most clearly demonstrated by the substantial growth of the creative industries
and tourism sectors. The inward investment these sectors have bought to the city is
now being well recognised.
Creative Industries
The DCMS2 established the significance of the creative industries sector and a vital
component of economic regeneration through the development of creative industry
clusters which incorporates sport, libraries and museums and a number of sub
sectors3.
DCMS signifies this as the fastest growing sector in the UK economy, generating
more than £112.5 billion in revenue and accounting for 9.2% GDP and exports
accounting for 9 per cent of revenue (£10.3 billion). ONS and GLA estimates quoted
in the Mayor’s draft cultural strategy4 chart the growth of the Creative Industries
average annual output per head of population from £1,800 in 1995 to £2,500 in 2000.
The DTI5
to:





analysis of the creative industries sector points to the sector as contributing
11.7% of the worlds exports of computer services
13% of the worlds publishing exports
25% of the worlds exports of works of art
UK being the world’s largest exporter of books to the USA
The output of the UK music industry at £4.6 billion nearly 105 of world
music sales.
Tourism
London’s tourism industry has contributed to further significant economic growth in
London. The Mayor’s Plan for Tourism 6points to 30 million tourists spending over
£15 billion each year comprising 12% of Gross Domestic Product and providing over
half a million full time and part time jobs in the sector.
Physical
A number of notable projects have succeeded in designing architecturally aesthetic
living and working places for people and significantly enhanced the environmental
landscape of local neighbourhoods and inner city areas. These mixed use
DCMS: Creative Industries Mapping Document, 1998;2001
Advertising; Architecture; Arts; Computer Games; Crafts; Design; Fashion;
Music; Publishing; Radio and TV; Video, film and photography (Source DCMS,
Mapping the Creative Industries, 2001)
4 London Cultural Capital Realising the potential of a world-class city (The
Mayors Draft Culture Strategy; June 2003)
5 DTI Cluster report, 2001
6 Visit London; The Mayor’s Plan for Tourism ; September 2002
2
3
Report Page 15
developments have successfully shaped dense, vibrant, distinctive urban quarters
and bought local benefits thus also making lasting contributions.
Examples include:





Brindley Place Birmingham
Piccadilly Gardens Manchester
Forboury Square Reading
London International Freight Exchange
Alder Castle City of London
6. The key elements of good practice
Argent St George – “Principles for a Human City”
Argent St George principles reflect “an underlying 'humanist' philosophy or
approach”. Consequently, the regeneration success of the Argent group has been
built on extensive exercises seeking to build the views of local communities into the
design process. The group “worked hard to understand the site, the surrounding
neighbourhoods and its local communities; raise awareness about the tremendous
opportunities and challenges that King’s Cross presents; put in place a clear, step-bystep process of consultation; and build a consensus behind emerging proposals and
ideas.”
'Principles for a Human City' signalled Argent St George’s intention to “create a
lasting new place for people, one that can continue to support successfully their
changing patterns of social and economic behaviour…. a sense of place and
belonging and use these as drivers for contemporary urban design.”
Partnerships
Making sure that development brings a range of social and economic
benefits to surrounding local communities is also a key part of the
Argent St George policy and an important element of sustainability. For example, the
King’s Cross Central development plans to support the growth of local employment
sectors; provide new jobs and training opportunities; and deliver new, high quality
housing, particularly, as the nine local wards are currently amongst the most
disadvantaged in London and the UK. Argent has therefore set out to work with
established organisations, agencies and groups to help plan, manage and distribute
some of the benefits that will accrue from a commercially viable development
scheme so as to:
 Develop appropriate
strategies;
training,
education
 Integrate
the
new
development
neighbourhoods and communities;
 Help meet local needs
and
into
employment
surrounding
Report Page 16
Strategic links to regeneration
One of the most renowned and evident examples of culture being linked to the
regeneration agenda exists in the London Borough of Newham, where the cultural
strategy is clearly interwoven into the regeneration strategy. Thus ensuring an
approach which focuses on local communities and uses culture to help develop the
local economic base through for example the development of cultural quarters and
creative industries.
7. The key challenges
Partnerships
Local Partnerships (Local Strategic Partnerships and New Deal
for Communities) are especially crucial and well placed in
being able to link together local communities, key local
decision and policy makers across sectors to develop solutions
which meet local needs. Partnerships at this level are also
best placed to strategically develop closer integrated links
between culture and regeneration through for example the
community planning process.
Current evidence shows however that the majority of LSP structures and planning
processes do not currently enable a clear cultural focus to be incorporated into the
LSP planning processes thus excluding its inclusion into a regeneration agenda.
Linking local community needs to large scale development initiatives
Local communities must share in the success of their neighbourhoods and
regeneration initiatives should have at their core the needs of their communities. The
challenge still exists however to link the design and development of large scale
projects to the social and economic needs of local communities and avoid the “one
size fits all” approach.
Developing an appropriate and integrated policy and planning framework for
cultural activity
The challenge still remains on how to develop and place cultural strategies within
wider local strategic, policy or planning level frameworks such as for example local
community Strategies and Unitary Development Plans. Consequently, the process
often leads to culture projects regarded as peripheral “add ons” to mainstream
regeneration policies. Although limited evidence of successful case studies does
exist there is a need to develop awareness of successful strategies and tools to
enable this to happen.
Private sector engagement in LSPs
The present under representation of the private sector on LSP
structures impacts on a number of areas, primarily:
Report Page 17
 Establishing strengthened links between design and
development of regeneration initiatives to local
community needs.
 Enabling the development of a holistic approach
incorporating social, economic and environmental
dimensions.
Need for quantitative impact indicators
A wider recognition of the impact of culture on regeneration rests on measuring its
quantitative benefits against key social and economic indicators. There is however
wide spread recognition within DCMS and other key players that there is a need to
develop and communicate an evidential base on cultures impact.
Currently at a neighbourhood level the Neighbourhood Renewal Fund (NRF) is an
important source of support both for local initiatives and the LSPs.
8. Recommendations
Partnerships
If LSPs are the main vehicle with the potential to lead to the greater integration of
culture into local regeneration policy and planning then LSP structures and planning
processes should be developed to clearly incorporate culture into local policy
planning and service delivery processes. The potential for developing measurable
(culture related) floor targets within the Neighbourhood Renewal Fund should also
be explored.
The Policy Framework
The removal of the requirement on the part of local authorities to develop cultural
strategies has made it more difficult to develop a clear strategic and integrated policy
recognition for culture. Existing tools and planning processes should be utilised to
strengthen and integrate cultures role in regeneration. Community strategies and
Unitary Development Plans have proved important vehicles for a number of
authorities to achieve this objective (London Borough of Croydon; London Borough of
Camden). Local Public Service Agreements should be reviewed to ensure the
embodiment of culture across a wider agenda. Coherent and cohesive guidance is
required to link culture into regeneration through existing frameworks.
Impact Indicators
A quantitative evidence base is needed to clearly substantiate the social and
economic contribution of culture. A framework for the type of data to be collected and
the methods for its collection need to be developed. The data should provide a
national, regional and local picture.
The Private Sector
Report Page 18
Whilst the contribution and participation of the private sector is agreed to be pivotal in
attracting additional resources and comprising a base to bring together diverse
partners there is still considerable variance in private sector involvement at a local
level particularly on LSP structures. LSP structures should therefore be developed to
encourage the contribution and participation of the private sector at a local level.
Linking local communities with large scale regeneration initiatives
Local relevance of large scale initiatives to the needs of local communities is
important to ensure sustainability and the development of a place for people. Whilst
stakeholder participation is the key to this route a cohesive policy on this needs to be
developed and disseminated to ensure community needs are interwoven into design
and development plans at the earliest stages.
Developing London’s Creative Industries
To help overcome barriers faced by London’s creative Industries in developing a
stronger business skills base, the ALG could work with the sector and key funding
agencies (LDA; Business Links) to develop specific funding streams and support
structures to support the development and skills for the future growth of the sector.
9. The potential role of the ALG
The ALG role could include:
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Working in conjunction with key agencies and LSPs to develop measurable
impact indicators.
Apply these to assess the local impact of culture on regeneration.
Identify local champions for culture to promote cultural impact on local social and
economic regeneration.