CLA Director's report on the Hub - PowerPoint

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CLA Director's report on the Hub - PowerPoint

  1. 1. <ul><li>Creative Hub / Creative Network </li></ul><ul><li>5 th April </li></ul>
  2. 2. CLA Director’s report back
  3. 3. We are a Creative Hub - what does that mean? Area and Process <ul><li>We proposed an area… </li></ul><ul><li>Consulted with over 200 individuals, companies and organisations </li></ul><ul><li>Produced an investment plan </li></ul>
  4. 4. We are a Creative Hub - what does that mean? What is a hub? <ul><li>Hubs can be characterised simply as areas that simultaneously have great potential for creative sector growth along with barriers limiting that potential </li></ul><ul><li>We are one of the first two Creative Hubs - the other being ‘Westside’ in Paddington / Notting Hill </li></ul>
  5. 5. We are a Creative Hub - what does that mean? Potential <ul><li>Potential </li></ul><ul><li>Unique cluster of HE + FE. Soon to be expanded with Ravensbourne moving to the Dome site </li></ul><ul><li>NFLS - non formal leaning sector </li></ul><ul><li>Enterprise - fast growing companies </li></ul><ul><li>Talent - both local and drawn into the area every year by the HE offer </li></ul><ul><li>Venues and exhibition space </li></ul><ul><li>Land and property = development potential </li></ul><ul><li>History of creativity </li></ul>
  6. 6. We are a Creative Hub - what does that mean? Barriers <ul><li>Barriers </li></ul><ul><li>Affordable space, buildings, land and high quality move on </li></ul><ul><li>Funding, investment - money </li></ul><ul><li>Business support - appropriate / signposting </li></ul><ul><li>Area profile - PR </li></ul><ul><li>Partnership - networking </li></ul><ul><li>Training - appropriate / affordable </li></ul><ul><li>Coordination - of plans, bids and PR </li></ul>
  7. 7. We are a Creative Hub - what does that mean? Aims and Tools <ul><li>Aims </li></ul><ul><li>Facilitate the potential </li></ul><ul><li>Overcome the barriers </li></ul><ul><li>Tools </li></ul><ul><li>Linked,cross-cutting strategy / investment plan </li></ul><ul><li>Alignment of partners’ strategies </li></ul><ul><li>In arguing for public investment also important that the investment plan characterises barriers under the four headings of market failure </li></ul>
  8. 8. We are a Creative Hub - what does that mean? Aims and Tools <ul><li>Barriers >> Market failure </li></ul><ul><li>Coordination </li></ul><ul><li>Imperfect information </li></ul><ul><li>Public goods </li></ul><ul><li>Externalities </li></ul>In arguing for public investment also important that the investment plan characterises barriers under the four headings of market failure
  9. 9. 1. Coordination <ul><li>An area investment plan </li></ul><ul><li>Links with central Creative London services </li></ul><ul><li>Proposing a creative sector specific spatial development plan </li></ul><ul><li>A fully coordinated network to drive the plan – representation of stakeholders </li></ul>
  10. 10. 2. Imperfect information <ul><li>Putting a “front door&quot; on support services </li></ul><ul><li>Networking and knowledge exchange </li></ul><ul><li>Business incubation - concentrated and timely information increases chances of success </li></ul>
  11. 11. 3. Public goods <ul><li>Quality of the urban realm </li></ul><ul><li>Signage and way finding </li></ul>
  12. 12. 4. Externalities <ul><li>Sustainable development </li></ul><ul><li>Smart working </li></ul><ul><li>Travel reduction </li></ul>
  13. 13. We are a Creative Hub - Themes <ul><li>Creative London focus on four themes </li></ul>
  14. 14. We are a Creative Hub – what was the investment planning process? <ul><li>Framework document </li></ul><ul><li>Talked to people </li></ul><ul><li>Call for expressions of interest </li></ul><ul><li>Meetings - finishing with one at Deptford Town Hall / Goldsmiths last year </li></ul>
  15. 15. <ul><li>120 expressions of interest </li></ul>
  16. 16. Investment plan - grow the Creative Sector. Finding common objectives
  17. 17. Investment plan - grow the Creative Sector. Eight strategic aims
  18. 18. Investment plan - grow the Creative Sector. Many strands all pointing back to central objective
  19. 19. Investment plan - big numbers <ul><li>£30 million over next 7 years </li></ul><ul><ul><li>Catalyze the creation of 33,000m² of affordable space suitable for a range of creative industries, ranging from incubation to high quality follow on space. When complete, this would have a value of over £100 million. </li></ul></ul><ul><ul><li>Lever in £70 million of match investment, a mix of private investment, land value and other public sector investment </li></ul></ul><ul><ul><li>Create over 1,000 new jobs and safeguard another 1,000 jobs </li></ul></ul><ul><ul><li>Offer substantial specialised creative industry specific business support to over 2,500 companies </li></ul></ul><ul><ul><li>Deliver over 100 separate though highly coordinated projects </li></ul></ul><ul><ul><li>Stabilise and make sustainable a number of key strategically important Non Formal Learning Sector projects and venues </li></ul></ul><ul><ul><li>Attract a number of significant new partners that advance the growth potential of the sector - e.g. British Telecom </li></ul></ul><ul><ul><li>Spread the benefits of an “enterprise culture” and better use the wealth of locally developed innovation </li></ul></ul><ul><ul><li>Raise the annual GDP of the creative industries in the Hub area from £166 million to £200million, which over seven years would add £238 million in turnover to the local economy. </li></ul></ul><ul><ul><li>Enhance the skills of over 2,500 individuals </li></ul></ul>
  20. 20. December 2005 – investment plan accepted by LDA and GLA Economics <ul><li>We are a strategic partner of the LDA, under the Creative London initiative </li></ul><ul><li>Our rationale quantifying the potential and barriers has been accepted by GLA Economics - under the headings of Market Failure </li></ul><ul><li>Investment plan is linked to the City Growth Strategy </li></ul><ul><li>Cluster analysis of area economy - creative sector is accepted as the primary cluster in this area </li></ul><ul><li>CGS has a business led board - several creative companies part of that board </li></ul><ul><li>CLA wrote the bid for CGS (worth £250K) and is represented on the board </li></ul>
  21. 21. Plan accepted by LDA and GLA Economics
  22. 22. Value of being a strategic partner of LDA / GLA ? <ul><li>LDA as broker </li></ul><ul><li>LDA funding programmes </li></ul><ul><li>GLA support on planning issues </li></ul>
  23. 23. LDA as broker <ul><li>Business Link - LDA are in the process of redefining business support in London </li></ul><ul><li>LSC skills agenda - LDA /GLA/ Mayor may eventually take over but will definitely have greater influence over policy and delivery </li></ul><ul><li>Sector Skills councils - Skillset and CCI - again areas where we can use the investment plan and the partnerships to influence the debate </li></ul><ul><li>Inter-borough brokerage - especially around planning </li></ul>
  24. 24. LDA as broker <ul><li>Governmental support </li></ul><ul><li>DCMS Creative Economy Programme aiming to make the UK the Creative Hub of the world </li></ul><ul><li>ODPM - sustainable communities agenda and Thames Gateway </li></ul>
  25. 25. LDA's funding programmes <ul><li>We have strategic arguments for support and partnerships ready for joint bidding </li></ul><ul><li>Already helped with STEP bids </li></ul><ul><li>Opportunities Fund bids – (hopefully) </li></ul>
  26. 26. GLA - supporter on the planning issues <ul><li>We are proposing a &quot;creative sector </li></ul><ul><li>specific&quot; spacial development plan - a sub </li></ul><ul><li>set of the Mayor’s spacial plan for London, which </li></ul><ul><li>is based on the London Economic Development </li></ul><ul><li>Strategy </li></ul>
  27. 27. Initiatives arising from acceptance of the Hub Investment Plan <ul><li>Showcasing and Networking </li></ul><ul><li>Network funding £80K over 2 years - PT post with small budget </li></ul><ul><li>Closing date 7 th April 2006 </li></ul><ul><li>More about networking. We want your input </li></ul><ul><li>Talent </li></ul><ul><li>STEP will train 100 in music </li></ul><ul><li>Develop network capability in accreditation and best practice of 12 NFLS partners </li></ul><ul><li>STEP bid £350K to support the NFLS </li></ul><ul><li>Sustainability - LSC / SSC – more important </li></ul>
  28. 28. Initial initiatives arising out of the investment plan <ul><li>Property and Enterprise </li></ul><ul><li>Old Laban creative enterprise incubation centre - opening May 2007. Space of for 50 businesses - £3.8 million investment </li></ul><ul><li>Property </li></ul><ul><li>Agency funded for two years to, among other things, work on the spatial development plan for the Creekside area </li></ul>
  29. 29. The way forward - we are just four months into a seven year plan <ul><li>Creekside spacial plan - working with land owners </li></ul><ul><li>Deptford Creative Village Consortium </li></ul><ul><li>NFLS - working with funded Music project but also pursuing funding for the Digital bid </li></ul>
  30. 30. Creative Network - how you can steer the process?
  31. 31. Creative Network - how you can benefit from the process <ul><li>Networking – new post / supporting a cluster of networks eg: </li></ul><ul><ul><li>Goldsmiths </li></ul></ul><ul><ul><li>RSVP </li></ul></ul><ul><ul><li>Artful </li></ul></ul><ul><ul><li>DAN </li></ul></ul><ul><li>Database / Web site of contacts / Visualisation </li></ul><ul><li>Knowledge East – want to use the network to deliver new knowledge exchange </li></ul>
  32. 32. Creative Network - how you can benefit from the process <ul><li>Networking into LDA programs + emerging Hub network across London </li></ul><ul><li>Networking within the Lewisham borough area </li></ul><ul><li>Greenwich ?? </li></ul><ul><li>Business supply chain building in Hub area </li></ul>
  33. 33. Benefits possible for all

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