6718 living places final report aw lr
TRANSCRIPT
-
8/6/2019 6718 Living Places Final Report AW LR
1/66
Prior
ity
place
s
outputsand
outcomes
living places year 3 evaluation report
April 2011
contents
1
-
8/6/2019 6718 Living Places Final Report AW LR
2/66
Whats in ourfinal report
43-52
30-42
53-6517
-29
4-16
Co
rbypriorityplace
Pe
nnineLancash
ireprioritypla
ce
Th
eSouthWestp
riorityplace
PU
SHpriorityplace
Th
amesGatewaypriorityplace
contents
22
-
8/6/2019 6718 Living Places Final Report AW LR
3/66
An Evaluation of Year 3 of the Living Places Programme has been carried out
on behalf of the living places Partners by DC Research Ltd. The purpose of
the Year 3 Evaluation was to build on Year 1 and Year 2 living places
Evaluations, with particular focus to be given to capturing learning from the
living places priority places in relation to the partnerships and successes ofthe programme.
living placesemphasises the use o culture and sport to support local distinctiveness
and quality o place and promotes the advantage o cultural bodies working together
to support local services or communities and individuals, particularly in areas that
are experiencing housing led growth and regeneration. The aims o theliving places
programme are to:
nAlign investment rom the sporting and cultural sector across organisational boundaries
so it can be used more efciently or people and places.
nProvide inormation, advice and support on the use o culture and sport in sustainable
communities to people working in local government, housing, property development,
planning and a host o other felds who take the day-to-day decisions that shape
communities o the uture.
nBuild the capacity o communities themselves so people can be empowered
to bring cultural and sporting activity and inrastructure to their communities.
Fivepriority places(Corby, Pennine Lancashire, Partnership or Urban South Hampshire
(PUSH), Thames Gateway and The South West) were chosen as the key element o the
Programme as they were all places experiencing signifcant change, whether through
regeneration or growth, demonstrated ambition and/or good practice in terms o the
role o culture and sport in this change, and were sufciently dierent to allow the learning
to be o broad application.
Part o the remit o the Year 3 Evaluation was to provide a summary o the achievements in
each o thepriority places, ocusing on the impact and added value that the programme
has achieved in each place, the conditions and actors that have helped to achieve these
impacts and added value, and building on this to identiy the lessons or other places that
can be learned rom these experiences.contents
33
-
8/6/2019 6718 Living Places Final Report AW LR
4/66
Corby
priority
place
4
contents
-
8/6/2019 6718 Living Places Final Report AW LR
5/66
Corbyprio
rityplaceCorby priority place
Corby had a population o 53,174 in the 2001 census and fgures released in 2010 revealed
it had the astest growing population o a local authority in England and Wales. The Borough
o Corby is part o the wider county o Northamptonshire (which also includes Daventry
District Council, East Northamptonshire District Council, Kettering Borough Council,
Northampton Borough Council, South Northamptonshire District Council and the
Borough Council o Wellingborough).
5
contents
-
8/6/2019 6718 Living Places Final Report AW LR
6/66
Corbyprio
rityplace
Impact and added valueThe key impacts and added value that Corby has achieved as a priority place include:
Inuencing policy
A key achievement in terms o
inuencing policy in Corby has been
the work commissioned either directly
through the living places programme
or via partners working to promote therole o culture and sport in regeneration
and development schemes (such as
Our Corby work, studies by Jura, work
on Public Realm and the development
o strategies such as North Northants
Cultural Investment Plan and theNorthants Cultural Strategy or
Children and Young People).
These, in conjunction with previous
studies have helped to both inorm the
uture direction o policy making in Corby and enhance the evidence base available or
culture and sport based decision making. The North Northamptonshire Mapping Overviewo Cultural Assets: Cultural Investment Plan (Tom Fleming Creative Consultancy) and
the Community Archives and the Sustainable Communities Agenda (Jura Consultants) studies
in particular, outlined lessons learned and outcomes that have clearly inuenced how partners
in Corby approach uture projects, or instance:
nThe cultural mapping work taught living places partners that it is important to drill
down to low levels o geography to get below averages (with ward levels being ideal).nCommunity archives work gave pointers as to how interventions are best directed
and how communities are engaged.
6
contents
-
8/6/2019 6718 Living Places Final Report AW LR
7/66
Corbypriorityplace
In addition to the studies inuencing and providing uture lessons or development within
Corby, the act that the North Northants Joint Policy Unit (NNJPU) is ully signed up to promoting
the role o culture and sport has meant that these eatures have been integrated into the North
Northamptonshire Core Spatial Strategy, both in terms o design stipulations and consultation
practice. Corby has beneftted rom close working with the NNJPU in bringing orward sportand cultural issues in such strategies and the resulting policy has underpinned the prominence
o sport and culture within the development o Corby.
living places work in Corby has inuenced the Local Development Framework and it has
better positioned culture, using mapping and the CSPT recommendations on standard charges
or culture in setting and negotiating North Northamptonshires developer contributions.
Developing evidence
The cultural mapping study was originally commissioned to inorm the business and planning
processes or the Corby Cube, however it has also helped to provide an evidence base or
uture cultural policy. Other studies have also contributed to the groundwork or culturalpolicy and extended the evidence base available (such as the Community Archives and
the Sustainable Communities Agenda and theAudiences and Participation Research)1.
Such studies have helped to inorm decision makers about the current status o cultural assets
and participation, and the suggestions or uture development have helped to inuence the
involvement o culture and sport in planning policy.
living places work in Corby has inuencedthe Local Development Framework it has better
positioned culture in setting and negotiating NorthNorthamptonshires developer contributions.
7
contents
1.Commissioned by the Living Places Partnership, carried out by Tom Fleming Creative Consultancy (2009).
-
8/6/2019 6718 Living Places Final Report AW LR
8/66
Corbypriorityplace
Attracting additional investment and support
As a result o the Year 1 Community Archives research, extra unding was secured rom HLFand Arts Council or the Our Corby arts and archives project. This extra unding or delivery
can also be viewed as a tangible beneft linked to the status o Corby as a priority place.
Partners in Corby also eel that the living places programme has assisted with raising the
prole of Corby with potential funding bodies. As a result o culture having a raised
profle and being incorporated in policy, Section 106 unds have been secured (in projects
such as Rockingham Forest near Corby) and there has been successul leveraging unding or
community cultural activity through Landfll Tax and WREN.2
8
contents
2.http://www.wren.org.uk/
-
8/6/2019 6718 Living Places Final Report AW LR
9/66
Corbypriorityplace
Improving engagement betweenculture and sport, planning and development
Corby can be said to have beneftted
rom a close engagement with the
NNJPU prior to living places however,
consultations suggest that there was
little collaborative working between
cultural and regeneration partners
prior toliving places. Despite this,
the engagement between Corby and
NNJPU has improved this joint working,taking into account Corbys living places
priorities. This has consequently allowed
or a better integration o these actors
into development and regeneration
schemes and policy in the wider North
Northamptonshire area. Additionally, such
engagement has promoted better working
on areas such as economic development,
culture, sport, development and planning,
with particularly strong engagement
emerging rom the North Northants
Development Company (NNDC).
9
contents
-
8/6/2019 6718 Living Places Final Report AW LR
10/66
Conditions and factors that enabled impactand added valueThere are a number o actors and conditions that have supported and enabled the
impacts and added value that Corby has achieved as a priority place. The key enablingactors have included:
Priority place profle
Corby as a priority place is communicable to partners, and a number o consultees have
viewed this status as an enabler in attracting development interest. For instance, many East
Midlands partners argue that cultural agencies now target activity at Corby that they may well
not have done so had the town not been given its priority place status.
Consultees urther suggested that the priority place status has instilled a sense o confdence
in terms o ability to deliver built on strong relationships and there has been a continued
ocus on renewal (in physical terms) in the town centre and on key landmark developments
on the back o the living places philosophy. Another tangible beneft o Corbys priority
place status has been improvements in resident perceptions o the town as a place to live
(something locally regarded as more signifcant than progress against the cultural
National Indicators).
Corbypriorityplace
10
contents
-
8/6/2019 6718 Living Places Final Report AW LR
11/66
Corbypriorityplace
Partnership arrangements
The Corby Priority Place Partnership (and more generally cultural networks in Corby were
considered by consultees to be well established and defned. The strong establishment isthought to be the direct consequence o it being nested into already well dened boundaries
and organisational roles. The priority place meetings in Corby have been on an annual
basis, with supplementary communication being carried out by telephone, email, meetings
and other means in between meetings, at varying levels o requency.
In Corby, living places meetings have oten been attended by regional representatives rom
cultural agencies, as well as Milton Keynes South Midlands (MKSM), North NorthamptonshireJoint Policy Unit (NNJPU) and North Northamptonshire Development Corporation (NNDC),
providing a strong mix of culture, local authority, development and planning representation.
Meetings are planned to continue beyond the end oliving places based on continuing
demand to coordinate activity and momentum.
As well as regional representatives, the Terms o Reerence also indicates that specifc
member organisations are: Corby Borough Council, Northamptonshire County Counciland the cultural and regeneration agencies in the East Midlands: MLA East Midlands, Arts
Council England, English Heritage, Sport England, Culture East Midlands, Milton Keynes
South Midlands Culture Partnership and Regeneration East Midlands.
Whilst the meetings are inrequent, the survey responses indicated that the partners also
meet as part o other Steering Group meetings, meaning that it is more difcult to defne
specifc priority place meetings. Despite this, the responses did suggest that the partnershipmeet around specifc living places tasks, when necessary.
At the local level, it is elt that the Partnership has identied opportunities to inuence
policy and programme design through the Cultural Strategy reresh and the North
Northamptonshire Core Spatial Strategy. However, there is acknowledgement that there
have been no opportunities at the national level or the Partnership to inuence the design
o policies or programmes.
11
contents
-
8/6/2019 6718 Living Places Final Report AW LR
12/66
Corbypriorityplace
Evolution o partnership arrangements
Priority place meetings in Corby have evolved into meetings where mainstream activity
around theliving placesagenda is discussed and coordinated. For example, the meetingin November 2010 had a ocus on LEPs, and how best to ensure that culture and sport
could inuence LEP development. This suggests that living places has been successul
in embedding culture and sport in development, regeneration and place shaping, and the
activity between partners is ongoing on a number o ronts.
The main elements o policy and programme design that have changed since the Partnership
started have been around the changes in structure and priorities o regional cultural agencies,LAA developments, Corby and Northamptonshire county cultural strategy developments and
national policy developments. With the exception o the reresh o the Corby Cultural Strategy,
it is not elt that any o these changes have been the direct result o the work o the Partnership
however, this reresh o the cultural strategy was inuenced by the research and baseline data
commissioned by the Priority Place Partnership.
Mainstreaming o activity
The mainstreaming oliving places activity has assisted with the promotion o culture and
sport priorities and whilst the Partnership meets inrequently, there is much evidence o
living places activity ongoing on a regular basis. The well established partnerships have
also developed the sense o purpose and role o culture and sport in the development and
regeneration aspects o the area. The act that many o the Priority Place Partnerships
member organisations meet as part o other activities has helped to better integrate
living places ideas into other felds to the extent that the particular impact o the
programme is more difcult to defne.
12
contents
-
8/6/2019 6718 Living Places Final Report AW LR
13/66
Corbypriorityplace
Pre-existing support and arrangements
In correspondence with the mainstreaming o activity, pre-existing support or sport and
culture is also evident within Corby. For instance, Corby is regarded by a number o partnersas having benefted rom the long term engagement o planning with culture, with an ability
to ully understand what works in their communities.
Critically, it can be argued that there was demand or culture and sport based place shaping
in Corby, and that living places was able to help meet that demand. Such demand (and
knowledge o what communities actually want) can also be said to have helped living places
support and align local priorities with a policy ocus, consequently increasing the chanceso success.
Additionally, culture is represented on NNJPUs Major Applications Group, and ACE and
CABE have unded the Design Action Programme and a Design Action Manager role which
ensures major applications meet Core Strategy objectives and are o high design quality.
Whilst this role pre-dates living places, and covers a larger area than Corby, there are clear
synergies that have added value to developments via high quality design and strong cultureand sport inputs.
Scale o Corby as a priority place
Being an already defned Local Authority area, Corby beneftted rom pre-existing partnershipsworking within particular boundaries. This assisted with the continuation o previous work and
integrating living places priorities into multiple areas and agendas particularly where partners
worked together on dierent Steering Groups.
13
contents
-
8/6/2019 6718 Living Places Final Report AW LR
14/66
Corbypriorityplace
In terms o the lessons rom the Corby priority place or other places that aspire to achieve
similar aims and objectives to living places, the ollowing aspects are the main learningpoints and lessons:
nEnsure that there is strong local understanding and recognition o the role that culture andsport can play in creating sustainable communities is an important actor in promoting such
priorities (particularly amongst key individuals and organisations).
nEnsure that key partners and sectors work together on a number o ronts to assist with
the level o communication, integration and mainstreaming o culture and sport and other
shared priorities.
nDevelop the local areas evidence base through scoping and mapping studies
in order to eectively inorm and provide groundwork or uture policy and
development direction.
nIntegrate consultation and design quality priorities into culture and sport policies
in order to acilitate local support and promote the area as a better place to live,
work and visit.
nCapitalise on pre-existing support or culture and sport (where existent) by promoting
joint working and engagement as well as sharing knowledge o what works in the local
community to increase the chances success or projects.
nIntegrate culture and sport issues into Local Development Frameworks and Section
106 agreements to improve the level o awareness and unding or such areas.
Lessons from Corby (for other places)
14
contents
-
8/6/2019 6718 Living Places Final Report AW LR
15/66
Corbypriorityplace
Corbybenetted frompre-existing partnerships
working within particular
boundaries.
15
contents
-
8/6/2019 6718 Living Places Final Report AW LR
16/66
CorbypriorityplaceName of Document Status Geography
Covered
Produced by partner/Commissioned
Name of
Company/
Partner who
Produced it
Strength of
Culture and
Sport Reference
Plan or Culture2010 to 2014
ResearchReport
Milton Keynesand SouthMidlands
Commissioned by Future City,C Network, MKSM
BOP Consulting XXX
The Cultural Strategy
or Children and YoungPeople
Research
Report
Northamptonshire Commissioned by
Northamptonshire CountyCouncil and Arts Council
Tom Fleming
Creative Consultancy
XXX
North NorthamptonshireMapping Overview oCultural Assets: CulturalInvestment Plan, Feb 2010.
MappingReport
NorthNorthamptonshire
Commissioned by Arts Council,Northamptonshire County Counciland Corby Borough Council,North Northants DevelopmentCompany, Joint Planning Unitand WNDC
Tom FlemingCreative Consultancy
XX
Excellence and Innova-tion in Nor thamptonshiresPublic Realm: Reviewand Recommendations,Apr 2010.
ResearchReport
Northamptonshire Commissioned by Arts Council,Northamptonshire County Counciland Corby Borough Council,North Northants DevelopmentCompany, Joint Planning Unitand WNDC
Tom FlemingCreative Consultancy
XX
Community Archivesand the SustainableCommunities Agenda
ResearchReport
Corby Commissioned by MLA Council Jura Consultants XX
A Cultural InvestmentPlan or NorthNorthamptonshire,Feb 2010.
ResearchReport
NorthNorthamptonshire
Commissioned by Arts Council,Northamptonshire County Counciland Corby Borough Council,North Northants Development
Company, Joint Planning Unitand WNDC
Tom FlemingCreative Consultancy
XXX
Name of Document Status Geography
Covered
Name of Company/Partner
who produced document
Strength of
Culture and
Sport Reference
North Northamptonshire LocalDevelopment Plan
PlanningDocument
NorthNorthamptonshire
North Northamptonshire JointPlanning Unit.
X
North Northamptonshire DraftSupplementary Planning Document: Devel-oper Contributions
PlanningDocument
NorthNorthamptonshire
North Northamptonshire JointPlanning Unit.
XX
The tables below highlight the range o activity and inuence that Corby has had as a priority
place in terms o studies and research reports that have been commissioned, and those that
have been inuenced by living places and the Priority Place Partnership in Corby.
Source: DC Research 2011
Source: DC Research 2011
Table 1: Research Studies and Plans commissioned by Corby as a priority place (as lead or as partners)
(x= some contribution, xx=signifcant contribution, xxx= critical contribution)
Table 2: priority place Strategies and Plans inuenced by Corby as a priority place
(x= some contribution, xx=signifcant contribution, xxx= critical contribution)
16
contents
P
-
8/6/2019 6718 Living Places Final Report AW LR
17/66
PennineLancashireprio
rityplac
e
17
contents
-
8/6/2019 6718 Living Places Final Report AW LR
18/66
PennineLan
cashirepriorityplac
e
Pennine Lancashire priority place
Pennine Lancashire has a population o over 522,000 and comprises: Blackburn with
Darwen Borough Council, Burnley Borough Council, Hyndburn Borough Council, Lancashire
County Council, Pendle Borough Council, Ribble Valley Borough Council and RossendaleBorough Council.
18
contents
-
8/6/2019 6718 Living Places Final Report AW LR
19/66
PennineLan
cashirepriorityplac
e
Inuencing policy
A key achievement in terms o
inuencing policy has been the high
level recognition o the role o culture
and sport in regeneration and
development or Pennine Lancashirethrough the inclusion of the priority
place in the Multi Area Agreement
for Pennine Lancashire. The MAA
specifcally mentions Pennine Lancashire
as a priority place, with an Action within
the MAA1 being or: Pennine Lancashire
partners to workwith Government tomaximise its status as a priority place.
Inclusion within the MAA has also
supported engagement within Pennine
Lancashire between culture and sport
and planners/economic development
(outlined in more detail below).
A second achievement in Pennine Lancashire that is providing ongoing (and mainstreamed)
support in enabling policy inuence has been the establishment of a culture, leisure and
sport sub-group of the Pennine Lancashire PLACE joint committee (a ully constituted
Joint Committee with representation by Leaders rom each local authority). The Culture,
Sport and Leisure subgroup is chaired by a local authority chie executive, has local
government engagement, and has living places as part o the groups Terms o Reerence.
This is regarded as a key achievement in both the recognition o the role o culture and
sport in Pennine Lancashire as well as a way in which the role o culture and sport has been
mainstreamed into key local government arrangements.
1.http://www.penninelancsplace.org/Shared%20Documents/09240_MAA_Document_Final_with_App.pd
Impact and added valueThe key impacts and added value that Corby has achieved as a priority place include:
19
contents
-
8/6/2019 6718 Living Places Final Report AW LR
20/66
PennineLan
cashirepriorityplac
e
Developing evidence
In Pennine Lancashire, the key primary piece o research that the Priority Place Partnership
supported was the Mapping the Cultural Sector in Pennine Lancashire by Jura Consultants.
The study added, and continues to add, value in a number o ways. For example, the fndingso the research were launched by the then Culture Secretary, helping to reinorce the national
profle o Pennine Lancashire as a priority place, and supporting and enabling the engagement
o key local government partners.
Another example o local policy inuence within Pennine Lancashire relates to the current use
by planners within Pennine Lancashire of the Mapping the Cultural Sector in Pennine
Lancashire research2 (commissioned by the Pennine Lancashire Priority Place Partnership),
as a key source o evidence to help inorm the development o new local planning documents
and policies.
Finally, the PLACE Culture, Leisure and Sport sub-group, working with the Pennine Lancashire
living places Manager, has recently completed the Pennine Lancashire Cultural Plan 2011-
2014 along with an Action Plan, with engagement rom the leaders and chie executives o the
Pennine Lancashire authorities being achieved as part o this process.
2.http://living-places.org.uk/fleadmin/user_upload/downloads/Mapping_the_Cultural_Sector_in_Pennine_Lancashire.pd
20
contents
-
8/6/2019 6718 Living Places Final Report AW LR
21/66
Improving engagement betweenculture and sport, planning and development
Pennine Lancashire is benefting rom improved engagement with planning and economic
development as a result o the Culture, Leisure, and Sport subgroup o PLACE. The creation
o a PLACE subgroup specifcally dedicated to culture and sport, and chaired by a local
authority chie executive is thought to have added weight and recognition to the role o
culture and sport within the sub-region by economic development, planning and other
core local government services.
PennineLan
cashirepriorityplac
e
Attracting additional investment and support
Due to its designation as a priority place, Pennine Lancashire was part o the Our Place Empty
Shops project that took place in 2010 in both Blackburn and Taunton. A total o 100,000unding rom BIS Skills Learning Revolution Transormation Fund was used to support
the project, and it is recognised that this unding support or the project was due to Pennine
Lancashire being part o the living places programme and being a designated priority place.
In addition, the establishment o the living places manager post has provided additional
capacity and capability to enable culture and sport to be even better engaged and inuential
in key local government and place shaping agendas across Pennine Lancashire, helping tomaintain and build upon living places activity, and ensure that living places becomes
integrated into the agendas o the local authorities. The unding or this post has been
provided through a combination o sources including Regenerate Pennine Lancashire,
local authority support and support rom MLA Council and Arts Council England.
21
contents
-
8/6/2019 6718 Living Places Final Report AW LR
22/66
Conditions and factors that enabled impactand added value
There are a number o actors and conditions that have supported and enabled theimpacts and added value that Corby has achieved as a priority place. The key
enabling actors have included:
Local leadership
The importance o the drive and engagement of key individuals in the living places
agenda has been a key supporting actor or the achievements within Pennine Lancashire.
In the case o Pennine Lancashire (as with the other successul priority places),
keypartnerships and key individuals have grasped living places as a high profle
opportunity to better deliver existing culture, sport and place aspirations.
The act that key individuals understand, recognise, and buy into the role that culture and
sport can play in creating sustainable communities has been an important actor that has
underpinned many o the achievements within Pennine Lancashire.
The enthusiasm and drive o these key individuals who get the vision o the living places
Programme has also enabled the commitment o time and (where possible resources to
supporting the priority place.
PennineLan
cashirepriorityplac
e
A current enabler to improved engagement with planning and economic development has
occurred as a result o the recent Culture and Sport Planning Toolkit workshops organised
by the Town and Country Planning Association (TCPA). These workshops, which have taken
place to engage planners and cultural ofcers within Pennine Lancashire in the reresh o the
CSPT, have provided a very useul opportunity or engagement and communication betweenplanners rom the Pennine Lancashire local authorities and their cultural counterparts.
22
contents
-
8/6/2019 6718 Living Places Final Report AW LR
23/66
Priority place profle
A key supporting actor that underpinned many o the impacts achieved has been the prole
that Pennine Lancashire has received due to the designation of being a priority place.
This profle has maniested itsel in a variety o ways, including Ministerial Visits (e.g. Andy
Burnham (when Secretary o State or Culture Media and Sport) launched the cultural sector
mapping research commissioned by Pennine Lancashire, whilst Baroness Andrews has also
visited) alongside the visit rom Roy Clare (Chie Executive o MLA). Such visits are thought
to have helped to increase the awareness o Pennine Lancashire as a priority placeamongst
local authority chie executives and other key local partners. The designation o PennineLancashire as a priority placehas thereore provided national profle and recognition which
has been useul in a variety o inuencing aspects.
Those with a leadership role at the priority place level are clear that living placeshas
resulted in high level dialogue and contact that would otherwise have been very difcult
to secure. This has enabled places to raise their profle at the regional and national levels
in terms o culture, sport and place shaping.
PennineLan
cashirepriorityplac
e
23
contents
-
8/6/2019 6718 Living Places Final Report AW LR
24/66
Partnership arrangements
Partnership remains a core success actor in terms o what has been achieved across
all o the priority places, including Pennine Lancashire.
From the outset, the eectiveness o the partnership working within Pennine Lancashire
was supported by a range o actors and conditions, including:
nPennine Lancashire being a Housing Market Renewal Area. The Housing MarketRenewal (Elevate/Regenerate Pennine Lancashire) was recognised as an active
advocate o the role o culture in housing renewal/growth and made contributions
(in kind and in cash) towards the empowerment o the Priority Place Partnership.
nThe well established pre-existing partnership working within Pennine Lancashire,
including such groups as PLACE, as well as Elevate/Regenerate, and the Pennine
Lancashire Multi Area Agreement (MAA). The MAA process in particular served
to drive orward the collaborative agenda.
nPre-existing acceptance of Pennine Lancashire as a well-dened area, and a
cohesive market which is thereore an appropriate spatial level to address key
issues such as housing market, wider economy, and visitor economy.
nThe pre-existing joint working between the cultural agencies also helped
and supported the eectiveness o the Partnership.
nThe resources provided by various partners have also helped which allowed the
Partnership to have extra capacity in a variety o ways (including the living places
Manager post).
nThe development of Terms of Reference for the Partnership at the outset ensured
clarity about key aspects such as membership, level o representation, principles
and values, specifcation about what members must be able to do and so on.
PennineLan
cashirepriorityplac
e
24
contents
E l ti t hi t
-
8/6/2019 6718 Living Places Final Report AW LR
25/66
Pre-existing support and arrangements
Prior to the launch o the living places
Programme and the designation o
Pennine Lancashire as a priority place,
there had been a range o activities relevant
to living places already occurring in
Pennine Lancashire. This included work
commissioned by the housing marketrenewal (HMR) Programme (e.g. the
Wilson-Livesey report Dreaming o
Pennine Lancashire) which emphasised
the importance o branding and image or
the area, and linked to this is the emphasis
that the HMR Programme gave to the wider
aspects o housing market renewal. The roleo culture in regeneration was a key part o
this, especially in addressing the lack o a
positive image or the area.
Evolution o partnership arrangements
During the course o the living places programme, the partnership arrangements evolved
and developed to ensure that they continued to be ft or purpose and were appropriately
aligned to emerging wider agendas. From the original partnership structure, which had
regional and subregional partners represented on a Pennine Lancashire specifc partnership,
in April 2010 there was a shit to a regional partnership or the cultural agencies and other key
regional partners (covering Pennine Lancashire as well as other priority (MAA) areas in the
Northwest region). This change occurred at the time o the development o the sub regional
group the Culture, Sport and Leisure subgroup o PLACE. These arrangements helped to
increase the eectiveness o the partnership working, as well as support the mainstreamingo the living places agenda, and the engagement o senior level local government ofcers
and members.
PennineLancashirepriorityplac
e
25
contents
P
-
8/6/2019 6718 Living Places Final Report AW LR
26/66
Scale o Pennine Lancashire as a priority place
For Pennine Lancashire (as well as other key priority places) the evaluation evidence also
identifed that those priority places operating at a sub regional (or smaller) level beneftted in
terms o place defnition and the clarity o vision and purpose.
PennineLancashirepriorityplac
e
Role o the living places manager
Finally, the additional capacity and capability provided through the establishment o the
living places Manager role is thought to have made an important contribution across
many o the achievements and added value that the Pennine Lancashire priority place
has brought.
Additionally, there was pre-existing joint working between the regional cultural agencies or
example, the ormal arrangements in place or joint working around the development o Local
Area Agreements. Within Pennine Lancashire the pre-existing partnership working between
the local authorities has also been a key contributory actor or what has been achieved there.
Pennine Lancashire priority place is thought to have beneftted rom being nested within/well linked to an established regeneration partnership with a wider agenda that includes
regeneration, growth and MAA development.
Pennine Lancashire priority place isthought to have beneftted rom being nestedwithin/well linked to an established regeneration
partnership with a wider agenda
26
contents
P
-
8/6/2019 6718 Living Places Final Report AW LR
27/66
In terms o the lessons rom the Pennine Lancashirepriority placeor other places thataspire to achieve similar aims and objectives toliving places, the ollowing aspectsare the main learning points and lessons:
nEnsure that there is strong local leadership, commitment, drive and engagement
rom key individuals to support the agenda o culture and sport within
sustainable communities.
n
Maximise the profle o the place through the positive exploitation o opportunitiesto raise the profle o the place at the national and regional levels (such as ministerial visits).
nEnsure that the spatial scale o working is appropriate and eective building on, and
linking to, appropriate pre-existing partnership working arrangements and experience.
nEnsure that the spatial scale o working aligns to accepted, pre-defned spatial areas
related to, and appropriate or, the aims being pursued.
nDevelop eective local government engagement through linking to, or being
embedded within relevant, wider partnership arrangements.
nProvide core resources to ensure there is sufcient capacity and capability to help
local leaders achieve the vision, aims and objectives being addressed.
nBe willing and prepared to evolve the partnership arrangements to ensure alignment
with changing policy context and government/governance structures.
PennineLancashirepriorityplace
Lessons from Pennine Lancashire(for other places)
27
contents
P
-
8/6/2019 6718 Living Places Final Report AW LR
28/66
PennineLancashirepriorityplace
During the course o the livingplaces Programme, the partnershiparrangements evolved and developed
to ensure that they continued to be ftor purpose and were appropriatelyaligned to emerging wider agendas
28
contents
P
P i L hi t bl
-
8/6/2019 6718 Living Places Final Report AW LR
29/66
PennineLancashirepriorityplace
Key Document Geography
Covered
Status of
Document
Commissioned/Writtenby Partner?
Author Strength of
Culture and
Sport Reference
Pennine LancashireCultural Plan 2011-2014
Pennine Lancashire DevelopmentDocument
Written by partner Pennine Lancashire XXX
Pennine Lancashire
Cultural Plan 2011-2014
Pennine Lancashire Development
Document
Written by partner Pennine Lancashire XXX
An Integrated EconomicStrategy or PennineLancashire
Pennine Lancashire DevelopmentDocument
Written by partner Pennine Lancashire XX
Multi Area Agreementor Pennine Lancashire
Pennine Lancashire DevelopmentDocument
Written by partner Pennine Lancashire XXX
Mapping the CulturalSector in PennineLancashire
Pennine Lancashire DevelopmentDocument Commissioned byliving places Jura consultants XX
The table below highlights the range o activity and inuence
that Pennine Lancashire has had as a priority place in terms
o documents that have been inuenced by living places.
Pennine Lancashire table
Source: DC Research 2011
Table 1: Research Studies and Plans commissioned by Corby as a priority place (as lead or as par tners)(x= some contribution, xx=signifcant contribution, xxx= critical contribution)
29
contents
PU
-
8/6/2019 6718 Living Places Final Report AW LR
30/66
USHp
riorityp
lace
30
contents
PU
-
8/6/2019 6718 Living Places Final Report AW LR
31/66
PUSH priority place
PUSH is a partnership o unitary authorities including Portsmouth and Southampton;
Hampshire County Council and district authorities o Eastleigh, East Hampshire, Fareham,
Gosport, Havant, New Forest, Test Valley and Winchester. The Partnership is estimated to
cover a population o over 1.5 million people. PUSH is linked to the Solent LEP, and hasrecently been joined by Isle o Wight Council.
Impact and added value
The key impacts and added value that PUSH has achieved as a priority place include:
USHpriorityplace
31
contents
Inuencing policyPU
-
8/6/2019 6718 Living Places Final Report AW LR
32/66
Inuencing policy
In planning terms, there is strong qualitative evidence to suggest that the development o
culture and sport through living places has inuenced planning and economic developmentpolicy in PUSH. Currently, the PUSH Economic Development Strategy, South East Regional
Spatial Strategy for South Hampshire and the PUSH Design Charter all contain a ocus
on cultural and sporting developments. While living places cannot be said to be wholly
responsible or this inclusion, it can be seen to have assisted with the promotion o culture
and sport issues in development policy. There have also been positive living places
developments within the PUSH area, including:
nJoint unding (50% living places partners, 50% Hampshire County Council)
o a PUSH Cultural Coordinator to increase capacity and take orward the
agenda o the Quality Places theme group rom July 2009.
nCommissioning o research on Providing for Cultural Infrastructure in
the PUSH area: the role of spatial planning and developer contributions.
nCommissioning oThe South Hampshire and Hampshire Cultural Infrastructure Audit,
which suggested appropriate ways in which to: secure cultural and sporting inrastructure
through developer contributions; increase the profle o planning or cultural inrastructure
in the PUSH area and; suggestions as to how the Culture and Sport Planning Toolkit
could be used to help secure appropriate cultural and sporting inrastructure through
developer contributions.
nHelping to provide an evidence base or studies such as Spatial Planning and the
Provision of Cultural and Sporting Infrastructure in the PUSH area.
The Design Charter1 launched by the Quality Places Panel represents another product
developed by PUSH that can be seen both as an outcome in the living places sense, and
an approach that could be adopted and adapted or use in other places. The Charter recognises
the importance o high quality design in adding social and economic value to an area and
it aims to set a standard or such design to ensure that developments within the whole area
covered by PUSH are contributing to the overall plans.
USHpriorityplace
1.http://www.push.gov.uk/quality_places_charter.pd
32
contents
PUAdditionally, PUSHs Multi Area Agreement now has dedicated chapter or single conversation
-
8/6/2019 6718 Living Places Final Report AW LR
33/66
USHpriorityplace
document by the Homes and Communities Association. Whilst PUSHs MAA will not result in
additional unding or place shaping, it does keep councillors ocused on quality places as
being something PUSH is trying to achieve.
As well as commissioning studies and inuencing local policy, PUSH has also increased thepotential or priority place activity to inuence national policy through initiating a joint letter to
the DCMS Permanent Secretary, ollowing the meeting o Chie Executives and other senior
partners rom each o the priority places. The meeting ocused on commonalities and a
shared desire to put culture and sport at the heart o regeneration and beyond and this shared
consensus was viewed as an opportunity to collaborate to promote living places collectively
and inuence policy.
Developing evidence
In PUSH there have been a range o studies and research exercises completed, ocussing on
culture and sport evidence, design guidance and creative industries research. For example,
PUSH has commissioned and developed the Spatial Planning and the Provision of Cultural
and Sporting Infrastructure2 research, which can be used as evidence to support provision
or culture in Section 106 and Community Inrastructure Levy (CIL) agreements. This work
has led to proposals currently being considered by PUSH to top slice CIL and S106 unding
or strategic culture projects, and has provided the evidence base that allows planners to be
confdent in asking or aordable developer contributions.
PUSH has also been involved in work commissioned by SEEDA that includes:
nDeveloping a typology o art acilities that match CIL developer contributions.
nEstimating catchment areas or place shaping based on survey data.
nUndertaking condition audits o acilities.
nCurrent and uture modelling (inward investment and demand).
Such studies have helped in promoting planner confdence in the culture and sport evidence
base, and can be regarded as an outcome in terms o the living places Evaluation Framework,with S06 and CIL contributions being the related impacts.
2.www.push.gov.uk/spatial_planning_and_the_provision_o_cultural_and_sporting_inrastructure_in_the_push_area.pd
33
contents
Attracting additional investment and supportPU
-
8/6/2019 6718 Living Places Final Report AW LR
34/66
Attracting additional investment and support
The ypaper eect3 has resulted in the PUSH receiving investment rom NDPBs (Non
Departmental Government Bodies) over and above what might otherwise have been
expected in particular projects- one example being unding or the Heritage at Risk work.
This demonstrates that cultural and non cultural investors have increased their confdence
in the ability o the successul priority places to deliver results.
In total, it is estimated that PUSH attracted 306,000 in additional revenue unding
over the lietime o the living places, which directly leveraged just under 2m in
capital investment.
As well as securing increased investment or studies to be carried out, a number o
consultees also made the connection around the benefts that high quality investment in
cultural and sporting infrastructure has on the ability to market quality of life aspects
of a place to an external investment market. Consultees in PUSH particularly noted the
investor perception benefts o being able to showcase acilities such as the Theatre Royal
(in Portsmouth) and the new arts centre in Southampton.
USHpriorityplace
Improving engagement between
culture and sport, planning and development
In year one o the programme, representation or living places on the Quality Places theme
group was ormalised and it became the main point o contact between PUSH and its CreatingQuality Places theme. Linking these elements together, living places is now strategically
placed to both increase engagement between the cultural sector and the wider PUSH remit,
and to inuence policy within this wider planning and development scope.
Whilst this engagement and inclusion obviously provides a major beneft or living places,
consultations also demonstrated that rustrations arose (particularly in Year 1 o the
programme), resulting rom perceptions that living places branded some existing PUSH
Quality Places activity as its own.
3.The ypaper eect in the context o Living Places reers to activity and support/resources highlighted and observed through
consultation where Priority Places have received additional investment as a result o their profle as a Priority Place.
34
contents
Conditions and factors that enabled impactPU
-
8/6/2019 6718 Living Places Final Report AW LR
35/66
Conditions and factors that enabled impactand added valueThere are a number o actors and conditions that have supported and enabled the
impacts and added value that Corby has achieved as a priority place. The keyenabling actors have included:
Local leadership
The early identifcation o the importance o culture and place shaping to PUSH, and the
opportunity provided by living places were signifcant actors, as was the agenda being
led at the Chie Executive level.
It is clear that up until the appointment o the Cultural Coordinator, PUSH lacked capacity to
comply with the evaluation requirements oliving places. The role, which was unded by a
mix o local and living places resources, has proven to be increasingly successul at making
connections and linking activities and projects together. For example urther CSPT/design
guidance related work has been delivered and the Quality Places work plan has included
engagement with the Portsmouth Harbour redevelopment, and the new Southampton
arts centre.
Consultees suggested that the having a Cultural Coordinator not only helped to promote
and acilitate good networks between dierent sectors and with other priority places,
but also assisted with securing additional investment through the capacity and expertise
provided by the role. Whilst the Coordinator post added value, it is also important to
recognise the pre-existing ability and capacity o members o the Quality Places Panel
to deliver signifcant projects by themselves.
USHpriorityplace
35
contents
-
8/6/2019 6718 Living Places Final Report AW LR
36/66
Priority place profle
Those with a leadership role at the priority place level are clear that living places has
resulted in high level dialogue and contact that would otherwise have been very difcult to
secure. Having priority places status has enabled places to raise their profle at the regional and
national levels in terms o culture, sport and place shaping, and has created good networks
between Corby, PUSH and Pennine Lancashire in particular.
Furthermore, early consultations suggested that both the planning research and additional
capacity (in the orm o the Cultural Coordinator) were unlikely to have happened in PUSH, in
the short to medium term at least, without the support o the living places partners and the
status o PUSH as a priority place.
36
contents
PUSPartnership arrangements
-
8/6/2019 6718 Living Places Final Report AW LR
37/66
SHpriorityplace
t p g t
It is important to remember that the
Partnership or Urban South Hampshire
was created beore living places and has
a wider agenda than living places alone.
This partnership (like Corby) already placed
signifcant emphasis on culture and sport in
its development and regeneration agenda
prior to the programme, and so it is difcult
to attribute the successes o culture andsport development to living places alone.
As a partnership, PUSH is well established,
with the Quality Places Panel (one o fve
PUSH programmes) ulflling the unction o
the Priority Place Partnership. PUSH has provided living places with clear evidence o place
shaping working in a wider context, although this may provide cultural agencies with only apartial view o activity.
Nevertheless the cultural agencies are well engaged, as are Tourism South East
(highlighting the symbiotic nature o the tourism economy and culture in the South East).
In PUSH, the Quality Places Panel meets on a quarterly basis and has been actively engaged
with other PUSH Panels regarding the ocus o economic development activities, especially
around the relative priority o the creative industries sector. This engagement is indicativeo the increasing reach o the Quality Places Panel, which has also taken on PUSH lead or
tourism and retail activity.
37
contents
PUS
-
8/6/2019 6718 Living Places Final Report AW LR
38/66
Evolution o partnership arrangements
In Year 3 o the living places programme, the PUSH Quality Places Panel has widened its
remit in to include tourism, retail and creative industries sector in addition to culture and
sport. Engagement also includes a ocus on higher education, economic development and
planning, and a range o thematic representatives reecting the sectors engaged. In contrast
to Corby, the engagement o the cultural agencies has become more inrequent in the past
12 months in comparison to the frst two years o the living places programme.
Despite this decline in engagement requency, the PUSH partnership has recently been
engaging in debates about (LEP) structures. For example, PUSH partners are looking
at developing their partnership into an LEP, and the existence o priority places means that
living places thinking will be well-placed to exert inuence. The challenge or living
places activity thereore, is frstly to ensure prominence on the LEP agenda, and secondly
how to continue to support the capacity and expertise that living places partners have
provided to PUSH.
SHpriorityplace
In PUSH, the Quality Places Panelmeets on a quarterly basis and hasbeen actively engaged with other PUSHPanels regarding the ocus o economicdevelopment activities
38
contents
PUSMainstreaming o activity
-
8/6/2019 6718 Living Places Final Report AW LR
39/66
Pre-existing support and arrangements
The living places programme in the PUSH area benefts rom being nested into a well
established regeneration partnership with a wider agenda. It can also be argued that there
was a demand or culture and sport based place shaping in PUSH, and that living places
was able to help meet that demand.
While living places may have enhanced the credibility and strength o engagement
between cultural and development sectors, it cannot be said to be responsible or its creation.
PUSH was already a well recognised as an established mechanism or sub regional priority
setting and collaborative working, with the Quality Places Panel increasingly taking on
responsibility on the basis o sub regional local government efciency in terms o place
and culture, promoting better joint working in areas such as tourism, museums and heritage,
and being seen as the most appropriate place to engage in such debates. The pre-existing
partnership working between the authorities can thereore be seen as a key contributory
actor or what has been achieved there.
In addition to this, PUSH has beneftted rom having individuals that have grasped
living places as a high profle opportunity to better deliver existing culture, sport
and place aspirations. This has helped to bring orward living places ideas and
promote the priorities o sport and culture.
SHpriorityplaces
g y
Currently, PUSH living places consultees fnd it increasingly difcult to distinguish between
living places activity and mainstream activity in their area, and this is something that they
expect to increase going orward. In particular however, the principle o cooperation
established by living places through PUSH is something that is not currently part o the
mainstream and the partnership would ultimately like to make it so. By 2011, the contribution
o the cultural coordinator role will potentially be evidenced and supported by a two year
track record, and at this point PUSH may decide to mainstream the post.
39
contents
PUSH
-
8/6/2019 6718 Living Places Final Report AW LR
40/66
In terms o the lessons rom the Pennine Lancashirepriority placeor other places thataspire to achieve similar aims and objectives to living places, the ollowing aspectsare the main learning points and lessons:
nEnsure there is a strong local commitment, drive and engagement rom key
individuals to support the agenda o culture and sport.
nIncorporateliving places into pre-existing programmes and structures to increasethe integration o culture and sport priorities into mainstream policy and ensure the
spatial scale is eective and appropriate.
nAppoint a leader orliving places(such as a cultural coordinator) to provide greatercapacity and expertise to secure additional investment and to link activities and
projects together.
nMaximise the profle o the place through the positive exploitation o successul
projects and encourage investment through promoting the positive aspects o
the area.
nBe willing to evolve the partnerships, ocus and programmes to ensure alignment
with changing policy context and local demand.
nDevelop a strong evidence base rom which to inorm policy direction
and increase learning.
Hpriorityplace
Lessons from PUSH (for other places)
40
contents
PUSHIn Year 3 o the living places
-
8/6/2019 6718 Living Places Final Report AW LR
41/66
Hpriority
place
In Year 3 o the living placesprogramme, the PUSH QualityPlaces Panel has widened its remit
in toinclude tourism, retail andcreative industries sector
41
contents
PUSH
The tables below highlight the range o activity and inuence that PUSH has had as
a priority place in terms o studies and research reports that have been commissioned
-
8/6/2019 6718 Living Places Final Report AW LR
42/66
Name of Document Status Geography
Covered
Name of Company/Partner
who produced document
Strength of
Culture and
Sport Reference
A Framework or CreativeIndustries Development inSouth Hampshire, (2009)
PortsmouthandSouthampton
DevelopmentDocument
Southampton City Council andPortsmouth City Council
XXX
PUSH EconomicDevelopment Strategy
PUSH EconomicDevelopmentDocument
PUSH -
South East Regional SpatialStrategy: South Hampshire
SouthHampshire
PlanningDocument
South East Regional Govern-ment
XXX
PUSH Design Charter PUSH DevelopmentDocument PUSH XX
PUSH Business Plan 2009-2011 PUSH DevelopmentDocument
PUSH XXX
Name of Document Status Geography
Covered
Produced by partner/Commissioned
Name of
Company/Partner
who Produced it
Strength of
Culture and
Sport Reference
A Framework or CreativeIndustries Development inSouth Hampshire, (2009)t
SouthHampshire
DevelopmentDocument
Written by partner PUSH X
The South Hampshireand Hampshire CulturalInrastructure Audit, (2010)
SouthHampshire
DevelopmentDocument
Commissioned by PUSH Audience South/Cultural Consulting/Proessor M. Elson/Charles Freeman
XX
PUSH Cultural Strategy PUSH DevelopmentDocument
Commissioned by PUSH Agenda UK Ltd XXX
Spatial Planning and theProvision o Cultural andSporting Inrastructure inthe PUSH area.
PUSH DevelopmentDocument
Commissioned byliving places and the PUSHQuality o Lie Delivery Panel
Martin J Elson XX
PUSH Design InrastructureReview, (2008). PUSH DevelopmentDocument Commissioned by PUSH Tibbalds Planningand Urban Design X
Hpriority
place
a priority place in terms o studies and research reports that have been commissioned,
and those that have been inuenced by living places and the priority place
Partnership in PUSH.
Table 2:priority place Strategies and Plans inuenced by PUSH as apriority place
(x= some contribution, xx=signifcant contribution, xxx= critical contribution)
Source: DC Research 2011
Source: DC Research 2011
Table 1: Research Studies and Plans commissioned by Corby as a priority place (as lead or as partners)
(x= some contribution, xx=signifcant contribution, xxx= critical contribution)
42
contents
The
-
8/6/2019 6718 Living Places Final Report AW LR
43/66
SouthWestpriorityp
lace
43
contents
TheS
-
8/6/2019 6718 Living Places Final Report AW LR
44/66
The South West priority place
The South West covers the whole o the region as a priority place. This region-wide
approach was intended to build upon the Cultural Inrastructure Strategy or the South West
(People, Places, Spaces) developed in 2007. However, due to the dispersed nature o the
South West as a region and the previous ocus on cultural provision, living places oundit difcult to both create a regionally coherent approach and to demonstrate any added
value to the region as a whole. As a result, Year 3 o the evaluation ocussed specifcally
on the town oTaunton as this was recognised as an area within the South West where
there had been a degree o impact at a place-based level rom the living places programme.
Taunton itsel is a county town o Somerset, and the 2001 census estimated that the area had
a population o 61,400. In 2006, Taunton Deane council revealed regeneration plans which
it called Project Taunton aiming to stimulate change and development in the area.
Because it is the South West as a whole that orms a priority place, this summary will
be looking at both the South West as a region, and Taunton at the place-based level.
SouthWe
stpriorityplace
44
contents
TheS
Impact and added value
-
8/6/2019 6718 Living Places Final Report AW LR
45/66
Developing evidenceIn the South West, a place shaping seminar was held with local authorities to build on the
CSPT seminars and provide a orum or engagement with the cultural agencies. Extending
the coverage o these seminars also helped to expand the knowledge base or living places
priorities and encourage engagement and communication with key local partners.
Locally, the Our Place, Your Place: Taunton Empty Shops project was commissioned inTaunton as part o the living places programme, with the aim o bringing local residents
together to share memories, thoughts and pictures o the town as well as to learn about how
Taunton is changing. These activities were designed to enhance community engagement and
communication around heritage services and create discussion around the role o culture and
creativity in tackling barriers and improving community cohesion. This project was important
during the economic downturn to maintain awareness oliving places issues, gather
inormation on local opinion and gain community support during a time where little cultural
and sporting developments were able to take place.
SouthWe
stpriorityplace
Attracting additional investment and support
In the South West, consultees highlighted and observed that additional investment was
secured or projects such as the Our Places Empty Shops work in Taunton as a result o the
South Wests priority place profle. The provision o additional resources helped areas such as
Taunton to develop their evidence base and promote the benefts and issues surrounding the
living places programme to the local community.
The key impacts and added value that PUSH has achieved as a priority place include:
45
contents
TheSo
In addition to the Empty Shops work, support was also secured rom the Arts Council
England to help establish and develop the Taunton Cultural Partnership. Such support was
-
8/6/2019 6718 Living Places Final Report AW LR
46/66
Improving engagement between
culture and sport, planning and development
In supporting the CSPT seminars, the additional place shaping seminar and working directly
with the People Places Spaces Joint Implementation Group (PPS JIG) living places can be
seen to have assisted with developing the engagement between the culture, sport, planning
and development sectors in the South West. While the level o engagement in the region
has been mixed or a variety o reasons, living places has been able to encourage such
engagement through these events.
As well as supporting events and partnerships, living places partners are also working
through the South West Culture Executive Board (the South West regional cultural partnership)to address cross agency challenges as part o the People Places Spaces reresh (a process
which includes examining the context or place shaping in the region, and determining how
agencies can best move orward).
Furthermore, living places has been able to improve the level o engagement in specifc
areas such as Taunton, through supporting the development o the Taunton Cultural
Partnership. This partnership now includes the Project Taunton, and is well placed to improvethe engagement o cultural partners in regeneration and development schemes. In addition,
discussions also emerged between the SWRDA (South West Regional Development Agency)
and HCA (Housing and Communities Agency) in terms o areas o interest and engagement.
outhWe
stpriorityplace
secured through the enhanced profle, reputation and engagement with other arts, sport and
culture related project activity in Taunton, attracting a higher level o interest and backing or
cultural developments.
46
contents
TheSo
Conditions and factors that enabled impactand added value
-
8/6/2019 6718 Living Places Final Report AW LR
47/66
Pre-existing support and arrangements
The South West had a ocus on culture and sport in development prior to the living places
programme and had set up People Places Spaces Joint Implementation Group (PPS JIG)
to oversee the implementation o the PPS strategy. The existence o this pre-existing group
meant that living places could work alongside it on regional development and the policies
o this group also already had links to the objectives oliving places. Linking living places
with the PPS JIP promoted better inclusion and strengthened the partnership with SWRDA,South West Screen, Chie Cultural and Leisure Ofcers Association (CCLOA), BIG Lottery,
Heritage Lottery Fund, South West Tourism, local authority representation and the South
West Regional Assembly.
As a result o this pre-existing arrangement, living places aced challenges relating to the
regional preerence or cultural policy autonomy and in articulating the added value o the
programme to the local partners. This is largely due to the act that culture and sport is well
established in the South West and Tauntons development schemes (demonstrated by the levelo reerence to culture and sport in or example, the Taunton Regeneration Masterplan, written
in 2005). The prior mainstreaming o such activity as well as the level o local awareness and
support (whilst causing issues in determining added value) has nonetheless contributed to
the development oliving places priorities in the South West region.
outhWe
stpriorityplace
Place-based ocus
Following changes in regional agency collaborative working as a result o national level issues,
links developed with key policy makers outside the partnership both locally and regionally.
Locally, there was an agreement in Taunton to pilot living places at a community level as
a lack o geographical ocus or the South West meant that little progress was made
in living places activity by year 2 o the programme.
The role o culture and sport is now well recognised within Taunton in a variety o ways.living places priorities and issues are eatured within the key strategies or the area,
as well as via Project Taunton.
and added value
47
contents
TheSo
-
8/6/2019 6718 Living Places Final Report AW LR
48/66
Priority place profle
Securing priority place profle has attracted additional investment in all o the priority areas
to some extent. In the South West, additional resources were secured or the Our Place,
Your Place: Empty Shops work in Taunton. Having a priority place status also assisted with
developing links to key national cultural partners, increasing engagement and securing widersupport. Support rom the Arts Council England, or instance helped to establish and develop
the Taunton Cultural Partnership, allowing or the development o an evidence base and
expertise as well as increasing the awareness o cultural issues.
outhWe
stpriorityplace
48
contents
Partnership arrangementsTheSo
-
8/6/2019 6718 Living Places Final Report AW LR
49/66
The living places South West pilot working group is run through the People, Places, Spaces
Joint Implementation Group and the group meets ormally every quarter, with communication
by telephone, post, email and other meetings taking place in between the ormal meetings.
This partnership is assisted by the existing strong cultural partnership working in the South
West region and aligning living places with this has helped to widen communications to
regional partners.
Place shaping has also ormed a major ocus or the South West Cultural Ofcers Group,
where CABE and SWRDA are regular attendees in additional to cultural agencies. Consultees
have suggested that the inuence that living places has had on developing these partnerships
is negligible, however the programme has beneftted in terms o engagement rom the pre-
existing partnerships.
Nevertheless, even in Taunton, the cultural agencies were ound to be less engaged in year 3
o the programme than previously, however this is thought to be the result o a lack o unding
within the cultural agencies in the current unding climate. Despite this, work is expected to
continue in areas such as Taunton in the short to medium term at least, as culture is seen as a
priority in terms o place-shaping and such engagement is seen as important in contributing
to the wider goals o regeneration.
outhWe
stpriorityplace
In Taunton, the cultural agencies wereound to be less engaged in year 3 o the
programme than previously
49
contents
TheSo
-
8/6/2019 6718 Living Places Final Report AW LR
50/66
In terms o the lessons rom the Pennine Lancashirepriority placeor other places thataspire to achieve similar aims and objectives toliving places, the ollowing aspects
are the main learning points and lessons:nRegional partnership arrangements should be exible enough to allow
partnerships to deliver and take opportunities.
nAllowing or place-based ocus areas can enhance the ability o
cultural and sporting issues to be integrated into local development
and regeneration schemes.
nHaving a region-wide partnership can result in a lack o clarity o the role
oliving placesin regional arrangements and a lack o area-ocus ordevelopments to take place.
nWorking alongside pre-existing partnerships can assist with integration o
living placesissues into a wider remit and enhance both communicationand understanding amongst key partners.
nEnsure that key individuals understand, recognise and buy into the role
that culture and sport can play in creating sustainable communities.
uthWe
stpriorityplace
Lessons from South West and Taunton(for other places)
50
contents
Place shaping has also ormeda major ocus or the South West
TheSou
-
8/6/2019 6718 Living Places Final Report AW LR
51/66
a major ocus or the South WestCultural Ofcers Group
uthWe
stpriorityplace
51
contents
TheSou
The South West table
-
8/6/2019 6718 Living Places Final Report AW LR
52/66
Name of Document Status Geography
Covered
Name of Company/Partner
who produced document
Strength of
Culture and
Sport Reference
Local Development Framework PlanningDocument
Taunton Deane Taunton Deane Borough Council XXX
Taunton Town Centre AreaAction Plan
PlanningDocument
Taunton Deane Taunton Deane Borough Council XXX
The Taunton Vision: TauntonUrban Design Framework,(2004)
DevelopmentDocument
Taunton Deanet Terence ORourke XX
A New Economic DevelopmentStrategy or Taunton Deane:Grow and Green, (2010)
EconomicDevelopmentDocument
Taunton Deane Taunton Deane Borough Counciland Geo Economics
XX
Economic Development ServiceDelivery Plan 2011 and 2012
EconomicDevelopmentDocument
Taunton Deane Taunton Deane Borough Council XX
Somerset Cultural Strategy DevelopmentDocument
Somerset Somerset County Council XX
Project Taunton: Bring YourBusiness to Taunton
DevelopmentDocument
Taunton Deane Project Taunton XXX
Taunton RegenerationMasterplan, (2005)
DevelopmentDocument
Taunton Deane Terence ORourke XX
uthWe
stpriorityplace
The table below highlights the recognition o the role o culture and sport in regeneration
and development policy within Taunton. Given the previous ocus on culture and sport
development (as evidenced by some o the work pre-dating living places), it would be
difcult to directly attribute this ocus to living places activity, however, it does demonstrate
the extent to which the programmes priorities (i.e. integrating culture and sport) are being
taken into account in policy.
Table 1: Priority place Strategies and Plans inuenced by South West as a priority place (x= some contribution,xx=signifcant contribution, xxx= critical contribution)
Source: DC Research 2011
52
contents
Tham
-
8/6/2019 6718 Living Places Final Report AW LR
53/66
me
sGatewa
ypriorityplace
53
contents
Thames Gateway as a priority placeThames
-
8/6/2019 6718 Living Places Final Report AW LR
54/66
Thames Gateway is a pan-regional partnership covering the three smaller regions o;
Thames Gateway North Kent, Thames Gateway London and Thames Gateway South Essex.
During the living places programme it emerged that the three areas showed marked
diversity, not only in terms o governance and partnership structure, but also in terms o
topography and geography, creating barriers and challenges that transcend living places
as a programme. The overall evaluations and consultations have suggested that regional
and pan regional approaches to place-based development are not appropriate given the
level o variance within these areas. Despite these challenges however, smaller areas such
as Canning Town in Thames Gateway London and Southend-on-Sea in South Essex have seena concentration o investment and activity through living places. As a result, this summary
will be ocussing on the achievements o Canning Town and Southend-on-Sea as well as the
Thames Gateway as a whole.
Canning Town is an area o East London within the London Borough o Newham. Newham
is an area experiencing considerable growth in population and in 2001 the population was
estimated at 243,737. Despite this growth and major developments in the neighbouringDocklands, Canning Town remains in the 5% most deprived areas in the UK. Southend-on-Sea
is a smaller, unitary authority area with an estimated population o 164,300 (in 2001), and is
well known as a tourist destination. Recent declines in tourism levels have led to regeneration
strategies aiming to address this.
Gatewaypriorityplace
54
contents
Thames
Impact and added value
The key impacts and added value that PUSH has achieved as a priority place include:
-
8/6/2019 6718 Living Places Final Report AW LR
55/66
Inuencing policy
Thames Gateway London beneftted rom
three years o a Cultural Coordinator post
which enabled a ocus on living places
priorities and the development o a Cultural
Strategy to emerge. This post also allowed
living places to inuence Thames Gateway
London local planning frameworks and
master planning approaches across the
10 London Boroughs. Being directly involved
in the development o such planning and
development policy helped to integrate
cultural and sporting issues into uture plansand promote the priorities oliving places
rom the outset o development growth.
In Thames Gateway South Essex, living
places ound it difcult to inuence region-
wide policy, given the autonomous nature
o the local authorities. On the local scalehowever, there is strong qualitative evidence to suggest that living places was able to
inuence planning and economic development policy in areas such as Southend-on-Sea.
This does not mean that cultural agencies have been unsuccessul in engagement, but that
some local authorities (such as Southend) have been more eager to engage in specifc place
shaping discussions than others. As a result, whilst there are local authorities that benefted
rom cultural agencies investment, advocacy and brokerage, it is not reasonable to attribute
this investment and activity to living places partnership activity.
Gatewaypriorityplace
55
contents
ThamesG
In addition to directly inuencing policy and strategy development, the added ocus on
cultural developments in Southend-on-Sea led to an increased interest rom other cultural
agencies, resulting in the MLA or example, commissioning a library content strategy to
-
8/6/2019 6718 Living Places Final Report AW LR
56/66
Developing evidence
The Newham Community Infrastructure Study: Culture and Regeneration (2010) looks at
good practice in culture-led regeneration schemes in order to identiy areas o potential uture
growth. It highlights that the introduction oliving places led to a coordination o eortin place-shaping and cultural schemes, creating joint policy making and helped along by
the Culture and Sport Planning Toolkit.
Gatewaypriorityplace
support library development in the area.
In Canning Town, theCanning Town and Customs House Cultural Framework
was produced
in partnership with living places and outlines its overall aim as creating a place where
people wish to live and work and promoting participation in local lie to help achieve this
goal. The work was also designed to add value to existing activity and expand the knowledge
o the role that culture can play in the physical transormation o Canning Town. Producing
this ramework has helped to inuence local development plans, taking into account the
importance o including cultural and sports developments.
In Canning Town, the Canning Townand Customs House Cultural Framework was
produced in partnership with living places
56
contents
Attracting additional investment and supportThamesG
-
8/6/2019 6718 Living Places Final Report AW LR
57/66
living places has provided additional unding or a number o projects in the Thames
Gateway region. For example, in Canning Town, 10,000 was given to support the master
planning process, cultural Section 106 provision and to work with regeneration proessionals.
living places also provided additional support and unding or events aiming to get
communities involved and used to cultural activity at the sites scheduled or development.
In South Essex, Southend-on-Sea secured additional funding and support for a range
of activities from MLA and ACE through its ocus on developing cultural assets, actively
supported by living places Partners. This additional unding supported a joint approach
to library and museum provision and this increased interest in the area also led to thedevelopment o a modern library, museums, arts and creative acilities. In addition to acilities,
support was improved through the provision o substantial ofcer time (rom living places
Partners), the attraction and development o the second (ater Liverpool) Metal1 development,
and Chalkwell Hall (a signifcant development in terms o culture led place making).
living places itsel has also gained additional investment and support in the Thames
Gateway rom the Ofce o the London Mayor and the Thames Gateway Partnership. Thecultural strategy or Thames Gateway London was developed jointly between living places
and the Mayors Ofce who had a budget o 10,000 to support the development o the
area. Through securing this support, living places was ideally placed to inuence any
subsequent policy.
As well as attracting additional support and unding or particular projects, consultations
suggested that the added value will also lie in the increased ability to attract new inwardinvestment, given that sport and cultural developments will now orm part o the attraction
and the act that the concept o Thames Gateway will be easier to articulate given this
improved identity.
Gatewaypriorityplace
1.Metal is an ar tistic laboratory to champion the need or continual investment in artistic investigation and the development o innovative ideas
that could shit the thinking in the UK cultural sector. Metal provides innovative, multi-disciplinary residency space or artists rom the UK and
overseas in Liverpool and Southend on Sea. www.metalculture.com 57
contents
ThamesG
-
8/6/2019 6718 Living Places Final Report AW LR
58/66
Improving engagement between
culture and sport, planning and development
The development o the Canning Town and Customs House Cultural Framework involved the
networking o the London Borough o Newhams regeneration team with cultural partnerships
both locally and across London. This cross-networking increased the opportunities or quick
wins (such as the Growing PlacE16 at Clarkson Road) and improved engagement anddiscussion regarding the role o cultural acilities in being a core element in the long
term regeneration o the area.
The work at Canning Town has included the engagement o a number o social enterprise
and third sector groups in utilising meanwhile space2 in the period between site clearance
and development or a range o activities and events. This has included work on community
allotments, temporary BMX tracks and providing a range o cultural oers. In the short term,the use o meanwhile space has been regarded as a positive use o development space and
it has resulted in positive outcomes, not only in bringing together development and cultural
partners (such as LB Newham, London living places Partnership, Core Arts, University o
East London (UEL), Groundwork and a range o community groups), but it has also improved
community engagement and participation in cultural developments within Canning Town.
On the wider scale, the involvement oliving places in the development o the London Planincreased the level o engagement between planning and cultural partners and assisted with
the integration oliving places priorities within the Thames Gateway development.
Gatewaypriorityplace
2.http://www.meanwhile.org.uk/showcase/growing-place16-canning-town-london
58
contents
ThamesG
Conditions and factors that enabled impactand added value
-
8/6/2019 6718 Living Places Final Report AW LR
59/66
Pre-existing support and arrangements
Policy created prior to living places is
demonstrative o the pre-existing support
or cultural and sporting developments
within the Thames Gateway regions
Southend-on-Sea, or example outlined
plans or the development o a culturalhub in 2007. Additionally, it can be said
that support or cultural and sporting
developments in Southend-on Sea pre-dated
living places as the profle o these sectors
in the Borough Council is well established,
with culture and sport being priorities in the
Sustainable Community Strategy. Indeed the
Council has had Culture and Sport portolio
holder in the cabinet or a considerable
period o time, and the Borough Council
has a vision or Southend to be the Cultural
Capital o the east o England (a position
reinorced by a recent bid to become theUK City o Culture or 2013). There is a clear
ambition to build on the tourism history o
the area, and to use leisure and culture to
drive regeneration to support increased
economic benefts and job creation.
Gatewaypriorityplace
59
contents
ThamesG
This pre-existing support undoubtedly made it easier or living places priorities to be
realised in some areas. Given the scale o the Thames Gateway however, this was not the
case across the board. In the North Kent Thames Gateway region, the level o pre-existing
k d t t th t it dif lt th t d t t dditi l
-
8/6/2019 6718 Living Places Final Report AW LR
60/66
Area growth and Olympic profle
The Thames Gateway pan-regional area is currently experiencing major growth, increased
investment and attention due to the act that the Olympic Games are to be hosted by many
o the areas involved. Such increased interest in development in the area has provided
opportunity or living places to inuence this, particularly in relation to the sporting
and leisure developments that will be required to both host the Games and the resulting
tourist trade.
As well as the acilities required, there is a strong desire rom many local authorities to
capitalise on this development growth and indeed, the Newham Sustainable Community
Strategy aims to maximise the potential or tourism both during and (as a result o improved
acilities) ater the Games.
Gatewaypriorityplace
Cultural co-ordinator
As mentioned earlier, having the role o a Cultural Coordinator in Thames Gateway London
not only assisted with the development o the cultural strategy and London Plan, but it also
increased the ofcer capacity or living places in the Thames Gateway, consequently
helping to promote discussion and integration o the programmes priorities into policy.
work and support meant that it was difcult or the programme to demonstrate any additional
beneft. As a result, consultations rom this area suggested that a number o London Boroughs
struggled with the concept o the programme and have engaged better with individual
cultural agencies.
60
contents
ThamesG
-
8/6/2019 6718 Living Places Final Report AW LR
61/66
Partnership arrangements
The pre-existing partnership arrangements assisted with the promotion oliving places
activity and the act that a Cultural Coordinator was able to work in partnership with the
Mayors Ofce on policy development signifcantly improved the chances oliving places
priorities being taken into account. Furthermore, the tendency or partnerships such as
the London Partnership to support places at the masterplanning level, helped with the
achievements made in areas such as Canning Town. While living places was unable to
have an impact on pan-regional partnerships (or the reasons discussed earlier), workingwith specifc local areas and development ofces helped in its achievements.
Additionally, the act that many o these local partnerships already contained a strong ocus on
culture and sport and had key individuals to help drive this was certainly a supporting actor.
Gatew
aypriorityplace
6